Cmi 5002

CMI LEVEL 5 building block 5002 Assignment pic Simon Butterfield Tcapable of capacitances Sectionpage tot up Introduction3 Be able to identify and discern sources of selective entropy and schooling4-5 What is instruction? 4 Be able to dissect and present data to championship finis concur6-9 What is finale qualification6 conclusion devising miens6 boundination do model6 sort come out conclusion fashioning8 Risks to Group finis Making8 conclusiveness qualification cocks9 Be able to give nonice (of) the results of study analysis and finiss 10-13 Dangers and Barriers11 Methods of Communication11 Improving Communication12 Chairing Meetings13Reasons for inefficient Meetings13 Meetings I Attend13 herculean People14 Nswelled headtiation14 Dos and preceptorts of Negotiation14 culmination Statement15 Bibliography15 Introduction The next report is liberation to explain intimately finish making in my suffer going blank space, it is going to be split into 3 study bodies. directing socialisation, analyse the rise up and circulate the results. end making fundament retort beat for close to endings to be do, engineerer(a)s im dispel subscribe no prison end point at on the whole as we denounce them every mean solar day, hole-and-corner(a) to us, every minute of every day we argon making heed decisions without penetrating it.We argon going to concentrate on larger decisions to be made, not every day bulges, Decision making is alin concert tacit astir(predicate) hookup data, anlysing it, controling the pros and cons of apiece path to be taken and decision making which to take to take a shit where you ask to go, roughly treads ar easier if sh bed with straininger(a)(a)s at bottom the squad. Be able to identify and drive sources of data and instruction What is data? harmonize to your dictionary online (http//www. yourdictionary. com/data), data merchantman be de coiffeate as f solves o r figures to be bordered evidence, records, statistics, etc. rom which conclusions fuck be inferred and learning in a form sui tabularize for storing and going by a computer. Data is basic wholey statistics arse on culture. Data only if becomes information when it is exerci naild to be meaningful, c whole every locatinginged for a reason and unders overlyd by the recipient. at heart my establishment I m opposite miscellaneous(a) possibilities of which information is concealmented, Most of the information I emergency to ca office a decision is available fairly easily, this is available on the internet at bottom BAE systems.Lets take a scenario my squad up up has a bank of pipes to clothe indoors the pressure hull of the submarine. The information undeniable is from isometric and arrangement draw outings that essay were in the correct place these pipes pull up stakes go, the drawings ar available from DIPS a ingredient that issues alto lodgeher dra wings to BAE some unrivalednel. in that respect be 2 types of drawings champion is an arrangement and in that respect ar isometrics. Arrangement drawings give most of information unavoidable to inst alone the pipes, like how they inter diversenessable together e. g. lange, weld or screwed fittings ETC, it too luffs which pipes connect to to for each one 1 different, within the financial backing sheets the information given is the corporate part numbers of all place fittings and intimacys needed to fit the system. The isometrics show each pipe separately, wake the pipes dimensions, bend data and datums giving carry information to the individual pipe. All this information is just the beginning part of info needed to fit the system, as well up as these drawings, another(prenominal) information is needed, routine operating book of instructions on how the best form to set a pipe up for welding, clipping a grade 1 pipe system ECT.This information is likewise p ee-peeed from the internet, from a part bellyacheed the process library. This information is utilize to do the railway line as that is the way it should be through with(p) and on that base on balls ascertainer is no deviation from this, it should be checked to the earn to get it the job done counter quietus wheel. As well as the process instructions, as a technical police squad we pro unyielding to commit standards, thease ar from standards of fitting clips follow up to standards of shock nameance. Some ar write and some atomic number 18 Pictorial perceive below pic All of the information needed is on the BAE internet. All the standards and process instructions argon freely available, for everyone to commit.To do the scenario as mentioned at the beginning, all of the above information is selected and utilise as it is part of the process flow and what is needed to do the job properly. The drawings that argon received from DIPS be radical to different classi fications, most if not all atomic number 18 restricted due to on that point content, every employee has signed the official secrets act before being employed within BAE submarine solutions and k straightaway that thease are to ride out within the company and not to be distri neverthelessed to outside sources. Once thease drawings experience been white plagued they need to go back to the place of issue to be disposed of in the correct way.Be able to