Cmi 5002

CMI LEVEL 5 UNIT 5002 Assignment pic Simon Butterfield Table of contents Section rapsc anyion flesh Introduction3 Be able to identify and mete out sources of data and in define outation4-5 What is teaching? 4 Be able to analyse and pre movement tuition to dispense for finale make6-9 What is lineination Making6 last fashioning behaviors6 finale devising model6 Group Decision Making8 Risks to Group Decision Making8 Decision making as well asls9 Be able to snuff it the results of development analysis and closings 10-13 Dangers and Barriers11 method actings of Communication11 Improving Communication12 Chairing Meetings13Reasons for In cogent Meetings13 Meetings I Attend13 severe populate14 Negotiation14 Dos and Donts of Negotiation14 Closing Statement15 Bibliography15 Introduction The stick wi amour report is vent to explain about decision making in my workplace, it is going to be split into 3 major bodies. Identifying knowledge, analyse the knowledge and co mmunicate the results. Decision making stern hook on clock for some decisions to be made, others set out out take no cartridge clip at either as we retain them every day, un retiren to us, every minute of every day we ar making foc victimisation decisions without knowing it.We argon going to concentrate on larger decisions to be made, non every day issues, Decision making is altogether about make headwaying study, anlysing it, misgiving the pros and cons of each path to be taken and deciding which to take to get where you look at to go, some dance step ar easier if sh ard with others inwardly the group. Be able to identify and select sources of data and entropy What is information? According to your dictionary on bed (http//www. yourdictionary. com/data), data stomach be defined as facts or figures to be polished evidence, records, statistics, etcetera rom which conclusions kindle be inferred and information in a form suitable for storing and fulfiling by a computer. Data is basically statistics ground on information. Data only becomes information when it is swear outed to be meaningful, bodily forgeed for a reason and understood by the recipient. Within my establishment I moderate various possibilities of which information is suck ined, Most of the information I essential to make a decision is available fairly easily, this is available on the internet indoors BAE schemas.Lets take a scenario my police squad has a depository financial institution of subways to fit within the pressure hull of the submarine. The information necessary is from isometrical and arrangement drawings that show were in the correct place these pipes pass on go, the drawings argon available from DIPS a section that issues all drawings to BAE soulfulnessnel. There argon twain types of drawings one is an arrangement and in that respect argon isometrics. Arrangement drawings give near(prenominal) of information necessary to install the pip es, the likes of how they joint together e. g. lange, dyers mignonette or screwed fittings ETC, it likewise shows which pipes connect to each other, within the backing sheets the information given is the corporate part numbers of all set fittings and things subscribe toful to fit the system. The isometrics show each pipe separately, masking the pipes dimensions, kris data and datums giving exact information to the individual pipe. All this information is just the first gear part of info needed to fit the system, as well as these drawings, other information is needed, a only instructions on how the best practice to set a pipe up for welding, clipping a grade 1 pipe system ECT.This information is also gained from the internet, from a part called the process library. This information is rehearse to do the profession as that is the way it should be by means of and in that respect is no deviation from this, it should be numbered to the letter to get it the job tire oute m ake up. As well as the process instructions, as a technical foul aggroup we have to riding habit standards, thease argon from standards of fitting clips down to standards of surprise clearance. Some atomic number 18 written and some be Pictorial retard below pic All of the information needed is on the BAE internet. All the standards and process instructions are freely available, for everyone to use.To do the scenario as mentioned at the beginning, all of the above information is selected and employ as it is part of the process extend and what is needed to do the job the in force(p) way. The drawings that are received from DIPS are theatre to different classifications, most if non all are restricted everywheredue to there content, every employee has signed the official secrets act before macrocosm employed within BAE submarine solutions and know that thease are to stay within the company and not to be distri buted to outside sources. at one time thease drawings have been used they need to go back to the place of issue to be habituated of in the correct way.Be able to analyse and present information to support decision making What is Decision Making? Decision making is the cognitive process leading to the selection of a course of satisfy among variations. Every decision making process produces a final excerption (http//en. wikipedia. org/wiki/Decision_making). Good decision making is an essential skill for career succeeder chiefly. If you clear learn to make timely and well-considered decisions, then you give the axe much earn well-deserved success. However, if you make poor decisions you are more than in all prob readiness to be in trouble and not asked again. Decision making dashsThere are 3 main decision making styles which include the following 1. authoritative decisions made predominantly by the manager 2. Democratic decisions based on debateions by the manager and others involved 3. Participative these are decisions made p redominantly by those Below is a decision making model showing travel to be taken pic quantity 1 Identify the decision to be made. You realize that a decision must be made. You then go finished an immanent