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People Management Week 3 Lecture : Motivation and Learning Development
People Management: Week 3
Lecture: Employee Motivation in the Fashion
Industry and learning and development
Dr Max Tookey October 2022
Content adapted from material by Dr Max Tookey and Adrian Gauchi
BSc Fashion Management | Msc Strategic Fashion Management Year 2
Session Outline: 13:10:22
* Motivation
* Break
* Learning and development
People Management Week 3 Lecture : Motivation and Learning Development
Motivation
Before we
begin….some
motivational quotes
People Management Week 3 Lecture : Motivation and Learning Development
Areas covered in lecture
Employee Engagement
Who is the engaged employee ? Variations in
People
Factors to improve Employee Engagement What is
Employee Motivation
Theory:
Intrinsic vs Extrinsic Motivation Edwin Locke’s
Goal Setting Theory
Kapferer Marketing and Maslow’s Hierarchy of needs Maslow for
Luxury Fashion
Herzberg’s Two Factor of Motivation Maslow vs
Herzberg Compared Components of total Reward
Recent studies by Babula (2014) and Pink (2020)
Towers Perrin model of Total Reward
People Management Week 3 Lecture : Motivation and Learning Development
What is Employee Motivation?
‘an individual employee’s cognitive, emotional and behavioural state
directed toward desired organisational outcomes’
(Shuck & Wollard2010)
Aperson’s degree of engagement is usually impacted by the experience
of three psychological conditions:
1. psychological meaningfulness –purpose & value
2. psychological safety –honest open environments
3. psychological availability -physical, emotional & psychological
Engagement is a mutual commitment between employee and employer
This is shown when employees going the extra mile
Engaged employee have the potential to support high performance
People Management Week 3 Lecture : Motivation and Learning Development
Employee Motivation
A motive is a reason for doing something.
Motivation is concerned with the strength and direction of behaviour
and the factors that influence people to behave in certain ways.
The term ‘motivation’ can refer variously to the goals individuals have,
the ways in which individuals chose their goals and the ways in which
others try to change their behaviour.
Well-motivated people engage in discretionary behaviour – in the
majority of roles there is scope for individuals to decide how much
effort to exert.
Such people may be self-motivated, and as long as this means they are going in the
right direction to attain what they are there to achieve, then this is the best form of
motivation. Most of us, however, need to be motivated to a greater or lesser degree.
People Management Week 3 Lecture :
Motivation and Learning Development
The engaged employee
An engaged employee is someone
‘who is aware of business context, and works closely with
colleagues to improve performance within the job for the benefit of
the organization’.
The engaged employee has
‘a distinct and unique construct that consists of cognitive,emotional,
and behavioral
components that is associated with individual
role performance”
People Management Week 3 Lecture : Motivation and Learning Development
Variations in how people are motivated
Sources
Mischel, W (1968) Personality and Assessment, Wiley, New York
Mischel, W (1981) Introduction to Personality, Holt, Rinehart and Winston, New York
People Management Week 3 Lecture : Motivation and Learning Development
Factors to improve motivation
General Factors to improve Employee Motivation:
Job Challenging Job, People have Autonomy, Variety in Job Tasks,
Feedback from customers and managers, You ‘Fit’ within the organisation,
Opportunities for Training, Progress in Personal Development,
Fair and Appropriate Rewards and Employee Recognition
1.
Factors at Strategic Level: Supportive business strategies, top management value commitment
and an effective voice for HR in strategy making and governance.
2.
Factors at Department / Functional (human resource policy) level: staffing based on
employment stabilization, investment in training and development and contingent compensation that
reinforces cooperation, participationand contribution.
3.
Factors at the Colleagues and Workplace level: selection based on high standards, broad task
design and teamwork, employee involvement in problem solving; collegues cooperation and trust.
‘ownership’of your job, security for role, good communication, leadership development / training,
developing a sense of excitement in the job, and developing various HR policy and practice
initiatives.
