RYAN FIELDING E1712027

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Welcome to my assignment TMA 01 please follow the link to view my e-portfolio

below;
http://ryanfielding.weebly.com/

Activity

Task

1.1

4*

1.2

Complete

2.1

2.2

2*

2.3

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Activity

Task

3.1

2*

2*

2*

3.2

3.3

3.4

Complete

TMA Task 1
SESSION 1
Activity 1.1 Task A; watch lessons along the way
1.1Task B Reflect on your earliest jobs and document your thoughts on two or
three things you learned from those that you still put into practice today.
From my earliest jobs there were two main things I learned one was how
engineering processes in terms of how this company in manufacturing worked.
Basically this was how a component being made moved through the workflow
and I thought this was something that could be improved upon to allow it to flow
more smoothly.
The second thing was how the management structure worked and that it seemed
like the company showed signs of being modern during the mid-80`s. But hadnt
really updated although it was very clean and tidy more so than most hospitals.

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Task 2 read the chapter 1 of MGSG;

Reflection of this; It was very interesting to read about Management from a
different perspective. Chapter 1 has a strong emphasis on learning and goes
deep into depth about ways to learn and knowledge.
My personal preference of a way to learn is a simple as reading in depth my
tasks Whilst taking notes. Then moving onto illustrating in the form of mind maps
and prompt cards. From there I will use all these to write assignments. I feel I
have a very active deep approach to learning but also do have an organised and
managed approach so I suppose overall I have a Combined approach.

Task 3 Questionnaire and profile analysis;

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Task 4 Post your personal profile (bar chart) and the short written
summary of your approach to learning
My current profile shows a fairly balanced result across the board. An
ideal pattern of scores would show high scores on the first four aspects of
learning (deep, monitoring, organised and effort management) as mine
does. But then a high score on the surface aspect alone indicates a
pattern that requires attention. However, this does also show that the
surface is the Lower aspect than the rest on mine. So maybe this could
indicate what needs improvement in order to achieve a better result.
I do think that this points to me having the rare approach to learning, or
combined approach as it is known. I will have to visit some new strategies
and tactics maybe, and abandon some older ones.
Activity 1.2 Task 1,2,3,4

Record of workplace learning experiences

Workplace
learning
experience

Form of evidence
of learning

What did I do
differently as a
result?

Example 1:
One day course on
how to run staff
appraisals

Certificate of
attendance

Always make sure I

ask for draft
objectives from staff
member at least 24
hours in advance

Example 2:
Provide temporary
cover for section
supervisor week x
y

3. Slinging and
lifting course

My own appraisal
record

Duty log for x y

Colleagues
comments

Divide time between

performance review
and future
objectives
Notes for duty log
more detail needed

Handover emails
Performance
review/appraisal
record

Certificate of
completion recorded
appraisal record on
system

Email
communication
Discuss progression
route to supervisor
position in appraisal
I was able to use
slinging and lifting
equipment correctly
and safely. I was
then fully insured to
use equipment to
life stock

Steve Williams
manager He
put the course
in place in
order for me to
complete it In
terms of what
impact it had

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on my work I
was able to
work safely and
competently

4. HNC mechanical
engineering

Certificates of
completion added to
works own recorded
appraisal system

I was able use

mathematical
knowledge in my
everyday job could
use the processes
learned to be more
effective at my job

5. Changed job
roles

works own recorded

appraisal on system
new contract

I moved up from a
CNC machinist to
been a production
controller

Steve Williams
manager He
allowed me to
do the course
and got funding
in place. It
made me more
confident when
talking about
technical terms
and
communicating
with others
Steve Williams
manager after
competition of
HNC he wanted
me to move
into the office.
It was a new
job role
altogether so I
had to deal
with others and
sort any
problem that
they may come
across and felt
more confident
about doing
this role.

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SESSION 2
Activity 2.1 Watch and listen to the animation (Figure 2.1) and document your
thoughts on the key aspects of management practice;

Source=https://learn2.open.ac.uk/mod/oucontent/view.php?
id=704941&section=3#back_thumbnail_idp28848

1. The key concepts on which the theory is based

2. A description of the model in a short phrase or sentence
3. Briefly, what the theorist believes motivates people at work.

