(Solution) 5OS06 (AC1.4) Compare the knowledge, skills and behaviours of leaders and managers in your organisation
New User Gifts
First Order Deal get Ksh 200 Off.
Original price was: £ 40.00.£ 10.00Current price is: £ 10.00.
Payment Methods:
Description
Solution
Knowledge Required for Leaders and Managers
Leaders: Leaders at Saudi Aramco need to have a thorough comprehension of global energy markets (CIPD, 2014). In the oil and gas industry, with its complex geopolitical, economic and environmental issues at play, leaders must also understand the changes in the operating climate. This knowledge enables them to make sensible strategic decisions that aid their company to follow the global trends and maintain sustainability and growth long term.
Managers: Aramco’s managers require knowledge about the operational efficiency and resource management. This means understanding of the technical processes, the optimisation of work flows, and the efficient use of personnel and equipment to reach the production targets and maintain the cost effectiveness.
Comparison: Leaders need to know more, in terms of external markets and long-term strategy, while managers need to know more of day to day operations. Leaders have to look globally and strategically, while managers simply manage internal processes. The levels of thinking required for both roles are very different, but both are critical-thinking roles.
Skills Required
Leaders: Strong strategic decision-making skills are required of leaders. This involves analysing complex information into actionable decisions that will define the company’s future direction, particularly in areas like energy transition and sustainability initiatives.
Managers: Due to daily operational issues, managers require strong problem-solving skills (Kotter, 2008). In other words, they must be capable of addressing the production, workforce management and resource allocation problem to achieve smooth and efficient operations.
Comparison: Although both leaders and managers require decision making and problem solving, leaders are concerned with long term, high level strategy, while managers tackle immediate, operational challenges.
Behaviours Required
Leader: A leader is expected to think visionary and addresses the team with a clear picture of the future. The reason for this behaviour is that it motivates employees to do what is good for the company in the long run.
Manager: Accountability from managers is crucial so that they can track their team’s performance against targets and other similar performance parameters like operational standards (Pearce, 2004). It means that they take full responsibility for achieving objectives, for working to very high standards.
Comparison: Leadership focuses on visionary behaviour which is more inspirational and future oriented whereas managers’ behaviour is based on the accountability. Both are critical to organisational success, as leaders set the direction and managers make it happen.
Areas of Improvement
Leaders: Leaders need to improve on their emotional intelligence, so as to understand the emotional dynamics of their teams. This would create a deeper and more effective relationship and communication even in challenging times.
Managers: To delegate more effectively, managers can improve their delegation skills so that they do not undermine team members power. Managers can delegate more responsibilities to their teams, so that they get more time working on employee development and engagement.
Please click the following icon to access this assessment in full
Related Papers
(Solution) CIPS New Sourcing Essentials (PSE)
(Solution) CIPS ROSHN Sourcing Essentials- PSE
- In this report, the area of focus is on different sourcing approaches which can be used in procurement and supply management (PS&M) in contemporary business environment. This is through the focus of ROSHN organisation in Design Building category of spend.
- To achieve the intended aim of this report, data has been sourced from the organisation internal documents, different CIPS modules and models (Mendelow, STEEPLE and Kraljic). The key findings include ROSHN prefeed approach being multiple sourcing owing to the high-level of market competitiveness. This is with sole and single approaches preferred when only one supplier is being engaged owing to differences in organisation needs.
- Also, the findings evidence that single sourcing prevail in an event many suppliers are available, but an organisation decides to go for one. Another finding in this report is that dual sourcing is used when different methods/options for sourcing are embraced and put in place.
- Finally, through the application of supplier appraisal tool, focusing on the Design Building spend area, an evaluation has been put into account. The result from the appraisal using Carter’s 10C’s evidence organisation success to achieve value for money outcomes and improved market development.
- Internal and external analysis to identify most appropriate sourcing strategy
- Broad sourcing appraisal strategy need to be introduced
- Focus on managing successful sourcing strategy as part of organisation policy and practices
- Involve more stakeholders as part of their operations for success in sourcing strategy
- Pursuing capacity development initiatives for PS&M understanding of relevance of different PS&M