People Management Week 3 Lecture : Motivation and Learning Development
Motivational theories have been divided into two
distinct areas
Content Theory
WHAT motivates individuals
Maslow, Herzberg, McClelland,Alderfer
Process Theory
How to motivation – the ACTUAL PROCESSES of
motivation
Expectancy, Equity theory, Goal theory, Attribution Theory
People Management Week 3 Lecture : Motivation and Learning Development
Theory 1:: Intrinsic vs Extrinsic Motivation
Intrinsic
‘psychological’ orinternal
rewards such as respect &
recognition
Extrinsic
External factors such as
rewards & tangible benefits
People Management Week 3 Lecture : Motivation and Learning Development
Theory 1: Intrinsic vs Extrinsic Motivation – cont.
Intrinsic
‘psychological’ orinternal
rewards such as respect &
recognition
Extrinsic
External factors such as
rewards & tangible benefits
People Management Week 3 Lecture : Motivation and Learning Development
Theory 2: Process Theory, Goal Setting
(Locke and Latham, 1990)
Edwin Locke’s Goal Setting Theory focused on effective goal setting to
generate high motivation levels
A Goal is….
‘a level of performance proficiency that we wish to attain within a
specified time period’
The Goals set by Managers should have:
Clarity- should be specific & challenging
Challenge – must be attainable and time-bound
Commitment – need to be ‘owned by the employee
Feedback – timely feedback is required & measurable
Task Complexity -have the tools and skills needed & believe they can do it
People Management Week 3 Lecture : Motivation and Learning Development
Theory 2: Process Theory, Goal Setting
(Locke and Latham, 1990) – cont
People Management Week 3 Lecture : Motivation and Learning Development
Theory 3 : Maslow’s Hierarchy of needs
Theory 3: Maslow’s Hierarchy of needs – cont.
Basic theory… lacking flexibility and research evidence
It say that when a lower need is satisfied the next highest becomes dominant and the individual’s
attention is turned to satisfying this higher need. The need for self-fulfilment, however, can never be
satisfied.
Maslow thought that ‘Man (humans) is a wanting animal’; so he thought that…. only an unsatisfied
need can motivate behaviour and the this dominantneed is the prime motivator of behaviour.
Psychological development takes place as you move up the need. People change upwards.
Need can become dormant,individuals constantly return to previously satisfied needs (can go up
the down thepyramid)
Criticism of this Theory: Theory lacking flexibility and researchevidence. Theory has an apparent
rigidity… as different people may have different priorities in life…and it is difficult to accept that needs
progress steadily up the hierarchy all the time / always.
People Management Week 3 Lecture : Motivation and Learning Development
Applying Maslow’s theory to fashion!
Haute
Couture
SELF
FULFILLMENT
NEEDS
PSYCHOLOGICAL
Luxury Designer&
Premium
Middle MarketBridge
Accessible Luxury
NEEDS
Mass Marketing
Contemporary
BASIC
NEEDS
Value Market
Discount Retailers
People Management Week 3 Lecture : Motivation and Learning Development
Applying Maslow’s theory to
fashion – Kapferer (2012)
Kapferer (2012) states that the luxury strategy must strive to produce intangible added value at the
highest level possible, based on exceptionally high-quality products. The difference between
premium and luxury products are not always in the quality but in
“the magic of luxury”. (Self Actualisation level??)
The magic consists of:
• Creators with charismatic authority
• Through sumptuous communication that builds an extraordinary world..
• Through networking with transgressive artists
• Through rituals
• Through theatralization of retail.
• Through worshipping heritage and history
• Through production of excess
Source: Kapferer (2012) The new strategic brand management. P.67
People Management Week 3 Lecture : Motivation and Learning Development
Theory 4 : Herzberg’s Two Factor
HYGIENCE FACTORS
MOTIVATIONAL FACTORS
People Management Week 3 Lecture : Motivation and Learning Development
Theory 4: Herzberg’s Two Factor – cont.
A two-dimensional paradigm of factors affecting people’s attitudes about work.
HYGIENE example – company policy, supervision, interpersonal relations, working conditions, and salary
are hygiene factors rather than motivators. There is an importance of maintaining the adequacy of
hygiene factors to prevent dissatisfactionof employees. These are basic. The absence of these hygiene
factors can create job dissatisfaction ! The Hygiene factors consistently produced only shorttermchanges in job attitudes and performance, which quickly fell back to its previous level.