process of trying to define clearly the nature of the decision you must make. This first step is a very burning(prenominal) one pace 2 Gather relevant information.Most decisions fill collecting pertinent information. The real trick in this step is to know what information is needed, the best sources of this information, and how to go about acquire it. Some information must be sought from within yourself-importance through a process of self-assessment other information must be sought from outside yourself-from books, populate, and a smorgasbord of other sources. This step, therefore, involves both internal and external work. Step 3 Identify alternatives. Through the process of collecting information you pull up stakes probably identify several affirmable paths of acti on, or alternatives.You whitethorn also use your imagination and information to construct new alternatives. In this step of the decision-making process, you give list all realistic and desirable alternatives Step 4 Weigh evidence. In this step, you draw on your information and emotions to imagine what it would be like if you carried out each of the alternatives to the end. You must pronounce whether the need identified in Step 1 would be helped or solved through the use of each alternative. In going through this strong internal process, you begin to favour certain alternatives which appear to have higher voltage for reaching your goal.Eventually you are able to place the alternatives in precedency order, based upon your own value system. Step 5 Choose among alternatives. Once you have weighed all the evidence, you are ready to select the alternative which come upms to be best suited to you. You whitethorn even choose a confederacy of alternatives. Your choice in Step 5 whit ethorn very likely be the same or similar to the alternative you placed at the top of your list at the end of Step 4 Step 6 Take action. You now take some positive action which begins to implement the alternative you chose in Step 5 Step 7 Re realise decision and consequences.In the last step you experience the results of your decision and evaluate whether or not it has solved the need you identified in Step 1. If it has, you may stay with this decision for some period of time. If the decision has not resolved the identified need, you may repeat certain locomote of the process in order to make a new decision. You may, for example, gather more detailed or somewhat different information or discover additional alternatives on which to base your decision Group Decision Making The benefits and problems with crowd decision making below Benefits Problems Pooling ideas together battle could arise through disagreement Covering all eventualities Too many options on offer Improving the likelihood of acceptance at Decisions could be slowed down high levels as the whole team up have concur Ability to build on various suggestions Accountability as no one person is responsible Prevent rushing into decisions that may be regretted later(prenominal) Give more scope for creativity An example of group decision making, would be in my IWT (integrated work team) skirmish, if an issue came up regarding a piece of work within the plan that senst be fit, we, as a team would take to business about it, planners team leading and myself would make a group decision weather to move it to the right in the plan, split it up or add some more kit to the activity. Risks to Group Decision Making Some managers find it difficult to make decisions, especially if there is a high level of try involved in them. Some risks are as follows Making unpopular decisions or getting it wrong idler leave you feed to admonition by others Getting it wrong causes other problems for some heap because they like to be liked by their colleagues. Some decisions depart have a financial penalty such as going over figure or losing money. To minimize risk you need to gather information that may give you some indication of what might go wrong. The riskier the decisions the more information unavoidable. Main Risk Minimising Risks Something leave behind prevent you implementing Get quality information on which to base your decision your decision The risk that your decision allow not Be rigorous with your decisions making produce the effects you have Always have a contingency plan Dont introduce risks by delaying the implementation of your decision Decision making tools In order to make useful decisions there are some tools and techniques that may help. Some decisions making tools I use include the following think this helps generate lots of ideas. Mind Mapping this is a tool I use after I have carried out a conceiver storm. It is on the mind map I prat organise my ideas develop and allow structure to decision.These tools are easily when we need to do something different, as most of our work is mapped out for us a shown on page 4, when we have a challenging decision to make brain storming is useable to get ideas down and evaluate each one separately finding its advantages and disadvantages. Be able to communicate the results of information analysis and decisions In bloodline no matter how hard mess try there are always barriers that domiciliate prevent us from communicating effectively. Organisations that fail to do well a great deal suggest that their failure is due to the inability to works about the barriers. Communication is so valuable in business and all barriers should try to be worked around to ensure an effective, efficient business.To communicate affectively the expression should be intelligible to the recipient and in a format that is escaped to translate. Information should only be transmit ted to those who really need in and at a time that would be most useful. Communication is the share-out amongst groups of two or more people to reach a common concord. Communication involves making sure you communicate clearly so others regard your ideas, suggestions, instructions and requests. Communication allows the following interpreting your work military position Quickly making decisions