Manisha Mane

Manisha Manehttp://manishamane1234.blog.co.uk/en-EUhourly82000-01-01T12:00+00:00Manisha Manehttp://manishamane1234.blog.co.uk/http://data5.blog.de/design/preview/2b/c2607864a168b25be2e3f6e35d44f2_160x200.jpgPart time MBAhttp://manishamane1234.blog.co.uk/2008/05/30/part-time-mba-4246617/2008-05-30T12:00:06+02:00 ****Endless Career Opportunities............ Indira College of Business Management Behind Kala Niketan Sari Centre, Sancheti Hospital Chowk, Shivajinagar, PUNE 5 Affiliated to University of Pune Applications are invited for the following Part Time Programs 1. Post Graduate Diploma in Business Management (PGDBM) 2. Post Graduate Diploma in Import & Export Management (PGDIEM) 3. Post Graduate Diploma in Computer Management (PGDCM) 4. Post Graduate Diploma in Co-operative Management (PGDCOM) 5. Advanced Diploma in Computer Application (ADCA) <a href="http://manishamane1234.blog.co.uk/2008/05/30/part-time-mba-4246617/#comments">Comments</a> ****Endless Career Opportunities............

Indira College of Business Management
Behind Kala Niketan Sari Centre, Sancheti Hospital Chowk, Shivajinagar, PUNE 5

Affiliated to University of Pune

Applications are invited for the following Part Time Programs

1. Post Graduate Diploma in Business Management (PGDBM)

2. Post Graduate Diploma in Import & Export Management (PGDIEM)

3. Post Graduate Diploma in Computer Management (PGDCM)

4. Post Graduate Diploma in Co-operative Management (PGDCOM)

5. Advanced Diploma in Computer Application (ADCA)

Comments

]]>ICBM Libraryhttp://manishamane1234.blog.co.uk/2008/04/26/icbm-library-4096435/2008-04-26T09:06:33+02:00 I am Librarian of Indira College of Business Management i would like to upload Management releated material on web. Its my kind request to all of you those who are interested please send your queries to me regarding your interest areas. i will try my level best to provide "Right information to the right user at right time in a right personal way." Just in time production (JIT) Just in time is a pull system of production, so actual orders provide a signal for when a product should be manufactured. Demand-pull enables a firm to produce only what is required, in the correct quantity and at the correct time. This means that stock levels of raw materials, components, work in progress and finished goods can be kept to a minimum. This requires a carefully planned scheduling and flow of resources through the production process. Modern manufacturing firms use sophisticated production scheduling software to plan production for each period of time, which includes ordering the correct stock. Information is exchanged with suppliers and customers through EDI (Electronic Data Interchange) to help ensure that every detail is correct. Supplies are delivered right to the production line only when they are needed. For example, a car manufacturing plant might receive exactly the right number and type of tyres for one days production, and the supplier would be expected to deliver them to the correct loading bay on the production line within a very narrow time slot. Advantages of JIT •Lower stock holding means a reduction in storage space which saves rent and insurance costs •As stock is only obtained when it is needed, less working capital is tied up in stock •There is less likelihood of stock perishing, becoming obsolete or out of date •Avoids the build-up of unsold finished product that can occur with sudden changes in demand •Less time is spent on checking and re-working the product of others as the emphasis is on getting the work right first time Disadvantages of JIT •There is little room for mistakes as minimal stock is kept for re-working faulty product •Production is very reliant on suppliers and if stock is not delivered on time, the whole production schedule can be delayed •There is no spare finished product available to meet unexpected orders, because all product is made to meet actual orders however, JIT is a very responsive method of production <a href="http://manishamane1234.blog.co.uk/2008/04/26/icbm-library-4096435/#comments">Comments</a> I am Librarian of Indira College of Business Management i would like to upload Management releated material on web. Its my kind request to all of you those who are interested please send your queries to me regarding your interest areas. i will try my level best to provide "Right information to the right user at right time in a right personal way."

