Where materials have been used from other sources it has been properly acknowledged. If this statement Is untrue, the learner acknowledges that an assessment offence has been committed. Attention Is drawn to the plagiarism and cheating polices of both the centre and of ELM. Plagiarism can result In a learner being withdrawn from a qualification. Permission for ELM to use this script standardization. By submitting, both the centre and the learner agree that ELM may use this script on condition that identifying information is removed.
However, if you are unwilling to allow ELM use this script, please refuse by ticking the box: Signed (Candidate) Paul Handy student Number 10010285 Background to the Organization The specific responsibilities of middle managers in enabling an organization to achieve its goals 1. 1 The goals and objectives of the organization The primary goal of is to establish a consistent and sustainable golf course, with maintenance and development procedures that follow best practice and continually improve the quality, condition, presentation and challenge for those that play it or separate.
The course is to be managed too championship (complexity) standard but able to provide a relaxed and enjoyable game of golf for members and visitors of diverse playing ability. To continue to be recognized as one of the best conditioned ND enjoyable courses in Wales. To continue to improve the presentation and consistency of the course at all times. To improve “all year round” golfing conditions and ensure Member satisfaction based on regular feedback survey. Be environmentally and ecologically responsible in all actions. As a vast interest to be regarded as one of the premiere courses in Wales. In order to retain current membership, attract major competitions, visiting societies and new members it must strive to achieve goals and objectives herein by continually guidance taken from Sports Turf Research Institution (Strip). If not, the club may cease to exist as competition has never been greater between golf clubs with numbers of golfers slowly in decline mainly due to current economic downfall.
The Strip are currently employed to carry out annual inspections of the course to analyses the performance of the turf, primarily Greens, which feeds directly into management and maintenance strategy plans. Data is collected from each visit, such as quality of ball roll, green speed, grass specie composition as well as nutrient and organic matter content measured by taking soil samples for analysis. By continually collecting ATA year on year, improvement can be measured as well as highlighting areas requiring which may have declined for whatever reason or require a specific treatment.
The club has the objective interest to invest the resources responsibly, considering the current economic climate and future proofing of the facilities, with course of action planned around capital expense and reserve fund plans to maintain and operate the club within the approved operating budget; however, to further ensure that the facility we provide is financially stable long term the club invests comprehensively into training and development of staff as well as course improvements.
At current, the club is ran by a committee, co-opted by the membership; it is felt however that this current structure has many flaws and too much ownership/ responsibility is placed on the role of Club Captain. There is currently a ‘Task Force’ in place (led by current Club Captain) and have made several presentations to the membership to change the constitution of the club from committee to a management board, with this system in place each middle manager would become solely responsible for their department. This structure has many short, medium and long term key benefits such as
Decisions made on specific matters can be carried out much faster, as agreement on many activities currently requires numerous committees to sanction, taking several months, and potentially missing optimum opportunities for work to be completed. Carrying out specific projects at the correct time not only increases quality of end product, but eliminates unnecessary repairs and consequent staff downtime with additional financial cost to the club. The club will run with greater continuity and consistency as generally each Captain or committee have their own agenda, for a very short tenure, with no long term sustainable plan.
All staff will have better understanding on achieving long term goals without interference from non- professional parties, and consequently have greater motivation to reach their targets. Each middle manager will have greater responsibility for their department, consequently take more pride in their work and show their real value to the club and subsequently releasing their full potential. The onus of Health and Safety currently lies with Club Captain, who generally has no concept of site specific health and safety procedures which also deters other 1. Evaluation of the specific responsibilities of middle managers in enabling the organization to achieve its goals Essentially the middle managers at have one specific main goal- to satisfy the needs of the members and visitors. In order to achieve this goal each middle manager has their own responsibilities whilst being a part of a management team. Middle management team consists of 5 people. Head Greengrocer, Head Professional, Head Chef, Bar Manager and General Administrator. Communication between each middle manager is key for the Club to operate smoothly.
The Head Greengrocer is responsible for the following Course maintenance and development. Liaison on problem matters effecting the course. Creating and implementing a five year strategy plan, including budgetary control. Compliance with Health and Safety and all legislation affecting the course, golfers, staff and public. Maintain equipment. Maintain asset registers. Manage staff, education of, training and discipline. Manage fertilizer and chemicals. Maintain facilities. Protect environment, conservation, ecology. Maintain public rights of way, boundaries and hedgerows.
Communicate conditions of the course to members, professional and administrator. The Head Professional is responsible for: Organization and running of competitions and matches for members Provide coaching to beginners and improvement for experienced players Provide a well- stocked shop to further entice members and visitors to the club. Be able to facilitate repairs to golf equipment The professional has a vital role of communicating with members as they are the first point of contact at the club. He is therefore expected to keep his shop clean, tidy and well organized and be courteous at all times.
It is also essential he’s aware of any issues or programmed works that may interrupt the golfer’s game so they are made aware before play. The Head Chef and Bar Manager both have similar responsibilities with regards to roving a service to the membership. Each is responsible for: Compliance with Health and Safety and all legislation affecting the bar/kitchen respectively. Inspecting and identifying any faults with furnishing and reporting any findings directly to General Administrator. Employing the amount of staff required for to be able to cater for customer requirements.
Middle managers of the club have scheduled weekly meetings to discuss all activities/bookings taking place over the following 3 weeks and talk about feedback/ issues over the previous week. 2 How communication and interpersonal skills affect managerial performance Evaluate how interpersonal and communication skills affect managerial 2. 1 performance There are many barriers that managers face with communication and interpersonal skills, they include language, Psychological, Physical, Systematic and Attitudinal barriers.
