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Enrol Remotely for your next Qualification.....

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Enrol Remotely for your next Qualification.....

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Click here to read an important statement for suppliers

With effect from Monday 23rd March 2020, all College sites will be closed with the exception of the Humanities, Arts and Health campus located in Out Risbygate Street Bury St Edmunds (IP33 3RL) which will be open from 09:00 until 17:00 hours Monday- Friday.

A skeleton staff team will continue to operate during these hours at this location and therefore deliveries must be taken to the University Studies Centre on the site where a temporary reception has been established. It is the College's intention to continue to operate as best as it can in these unusual circumstances and therefore it is intended to continue to issue purchase orders to suppliers.

In the event that government measures are extended to a complete lockdown, the College may then have to close its premises completely and deliveries will not be possible.

Please watch the website for further details of this because as you will appreciate it is a fast changing situation. For any queries please send these directly to This email address is being protected from spambots. You need JavaScript enabled to view it.

West Suffolk College

Out Risbygate
Bury St Edmunds
Suffolk
IP33 3RL

(Sat nav postcode: IP33 3TT - see directions, below.)

Opening hours

Monday to Thursday: 8am to 9pm Friday: 8am to 5:30pm

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01284 716 354

🍀 Message for Students of West Suffolk College about gradings, exams, assessments and coursework

Click here to read the key message

Dear students,

As you continue with your second week of virtual learning, I would like to extend my sincere thanks to you all for the phenomenal way in which you have responded to this transition. I do not underestimate just how big of a change this has been for you all and I wanted to say well done on the progress made so far; and for continuing to put an impressive amount of effort into your work.

When it comes to the grading of exams and assessments, we are working with our awarding bodies as normal and it is therefore essential for you to continue with and to submit coursework because this will be used when determining your final grades. As soon as we have the final confirmation of how grades are going to be awarded for your course, your Course Director will be in touch.

If you have any questions around specific coursework or assessments please do contact your tutors directly. If you need any extra support please contact your Personal Support Tutor or a member of our welfare team on This email address is being protected from spambots. You need JavaScript enabled to view it. and they will get back to you as soon as they can.

Thank you for your patience so far and once again a huge well done to you all for making this transition so successfully.

Best wishes,

Colin Shaw

📝 Admissions Message (if you're looking to apply for a course)

Click here to a read the latest from our Admissions Team (if you have applied, or if you're looking to apply for a course)

The Eastern Colleges Group, comprising of Abbeygate Sixth Form College specialising in A Levels, One Sixth Form College specialising in A Level and Vocational qualifications and West Suffolk College Sixth Form specialising in vocational qualifications alongside the West Suffolk College Apprenticeship service; are committed to guaranteeing every Year 11 student a place for your Post 16 education from September 2020.

We know that everyone is an individual, with their own dreams and aspirations and our purpose is to have you at the heart of everything we do. We want to reassure you that regardless of what you would like to study, be it A Levels, Vocational qualifications or an apprenticeship we have the expertise to support you to ensure you are enrolled on the programme that is tailored to you and your needs.

We want you to have absolute assurance in these uncertain times.

For any queries around applying or if you need support with an application, please contact our admissions teams on:

Abbeygate Sixth College: This email address is being protected from spambots. You need JavaScript enabled to view it.
One Sixth Form College: This email address is being protected from spambots. You need JavaScript enabled to view it.
West Suffolk College: This email address is being protected from spambots. You need JavaScript enabled to view it.
Apprenticeships: This email address is being protected from spambots. You need JavaScript enabled to view it.

Our Careers Teams are also available to offer 1:1 Careers Advice and Guidance support via email:

Abbeygate Sixth Form College: This email address is being protected from spambots. You need JavaScript enabled to view it.
One Sixth Form College: This email address is being protected from spambots. You need JavaScript enabled to view it.
West Suffolk College: This email address is being protected from spambots. You need JavaScript enabled to view it.

01284 716 319

01284 716 246

01284 716 341

01284 716 232

01284 716 259

01284 716 233

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Contact The Careers and Connections Service at WSC

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Contact The Careers and Connections Service at WSC

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email_ careersadvice@wsc.ac.uk

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Business and Administration

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Check out our latest events!

Open Days

Our Open Days are the perfect way to find out what it's like to study with us. Sign up for one of our dedicate college or university and professional development open days today.

To browse videos, click the icon in the top right corner.

