Cipd Level 5 Dpp
5DPP – Part 1
Developing Professional Practice
CIPD Diploma in HRM Level 5
As an associate member of the CIPD, I am a skilled HR Advisor who is able to manage my time effectively, lead a team, and manage relationships at peer level, as well as at senior levels.
My experience at ReCh Management Centre has allowed me to put theories into practice, and based on the ambitious plans for accelerated growth and increased profitability planned for the next six months, I feel that my projection will reflect my applied knowledge.
When managing people, McGregor’s model, indicated below, shows to styles of management. Theory X is directive, whereas Theory Y is enabling, and looks at employee engagement/ teamwork in order to achieve the Organisational objective.
Although we would be inclined to assume that Theory Y is always best practice, and that is my natural management style, Theory X also has advantages. As Theory X is very ‘top down’, this style can be used when decisions need to be made in a short space or time, with no time for collaborative working. The decision is then cascaded to the teams for immediate effect. This sounds ineffective, however if as an organisation we practice Theory Y as the ‘norm’, when Theory X is practiced staff would be more receptive to the change.
Within the realms of practicing the McGregor Theory Y Management style. French and Raven’s Five Sources of Power (1960) is important to understand, as this could aid in problem solving, negotiating and persuading and cross functional collaboration. Leadership influence depends on the type of power that the Leader can exercise over others.
Reward Power – perception that the Leader has the ability and resources to obtain rewards for those who comply with directives
Coercive Power – based on fear and the employee’s perception that the Leader has the ability to punish
Legitimate Power – based on a perception that the Leader has the right because of their position within the
Developing Professional Practice
CIPD Diploma in HRM Level 5
As an associate member of the CIPD, I am a skilled HR Advisor who is able to manage my time effectively, lead a team, and manage relationships at peer level, as well as at senior levels.
My experience at ReCh Management Centre has allowed me to put theories into practice, and based on the ambitious plans for accelerated growth and increased profitability planned for the next six months, I feel that my projection will reflect my applied knowledge.
When managing people, McGregor’s model, indicated below, shows to styles of management. Theory X is directive, whereas Theory Y is enabling, and looks at employee engagement/ teamwork in order to achieve the Organisational objective.
Although we would be inclined to assume that Theory Y is always best practice, and that is my natural management style, Theory X also has advantages. As Theory X is very ‘top down’, this style can be used when decisions need to be made in a short space or time, with no time for collaborative working. The decision is then cascaded to the teams for immediate effect. This sounds ineffective, however if as an organisation we practice Theory Y as the ‘norm’, when Theory X is practiced staff would be more receptive to the change.
Within the realms of practicing the McGregor Theory Y Management style. French and Raven’s Five Sources of Power (1960) is important to understand, as this could aid in problem solving, negotiating and persuading and cross functional collaboration. Leadership influence depends on the type of power that the Leader can exercise over others.
Reward Power – perception that the Leader has the ability and resources to obtain rewards for those who comply with directives
Coercive Power – based on fear and the employee’s perception that the Leader has the ability to punish
Legitimate Power – based on a perception that the Leader has the right because of their position within the
References: Egolf, Donald B Ph.D. (2001). Forming, Storming, Norming, Performing. Lincoln: Writers Club Press. Mullins, Laurie (2010). Management and organisational behaviour. 9th Ed. London: Pearson Education Ltd. 399. http://www.mindtools.com/brainstm.html http://www.kent.ac.uk/careers/sk/persuading.htm http://en.wikipedia.org/wiki/File:Project_development_stages.jpg http://www.businessballs.com/herzberg.htm http://www.businessballs.com/tuckmanformingstormingnormingperforming.htm