and solving problems Respond to stations as they change mend relationships mingled with others The model shown below is illustrates effective communication Sender this is the person or group wishing to share information Message the information that a sender wants to share Encoding translating a pass a great into comprehendable symbols or language make noise anything that hampers any stage of the communication process Receiver the person or group for which a contentedness is think Medium the pathway through which an encoded gist is transmitted to a receiver Decodi ng interpreting and trying to make sense of a message pic pic Dangers and Barriers Some experts claim that people like to spend 85% of your time engaged in some form of communication and that ineffective communication damages transcriptional causeance. There are many barriers to communication which include Noise 13 Assuming the receiver has the information Assuming the receiver understands the message The receiver assuming that the sender meant rather than checking The receiver deliberately misinterprets the message because they do not like its content The sender deliberately sends a misleading message Communication within BAE tends to contain jargon. Jargon is linguistic communication or abbreviations that are rarely understood by people that arent familiar with or that are new to the company. E mails tend to be sent around camp that are cascades of information from the elderberry bush management team to the supervisors and then to everyone else. Some of the information c ontained in the e mails have abbreviations that not everyone understands or that arent explained properly. Trust is so important within BAE. It is difficult to communicate with a person if you feel you cant trust them especially if the information is sensitive.The senior management team sometimes have very strong views and ideas about certain aspects of the business. This can become problematic if they chose not to listen to the thoughts of people working on the side by side(p) level. By not listening and taking things on be on this may cause a bit of tension and unhappiness within the work force. Methods of Communication Spoken methods of communication involve people very speaking and often supplies you with an instant response. In some circumstances it is possible to see the person you are communication with for example in a realiseing. The most common methods of spoken communication I use at work and their advantages and disadvantages are detailed in the table below. Verbal M ethod Advantages Disadvantages Telephone I can talk to soul Unfortunately on the phone directly and get an answer the person need to be at right away. their desk to take the call I cant see the persons face when I talk to them. I cant gauge their body language and facial expressions. Meetings Allows me to deliver the goods I need to be chairing the information to a few meeting to ensure I get people at the same time what I need from the rather than individually meeting which saves time.It people to controvert the Lack of attendance by key information together in an players can hold up the open forum decision making process Decisions can be made by Meeting can over run more than one person which means decisions may be rushed. Face to Face This gives me both verbal I need to locate the person and non verbal feedback before I can talk to them immediately The person may allow I can get undivided themselves to be side attention from the person tracked by other things if it There is no details of what is not a courtly meeting happened when the face to face discussion took place. Improving Communication shipway in which we can improve communication between each other are To improve the detail and content in information sent out so that people dont get abrupt and understand the information correctly Ask people in meetings as things come up if they are all happy and understand repair working relationships with line managers so that a trust can be built Listen to and discuss issues and problems with the senior management team get on feedback to the senior management team by all faculty Chairing Meetings What are meetings? According to the online dictionary, meetings can be defined as an assembly or gathering of people, as for a business, social, or religious innovation. Advantages and Disadvantages of Meetings There are many advantages and disadvantages to meetings, whic h are outline below Advantages Disadvantages You an get ideas and exchange information with lots of people at Wasting valuable time that could be used once better elsewhere You can make decisions be a lot of money to get people together People can join in A way of managers avoiding difficult decisions You can get to know people better Assign to already overworked people You can get people to work together You can pull ahead team spirit Reasons for Ineffective Meetings Meeting are often considered to be ineffective for the following reasons No agenda is produced so people dont really know what is going This tends to lead to meetings running over time People are often un prompt Nothing curiously interesting gets decided upon Meetings I Attend The meetings I attend areIWT this is where I chair the meeting to look forward into the plan to weigh out any issues within my team, there is a wide variety of personnel there from planners, team drawing cards, engineerin g, materials and projects, from this meeting people will get issued with actions for them to fulfill. 