CIPD Formative Assessment 4- 7LMD


Executive Summary

This report provides an analysis on how a situation where a manager is placed alters their skills and behaviours essential for success in their operations. By focusing on various situations which UPS organisation in UK communication sector, it is clear that a manager situation or the external environment factors have a direct implication in altering their skills and behaviours. Based on the review, the noted situations represent fresh ideas currently under implementation in the organisation, change embraced with the followers resisting change and business environment disruptions in the current COVID-19 pandemic situation. A case example is where there is a necessity for persuading, influencing and enforcing influence of the skills and behaviours which characterise the managers roles. A case example is in the current COVID-19 pandemic where the management has been prompted in sourcing appropriate skills for influencing their staff, communication with the others and provision of safe working environment for organisation success. Also, part of this report include recommendations to handle distinct situations by managers being evident.



Table of Contents

1.0 Introduction. 3

2.0 Analysis of Situations which a manager is Placed. 3

3.0 Altered Skills and Behaviours 4

3.1 Trait Approach. 4

3.2 Situational Approach. 5

3.3 Follower Approach. 5

3.4 Contingency Approach. 6

4.0 Best Practice in Identified Approaches. 6

5.0 Conclusion and Recommendations 7

References 9




1.0 Introduction

In modern business environment, due to social and technological changes, CIPD (2020) note on varying skills and behaviours of managers. This has a positive implication on harnessing scope of employee engagement, successful execution of their roles in their organisation and well-being of their subordinates. Also, Cummings et al. (2016) need for managers readiness in embracing change and generating relevant results. In UPS organisation case organisation in UK communication sector, managers always need to embrace change, futuristic goals achievement with entire change being timely and effectively embraced. In this organisation, COVID-19 pandemic prompted managers to embrace remote working skills and practices and to control an increase in stress levels of employees. According to Qureshi and Sayyad (2016), this is to control and coordinate employees functions in achieving their set goals and objectives. In line with this background information, this report evaluates how a manager situation could alter their skills and behaviours essential for their success.

2.0 Analysis of Situations which a manager is Placed

To demonstrate on the relevant of situations of a manager, the Mintzberg (1973) model can be considered (Altamony & Gharaibeh, 2017). In this model, the roles of the managers are classified into 3 categories (see figure 1);

Figure 1: Managers roles which define different situations

As illustrated in figure 1, it is clear that the different categories identifying managers skills and behaviours would be evidenced when faced by altering situations. This is supported by Spender (2016) which focused on evaluating the American Management in the last decade highlighted on the necessity for managers embracing particular skills and behaviours for sharing them with their teams. In context of UPS organisation, skills and behaviours of employees are basically guided by the best practice evidenced by the CIPD HR Professional Map. This is in terms of ethical practice, valuing people resources, inclusion in workplace and professional courage and influence. Additionally, alteration of skills and behaviours is clear in various situations based on the guidance of Fayol Theory which highlight on the 14 principles of management (Edwards, 2018). This is as illustrated in figure 2;

Figure 2: Fayol 14 Principles of Management

3.0 Altered Skills and Behaviours

For appreciating skills and behaviours which are altered by different situations, various models can be considered. They include;

3.1 Trait Approach

For being a good manager, relevant traits distinguishing physical and psychological attributes ought to be prioritised. As noted in CIPD (2019),………..

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