[MUSIC] So, we've had one example of a manager that's fairly senior and some of the key traits that would demonstrate. And I've brought in an example from my own experiences as well of a senior manager, and the key traits that he demonstrated. What about at a slightly lower level in your experience? Any particular examples of the Fayol or the Mintzberg frameworks being applied or that you've applied yourself? >> Yeah, I think it is difficult to sort of pinpoint people who can show these competencies in those two models across the boards. And I think again, that just illustrates how difficult it is to apply these theories in the real world, in the sort of hustle and bustle and fast paced environments. It would be great to show all of them but it's very difficult to do so. >> And are there any particular skills, I'm thinking about perhaps a time when you had one of your managerial roles, any particular parts that perhaps you've applied? I mean, I know from for example the conversations you've had with me that you saw being a figure head, the head of your team was something that you held as being really important because you were their manager and you were there to work alongside with them nevertheless you would figure head and accountable for the organization. >> Yeah absolutely, yeah I took that role as a leader very seriously. So yeah, I did think to myself as a figure head for that group of people try to lead by example and lead them through the process [INAUDIBLE] >> And if you refer to for example Fayol's framework, one of the examples in there of all the different principles were outlined, was the importance of everybody at every level really understanding what their responsibility is in an organization. And also buying into that organization. If you are at level of management or whatever level, you have an organization responsibility to carry out, filter down for sure, but the mission statement of that organization. So, only a team leader level saw himself as a figure head. By being a figurehead, effectively, he's an organization ambassador. The example only gave a senior manager as I did. They were figureheads but they were also organizational ambassadors. In my experience, in various roles I've had working for an employer, there are different examples of managers who worked for me. And the ones that I'm thinking of now gave some really good examples of applying different parts of both frameworks that we've looked at. One particular individual, her leadership style, so leadership and management is an area that we're looking at elsewhere this week. But her leadership style, many would say was perhaps a little bit autocratic, a little bit democratic. But nevertheless, in terms of Fayol and in terms of Mintzberg, enormously clear structure. Enormous clarity of communication. Enormous clarity about what each individual in her team had to do, to what level, at what rate, to what standard, and by when. Real clarity right away through. And in a way, that's an application of Taylor's principle as well. So, Taylorism and Fayol's perspective, there are some analogies. How successful was that particular team? Well, for those that were in that team that enjoyed that approach, the real well-structured, real clarity of vision, clarity of purpose, really enjoyed. For those that didn't enjoy that clarity of management so much, it was a little less comfortable. Another example, another one of the managers that work for me in the same organizational scenario was a lady who had a team, I remember where she had 11 individuals. And this particular case demonstrates perfectly how you can get the most of the resources that you have available. This particular group had a lot of experience. They'd worked for this organization for a long period of time. What they were a little less comfortable with was change. And so with my responsibility right at the top end, leading everybody through change was the way it was. So this particular manager had to lead these 11 people and her role is figure head through the change as well, was very high challenge. But in the end, the way that it was done, was by lots of clarity, lots of unitary purpose so really clear about where we're trying to get to what the vision was about. And then at different levels, at different speeds, not everybody, but most of that team began to come along side. It took a little bit of time. It was a little bit painful at times. But, nevertheless, slower progress and perhaps elsewhere in the organization but nevertheless, progress was made. So, what did we learn from that case study? We learned that, as a manager, you have the resources that you've got in front of you. And, wish, as we all might, to have something different, that's not always the way of the world. What that means is, you have to manage the resources you've got, to the best you possibly can. And if you do follow the philosophy that everybody has potential to develop, then there is always potential. But you sometimes could be restricted by the resources that you have in the first place. [MUSIC]