NOTE – Their presence does not motivate or create satisfaction! But they are essential…
MOTIVATORSExample: achievement, recognition, the work itself, responsibility, and advancement extra to the job conditions. These Motivators Factors (not Hygiene) are the strong determiners of job
satisfaction. There is an importance of making sure work is stimulating and rewarding to ensure job
satisfaction. These Motivators (satisfiers) were associated with long-term positive effects in job
performance. These are inherent to a good work ethic. Because they motivate employees they are often
called satisfiers.
People Management Week 3 Lecture : Motivation and Learning Development
Theory 4: Herzberg’s Two Factor – cont.
Hygiene factors are those job factors which are essential for there being motivation
in a workplace however, if these factors are non-existant at the workplace, then they
lead to dissatisfaction.
In other words, hygiene factors are those factors which when adequate /
reasonable in a job, pacify the employees and do not make them dissatisfied.
Hygiene factors are also called as dissatisfiers or maintenance factors as they
are required to avoid dissatisfaction. These factors describe the job environment /
scenario. The hygiene factors symbolized the physiological needs which the
individuals wanted and expected to be fulfilled.
HYGIENE Factors: Factors like company policy, supervision, interpersonal
relations, working conditions, and salary are hygiene factors rather than motivators.
People Management Week 3 Lecture : Motivation and Learning Development
Hygiene Factors
Hygiene factors include:
Pay- The pay or salary structure should be appropriate and reasonable. It must be equal
and competitive to those in the same industry in the samedomain.
Company Policies and administrative policies- The company policies should not be too
rigid. They should be fair and clear. It should include flexible working hours, dress code,
breaks, vacation, etc.
Fringe benefits- The employees should be offered health care plans (mediclaim), benefits
for the family members, employee help programmes, etc.
Physical Working conditions- The working conditions should be safe, clean and
hygienic. The work equipments should be updated and well-maintained.
Status- The employees’ status within the organization should be familiar and retained.
Interpersonal relations-The relationship of the employees with his peers, superiors and
subordinates should be appropriate and acceptable.
Job Security- The organization must provide job security to the employees.
People Management Week 3 Lecture : Motivation and Learning Development
Motivational factors
The motivators symbolized the psychological needs that were perceived as an
additional benefit. Motivational factors include:
Recognition- The employees should be praised and recognized for their
accomplishments by the managers.
Sense of achievement- The employees must have a sense of achievement. There
must be a fruit of some sort in the job.
Growth and promotional opportunities- There must be growth and advancement
opportunities in an organization to motivate the employees to perform well.
Responsibility – The employees must hold themselves responsible for the work.
The managers should give them ownership of the work. They should minimize
control but retain accountability.
Meaningfulness of the work- The work itself should be meaningful, interesting and
challenging for the employee to perform and to get motivated.
People Management Week 3 Lecture : Motivation and Learning Development
Maslow vs Herzberg
MASLOW’S
NEED HIERARCHY THEORY
BASIS FOR COMPARISON
HERZBERG’S
TWO-FACTORTHEORY
MEANING
•
Maslow’s Theory is a general
theory on motivation which
states that the urge to satisfy
needs is the most important
factor inmotivation.
•
Herzberg’s Theory on
motivationsays that there are
various factors existing at the
workplace that causes job
satisfaction ordissatisfaction.
NATURE
•
Descriptive
•
Prescriptive
RELIES ON
•
Needsand theirsatisfaction
• Reward andRecognition
ORDER OFNEEDS
•
Hierarchical
•
No sequence
CORECONCEPT
•
Unsatisfied needsstimulate
individuals.
•
Gratified needs regulate
behavior andperformance.
DIVISION
•
Growth and deficiency needs.
•
Hygiene andmotivator
factors.
