Target Group: for senior lecturers/readers/professors
and professional support staff who have (or are soon to have) significant
management responsibilities including Heads of Unit (Academic and
Administrative), Heads of Research (or Consultancy) Programmes or
Centres, Taught Course Directors, etc.
Components
3.3.1 Workshop programme
The workshop programme is divided into a core programme and optional
modules - some modules are run in-house and others are available at
nearby colleges of the University of London.
3.3.2 Self-awareness and individual development: membership of
the Chartered Management Institute
Managers are encouraged to continue their development after the core
workshop programme. This can be done through group learning opportunities
(see below) and/or by individuals planning and guiding their own development,
with support. To aid the latter, staff can become members of the Chartered
Management Institute through the School's Institutional Membership
(contact the Staff and Educational Development Manager), and use resources
on the CMI website available to members. Staff can assess and benchmark
specific skills (using the smart skills benchmarks done electronically)
and develop an individual management development plan, monitoring
their development as they go using the CPD scheme. Tools are also
available for assessing learning styles (smart learning assessment)
and monitoring your learning and reflection (smart CPD profile); plus
access to the Management Information Centre including topic briefings
and access to literature on management. Discussion of development
needs with others e.g. your appraiser, your peers, is encouraged.
To access the CMI website and the CPD scheme:
- Go to CMI's website address - www.managers.org.uk
- On the home page look at the ribbon menu at teh top and click
on Members Resources.
- From the drop-down menu click Continuing Professional Develoment.
- Read about the CPD scheme which:
- offers you an online Personal Development Profile (CPD Profile)
to record all aspects of your learning and development
- tests your knowledge, understanding and ability in specific
management skills and techniques
- enables you to invite others to assess you at these skills
- enables you to discover new learning opportunities
- assesses how you learn, how you apply that learning in the
workplace, and provides constructive feedback
- recognises the results of significant Continuous Professional
Development activity with the potential to become a Chartered
Manager.
360 degree feedback on individual skills (e.g. motivating people)
can be obtained using the smart Skills Benchmarks (above). It is best
to identify areas of management you want to improve and target these
first. Discussion with a peer/mentor/appraiser is encouraged and the
need/advantage of discussion with an external facilitator can be considered
(requests should be made to the Staff and Educational Development
Manager). Anyone who wishes to use 360° assessment of a full set
of management skills should contact the Staff and Educational Development
Manager.
3.3.3 Group learning opportunities
At the end of the core programme, participants are invited to continue
their management development by participating in discussions with
their peers. A Leadership and Management Forum has been set up in-house
(see below). This will meet once each term and will be open to all
current and previous cohort members who completed the core programme.
Leadership and Management Forum / MD041N
Dates: Once a term -
(i) 5th February 2008 (theme - Client and Stakeholder Relationship
Management)
(ii) 13th May 2008 (theme - Networking)
(iii) 26th June 2008 (theme - Cross Cultural Management)
Run at: LSHTM - In-house
Facilitator: Tom Kennie
Times:
(i) 4.15 pm - 5.45 pm
(ii) 4.00 pm - 5.30 pm
(iii) 4.15 pm - 5.45 pm
At the end of the core programme, participants are invited to continue
their management development by participating in discussions with their
peers, facilitated by Tom Kennie, who will provide relevant inputs from
theory and practice. Participants are invited to suggest topics for
discussion, based on practical management issues they are facing. Alternatively
a theme may be set for specific forums to add focus to discussions.
3.3.4 - Workshop programme
By the end of the of the core programme it
is anticipated that participants will have:
i) an enhanced understanding of the leadership and people management
skills required to be an effective senior manager in a changing university
context;
ii) through the use of a number of diagnostic processes, a more detailed
level of self-awareness about their own leadership style;
iii) developed an enhanced capacity to resolve challenging people issues,
through both workshop
sessions and action learning,
iv) and an increased ability to deal with other staff development needs
through effective coaching and career development discussions.
Parts 1, 2 and 3, are linked units best studied in a cohort, so priority
will be given to staff who can take all three in one sequence. Parts
4 and 5 may be attended when it suits the individual.