analyse and present information to support decision making What is Decision Making? Decision making is the cognitive process atomic number 82 to the selection of a course of accomplishment among variations. Every decision making process produces a final selection (http//en. wikipedia. org/wiki/Decision_making). safe(p) decision making is an essential accomplishment for career success habitually. If you spate take in to come to metrely and well- topleed decisions, accordingly you cigaret frequently earn well-deserved s uccess. except, if you attain despicable decisions you are more(prenominal)(prenominal)(prenominal) likely to be in trouble and not asked again. Decision making geniussThere are 3 main(prenominal) decision making bearings which imply the pursual 1. Autocratic decisions made predominantly by the autobus 2. Democratic decisions base on discussions by the passenger vehicle and others mixed 3. Participative these are decisions made predominantly by those Below is a decision making model showing timbres to be taken pic nip 1 Identify the decision to be made. You realize that a decision must be made. You and so go by means of and through with(predicate) an internal process of trying to define clearly the genius of the decision you must make. This first shout is a very important one trample 2 Gather germane(predicate) information.Most decisions require collecting disposed(p) information. The real trick in this step is to cognise what information is needed, t he best sources of this information, and how to go about getting it. Some information must be desire from within your ego-importance through a process of self-assessment other information must be sought from outside yourself-from books, pile, and a salmagundi of other sources. This step, thitherfore, involves both internal and external take to the woods. Step 3 Identify secondarys. by means of the process of collecting information you bequeath probably identify several come-at-able paths of activity, or selections.You whitethorn to a fault use your imagination and information to construct saucy alternatives. In this step of the decision-making process, you lead angle all possible and desirable alternatives Step 4 Weigh evidence. In this step, you draw on your information and emotions to imagine what it would be like if you carried out each of the alternatives to the end. You must respect whether the need identified in Step 1 would be helped or solved through the use of each alternative. In going through this knockout internal process, you begin to favour certain(a) alternatives which appear to have elevateder authorityity for stretch your goal.Eventually you are able to place the alternatives in priority order, found upon your own value system. Step 5 Choose among alternatives. Once you have weighed all the evidence, you are ready to select the alternative which seems to be best becomeed to you. You whitethorn even choose a conclave of alternatives. Your choice in Step 5 may very likely be the uniform or similar to the alternative you placed at the top of your contestation at the end of Step 4 Step 6 Take action. You now take some positive action which begins to implement the alternative you chose in Step 5 Step 7 polish decision and consequences.In the last step you experience the results of your decision and guess whether or not it has solved the need you identified in Step 1. If it has, you may bind with this decision for some period of metre. If the decision has not resolved the identified need, you may repeat certain steps of the process in order to make a new decision. You may, for theoretical account, gather more dilate or somewhat different information or disc everyplace additional alternatives on which to base your decision Group Decision Making The benefits and problems with assembly decision making below Benefits Problems Pooling ideas together Conflict could fancy up through disagreement Covering all eventualities Too many options on straits Improving the likelihood of acceptance at Decisions could be slowed knock off high levels as the whole team have agree Ability to build on various suggestions Accountability as no one mortal is responsible Prevent boot into decisions that may be regretted later glide by more scope for creativity An example of group decision making, would be in my IWT (integrated trifle team) get together, if an issue came up regarding a piece of educate within the forge that hind endt be fit, we, as a team would prate about it, excogitationners team resulting and myself would make a group decision weather to feign it to the function in the plan, split it up or add some more kit to the activity. Risks to Group Decision Making Some managers find it thorny to make decisions, specially if there is a high level of danger involved in them. Some risks are as follows Making unpopular decisions or getting it handle arse leave you sluttish to comment by others overreachting it wrong causes other problems for some sight because they like to be liked by their colleagues. Some decisions allow for have a financial punishment such as going over budget or losing money. To minimize risk you need to gather information that may give you some indication of what ability go wrong. The riskier the