Working with and Leading People: A Comprehensive Report (Module)

This report examines the critical aspects of working with and leading people within the context of Shine Communications, a newly established media company. The report begins by outlining the essential documentation required for the recruitment and selection of new staff, including job descriptions, advertisements, and the implications of legal, regulatory, and ethical considerations. It then details the author's role in the selection process, from panel selection to final appointment. The second task focuses on the skills and attributes necessary for effective leadership, differentiating between leadership and management, and comparing leadership styles for various situations, along with techniques to motivate staff. The third task explores the benefits of team working, conflict resolution, and team effectiveness. Finally, the report discusses factors in planning, monitoring, and assessing work performance, including the assessment of individual development needs and the evaluation of the assessment process's success. The report concludes with a summary of findings and references used.

WORKING WITH AND LEADING PEOPLE

Table of Contents
INTRODUCTION......................................................................................................................1
TASK 1......................................................................................................................................1
1.1 Prepare documentations to recruit and select new staff members in your organization. .1
1.2 Implications of legal, regulatory and ethical considerations to the recruitment and
selection process for the PM Company..................................................................................2
1.3 Take part in the selection process.....................................................................................3
1.4 Own contribution to the selection process........................................................................4
TASK 2......................................................................................................................................4
2.1 Skills and attributes needed for leadership.......................................................................4
2.2 Difference between leadership and Management.............................................................5
2.3 Compare leadership styles for different situations and ways to motivate staff to achieve
objectives................................................................................................................................5
TASK 3......................................................................................................................................7
3.1 Benefits of team working for an organization..................................................................7
3.2 Working in a team as a leader and member towards dealing with any conflict or
difficult situations...................................................................................................................7
3.3 Effectiveness of the team in achieving the goals..............................................................8
TASK 4......................................................................................................................................8
4.1 Factors involved in planning the monitoring and assessment of work performance.......8
4.2 Plan and deliver the assessment of the development needs of individuals......................9
4.3 Evaluate the success of the assessment process.............................................................10
CONCLUSION........................................................................................................................11
REFERENCES.........................................................................................................................12

INTRODUCTION
One of the essential concept for today’s business organizations are working with and
leading people. It demonstrates top officials or managers some effective methods to lead
others at workplace. Shine Communications is the main subject of reference which is
explained here. This is a newly established company seeking for its satisfactory management
and administration. In this context, important approaches to recruitment and selection is
explained in this below document along with discussion related to effective management of
workers for the media sector to maintain its goodwill, principles, standards and achieve peak
position in this industry for a long run.
TASK 1
1.1 Prepare documentations to recruit and select new staff members in your organization
Shine Communication identify the haring need of 10 new members of staff. The HR
department of the company should prepare the following document for the selection and
recruitment of new staff members.
Approval: The authority of organization should provide the approval document for initiating
the recruitment process. This document should contain brief information about the vacant
post like desired skills and also an electronic copy of advertisement.
Job Description: It is the important document which contain a description of the job
including duties and responsibility of the position, activities and roles of the position (Sprigg,
Jackson and Parker, 2000).