MOTIVATOR
•
Unsatisfied needs
•
Only higher orderneeds
People Management Week 3 Lecture : Motivation and Learning Development
Theory 5: Components of reward (Towers and Perrin)
People Management Week 3 Lecture : Motivation and Learning Development
Theory 5 : Towers Perrin model of Total Reward
People Management Week 3 Lecture : Motivation and Learning Development
Theory 5: Towers Perrin model of
Total Reward
Organizations should always combine relational and transactional
rewards for maximum Employee Engagement and Motivation!
Theory Explanation:
The upper two quadrants – pay and benefits – represent
transactional rewards. These are financial in nature and are essential to
recruit and retain staff but can be easily copied by competitors.
The lower two quadrants – Learning and Working Environment the relational (non-fi nancial) rewards produced by the lower two
quadrants are essential to enhancing the value of the upper two
quadrants.
People Management Week 3 Lecture : Motivation and Learning Development
Contemporary research – The role of
altruism (helping others) in motivation
– applying this to the fashion industry
Some contemporary research on motivation by American
Psychologist Michael Babula (2014) suggests that an
alternative explanation for understanding motivation
derives from selflessness and altruism – where one uses
their imagination to help other people.
How can this be applied to the fashion industry?
People Management Week 3 Lecture : Motivation and Learning Development
Contemporary research – Daniel Pink:
Drive, the Surprising Truth About
What Motivates Us (2020)
People Management Week 3 Lecture : Motivation and Learning Development
So what is the key to
motivation?
In a multi-year study, researchers at the Harvard Business School
first asked 600 managers from dozens of different companies to
rank the impact of five factors that are normally associated with
motivation – recognition, incentives, support from managers and
colleagues, clear goals and a sense of makingprogress.
In this first phase of the study, recognition for good work was
ranked by managers as the most important factor in motivation
People Management Week 3 Lecture : Motivation and Learning Development
Some cases to watch in your own time :
SuperDry – Why motivated?
Herzberg and Maslow ??
What do these employees Find Rewarding ?
Sales Assistant: https://www.youtube.com/watch?v=0ZMSJEz5JAc
Superdry IT: https://www.youtube.com/watch?v=CuI1hz6hDL8
Store Manager: https://www.youtube.com/watch?v=dYLa51pycoA&t=21s
Merchandiser: https://www.youtube.com/watch?v=_kQ1J86anzo
Design: https://www.youtube.com/watch?v=zgd2S8GV2YM
People Management Week 3 Lecture : Motivation and Learning Development
Suggested reading
Eccles, J. & Wigfield, A. (2002) Motivational beliefs, values and goals, Annual Review Of Psychology, 53, 1, pp.109 132•Gagné, M. & Deci, E. (2005) Self-determination theory and work motivation, Journal of Organizational Behavior, 26,
4, pp.331-362
Guest, D.E. (2014) Employee engagement: a sceptical analysis.Journal of Organizational Effectiveness: People and
Performance. Vol 1, No 2, pp141-156
Kapferer (2012) The new strategic brand management. P.67
Kahn, W.A. (1990) Psychological conditions of personal engagement and disengagement at work, Academy of
management journal, 33(4), pp.692-724
Locke, E. A., & Latham, G. P.(1990)A theory of goal setting and task performance, Upper Saddle River, NJ: Prentice
Hall.
Macleod D, Clarke N (2009) Engaging for success: Enhancing performance through employee engagement, London,
UK: Department of Business, Innovation and Skills
Saks, A. & Gruman, J. (2014) What Do We Really KnowAbout Employee Engagement?, Human Resource
Development Quarterly, 25, 2,pp.155-182
Shuck, B. & Wollard, K. (2010) Employee engagement and HRD: A seminal review of the foundations, Human
Resource Development Review, 9(1), pp.89-110
People Management Week 3 Lecture : Motivation and Learning Development
Thank you
arts.ac.uk
Take a Break
Learning and development
in the fashion industry
Areas covered in lecture
Why learning and Development ?
Benefits and Barriers of L&D in Industry
A Systematic Training Model
Formal vs. Informal Learning
Approaches of L&D in Fashion
Skills Transfer in Fashion Retail
Technologies used in Fashion Retail Learning
Fashion Cases: LVMH, NEXT, Bulgari,
Fendi
Theory:
Kolb’s 4 Learning Styles
Honey and Mumford Learning Styles
Gardner’s Multiple Intelligences
Bandura’s Social Learning Theory
People Management Week 3 Lecture : Motivation and Learning Development
Why is learning and development important? –
cont.