Maslows hierarchy of needs Concept is based upon a hierarchy system

and leads you to believe that one need is followed by another or one is
more important than the other although there doesnt seem to be any
evidence of this. The theory suggests that there are four deficiency needs
and 1 growth need. The theorist believes in this as a rule of thumb for
managers and what motivates people at work is a structure of the
following;

Esteem
Social (belonging)

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Safety
Physiological

The fifth element of the triangle is self-actualisation which is someone who

is problem focused who has an appreciation of life that is always fresh and
has a concern for personal growth.

Hertzbergs two factor theory is step away from the traditional view that
satisfaction and dissatisfaction are the same differentiation where one
pulls away from the other. Hertzbergs theory is that one can be more
satisfied but not be more dissatisfied or more dissatisfied but not more
satisfied. He believes the two are separate so if you were more satisfied
with the recognition you received, it would not impact on you being more
dissatisfied with the job you have done. The theorist believes that only
some needs are motivating but that financial reward is not a major
motivator. What motivates people at work under Hertzbergs theory is if
they have the correct motivating factors and the correct hygiene factors.
Then this will maximise the satisfaction and neutralise the dissatisfaction
in the workplace.

The Expectancy theory concepts are based upon human behaviour;

understanding effort that is required, the performance that the person is
willing to give and the expectations that the effort will lead to what a
person will value of the outcome. The model is with effort plus
performance equals the outcome. The theorist believes what motivates
people at work is the outcomes of the persons ability to do their job and
their ability to do it.

Activity 2.2 task 1 link

https://learn2.open.ac.uk/mod/forumng/discuss.php?d=1523907/
Task 2
For me personally Maslows theory is the most applicable, as this
mentions self-actualisation. Which is something I do all the time. I always
look for problem solutions and I have a very strong need for personal
growth. In terms of a hierarchy of needs I wouldnt say that this was so
applicable to me though. As this suggests that one is followed by the
other, which isnt necessarily true as I think one could supersede the
other. My motivation is the constant drive to want to better myself and my

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family lifestyle out of work. To achieve this, I have chosen to become

higher qualified in the hope of earning more and therefore improving this.
Activity 2.3 Task 1
Read the section Logical reasoning and critical thinking in Chapter 3 of
the MGSG and write some brief notes.

Task 2
One of the statements in Chapter 3 is an important part of a managers
role is to solve problems (Tyler, 2007, p. 69). It is often the need to solve
problems which drives them to bring together formal theories in a bid to
find out what theorists and other managers recommend in dealing with
similar situations in the past and informal, personal theories based on
their own experiences and beliefs. Document your results from the
following:

a. Reflect on a problem at work, that you have had to contribute to

resolving. Outline it in a brief description of the problem.

b. Look again at Figure 3.2 in the MGSG and use the first two columns of
Table 2.1 to describe the contribution you made to the solving of the
problem. If you can, split this into any data you used and the assumptions
you began with, any inferences you made and how your contribution
influenced the outcome

a. The problem was an incorrectly machined component on the shop floor CNC
Lathe. The issue would be finding out who was to blame and how to correct this.
The Shop floor manager had tasked me with finding out who or what had caused
this.

b.

Making a case

Foundation of
the case: data
and initial

Inferences

Conclusion

Involvemen
t of others

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assumptions
A problem with a
component
manufactured by
us on a CNC Lathe.

Was the operator

willing to accept
responsibility?

After investigation I
can remove blame
from operator as he
checked the
component to
correct procedure
with correct
equipment.

One of the
diameters wasnt
big enough as per
drawing
specification.

Was it even the

operators fault?
Other Members of
shop floor gave
their own opinion
of the situation.

initial assumptions
pointed to operator
error or possibly
machine error

Was it down to a
machine error?
been able to
identify if the
machine was faulty
by machining the
same component
again. without
changing the set
up and use a piece
of scrap the same
size to test the
theory
Would the CAM
department accept
responsibility? The
CAM manager can
be unhelpful and
aggressive if
challenged without
correct information
to back up an
argument.

