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Strategic Management
and Leadership
Level 7
Unit 7001V1
Personal Leadership Development as a Strategic
Manager
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1TT.
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ISBN 0-85946-572-1
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McGraw-Hill Publishing Company for Figure 1.3a on p.50 and chart on p.51 (adapted from Pedler,
Burgoyne and Boyden, A Manager’s Guide to Self-Development, 5th edition, 2007)
Health and Safety Executive for Figure 2.1b on p.88 (from Managing Health and Safety, 2008), the
chart on p.93 (from Five Steps to Risk Assessment, 1998) and Figure 3.2b on p.104 (adapted from A
Guide to Measuring Health and Safety Performance, 2001)
Institute of Occupational Safety and Health for Figure 3.3a on p.106 (from Promoting a Positive
Culture, 2004, originally from Step Change 2000, Changing Minds — a practical guide for behavioural
change in the oil and gas industry, free from www.stepchangeinsafety.net) and the extract on p.107
(from Setting Standards in Health and Safety, 2008)
Pearson Education for Career Anchor Table on p.53 in Section 2, Topic 1.4 (from Human Resource
Management, 5th edition, by Torrington, D., Hall, S., and Taylor, L., 2002)
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Contents
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1.3 Gaining corporate commitment to staff welfare ............... 83
Topic 2: Understanding health and safety responsibilities ... 87
2.1 Understanding the process ......................................... 87
2.2 Implications for leadership ......................................... 90
2.3 Plan the direction for health and safety ......................... 92
2.4 Deliver health and safety........................................... 92
2.5 Monitor health and safety .......................................... 94
2.6 Review health and safety .......................................... 95
Topic 3: Promoting a health and safety quality culture ...... 99
3.1 Creating a health and safety culture ............................. 99
3.2 A continuous improvement approach ........................... 103
3.3 Changing health and safety behaviour .......................... 105
Section summary ................................................... 110
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About Pathways Plus
Development guides
There are 15 development guides in the Pathways Plus series to
cover the 17 units of the qualifications at CMI Level 7: Strategic
Management and Leadership.
7001V1 Personal leadership development as a strategic
manager
(ISBN: 0-85946-572-1)
7002V1 Developing performance management strategies
(ISBN: 0-85946-577-2)
7003V1 Financial management
(ISBN: 0-85946-582-9)
7004V1 Strategic information management
(ISBN: 0-85946-587-X)
7005V1 Conducting a strategic management project
(ISBN: 0-85946-592-6)
7006V1/ Reviewing organisational strategy plans and
7011V1 performance/Strategic planning
(ISBN: 0-85946-597-7)
7007V1 Financial planning
(ISBN: 0-85946-503-9)
7008V1 Developing a marketing strategy
(ISBN: 0-85946-508-X)
7009V1 Strategic project management
(ISBN: 0-85946-513-6)
7010V1 Implementing organisational change strategies
(ISBN: 0-85946-518-7)
7012V1 Strategic human resource planning
(ISBN: 0-85946-523-3)
7013V1/ Strategic leadership/Strategic leadership practice
7014V1 (ISBN: 0-85946-528-4)
7021V1 Introduction to strategic management and leadership
(ISBN: 0-85946-533-0)
7022V1 Developing risk management strategies
(ISBN: 0-85946-538-1)
7023V1 Strategic corporate social responsibility
(ISBN: 0-85946-543-8)
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Personal Leadership Development as a Strategic Manager
Structure
Each guide is divided into sections that together cover the
knowledge and understanding required for the equivalent unit or
units of the Chartered Management Institute Level 7 Strategic
Management and Leadership qualifications.
Each section starts with a clear set of objectives linked to the
learning outcomes of the qualification. You don’t have to
complete the sections in the order they appear in the guide (the
mind map at the beginning of each guide will help you decide
which sections and topics are of particular need or interest) but
you should try to cover all sections if you are aiming for a full
diploma qualification.
Activities
Throughout the guides there are activities for you to complete.
These activities are designed to help you reflect on your own
situation and apply your research to your organisation. Space and
tables are provided within the activities for you to enter your
own thoughts or findings, but in some cases you may choose to
copy out the table or make notes in a separate notebook.
Timings
Timings are suggested for each activity to give you a rough idea
of how long you should devote to them. They’re not hard and
fast, and you must decide whether you will benefit from
spending longer on some activities than stated.
SR Supporting resources
The text of the guides is designed to provide you with an
introduction to the subject and a commentary on some of the
key issues, models and thinkers in the field. The activities are
there to help provide a framework for your thinking. A key
component of Pathways Plus (Pathways Plus because the
development guides work together with the online supporting
resources to provide an overall learning journey) is the list of
references given throughout the text and at the end of each
topic guiding you to the most appropriate supporting resources
for you to explore yourself. These are marked with the symbol SR
(as shown above).
You have the opportunity to select those resources that are of
most interest or relevance to you and to use them as a source of
guided research on a particular topic. Many of the supporting
resources are immediately available by logging into CMI’s online
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About Pathways Plus
Further reading
Suggestions for further reading and links to management
information are available via ManagementDirect through the
Study Support section of the Institute's website at
http://mde.managers.org.uk/members. Alternatively, email
ask@managers.org.uk or telephone 01536 207400. You will also
find titles for further reading in the Bibliography at the end of
this workbook.
The CMI Management Library holds an extensive range of books
and pamphlets for loan to members. A postal loan service is
offered to members in the UK only. You will only pay your return
postal charges. Go to www.managers.org.uk/library to review
the collection and to place your requests.
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Personal Leadership Development as a Strategic Manager
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Introduction
Welcome to this development guide on personal development. It
focuses specifically on the content of the specification for Unit
7001V1 Personal Leadership Development as a Strategic
Manager.
This guide looks closely at the leadership skills that you need to
operate effectively at a strategic level. It’s split into three
sections:
Section 1 is about identifying what personal skills are
required as a strategic manager so that you can support the
strategic direction of the organisation. In doing this, you’ll
look at how to analyse the strategic direction of the
organisation to determine what personal and leadership
competencies are required. You’ll also evaluate what
strategic skills you require as a leader to achieve the
strategic ambitions of your organisation.
Section 2 focuses on personal leadership development and
considers how to manage this development to support the
achievement of the organisation’s strategic ambitions. You’ll
look at the opportunities to support leadership development,
construct leadership development plans and consider the
implementation process. You’ll also consider how to evaluate
the effectiveness of the plan.