Part 1 - Leadership and Management Development in an HE Context
Date: 13 May 2008
Times: 9.30 am - 12.30 pm
Content:
(i) The process of leadership and management in an HE context (ii)
The capabilities required for effective leadership and management
for example communication, motivation, strategic thinking, etc. (iii)
The role of Head of an academic or administrative unit, or Research
Programme (iv) The concept of action learning (v) Personal diagnostics
on leadership styles.
Part 2 - Effective People & Performance Management
Date: 2nd June 2008
Times: 9.30 am - 4.00 pm
Content:
(i) The processes involved in effective people management in an HE
context (ii) How to deal with underperformance - and how to create
the conditions to enhance high performance (iii) Tips on how to provide
feedback which is both heard and acted upon (iv) How to lead creative
individuals and teams, and (v) Provide space to deal with specific
people management issues.
Action Learning Groups: as part of this session small action learning
groups (optional) will be formed. These will be encouraged to meet
(say) on two occasions prior to the final workshop.
Part 3 - Managing Change, Delegation, Coaching & Career
Management
Date: 26th June 2008
Times: 10.00 am - 4.00 pm
Content:
(i) Clarifying the concept of change in an HE context (ii) Avoiding
the pitfalls of change management (iii) Tools to assist with planning
for change (iv) Matching personal style to different challenges or
conflict situations (v) Avoiding the 'set-up-to-fail' syndrome (vi)
Key steps to lead change (vi) The concept of coaching - and how it
differs from mentoring and counselling (vii) Delegation and coaching
- how they fit together (viii) Tools and techniques for effective
coaching of staff (ix) Handling career management discussions - processes
to assist the discussion (x) Personal career planning.
Part 4 Financial Management at LSHTM
4a - Overview of Financial Management Procedures at LSHTM
Date:
18th October 2007
4th March 2008
Run at: LSHTM, in-house
Course Leader: Richard Benson (Deputy Secretary)
Times: 2.00 pm - 4.00 pm
This workshop is designed for both academic and professional support
staff and will give an overview of: (a) the financial structure of
the School and the wider funding environment in which it operates;
(b) the School's financial organisation and systems; (c) financial
roles and responsibilities. The workshop is designed to explain how
the School works financially and the financial pressures and issues
that affect it. The session will provide a context for the day to
day financial activities that staff in the School engage in and lead
into the more detailed workshops that follow.
4b - Financial Management for Nominal Accounts
Date:
25th October 200
11th March 2008
Run at: LSHTM, in-house
Course Leader: Richard Benson (Deputy Secretary),
Brian Fenelon (Budget Manager)
Times: 2.00 pm - 4.00 pm
This workshop is designed for both academic and administrative staff.
It will focus on the financial management of School departmental,
unit and reserve accounts, and provide the opportunity to discuss
issues and problems and share experience and good practice.
4c - Financial Management for Research and Consultancy Projects
(including full economic costing)
Date:
19th March 2008
Run at: LSHTM (in-house)
Course Leader: Richard Benson (Deputy Secretary),
Brian Fenelon (Budget Manager)
Times: 1.00 pm - 4.00 pm
This workshop is designed for both academic and professional support
staff involved in the management of research and consultancy projects.
It will focus on the financial management for such projects and will
be structured around the 'life cycle' of a project, and will identify
financial issues that need to be dealt with at each stage.
The session will also cover the process of preparing an application
for funding, including full economic costing (FEC). Separate sessions
will be offered covering FEC in more detail, including a hands-on
exercise in preparing an application using the School's FEC costing
software.
Workshops on:
Equality and Diverstity Awareness - for managers,
Interview and Selection Skills
See Section 6 for details.
Modules for Leadership and Management Programme for Senior
Staff
These modules can be attended individually, by staff who have not
done the core programme as well as those who have done it.
Research Team Leadership
Dates: 5th February 2008
Run at: LSHTM, in-house
Course Leader: Dr Tom Kennie,Ranmore Consulting - also Co-Director
of Top Management Programme for HE (Leadership Foundation)
Times: 9.30 am - 4.00 pm
The overall objective of this workshop is to provide a forum for the
sharing of good practice and to encourage the development of the skills
required to lead and manage national and international research projects.