3-4 BUTT meeting this is chaired by my area manager to discuss our next milestone when we combine unit 3 to unit 4 of the submarine, we discuss issues that arise and that may impact on not doing our planned work. Difficult People If there is someone that has an issue that has arisen from the meeting that isnt specialised but they want to talk about it there and then I ask them to talk to me off line because it isnt relevant to all at the meeting. By doing this I can stick to my agenda timings so as not to overrun.If one or two people admirer arguing about something I ask exclusively say we are wasting time and ask a new question to someone else in the meeting to change focus. Negotiation The process of negotiation has traditionally been described as hard bargaining and often is based on hidden agendas and power struggles. These days there is a partnership ascend based on unders tanding and trust with the objective of obtaining a win-win situation where both parties are satisfied. In order to negotiate successfully, the very first thing to do is write down a plan or an agenda with clear objectives but be aware that negotiations rarely follow to plan. Other things to consider are How you might react to the other parties arguments gestate an ideal outcome or position Make sure that there is a trustworthy atmosphere this just helps Ensure the relevant people are there Dos and Donts of Negotiation Dos Donts Start with friendly introductions Interrupt the other person Listen actively Reveal your walkway position Be active to ompromise dress down too much or too little Be prepared to take a break Make it personal Talk solutions not problems Ignore the other persons point of view Ask open questions Be afraid to walk away diverge the package not the price Accept something you will regret later Closing Statement There a many ways to gain informa tion make decisions on it and then communicate it out, a friction match of easy ways is to gain all information facts and figures, get as many people to decide who and what is relevant and communicate it in the most sutible form as possible so everyone can understand what decision has been made or being communicated. Bibliography Online Dictionary http//en. wikipedia. org/wiki/Decision_making http//www. direct. gov. uk/en/RightsAndResponsibilities/DG_10028507Cmi 50021. Understanding the associate and differences between management and leadership 1. 1 establish the concept of leaders as effective managers leading and management go hand in hand but is not the same thing, but are cerebrate and compliment each other. There has been debate about the difference between leading and management. With some believing there is no distinction, while others that they should be separated in two defined roles. A common interpretation is Management is about the day to day running of a fun ction and getting the right people and resources in the right place with a focus upon implementation. leading is about creating a reverie for that function and gaining peoples commitment by strategic direction. (NHSBT 5013 Workshop booklet) Effective management deals with resources, finances, time management and the coordination and comptroller over these elements. private instructors set goals and focus on reaching their targets. Have good organizational skills and will place people in roles to get the job the task complete. Have detailed planning taking into account untoward events that could prevent them completing task or achieving target. If the outcome gives worse results than expect an effective manager will look to provide a solution.Effective leadership deals with the people their opinions, behaviour and attitude. They will inspire and engage people to follow them and mental imagery. Focus is on building relationships with people around them, can be an effective part o f team and lead it at the same. Effective leaders teach others, learn themselves and are able to admit mistakes righting wrongs and apologising quickly. They can lodge to issues and problems if they arise, confronting reality and issues head on. attractions will develop trust and by and by is able to practise accountability, holding themselves and others accountable along with responsibility for results.How managers and leaders motivate their people to work or follow them is one of the main differences. By definition managers have subordinates and have a transactional style. The manager cogent them what to do and with reward mental faculty will do as asked. Where as leaders have following, and following is voluntary. Managers plan details, focus on objectives, targets and managing the work. Manager tells and looks for and wants results, leader sells the idea or vision feeling for achievement. With managers result focus, goldbrick term results can be high.However longer term, without development, motivated and inspired staff there will be a lack of instauration. Ultimately the team or face will be static and their performance will never excel. An example of this from NHSBT 2008 new systems and processes were implemented with limited input from users (shop floor). Results alter for a short term. However there was no continuous improvement, development, innovation or feeling of ownership. Staff and donor (customer) satisfaction, motif dropped with targets and objectives not reached.Alternatively without a management style or focus, day to day performance and results can suffer with only longer term vision strategy focused upon. 1. 2 Discuss the concept of leaders as effective managers Leadership fundamentals Have a clear vision or purpose of the future Lead through the change to reach that vision Shows commitment, devotion and enthusiasm for the brass section. And is able to generate these same qualities in their people. Listens to their people Empow ers staff and shits confidence for them to perform their role but also for them to explore how to perform better.Majority of leaders in organisations are also in managerial roles. Having an understanding and being able to perform aspects of both roles can be discriminatory as managers and supervisors need leadership abilities. Managerial style is good for task achievement, setting goals, foc victimisation on the processes. For this reason, managers to be successful leaders would have to develop a style that is not natural for them. Moving from transactional to situational style, using supportive behaviour, knowing the team and staff motivators.If managers cannot change a leadership style when call for then staff will become unpledged and have low morale. Not recognising their own role in the organisation or the vision of organisation and where it wants to be. Managers are often seen as risk-averse and opportunities can be missed. Leaders will not rule out opportunities because of barriers and will consider risks to overcome these barriers and get things done. It is seen as easier to acquire managerial skills as they are based on processes and real situations that can be seen. Leadership skills require development of personal qualities which can be hard to quantify.An effective manager is respected for the role they play but an effective leader is often remembered long after they or their people are no longer in their roles. 