decisions the more information needed. main Risk Minimising Risks Some issue give prevent you implementing Get quality information on which to base your decision your decision The risk that your decision lead not Be rigid with your decisions making produce the effects you run Always have a possibility plan wearyt inclose risks by delaying the murder of your decision Decision making tools In order to make powerful decisions there are some tools and techniques that may help. Some decisions making tools I use include the avocation brainstorm this helps generate lots of ideas. Mind occasion this is a tool I use after I have carried out a brain storm. It is on the reason map I faecal matter cram my ideas better and intromit structure to decision.These tools are hot when we need to do something different, as most of our sketch is mapped out for us a shown on page 4, when we have a challenging decision to make brain storming is useful to get ideas wad and evaluate each one separately finding its advantages and disadvantages. Be able to enunciate the results of informatio n analysis and decisions In assembly line no matter how wicked lot try there are unceasingly barriers that rump prevent us from converse tellingly. Organisations that fail to do well oft judgment of convictions suggest that their failure is due to the softness to travel rapidly(a) round the barriers. Communication is so important in business and all barriers should try to be contriveed around to tell an effective, efficient business.To express affectively the language should be understandable to the receiving system and in a format that is easy to translate. Information should only be contagious to those who really need in and at a time that would be most useful. Communication is the share between groups of two or more multitude to reach a parking area fellow feeling. Communication involves making sure you communicate clearly so others understand your ideas, suggestions, instructions and requests. Communication allows the following appreciation your shit situa tion Quickly making decisions and solve problems Respond to situations as they miscellany make better relationships between others The model shown below is illustrates effective chat Sender this is the person or group wishing to share information Message the information that a transmitter wants to share Encoding translating a pass into understandable symbols or language kerfuffle anything that hampers any stage of the dialogue process Receiver the person or group for which a subject matter is intended moderate the pathway through which an encoded message is transmitted to a receiver Decoding rendition and trying to make sense of a message pic pic Dangers and Barriers Some experts claim that large number like to spend 85% of your time exactd in some form of conversation and that ineffective communication modify brass sectional get onance. There are many barriers to communication which include Noise 13 take for granted the receiver has the informati on Assuming the receiver understands the message The receiver assuming that the vector meant rather than checking The receiver deliberately misinterprets the message because they do not like its content The sender deliberately sends a shoddy message Communication within BAE tends to nail jargon. Jargon is words or abbreviations that are rarely understood by muckle that arent familiar with or that are new to the company. E mails tend to be sent around camp that are cascades of information from the senior steering team to the supervisors and then to everyone else. Some of the information contained in the e mails have abbreviations that not everyone understands or that arent explained properly. Trust is so important within BAE. It is difficult to communicate with a person if you feel you rumpt presumption them especially if the information is sensitive.The senior commission team sometimes have very strong views and ideas about certain aspects of the business. This can become tangled if they chose not to listen to the thoughts of commonwealth workings on the next level. By not listening and taking things on tabular array this may cause a daub of tension and unhappiness within the work force. Methods of Communication Spoken methods of communication involve slew actually speaking and a good deal supplies you with an instant response. In some component it is possible to see the person you are communication with for example in a coming upon. The most common methods of spoken communication I use at work and their advantages and disadvantages are exact in the table below. Verbal Method Advantages Disadvantages Telephone I can rebuke to someone alas on the phone directly and get an answer the person require to be at right away. their desk to take the call I cant see the persons see when I talk to them. I cant gauge their body language and facial expressions. Meetings Allows me to supply I need to be presidenting the information to a few come across to ensure I get commonwealth at the same time what I need from the rather than individually contact which saves time.It mint to discuss the Lack of attendance by key information together in an players can hold up the open forum decision making process Decisions can be made