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TMA-01
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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 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
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
Example 2:
Provide temporary
cover for section
supervisor week x
y
3. Slinging and
lifting course
My own appraisal
record
Colleagues
comments
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
5. Changed job
roles
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§ion=3#back_thumbnail_idp28848
Esteem
Social (belonging)
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Safety
Physiological
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.
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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:
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.
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.
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.
Was it down to an
issue with the CAM
program?
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
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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
10
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on a dasily basis
Informational
Decisionmaking
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
10
Acting as spokesperson
passing on
information when
asked.
I always strive to
make the general
work day easier by
completing solutions
in my spare work
time.
10
Resources daily I
have to ensure all
works order`s get
out onto shopfloor
so the workshop can
run.
15
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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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 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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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.
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.
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TMA Task 3
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