Section 3 looks at how to promote an environment that
supports a culture of staff welfare in a quality way, including
health and safety. You’ll consider the strategic aspects of
staff welfare, as well as your responsibilities for managing
health and safety, and its implications for leadership. You’ll
also look at how you can promote a health and safety culture,
how you can best make improvements in this area and how
you can change other people’s behaviour.
Section 1:
Identifying
personal skills
Section 2: Personal
development Section 3:
Personal
as a strategic Promoting an
leadership
manager environment of
development
staff welfare
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Personal Leadership Development as a Strategic Manager
Assessment
If you’re studying for the Level 7 in Strategic Management and
Leadership qualifications you will be assessed by your approved
centre on your knowledge and understanding of the following
learning outcomes:
Unit 7001V1:
1 Be able to identify skills to achieve strategic ambitions
2 Be able to manage personal leadership development to
support achievement of strategic directions
3 Be able to evaluate the effectiveness of the leadership
development plan
4 Be able to advocate a staff welfare environment that
supports organisational values
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Section 1 Identifying personal skills
Introduction
In this section you’ll identify what personal skills a strategic
manager needs in order to support the strategic direction of an
organisation. You’ll first look at how to analyse the strategic
direction of an organisation so that you can determine what
personal competencies may be required.
You’ll also evaluate the strategic skills required of you to achieve
the organisation’s strategic ambitions.
Establish the
purpose/direction
Look at
Record development
outcomes opportunities
Undertake Formulate
development action plan
Learning outcomes
This section covers the following learning outcome:
7001V1.1 Be able to identify skills to achieve strategic
ambitions
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Personal Leadership Development as a Strategic Manager
Section 1:
Identifying
personal skills
Topic 1:
Analysing the
strategic
direction of the
organisation
Topic 2:
Strategic skills
1.1 Strategy
and the
leader
1.3 Aligning 2.1 Strategic
development leadership
with strategic competencies
2.3 Conducting
1.2 direction a personal gap
Understanding analysis
your
organisation’s 2.2 Strategic
purpose leadership
roles
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Section 1 Identifying personal skills
Introduction
In order to identify what personal competencies are important to
an organisation, you have first to understand its strategic
direction. To do this you need to explore how strategy impacts
on different levels of the organisation and consider what strategy
means in terms of decision making and managing change.
Strategy also impacts on the behaviour of managers and leaders
within the organisation, which can sometimes cause problems.
You also need to be clear about your organisation’s purpose. A
good way to explore that is to look at the explicit statements
your organisation makes about its strategy. This can be in the
form of its mission and vision statements. These can be used as
tools for internal alignment — an approach which tries to match
personal competencies with the vision and values of the
organisation. This alignment with the strategic direction can be
used to answer the questions:
What does the organisation need?
Where am I at the moment?
This topic will help you address the stage of establishing purpose
and direction within the personal development planning cycle.
SR 3
Johnson et al suggest that these three levels are as follows:
Corporate level: What business are we in? How should we be
structured? How should we finance the business?
Business level: What market or sector should we target?
What products or services should we offer? Who are our
customers?
Operational level: How should the various functions within
the organisation work together to ensure the business and
corporate strategy is achieved?
So, for example, at the corporate level, senior managers should
be undertaking strategic analysis to determine the strategic
direction of the organisation, asking themselves questions like
‘Should we be expanding our existing service to new markets and
customers?’
At the business level senior managers might determine a specific
sector to offer these services to, for example, the transportation
sector.
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Personal Leadership Development as a Strategic Manager
Business
level
Operational
level
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Section 1 Identifying personal skills
How would you rate your competence in these areas? Which are
strengths or opportunities for development?
SR 4, 5
Mintzberg suggests that strategic formulation doesn’t take place
evenly. There are four patterns of strategic change related to
both the organisation and the individual. Murdock and Scutt
relate Mintzberg’s work to how these changes would impact on
an organisation and an individual.
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Personal Leadership Development as a Strategic Manager
Psion plc
Our mission is to grow rapidly and profitably through innovation
in mobile internet.
In pursuing this mission, we will deliver value:
to shareholders through superior returns
to customers through solutions and devices that enhance
their quality of life and personal effectiveness
to staff through a stimulating environment that encourages
innovation.
Sainsburys plc
Our mission is to be the consumer’s first choice for food,
delivering products of outstanding quality and great service at a
competitive cost through working ‘faster, simpler and
together’.
Churchill China
To be a leading provider to the tabletop market and deliver
value through excellence in design, quality and customer
service.
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Section 1 Identifying personal skills
SR 5
Murdock and Scutt discuss the issues that can occur when a new
set of values replaces a previously accepted set. This may have
come about by a major strategic transformational change. They
quote the example of public sector organisations which have had
to meet performance targets as a result of strategic change
initiatives, and how this approach has caused issues with
organisational and individual values about public service.
SR 4
Mintzberg suggests that there are two definitions of strategy that
can help us understand how it’s arrived at:
Deliberate strategy: This is based on precise intentions, set
out in some detail about what was intended, which must have
been held in common by members of the organisation. Events
must have worked out exactly as intended without any
surprises.
Emergent strategy: This requires that there must have been
no intention to achieve the actual consequence from the
actions taken.
SR 5
Murdock and Scutt challenge Mintzberg’s thinking and suggest
that this can be represented more accurately as a continuum.
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Personal Leadership Development as a Strategic Manager
an emergent strategy?
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Section 1 Identifying personal skills
SR 7
In CMI’s checklist ‘Producing a corporate mission’ a corporate
mission or vision is taken to mean ‘a description of the road
ahead. It describes the purpose of the organisation, identifies
how an organisation defines success, outlines the strategy that
will be followed to achieve success and incorporates the shared
values and behaviour that the organisation expects from
employees’.
In some organisations this may be written down as a vision
statement, a mission statement or some other title. It’s from this
statement that organisational goals and objectives are
developed.
A well-produced mission statement:
outlines clearly the way ahead for the organisation
provides information and inspiration to employees
identifies the business in which the organisation will be in the
future
provides a definition of success
provides a living statement which can be translated into goals
and objectives at each level of the organisation.
There can be some confusion over the terminology of what it’s
called, but the important thing is that it makes sense to the
organisation, employees, customers and other stakeholders.
