Executive and Management Coaching - Best Practices For Employee Development

In an ideal world, the talented entry level candidate you hired straight out of college would grow and develop over the course of her career with your organization, ultimately evolving into a key leader who carries with her the lessons of every position she held as she climbed up the corporate ladder.

Not all employees will make the decision to stay with one organization throughout their careers, but when an opportunity exists to retain and develop an existing resource rather than hiring externally, it can be beneficial for both the individual and their employer. In order to capitalize on this type of opportunity, the appropriate tools and resources must be leveraged to help your great individual contributor make the critical transition to team leader and manager. Traditionally employers have turned to training programs to develop these skills, however in recent years that trend has been shifting towards a newer tool for talent management: management coaching.

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What is management coaching?

Executive and Management Coaching - Best Practices For Employee Development

In the past coaching was not offered as a benefit but mandated to those poor souls who were failing to achieve their workplace goals. From the executive suite to the cubicle, the term "coaching" was synonymous with "remedial training" and carried an implication of failure. For many, being coached was the last stop on the train to termination. Fortunately those days have passed and savvy business leaders and HR professionals have realized that coaching can be a great benefit for high performers and (when properly implemented) can turn things around for a struggling employee rather than being a last ditch attempt to salvage a poor business choice.

While coaching, particularly life or personal coaching, has gained some prominence over the last decade, the industry as a whole is still in its infancy. A wide variety of practitioners offer coaching services. Some come with newly minted certifications from training institutions (many of which have cropped up in recent years to exploit the recent popularity of the profession with career changers), while others are re-branded consultants or psychologists. Some effort has been made to normalize coaching credentials (most notably by the International Coach Federation) but most practicing coaches are measured by their experience and rapport with potential clients rather than any formal certification process. While coaching can take many forms, the one of most concern to business managers and HR executives is the form which takes place as part of an employee development program and is more commonly termed executive coaching.

Technically the term "executive coaching" applies to the act of coaching C level employees or individuals at the highest echelon of management. While there is certainly a substantial benefit to targeted programs for these key individuals, more recently this type of support has been offered at all levels of the organization, and as such has come to be more broadly described as "management coaching". Regardless of the intended audience, the goals are largely the same - to improve the effectiveness and enhance the performance of the individual, with the intent of improving (by extension) the organization as a whole.

How Does Coaching Work?

How do management coaches work with their clients to create these changes? Simply put, a coach helps an individual identify his or her strengths and weaknesses, and then guides them through the implementation of strategies to leverage their strengths and overcome their weaknesses. The core value of coaching is in its ability to focus on the specific needs of the individual manager being coached, as viewed through the lens of their organizational ecosystem. While training can provide general skills development such as time management or planning, coaching allows the manager to focus on the exact challenges of their personal environment, and to develop targeted strategies to overcome those obstacles. This combination of the trusted adviser relationship and intense focus on applicable skills makes coaching one of the fastest and most effective tools in resolving workplace performance issues.

A further benefit of management coaching is its focus on the development of skills by the individual being coached. Rather than forming a dependent relationship where the manager must always rely on (and have access to) his or her mentor, an effective coach will work to reduce the amount their client depends on them, thus building confidence and self sufficiency in the recipient of the service. Most coaching engagements last between 6 and 12 months, with the majority of active coaching taking place in the first 90 days of the relationship. So what actually happens during a coaching session?

The engagement often begins with the stakeholders defining specific, actionable goals and targets which become the metrics for success for the coaching process as a whole. One of the ways to uncover what issues exist is through the implementation of a 360 feedback survey. By soliciting input from the managers, colleagues and direct reports of an individual, the coach can then focus and on building an actionable plan to respond to any deficiencies, as well as to build skills in specific areas such as time management or communication.

Some coaches employ the GROW model - an acronym which stands for Goal, Reality, Options and Will. By defining the goal, accounting for the current realities of the environment in which the individual operates, finding options to achieve the goal and then applying the individual's will or commitment to complete the process, coaches can lead their clients through a structured process to achieve their targets. Other coaches use a holistic model to incorporate aspects of self awareness and personal growth into the process of developing the manager's leadership abilities. Each coach will have their own unique approach, and a key factor for the success of a coaching relationship is a productive relationship between the coach, the organization as a whole and the individual being coached.

Rather than relying on the presence or absence of credentials, organizations who seek coaching for their managers and leaders should meet with potential coaches to find out about their style and approach. Any reputable coach will be willing to provide references and to speak in detail about their experience with the challenges inherent in the proposed coaching engagement, and to describe how they intend to approach the situation.

How Does Coaching Benefit the Organization?

There are many situations where a structured coaching program can show tangible benefits to the organization. One scenario where coaching is commonly applied is to avoid management turnover. Change is a challenging issue in the corporate environment. Whether viewed as positive or negative change brings with uncertainties which can make employees anxious, and thus degrade their job performance. Management changes can be particularly disruptive because of the close relationship between an employee's relationship with their manager and their overall job satisfaction. Rather than hiring a new manager, many employers prefer to coach an existing resource to improve their performance, thus retaining the individual and avoiding both the impact of a management change and the costs of recruiting and on-boarding a new manager.