West Suffolk College is one of the country's leading further education and apprenticeship providers. Our apprenticeship results have consistently remained above the national average. We offer many degrees, HNCs and HNDs at our focused and inclusive University Studies Centre. We have around 13,000 students including nearly 2,000 apprentices studying with us. We have three campuses in Bury St Edmunds including the Built Environment Campus. Our learning centres include Bury St Edmunds, Haverhill, Ipswich, Sudbury, Thetford. We've worked with 1000+ employers over the last year. A fantastic 97% of students go on to further education, employment or voluntary work.

For more information, ask us a question or call 01284 701 301. For term dates, click here.

Proud to work in partnership with

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West Suffolk College - Diplomas, Degrees, Apprenticeships & T Levels

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West Suffolk College is one of the country's leading further education and apprenticeship providers. Our apprenticeship results have consistently remained above the national average. We offer many degrees, HNCs and HNDs at our focused and inclusive University Studies Centre. We have around 13,000 students including nearly 2,000 apprentices studying with us.

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Digital Skills

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We issue digital credentials to learners who have completed their ILM programmes, allowing them to share their successes and achievements online. Visit the digital credential webpage to learn more.

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Join the 70k other people who enhanced their performance with an ILM qualification last year, and fast-track your way to the top with our leadership and management qualifications. Ranging from Levels 2 to 7, our qualifications cater to all levels of management and offer a clear route to career progression.

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What is X-Y Theory of Management?

Douglas McGregor, an American social psychologist, proposed his famous X-Y theory in his 1960 book ' The Human Side Of Enterprise'. Theory X and Theory Y are still referred to commonly in the field of management and motivation, and whilst more recent studies have questioned the rigidity of the model, Mcgregor's X-Y Theory remains a valid basic principle from which to develop positive management style and techniques. McGregor's XY Theory remains central to organisational development, and to improving organisational culture.

McGregor's X-Y theory is a salutary and simple reminder of the natural rules for managing people, which under the pressure of day-to-day business are all too easily forgotten.

His ideas suggest that there are two fundamental approaches to managing people:

Many managers tend toward Theory X and generally get poor results.

Enlightened managers use Theory Y, which produces better performance and results, and allows people to grow and develop.

McGregor's ideas significantly relate to the modern understanding of the Psychological Contract, which provides many ways to appreciate the unhelpful nature of X-Theory leadership and the useful constructive beneficial nature of Y-Theory leadership.

Theory X - 'Authoritarian Management' Style
Assumptions made under this theory:

1. The average person dislikes work and will avoid it if he/she can.

2. Therefore most people must be forced with the threat of punishment to work towards organisational objectives.

3. The average person prefers to be directed; to avoid responsibility; is relatively unambitious, and wants security above all else.

What are the Characteristics of an X-Theory Manager?

Perhaps the most noticeable aspects of McGregor's XY Theory - and the easiest to illustrate - are found in the behaviours of autocratic managers and organisations which use autocratic management styles.
Typically characteristics for an X-Theory manager are most or all of these:

Results-driven and deadline-driven, to the exclusion of everything else

Intolerant

Issues deadlines and ultimatums

Distant and detached

Aloof and arrogant

Elitist

Short temper

Shouts

Issues instructions, directions, edicts

Issues threats to make people follow instructions

Demands, never asks

Does not participate

Does not team-build

Unconcerned about staff welfare, or morale

Proud, sometimes to the point of self-destruction

One-way communicator

Poor listener

Fundamentally insecure and possibly neurotic

Anti-social

Vengeful and recriminatory

Does not thank or praise

Withholds rewards, and suppresses pay and remunerations levels

Scrutinises expenditure to the point of false economy

Seeks culprits for failures or shortfalls

Seeks to apportion blame instead of focusing on learning from the experience and preventing recurrence

Does not invite or welcome suggestions

Takes criticism badly and likely to retaliate if from below or peer group

Poor at proper delegating - but believes they delegate well

Thinks giving orders is delegating

Holds on to responsibility but shifts accountability to subordinates

Relatively unconcerned with investing in anything to gain future improvements

Unhappy

How to Manage an X-Theory Boss

Working for an X theory boss isn't easy - some extreme X-Theory managers make extremely unpleasant managers, but there are ways of managing these people upwards. Avoiding confrontation (unless you are genuinely being bullied, which is a different matter) and delivering results are key tactics.

1. Theory X managers (or indeed Theory Y managers displaying Theory X behaviour) are primarily results-oriented, so orientate your discussions and dealings with them around results - i.e what you can deliver and when.