A good mission statement also provides:
a description of the business
the mission of the organisation
the broad strategies to be pursued to fulfil the mission
a summary statement of the values to which the organisation
adheres.
SR 8
Developing a mission statement is only one aspect of the
strategic planning process. If you would like to explore this
further, refer to the CMI checklist ‘Strategic planning’.
Internal alignment
SR 1
John Burgoyne describes how organisations can use mission or
vision statements for internal alignment. In this approach
employees behave in ways that align with the organisational
purpose because they believe in this purpose and are internally
driven by these beliefs.
Burgoyne goes on to identify four ways in which individual beliefs
may have become aligned to an organisation’s purpose:
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Personal Leadership Development as a Strategic Manager
Inspired by leaders?
By socialisation?
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Section 1 Identifying personal skills
SR 2
The following figure shows this process visually.
Current
Competency
Gap analysis knowledge, skills
requirements
and capabilities
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Personal Leadership Development as a Strategic Manager
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Section 1 Identifying personal skills
SR Supporting resources
Books
1 Burgoyne, J., 1999, Developing Yourself, Your Career and
Your Organisation, London, Lemos & Crane — helpful book for
considering management and leadership development tools
and techniques.
2 Thomson, R., and Mabey, C., 1994, Developing Human
Resources, The Institute of Management, Butterworth
Heinemann — good overview of managing people and
development.
3 Johnson, G., Scholes, K., and Whittington, R., 2008,
Exploring Corporate Strategy, 8th edition, Pearson Education
— the building blocks of studying strategy for managers and
leaders.
4 Mintzberg, H., 1994, The Rise and Fall of Strategic Planning,
The Free Press — renowned management guru exploring the
impact of strategic decision making.
5 Murdock, A., and Scutt, C., 2003, Personal Effectiveness,
Chartered Management Institute Series, Oxford, Elsevier
Butterworth-Heinemann — a good all-round overview of the
management and leadership role.
Articles
6 Barber, Steven, May 2005, ‘Political Approach to Strategy’,
Professional Manager — summarises a key CMI research paper
on political skills required for managers. P+
Checklists
7 Producing a corporate mission — some good tips on
developing mission and vision statements. P+
8 Strategic planning — ideas on the process, tools and
techniques of strategic planning. P+
9 Personal development planning — includes the development
cycle that’s referred to throughout this development guide.
P+
Leader videos
10 Ahuja, Sanjiv, ‘Communicate your strategy clearly’— some
good tips on getting your message across as senior manager or
leader. P+
Weblinks
11 www.mindtools.com/pages/article/leadership-mistakes.htm -
Common Leadership and Management Mistakes: Avoiding
Universal Pitfalls.
12 www.strategy-business.com/ — helpful area for exploring
strategy techniques.
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Personal Leadership Development as a Strategic Manager
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Section 1 Identifying personal skills
Introduction
In this topic you’ll be looking at strategic skills and competencies
— a mix of knowledge, skills and behaviours. You may be asking
what makes up strategic leadership competencies? One approach
is to consider the responsibilities of a strategic leader and
explore those in order to identify personal competencies as
potential development needs.
As well as responsibilities, you’ll see that strategic leaders carry
out two key roles. There are competencies within these roles
that would be useful to consider for development purposes.
Strategic leadership style can also be a helpful framework. You’ll
explore six key styles and use these to identify competencies for
development.
There are a number of other leadership competencies, such as
political awareness and transformative leadership, that can be
useful frameworks and you’ll look at some of the key thinking in
these areas.
A helpful development process at this stage is to conduct a
personal gap analysis. This considers what performance outcomes
are required both now and in the future. These can determine
personal competencies that you can take forward into
development planning.
This topic will help address the stage of identifying development
needs within the personal development planning cycle.
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Personal Leadership Development as a Strategic Manager
SR 3
Kets de Vries suggests that strategic leaders undertake two key
roles:
a charismatic role — more about vision, empowerment and
energy
an architectural role — more about structure, control and
reward (see the figure below).
For example, you could suggest that people like Tony Blair,
Richard Branson and Anita Roddick are (or were) very strong in
the charismatic role, while people like Alan Sugar, Margaret
Thatcher and Alex Ferguson are (or were) very strong in the
architectural role associated with effective strategic leadership.
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Section 1 Identifying personal skills
Charismatic Architectural
role role
Organisational
Vision and direction
structure
Empowered people
Management control
Energised people
and reward system
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Personal Leadership Development as a Strategic Manager
SR 1
Thompson and Martin also identified six styles that a strategic
leader could adopt. They suggest that every leader will have a
dominant style, but it’s important to ensure that the others are
not neglected as they all have something to contribute.
Public relations
style
Operational
tactical style
Human resource
style
Financial
engineering
style
Analytical style
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Section 1 Identifying personal skills
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Personal Leadership Development as a Strategic Manager
SR 13
Rosabeth Moss Kanter in a 50 lessons video explains that a key
competency for strategic leaders is to prepare thoroughly and to
know the audience whenever they are asked to put their point of
view across.
SR 9
Warren Bennis discussed the concept of a transformative leader
and identified four competencies:
attention through vision
meaning through communication
trust through positioning
the deployment of self through positive self-regard.
These competencies are linked to the following strategic
approaches:
the creation of a compelling vision
the translation of meaning into social architecture
the position of the organisation in the outside world
the development of organisational learning.
They go on to say that this creates an empowering environment
and the accompanying culture. It enables employees to generate
a sense of meaning in their work.
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Section 1 Identifying personal skills
Meaning through
communication
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Personal Leadership Development as a Strategic Manager
Individual’s
competencies
Actions or
behaviours
Demands of Organisation
the job environment
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Section 1 Identifying personal skills
Where am I now?
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Personal Leadership Development as a Strategic Manager
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Section 1 Identifying personal skills
SR
Supporting resources
Books
1 Thompson, J., and Martin, F., 2005, Strategic Management:
Awareness and Change, 5th edition, Thomson Learning —
explores all aspects of strategic management and leadership.
2 Boyatzis, M., 1982,The Competent Manager, Wiley —
fundamental reading for a discussion of management and
leadership competencies.
Articles
3 Kets de Vries, M., 1996, ‘Leaders who make a difference’,
European Management Journal, Vol 14 (5) — discusses a
helpful framework for strategic leadership competencies.
