Comply With, To

Something which must be followed and is not a choice. Failure to comply with a requirement could lead to legal action being taken against an individual or organisation, if for they example, they have not complied with regulatory requirements, or disciplinary action for an employee where they have not complied with a reasonable instruction from an employer.

  Conflict Management

The process of identifying, reducing, limiting and eliminating disagreements and disputes which negatively impact relations between individuals and / or teams. The aim is to resolve issues before they arise by being aware of trigger points or to resolve and mitigate issues in an efficient, balanced and reasonable way to provide an outcome which is acceptable to all parties involved. The Thomas-Kilmann Conflict Mode Instrument identifies five styles of managing conflict: accommodating, avoiding, collaborating, competing and compromising.

  Conflict Resolution

The process of aiming to solve a conflict, which may typically be a problem which has arisen from a disagreement, a dislike of something or someone, a strong difference of opinion, or similar, between two or more parties. Involving and actively engaging affected parties is essential if a successful outcome addressing most or all of the problem or problems, which is mutually acceptable to all parties, is to be agreed. If underlying issues are not adequately resolved, but essentially suppressed by reluctant agreement from one or more parties then this is only storing up problems for the future,

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  Constructive Criticism

Feedback which aims to offer advice, guidance and observations on the performance and behaviour of an individual, team or organisation. The purpose is to provide positive and considered feedback, which is supportive and empathetic, so that the recipient can reflect and improve on their performance and/or behaviour, without feeling embarrassed or offended by the feedback. There can sometimes be a fine line between constructive criticism and negative or destructive feedback.

  Contracting, Listening, Exploring, Action, Review

A 5-stage coaching model which is often abbreviated to CLEAR, that can be used to help employees create ideas to help solve a work problem, to improve a work process or to help create more engaged and committed employees. Line managers will want to ensure optimum work performance is being delivered by staff and this coaching model is suitable for the motivation, mentoring and development of staff and can often be a short session, readily incorporated into a working day. This model can also help develop the skills of managers in being able to get the best from employees. The first stage

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  Cultural Dimensions

A theory of how a society’s culture preference (not an individual’s cultural preference) can influence the behaviours and values of its members. This was originally developed by Geert Hofstede whilst at IBM during the late 1960s and early 1970s using four dimensions but increased to six following collaboration with other researchers. This model can be of use to help organisations better understand cultural differences when operating across national boundaries. The six dimensions of culture to the model, which are used to better understand the cultural differences which can exist between nation

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  Cultural Web

A model, developed by Gerry Johnson and Kevan Scholes in 1992, which describes the culture of an organisation using six interconnected elements (essentially a network or interconnected web) and which can then be used to change the culture of the organisation. 1. Stories. The history and people of the organisation. 2. Symbols. The visuals of the organisation and its employees, which includes business attire, logos, web site, offices, cars and vans, etc. 3. Rituals and routines. Behaviour and expectations of employees. 4. Organisational structure. Management hierarchy and authority of roles

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  Daily Decision-Making

A ground's manager has to be proactive in making operational decisions every morning at the start of each working day. Good forward planning will help to lay the foundation for improved decision making, but this still needs to be managed according to what might arise on the day. Decision making has to respond to routinely, or even continually, moving goalposts, so a ground’s manager will need to possess a good range of soft skills to deliver the desired service required from an employer. There are several key factors that can influence the decision of what needs to be carried out during the da

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  Decision Making [2]

An action which is made from considering options. A decision can be made in several ways, including, consensus, voting, leader's choice, team choice, scoring, best fit, use of a decision support system, or other means. The decision is often preceded by a problem solving, or similar process, to help provide potential solutions and choices from which a decision is made.

  Delegation

The act of allocating work, often by a line manager, to others whilst giving them a defined degree of decision-making in carrying out the task. For example, the actual equipment used and/or the sequence of activities needed to achieve the work outcome may be delegated to an individual or team, so the manager steps away from this activity, but the manager would still be responsible for the work. The person, or team to which the decision making has been delegated will be accountable to the manager for their actions, but the manager, in turn will also be accountable for their decision in delegati

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