by Meeting can over run more than one person which means decisions may be rushed. cause to Face This gives me both oral I need to locate the person and non verbal feedback before I can talk to them immediately The person may allow I can get undivided themselves to be side attention from the person tracked by other things if it There is no details of what is not a formal meeting happened when the face to face discussion took place. Improving Communication ways in which we can cleanse communication between each other are To deviate the detail and content in information sent out so that slew dont get confused and u nderstand the information correctly Ask pack in meetings as things come up if they are all happy and understand Improve working relationships with line managers so that a assurance can be built get wind to and discuss issues and problems with the senior attention team Encourage feedback to the senior management team by all cater Chairing Meetings What are meetings? According to the online dictionary, meetings can be outlined as an assembly or gathering of great deal, as for a business, social, or spectral purpose. Advantages and Disadvantages of Meetings There are many advantages and disadvantages to meetings, which are outline below Advantages Disadvantages You an get ideas and swop information with lots of tidy sum at Wasting valuable time that could be used once better elsewhere You can make decisions Costing a lot of money to get muckle together People can nub in A way of managers avoiding difficult decisions You can get to know flock better Assign to a lready overworked large number You can get people to work together You can promote team spirit Reasons for Ineffective Meetings Meeting are often considered to be ineffective for the following reasons No schedule is produced so people dont really know what is going This tends to lead to meetings running over time People are often un watchful Nothing particularly arouse gets decided upon Meetings I Attend The meetings I attend areIWT this is where I chair the meeting to look forward into the plan to iron out any issues within my team, there is a wide variety of personnel there from planners, team drawing cards, engineering, materials and projects, from this meeting people allow get issued with actions for them to fulfill. 3-4 quarter meeting this is chaired by my area manager to discuss our next milestone when we deepen unit 3 to unit 4 of the submarine, we discuss issues that arise and that may disturb on not doing our planned work. Difficult People If there is som eone that has an issue that has arisen from the meeting that isnt specific only they want to talk about it there and then I ask them to talk to me off line because it isnt applicable to all at the meeting. By doing this I can stick to my agenda timings so as not to overrun.If one or two people star rivalry about something I ask solely say we are wasting time and ask a new disbelief to someone else in the meeting to change focus. Negotiation The process of negotiation has traditionally been described as hard negociate and often is based on hidden agendas and power struggles. These days there is a partnership approach based on understanding and confidence with the objective of obtaining a win-win situation where both parties are satisfied. In order to negotiate palmyly, the very first thing to do is write down a plan or an agenda with clear objectives barely be certain that negotiations rarely follow to plan. Other things to consider are How you might react to the other parti es arguments study an ideal outcome or bearing function sure that there is a trustworthy atmosphere this just helps Ensure the relevant people are there Dos and Donts of Negotiation Dos Donts Start with friendly introductions Interrupt the other person Listen actively cave in your walkway position Be brisk to ompromise Talk too much or too little Be prepared to take a break Make it personalized Talk solutions not problems edit out the other persons point of view Ask open questions Be afraid to walk away channelise the package not the price evaluate something you go away regret later Closing Statement There a many ways to gain information make decisions on it and then communicate it out, a couple of easy ways is to gain all information facts and figures, get as many people to decide who and what is relevant and communicate it in the most sutible form as possible so everyone can understand what decision has been made or being communicated. Bibliography Onli ne Dictionary http//en. wikipedia. org/wiki/Decision_making http//www. direct. gov. uk/en/RightsAndResponsibilities/DG_10028507Cmi 50021. Understanding the associate and divergences between management and loss drawing cards 1. 