Cipd Level 5 Dpp

Only available on StudyMode
  • Download(s) : 7547
  • Published : July 12, 2012
Open Document
Text Preview
5DPP – Part 1
Developing Professional Practice
CIPD Diploma in HRM Level 5

As an associate member of the CIPD, I am a skilled HR Advisor who is able to manage my time effectively, lead a team, and manage relationships at peer level, as well as at senior levels. My experience at ReCh Management Centre has allowed me to put theories into practice, and based on the ambitious plans for accelerated growth and increased profitability planned for the next six months, I feel that my projection will reflect my applied knowledge. When managing people, McGregor’s model, indicated below, shows to styles of management. Theory X is directive, whereas Theory Y is enabling, and looks at employee engagement/ teamwork in order to achieve the Organisational objective.

Although we would be inclined to assume that Theory Y is always best practice, and that is my natural management style, Theory X also has advantages. As Theory X is very ‘top down’, this style can be used when decisions need to be made in a short space or time, with no time for collaborative working. The decision is then cascaded to the teams for immediate effect. This sounds ineffective, however if as an organisation we practice Theory Y as the ‘norm’, when Theory X is practiced staff would be more receptive to the change. Within the realms of practicing the McGregor Theory Y Management style. French and Raven’s Five Sources of Power (1960) is important to understand, as this could aid in problem solving, negotiating and persuading and cross functional collaboration. Leadership influence depends on the type of power that the Leader can exercise over others.

Reward Power – perception that the Leader has the ability and resources to obtain rewards for those who comply with directives Coercive Power – based on fear and the employee’s perception that the Leader has the ability to punish Legitimate Power – based on a perception that the Leader has the right because of their position within the organisation Referent Power – based on the employee’s identification with the Leader (looks/ personal characteristics/ reputation/ charisma etc.) Expert Power – based on the perception of the Leader as someone who is competent and has the knowledge of expertise in the given area. These five powers are effective, and as a Leader one should be able to use all 5, depending on the situation that arises. I feel that coercive power should be the last resort, because if we are building a forward thinking organisation, we would be recruiting people with the correct attitude, instilling desire and commitment, and teamwork. If we have to resort to using coercive power, we need to revisit our recruitment procedure. When managing staff, a project, or solving a problem, working collaboratively is essential in order to increase productivity, and achieve organisational objectives. During the 1960s and 70s, researchers developed general problem solving models to explain problem solving processes (Newell & Simon, 1972 and Bransford & Stein, 1984)

An example of problem-solving model is Bransford's IDEAL model: 1) Identify the problem
2) Define the problem
3) Explore solutions through looking at alternatives, brainstorming etc. 4) Act on the strategies
5) Look back and evaluate the effects of your activity
In 1983, Mayer defined problem solving as a multiple step process where the problem solver must find relationships between past experiences and the problem at hand and then act upon a solution. Mayer suggested three characteristics of problem solving: 1) Problem solving is inferred from past behaviour.

2) Problem solving results in behaviour that leads to a solution. 3) Problem solving is a process that involves manipulation of previous knowledge

In theory, the problem solving models look great and appear logical. At PPML, creative problem solving was often used, primarily to promote employee engagement but also because the workers using the product know what is...
tracking img