The learning and Development function of HR ‘aims to
ensure that people in the organisation acquire and
develop the knowledge, skills and competencies they
need to carry out their work effectively and advance
their careers to their own benefit and that of
theorganisation.’
(Armstrong, 2012)
People Management Week 3 Lecture : Motivation and Learning Development
Why is learning and development important? – cont.
‘Learning has happened when people can demonstrate that they know something
that they did not know before (insights, realizations as well as facts) and when
they can do something they could not do before (skills).’
(Honey and Mumford, 1996)
The learning organization is one….
‘where people continually expand their capacity to create the results they
truly desire, where new and expansive patterns of thinking are nurtured,
where collective aspiration is set free, and where people are continually
learning how to learn together’. Senge, 1990
People Management Week 3 Lecture : Motivation and Learning Development
The benefits of learning and development
Improves performance –individually, team or organisationwide
Employer of choice –known for development opportunities
Operational flexibility –multi skilled employees
Improved change management knowledge
Supports managers to lead, manage & develop
Provide higher service levels
Drive organisational learning & learning culture
People Management Week 3 Lecture : Motivation and Learning Development
Some barriers to learning
LACK OF INFORMATION
TIME – busy lifestyle, parenting, work/study, commitments.
MONEY – no resources to get funding for education
APATHY AND LACK OF MOTIVATION– the status quo is fine
CULTURE – people around you and friends insist to relax
AGEISM – ‘now I’m too old for this!’
SPECIAL NEEDS– eg. Language, disabilities, travel, learningneeds
SOCIO-ECONOMIC STATUS – family not well off, rarelyeducated
LACK OF CONFIDENCE – ‘ I really don’t think I can be good in
anything’
People Management Week 3 Lecture : Motivation and Learning Development
Learning can happen both formally and informally
People Management Week 3 Lecture : Motivation and Learning Development
A Systematic Training Model
People Management Week 3 Lecture : Motivation and Learning Development
Different approaches
towards learning
and development
People Management Week 3 Lecture : Motivation and Learning Development
How skills can be transferred
in fashion Retail
In a study: “Towards Maturity 2016 –Embracing Change in the Retail
Sector” these were the skills offered by over 4 out of 5 retailbusinesses
Induction / Onboarding (100%)
Leadership and Management skills (96%)
Health and Safety(96%)
Customer handling(92%)
Company / role specific skills (92%)
Internal systems and processes (88%)
Communication / collaboration (84%)
Industry-specific mandatory training (83%)
IT user skills / digital literacy (80%)
People Management Week 3 Lecture : Motivation and Learning Development
What training methods are the most effective?
People Management Week 3 Lecture : Motivation and Learning Development
How technology is used in fashion retail
Towards Maturity 2016 –Embracing Change in the RetailSector
People Management Week 3 Lecture : Motivation and Learning Development
CASE: LVMH Initiatives
Some cases to watch in your own time on training :
for Learning
LVHM
LVMH Training Program and Work Study Programs:
1 – INSIDE LVMH Program for Students and new Employees
•
https://www.youtube.com/watch?v=brrmCQlOsI4&index=18&list=PLkbxls-CeJOvyKJCKvkLyNefm61T08c-G
•
https://www.youtube.com/watch?v=2a_njkoK7t8
2 – Work Study Programs with LVHM (in French)
https://www.youtube.com/watch?v=IwbQzS7qoQA&list=PLkbxls-CeJOvyKJCKvkLyNefm61T08c-G
3 –DARE Programs Entrepreneur and Mentoring / Ideas Exchange
https://www.youtube.com/watch?v=ORkdP8mzLFY&list=PLkbxls-CeJOvyKJCKvkLyNefm61T08c-G&index=25
People Management Week 3 Lecture : Motivation and Learning Development
Some cases to watch in your own time on training :
Bulgari/Fendi
Bulgari / Fendi – Master Classes (French / Italian)
Bulgari / Fendi
Https://www.youtube.com/watch?v=CkTTahy7_eo&index=5&list=PLkbxls-CeJOvyKJCKvkLyNefm61T08c-G
https://www.youtube.com/watch?v=RylhJH8v3e0&index=6&list=PLkbxls-CeJOvyKJCKvkLyNefm61T08c-G
People Management Week 3 Lecture : Motivation and Learning Development
Theory 1: Kolb’s 4 Learning Styles
Kolb provides one of the most useful descriptive model of the adult
employee learning process.The theory suggests that there are four
stages that follow from each others.
