The programmer aims to develop young people’s understanding of the issues, barriers and solutions to building greater tolerance and understanding between Communities from different cultural, religious or political traditions. Causeway Coast and Glens Area Wide Youth Civic Leadership Programmer Provision of a local ‘Let’s Talk’ democracy project/event which promotes Local Democracy Week and engages young people with political leaders to discuss the difficult Good Relations Issues of flags, the parades, and cultural out workings Engagement of at least 80 young people (20 from each Council area) to participate in a Causeway Coast and Glens wide programmer exploring the difficult Good Relations Issues of flags, the parades, and cultural out workings by 31-03-15 Young people engaging in bringing the community together. F young people who have done projects with pupils from other schools; had classes with pupils from other schools; used or shared sports facilities or equipment, like computers. Of those who have done projects, shared classes, facilities, etc. % who thinks sharing is a good idea. Cup PLAN PRIORITY: Cup Objective: Support the development of the community through joint working with other agencies and founders Engage in a range of partnerships which meet the aims of the Collinear Borough Community Support Plan To work in partnership with a range of organizations providing support to the sector To work together with neighboring Councils and collaborative initiatives to support and inform community development opportunities for the future Council area.
At least 12 meetings attended per annum with other agencies on partnership working (NOR, NINE, SIN, C&V Sector etc) to develop collaborative effort. Youth, Good Relations and community work practitioners at least 5 meetings per annum. ADDS regional – 4 meetings per annum. At least 6 meetings with neighboring Councils. Empowered local communities working in partnership with statutory bodies Better cohesion and integration of services. Shared knowledge and understanding 1 . 2. Evaluate the specific responsibilities of middle managers in enabling your organization to achieve its goals My role as the manager of the xx Unit within Council is to ensure delivery of the overall goals and associated objectives of service plans for which I am responsible.
The outcomes of the service plans are directly linked to the delivery of the goals of the corporate plan and the objectives therein. Specific responsibilities attached to the middle manager in this specific context which enables delivery of both service and organizational goals include: Advising Senior Management on policy and strategic matters relevant to the managers service responsibilities, identifying and analyzing relevant trends and opportunities. – This is primarily delivered through developing and maintaining influential relationships with key stakeholders to assess the external environment. In the case of my role this involves regular liaison with government officials, founders, customers and both statutory and voluntary service providers.
This area of responsibility also involves carrying out regular consultation, research and analysis on both external influences and internal factors that effect effective service delivery, and advising both senior management and staff accordingly. In relation to my specific post, this includes the co-ordination of regular community audits, public consultations and leading a team to carry out secondary research in order to assess policy and socio-economic conditions as part of the planning process. These findings are reported by me as manager, through regular briefings to senior management, Councilors and staff, public presentations and through publishing findings. In line with best practice, ensuring quality management of operational services and facilities.
This includes leading the management of the day to day operation of the business unit, managing the human, physical and financial resources of the section in line with best practice and including the development and ensuring the achievement of Performance Indicators relevant to the various service areas. My approach to meeting this objective includes facilitating regular team meetings, weekly staff meetings and both setting and reviewing individual staff performance against targets, service progress reports/targets etc to monitor and review agreed key performance indicators. These targets link to service equines plans which in turn link to the relevant objectives and overall medium to longer term goals of the corporate plan. Through participation in a management team, the middle manager plays an active role in corporate and departmental issues, contributing to the continuous improvement of services and facilities.
As a member of the Development Service’s Management Team this involves contributing to the management, updating, delivery and monitoring of the Council’s Corporate Plan through leading the development, delivery, monitoring and review of relevant strategies and service business plans within the business unit and monitoring outcomes against those of the Council’s Corporate Plan and other service priorities (within the context of values and principles of the wider organization). This includes collaborating internally with other departments and liaising and partnership development with external providers, through forums, working groups, project teams etc to ensure the service is achieving maximum return on its investment, identifying opportunities for improved service delivery, acting as a support service to other Council service areas, meeting identified need and avoiding duplication of provision both internally and externally. 2. 1. Evaluate how interpersonal and communication skills affect managerial performance.
Interpersonal and communication skills are vital for the manager in terms of delivering success within an organization. A manager’s key responsibilities are centered on achieving the task itself, managing a team and managing the individuals’ therein to ensure the task or goal is achieved successfully. Communication skills are those skills which facilitate communication with others. These skills include speaking, listening, reading and writing skills, as well as nonverbal communication skills. Communication skills involve ability to take n idea or set of instructions and these comprehensibly to an audience. These skills will enable the manager to give clear instructions, communicate ideas to a team, and keep senior management informed.
Interpersonal skills represent the way in which communication skills are used to communicate with others. Interpersonal skills refer to the ability of a manager to communicate with and understand his/her team. In order to achieve successful performance in delivery of these responsibilities, a manager requires specific skills sets including strong and effective communication and interpersonal skills. Communication in the context of how one imparts and receives information must be supported by an understanding/empathy of the those whom he/she is engaging with as well as a range of tools to ensure the manager can maximize employee potential and meet the needs of his/her customers.