More specifically the programme aims to explore issues such as -
The nature of leadership and management in a highly focused research
environment;
The role of the principal investigator and senior researcher as
project leader;
How to deal with challenging people and leadership issues, again
in a research based context (including the challenges of remote management);
How to support very high performers;
How to better understand the team dynamics which occur in a research
team and how to gain further self insight to enable these to be addressed;
How to better manage relations with partner bodies involved in major
collaborative research projects.
As a follow-up to this programme a half-day Facilitated Discussion
has been arranged for delegates to revisit and review some of the
key themes emerging from the main workshop (13th May 2008). The
group will decide at the end of the Research Team Leadership workshop
which aspects of the "leadership agenda" they would like
to consider and review further, and these will be made the main
areas for the follow-up session. Delegates may be recommended some
reading or other references to look through between the sessions.
Facilitated Discussion - optional follow-up to Research Team
Leadership / MD060N
Dates: 13th May 2008
Run at: LSHTM, in-house
Course Leader:Dr Tom Kennie, Ranmore Consulting - also Co-Director
of Top Management Programme for HE (Leadership Foundation)
Times: 1.30 pm - 3.30 pm
Refer to the above for details. Delegates are strongly encouraged
to attend both sessions.
Inter-personal conflict management and negotiation
Date: 22nd November 2007
Run at: LSHTM, in-house
Course Leader: Jenny Harwood, Management Consultant and Leadership
Foundation
Times: 9.30 am - 4.30 pm
Conflict is healthy and desirable to retain creativity and keep
groups moving forward, but so often conflict between individuals
and within and between groups becomes destructive and personal.
The key is in early recognition of unhealthy conflict, accurate
diagnosis of its causes and the development of effective strategies
for dealing with it. Note: There will only be half an hour for lunch.
Content:-
During the course the following will be considered: Healthy and
unhealthy conflict; Early detection of difficulties; Why people
conflict; Determining causes of conflict from the symptoms; Personal
approaches to conflict management; Approaches to negotiation (using
a model based on the outcome of the Harvard University Negotiation
Skills Project); Development of personal strategies for managing
difficult situations.
Strategic planning and management
Dates: 26th February 2008
Run at: LSHTM, in-house
Course Leader: Jenny Harwood, Management Consultant and Leadership
Foundation
Times: 10.00 am - 4.00 pm
For staff needing to review and develop the direction of their
group or department, taking into account the wider environment within
which they are operating. Note: There will only be half an hour
for lunch.
Content:
i) The nature and purpose of strategic planning and management;
ii) Organizational mission statements and how they can be used to
motivate;
iii) The importance of shared values and the opportunities offered
through the strategic planning process for developing a shared and
agreed direction for a group and prioritising areas of work;
iv) Analytical frameworks which assist in organising and considering
information;
v) Making strategic choices - including types of risk to be considered
and a tool for weighting and ranking potential choices.
Determining Priorities and Managing Time
Date: 12th June 2008
Run at: LSHTM, in-house
Course Leader: Jenny Harwood, Management Consultant and Leadership
Foundation
Times: 10.00 am - 4.00 pm
By the end of the course participants will have: Clarified what
exactly it is they are trying to achieve; Analysed how they spend
their time at present; Considered how to reduce the pressures felt
through lack of time; Appraised options for doing things differently.
Note: There will only be half an hour for lunch.
Content:
Common time management problems; Issues associated with setting
goals within the university environment; The difference between
what is important and what is urgent; Time wasting habits; Many
practical ways to make more time; Maintaining the balance of time
between work and home.
Chairing Meetings
Dates: 17th January 2008
Run at: Queen Mary
Course Leader: Lindsay Wright, Consultant
Times: 10.00 am - 1.00 pm
For any member of staff who would like to gain more confidence
as a meeting chairperson.
By the end of this course, participants should be able to: define
the role of the chairperson; outline the relationship between the
chairperson and the note taker; identify the characteristics of
a successful meeting.