It was not the

operators error.
Which was of great
relief to the
operator as he was
on a warning
already for
incorrect
machining.
Machine error can
be removed as was
tested after and
was found to be
functioning
correctly.

Was it down to an
issue with the CAM
program?

CAM were at fault

as they had
inputted the
incorrect line of
program resulting
in the diameter
been incorrect.

I had to liaise
with
workshop
manager who
had to
instruct
inspection
department
to measure
component to
determine
diameter in
correction
Operator
understood
that it was
not his fault
and assisted
in helping to
solve the
issue
CAM manager
and workshop
manger
liaised with
operator to
determine
machine was
not faulty

The CAM
Manager was
unhappy and
was
challenging,
to get to
accept
responsibility.
But after it
was proven to
be a fault
from his
department.
He had to
accept blame

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and
addressed the
issue with his
team member
who had
made the
error and
correction.

SESSION 3

Activity 3.1 Task 1

In Chapter 13 of the MGSG, read the short subsection Fayols
management processes.
Write down a set of brief statements about which of the management
processes discussed in the reading you have been or are already involved
in at work. Which of the processes do you think you need to develop a
better understanding of?
FORECASTING and PLANNING - I feel I need to develop a better understanding of
this, as I dont have much involvement currently.
ORGANISING - I do a lot of organising as part of my daily job already. I am always
having to help deal with the problems of jobs that come through to us, whether it
be drawing errors or something as simple as which pins to out in a job.
LEADING - I currently dont get much involvement in leading unless to help cover
whilst senior management is off.

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CO-ORDINATING - I do quite a lot of this mainly with others member`s in our

team. We will sometimes come across a problem that one person has more
knowledge of than the other so we have to work together to solve the problem.
CONTROLLING - This is part of my daily job all works order that come through the
business pass through our office so we have to ensure programs, drawings, CAM
programs and all OP sheets are in place before releasing a job to be machined.
Activity 3.1 Task 2
We were assigned a works order to produce and had to get all the required things
in place, in order to get the component to be machined.
The management of this was similar to Fayols as my version of the diagram
shows Design drew the drawing and a works order is ordered by marketing and
raised by purchasing. From there our manager decided to have a program
written by CAM. The manager of CAM coordinated with his staff to complete this
task and passed the works order onto production control. Who checked that all
the required items were there. This includes drawing from design, works order
from purchasing and program from CAM. Then a route is added and it is ready for
machining.
Colleague response; I agree with the diagram mostly but think there are also
more links in-between the boxes and not just a full circle.

Assignment 3.2 Task 1

Job role assessment

Role type

Activity

When I do this:

Estimated
% of my
work time

Interpersonal

Representing the
organisation

By upholding the
values of the
organisation and
completing tasks
correctly

Leading staff

Alot of staff will ask

question`s and I
have to help them

10

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on a dasily basis

Informational

Decisionmaking

External liaison with e.g.

customers/ clients, service
users, suppliers

Only when ordering

products we need.

Monitoring information

I am the progress
chaser as part of my
daily job and have to
monitor jobs and
move them onto
completion

20

Disseminating/distributing
information

I may have to liase

with shopfloor any
information that
management has
asked me to.

10

Acting as spokesperson

passing on
information when
asked.

Initiating change or creative

solutions

I always strive to
make the general
work day easier by
completing solutions
in my spare work
time.

10

Handling disturbances and

responding to crises

vary rarely only if

management are on
holiday

Allocating people and/or

resources

Resources daily I
have to ensure all
works order`s get
out onto shopfloor
so the workshop can
run.

15

Negotiating over use of

resources

I control stock level

and try to keep the
use as low as
possible when
issuing works orders.