Coaching is often offered to individuals who have been identified by the organization as having leadership growth potential. Succession planning can be helpful in locating individuals who have the capability of growing within the organization, and coaching can help them do so successfully. This type of management development, once reserved for the executive suite has shown such a positive return on investment that it is now being applied at all levels of the organization.

Another scenario where coaching can have substantial benefits is when an employee is promoted from individual contributor to team leader. While many companies advocate promoting from within, the practice is challenging since the skills which make someone a fantastic individual contributor are not the same as those that make a successful manager. Further there are often internal political challenges to transitioning from being a member of a team to leading it. These can range from hard feelings on the part of team members who thought they should have been considered for the position to the failure of other managers to accept the fact that the new manager is now a colleague. Coaching can help a high performing individual learn to adapt their communication style and other processes to become effective leaders, and can help them avoid many of the pitfalls and errors that new managers commonly make.

Management coaching is continuing to evolve, but based on the results garnered in the first few years that the industry has existed it's clear that there are benefits to engaging professional management coaches which are not yet being fully leveraged in many organizations

Executive and Management Coaching - Best Practices For Employee Development

Advanced Management Program - Blended Edition 2013 - IE Business School

Advanced Management Program - Blended Edition 2013 - IE Business School Video Clips. Duration : 0.73 Mins.

Find out more about the Advanced Management Program - Blended Edition from IE Business School, tailored to high-potential directors in transition towards the top executive level. Visit www.topmanagement.ie.edu

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10 Steps for Anger Management in the Workplace

1. Identify who is angry

Train your managers and employees to identify the behaviors that can signal an anger challenged co-worker and have a positive system that will report these behaviors to management for further investigation. Do not wait.

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2. Identify why they are angry

10 Steps for Anger Management in the Workplace

Interview reporting staff to determine whether indications warrant further review. Interview subject to determine why they may be angry at work. Offer positive solutions for individual stress and anger control or refer to EAP if appropriate and available.

3. Find solutions to organizations' culture as it pertains to anger

Do not stick your head in the sand. Tackle the possible organizational issues that may be creating the stress and anger within your organization and work to solve these challenges.

4. Train leaders to create a culture of civility

Leadership comes from the top down and must address the issues with resolve. If anger is inbred in an organization's leaders this becomes a difficult but important concern. The costs of anger are too high, in the long run, for an organization to be most productive and long standing. Retention of key personnel becomes an issue, if the leadership creates a culture that tolerates, or encourages, anger in the work place. Legal issues will also become an issue that cuts profits and productivity.

5. Train managers to identify anger and manage teams/individuals with issues

Managers require training, support, and good leadership. Coaching or mentoring managers, especially new managers who have risen from technical backgrounds, becomes an essential ingredient for most successful organizations. This will also reduce turn-over, sabotage, and legal challenges.

6. Train employees to control their stress and anger appropriately

Give all of your employees the tools they need to manage their own individual stresses and anger. Do not assume that they will learn civility and self-management outside of work. Though this requires time, resources, and management attention, it will pay off in increased organizational productivity and employee loyalty.

7. Manage organizational stress and transition management

Learn how to manage your organizations transitions and help your executives and employees survive the stress at work. This will prevent problems and create an environment where positive performance can thrive.

8. Create an anger management program for individuals with clear goals

When someone has an identified anger management challenge, it may be a great management decision to assist your personnel with a anger management program rather than replacing these people or expecting and outside agency to fix your "problem." Programs can be tailored for your specific requirements. Some have a 2 day seminar and individual coaching if individuals require additional support. Other organizations may have on-going, and mandatory, groups for people identified with anger challenges. External coaches or therapists are often hired for these programs so confidentiality does not become an issue in the work environment.

9. Take immediate action: Zero tolerance of anger and violence

Tolerating anger displays or violence is dangerous. It can send the wrong message and opening your organization up to harassment law suits. Leaders must be strong with this Zero Tolerance.

10. Offer ways to speak out safely about issues to prevent anger and violence (be open to creative solutions)

Create venues that allow people to be heard. Respect diversity of opinion. Create a safe way to express appropriate levels of stress and frustration. Always look to build a better environment and culture.

To implement these principles can require resolve and leadership. Many organizations require coaching and consulting to make these deep changes to their culture. The pay-off can be found in increased productivity, loyalty, and more creativity to problem solving.

10 Steps for Anger Management in the Workplace

Management Training: Retain Talent and Develop Your Employees

Management Training: Retain Talent and Develop Your Employees Tube. Duration : 9.67 Mins.

Visit www.Management-Training-Seminars.com for more on Management Training with Roger Reece. It may seem counter-intuitive, but as a manager, one of your most reliable means of retaining talent is to keep a continual focus on the employee's own potential for career growth and development. Plenty of managers jealously guard their most valuable people, and some even go so far as to hinder the career advancement of their employees out of a fear of losing good talent. But this practice is counter-productive in both the short-term and the long-term. The more talented and productive the associate, the more likely it is that you will eventually see them move on from your team - either through promotion inside the company, or else in a lateral move to a rival (if they don't see a clear-enough path to progress in your organization). Even taking for granted that the upward momentum of a high-value team-member means that we'll probably lose them at some point, there is still always a great deal to learn, a considerable amount of formal and informal training to go through, before a good individual producer is ready to make the transition to a supervisory role. And the team-member who is actively building the skills to become a viable candidate for advancement, is meanwhile bringing those skills to bear for the benefit of your team. And later on, the reward of seeing an employee whose development you've nurtured through coaching rise to become a colleague brings clear personal and ...