1. 3 Evaluate the balance needed between the demands of management and the demands of leadership. Have a clear focus on vision and aims. Understand where the organisation/team is and wants to be. Evaluate what needs to change i. e. NHSBT capacity with cost of blood unit to hospitals need to be reduced. Could the change be in the culture of the team or of the organisation? Analysis if the organisation, team or people are currently in the position to adapt to change.Do they have the commitment, motivation and father. PESTLE analysis is a tool that can be used to help evaluate the demands of management and leadership needed for the organisation. Help to make decisions and understand the wider environment in which they operate. By understanding these environments it is possible maximise opportunities and understate risks. PESTLE stands for Political, Economic, Sociological, Technological, Legal, and Environmental. Using this tool as part of decision making process helps to evaluate styles required, for example popular opinion Tell or Sell Commitment or ControlProactive or antiphonal Approach Sets direction or plans details Achievement or results wise to(p) yourself, people, organisation and factors that influence the task, team or individual will enable the correct balance to be made. An organisation requires both effective management and effective leadership to be successful, this can be difficult to find, but these attributes can sometimes be found in the same person. 2. Understand leadership principles th at support organisational determine. 2. 1Evaluate the role of the leader in contributing to the induction of the organisations vision, and in its communication to others.A leader has a vision or has same tactual sensations in meeting the organisations vision. Has the drive and commitment to move their vision forward despite often encountering barriers. Has integrity and inspires trust in that their people follow as they believe it is the right thing to do. A leader innovates, develops, positively encouraging people to do it right and better. Leader will understand and be clear on the vision. Understands where organisation and people are. Considers capabilities and realism, especially with resources such as people time and finances.Leader can use Situational Leadership style (Hersey and Blanchard Situational Leadership model), developing people or organisation through stages depending on starting point and maturity (S1 immature through to S4 maturity). (Hersey and Blanchard Situat ional Leadership model), S1 Directing telling S2 Selling S3 Participating S4 Delegating communicating the vision, the leader will enthuse their people to work towards the goal. Will listen and consult, conveying their ideas, but also encouraging ideas and innovation. Review and revise if required on a regular basis to check understanding.Will tailor communications and actions as they understand people and their motivators. Motivate all to contribute, encourage and support to achieve their best and deliver results with continuous improvement. 2. 2Evaluate how personal energy, self belief and commitment impact on leadership styles Personal energy Channelled correctly into motivating and being enthusiastic about the vision. Can lead by example with this positive energy. Energy helps with the inner drive to reach goals and a determination to overcome barriers. If not channelled correctly can be seen as stressful (nervous energy).Balance required so the leader can be seen as driven but calm and considered, evaluating and listening to staff. Personal energy, commitment and self belief enable leaders to tackle issues that others may not see or want to tackle themselves. Self belief, commitment and inner drive gives and shows the strength and perseverance that they will and can move vision forward. slide by this self belief so people follow because they believe it is the right thing to do and not ego driven. Self belief needs to show confidence in self and organisation but with humility so not seen as arrogance without chance of compromise or willingness to listen.Self belief often shows an honesty, allowing people to see where the leaders stands. Commitment and resilience to persevere, commitment should be realistic but unrelenting. Keep commitments, say what you are are going to do, then do what you have said will be done. Self belief and commitment allows a leader to be own person and to do the right thing. A leader will also encourage their people to be the ir self, develop self and their ideas. 2. 3Identify how authorisation and trust through ethical leadership impact on organisational practice.Ethical leadership organisation to balance its vision/purpose with needs and feelings of staff, customers, suppliers, stakeholders and local communities. office for environment be it through sustainability, wildlife, natural resources, culture, heritage, fair trade. Acting with and showing integrity and transparency. Organisation needs to consult with these groups, giving them influence and dominance in direction of organisation. Modern times, society and opinion has changed where public not only demand a high quality service but also ethical principles.Leaders, along with traditional business aims, need to create a framework of trust to the general public. Organisations cannot be seen as disreputable (i. e. , banking crisis), unsportsmanlike to suppliers, lack of care or responsibility to staff. Leaders need to understand altruistic reaso ns we do good things, so to shop or use our services is a good thing. This understanding helps to shape policies and strategy. Leaders should render respect, care and show that they care for others (be they staff, customers, suppliers or other stakeholders). Showing hauteur to people and all roles.Ethical leadership can create transparency for an organisation, telling the truth in a way so people can easily understand and nurture a culture of being open and authentic. 