15

Task 2 post the Estimated % of my working time figures for each activity
in your Tutor group forum (TGF) and highlight two others

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Activity 3.3 task 1 and task 2

Activity 3.3 - Task 2
VIDEO 1
In this video I felt that the management used an interpersonal approach. The
reason for this is that the boss and the other staff are directly facing customers
as such by taking order and serving food. The CEO and the manager of the
restaurant both seem to show this role. The part in the video where the manager
of the restaurant sends staff to shadow the CEO shows that he cares which I feel
is also another interpersonal skill. He does this to assist the CEO and also to
make sure that things are done correctly.
In terms of informational roles the staff back feed information to the CEO about

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using tablets to take order rather than using a notepad. Also I thought that the
training must have been good as all the staff seemed keen and it was mentioned
by the CEO that she found it hard to take orders from two tables never mind 6.
The Decision making roles I felt were mentioned, were the manager asking about
the tablet system to replace the paper system, To which the CEO agreed. This
shows entrepreneurial thought by the manager. The restaurant manager also
reacted to the CEO like a new member of staff and sent a shadow to aid her.

VIDEO 2
The interpersonal roles in this video come from the CEO, He shows great interest
in his graduates and the program called the IHG. In this respect he acts as sort of
figurehead. Also I felt that there was a strong focus on the staff from the
manager especially the newer members who were shown the "turndown
service". Even the CEO didnt realise the entirety of the structure and he found a
gap in this part of the training.
The informational roles are displayed by the managers these are providing the
staff with all the training and information that they need and the standard`s that
the company require, also I felt that the role of the managers on the front desk
are acting like a sort of spokesperson, or a front face with a smile that represents
the companies image.
The decision making roles shows how the CEO had to make choices about how to
adapt to challenges put before him for example; the awkward fake customer who
was demanding services like massages and WIFI here the desk staff intervened
slightly this shows good training and that they can take on other job roles when
needed. There was also the part about the 20% discount offered for loyalty this
shows a decision made to attract customers.

VIDEO 3
In this Oxfam video the new CEO visited stores to see how they were run by the
paid manager and the voluntary staff. He also visited Zambia to show how the
people there benefitted from donation money, this showed them all clothed
healthy and with a cow for milk and business.
The informational roles in this Oxfam video showed the CEO organising training
with the aid of the staff, and also communicated problems with them about the
fair trade products been too dear and of no interest. The CEO took on the
spokesperson task and asked customers about what Oxfam was and did.
I thought that the decision making aspects included the part where the elderly
lady asked for discount for voluntary staff. Also the part about the TV in the shop
and what it shows, the manager suggested they show more variety on the TV`s
to better explain what Oxfam is and does. The CEO has a lot of decisions to make
about which way to take the company and also how to stop the sales decline.

Activity 3.4 task 1 and 2

Activity 3.4 Task 2 For this task I have analysed both documents and the
main major difference I can see is that, Mintzbergs roles seem to be a
guide to management and that the code of practice document seems to
be written more like a bible. By this I mean that the code of practice

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shows what is expected of you and that Mintsberg is what should be

happening as a basic theory. Mintzbergs theory shows one linking to the
next whereas the code of practice shows a do or die like structuring.

TMA TASK 2

For this task you will need to refer to Activity 1.2. In this activity you
identified your prior learning and how you changed your work practice as
a result of undertaking this learning.

a. Write a brief statement identifying the purpose of your

organisation.
AESSEAL is currently the fourth largest mechanical engineering
company in the world. We aim to become the world leader by 2028
by continuous growth and excellence. We aim to provide such good
customer service that they never need to seek an alternate supplier
of mechanical seals again.

b. State what your own work role is and explain how your role
contributes to the purpose of your organisation.
Currently my own work role is inside of AESSEAL, is to provide our
workshop known as the special products division (SPD) With works
orders. We are a pass through and control point within the
headquarters of AESSEAL. That choose manufacturing routes,
ensure programs and design are correct and in place and process all
manufacturing sheets and material delivery to ensure our highly
expected customer service requirements are met and are on time.

c. Write a statement in which you reflect on how the prior learning

you identified in Activity 1.2 has impacted on your ability to perform
this role.
My prior learning as explained in 1.2 has impacted on my learning
by showing me how SPD is ran in terms of engineering processes
and how they are involved and how the management structure
works. The impacts that I can identify; Is that once I had learned