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6 Management Strategies For Organizational Change Success

Human beings tend to resist anything they view as stressful, and let's face it, organizational changes are about as stressful as it can get!

For most of us, familiarity with our surroundings, our relationships and our working environment allows us to reside safely inside our comfort zone. And comfort equals security.

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But when our comfort zone is detonated by changes in management or organizational systems, we implode, seeking the shelter of our innate desire to resist, at all costs.

6 Management Strategies For Organizational Change Success

Changes that occur outside of our control force us to adapt to new rules, new systems and new policies which can, at the outset, make us feel uncomfortable and insecure.

However, a responsible and responsive management team can intercede before staff resistance spreads like the plague and threatens the smooth transition of organizational changes.

Effective team leaders acknowledge and understand that it is a basic human instinct to react to change with resistance, even though staff may fully comprehend the reasons why changes in the organization are vital to its existence and growth.

6 Management Strategies to Avert Resistance

1. A clear outline - Discomfort and insecurity arises when staff are not made aware of the policies, principles, guidelines and structure of intended changes. Every employee needs to know how his/her position will be affected and what his/her role requires.
2. Commitment -Implementation of organizational changes will not occur smoothly if everyone - from the CEO to the office clerk - is not committed to the project and its successful outcome.
3. Advocacy - Each member of an organization who may be affected by the impending changes must be given the opportunity to express his/her opinion.
4. Responsibility - It is the role of the team leader to ensure that each employee who is responsible for a component of the change strategy is held accountable for his/her actions in implementing the changes required.
5. Acknowledgement - Evaluation and acknowledgement of the success of the change strategy at regular intervals ensures its smooth implementation.
6. Flexibility - Management needs to adopt a flexible approach to each stage of development of a change strategy so that unforeseen contingencies can be implemented, if and where necessary.

It only takes one irresolute employee to destabilize an entire workforce, so periods of internal change within an organization require management to stay vigilant for any signs of rumblings or disapproval.

Long-standing employees can feel betrayed and rejected when changes are announced by management. They often experience a sense of loss, confusion, frustration and job insecurity. The plan for job advancement they have often calculated appears to be shot to pieces.

So they react with denial and resistance to the imminent changes.

Management's ability to recognize these patterns of behavior and work to overcome any resistance establishes how well they will accomplish organizational changes. Their willingness to invest in the support and training necessary is an integral factor in achieving a positive outcome.

Employees aren't the only ones who have to adapt to changes within the organization.

Top level managers generally bear the brunt of discontented staff from the ground up. Senior managers who have been instrumental in bringing about the changes within the organization often underestimate the impact those changes will have on their employees.

Unrealistic expectations of how their staff will react (or over-react!) often causes top level managers to retreat and isolate themselves from the problem when the impact of their proposed changes filter back to them.

However, they tend to lay the blame at the feet of middle management if employees resist or complain about the changes.

Middle management tend to carry the most stress during times of organizational change. They feel "trapped", unless they have exceptional leadership skills; besieged by resistant employees who look to them for guidance yet often denied direction and focus by top level management.

Those in middle management often find themselves acting as the arbiter during times of organizational upheaval.

However, organizational changes within a business often prove to be a suitable testing ground for leadership qualities; from the employees all the way through to top level management.

Those who possess the qualities that define a good leader often emerge during the stressful environment that usually accompanies change. This creates an ideal opportunity for potential leaders to display those qualities and be recognized accordingly.

6 Management Strategies For Organizational Change Success

Change Management Model and the 7 Stages of Change

When people ask me to describe our change management model at LRI, I tell them it boils down to three principles.

Principle number one: focus on the first five percent. What you do to gather champions, set expectations, how extensively you engage stakeholders, and how well you paint a picture for people of the decision-making process will go a long way toward guaranteeing a successful outcome. Let me emphasize the importance of engaging many people early on -- those who will be affected by the decision and those whose expertise can help. Even when ideological stances are strong, early engagement is always the better approach (as opposed to shutting people out of the process).

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Principle number two: Focus on defining the root problem. Solutions don't matter unless you define the problem correctly. We emphasize a systems approach. Too often people say things like: "We need better products," or "we need more sales, or "staff isn't working hard enough," without looking at the reasons why. Very often, the answer lies in looking in the mirror - at what you're doing or not doing. One systems approach is to look at the organization's core values -- the things essential for its success. You can make tough decisions look easy if you ground them in well-understood core values.

Change Management Model and the 7 Stages of Change

Principle number three: Find a good guide.  An experienced guide can set the tone, keep an open mind, identify key issues, articulate points of agreement, and keep things moving. A guide should be able to offer models and examples from other organizations. The courage to handle uncertainty and adversity is also important, along with a healthy sense of humor. Good, experienced guides are hard to find. But they are absolutely essential to our change management model.

