Leadership influence and report

Leadership influence and report 1.1 Introduction As senior material manager in a public bus company called Metroline Travel. I supervise a team of 15 Material managers across London. These personnel are the logistical team and their core responsibilities are the supply, storage and procurement of parts to engineering. The logistical hierarchy is illustrated in figure 1. Figure 1 Metroline Organisational Structure (Engineering Department) 2.1 Stakeholder Analysis Stakeholder analysis is a useful technique used to identify the key people within the logistical function framework. These key personnel are very important to the organizational structure because they have tremendous power and influence which affects my embarkation on this project, which involves extending me in terms of leadership and change. According to Mendelows matrix these can be grouped into 4 categories in figure 2: Figure 2 Mendelows matrix in Metroline Travel logistical function High Low C- Keep Satisfied D- Key Players A- Minimal Effort B-Keep Informed Low HighPower Level of Interest A- Engineering administration clerks B- Operation, Suppliers C- Finance department, Material Support Managers D- Engineering managers, Head of Purchasing, Engineering Director, Head of Manning and Training 2.1.1 My experiences of Leadership My life has been a journey. In 2000 I was employed with Her Majestys Armed Forces. I served for a period of seven years with the logistics corps, which I was responsible for both the national and international supply operation of my unit. I was authorised to organise and manage the handling of dangerous and hazardous goods and advanced air and shipping freight. I then moved on to serve with the bomb disposal units within the United Kingdom. Serving in the army not only required flexibility, but also enabled me to adapt rapidly to difficult environments and handle confrontational situations. As a Non Commission Officer; leadership was very task oriented where ones degree of leadership style and authority was determined according to rank. This experience has taught me to place substantial effort and commitment into my actions and work by being a focal point for solving all logistical problems day or night. 2.1.2 My experiences of change There have been many changes within my life. Leaving the Armed Forces was the biggest life changing decision I have ever made. I felt very uncertain about my life direction and decision after having joined the army at 20 years old. However, I needed more from my life; I wanted to accomplish more in terms of going back to university to get a degree. Further, I could not really study within the armed forces because of work constraints and time. But I took initiative and I have completed 80% training towards obtaining my degree. I have also seen changes made to other people in terms of new work procedures being introduced in my current workplace and the resistance that can sometimes occur as a result of these changes. Through those experiences; I realise change can have positive and negative personal effects. It can also affect other colleagues motivation and the business organisational culture. 2.1.3 My experiences of leadership and change I have experience change within different working environments, change such as having to work on a Saturday for 2 weeks because of a deadline and the Change Facilitator taking the initiative by effectively communicating the reasons for the change and their actions. Although the individual was the head of the department and did not have to work on the Saturday, turning up to work which to me (a subordinate) demonstrated leadership and the ability to make the change flow smoothly. On the other hand, I have also experienced poorly structured change by instructions; such as to change working practices without any consultations coming from directors who have lost touch with their employees and working environment. This type of leadership infuriates me and other staff and the change is always met with high resistance. 2.1.4 The key issues from me and my workplace My company is very unionised and after reading a few chapters of the developing a productive inquiry; I have started noticing positive and negatives things about myself and my workplace. I found that I am a bit timid within meetings with senior managers, although I have very good ideas about solving problems, I do not speak up and I have no idea why, which creates a level of personal uncertainty. Also within my workplace I have started looking at other managers leadership style, the good and the bad. For me to grow and improve as a manager; I would like to incorporate the good points within my current style with the support of the other managers. Organisation boundaryFigure 3 The key issues within my workplace Material managers Trade Union Working conditions Honesty Employment contracts Organisational culture Senior management support Support and Improve performance Senior material manager Other managers and departments Support Good points Good communicator Creditable by my actions Approachable Able to get the job done without conflict Economic factors