Just in time production (JIT)

Just in time is a ‘pull’ system of production, so actual orders provide a signal for when a product should be manufactured. Demand-pull enables a firm to produce only what is required, in the correct quantity and at the correct time.
This means that stock levels of raw materials, components, work in progress and finished goods can be kept to a minimum. This requires a carefully planned scheduling and flow of resources through the production process. Modern manufacturing firms use sophisticated production scheduling software to plan production for each period of time, which includes ordering the correct stock. Information is exchanged with suppliers and customers through EDI (Electronic Data Interchange) to help ensure that every detail is correct.
Supplies are delivered right to the production line only when they are needed. For example, a car manufacturing plant might receive exactly the right number and type of tyres for one day’s production, and the supplier would be expected to deliver them to the correct loading bay on the production line within a very narrow time slot.

Advantages of JIT

•Lower stock holding means a reduction in storage space which saves rent and insurance costs
•As stock is only obtained when it is needed, less working capital is tied up in stock
•There is less likelihood of stock perishing, becoming obsolete or out of date
•Avoids the build-up of unsold finished product that can occur with sudden changes in demand
•Less time is spent on checking and re-working the product of others as the emphasis is on getting the work right first time

Disadvantages of JIT

•There is little room for mistakes as minimal stock is kept for re-working faulty product
•Production is very reliant on suppliers and if stock is not delivered on time, the whole production schedule can be delayed
•There is no spare finished product available to meet unexpected orders, because all product is made to meet actual orders – however, JIT is a very responsive method of production