Advertisement: The job advertisements of Shine Communication should be approved by the
concerning head and human resource department. Shine Communication can utilize different
media for the purpose of advertisement like online advertisement, print media, digital media,
open advertisement, etc. The advertisement document includes the announcement of vacancy,
desired knowledge, skill-set and competency, payment terms, roles and responsibilities, and
reporting authority (Walsham, 2001). A sample of job advertisement for Customer Executive
is presented below:
Customer Executive, Shine Communication
Date: May 14, 2016
Location: Central London, London
Jon Title: Sr. Customer Executive
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Employee Status: Regular
Number of Openings: 10
Travel: yes, 25% of the time
Salary: £16 per hour (inclusive of all benefits)
Key Responsibilities:
 Establishing, developing, and maintaining business relationships with assigned
customers and prospective customers in the assigned geography;
 Provides the company with updates on customer needs in form of customer feedback;
 Provides input into resource allocation decisions across customers
Qualification:
 Education
o Required BA / BS
o Preferred MBA / MS
 Essential
o Minimum Five years of experience working in one or more of the areas in Sales,
Consulting, Customer Service or Military;
o Excellent written and oral communication skills
o Strong interpersonal and leadership qualities
o Valid driving license
o Must be immediately available or on short notice
 Preferred
o Prior similar experience for engaging customers and meeting customer needs
o Demonstrated success in establishing, developing and maintaining relationships
1.2 Implications of legal, regulatory and ethical considerations to the recruitment and
selection process for the PM Company
The laws associated with complete selection and recruitment process can affect the
process of company very significantly. But then too, these policies and rules are projected
towards helping company by making the very selection process completely fair for all the
appearing candidates, free from any type of discrimination and making sure that the
individual take full advantage of their right to work. There are some other ethical policies
there, apart from the legal and regulatory laws that apply during recruitment, which should be
used and applied by media sectors at the time of selection and recruitment of candidates. If
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ignored in any case can affect the image of media sectors among public (Montes, Moreno and
Morales, 2005).
Sex Discrimination Act, Employment Equality Regulations, Racial Relations Act, and
Disability Discrimination Act, are some of the general laws governing the selection process.
Moreover, main aim of these laws is to avoid discrimination of candidates on any basis or
grounds, i.e. sex, colour or caste. Therefore, managing director of Shine Communications
should make sure that no such activity of discrimination is tolerated throughout the
recruitment process, either through unfair adverts or doubtful methods of recruitment, which
can damage the confidence of other candidates who are equally capable for the task (Oldham
and Hackman, 2010).
1.3 Take part in the selection process
After broadcasting the job ads, I have to involve actively in a fair and unbiased
selection process. Here, my manager role plays a significant part. The below given is the way
in which I will get engaged myself in the process of new employee’s selection at Shine
Communications:
Selection and recruitment panel – I will select a panel of recruitment and selection to
scrutinise individuals for the final appointment. Here, the company will select three panels
for the proposed staff recruitment and these panels will also conduct new candidate’s
interview. The panel will be responsible to draft the process of screening job applicants to
ensure that the most appropriate candidates are hired (Aldrich, 2008).
Employees short listing – After receiving candidates application, the short listing will be done
through different methods. Some common methodologies are written paper, IQ test,
employees MCQ examination, etc. Initially, a preliminary interview will be conducted to
screen potentially acceptable candidates. I will organise individual’s final interview after
short listing their names (McColl-Kennedy and Anderson, 2002).
Interviews – After completing the above process, the panel will select candidate with good
potentials for the final interview. The applicants who pass the initial screening, and required
tests are typically observed by a comprehensive interview which will be conducted by senior
managers within the organization, a potential supervisor (myself), potential colleagues. This
interview will be based on questions about applicant’s education, knowledge, culture,
background, etc (Batley, 2013).
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Appointment – The next step in the process will be to perform background investigation of
selected applicants. The candidates may also be asked for medical or physical examination
based on the job requirement. Finally, a letter of appointment with the payment terms and
date of joining will be offered by panel to qualified person (Hunter and et.al., 2007).
1.4 Own contribution to the selection process
Other than contributing in process of recruitment, I was engaged in fulfilment of legal
obligations and ethical standards in the recruitment and selection process. For example, I held
meetings to discuss about distinct scopes of the process. In this relation, it was important for
me to get in touch with legal departments. Also, to maintain transparency in this function, I as
a manager ensure that selection and recruitment for Shine Communications was guided and
managed by objectivity, accountability, equality values and transparency (Clements, Dault
and Priest, 2007). The organisation used interview as a method of selection, where I was
performed a significant role in assessing capacities and suitability of shortlisted applicants.
Hence, my contribution was valuable in the selection of new employees at Shine
Communications by making it rational for all candidates of different qualification and
backgrounds (David, 2012).
