Root Cause Analysis

A method of solving a problem by aiming to get the underlining issue, i.e. the root cause, which is creating the problem.

  Salancik Motivation Theory

A lesser known contributor to motivational theory is Gerald R. Salancik. This takes a different approach called Resource Dependent Theory and is relevant to the modern workplace. Salancik sees the social environment, which is the management (also referred to as 'social control') of the interaction and interdependence between employees and resources; this can have a significant influence on decisions and motivation of a work force.

  Self-Awareness

The ability to know your strengths and weaknesses, whether skills, knowledge or behaviours, so as to help improve and develop your character and capabilities. There can be two aspects to this: internal self-awareness, which is how the individual perceives their various strengths and weaknesses, and external self-awareness, which is how the individual perceives the view of someone else. Aiming to understand both aspects of self-awareness can help to adjust behaviours to be more empathetic to others, improve approachability and working relations, and provide a helpful basis for career development.

  Situational Leadership

A theory developed by Hersey and Blanchard which proposed that leadership to be effective will result from adapting leadership styles to meet the needs of the task in achieving the desired outcome; they are adapting to the situation. The leadership style to adopt is based on behaviours of delegating, participating, selling or telling and also the maturity (skills) levels of the employees, these being classed as High, Medium (2 grades) or Low.

  Skills Scan

An assessment of an individual's skills, knowledge and behaviours, as well as experience of a role / criteria, with this latter feature being especially relevant for a job role. A skills scan includes capturing the current abilities of an individual to help identify strengths, areas for improvement and areas for where new learning can take place. This can be used for a range of purposes, including: • Helping an individual to decide if a potential qualification is right for them, being used to direct them to a more appropriate qualification where it isn't suitable, oft

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  Social Networking

A way for individuals and organisations to be connected, typically by electronic means, with their local community through engagement and mutual agreement.

  Subject, Scaling, Target identification, Emotion, Perception, Plan and pace, Adapt or act

A six-stage coaching model, often abbreviated to STEPPA, with sometimes the ‘Plan and pace’ stage being separated out as two separate stages. This is a useful coaching model for gaining the emotional commitment of a coachee. 1. Define the subject matter which is to be explored. This avoids going off on a tangent. 2. Define the aim of the session, which will be within the defined subject identified in stage 1. Use SMART statements. 3. Engage the coachee to gain emotional commitment. Ensure there is ‘buy-in’ by the coachee. 4. Explore the bigger picture helping the coachee to understand

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  Substitute; Combine; Adapt; Modify (also Magnify and Minify); Put to another use; Eliminate; Reverse (also Rearrange)

This is an idea generation and problem-solving technique which can be used as part of a continuous improvement cycle for a process or product. Another use is for helping the innovation process by challenging the current way of doing things or of not accepting products as they are, helping to explore new opportunities for development. You address each of the terms in turn, with some examples being given below: • Substitute: What part of the product or process can be substituted? Is it just the change of a name or term to help better understanding and reduce ambiguity? Can the shape be substitu

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  Succession Planning

A process undertaken primarily for leadership roles, however, with a rapidly changing working environment and where staff turnover might be high, especially within more specialised roles, consideration should be given to ensuring large gaps do not appear in organisational effectiveness when an individual leaves an employer. Improving the capability of employees, through continuous training and development, can help mitigate such situations until the vacated role is filled or reviewed. Developing individuals to potentially step into other roles, especially management roles, will form an important aspect of succession planning.

  Supervision

A process which involves supporting, guiding and observing others. A supervisor may be responsible for the daily operational management of workers or may be supervising the work outcomes to ensure procedures are followed, but if management issues, especially personnel issues, arose then this would be overseen by a manager. An example might be an assistant head position, whereby there is a requirement to supervise others in ensuring work programmes are carried out, yet the grounds manager is the person accountable for the behaviours and productivity of staff.