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about how the company runs in terms of process of manufacture. I

could then see ways of which they could be improved maybe under
the influence of alternate management. I saw a flaw in the system
where management currently was not direct enough to cope with
such a large workshop and that maybe another manager may do
better and also the styling was outdated and this seemed to
discourage more modern company customers. I feel that I look at
things in a different way now as a result of what I have learned so
far on b123. I find gaining knowledge much easier and also find that
I am looking at things more from a management perspective than
from an employee one.

d. Write a short statement identifying the development needs you

have in your current role.
In my current role my development needs include needing more
training on a system called PED. Which is whats used to identify
each individual works order and to ensure each necessary part is in
place. Also I wish to one-day progress into management the only
way this will be aided in achievement is by passing b123 as well as
my other HND units. Another aspect I could do with looking at is an
opportunity that has arisen which would incorporate some more
health and safety roles into my current ones. This could be a good
opportunity to develop further

TMA Task 3

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a. Write a short piece identifying the areas of your management

practice you would like to develop further.

The areas of my management practice I would like to develop further are

forecasting/planning and leading from Fayols management process. And I
also wish to focus more on my decision making skills. The reasons for
these arent entirely controllable by me as my development into
management will take time. But I could improve my forecasting and
planning in a couple of ways. We have provision in place to assess what
work is heading our way so if I could access this more I could plan ahead
better what work will be hitting us and when. Although this can be difficult
in manufacture as we have a lot of customers who back out at the last
minute and cancel orders. This would then contribute to time wasting
done in planning however this is also part and parcel of the manufacturing
industry.
My decision making skills could be worked on in a few ways some of these
could include more input into decisions made in terms of routing of works
orders from system, and how planning beforehand could cause a different
route to be taken. Such factors may include material size been
inappropriate for machine capability or simply work capacity been
overstretched in one machine cell more than the other. Another factor of
decision making that might affect me is my ability to contribute to an ever
changing environment in terms of work amount and demand. The reason
for this is at certain times of the year workload is really quiet and other
times it is busy.

b. Justify your choice of areas based on your use of these models

and your development needs identified in Task 2(d).

Fayols circular management process is a useful general way of thinking

about a managers job. I chose an aspect from this to work on as a
development because I fell that my forecasting/planning needs more
work. Currently my general involvement with planning is minimal but will
eventually become more prevalent as my role towards management
develops. The reason I need more work at this is in manufacturing we
have to have aspects in place prior to a piece of work been started. So the
planning process may start out as a design which a customer places an
order for from there it will need a CAM program to machine and route to
follow. Also there must be sufficient material or maybe an amount would
need ordering in.
I felt I could relate to Fayols process as a way of control over a team so if
a plan was drawn out in a similar way to the circle in book figure 13.2. You
could adapt it to suit whatever context of business it is needed for in my
case manufacture. From there I chose my weakest aspect to work on
personally which was the planning.

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My decision making skills were taken from Mintzbergs managerial roles.

These are tabulated as in figure 13.3 in the MGSG as three main roles
which include interpersonal, informational and decision making. From this
I determined that my decision making was what needed the most work
and that this had to be my focus for improvement.
I spend time observing longer serving managers and try to pick up tips
and way to manage. I have seen two main types in my limited experience
of this there are direct and indirect managers. I see this difference
between both of them our CAM manager is very direct often bursts into
rooms to confront people about an email that has been sent somehow
involving him. He uses a lot of intimidation to get respect and likes to
raise his voice a lot. The other type is the workshop manager he is more
indirect and doesnt seem to enjoy direct confrontation. He uses
intelligence and emails to get his point across more than shout.
Based upon Fayols system I find that my role involves a lot more of
inspiration to the staff. I feel that this course is a way of offering more use
to the shop floor team, by improving my planning I am helping more with
the organising. Another thing this course helps me to understand is the
link between each aspect of the Fayols circle. So after leading there must
be coordinating which leads to controlling and back to more planning and
the cycle starts again with alterations to improve things accordingly.
Mintzbergs roles are more of a relation to Fayols processes as well. To
think about this as more of a combined theory. I could determine that they
both have a similar approach to management.