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IATE standards

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EPA assessment plan for TL/S apprenticeship standard

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EPA assessment plan for TL/S apprenticeship standard

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Resources in relation to 'wider skills' topic: Introduction to Prevent.

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Coaching & feedback - 02/05/2023 - ER

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Overview of Johari's Window.

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Feedback results tracker

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360° questionnaire created from 'group think' session.

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Preparation task for next session (02/05/2023)

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Preparation task for next session (02/05/2023)

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Prepare at least 3 questions that you have identified in relation to aspects of your own personal development needs. These questions need to be relevant to your own personal development. As part of the session on May 2nd we will review these questions as a group, with a view to creating a robust and meaningful 360° feedback questionnaire. This completed questionnaire will then later be used to gain useful and insightful feedback into your own performance and development needs.
NB: PLEASE AT THIS STAGE DO NOT ISSUE YOUR QUESTIONS TO ANYONE.

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Guide to completing tracker.

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Governance

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Resources in relation to 'wider skills' topic: Modern slavery & County lines - World mental health awareness - Black history month

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OTJ log template updated with examples of different types of activities. Exemplar of reflective notes including - KSBs

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Group-think sessions:
Open v Closed questions
What is coaching (both groups)

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Hersey & Blanchard: Situational Leadership models

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Hersey & Blanchard: Situational Leadership models

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QUIZIZZ - to support Modern Slavery / County Lines topic

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QUIZIZZ - to support Modern Slavery / County Lines topic

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Step 1
Use any device to open
joinmyquiz.com

Step 2
Enter join code
7727 5544

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Link to quiz used in session.

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Reminder on recording OTJ hours on LA.

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Mind Tools article on Theory X and Theory Y

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Mind Tools article on Theory X and Theory Y

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Article containing video relating to McGreggor's Theory X and Theory Y

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The approach that you take will have a significant impact on your ability to motivate your team members. So, it's important to understand how your perceptions of what motivates them can shape your management style.

We'll now take a more in-depth look at the two different theories, and discover how and when they can be useful in the workplace.

Theory X

Theory X managers tend to take a pessimistic view of their people, and assume that they are naturally unmotivated and dislike work.

Work in organizations that are managed like this can be repetitive, and people are often motivated with a "carrot and stick" approach. Performance appraisals and remuneration are usually based on tangible results, such as sales figures or product output, and are used to control and "keep tabs" on staff.

This style of management assumes that workers:

Dislike their work.

Avoid responsibility and need constant direction.

Have to be controlled, forced and threatened to deliver work.

Need to be supervised at every step.

Have no incentive to work or ambition, and therefore need to be enticed by rewards to achieve goals.

According to McGregor, organizations with a Theory X approach tend to have several tiers of managers and supervisors to oversee and direct workers. Authority is rarely delegated, and control remains firmly centralized.

Although Theory X management has largely fallen out of fashion in recent times, big organizations may find that adopting it is unavoidable due to the sheer number of people that they employ and the tight deadlines that they have to meet.

Theory Y

Theory Y managers have an optimistic opinion of their people, and they use a decentralized, participative management style. This encourages a more collaborative, trust-based relationship between managers and their team members.

People have greater responsibility, and managers encourage them to develop their skills and suggest improvements. Appraisals are regular but, unlike in Theory X organizations, they are used to encourage open communication rather than to control staff.

Theory Y organizations also give employees frequent opportunities for promotion.

This style of management assumes that workers are:

Happy to work on their own initiative.

More involved in decision making.

Self-motivated to complete their tasks.

Enjoy taking ownership of their work.

Seek and accept responsibility, and need little direction.

View work as fulfillling and challenging.

Solve problems creatively and imaginatively.

Theory Y has become more popular among organizations. This reflects workers' increasing desire for more meaningful careers that provide them with more than just money.

It's also viewed by McGregor as superior to Theory X, which, he says, reduces workers to "cogs in a machine," and likely demotivates people in the long term.

When to Use Theory X and Theory Y

Most managers will likely use a mixture of Theory X and Theory Y. You may, however, find that you naturally favor one over the other. You might, for instance, have a tendency to micromanage or, conversely, you may prefer to take a more hands-off approach.

Although both styles of management can motivate people, the success of each will largely depend on your team's needs and wants and your organizational objectives.

You may use a Theory X style of management for new starters who will likely need a lot of guidance, or in a situation that requires you to take control such as a crisis.

But you wouldn't use it when managing a team of experts, who are used to working under their own initiative, and need little direction. If you did, it would likely have a demotivating effect and may even damage your relationship.

Circumstance can also affect your management style. Theory X, for instance, is generally more prevalent in larger organizations, or in teams where work can be repetitive and target-driven.

In these cases, people are unlikely to find reward or fulfilllment in their work, so a "carrot and stick" approach will tend to be more successful in motivating them than a Theory Y approach.

In contrast, Theory Y tends to be favored by organizations that have a flatter structure, and where people at the lower levels are involved in decision making and have some responsibility.

The Disadvantages of Theory X and Theory Y

However, both theories have their challenges. The restrictive nature of Theory X, for instance, could cause people to become demotivated and non-cooperative if your approach is too strict. This may lead to high staff turnover and could damage your reputation in the long term.

Conversely, if you adopt a Theory Y approach that gives people too much freedom, it may allow them to stray from their key objectives or lose focus. Less motivated individuals may also take advantage of this more relaxd working environment by shirking their work.

If this happens, you may need to take back some control to ensure that everyone meets their team and organizational goals.

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Theory X and Theory Y - Understanding People's Motivations

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What do you think motivates your team? Money or the challenge? Theory X and Theory Y explains how your perceptions can affect your management style.

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www.mentalhealth.org.uk

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Article for reference. Published by CMI.

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www.blackhistorymonth.org.uk

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Reminder of tasks to complete following workshop.

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Reminder of tasks to complete following workshop.

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Tasks to complete prior to next session:

·        360° feedback exercise to be completed before next session and ‘results tracker’ uploaded to evidence on Learning Assistant.

·        Create an overview document outlining the key aspects of your job role, include:

-         Structure chart (or similar).

-         Explanation of your role within your organisation.

-         Key challenges you face and how you use / intend to use your learning around Knowledge / Skills / Behaviours in relation to your role.

Those that missed session to review content on ‘PADLET’ prior to next session.

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Scan the code following each session to update session feedback. Thank you 👍

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16 Personalities based on MBTI

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Free personality test - take it to find out why our readers say that this personality test is so accurate, "it's a little bit creepy." No registration required!

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Scan the code following each session to update session feedback. Thank you 👍

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Scan the code following each session to update session feedback. Thank you 👍

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Scan the code following each session to update session feedback. Thank you 👍

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Scan the code following each session to update session feedback. Thank you 👍

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Scan the code following each session to update session feedback. Thank you 👍

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Scan the code following each session to update session feedback. Thank you 👍

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Scan the code following each session to update session feedback. Thank you 👍

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Scan the code following each session to update session feedback. Thank you 👍

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Scan the code following each session to update session feedback. Thank you 👍

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Scan the code following each session to update session feedback. Thank you 👍

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Scan the code following each session to update session feedback. Thank you 👍