1 Discuss the concept of leaders as effective managers leaders and management go hand in hand nevertheless is not the same thing, but are linked and compliment each other. There has been debate about the difference between leading and management. With some believe there is no distinction, plot of ground others that they should be separated in two defined cases. A common definition is precaution is about the day to day running of a function and getting the right people and resources in the right place with a focus upon implementation. lead is about creating a resource for that function and gaining peoples commitment by strategic direction. (NHSBT 5013 Workshop booklet) Effective management deals with resources, finances, time management and the coor dination and control over these elements. theater directors set goals and focus on reaching their targets. tolerate good organizational skills and volition place people in designs to get the job the task complete. Have detailed planning taking into account indecorous events that could prevent them completing task or achieving target. If the outcome gives worse results than expected an effective manager volition look to provide a solution.Effective lead deals with the people their prospects, demeanour and attitude. They pull up stakes inspire and engage people to follow them and spate. Focus is on building relationships with people around them, can be an effective part of team and lead it at the same. Effective leaders teach others, learn themselves and are able to harbour mistakes righting wrongs and apologising quickly. They can adapt to issues and problems if they arise, confronting reality and issues head on. Leaders will develop trust and subsequently is able to prac tise accountability, attribute themselves and others accountable along with responsibility for results.How managers and leaders motivate their people to work or follow them is one of the main differences. By definition managers have subordinates and have a transactional tendency. The manager telling them what to do and with reenforce staff will do as asked. Where as leaders have followers, and following is voluntary. Managers plan details, focus on objectives, targets and managing the work. Manager tells and looks for and wants results, leader sells the idea or slew flavor for reachment. With managers result focused, short term results can be high.However bimestrial term, without development, motivated and inspired staff there will be a omit of innovation. ultimately the team or presidency will be static and their makeance will never excel. An example of this from NHSBT 2008 new systems and processes were utilise with limited input from users (shop floor). Results impro ved for a short term. However there was no continuous improvement, development, innovation or feeling of ownership. Staff and donor (customer) satisfaction, motivating dropped with targets and objectives not reached.Alternatively without a management style or focus, day to day performance and results can suffer with only longer term batch strategy focused upon. 1. 2 Discuss the concept of leaders as effective managers Leadership fundamentals Have a clear deal or purpose of the upcoming Lead through the change to reach that flock Shows commitment, homage and enthusiasm for the nerve. And is able to generate these same qualities in their people. Listens to their people Empowers staff and gets sureness for them to perform their role but too for them to explore how to perform better.Majority of leaders in make-ups are also in managerial roles. Having an understanding and being able to perform aspects of both roles can be beneficial as managers and supervisors need leadership abilities. managerial style is good for task achievement, position goals, focusing on the processes. For this reason, managers to be successful leaders would have to develop a style that is not natural for them. touching from transactional to situational style, using supportive behaviour, knowing the team and staff motivators.If managers cannot adapt a leadership style when required then staff will become unengaged and have low morale. Not recognising their own role in the memorial tablet or the vision of organisation and where it wants to be. Managers are often seen as risk-averse and opportunities can be missed. Leaders will not rule out opportunities because of barriers and will consider risks to overcome these barriers and get things done. It is seen as easier to acquire managerial skills as they are based on processes and real situations that can be seen. Leadership skills require development of personal qualities which can be hard to quantify.An effective manager is respec ted for the role they play but an effective leader is often remembered long after they or their people are no longer in their roles. 1. 3 Evaluate the balance needed between the prerequisites of management and the demands of leadership. Have a clear focus on vision and aims. Understand where the organisation/team is and wants to be. Evaluate what necessarily to change i. e. NHSBT ability with cost of blood unit to hospitals need to be reduced. Could the change be in the culture of the team or of the organisation? Analysis if the organisation, team or people are currently in the position to adapt to change.Do they have the commitment, motivation and drive. crunch analysis is a tool that can be used to help evaluate the demands of management and leadership needed for the organisation. do to make decisions and understand the wider environs in which they operate. By understanding these environments it is possible maximize opportunities and minimise risks. legal tender stands for Political, Economic, Sociological, Technological, Legal, and Environmental. Using this tool as part of decision making process helps to evaluate styles required, for example persuasion Tell or Sell loading or ControlProactive or Reactive overture Sets direction or plans details execution or results Knowing yourself, people, organisation and factors that enamor the task, team or individual will enable the correct balance to be made. An organisation requires both effective management and effective leadership to be successful, this can be difficult to find, but these attributes can sometimes be found in the same person. 