The following are the 7 Stages of any Change Management Model

1. Assess.
2. Envision.
3. Engage.
4. Plan.
5. Align.
6. Perform.
7. Reassess.

Change Management Model and the 7 Stages of Change

Business Leadership Coaching for Management Transitions

Merging Business Leadership Coaching and Emotional Intelligence: Tom was a natural at sales. He ranked high on several emotional intelligence skills. He was charismatic, enthusiastic and always the top performing sales professional in his team. He got along well with his peers and his manager. When his boss moved on to a new position Tom was promoted to manager of his sales team.

After nine months, Tom's division was performing below average. Tom attributed the sudden drop in productivity to his predecessor. His sales team, however, attributed the sudden drop to his lack of leadership. They claimed he played favorites and was unpredictable. Some days he was helpful and supportive and other days he was aloof and punitive. The HR department was suddenly suggesting different types of sensitivity trainings to institute emotional intelligence in the work place. Conflicts between Tom and employees led to additional turn-over. Tom saw this as a good thing, "you're either part of the solution or part of the problem," he would say.

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Hiring new staff did little to solve the problem. Eventually his superiors began investigating the problems in his department. How could such a natural sales professional make such a horrible manager?

Business Leadership Coaching for Management Transitions

Management requires a combination of leadership and emotional intelligence skills. Making the change from a skilled professional such as, an engineer, or sales person to management often occurs without addressing this point. Rather than a focusing on themselves the manager has to consider how others think and feel. without training and mentoring in this area, new managers are left without the requisite emotional intelligence skills.

The New Manager

The problem is the same in every field, engineering, construction and scientific laboratories. Just as an athlete who was an all-star player isn't necessarily qualified to be great at sports coaching. Some individuals stumble transitioning into management positions while others are natural leaders and adjust well to the new role. Others take time and cost their organization far more in their mistakes than the cost of training them in leadership, social intelligence and emotional awareness. High staff turn over and poor production are red flags indicating a manager has not made the transition.

Managers and leaders in these positions are typically struggling personally. They feel the pressure and may become overwhelmed by it. This only makes the problem worse as they try harder, doing more of what caused the problems in the first place. A manager may appear aggressive or controlling when they are in reality fearful or insecure. They may appear confident one minute and defensive the next. They may appear sensitive and attentive to the board of directors while they intimidate subordinates.

The Larger Challenge

Once those in a position of authority to the manager or leader, learn about the problem, it has, in most cases, already done significant damage to the organization. Simply firing the manager is not always the easy answer.

What can be done about it?

By the time leaders notice there is a problem and begin investigating, in most cases, it has already grown to unmanageable proportions. For example, one board of directors, overseeing the administrator of a health care facility currently face law suits for a hostile work place. The administrator they hired, achieved many of the initially agreed upon goals. They board, however, was unable to anticipate the problems he would cause. The organization as a whole would have benefited from executive coaching or leadership training two years earlier. Now they face legal fees and the cost of hiring outside consultants to fix the resulting problems.

It is best when upper levels of leadership, carefully select and cultivate their managers, staying tuned in to their progress during a transition. Proactive organizations begin training their new managers early to prevent the ripple effect of unskilled managers "flying by the seat of their pants." Some organizations have a business leadership coaching program inside the organization while others prefer to hire private contractors for a more objective support.

Just as the all-star athlete may not make a good sports coach. The litmus test of a good leader is the willingness of subordinates to follow them. If a leader is struggling, the best way to impact the bottom line is to take action and provide the leader with opportunities to develop requisite emotional intelligence skills. Executive leadership coaching, professional trainings, workshops and seminars help accomplished employees to effectively transition into supervisory and managerial positions.

Business Leadership Coaching for Management Transitions

Career Management Strategies with Martin Buckland Part 1

Career Management Strategies with Martin Buckland Part 1 Video Clips. Duration : 7.02 Mins.

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Management Styles - A History and Case Study

Introduction Lewis Jeans has been operating as a manufacturer of jeans for ten years, and is currently one of the UK's leading manufacturers. 300 employees are divided over 3 geographic areas, with the head office in Croydon.

Due to an array of contributory factors, there has been a downturn in sales and profits over the previous 12 month period.

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Sales - 20% reduction
Profit - 40% reduction
Returns due to quality issues - 15%

Management Styles - A History and Case Study

These figures, coupled with a worrying turnover of staff, and high manufacturing costs have ensured that a fundamental review of the whole structure of the company is necessary to halt further degeneration, and to allow the company to re-establish itself as a market leader.

This report will investigate the following areas:
Organisational and Managerial Structure
Organisational Culture
Staff Motivation

Each of these areas will be considered within the Lewis Jeans framework and formal advice will be given covering: Inherent strengths and weaknesses within Lewis Jeans. Recommendations for improvement.

Organisational and Managerial Structures

"An organisation is a system, having an established structure and conscious planning, in which people work and deal with one another in a coordinated and cooperative manner for the accomplishment of recognised tasks"

The above paragraph is a typical definition of what makes an organisation. The type of structure will influence everything about the organisation, including the relationships between individuals, who is empowered within the authority to make decisions, and how information is communicated throughout the organisation. Getting the correct structure in place to suit the objectives of the organisation, and the aspirations of its staff is imperative if the business is to flourish.