2. Theory X managers are facts and figures oriented - so cut out the incidentals, be able to measure and substantiate anything you say and do for them, especially reporting on results and activities.

3. Theory X managers generally don't understand or have an interest in human issues, so don't try to appeal to their sense of humanity or morality. Set your objectives to meet their organisational aims and agree on these with the managers; be seen to X-Theory manager sees you are managing yourself and producing results, the less they'll feel the need to do it for you.

4. Always deliver your commitments and promises. If you are given an unrealistic task and/or deadline state the reasons why it's not realistic, but be very sure of your ground, don't be negative; be constructive as to how the overall The aim can be achieved in a way that you know you can deliver.

5. Stand up for yourself, but constructively - avoid confrontation. Never threaten or go over their heads if you are dissatisfied or you'll be in big trouble afterwards and life will be a lot more difficult.

6. If an X Theory boss tells you how to do things in ways that are not comfortable or right for you, then don't questioning the process, simply confirm the end-result that is required, and check that it's okay to 'streamline the process' or 'get things done more efficiently' if the chance arises - they'll normally agree to this, which effectively gives you control over the 'how', provided you deliver the 'what' and 'when'.

And this is the essence of managing upwards X-Theory managers - focus and get agreement on the results and deadlines - if you consistently deliver, you'll increasingly be given more leeway on how you go about the tasks, which amounts to more freedom.

Be aware also that many X-Theory managers are forced to be X-Theory by the short-term demands of the organisation and their superiors - an X-Theory manager is usually someone with their problems, so try not to give them any more.

Theory Y - 'Participative Management' Style
Assumptions made under this theory:

Effort in work is as natural as work and play.

People will apply self-control and self-direction in the pursuit of organisational objectives, without external control or the threat of punishment.

Commitment to objectives is a function of rewards associated with their achievement.

People usually accept and often seek responsibility.

The capacity to use a high degree of imagination, ingenuity and creativity in solving organisational problems is widely (not narrowly) distributed among the population.

In industry, the intellectual potential of the average person is only partly utilised.

Theory Z - William Ouchi

Please note that Theory Z is not a Mcgregor idea and as such is not Mcgregor's extension of his XY theory.

Theory Z was developed by William Ouchi, in his book 1981 ' Theory Z: How American Business can meet the Japanese Challenge '. William Ouchi is a professor of management at UCLA, Los Angeles, and a board member of several large US organisations.

What is Z-Theory of Management?

Theory Z essentially advocates a combination of all that's best about Theory Y and modern Japanese management, which places a large amount of freedom and trust with workers, and assumes that workers have a strong loyalty and interest in team-working and the organisation.

Theory Z also places more reliance on the attitude and responsibilities of the workers, whereas Mcgregor's XY Theory is mainly focused on management and motivation from the manager's and the organisation's perspective.

Theory Z is often referred to as the 'Japanese' management style, which is essentially what it is. Interestingly, Ouchi chose to name his model 'Theory Z', which apart from anything else tends to give the impression that it's a Mcgregor idea.

Tools for Teaching, Understanding and Evaluating XY Theory Factors

The XY Theory diagram and measurement tool below (pdf and doc versions) are adaptations of McGregor's ideas for modern organisations, management and work.

Please note, they were not created by McGregor. BusinessBalls (Alan Chapman) developed them to help understanding and application of McGregor's XY Theory concept. The test is a simple reflective tool, not a scientifically validated instrument; it's a learning aid and broad indicator. Please use it as such.

See also the article about Assertive Techniques and Self Confidence.

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Douglas McGregor, an American social psychologist, proposed his famous X-Y theory in his 1960 book ' The Human Side Of Enterprise'. Theory X and Theory Y are still referred to commonly in the field of management and motivation, and whilst more recent studies have questioned the rigidity of the model, Mcgregor's X-Y Theory remains a valid basic principle from which to develop positive management style and techniques.

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In this example, we will discuss how the Johari window works with an individual within a team. In this instance, there are two factors at work within the Johari window. The first factor is what you know about yourself. The second factor relates to what other people know about you.

The model works using four area quadrants. Anything you know about yourself and are willing to share is part of your open area. Individuals can build trust between themselves by disclosing information and learning about others from the information they disclose about themselves.

Any aspect you do not know about yourself but others within the group have become aware of is in your blind area. With the help of feedback from others, you can become aware of some of your positive and negative traits as perceived by others and overcome some of the personal issues that may be inhibiting your personal or group dynamics within the team.