Interpersonal communication is real-time, face to face or voice to voice conversation that allows immediate feedback. Interpersonal communication plays a large role in any manager’s daily activities, but especially in organizations that use teams. Managers must facilitate interpersonal communication within teams and reduce barriers to interpersonal communications. Interpersonal and communication within the greens department at Newport Golf Club is created essentially by middle managers.
The middle managers meet on a weekly basis to discuss topics such as up and coming events/bookings, work programmer, issues from previous week or feedback from members/visitors, any issues dealt with immediately. Following on from the management meeting, the guaranteeing department will have a meeting and work programmer formulated for the following week, based around the club diary to minimize disruption to play and maximize efficient working. If any non-routine corruptive work is to be planned to be carried out, an email will be sent to members advising of the work and reasoning why the work is taking place.
This form of communication has been found to be critical for gaining support of members and acknowledgement of targeted improvements for their benefit. Communication at has however, sometimes been under scrutiny as clear outlines and objectives from higher management and committee have been vague at times with each Captain/Chairman having their own agendas for the year that they are in power; the lack of continuity and stability has sometimes led to an autocratic management style from middle management due to interruptions in planned work causing inefficient working environment.
Robert Attainment and Warren H Schmidt (1958, 1973) argued that management styles are dependent upon the prevailing circumstances and leaders should exercise a range of management styles and should deploy them as appropriate. An autocratic management style can be highly effective within specific situations to most productive within the Guaranteeing department at Newport Golf Club. It is my personal opinion that the knowledge and input from the entire team is more effective than mine alone.
Therefore, within my department a democratic management style is being used. The key advantage of this management approach is that it exploits skills not held by the manager and builds the commitment of team members to their own strategic objectives through their involvement in their development. (elm guidance notes) It is my feeling that adapting this approach has multiple positive impacts as each employee is having an input during meetings which increases morale, motivation, productivity and Job satisfaction.
Plans made from each meeting are broken down onto a weekly plan board with each member of staff having their bob spec for each day to give clarity and understanding of their tasks. My role of Head Greengrocer (middle manager) does however, need to make the final decision on how all work must be carried out with clear and concise instructions, as well as resolving differences. To further overcome communication barriers and improve interpersonal skills monthly one to one meetings between Head Greengrocer and each Assistant Greengrocer has been introduced.
These meetings have been found to be immensely beneficial as the employees have been far more vocal about personal development plans, course ideas and issues they have in the workplace, where ruing team meetings they are less vocal. Laissez fairer management styles/hands off management style places a great deal of authority with team members to complete a task or deliver their objective; this may occur for numerous reasons, however, in my opinion; gives more allowance for complacency to the employee, with greatly increased risk of final outcomes greatly differentiating from the original plan due to poor clarity or understanding.
The more common reason for this style of management is for time saving however this approach often creates a longer production time. A manager who successfully employs this style will normally allow team members to get on with their own work, with possible gains in productivity, but will also ensure the manager’s own door is ‘always open’ for consultation and discussion. elm guidance notes) 3 Assess personal development opportunities to improve own managerial SOOT Analysts Strengths: Understand member’s expectation and standards Willingness to work long hours/commitment to the Job Positive attitude Good eye for detail Work well in a team or on an individual basis Backs out of conflict Can be quiet and not give maximum input from key meetings Promoted from within and lacks certain leadership skills
Too eager to start new in order to achieve more completed projects but leaves Jobs unfinished Poor record keeping Opportunities; Great involvement within BIGGS (British and International Golfing Greengrocer’s Association) as section secretary which has had great networking opportunities and involvement within the industry. Threats; Limited future opportunities Teaching my deputy to carry out my Job, possibly making my position redundant if club wanted to cut costs.
Member feedback over several years has given great insight of change in member expectation, with members expecting additional value for money during economic untrue, and consequently wanting to play 12 months of the year. Maintenance practices to improve surfaces throughout the winter period have taken precedence over any other construction work for this reason. Feedback from staff members and club members also indicate attitude and work ethics.
Due to my naturally quiet and laid back nature I can sometimes be too quiet during meetings, more interested in other opinions rather than giving my own. I feel in order to gain more respect in my position I need to ‘come out of my shell’ more during key meetings to get my point cross. Since 2008 1 have been heavily involved the British and International Golfing Greengrocers Association (BIGGS); with 7 years on South Wales committee, last 3 as section secretary.
My role as secretary includes organizing golf competitions for the section, educational seminars and organizing volunteers for major tournaments such as the 2010 Ryder Cup held at the Celtic Manor Resort or 2014 Senior Open held at Royal Portrayal. This work has given me numerous networking opportunities including sponsorship to the GAS Golf Course industry Show in San Diego 2013. Even with all the work and promotion I try to carry out for Newport Golf Club, there is always a threat that if the club wish to save money during economic struggles my position may be in Jeopardy.
I have always had the belief of training and promoting from within, and subsequently I am constantly training my deputy in order to efficiently carry out my Job in my absence. As with many organizations SOOT analysis are used to evaluate and provide a basis for decision making (LLC MULLIONS, 2007). This personal analysis can and will be used for personal skills training to effectively and improve managerial performance. The key areas where I feel I need to develop my managerial skills are largely down to self-belief and self-confidence.
Ultimately, the primary purpose of the ELM course is to install self-belief and gain more self- confidence in order to become more greatly recognized as an efficient manager. Dysfunctional conflict, this lead to stressful working environment at times and led to lack of respect from colleagues. Over the past 2-3 years there has been a large change of working ethos, with better organizing, planning and dealing with issues sooner and staff consequently more respectful of my position, however more work is till required on my behalf.