2 AXIS ( from …to )
FEELING – Concrete Experience: either planned or accidental
THINKING – Abstract Conceptualisation: seen as generalising from
reflection and developing hypotheses based on experience and
knowledge.
WATCHING – Reflective Observation: looking back at the experience.
DOING – Active Experimentation: Testing the concepts or ideas in new
situation.
People Management Week 3 Lecture : Motivation and Learning Development
Kolb’s Learning Styles
SOCIAL
PEOPLE
PRACTICAL
PEOPLE
CREATIVE
PEOPLE
INTELLECTUAL
PEOPLE
People Management Week 3 Lecture : Motivation and Learning Development
So there are 4 styles how employees learn… as
Kolb’s Learning Styles
people are different!
1 – ACCOMMODATIVE (SOCIAL – doing and Feeling):
Strong preference for concrete experience and active experimentation,
learning by errors. These learn by trial and error, combining the concrete
experience and experimentation.
These people are usually: Hands-on, rely on intuition and guy feeling,
so they do not like logic, are practical, try an experimental approach
with data, like new challenges, seek new experiences, apply plans
from managers to seek if it works; they rely on other for information,
data, technicalities ( a bit lazy and lost with statistics; but carry own
analysis;
Good for jobs with initiative and that require actions an doing things;
like teams; set targets; try different things to achieve targets.
People Management Week 3 Lecture : Motivation and Learning Development
Employee Learning Styles
4 styles of how employees learn – Cont.
2 – DIVERGENT (CREATIVE – feeling and watching):
Preference for concrete experiences, but to reflect on these from
different perspectives.
Such individuals have great imaginative ability, and can view a
complete situation from different viewpoints.
They are sensitive, watch rather than do, gather information and use
imagination to solve problems, ideas-generation, brainstorming, in
arts, broad cultural interests, are interested in people, work in groups,
imaginative and emotional, very open minded, and accept personal
feedback…
Usually strong in the ARTS
People Management Week 3 Lecture : Motivation and Learning Development
4 styles of how employees learn – Cont.
3 – ASSIMILATIVE (Intellectuals – watching and thinking): Indicates
that knowledge is gained by incorporating experiences into already
existing cognitive structure.
They like to create their own theoretical models and assimilate a
number of disparate observations into an overall integrated
explanation.
These like concise, direct, logical, structure approached. Ideas,
theories and concepts are important. Less focused on People (they
prefer books); learn by lectures, reading, analysis, thinking all day;
they like clear explanations, not opportunities that are practical and with
excitement, not so adventurous; know many topics and subjects
(nerds); very organized in logical format; they focus on logically sound
theories not practicalities
These are usually Fashion IT and textile technicians / sciences.
Lecturers and Professors.
People Management Week 3 Lecture : Motivation and Learning Development
4 styles of how employees learn – Cont.
4 – CONVERGENT (Practical – doing and thinking): prefer to
experiment with ideas, considering them for their practical
usefulness.
Their main concern is whether the theory works in action, thus
combiningthe abstract and experimental dimensions.
These usually like to: Solve Problems, find solutions to issues at work all
the time; They like Technical task to do; not so concerned with people;
they do not like contact and interpersonal aspect of society; find practical
uses for theories; solve problems by asking questions; prefer technical
not social aspects like IT specialist.
Some experiments are ok and like to do simulations and have practical
applications.
People Management Week 3 Lecture : Motivation and Learning Development
Kolb’s Learning Styles
People Management Week 3 Lecture : Motivation and Learning Development
Kolb’s Learning Styles – cont.