In the context of assisting the effective performance of a manager in day to day duties, and specifically relating to my own practice, I use the following means to ensure business targets are being met and ensure that as a manager, I am meeting performance targets required of my role: Active Listening – through en to one meetings, team meetings, interviews, and this skill has allowed me to pay close attention to both individuals and teams, clarifying questions and rephrasing to check for shared understanding on an action/instruction or sensitive or challenging issue. This has allowed me to be able to respond appropriately, provide clarity on issues or priorities both with individuals and teams and also allow for exchange and expression of a variety of perspectives Attention to nonverbal communication – (body language, tone etc). A relaxed, open stance and a friendly tone to build confidence and trust, encouraging open ND honest engagement from members of staff in both a one to one and group environment.
This tool is also used when engaging with senior management, by way of ensuring their buy in, interest, commitment and support and to engender confidence from them in my skills, knowledge and commitment to achieving results for the organization that are consistent with the corporate goals/priorities. Empathy – particularly used at review meetings with staff or when managing performance or other contentious issues that require collaborative, team responses. Even when I have disagreed with an employee r customer, it is important that I have been able to demonstrate that I have listened to understood and respected for their point of view. Encouraging Feedback – Being able to appropriately give and receive feedback. I identify ways to provide employees with constructive feedback, specifically through bi monthly one to one meetings with staff, coaching, at post project review meetings and occasionally through written feedback.
I try to encourage feedback from both staff and management and ask clarifying questions in order to improve my performance as a manager. This is done both informally through individual and team meetings and through formal reviews/project evaluations Delegation – connecting the individual with the appropriate skills, knowledge and behavior with the task that needs to be done, providing appropriate resources and support, providing opportunity to build both confidence and capacity for staff members, while ensuring achievement of task/goals. This is carried out following verbal and written assessment through staff meetings, team meetings, evaluation of performance and training needs analyses with individual team members.
These are examples of how on a day to day basis, I am able to use immunization and interpersonal skills in order to achieve the task while managing individual performance as well as team performance and dynamic. These tools also help to identify the personal learning and communication styles of the individuals that I manage, enabling me to adapt my leadership and communication style appropriately. Improving communication with staff helps to build productive relationships which leads to further improved performance, both at an individual and team level. 2. 2 Evaluate strategies to overcome barriers to effective managerial communication and interpersonal skills The best type of leadership style depends on the situation or barrier being addressed and on the learning styles of team members involved.
The effects of poor communication and interpersonal skills can lead to a breakdown in relationships, poor individual and team performance, grievances and disciplinary and ultimately a loss in productivity for the organization. Firstly one must identify key barriers that effective communication for the manager. These may include, for example: Poor time management Lack of interpersonal understanding Poorly structured messages that are often misunderstood or misinterpreted Clash of personality styles There are a variety of strategies one can put in place to help overcome barriers. Time management, personalization of work, active listening, constructive feedback and paying attention to non verbal communication- often lack of time, or poor management of one’s time results in insufficient resources or efforts being put in place to achieve results.
It is important therefore that the manager schedules sufficient time and energy to both priorities the task and manage both individuals and teams to deliver the associated activities required. By way of practical example, as a manager I schedule out time on a daily basis to retrofits tasks by the level of urgency and importance, including encouraging a ‘drop in’ policy during this time to support team members on queries, issues and challenges. I also schedule regular team meetings and one to one meetings (weekly) with staff to monitor individual work plans, create opportunities for team members to share progress on their action plans (round robin), identify peer mentoring opportunities and identify collaborative opportunities.
One to one meetings are scheduled to discuss individual agreed work plans, targets which are taken directly from service plans and to review achievements, halogen, training needs etc. This is a two way process of engagement between myself and the individual and provides opportunity for dialogue in a relaxed manner, where time has been scheduled specifically for that member of staff with no interruptions. During these meetings I attempt to engage in active listening, asking clarifying questions to check for understanding and encouraging the member of staff to mirror this type of behavior. These mechanisms have proved invaluable as a means of building relationships, growing mutual understanding and engendering trust. Ray to avoid giving negative feedback. The contents of the feedback may at times be negative, but I attempt to deliver this constructively in order to encourage effective communication between myself as manager and my team members Clearly structured messages to avoid misinterpretation – this is specifically important when delivering key changes, developments, new pieces of work, sensitive messages or large volume of information. The information requires a significant degree of control in this instance to avoid distortion. In his instance I provide written material and where necessary provide guidance or background information to conceptualize the message.
This is then supported by a presentation, discussion and if necessary workshop or group meeting, depending on whether the communication requires input, buy in or is simply a matter of conformance. Discussion helps to check understanding and minimalists potential for the message to be misunderstood or distorted. 3. 1 & 3. 2- Assess own knowledge, skills and behavior and their effect on own managerial performance. Identify areas for personal development to improve own managerial performance For the purposes of addressing this question, I am using the following definitions f knowledge, skills and behavior in the context of my role as a middle manager to assess my performance.