Lewis Jeans currently operates with a geographical structure. Three manufacturing facilities are located in the Northern, Central, and Southern areas of the United Kingdom. This geographic grouping of functions can be a viable option for some organisations, Tesco PLC being a prime example. Tesco needs retail outlets in most towns to allow it's customers to purchase the goods it offers.

The geographical structure can have a number of distinct advantages: Responding quickly to local needs and issues, allowing the organisation to become more sensitive to customer and employee needs. Bureaucratic 'red tape' can be reduced if each division is empowered with more decision making authority. There is a greater ability to tailor operations to local differences, such as language, law etc.

However, there can also be significant disadvantages: The duplication of facilities and roles. Additional management positions are required. Lack of unity in objectives and direction of semi-autonomous units.

Lewis Jeans has little necessity for a geographic structure to the organisation and many of the disadvantages discussed manifest themselves within the company. The argument for three plants could reasonably be made if Lewis Jeans were manufacturing multiple products which required different processes, staff specialisations, tooling and machinery, and supplying these products to differing markets with unique needs. A company which essentially manufactures one product range may benefit from one central production plant. It could be argued that additional storage and distribution depots may be advantageous, and could result in a more economical production process, with efficient distribution throughout the UK.

The simplified organisational chart below demonstrates how the organisation could be streamlined. The links flowing from top to bottom demonstrate the hierarchical structure (the direction of authority from top to bottom). The horizontal lines demonstrate the lines of communications which should exist between functional areas. Each 'area' forms a specialized team which will encourage team-working.

A Central Management Team consisting of specialists in each field make strategic decisions on company objectives and policy. Daily meetings will allow current and future issues to be decided quickly and efficiently. Lower level managers, who must be developed through training, appraisals etc, will make decisions on the day to day running of their departments. This allows the management team to look at 'the bigger picture' and not be consumed by the day to day production, sales and distribution issues.

Functional Structure

The simplified organisational chart above demonstrates how a functional structure may work for Lewis Jeans. The business is divided according to the business function performed by each department. Each functional area plays its own specialist role in working towards the objectives of the organisation. Groups of specialists are delegated control over specific work areas, thus avoiding duplication within the company. Potential problems regarding inter-departmental transfers and rivalry can occur but it is for the management team to resolve such issues before they occur.

Product Based Structure

An organisation is divided by the products it sells. Each product division performs all of its business functions, whilst working towards the organisations aims and objectives. With only one main product, or a variation on the theme, this structural framework would not benefit Lewis Jeans.

Matrix Structure

In a large organisation it may be useful to allow members of the company to be within more than one functional group. The introduction of 'Product Development Teams' which may produce more than one product (jeans, denim jackets) may be useful. Marketing and Sales could be linked, with specialists working in both areas.

Matrix structures do have a number of advantages: The organisation can focus on a number of aims at the same time. Flexibility to adapt and respond to changing demands and resources. Exchange of ideas between multi-role staff, instead of the insular approach of isolated departments.

The 'matrix approach' can result in an overcomplicated structure, with employees losing sight of the major aims of the organisation, a due to more than one chain of command, power struggles can occur.

The geographical structure of Lewis Jeans cannot be justified at the present time. One central production unit would make good business sense, providing premises could be adapted, or new premises located. Alternatively, North and South production facilities with an additional central distribution depot may allow suitable financial savings, coupled with an increased efficiency. A new single production unit may allow for a reduction in staff by as much as 30 - 40%, dependant on improvement in processes, technology etc. Relocation of staff may be possible if local distribution depots are introduced. Final consideration to locations would need to take into account customer locations, export markets and the need for storage. If products are transferred very quickly then a single distribution unit may suffice.

A further advantage of a single production unit would be the ability to implement a robust quality control system to ensure satisfactory standards. There may be additional factors involved in the quality issue, which will be discussed later.

Managerial Structure

At present, authority and decision making is firmly centralised at head office, with Mr. Bart Lewis making all decisions, and cascading those decisions down to his managers at the production units. The flow of communications is very much in a downward direction, with managers purely responsible for carrying out the directions of the Managing Director. The hierarchical principle stemmed from the theories of Bruno Lussato. The 'Scalar Concept' viewed an organisation as a group of grades, arranged in a sequence. Superior grades carried authority which could be delegated to the grade immediately below. Lower grades carried no authority at all. Authority descended from the top to the bottom along a well defined scale of posts. In the current system within Lewis Jeans, little authority is delegated at all, with managers little more than supervisors, passing down the orders from above.

Management Styles

Lippitt & White are among many researchers who have identified a range of leadership styles. Tightly controlled (autocratic) The leader alone makes decisions, with staff being informed of these decisions and then carrying out the task. Democratic (Persuasive or Consultative) The leader makes the decisions, and then persuades workers that his decision is the correct one. The leader consults staff before a decision is made. The leader has the final say, but takes staff views into consideration. Laissez-faire (loose) Opinions are not forced on staff, with no formal structure for decision making.