4 Millar, Michael, July 2007, ‘Politics at work’, Professional
Manager — summarises key research from CMI on political
skills for leaders paper. P+
Models
5 SWOT analysis personal — helpful tool for self-development
assessment. P+
Research summaries
6 Leading with political awareness: developing leaders skills to
manage the political dimension across all sectors — summary
of research highlighting what political skills leaders require.
P+
7 Leading change in the public sector: making the difference —
considers what public sector leadership is about and explores
leadership approaches. P+
Best practice
8 Code of professional conduct and practice — useful
benchmark for competency development. P+
Thinkers
9 Warren Bennis: Leadership guru — interesting research on
strategic skills. P+
10 Stephen R. Covey: The seven habits of highly effective people
— helpful starting point for any personal development
activities. P+
11 Daniel Goleman: Emotional intelligence — useful exploration
of interpersonal skills for managers and leaders. P+
12 Victor H. Vroom: Motivation and leadership decision making —
fundamental building block for leadership development. P+
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Personal Leadership Development as a Strategic Manager
Leader videos
13 Moss Kanter, Rosabeth, ‘Prepare thoroughly and know your
audience’ — helpful tips on presenting your message. P+
Weblinks
14 Leadership Skills: Become an Exceptional Leader -
www.mindtools.com/pages/main/newMN_LDR.htm
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Section 1 Identifying personal skills
Section summary
In this section you’ve looked at personal skills, covering the
following:
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Personal Leadership Development as a Strategic Manager
What development needs have you identified that you would like
to take forward for development?
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Section 2 Personal leadership
development
Introduction
In this section you’ll consider how to manage personal leadership
development in order to support the achievement of your
organisation’s strategic ambitions. In doing this, you’ll look at
the opportunities to support leadership development, construct
personal leadership development plans and consider the
implementation process.
You’ll also consider how to evaluate the effectiveness of the
leadership development plan.
You’ll continue to look at the personal development cycle:
Look at development opportunities
Formulate action plan.
Again, this will be in the context of personal leadership
development.
Establish the
purpose/direction
Look at
Record development
outcomes opportunities
Undertake Formulate
development action plan
Learning outcomes
This section covers the following learning outcomes:
7001V1.2 Be able to manage personal leadership development
to support achievement of strategic ambitions
7001V1.3 Be able to evaluate the effectiveness of the
leadership development plan
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Section 2:
Personal
leadership
development
Topic 2:
Planning,
implementation
Topic 1: and evaluation
Leadership
development
opportunities
2.1
1.3 Career Leadership
planning development
planning
1.1 Where am I
as a leader? 2.2
1.2 Implementing 2.3 Evaluating
Opportunities the the
for development development
development plan plan
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Section 2 Personal leadership development
Introduction
This topic will help you identify leadership development
opportunities. To begin with it will encourage you to consider
where you are as a leader and you’ll do this through self-
awareness. A mechanism for using feedback is discussed and
you’ll also consider how you learn best. You’ll then conduct a
personal SWOT analysis to collate the self-awareness
information.
Your next task is to explore opportunities. You’ll examine three
options for this — education, training and development — and
consider the relative strengths of each approach by reviewing
some articles that explore this area.
Finally, you’ll look at career planning as a longer-term
development issue and consider how your shorter-term
development plans should align with this. You’ll look at the
concept of career pipelines, how your organisation can support
career development and explore what you feel are your career
anchors and how these may shape any leadership development
opportunities.
This topic will help identify learning opportunities from the
personal development planning cycle.
they know
Group
or
Things
they don’t
know Facade Unknown
Unconscious
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Section 2 Personal leadership development
Reflection
Experimentation
Conceptualisation
Source: Kolb (1981)
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SR 8
Your aim should be to identify development needs, reach
decisions on the next steps to take and enable yourself to plan to
take advantage of any talents and opportunities. Gaining some
input and feedback from others can help make the evaluation
more valid. These findings can provide useful input to any
development planning.
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SR 5, 6
Erika Lucas discusses the fact that less than 20% of the UK’s 4.6
million managers have a management qualification. This is based
on research carried out by the Chartered Management Institute,
and the key findings were as follows:
Improved business performance when development is linked
to business strategy.
A significant shift in the priority given to management
development by employers.
A change in attitude towards what makes a good manager and
how development should be delivered.
Trends among organisations towards active talent
management and fast-tracking high potential managers.
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Section 2 Personal leadership development
SR 4
Paul Brown explores the potential that management
development programmes designed for senior managers have in
contributing to the strategic management capabilities of
organisations.
Brown’s research found that these programmes are able to
contribute to strategy formulation and implementation, including
the management of change. They also help develop strategic
management competencies in participants.
The research identified that the most challenging areas for these
programmes were as follows:
developing abilities in strategic management
developing leadership ability
encouraging innovation and creativity.
Brown also concludes that there are often personal barriers that
make senior managers and directors reluctant to engage with
these programmes. In addition, there are organisational barriers
that make it difficult for senior managers to implement their
strategic role. Some quite simply lack the opportunities to
become involved in strategic direction and planning.
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What lessons does that bring for you as you work through this
programme?
SR 3
The model below considers the various levels of management and
relates these to a career plan or pipeline.
Enterprise
manager
Group
manager
Business
Passage 6
manager
Functional Passage 5
manager
Manage
Passage 4
managers
Manage Passage 3
others
Manage
Passage 2
self
Passage 1
Start
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Level Definition
Managing Manage ourselves and our work
self
Managing Managing other people in small teams
others
Manage Managing individuals and teams through their
managers managers
Functional Manage a business function at operational level
manager and contribute to overall business goals
Business Manage groups of functions, managing a business
manager unit, part of the general management team
Group Manage a group of business units, coordinating
manager activities
Enterprise Manages the strategic direction of the whole
manager business concern
Source: Adapted from Pedler et al. (2007), A Manager’s Guide to Self-
Development, 5th edition, reproduced with the kind permission of McGraw-Hill
Publishing Company
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Level Activity
Level 0 No systematic learning or career development. The
natural and informal processes are not working
either.
Level 1 No deliberate assistance with learning or career
development but the organisation keeps going on
natural and informal processes.
Level 2 Uncoordinated tactics used — assisted learning
and/or career development but not linked.
Level 3 Coordinated tactics used — learning assistance and
career development processes that are linked to
each other.
Level 4 Implementation of corporate strategy through
coordinated tactics of learning assistance and career
structuring.