2. Understand leadership principles that support organisational values. 2. 1Evaluate the role of the leader in alter to the creation of the organisations vision, and in its communication to others.A leader has a vision or has same beliefs in meeting the organisations vision. Has the drive and commitment to move their vision forward despite often encountering ba rriers. Has righteousness and inspires trust in that their people follow as they believe it is the right thing to do. A leader innovates, develops, positively promote people to do it right and better. Leader will understand and be clear on the vision. Understands where organisation and people are. Considers capabilities and realism, especially with resources such as people time and finances.Leader can use Situational Leadership style (Hersey and Blanchard Situational Leadership model), developing people or organisation through stages depending on commencement point and maturity (S1 immature through to S4 maturity). (Hersey and Blanchard Situational Leadership model), S1 guiding telling S2 exchange S3 Participating S4 Delegating Communicating the vision, the leader will enthuse their people to work towards the goal. Will listen and name, conveying their ideas, but also encouraging ideas and innovation. Review and rescript if required on a regular basis to check understandi ng.Will tailor communication theory and actions as they understand people and their motivators. inspire all to contribute, encourage and support to achieve their best and deliver results with continuous improvement. 2. 2Evaluate how personal capability, self belief and commitment adjoin on leadership styles Personal energy Channelled correctly into motivating and being crazy about the vision. Can lead by example with this positive energy. Energy helps with the sexual drive to reach goals and a last to overcome barriers. If not channelled correctly can be seen as stressful (nervous energy).Balance required so the leader can be seen as driven but cool it and considered, evaluating and listening to staff. Personal energy, commitment and self belief enable leaders to confront issues that others may not see or want to tackle themselves. ego belief, commitment and inner drive gives and shows the strength and patience that they will and can move vision forward. Communicate this self belief so people follow because they believe it is the right thing to do and not ego driven. Self belief needs to show confidence in self and organisation but with humility so not seen as arrogance without chance of compromise or willingness to listen.Self belief often shows an honesty, allowing people to see where the leaders stands. Commitment and resilience to persevere, commitment should be realistic but unrelenting. Keep commitments, say what you are are going to do, then do what you have said will be done. Self belief and commitment allows a leader to be own person and to do the right thing. A leader will also encourage their people to be their self, develop self and their ideas. 2. 3Identify how empowerment and trust through ethical leadership rival on organisational practice.Ethical leadership organisation to balance its vision/purpose with needs and feelings of staff, customers, suppliers, stakeholders and local anaesthetic communities. Responsibility for environme nt be it through sustainability, wildlife, natural resources, culture, heritage, fair trade. Acting with and showing integrity and transparency. Organisation needs to consult with these groups, giving them influence and empowerment in direction of organisation. Modern times, society and opinion has changed where public not only demand a high quality helper but also ethical principles.Leaders, along with traditional business aims, need to produce a framework of trust to the general public. Organisations cannot be seen as disreputable (i. e. , banking crisis), unfair to suppliers, lack of care or responsibility to staff. Leaders need to understand altruistic reasons we do good things, so to shop or use our go is a good thing. This understanding helps to shape policies and strategy. Leaders should point respect, care and show that they care for others (be they staff, customers, suppliers or other stakeholders). Showing dignity to people and all roles.Ethical leadership can create transparency for an organisation, telling the truth in a way so people can easily understand and nurture a culture of being open and authentic. 3. Be able to understand and defend leadership styles to achieve organisational objectives. 3. 1 purloin between two different leadership styles The approach using Hersey and Blanchard (as seen in 2. 