None of the above is the correct approach, but they do have differing effects on those within the organisation. The style adopted at Lewis Jeans is autocratic in nature. This type of management style may have a negative effect on middle managers and workers alike. Managers may feel that they are not trusted or empowered to manage their departments. The organisation is output orientated, and this will certainly affect motivation of all staff. A supportive management style, as argued by Charles Handy is said to foster: Worker satisfaction. Lower staff turnover and grievance rates. Fewer inter-group conflicts.

With extremely high levels of staff turnover, the style of management may have an important role to play in this area. Motivation is also significant and this will be discussed further on in this report.

Spans of Control

The span of control within an organisation is important. General Sir Iain Hamilton once said that, "No one brain can effectively control more than 6 or 7 other brains". It has been proven through research that the span of control (the number of subordinates that a person is directly responsible for) should be 3-6.

At present Mr. Lewis controls sixteen managers at present, five in each of the factories and a centralised sales manager. Each factory has eleven managers and three supervisors. This is not an efficient allocation of power and authority. One person having day to day responsibility for all areas of an organisation, some of which may not be his area of expertise can create failings in certain functions. As the organisational chart on page 4 demonstrates, with a higher level of trust and authority vested in professional, skilled managers, the 'span of control' could be significantly reduced for Mr. Lewis, but widened for lower level management staff. This would allow Mr. Lewis to concentrate on the 'strategic' decision-making of the organisation within a central management team, whilst allowing lower level managers to concentrate on the day to day issues of production, distribution, sales, and marketing. Regular managerial meetings would allow for updates on production, sales targets and organisational objectives which may change due to the dynamic nature of the clothing industry. A suitable structure would include weekly or monthly targets communicated to the responsible managers. Daily communication as happens at present will only reinforce managers opinions that they are not allowed to 'manage'. The flow of communication will be up as well as down the chain of command, giving local managers and subordinates a role in decision making. Those in the local facilities will be able to supply quality feedback on problems of stock, quality, retention issues etc. This will allow the management team to adjust their aims and objectives according to the latest information available. In addition to this, a well-organised system of recording and monitoring will ensure that all communication, orders, sales, returns and forecasts can be used as historic data to support future decisions.

Organisational Culture

The structure of an organisation is strongly influenced by the culture within it. A definition of culture is "the way we see and do things around here". History, traditions and structure are influencing factors on a company's culture. Behaviour of new workers within an organisation is often influenced by the 'norms' of behaviour already prevalent. The need to 'fit in' and be 'accepted' can often put pressure on individuals to conform. Culture can change over time as new people join the organisation, and as external factor change.

Charles Handy observed behaviour in a large number of organisations and described four main types of culture.

Power Culture

The centralisation of power is the main factor of this type of organisation. One person makes all the decisions. Individuals may feel suppressed by those with power. A 'Power Culture' is evident within Lewis Jeans.

Role Culture

Typically found in large organisations divided into layers of offices and officials. Power is hierarchical and determined by a person's position within the company. Strict job descriptions and communications prevail. Very little scope for individual growth or development.

Task Culture

A job or project orientated organisation. The task dictates how a team works, not strict, set down rules and regulations. The freedom and flexibility can make for a rewarding work environment. Due to the lack of formality, the management and control of a task culture can be difficult.

Person Culture

An organisation with a cluster of people, all working at the same level. Hierarchies cannot be formed without mutual consent.

Changing a culture to fit the objectives of the organisation is not straightforward. Some writers believe that the culture is created by the people, and a manager cannot change it on a whim. It is widely agreed that the actions of managers can have a profound influence on the culture within an organisation, far more so than written statements about what should happen.

A move away from the 'power culture' within Lewis Jeans could have profound effects on the attitude of workers. Empowering managers to make decisions, to run their departments, and to build confidence and desire within the workforce, to succeed for both themselves and for the organisation. A narrower span of control for the management team will force them to concentrate on the direction of the business and not be directly involved in the intricacies of production, distribution, and marketing. Providing suitable structures, quality managers, systems of work, and staff motivation needs are met, the Managing Director and his team need to be figureheads for the organisation, inspiring confidence, fairness and trust in all.

Staff Motivation

Lewis Jeans has developed a trend for a rapid turnover of staff. Less than 50% have been within the company for more than a year. This creates problems for the organisation: A lack of specialised and skilled staff. Low Morale amongst current staff. Poor image in the wider community, from where new employees may come. A lack of team vision. Little motivation to excel, and to rise to the challenges facing the company.

Managers can only perform well, and achieve the objectives required if they have an equally motivated team working with them.

To make a realistic analysis of the workers at Lewis Jeans, it is necessary to relate to some research into motivation, and lack of it.

Abraham Maslow

Maslow popularised the theory that people have needs. Maslow developed a 'Hierarchy of Needs' and concluded that when the needs of an individual were met at one level a higher level of motivation would develop. The levels from lowest to highest are: Physiological Needs Shelter & Safety Love & Belonging Esteem Self Actualisation

When applied to the workplace it can be seen that work can provide a means of helping people satisfy their needs. Not everyone has the same needs, so this must be taken into account.

Frederick Hertzberg

Hertzberg carried out research based on interviews to find out what satisfied and dissatisfied workers. He found a number off areas which were a potential cause for dissatisfaction. He called these 'Hygiene Factors'. Only when the hygiene factors have been adequately met can other factors improve performance. These are called 'Motivators'.