Comments

]]>What Is Management?http://manishamane1234.blog.co.uk/2008/04/11/what-is-management-4028698/2008-04-11T08:51:19+02:00 Management is, we suppose, principally about getting things done. Then the argument goes that if you are aware of the options and have some knowledge of what management is supposed to be about, being better informed leads to better action. Is that really the case? There are enough infamous case studies to show that the supposedly best informed can still contrive to bring about the greatest disasters: the charge of the Light Brigade, Three Mile Island, forecasting the great storms of 1987, the Tacoma bridge disaster— all lessons in disregarding information in favour of what? Hunch? Gut reaction? An innate misguided infallibility? Or just the inability to see the worst case scenario as a possibility? There are some lessons from disaster management that do not fit easily with the natural human predilection towards first-hand trial and error: 1. Don’t rely solely on either past experience, or new technology 2. Don’t be blinkered by your own expectations or the limitations of your own experience. 3. Use your own judgement in co-ordination with your experience to halt the dangers of information overload or paralysis by analysis. 4. Pay close attention to the environment you are working in and understand the factors which can lead to success or failure. However, we digress, and stray a little far from defining management. Simple, really: getting things done—usually by others—successfully or not. Yes, we can hark back to planning, co-ordination, scheduling, organisation, control, review, etc. So much has been assimilated—or ignored—from the past. But this is the age of the sound bite, something short and catchy but which actually means something to the person who will put it to practice. Achievement of objectives BUSINESS: The Ultimate Resource™ March 2003 Upgrade #6 © Bloomsbury Publishing Plc 2003 through other people sounds fine, but it fails to communicate any sense of the range and depth of issues that management can involve. Management can be messy and ordered, inspirational and controlled, creative and dictatorial. It is about planning, acting, checking and reviewing; it’s also about instinct and taking risks. It is about not jumping in the deep end without a life jacket, and about not checking every conceivable possibility so that you miss the boat altogether. Bypassing the debate on leadership, management is about both doing things right and doing the right thing. It also embraces the opposites, and maybe that makes it bad management, but it’s still management. Let’s come at it from a different angle. Does management conjure up positive or negative vibes? Consider the following and score them good or bad, exciting or…otherwise: • performance appraisal • disciplinary procedure • breakfast meeting • financial disaster • invisible trade • human capital • critical-ratio analysis • creative strategy • simple regression analysis • complex adaptive systems • death by misadventure Where does all this leave us? So much of good management practice is obvious common sense that it looks banal when expressed in descriptive sentences. For example: • Circulate an agenda before the meeting • Treat people like grown-ups and they will respond like grown-ups • Communicate goals clearly • Do unto others…. • Look before you leap… People seem to behave this way more or less naturally at home, managing their domestic affairs more or less reasonably—most, if not all, of the time. But what happens when they find themselves in an organisation? More often than not, common sense seems to go AWOL in favour of cultural necessities, custom and practice, protocols, and other quirks typical of organisations, which mean that you operate to a certain behaviour or code which is quite different from the way you do things at home. Why is this? McGregor, Likert, Herzberg, Maslow, Tom Peters, Edgar Schein, and thousands more have all tried to understand and explain it. The key factor seems to lie in the organisation itself—we need organisations to create and service customers, and we can’t have organisations without management. BUSINESS: The Ultimate Resource™ March 2003 Upgrade #6 © Bloomsbury Publishing Plc 2003 And organisations work well if we get the management right. (Not necessarily—but they’ll arguably have a better chance.) Getting management right isn’t so straightforward when it comes down to people dealing with other people. This is the nightmare. It’s an overwhelming opportunity for getting it wrong. Human relations isn’t nearly as basic as quantum physics or brain surgery, with laws and scientific method to follow. So is management an art or a science. F.W. Taylor’s scientific management dehumanises when it goes to extremes. Elton Mayo’s Human Relations approach becomes too country-club when pushed to extremes. Simple solution: don’t go to extremes—unless or until you have to. How do you know when is the right time to go to extremes? It’s probably when things have got so bad that you’ll go under if you don’t. How come you go under? Bad management. What else can you do? Guess, bring about change, and upset most of the people most of the time. So, we go round in circles, which is probably about right. Let’s finish on something clear: What management isn’t: voluntarily riding a bicycle without lights down a dark tunnel, your hands tied behind your back, oncoming train in sight. What management has been: getting someone else to ride the bike, and then blaming the consultant. What management might be: choosing an alternative route or means of delivery. <a href="http://manishamane1234.blog.co.uk/2008/04/11/what-is-management-4028698/#comments">Comments</a> Management is, we suppose, principally about getting things done. Then the argument