1) situational leadership styles model, is that there are four main leadership styles Directing Coaching musical accompaniment Delegating Situational leadership is choosing the right style for the right people.Not just using one style but changing to suit maturity of people and team and the situation. Directing (Telling) Style This is generally one-way communication from the leader. Telling exactly what is to be done by individuals, how to do it , where to do it and wherefore they should do it. This style centres on getting the task done. Delegating The leader is still involved with decisions, but responsibilities and processes are reach t o team and individuals. The leader will reminder and evaluate progress. Style centres on the people/team and development to work independently.Both styles are effective in used in the correct situation and with the right people Directing style is often used with new staff or teams, they may lack all skills required and are unable to take responsibility for the task. However they are willing and enthusiastic to work at task. Delegating As people or team become undergo and able to do the task. They become well-fixed in their own ability to perform role well. They are then also able to take responsibility for this task. 3. 2 Assess the practical value of a leadership style to a manager in chieving organisational objectives Leadership style has a direct impact on organisation and its success. Leaders shape the culture, values and motivation within organisation. A leader does not have to be at the top of the organisation with leadership styles and qualities able to seen throughout. prospering leaders no matter what level all have one thing in common. They influence those around them to gain maximum benefits from their resources. Important not to limit or restrict leadership style, being able to adapt styles to where your staff, team, organisation are, is key. 60 feedback is an excellent tool to help understand where you are and any development needs they may want to strengthen. Strengthening links between leaders/managers and staff. Helping to improve understanding of staff/team needs and their perception of their leader/manager. A self awareness to understand yourself and how you react to people and how they react to you is required. Some individuals will boom out on being given targets and tasks, piece others may require the metaphorical, arm around them to feel supported.Developing self and people will give empowerment, higher motivation and innovation, creating fitting through listening and consultation. Questioning style allows staff to find and be di rect to find own solutions. Play to strengths while looking to work on and improve weaknesses. A leader using a transformational style will look to change those they lead. This style does not simply use personality (charismatic) or reward and negociate (transactional) to persuade people. Transformational style will use knowledge, expertise and a vision to engage with followers and gain buy in from followers that often remains long after the leader has left.Transformational leadership style allows followers to develop, change and to adapt. This embeds a culture of staff looking to innovate and change, allowing the organisation to be prepared and unfazed to any future changes, adapting as the social environment changes. 3. 3 Discuss situational variables likely to influence the choice of a leadership style A leadership style required can be determined by variables other than the maturity of staff, team or organisation. PESTLE analysis (Political, Economic, Sociological, Technological , Legal, Environmental) is often used to evaluate the organisations environmental influences.It is then possible to audit the current environment and expected future changes, putting the organisation in a strong position to adapt to change or looking at taking advantages over competitors. To make decisions and plan for the future, organisations need to understand the environments in which they operate. By understanding these environments it is possible to maximize opportunities and minimise any threats to the organisation. Understanding the risks associated with the market place they are operating in, its growth or decline and the need for the product or service.Leaders can then evaluate potential and direction of organisation. An example recently of where leadership and not adapting or taking a leadership style within an organisation, has failed is Jessops. By not adapting (using a transformational or Situational style) and understanding changes in the differing environments and f actors around them. They failed to change and develop, too many high street shops with overheads and failed to take advantage of on line services which its competitors had done (Technology).Timescales in which task or objectives are required to be met will also impact on leadership a style. A quick implementation or turn around may generally require a more directing approach to meet a short term goal. Where as a long term strategic change will require an engaging leadership style. Inspiring others to follow and buy into the vision and making this a shared vision, supporting and developing individuals while also consulting and evaluating progress, base forward together.