TASK 2
2.1 Skills and attributes needed for leadership
Being a leader in an organisation, there are certain skills and attributes that are expected
to have. In every organization, there are both challenges as well as problems that the leader
has to deal with. Therefore, the expertise to crack problems and providing effective solution
is the key skill (Hoyle, 2015). As mass communication and media sector faces uncertainty
and change, therefore the leaders at Shine Communications has to adapt the new culture and
change by innovating fresh and novel ideas to be successful in long term and take the
organisation to new heights (Duarte and Snyder, 2006). There are many other skills that a
leader must possess; some of them are briefly talked about below:
 Know ways of motivating folks
 Time management skill
 Keep the vision in front
 Familiar with existing talent
 View change as opportunity.
 Stay occupied
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2.2 Difference between leadership and Management
Management is the pile of procedures that maintain effectiveness and productivity in an
organization. The responsibility of management shows its effect in budgeting, planning,
designating jobs, recruitment, problem-solving and assessing performance. On the contrary,
leadership is quite different from management and is about aligning working staff to the
vision as well and welcome transparent communication with high rank of inspiration and
motivation (Long, 2016).
Furthermore, management techniques comprise of target setting that focus attention on
executing particular tasks. For instance, a media & communications agency may set targets in
terms of maintain regular clients. To achieve this in their working, someone well acquainted
with knowledge from the organisation should display skills of leadership and strive to make
team members perform well and attain set targets (Kozlowski and Ilgen, 2006). A leader is
expected to encourage and persuade employees for self-growth by guiding them on achieving
targets. In addition to this, they have to be creative and innovative to come up with novel
methods of accomplishing tasks and attaining goals. Although, leadership and management
are not in the same boat, but still there lies a natural overlay between skills demanded by
them (Magloff, 2015).
The action-based leaders lead by example and focuses on adding value by involving the
self in the value chain while delegating other responsibilities to the followers. On the other
hand managers only count value by supervising the activities of subordinates. This is the key
reason why leaders are known to create influence by leading people while managers create
circle of power by managing work. The biggest difference between the two is the attitude of
viewing problems. For example, in difficult situations, managers tend to see a problem and
react accordingly of things like why the plan didn’t work and how the blame can be fixed. On
the other hand, leaders will try to see an opportunity by learning from the mistakes how the
things can be improved to explore how better it could be done for a long-term vision.
2.3 Compare leadership styles for different situations and ways to motivate staff to achieve
objectives
Shine Communications faced mixed challenges in their recruitment process, alike other
firms. It always needed strong leadership to take control in various situations that a company
faces, at different phases of recruitment procedure so as to meet the organizational objectives.
For example, persons engaged in setting objectives of recruitment do not agree on specific
topics (Yew Wong, 2005). Since the team consist of new as well as experienced members,
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the situation can bring difference of opinion as each one has the say according to their skills,
knowledge and experience of carrying out recruitment process. Considering this as a very
important stage in the process, the need of an expertise person is required who can handle
complexities which comes at the time of selection. Therefore, to achieve the desired goal in
this process, visionary leadership style is the best and the most suitable one (Marquardt and
Horvath, 2014).
Also, conflicts among candidates are very much expected during decision making,
especially when they express their suggestions. Equality of each member and their equal
contribution in recruitment process is possible only through democratic leadership in this
very situation.
Apart from adopting particular leadership style, organizations can apply these below
mentioned techniques of motivation based on theories to boost the morale of its employees:
o Training – Training helps employees in analyzing the tasks and the challenges associated
with it (Morrow, 2001).
o Team building activities – Improvising on team building and healthy work relationship can
lead to enhanced productivity and work ethics in individuals and results in healthier
environment in the organization (Eagly, Johannesen-Schmidt and Van Engen, 2003).
o Positive imagery – Positivity in the form of theme posting, slogan making and creating
inspirational quotes and messages can boost up motivation and willingness to work in
employees’ minds (Nonaka, 2008).
o Incentives, targets and rewards – It is believed that developing realistic work goals and
targets is the best form of escalating employees’ performance (Van Der Vegt and
Bunderson, 2005).