Level 5 Improvement as well as implementation of corporate
strategy through input on managerial competence
and potential for decision making.
Level 6 Improving the quality of the strategy process through
learning as well as informing and implementing it.
How would this level affect any development planning you would
undertake?
Career anchors
SR 2
Torrington, Hall and Taylor discussed the concept of ‘career
anchors’. In their words these ‘represent the self-perceived
talents, values and needs of individuals. They help to explain
past career choices and have a bearing on future choices.
Individual people usually have a combination of anchors’.
The career anchor concept was developed by Edgar Schein, who
initially identified five career anchors and then added another
four.
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SR Supporting resources
Books
1 Burgoyne, J., 1999, Developing Yourself, Your Career and
Your Organisation, Lemos & Crane — management and
leadership development tools and techniques.
2 Torrington, D., Hall, S., and Taylor, L., 2002, Human
Resource Management, 5th edition, Pearson Education —
reference book for human resource management with a good
section on development.
3 Pedler, M., Burgoyne, J., and Boydell, T., 2007, A Manager’s
Guide to Self-Development, 5th edition, McGraw-Hill —
practical book with management and leadership development
activities.
Articles
4 Brown, Paul, 2006, ‘Do senior management development
programmes enhance strategic management capabilities?’,
Strategic Change, Jan—Feb, pp. 37—45 — looks at
effectiveness of strategic management development
programmes. P+
5 Lucas, Erika, 2006, ‘Good Managers born or made?’,
Professional Manager, pp. 26—9 — highlights the fact that less
than 20% of UK managers have a management qualification.
P+
Research summaries
6 ‘Value of management qualifications: the perspectives of UK
employers and managers’ — summary of relevant research
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Section 2 Personal leadership development
Introduction
This topic will help you with leadership development planning,
implementation and evaluation. To do this you’ll look first at the
development planning process and use a recognised assessment
tool to help you understand your learning styles and preferences.
After this comprehensive exercise, you’ll look at how you could
construct a SMART-based objective development plan. This is a
simple but effective approach and is helpful in initially setting
out development goals.
You’ll then look at implementing the leadership development
plan and explore the concept of development logs. These are
multi-part tools that record and monitor a number of key aspects
of the development process.
After examining the development log approach you’ll then look
at evaluating the development plan, by assessing the outcomes
of the development plan against original objectives. That’s
followed by evaluating the impact of the objectives on the
strategic ambitions. For both, you’ll reflect on key learning
points.
To finish, you’ll explore how you can review and update the
leadership development plan.
SR 4
This topic will help with the following stages from the personal
development planning cycle:
formulate an action plan from PDP
undertake the development
record the outcomes
evaluate and review.
SR 5, 6
According to Honey and Mumford, and following on from the
work of David Kolb, there are a number of different styles that
adults can adopt to promote their learning. These styles are:
activist
reflector
theorist
pragmatist.
Your preference has implications for your approach to learning.
However, before looking at the descriptions of each style, you’re
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SR 5, 10
If you’d like to undertake the learning styles assessment, you
need to go to Peter Honey’s website (www.peterhoney.com)
where you can undertake this. Your tutor or sponsor organisation
may be able to help with obtaining this assessment and with
interpreting the results.
SR 7
One option for planning development is to use a SMART
objective-based plan.
For each of the development areas you’ve identified, you’ll need
to set yourself SMART objectives. As a reminder, SMART means:
Specific
Measurable
Achievable or Agreed
Realistic
Time-bound.
You’ll also need to identify how the objectives will have
adequate resources, and to set a review date to check progress.
An example template would be as follows.
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Development goal and What might I need to sacrifice What resources are
What might get in the way?
outcome or accept? available/required?
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Personal Leadership Development as a Strategic Manager
(Likely) outcome
Your approach/behaviour Plan outline
description
Thought briefing would Probably appeared Check critically/priority
only take a few minutes: uninterested in the for info. Exchange now:
probably appeared information: may have fix meeting for update
increasingly inattentive appeared rude. Others in later if not required for
and short: cut X off before meeting probably saw me next meeting
finishing and hurried away. as flustered and not fully Explain conflicting time
Attended management organised. Didn’t gain as pressures and assure
review but did not much as required from continued interest
contribute as fully or as either meeting: need to go
Prepare for key
fluently as required. back on some points.
meetings earlier to
allow last-minute
updates if required
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Plan outline
(Likely) outcome description
Description of situation (Who, what, where, when, impact):
Your approach/behaviour
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Impact achieved What went well? What didn’t? Why? What still needs to
be done?
New vision Delays with getting
statement has been the corporate
integrated into material printed
corporate and distributed
marketing material
including
promotional
material and the
website.
New customers Including a
have commented prospective
on how impressed customer in the
they have been focus group helped
with the shape the wording
organisation’s of the vision and
vision and values values statement
statement.
New business from Revisit profit
this campaign has figures at the end
resulted in £100K of the financial
new business and year
£30k net profit
increase.
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SR Supporting resources
Books
1 Burgoyne, J., 1999. Developing Yourself, Your Career and
Your Organisation, Lemos & Crane — management and
leadership development tools and techniques.
2 Pedler, M., Burgoyne, J., and Boydell, T., 2007, A Manager’s
Guide to Self-Development, 5th edition, McGraw-Hill —
management and leadership development activities.
Research summaries
3 ‘Realising value from online learning in management
development’— how online management development can
add value. P+
Checklists
4 Personal development planning — discusses the process of
personal development planning. P+
Models
5 Honey and Mumford’s learning styles — summary of the
learning styles assessment tool. P+
6 Kolb’s learning cycle — summary of the research into people’s
learning processes. P+
7 SMART objectives — overview of a basic building block for
personal development planning. P+
Thinkers
8 Chris Argyris: The manager’s academic — overview of the
theory of double loop learning. P+
Leader videos
9 Conger, Jay, ‘Take ownership of your own development’ —
interesting perspective on the process of personal
development. P+
Weblinks
10 www.peterhoney.com — includes learning styles assessment
and information and tools for personal development
activities.
11 www.palgrave.com/skills4study/pdp — tools and techniques
for development planning.
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Section 2 Personal leadership development
Section summary
In this section you’ve looked at leadership development planning,
implementation and evaluation and covered the following:
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Section 3 Promoting an environment of
staff welfare
Introduction
This section aims to take a holistic approach to staff welfare, which
moves beyond mere health and safety compliance. This approach is
set out in Topic 1, where the links between business strategy and
staff welfare/well-being are emphasised. You’ll find out why it’s
strategically important to promote staff welfare as well as what
initiatives you can take as a leader to make staff welfare/well-being
an organisational commitment.