goes that if you are aware of the options and have some knowledge of what
management is supposed to be about, being better informed leads to better action.
Is that really the case?
There are enough infamous case studies to show that the supposedly best informed
can still contrive to bring about the greatest disasters: the charge of the Light Brigade,
Three Mile Island, forecasting the great storms of 1987, the Tacoma bridge disaster—
all lessons in disregarding information in favour of what? Hunch? Gut reaction? An
innate misguided infallibility? Or just the inability to see the worst case scenario as a
possibility?
There are some lessons from disaster management that do not fit easily with the
natural human predilection towards first-hand trial and error:
1. Don’t rely solely on either past experience, or new technology
2. Don’t be blinkered by your own expectations or the limitations of your own
experience.
3. Use your own judgement in co-ordination with your experience to halt the dangers
of information overload or paralysis by analysis.
4. Pay close attention to the environment you are working in and understand the
factors which can lead to success or failure.
However, we digress, and stray a little far from defining management. Simple, really:
getting things done—usually by others—successfully or not. Yes, we can hark back to
planning, co-ordination, scheduling, organisation, control, review, etc. So much has
been assimilated—or ignored—from the past.
But this is the age of the sound bite, something short and catchy but which actually
means something to the person who will put it to practice. Achievement of objectives
BUSINESS: The Ultimate Resource™
March 2003 Upgrade #6
© Bloomsbury Publishing Plc 2003
through other people sounds fine, but it fails to communicate any sense of the range
and depth of issues that management can involve.
Management can be messy and ordered, inspirational and controlled, creative and
dictatorial. It is about planning, acting, checking and reviewing; it’s also about instinct
and taking risks. It is about not jumping in the deep end without a life jacket, and
about not checking every conceivable possibility so that you miss the boat altogether.
Bypassing the debate on leadership, management is about both doing things right and
doing the right thing. It also embraces the opposites, and maybe that makes it bad
management, but it’s still management.
Let’s come at it from a different angle. Does management conjure up positive or
negative vibes? Consider the following and score them good or bad, exciting
or…otherwise:
• performance appraisal
• disciplinary procedure
• breakfast meeting
• financial disaster
• invisible trade
• human capital
• critical-ratio analysis
• creative strategy
• simple regression analysis
• complex adaptive systems
• death by misadventure
Where does all this leave us? So much of good management practice is obvious
common sense that it looks banal when expressed in descriptive sentences. For
example:
• Circulate an agenda before the meeting
• Treat people like grown-ups and they will respond like grown-ups
• Communicate goals clearly
• Do unto others….
• Look before you leap…
People seem to behave this way more or less naturally at home, managing their
domestic affairs more or less reasonably—most, if not all, of the time. But what
happens when they find themselves in an organisation? More often than not, common
sense seems to go AWOL in favour of cultural necessities, custom and practice,
protocols, and other quirks typical of organisations, which mean that you operate to a
certain behaviour or code which is quite different from the way you do things at
home. Why is this? McGregor, Likert, Herzberg, Maslow, Tom Peters, Edgar Schein,
and thousands more have all tried to understand and explain it.
The key factor seems to lie in the organisation itself—we need organisations to create
and service customers, and we can’t have organisations without management.
BUSINESS: The Ultimate Resource™
March 2003 Upgrade #6
© Bloomsbury Publishing Plc 2003
And organisations work well if we get the management right. (Not necessarily—but
they’ll arguably have a better chance.)
Getting management right isn’t so straightforward when it comes down to people
dealing with other people. This is the nightmare. It’s an overwhelming opportunity for
getting it wrong. Human relations isn’t nearly as basic as quantum physics or brain
surgery, with laws and scientific method to follow.
So is management an art or a science. F.W. Taylor’s scientific management
dehumanises when it goes to extremes. Elton Mayo’s Human Relations approach
becomes too country-club when pushed to extremes. Simple solution: don’t go to
extremes—unless or until you have to. How do you know when is the right time to go
to extremes? It’s probably when things have got so bad that you’ll go under if you
don’t. How come you go under? Bad management. What else can you do? Guess,
bring about change, and upset most of the people most of the time.
So, we go round in circles, which is probably about right. Let’s finish on something
clear:
What management isn’t: voluntarily riding a bicycle without lights down a dark
tunnel, your hands tied behind your back, oncoming train in sight.
What management has been: getting someone else to ride the bike, and then blaming
the consultant.
What management might be: choosing an alternative route or means of delivery.