The style of leadership affects the motivation and so as the productivity at Shine
Communications, and the management should decide on which style of leadership would be
more appropriate according to the project situation to achieve effective performance.
Different type of leadership style may impact motivation at workplace differently. Autocratic
leadership is the extreme form of transactional leadership style where leaders employ
absolute powers on team members to carry out tasks (Yew Wong, 2005). Shine
Communication can utilize this type of leadership for completion of routine tasks and
unskilled job works. Whereas democratic leaders encourage participation and feedback from
team members and thus employees feel more motivated from the relaxed approach.
Involvement of employees in decision making makes them feel valued and encourage a sense
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of personal involvement which leads to effective performance. Shine Communication may
encourage democratic or participative leadership styles where working in team is essential
and quality output becomes more important than productivity (Walsham, 2001).
TASK 3
3.1 Benefits of team working for an organization
When we talk of small organizations, workers execute jobs and carry out
responsibilities well in a single team thereby becoming more responsive to changes.
Moreover, at times when the working of recruitment procedures worsens, the team looks up
to leaders, who supervises that all units in a team can perform their respective work and
duties with mutual help to resolve issues. Also, the candidates feel more relaxed and less
nervous with the feel good environment rendered by Shine communications agency.
Productivity in work operations is the best outcome of effective performance of team
members inspired by great leader (Prive, 2012).
Teams that are concerned mainly in better delivery of services at Shine
Communications tend to employ the resources in the best possible way. Further adding to
this, all team members can become successful consultants when mutual activities are
undertaken as they get a chance to learn about each other well and get familiar with ones’
positives- negatives (VanPutten, 2007).
3.2 Working in a team as a leader and member towards dealing with any conflict or difficult
situations
In an enterprise, functioning as team leader is an important responsibility, as the
particular job engages attainment of allotted targets in stipulated time period. Also, the
responsibility of the team leader is to assign human resources smartly to the place where it is
crucially needed. The allotment if done systematically, results in attainment of targets within
the time limit. The success or failure of the team greatly depends on the capability of the
leader who is accountable to resolve conflicts, issues, etc. for preserving dignity and
harmonization among team affiliates (West, 2012).
Similarly, contribution of every individual is equally important in a team to achieve the
targets. The major role of the members is to follow their leader, perform in line with the set
rules and use the best of knowledge for effective working of the team. Knowledge exchange
activities and healthy interaction within the team can leads to enhanced productivity in work
operations at Shine Communications (Zaleznik, 2004).
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3.3 Effectiveness of the team in achieving the goals
The team at Shine Communications is effective in accomplishing objectives with vast
experience and knowledge of their members. The diversity in the knowhow and skills of its
members is crucial for innovative and novel approaches for sorting out issues (Van Der Vegt
and Bunderson, 2005). There is a diverse range of responsibilities too amongst the group like
coordinator; thinker, leader, implementer, finisher, evaluator, specialist, worker, etc. that
bring quality balance in achieving successful outcomes. Also, it is essential for a team to have
an enthusiastic and motivational leader who can adequately guide others and persuade them
to commence or initiate extraordinary team building and self-development activities (Asquith
and Scott, 2007).
Shine Communications works in a team to achieve goals. Therefore the management
needs to measure and evaluate the effectiveness from time to time to ensure employees are
working up to the standards as expected of them. Here it should be noted that the focus
should be on team processes and not on the results of team or individual performance targets.
To start with, they need to maintain accountability within the team members. A 360 degree
review is suggested in which member would evaluate both the own performance plus the
performance of other team-members (Bligh, Pearce and Kohles, 2006).
TASK 4
4.1 Factors involved in planning the monitoring and assessment of work performance
Performance management is the key aspect of organization where leaders can influence
employees’ actions and behaviour by communicating the desired output. It would help Shine
Communication to achieve its targets. The assessment of performance consist of evaluation
process plus the factors used to evaluate individual performance. Usually, immediate
supervisor assess the performance of employees which focused on employee’s basic job
duties and on the performance targets as set forth for the particular worker (Brett, Behfar and
Kern, 2009). The evaluation factors involved in planning and monitoring the worker
performance are as follows:
Vocational competence include skills based on the capability to prioritize tasks, degree
of professional skills and knowledge requirement as per the job description or other special
skills from which the company may obtain benefits (Sprigg, Jackson and Parker, 2000).