There are also aspects about yourself that you are aware of but might not want others to know; this quadrant is your hidden area. This leaves just one area and is the area that is unknown to you or anyone else - the unknown area.

The balance between the four quadrants can change. You might want to tell someone an aspect of your life that you had previously kept hidden. For example, maybe you are not comfortable contributing ideas in large groups. This would increase your open area and decrease your hidden area.

It is also possible to increase your open area by asking for feedback from people. When feedback is given honestly to you, it can reduce the size of your blind area. Maybe you interrupt people before they have finished making their point which can cause frustration. Alternatively, people may always want to talk to you because you are a good listener. Sometimes you don't realise these aspects of your character until it is pointed out.

By working with others, you can discover aspects of your lives that neither of you may ever have appreciated before.
Some examples of unknown factors can be as follows:

an ability that is under-estimated or un-tried through lack of opportunity, encouragement, confidence or training

a natural ability or aptitude that a person doesn't realise they possess

a fear or aversion that a person does not know they have

an unknown illness

repressed or subconscious feeling

conditioned behaviour or attitudes from childhood

For example, in an educational setting, a student's contact with a tutor may help them understand how their experiences in and outside of school can impact their learning. This discovery about themself would reduce the size of their unknown area.

From a practical point of view, in implementing the Johari Window, you need to look at two steps.
Step one:
The place to start in the Johari window is in the open area. Make some notes about yourself. Complete the Self Awareness Diagnostic. What are your strengths and your weaknesses? What are you comfortable with and willing to share with others? Try and be honest and clear about what you know about yourself already.
Step two:
Involve other people and ask for feedback about yourself. Be prepared to seriously consider it. That doesn't mean you have to do everything suggested, but you should at least listen and think about it. Then give the person who provided the feedback with some acknowledgement or thanks for making the effort. Depending on your confidence, you might prefer to do this as a group exercise or on a one-to-one basis. Remember that giving effective feedback is a skill; some people may be better at it than others. When receiving feedback, be respectful, listen and reflect on what has been said. It may be on receiving feedback you may want to explore it further that can lead to a discovery about yourself.
The Johari window as a tool does have its drawbacks:

Some things are perhaps better not communicated with others.

People may pass on the information they received further than you desire or use it negatively.

Some people or cultures have a very open and accepting approach to feedback; some do not. People can take personal feedback offensively, so it's important when facilitating to exercise caution and start gradually.

There are many ways to use the Johari model in learning and development. It depends on what you want to achieve in your training or development activities. What are your intended outputs, and how will you measure that they have been achieved? How can the Johari Window theory and principles be used to assist this?

"Johari is a very elegant and potent model, and as with other powerful ideas, simply helping people to understand is the most effective way to optimise the value to people. When people understand it in their terms, it empowers them to use the thinking in their own way, and to incorporate the underlying principles into their future thinking and behaviour."

(Source: ELN The e-Learning Network.)

The Self Awareness Diagnostic is a great accompaniment to the Johari window model. It helps people to explore the qualities that make them who they are. The simple online questionnaire provides instant feedback to the participant that they can positively use in understanding their personal strengths and weaknesses and what belongs in their open space. It can also objectively help the participant to start to process some of those attributes that reside in their blind spot and can encourage discussion amongst the group without being confrontational or causing contention.

What is unique about the Self Awareness Diagnostic is it explores not only an individual's 'soft skills' and working style preferences but also how participants like to learn; their learning styles. In an education or business environment, this can be a great enabler for a teacher or trainer to ensure all the group members are motivated and able to achieve their full potential.
References and Resources:
The e-learning net: The Johari Window

Luft, J., Ingham, H. (1955). "The Johari window, a graphic model of interpersonal awareness"

Luft, J. (1969). Of Human Interaction. Palo Alto, California: National Press. p. 177

Gaw, B. (1976). The Johari window and a partnership: An approach to teaching interpersonal communication skills: Communication Education: Vol 25, No 3. [ online]

Shapiro, D., Heil, J. and Lager, F. (1983). Validation of the Johari Window Test as a Measure of Self-Disclosure: The Journal of Social Psychology: Vol 120, No 2. [ online]
https://www.businessballs.com/self-awareness/johari-window-model

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In this example, we will discuss how the Johari window works with an individual within a team. In this instance, there are two factors at work within the Johari window. The first factor is what you know about yourself. The second factor relates to what other people know about you.

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Leadership through the why

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Start with why -- how great leaders inspire action | Simon Sinek | TEDxPugetSound

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Transactional vs transformative leadership 

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Transactional vs transformative leadership 