Comments

]]>Marketing Mixhttp://manishamane1234.blog.co.uk/2008/04/11/marketing-mix-4028624/2008-04-11T08:33:02+02:00 <a href="http://www.blog.co.uk/media/document/10_min_marketing_mix/2462611" title="10_min_Marketing_Mix"><img src="http://www.blog.co.uk/srv/media/img/pdf.gif" alt="10_min_Marketing_Mix" vspace="5" hspace="5"></a><a href="http://www.blog.co.uk/media/document/august82002ama_pricing/2462612" title="August82002AMA-Pricing"><img src="http://www.blog.co.uk/srv/media/img/pdf.gif" alt="August82002AMA-Pricing" vspace="5" hspace="5"></a> <a href="http://manishamane1234.blog.co.uk/2008/04/11/marketing-mix-4028624/#comments">Comments</a>

Comments

]]>Organizational Behaviourhttp://manishamane1234.blog.co.uk/2008/02/09/organizational_behaviour~3702397/2008-02-09T14:29:33+01:00 Content: Organisational Behaviour 1. Evolution of organizational behavior Nature of organizational behavior (O<img src="/img/smilies/icon_cool.gif" alt="B)" class="middle" border="0">: definition, features, purpose, importance and its difference from other disciplines, Historical development of OB: scientific management, human relations approach, and contemporary approaches (system and contingency), Contributing disciplines to the OB field: psychology, sociology, anthropology, and political science. 2. Behavior of individuals Ability: nature and types, ability and job fit Learning: Nature, theories in learning: classical, respondent, operant, cognitive and social, applications of learning principles in organizations; Job: Job satisfaction, organizational commitment, and job involvement; Personality: nature, theories in personality development: trait, stage, and cognitive theories; Personality and organization fit; Perception: nature of perception, process of perception, and social perception, applications in organizations Motivation: nature of motivation, types of motives, and theories of motivation: content and process, and organizational applications 3. Group Dynamics Group behavior: defining and classifying groups, stages of group development, group decision-making- merits and demerits and techniques Understanding work teams, types of teams, creating effective teams Leadership: styles of leadership, theories in leadership: trait theories, behavioral theories, and contingency theories (Fiedler’s theory; Hersey and Blanchard theory) Conflict: functional vs. dysfunctional conflict, sources and types of conflict: individual, group, and organizational conflict and conflict resolution 4. Organisational issues Organisational culture: nature and types, evolution and importance in an organisation Organisational change: nature and forces of change, resistance to change and management of resistance to change Work stress: sources and consequences of stress and its management-individual and organizational. Outcomes and assessment criteria Outcomes Assessment criteria To achieve each outcome a student must demonstrate the ability to: 1. Examine the evolution of organizational behavior as a branch of social science • Explain concept of organizational behavior in relation to business organizations • Summarize contribution of other disciplines to the foundations of OB • Develop OB model for strategic decision-making in a given organization 2. Identify factors that influence the behavior of individuals in organizations • Examine the factors which influence individual behavior at work • Evaluate “own” behavior in a given organizational role • Design questionnaires to measure job satisfaction and other attitudes 3. Connect group behavior features and ability to work with others for maximum effectiveness • Describe the nature of groups and group behavior • Investigate the factors that lead to effective teamwork and the influences that threaten success • Match various theories of leadership to understand behaviors in organizations 4. Evaluate contribution of organizational issues toward organizational effectiveness • Examine organizational culture and the effects on business performance • Integrate ‘change’ into organizations brought about by internal and external factors • Minimize work stress in organizations with the help of various models <a href="http://manishamane1234.blog.co.uk/2008/02/09/organizational_behaviour~3702397/#comments">Comments</a> Content: Organisational Behaviour
1. Evolution of organizational behavior
Nature of organizational behavior (O

: definition, features, purpose, importance and
its difference from other disciplines,
Historical development of OB: scientific management, human relations approach, and
contemporary approaches (system and contingency),
Contributing disciplines to the OB field: psychology, sociology, anthropology, and
political science.
2. Behavior of individuals
Ability: nature and types, ability and job fit
Learning: Nature, theories in learning: classical, respondent, operant, cognitive and
social, applications of learning principles in organizations;
Job: Job satisfaction, organizational commitment, and job involvement;
Personality: nature, theories in personality development: trait, stage, and cognitive
theories; Personality and organization fit;
Perception: nature of perception, process of perception, and social perception,
applications in organizations
Motivation: nature of motivation, types of motives, and theories of motivation: content
and process, and organizational applications
3. Group Dynamics
Group behavior: defining and classifying groups, stages of group development, group
decision-making- merits and demerits and techniques
Understanding work teams, types of teams, creating effective teams
Leadership: styles of leadership, theories in leadership: trait theories, behavioral
theories, and contingency theories (Fiedler’s theory; Hersey and Blanchard theory)
Conflict: functional vs. dysfunctional conflict, sources and types of conflict: individual,
group, and organizational conflict and conflict resolution
4. Organisational issues
Organisational culture: nature and types, evolution and importance in an organisation
Organisational change: nature and forces of change, resistance to change and
management of resistance to change
Work stress: sources and consequences of stress and its management-individual and
organizational.
Outcomes and assessment criteria
Outcomes Assessment criteria
To achieve each outcome a student must demonstrate the
ability to:
1. Examine the
evolution of
organizational
behavior as a
branch of social
science
• Explain concept of organizational behavior in
relation to business organizations
• Summarize contribution of other disciplines to the
foundations of OB
• Develop OB model for strategic decision-making
in a given organization
2. Identify factors that
influence the behavior of
individuals in
organizations
• Examine the factors which influence individual
behavior at work
• Evaluate “own” behavior in a given organizational
role
• Design questionnaires to measure job satisfaction
and other attitudes
3. Connect group behavior
features and ability to
work with others for
maximum effectiveness
• Describe the nature of groups and group behavior
• Investigate the factors that lead to effective
teamwork and the influences that threaten success
• Match various theories of leadership to understand
behaviors in organizations
4. Evaluate contribution of
organizational issues
toward organizational
effectiveness
• Examine organizational culture and the effects on
business performance
• Integrate ‘change’ into organizations brought
about by internal and external factors
• Minimize work stress in organizations with the
help of various models