Personal development skills are also evaluated comprising of individual’s talent regarding
attitude and reaction of new challenges and problems as well as employees’ learning skills
are evaluated based on improvement from previous assessment (Buckley and et.al., 2002).
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In addition to above, employee’s activity based on the given responsibility are
evaluated on factors like spontaneous, quickness, ability to improve working practices, co-
operation skills in order to work together with external parties, ability to deal with conflict
and resolution of the same (Oldham and Hackman, 2010). There are also work commitment
skills which are based on factors like participation and willingness of employee to improve
the workplace and commitment for obeying to mutually agreed job contracts. The managers
and supervisors in Shine Communication are evaluated on the basis of leadership factors and
supervisory skills, like ability to motivate subordinates to achieve organisational objectives
(Cronin and Weingart, 2007).
4.2 Plan and deliver the assessment of the development needs of individuals
A training analysis is conducted to identify the areas of knowledge or skills that learners are
required to gain. Step by step methods of accessing individuals development needs in media
sector are as follows:
 Review of team members’ job description – To begin with, managing director should
think about every member’s workings and then workout on their needed skills. An
analysis of the organization’s strategies, goals, and objectives is carried out to identify the
type of knowledge, information, and experience, Shine Communication would need to
run their business activities.
 Discussion with members – Arrange a face to face meeting or open discussion with all
staff members. Here, the managing director should let know employees his expectation
regarding the type of development and training he seeks for efficiently working and grow
their career (Choi, 2002).
 Observing performance – While performing their daily work activities, managing director
can keep an eye on person and examine their training needs
 Collecting additional information – From previous working conditions, external friends
and from their peers, additional information can be collected regarding an individual’s
training needs (Cronin and Weingart, 2007).
 Analyzing and preparing information – Here the main aim is to analyze and prepare the
most accurate data and bring them together to develop training plan.
 Action steps determination – At the end, as per the requirements of staff members, best
training method should be selected by managing director (Montes, Moreno and Morales,
2005).
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4.3 Evaluate the success of the assessment process
To help learn staff members about the changing situations in media sector, Shine
Communications should devise training sessions for their employees. Furthermore, training
of new employees is essential to involve them swiftly in actual projects. Managing director’s
role is very significant in this case, as after successful arrangement of events; they are
required to assess the training process. Surveying manpower and accessing of end results are
part of such assessment. Moreover, this particular assessment will support the media sector or
communication sector in evaluating performance analysis and productivity of job (de Vries,
2005).
Evaluation helps to assess the outcomes training program and provide a clear picture of
assessment quality and learning quality. The results indicate whether the expected outcome
are received or not. The assessment process should be evaluated based on following four
objectives:
 To assess the successfulness of training in meeting the desired objectives
 To continuously improve the process of learning
 To assess effective utilization of resources
 To evaluate the utilization of financial resources
The successfulness of the assessment can be evaluated by following five steps as listed
below:
 Develop an evaluation form- A standard evaluation form is used for a clear and fair
assessment. The form include areas of job performance, knowledge, skills, work quality
and attitude (Eagly, Johannesen-Schmidt and Van Engen, 2003).
 Identify performance measurement- Supervisor evaluate employee’s development by
measuring milestones achieved in the process.
 Setting guideline for feedback – Manager should provide a balanced feedback with the
focus on both the strengths as well as weaknesses. The identified areas of improvement
helps to identify the pin point and to do better in future assessment (Kozlowski and Ilgen,
2006).
 Creating disciplinary procedures – If individual’s performance does not improve even
after the evaluation and discussion about areas of improvement, disciplinary procedures
should be initiated. This starts with a verbal warning or written warning and proceed to
the termination of contract if the situation demands.
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