By considering the structure, management style, leadership and culture at Lewis Jeans, and then considering the factors mentioned above, it becomes clearer as to why the retention of staff is at a low ebb. The giving of financial bonuses and such incentives can provide short term solutions. It is necessary to consider that these production bonuses, coupled with low levels of motivation within the company are the major factor affecting the poor quality of goods. Staff have little loyalty to the organisation, and can see that turning out large quantities of goods, regardless of quality can result in useful additions to wage packets. There is a wider range of needs and motivators for most staff. If they feel used, undervalued, and have little chance of self improvement then motivation to perform will suffer. Whether it involves leaving the company, or working at levels that reduce quality purely to realise financial bonuses. These symptoms are all clearly visible within the company.

However, it is also a basis to design strategies which will alleviate such problems. Motivating the workforce through empowerment, delegation, recognition and a chance to improve themselves will promote a real change in the workforce.

Staff Appraisals

Regular staff appraisals are an essential part of developing a company's human resources. A yearly meeting with each member of staff allows both sides to highlight areas where performance has been good, and to look at areas of difficulty which may need some attention. It allows the appraisee to highlight development needs they may have; this could include training courses or aspirations for promotion. The appraiser needs to ensure that a fair and non-confrontational approach is adopted, and to make it clear that the meeting is for the benefit of both parties. Ideally, the appraiser and appraisee should have suitable paperwork to record their views at least 2-3 weeks before the appraisal meeting. When the discussion takes place, a 'meeting of minds' should occur, with both sides agreed on a way forward for the next year. An appropriate system of referral to another manager should be in place in case agreement cannot be reached. The process needs to be transparent and honest. Staff can become resentful of appraisal systems if they are not treated to all the facts surrounding the system.

Recommendations for Change

Lewis Jeans as been running under the same organisational and managerial structure for some ten years. In recent times performance has dropped and most of the problems have been created by the organisation itself. This can be changed. Changes in structure can be made fairly quickly. Cultural change can take considerably longer. Strong leadership will play a vital role in changing this culture. The recommendations below should be implemented as soon as practicable to ensure that change takes place. With a change such as this there will have to be a transitional period, but the impetus for change must be immediate.

Initiate changes to a functional structure for the company. Considerable planning will be required to implement changes in property use and re-deployment of staff. This may not be possible in certain cases and decisions will have to be made. Redundancies may be unavoidable, but should be a last resort. There is no reason why the organisation cannot introduce multiple structures to afford the best options to functional departments. Within the Finance Department there is a need for formal structures due to the procedural systems which need to be adopted. This would almost certainly set down fairly prescriptive definitions of what staff should do. Within a production or distribution department there will be considerably more scope for staff to demonstrate individual flair and team-working qualities. There is more option for an informal structure to these departments. This does not imply that an autocratic management style is suitable for any department, but demonstrates that different organisational and management structures can co-exist within one organisation.

Management and Leadership style must change. A Central Management Team will decide on aims and objectives. This should consider input from all levels of the organisation. A Staff Council allowing workers to contribute to the success of Lewis Jeans will undoubtedly motivate workers. Meetings with all levels of management will ensure that managers feel trusted and empowered to deal with their own departments, the areas in which their expertise lies.

Changes in management style will certainly affect the 'culture' within Lewis Jeans. The 'power culture' which currently exists is detrimental to the future success of the business. People will determine the success or failure of this organisation. A move towards a 'task culture' where staff work in teams, where there is little need for authoritarian management, where people feel that they can succeed and develop, should be the aspiration of the company. There can still be a discipline within the culture, but it should be more orientated towards 'self discipline' rather that autocracy.

Motivation of staff needs to be a focal point. All the recommendations above will contribute to this. Financial incentive, if delivered correctly can to a certain extent motivate workers. There are many other factors involved. A share of profits rather than production bonuses will focus staff on company success rather than short term individual gain. The need to ensure quality of goods thus increasing the good reputation of Lewis Jeans will lead to success and higher profits. These successes, which the workforce will have played a direct role in, will lead to financial reward and personal pride.

Communication between all sections must improve. Within this report we have discussed various strategies to enhance inter-personnel communication. There is also a need to communicate organisational plans to the correct areas. The Central Management Team meetings will agree strategy. This should be a consultative process. It is essential to draw on all areas of expertise within the organisation. Consultations with key staff and trades union officials / staff council members will assist co-operation. Weekly team meetings will allow concerns to be passed up the chain of command if necessary. Senior managers need to communicate directly with team leaders where possible. The telephone should be in place as a backup system. The use of electronic communication / video conferencing can be utilised for remote locations.

For growth to occur for Lewis Jeans, a wholesale evaluation of the marketing strategy needs to take place. The previous ten years have allowed Lewis Jeans to fall behind the current market leaders, with regard to diversification of the product base. The days where one style of jeans suited all are gone. There needs to be a thorough evaluation of current and future trends, and a marketing strategy adopted to reflect this. There may be a need for project team to be developed (this could draw on expertise from throughout the company) to create a radical marketing plan. This will need to consider product development, publicity, distribution methods (mail order catalogues, internet based sales, retail outlets). New products need to satisfy the needs of the existing clientele, but to drive the products into the 21st Century.