In Topic 2, you’ll consider further strategic aspects of staff welfare
by looking at the key processes for managing health and safety. This
includes a four-stage leadership process of plan, deliver, monitor
and review and what the implications are of effective health and
safety leadership.
Topic 3 continues the health and safety theme as you examine your
role in promoting an environment where health and safety is taken
seriously. This necessitates changing employee behaviour and
instilling a culture of continuous improvement.
Learning outcome
This section covers the following learning outcome:
7001V1.4 Be able to advocate a staff welfare environment that
supports organisational values
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Section 3:
Promoting an
environment 3.1 Creating a
of staff health and
1.1 Business safety culture
welfare
strategy and
staff welfare
Topic 3:
Topic 1: Promoting a
Supporting staff health and
welfare safety quality
culture
1.2 Beyond
OH: promoting
a state of 3.2 A
contentment continuous
improvement
1.3 Gaining approach
corporate
commitment
to staff
welfare 3.3 Changing
health and
safety
Topic 2: behaviour
2.1 Understanding
Understanding health and
the process safety
responsibilities
2.6 Review
health and
safety
2.2
Implications
for leadership
2.5 Monitor
health and
2.3 Plan the safety
direction for 2.4 Deliver
health and health and
safety safety
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Introduction
Staff welfare, or well-being, is a holistic approach to managing
SR 10 health and safety at work. The Chartered Institute of Personnel and
Development (CIPD) defines ’well-being’ as:
creating an environment to promote a state of
contentment which allows an employee to flourish and
achieve their full potential for the benefit of themselves
and their organisation.
The definition expresses the point of promoting staff welfare/well-
being: it’s an ethical choice for the benefit of others, but it’s also a
choice that can benefit the organisation.
Our vision:
To be the standard against which all others are measured
Our mission:
To make aspirational quality accessible to all
Our values:
Quality, value, service, innovation and trust
It isn’t that M&S doesn’t look after its people (see the case study in
SR 11 the Supporting resources list), but is its concern strategic? For
example, the M&S website continues the product theme into its
strategic planning.
Throughout the year we have prudently managed costs and
continued our investment in our systems and supply chain
so we can improve efficiency across the business. We also
responded to the changing needs of our customers by
improving our values without compromising on quality;
something we view as short-term pain for long-term gain.
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Physical Emotional
Organisation/
work
Personal
Values
development
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SR Supporting resources
Books
1 ACAS, 2006, Health and employment — an advisory booklet,
available at www.acas.org.uk
2 Donaldson-Feilder, E., 2007, Well-Being and Performance, CIPD
3 Incomes Data Services, 2006, Employee Health and Well-Being,
IDS
4 Kloss, D.M., 2005, Occupational Health Law, 4th edition,
Blackwell Science
Articles
5 Gates, E., Apr 2007, ‘Well@work’, Occupational Safety and
Health Journal, Vol 37, No 4, pp. 30—4.
6 Silcox, S., 2 Feb 2007, ‘Making occupational health pay’, IRS
Employment Review, No. 864, pp. 26—30.
7 Silcox, S., 1 Dec 2006, ‘Obesity as a workplace issue’, IRS
Employment Review, No. 860, pp. 18—21.
Websites
8 www.managers.org.uk/page/best-practice-healthy-workplace-
healthy-workforce-guidance-managers — for CMI’s best practice
guide ‘Healthy workplace healthy workforce’
9 www.rospa.com/occupationalsafety/adviceandinformation/occu
pationalhealth - Occupational health guidance from the Royal
Society for the Prevention of Accidents (RoSPA).
10 www.cipd.co.uk/hr-resources/factsheets/occupational-
health.aspx - CIPD occupational health factsheet includes
information on; what is occupational health, the benefits of
using occupational health, confidentiality and occupational
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Section 3 Promoting an environment of staff welfare
Introduction
In this topic you’ll look at the health and safety responsibilities
faced by leaders and their organisations. You’ll do this by
considering the health and safety processes involved.
You’ll begin by looking at some typical health and safety processes
and consider how these need to be managed. You’ll then consider
leadership responsibilities and look at the legal implications
involved.
You’ll explore a best practice framework for leadership of the
health and safety process and consider four stages: plan, deliver,
monitor and review.
Much of the best practice ideas in this topic stem from the Health
and Safety Executive’s information and guidance.
Create a
positive
Get the
health and
policy right
safety
culture
Review Develop a
performance plan
Measure
performance
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Information link
Control link
Policy
Policy development
Organisational
Organising
development
Planning and
Auditing
implementing
Developing
techniques of
Measuring planning,
performance measuring and
reviewing
Reviewing
performance
Feedback loop to
improve performance
HSE highlights that every working day at least one person is killed
and over 6,000 are injured. Furthermore, every year 750,000 people
take time off work because of work-related illness, and about 30
million working days are lost as a result.
Directors and managers can be held personally responsible for
failures to control health and safety.
SR 10
Here’s an example of an incident that was prosecuted by the HSE.
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Scenario Rosekey Limited (trading as Atwal Builders) and its director Kashmir
Singh Atwal of Bexleyheath, Kent were fined after both pleaded
guilty to breaches of Section 3(1) of the Health and Safety at Work,
etc. Act 1974, at Croydon Crown Court on Friday 8 December.
The prosecution arose following an incident on 10 December 2004 at
49 Tower Bridge Road, London SE1, when a bookshop and the two
flats above it partially collapsed in the middle of the night. Rosekey
Limited had been contracted to build a new shop and flats next
door, and over the previous few days excavations had taken place
on the site to form the foundations of the new building. A trench
was dug alongside the bookshop wall, at a depth that undermined
its foundations. There was no suitable support provided for the
excavation or the shop.
During the evening the resident of the top floor flat above the shop
saw cracks appearing and widening across the internal walls of his
property. When he called the fire brigade he was given just a few
minutes to grab some belongings before having to evacuate the
premises. The owner of the first floor flat arrived back and they
both saw their homes collapse in ruins. The residents of the flats
were rendered homeless and lost all their belongings, while the
bookshop lost its stock and was forced to relocate.