Comments

]]>Library of Indira College of Business Managementhttp://manishamane1234.blog.co.uk/2008/01/05/indira_college_of_business_management~3531239/2008-01-05T11:02:13+01:00 Library of Indira College I am librarian, I would like to published some management relalted information available in my library. I would like to request management students to send the queries or any topics which you are searching for i will try to help you by providing the requied information with the help of this blog. Different related subjects Leadership Development and Organizations Accounting – Managerial & Financial Finance & Capital Markets Operations Microeconomics Decision Models Statistics Marketing Strategy International Economies & Macroeconomics EXAMPLE ROLE OUTLINE: LEADERSHIP AND MANAGEMENT This example ROLE OUTLINE illustrates the major areas of activity of those involved in the complex business of FE COLLEGE LEADERSHIP AND MANAGEMENT. It draws on FEnto Management Standards. Develop Strategic Practice - eg analyse the environment in which the college operates. interpret key trends in the operational environment and apply this to developing a vision. promote the proactive involvement of others in developing the vision, valuing their contributions and securing their commitment for it. identify strategies to achieve the vision, taking into account opportunities and threats. translate the vision into a plan, specifying timescales and responsibilities. ensure that all appropriate individuals and groups understand the plan. implement the strategic/development plan, supporting, guiding and monitoring its progress and effective implementation. Develop and Sustain Learning and the Learning Environment - eg prepare an operational plan to develop and sustain services for learners. ensure that a range of detailed plans support the strategic plan, and that there are clear criteria for measuring success. implement the operational plan; monitor, review and evaluate progress, measuring success against a range of agreed factors. ensure corrective action is agreed, taken and monitored, and report on progress to relevant stakeholders. ensure that appropriate quality assurance and audit policies and procedures are in place to deliver effective and efficient learning services. develop and sustain a safe, clean and healthy working environment. identify and meet staffing requirements to support the portfolio of services provided. approve plans for the deployment of staff, and routinely monitor and review arrangements. Lead Teams and Individuals - eg act as a champion for equality, diversity and inclusion. promote the organisation's values and vision to staff and learners. advise and support teams and individuals. assess the effectiveness of teams and individuals; provide feedback and approve support as appropriate; monitor, review and evaluate the effectiveness of support. act as leader/manager mentor, supporting, motivating and inspiring others, acting as an effective role model, and generating confidence. identify development priorities which meet individual, group and corporate needs, and ensure access to development is fair. contribute to development activities. secure the respect, trust and support of colleagues, learners and outside contacts. deal professionally with conflict between colleagues and/or learners. help to promote the college and the FE sector, and act as an effective ambassador by writing and speaking with authority about key college and sector issues. Manage Finance and Resources - eg analyse resource needs to meet plans; get approval for expenditure; secure resources to achieve plans. ensure that accurate financial reports and statements are prepared. evaluate and agree proposals for income and expenditure. continuously improve the management of information. monitor and control activities to meet target income. ensure that financial returns and reports are completed and submitted to time. control expenditure against budgets by preparing a master budget to meet strategic plans, ensuring that spending is in line with income and budgets. evaluate, review and improve the college structures that support the safe, effective and efficient use and maintenance of resources. agree, allocate and monitor budgets for resources; monitor budgets and the use of resources. Monitor, Evaluate and Improve Own Performance and the Quality of College Leadership and Management - eg review and monitor own performance, using a variety of means and indicators; identify own professional development needs and agree how these should be met. engage in continuous professional development, take actions to improve; monitor and evaluate the effectiveness of these actions to improve. work with others to monitor, evaluate and improve the effectiveness and efficiency of leadership and management within the college, identifying and sharing best practice. take a leading role in the college's quality assurance arrangements: its self-assessment procedures and activities, and its external inspection and audit requirements. General – eg attract and retain learners, and help them achieve learner competence, test and examination results. possess and apply a clear understanding of the regional, national and international FE environment and the policies and legal requirements which impact on the sector. champion the colleges’ aims, objectives and mission. use a range of business appraisal techniques to identify and deal with opportunities, barriers and threats. maintain and encourage the highest standards of probity and personal commitment to ethical professional practice, giving clear guidance to others. take a leading role in marketing, publicity events, networks, etc and maintain good relationships with all stakeholders. <a href="http://manishamane1234.blog.co.uk/2008/01/05/indira_college_of_business_management~3531239/#comments">Comments</a> Library of Indira College

I am librarian, I would like to published some management relalted information available in my library. I would like to request management students to send the queries or any topics which you are searching for i will try to help you by providing the requied information with the help of this blog.