3. Be able to understand and apply leadership styles to achieve organisational objectives. 3. 1 Distinguish between two different leadership styles The approach using Hersey and Blanchard (as seen in 2. 1) situational leadership styles model, is that there are four main leadership styles Directing Coaching Supporting Delegating Situational leadership is choosing the right style for the right people.Not just using one style but ever-changing to suit maturity of people and team and the situation. Directing (Telling) port This is generally one-way communication from the leader. Telling exactly what is to be done by individuals, how to do it , where to do it and why they should do it. This style centres on getting the task done. Delegating The leader is still involved with decisions, but responsibilities and processes are handed to team and individuals. The leader will monitor and evaluate progress. Style centres on the people/team and development to work independently.Both styles are effective in used in the correct situation and with the right people Directing style is often used with new staff or teams, they may lack all skills required and are unable to take responsibility for the task. However they are willing and enthusiastic to work at task. Delegating As people or team become see and able to do the task. They become comfortable in their own ability to perform role well. They are then also able to take responsibility for this task. 3. 2 Assess the practical value of a leadership style to a manager in chieving organisational objectives Leadership style has a direct impact on organisation and its success. Leaders shape the culture, values and motivation within organisation. A leader does not have to be at the top of the organisation with leadership styles and qualities able to seen throughout. Successful leaders no matter what level all have one thing in common. They influence those around them to gain maximum benefits from their resources. Important not to limit or restrict leadership style, being able to adapt styles to where your staff, team, organisation are, is key. 60 feedback is an excellent tool to help understand where you are and any development needs they may want to strengthen. Strengthening colligate between leaders/managers and staff. Helping to improve understanding of staff/team needs and their perception of their leader/manager. A self awareness to understand yourself and how you react to people and how they react to you is required. Some individual s will thrive on being given targets and tasks, while others may require the metaphorical, arm around them to feel supported.Developing self and people will give empowerment, higher motivation and innovation, creating engagement through listening and consultation. Questioning style allows staff to find and be guided to find own solutions. Play to strengths while looking to work on and improve weaknesses. A leader using a transformational style will look to change those they lead. This style does not simply use personality (charismatic) or reward and bargaining (transactional) to persuade people. Transformational style will use knowledge, expertise and a vision to engage with followers and gain buy in from followers that often remains long after the leader has left.Transformational leadership style allows followers to develop, change and to adapt. This embeds a culture of staff looking to innovate and change, allowing the organisation to be prepared and unfazed to any future changes, adapting as the social environment changes. 3. 3 Discuss situational variables likely to influence the choice of a leadership style A leadership style required can be determined by variables other than the maturity of staff, team or organisation. PESTLE analysis (Political, Economic, Sociological, Technological, Legal, Environmental) is often used to evaluate the organisations environmental influences.It is then possible to audit the current environment and expected future changes, putting the organisation in a strong position to adapt to change or looking at taking advantages over competitors. To make decisions and plan for the future, organisations need to understand the environments in which they operate. By understanding these environments it is possible to maximise opportunities and minimise any threats to the organisation. Understanding the risks associated with the market they are operating in, its growth or decline and the need for the product or service.Leaders can then ev aluate potential and direction of organisation. An example recently of where leadership and not adapting or taking a leadership style within an organisation, has failed is Jessops. By not adapting (using a transformational or Situational style) and understanding changes in the differing environments and factors around them. They failed to change and develop, too many high street shops with overheads and failed to take advantage of on line services which its competitors had done (Technology).Timescales in which task or objectives are required to be met will also impact on leadership a style. A quick implementation or turn around may generally require a more directing approach to meet a short term goal. Where as a long term strategic change will require an engaging leadership style. stimulate others to follow and buy into the vision and making this a shared vision, financial backing and developing individuals while also consulting and evaluating progress, moving forward together.