Global credit crunch Slow rate of economic growth Political and Economic factors Government sending Review cuts Factors in outside the system in the Marco environment 2.1.5 The Importance of Leadership and Change to Me I believe from my past experiences, I have an understanding of the structure of leadership and change. In addition to learn more about leadership and change will enable me to become a better manager. In my work context; it will help me to become more people- orientated with the tools I learn from this course. In my personal life; the course will add points to my degree will enable career development and progression illustrated in figure 4 and mind map. Figure 4 The Importance of Leadership and Change to Me Leadership Improve my self-esteem and confidence Change and leadership Support and personal development Change and leadership Improve communication skills Leadership Motivate my team Change and leadership Being decisive about choices Leadership Networking Change and leadership Understanding the uncertainty and fear within me Change and leadership Challenging myself to try new ideas Change and leadership Setting the example and leading the way ME The beginning of my Journey with B204 mind map- (to be continue) 2.1.6 Opportunities to explore my Evidence Base Initiatives (EBI) My first thoughts on opportunities to explore as a possible basis for my EBI, illustrated in figure 4 (Developing Productive Inquiry P. 27) Inquiry Timeline Strengths Weaknesses Opportunities Threats Stores reorganisation 6 months Current organisational change program Will not be completed by end of course To improve performance and learning while practicing from tools and theories from B204 To choose a mentor Lack of support from other managers Researching universities to study my MBA 1 year My personal goal No growth over that period To use reflecting and research tools to make a choice Long timeframe to complete Searching for a new job in China 1 year My personal and situational goal High unemployment within China To learn a new culture Risk and uncertainty created by my decision to move Figure 4 my cycle of inquiry Action Stores reorganisation Researching universities to study my MBA Searching for a new job in China Series of consequences Evidence and Evaluation Gathering Information And Reflection I am currently looking at the best possible inquiry to focus on for my EBI, 2 are personal goals which are very important in my development and aspiration and 1 is work related which can improve my performance with support from my peers illustrated in figure 5 and 6 (Developing Productive Inquiry P. 16) Figure 5 possible inquiries to focus my EBI Searching for a new job in China I would like to life and work in China, its a very substantial decision. But I have the complete autonomy to make this decision. However this will change the way I interact with my friends and family, so I will seek advice from them Stores reorganisation Need support C- Finance department, Material Support Managers D- Engineering managers, Head of Purchasing, Engineering Director, Head of Manning and Training Researching universities to study my MBA I have the complete autonomy to make this decision. But I will need support from friends and family Figure 6 possible inquiries to focus my EBI Intrapreneurial Searching for a new job in China A very important project that will really stretches me, but this is very risky. Scaling Up Researching universities to study my MBA A significant project to undertake in terms of research and time Broadening Stores reorganisation Outside of current job description with this store project which I am trying out new skills 2.1.7 My questions about leadership and change I have an initial answer for these questions see appendix. However by the end of this course; I would like to answer these questions from my new learning reflections illustrated in figure 7 . 1. What makes a good leader? 2. What does a good leader do? 3. Is management the same as leadership? 4. Can I be a good manager or a good leader? 5. How do I know I am a good leader? 6. Can a good leader make good changes? 7. Is influence the same as power? 8. How can I improve my leadership skills and make positive things happen? Figure 7 my questions within the leadership and change context Leadership Change 1 2 3 4 7 5 6 Evidence Base Initiatives 8 3.1 Conclusion I started the introduction with a reflection from my past experiences in the army. I also highlighted features from my present employment. Both past and present jobs have a board understanding of various leadership styles and the change context. I have some leadership strengths. However, I still feel a very high level of uncertainty and fear of not being able to apply some of the tools and skills obtained from this course into my working environment. I hope I will have support of my work colleagues, other students, family and my tutor in order to improve personally and professionally as a leader. 1170 words 4.1 References Developing Productive Inquiry B204 Making it happen! Leadership, influence and change by Caroline Ramsey 2010 The Open University Walton Hall, Milton Keynes MK7 6AA