Different related subjects

Leadership Development and Organizations
Accounting – Managerial & Financial
Finance & Capital Markets
Operations
Microeconomics
Decision Models
Statistics
Marketing
Strategy

International Economies & Macroeconomics

EXAMPLE ROLE OUTLINE: LEADERSHIP AND MANAGEMENT

This example ROLE OUTLINE illustrates the major areas of activity of those involved in the complex business of FE COLLEGE LEADERSHIP AND MANAGEMENT. It draws on FEnto Management Standards.

Develop Strategic Practice - eg

analyse the environment in which the college operates.
interpret key trends in the operational environment and apply this to developing a vision.
promote the proactive involvement of others in developing the vision, valuing their contributions and securing their commitment for it.
identify strategies to achieve the vision, taking into account opportunities and threats.
translate the vision into a plan, specifying timescales and responsibilities.
ensure that all appropriate individuals and groups understand the plan.
implement the strategic/development plan, supporting, guiding and monitoring its progress and effective implementation.
Develop and Sustain Learning and the Learning Environment - eg

prepare an operational plan to develop and sustain services for learners.
ensure that a range of detailed plans support the strategic plan, and that there are clear criteria for measuring success.
implement the operational plan; monitor, review and evaluate progress, measuring success against a range of agreed factors.
ensure corrective action is agreed, taken and monitored, and report on progress to relevant stakeholders.
ensure that appropriate quality assurance and audit policies and procedures are in place to deliver effective and efficient learning services.
develop and sustain a safe, clean and healthy working environment.
identify and meet staffing requirements to support the portfolio of services provided.
approve plans for the deployment of staff, and routinely monitor and review arrangements.

Lead Teams and Individuals - eg

act as a champion for equality, diversity and inclusion.
promote the organisation's values and vision to staff and learners.
advise and support teams and individuals.
assess the effectiveness of teams and individuals; provide feedback and approve support as appropriate; monitor, review and evaluate the effectiveness of support.
act as leader/manager mentor, supporting, motivating and inspiring others, acting as an effective role model, and generating confidence.
identify development priorities which meet individual, group and corporate needs, and ensure access to development is fair.
contribute to development activities.
secure the respect, trust and support of colleagues, learners and outside contacts.
deal professionally with conflict between colleagues and/or learners.
help to promote the college and the FE sector, and act as an effective ambassador by writing and speaking with authority about key college and sector issues.

Manage Finance and Resources - eg

analyse resource needs to meet plans; get approval for expenditure; secure resources to achieve plans.
ensure that accurate financial reports and statements are prepared.
evaluate and agree proposals for income and expenditure.
continuously improve the management of information.
monitor and control activities to meet target income.
ensure that financial returns and reports are completed and submitted to time.
control expenditure against budgets by preparing a master budget to meet strategic plans, ensuring that spending is in line with income and budgets.
evaluate, review and improve the college structures that support the safe, effective and efficient use and maintenance of resources.
agree, allocate and monitor budgets for resources; monitor budgets and the use of resources.

Monitor, Evaluate and Improve Own Performance and the Quality of College Leadership and Management - eg

review and monitor own performance, using a variety of means and indicators; identify own professional development needs and agree how these should be met.
engage in continuous professional development, take actions to improve; monitor and evaluate the effectiveness of these actions to improve.
work with others to monitor, evaluate and improve the effectiveness and efficiency of leadership and management within the college, identifying and sharing best practice.
take a leading role in the college's quality assurance arrangements: its self-assessment procedures and activities, and its external inspection and audit requirements.
General – eg

attract and retain learners, and help them achieve learner competence, test and examination results.
possess and apply a clear understanding of the regional, national and international FE environment and the policies and legal requirements which impact on the sector.
champion the colleges’ aims, objectives and mission.
use a range of business appraisal techniques to identify and deal with opportunities, barriers and threats.
maintain and encourage the highest standards of probity and personal commitment to ethical professional practice, giving clear guidance to others.
take a leading role in marketing, publicity events, networks, etc and maintain good relationships with all stakeholders.

Comments

]]>