Rosekey Limited was fined £90,000 and K S Atwal as director was
also fined £90,000. They were ordered to pay the HSE’s costs of
£14,444, as well as an interim award of compensation of £3,000 to
each of the three displaced residents of the flats.
His Honour Judge Tanzer was particularly critical of Mr Atwal. He
stated that Mr Atwal was ‘incompetent and ignorant’. He added
that over previous years at other sites Mr Atwal had ‘failed to heed
warnings from the Health and Safety Executive, and endeavoured to
evade the consequences with feeble excuse after excuse’. The
judge commended the top floor resident Stephen Cheney, who
noticed cracks opening up on the walls of his flat, and contacted his
neighbours to make sure they were safe.
The investigating HSE inspector, Alec Ferguson, commented after
the hearing, ‘This was an utterly needless and preventable incident
caused by a company with a poor health and safety record. Mr Atwal
was in everyday control of the site, but failed to ensure that
construction work was carried out safely, due to his neglect.
Although it’s fortunate that nobody was injured or killed, he has
caused untold hardship, misery and distress to those affected by his
ill-managed enterprise. I would remind all contractors of the
dangers associated with excavating near to existing structures, and
to take every necessary precaution to provide adequate support to
prevent a similar incident’.
Source: HSE website www.hse.gov.uk
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SR 9
Failure to comply with these requirements can have serious
consequences for both organisations and individuals. Sanctions
include fines, imprisonment and disqualification.
Here’s an example of a fine.
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SR 11
The policy should be written down and updated on a regular basis.
It should indicate that your organisation has identified hazards and
that risks have been assessed, removed or are controlled. Some
guidance on developing a health and safety policy can be found on
the HSE website.
SR 5
In its guidance document Five Steps to Risk Assessment, HSE
outlines the following approach.
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Section 3 Promoting an environment of staff welfare
Step Action
1 Identify the hazards — work out how people could be
harmed
2 Decide you might be harmed and how — do this for each
hazard identified
3 Evaluate the risks and decide on precautions — consider
what to do about the risks, the law says you have to do
everything ‘reasonably practicable’
4 Record your findings and implement them — write down
the results and share with your staff
5 Review your risk assessment and update if necessary —
consider any changes since the last time it was
undertaken
Source: HSE (1998)
SR 6
The Chartered Management Institute suggests a helpful template for
recording the assessments using a 3 x 3 matrix as shown in the
tables below.
Thus:
6—9 High risk
3—4 Medium risk
1—2 Low risk
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SR 3
HSE discusses monitoring in terms of:
active monitoring (before things go wrong)
reactive monitoring (after things go wrong) such as investigating
injuries.
Information from monitoring should be used to help manage risks. It
suggests you ask yourself the following questions.
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SR 3
HSE suggests that this activity is split into two parts: audit and
review. Audits can be conducted internally or by an external
organisation. Audits support the monitoring process and indicate
what’s working and what needs to be improved. If you combine
audit information with information gathered from monitoring, this
will improve your overall management of health and safety.
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SR 12
Here’s an example of an audit and review.
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Section 3 Promoting an environment of staff welfare
SR Supporting resources
Books
1 HSE, 1997, Successful Health and Safety Management, HSE
Books — provides guidance for managers, directors, health and
safety professionals and employee representatives.
Guidance booklets
2 HSE, 2001, A Guide to Measuring Health and Safety Performance
— detailed guidance on improving health and safety
performance by looking at the measurement process.
3 HSE, 2008, Managing Health and Safety: Five Steps to Success —
summary report of the Successful Health and Safety
Management book (mentioned above) outlining five key steps to
manage health and safety.
4 Institute of Directors and Health and Safety Commission, 2007,
Leading Health and Safety at Work: Leadership Actions for
Directors and Board Members — report outlining health and
safety leadership responsibilities for senior managers, leaders
and directors.
5 HSE, 1998, Five Steps to Risk Assessment — overview of the risk
assessment process with helpful hints and tips.
Checklists
6 Health and safety: managing the process — outlines the five key
steps in managing health and safety processes. P+
7 Health and safety: undertaking a risk assessment — outlines the
steps involved in undertaking a health and safety risk
assessment. P+
Weblinks
8 www.hse.gov.uk/leadership/whyleadership.htm— dedicated
area for the leadership of health and safety in the organisation
with downloads and links to other relevant information.
9 www.hse.gov.uk/leadership/casestudies-failures.htm - —
examples of case studies where organisations have been fined as
a result of health and safety issues.
10 www.hse.gov.uk/press/2013/rnn-ne-02713.htm - case study
highlighting director responsibilities and consequences of
breaching health and safety legislation.
11 www.hse.gov.uk/contact/faqs/policy.htm — information and
guidance on developing a health and safety policy.
12 www.hse.gov.uk/roadsafety/experience/traffic1.pdf— example
of H&S policy and how it is reviewed.
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Section 3 Promoting an environment of staff welfare
Introduction
In this topic you’ll look at how to promote a health and safety
quality culture. You’ll do this by first looking at how to create a
health and safety culture, exploring what makes a positive culture,
the implications for leadership and then examining a best practice
framework, called ‘The four Cs’.
You’ll then consider how to implement a continuous improvement
approach. You’ll do this by looking at the measurement of health
and safety performance. In doing this you’ll look at how some well-
known quality management principles can be applied to health and
safety cultural situations.
Finally, you’ll consider changing health and safety behaviour as a
method for implementing health and safety cultural development.
In doing this you’ll consider a safety culture change process, using a
best practice model, and finish off by looking at changing behaviour
through training and competence development.
Much of the best practice ideas in this topic stems from the HSE’s
information and guidance but we also include some best practice
ideas from the Institute of Occupational Safety and Health.
SR 12
Here’s an example of how one organisation is changing its health
and safety culture.
Scenario Devonport Royal Dockyard changed its health and safety culture by
using a number of initiatives to get the whole workforce involved in
managing health and safety issues, ranging from working at height
to radiation.
In an industry with an established culture, the real challenge was
making a commitment to develop a health and safety culture where
the workforce is engaged and involved.
In 2006 a Safety Culture Team was formed and this included an
industrial health and safety representative on secondment from
production. The trade union guidance group, involving proactive
members from each union, looked at groundroot safety, personal
protective equipment and better practice in risk assessments. They
coordinated weekly safety meetings and also visited other
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As you can see from the case study above, emphasis needs to be
placed on leadership — it needs to ensure that the right climate for
these attitudes and behaviours exist.