The image of the product is important. Potential users need to feel that these products can make a fashion statement. A large scale public relations exercise should be used to change opinions among the targeted public. This can consist of press releases, product publicity, advertising to show this exciting brand. If packaging is necessary it can be used to make the product noticeable, to convey the brand image, and to make it appeal to customers. Marketing therefore, needs to be at the forefront of the strategy.

Conclusion

This report places some exacting demands on Lewis Jeans. There are no simple solutions to its current problems. However, the organisation can turn its fortunes around if it accepts this report as the first building block towards future success. There will be no room for egos in the revitalised Lewis Jeans. Everyone MUST pull together to make this happen. People are the strength within this organisation, and with a unified, dynamic, progressive team, success is certain.

Management Styles - A History and Case Study

Change Happens: Change and Transition Management for the Individual

Life change is unavoidable. The pace of change has increased to a record rate with the latest innovations and information technologies. Our body's primitive response mechanism has not been able to keep pace and we are living with "overwhelm" as a daily companion. We do not have time to adapt at a genetic level, so we must learn to use behavioral adaptations to survive and thrive.

Each of us is a unique person with our unique habitual response to stress. Some of us respond to stress with anger, frustration, rage, or fear. Some of us get "uptight" and hold tension in our jaws, necks, shoulders, backs, or legs. Some of us want to run away as a response. Sometimes we tighten our stomachs, hold our breath, feel our heart racing, our blood pressure may rise, or our hands and feet may get cold. Sometimes we withdraw as if we could hide from the dangers of newness of our transitions.

Transition Coaching

When we do not have any "control" over the transition and it is an "important" issue, then our stress levels increase. Our body responds, in the only way that it can, as if we were in a life or death situation. We must learn that in life's interactions, the only thing that we can control is our response to the event. If this situation is important to us, it is best if we can have some input in the change process. We must understand our role and importance of our contribution to the larger picture. And finally, we must be meticulous with our self-care.

Change Happens: Change and Transition Management for the Individual

If stress comes from an unclear picture of what the transition entails and what our role in this transition will be, then we can respond with fear and resistance which can hurt the project and often our credibility. Communication with higher ups, peers, and the personnel we must manage is critical. Make sure everyone really understands their value, their role, and their contribution to the success of the project. Honesty is essential. Open conversations about the fears of the new or the grieving of the things that have had to change to make way for the new policy or procedure. Dealing with these issues will enroll the participants more successfully.

In a perfect world, there would be time to honor all of these necessary steps for positive transitions, but often the reality is less complete. We must develop strong, uncompromising habits for personal survival and self-care. This might include non-negotiable time for exercise and stress management practice. It would include patterns during stressful transitions where there is enough time for sleep/rest and proper nutrition. Simplify your expectations and distractions. It may not be the best time to take on new projects that would add to the stress like: remodeling the house, moving, new relationships, or large family or social commitments. In other words, use your best common sense and do not over do non-essential activities.

Consider using the following checklist of eight tools for managing major transitions more gracefully.

Tips for Surviving Change

1. Self-Care Daily! See and Use the suggestions from the Ten Timely Tips page. Self-care is the single most important ingredient to maintaining balance as you go through transitions and change. Proper diet, exercise, and regular relaxations will allow you to be more productive with a higher quality of life!

2. Communicate. Keep yourself from falling into the pitfalls of life by giving and getting feedback about every major concern (change/transition) you are dealing with. Remember, listening is the most important part of communicating. Ask for clarification, so you can make good decisions.

3. Planning... Be Prepared. A productive journey through life's transitions can not occur gracefully without a plan. Long range goals can keep short-term setbacks from defeating you in major ways. Focus on your long term goals regularly to keep you focused and moving ahead. Plan in every area of life: Finance, self-care, education, relationship, emotional growth, creativity/aesthetic, and spiritual development.

4. Develop Positive Support Mechanisms. If you want to survive, in good health, you need to have proper feedback and support. The "Family" is not always the best place. Friends and professional counselors can sometimes be the best venue for honesty and appropriate support.

5. Develop Positive Rewards. Small and large rewards along your way help make motivation easier, especially with large, long-term goals. A real heartfelt pat on your own back with achieving a reward makes the difficulties easier to bear.

6. Use and Develop Your Humor! Positive Attitudes Really Help! Difficulties, when viewed as opportunities for growth and proving your abilities, are less harmful. But do not bury your anger, fear or sadness.

7. Deal with the Dilemma of Diversity! Every change throws you into a position of dealing with new people, teams, attitudes, emotional "stretches" and more new obstacles. Learning acceptance (through self-care) can help you to make the necessary adjustments and get along faster toward productivity and higher performance. There will always be a contrary attitude around, accept that other opinions exist and you are entitled to your own.

8. Maintain Balance in Your Life! Prioritize, acknowledge, celebrate, and follow through on every area of life, including your emotional and spiritual needs.

© L. John Mason, Ph.D., 2002. Stress Education Center and Dstress.com

Change Happens: Change and Transition Management for the Individual