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Where you’ve answered ‘Don’t know’, how could you find out
this information?
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SR 5
HSE in its report Leadership for the Major Hazard Industries:
Effective Health and Safety Management outlines what’s required
by a leader in developing a health and safety culture. The report
suggests the following statement as being a starting point for
leadership behaviour:
‘Achieving a positive health and safety culture in our organisation is
fundamental to managing health and safety effectively. I know and
understand what influences the health and safety culture of our
organisation.’
It then goes on to suggest five key points for leadership:
I will develop a personal understanding of the influence
different levels of management have on the organisational
climate of an organisation.
I will make sure that all managers are committed to promoting
health and safety.
I will develop an open and honest organisation, which is as
receptive to bad news as it is good news.
I know that improving ‘worker health and safety motivation’ is
fundamental to improving safety. I must ensure this phrase is
understood and we all take action to ensure it happened. I must
convince key groups such as supervisors of their importance to
our safety culture.
Corporate social responsibility principles tell me that it makes
sound business sense to manage all business risks effectively.
Health and safety is not an operational extra.
There are an additional 25 behaviours suggested in the report that
cover health and safety culture, leading by example, systems and
workforce.
SR 3
HSE in its report Managing Health and Safety: Five Steps to Success
suggests that to make a health and safety policy effective there’s a
need to gain staff involvement and commitment. They refer to this
as ‘positive health and safety culture’ and promote the concept of
four ‘Cs’:
Competence: recruitment, training and adviser support
Control: allocating responsibilities, securing commitment,
instruction and supervision
Cooperation: between individuals and groups
Communication: spoken, written and visible.
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Section 3 Promoting an environment of staff welfare
Act Plan
Check Do
Figure 3.2a: Plan, Do, Check, Act principle
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1 Identify the
key processes
2 Produce
9 Review the
process maps
measures
or flow charts
8 Decide on 3 Identify
corrective critical
action measures
Performance
measurement
7 Compare 4 Establish
actual baselines for
performance
each measure
against target
6 Assign
5 Establish
responsibility
goals or
for collecting
targets for
and analysing
each measure
the data
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Act Plan
Level 5
Continually
improving
Check Do
Act Plan
Level 4
Cooperating
Check Do
Check Do
Act Plan
Level 2
Managing
Check Do
Act Plan
Level 1
Emerging
Check Do
Level Behaviours
1 Emerging Nothing implemented
2 Managing Develop management commitment
3 Involving Realise the importance of frontline staff and
develop personal responsibility
4 Cooperating Engage all staff to develop cooperation and
commitment to improving safety
5 Continually Develop consistency and fight complacency
improving
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Section 3 Promoting an environment of staff welfare
SR 7
IOSH in its report Setting Standards in Health and Safety highlights
how performance can be improved by training and competence
development. This is another example of changing health and safety
behaviour. The report highlights what training and competence
various levels of people within an organisation should have. For
senior managers this is defined as follows:
‘Senior managers need to know their responsibilities and
accountability within the law, especially their duties under
the Health and Safety at Work Act and any specific
regulations that apply to their sector. They should be able
to recognise key health and safety risks related to the work
their organisation carries out, understand how these
impact on the business, be able to provide leadership and
plan strategically to minimise those risks.’
Source: IOSH (2008)
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SR Supporting resources
Books
1 HSE, 1997, Successful Health and Safety Management, HSE
Books — provides guidance for managers, directors, health and
safety professionals and employee representatives who want to
improve health and safety.
Guidance booklets
2 HSE, 2001, A Guide to Measuring Health and Safety Performance
— detailed guidance on improving health and safety
performance by looking at the measurement process.
3 HSE, 2008, Managing Health and Safety: Five Steps to Success —
summary report of the Successful Health and Safety
Management book (mentioned above) outlining five key steps to
manage health and safety.
4 Institute of Directors and Health and Safety Commission, 2007,
Leading Health and Safety at Work: Leadership Actions for
Directors and Board Members — report outlining health and
safety leadership responsibilities for senior managers, leaders
and directors.
5 HSE, 2004, Leadership for the Major Hazard Industries:
Effective Health and Safety Management — outlines four key
stages and 25 activities for developing a health and safety
culture.
6 Institute of Occupational Safety and Health, 2004, Promoting a
Positive Culture — A Guide to Health and Safety Culture —
overview of managing health and safety quality and culture.
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Section summary
In this section you have looked at supporting staff welfare,
understanding health and safety responsibilities, considered how to
promote a health and safety quality culture and covered the
following:
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Further reading
Boydell T., Pedler M., 2007, Management Self-Development, 5th
ed., McGraw-Hill
Byham, W.C., and Thornton, G., 1997, Assessment Centers and
Managerial Performance, Academic Press
Chambers, C., Coopey, J., Mclean, A., and Beech, J., 1990,
Develop your Management Potential, Kogan Page
Coulson-Thomas, C., July 1990, ‘The Competent Director’,
Corporate Administrator
Goleman, D., 1998, Working with Emotional Intelligence, Bantam
Heathfield, S.M., 2003, 360 Degree Feedback: The Good, the Bad
and the Ugly –
http://humanresources.about.com/od/360feedback/a/360feedb
ack.htm
Honey, P., and Mumford, A., 1992, The Manual of Learning
Styles, available from Peter Honey, Ardingly House, 10 Linden
Avenue, Maidenhead, SL6 6HB
Honey P., Mumford A., 1995, Using your Learning Styles, Peter
Honey Publications
Kolb, D.A., 1981, The Learning Style Inventory, McBer
McCall, M.W., 1998, High Flyers, Harvard Business School Press
McCall, M.W., Lombardo, M.M., and Morrison, A.M., 1988, The
Lessons of Experience: How Successful Executives Develop on the
Job, The Free Press
Michaels, E., Handfield-Jones, H., and Axelrod, B., 2001, The
War for Talent, Harvard Business School Press
Peters, T.J., and Austin, N., 1997, A Passion for Excellence,
Random House Publications
Schroder, H.M., 1989, Managerial Competence: The Key to
Excellence, Kendal/Hunt
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Before you move on
Preparing for assessment
You may now be interested in completing the assessment for this
unit. The Student Guide for the Pathways Plus series contains all
the necessary information about assessment procedures, or you
can contact your centre coordinator.
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