People Management Week 3 Lecture : Motivation and Learning Development
Theory 2; Honey and Mumford learning styles
1Activists who involve themselves fully withoutbias in new
experiences and revel in new challenges. No preparation, get
bored easily, Have a go at it, Just do it…
2Reflectors who stand back and observe new experiences
from different angles. They collect data, reflect on them and
then come to aconclusion.
3Theorists who adapt and apply their observations in the form
of logical theories. They tend to be perfectionists. Logical,
Rational, Analytical, Objective, Perfectionist
4Pragmatists who are keen to try out new ideas, approaches
and concepts to see if they work. Does it work in practice? Need
clear guidelines, immediate reward.
People Management Week 3 Lecture : Motivation and Learning Development
Theory 2; Honey and Mumford learning styles – cont.
People Management Week 3 Lecture : Motivation and Learning Development
Activists
Activists involve themselves fully and without bias innew experiences.
• They enjoy the here and now,and arehappy to be dominatedby immediateexperiences.
• They are open-minded, not skeptical, and this tends to make them enthusiastic about anything new.
• Theirphilosophyis: “I’ll tryanything once”.
• They tend to act first and considerthe consequencesafterwards. Their days
are filled with activity.
• They tackle problems by brainstorming.
• As soon as the excitement fromoneactivity has dieddownthey arebusylookingfor the next.
• They tend to thrive on the challenge of newexperiences but areboredwithimplementation and longerterm
consolidation.
• They are gregarious people constantly involvingthemselves withothers but, in doing so, they seek to centre all
activities aroundthemselves.
People Management Week 3 Lecture : Motivation and Learning Development
Theorists
Theorists adapt and integrate observations into complex but logically sound theories.
•
They think problems through in a vertical, step -by-step logical way.
•
They assimilate disparate facts into coherent theories.
•
They tend to be perfectionists who won’t rest easy until things are tidy and fit into a rational scheme.
They like to analyse and synthesize.
•
They are keen on basic assumptions, principles, theories models and systems thinking. Their
philosophy prizes rationality and logic. “If its logical its good.
•
Questions they frequently ask are: “Does it make sense?” “How does this fit with that?” “What are the basic
assumptions?”
•
They tend to be detached, analytical and dedicated to rational objectivity rather than anything subjective or ambiguous.
Their approach to problems is consistently logical.
•
This is their ‘mental set’ and they rigidly reject anything that doesn’t fit with it.
•
They prefer to maximise certainty and feel uncomfortable with subjective judgements, lateral thinking and anything
flippant.
People Management Week 3 Lecture : Motivation and Learning Development
Pragmatists
Pragmatists are keen on trying out ideas, theories and techniques to see if they work in practice.
They positively search out new ideas and take the first opportunity to experiment with applications.
They are the sort of people who return from courses brimming with new ideas that they want to try
out in practice.
They like to get on with things and act quickly and confidently on ideas that attract them.
They tend to be impatient with ruminating and open-ended discussions.
They are essentially practical, down to earth people who like making practical decisions and
solving problems.
They respond to problems and opportunities ‘as a challenge’.
Their philosophy is “There is always a better way” and “If it works it’s good”.
People Management Week 3 Lecture : Motivation and Learning Development
Reflectors
Reflectors like to stand back to ponder experiences and observe them from many different perspectives.
They collect data, both first hand and from others, and prefer to think about it thoroughly before
coming to a conclusion.
The thorough collection and analysis of data about experiences and events is what counts so they
tend to postpone reaching definitive conclusionsfor as long as possible.
Their philosophy is to be cautious.
They are thoughtful people who like to consider all possible angles and implications before making a
move.
They prefer to take a back seat in meetings and discussions.
They enjoy observing other people in action.
They listen to others and get the drift of the discussion before making their own points.
They tend to adopt a low profile and have a slightly distant, tolerant unruffled air about them.
When they act it is part of a wide picture which includes the past as well as the present and others’
observations as well as their own
People Management Week 3 Lecture : Motivation and Learning Development
Comparison of Kolb and
Honey and Mumford
People Management Week 3 Lecture : Motivation and Learning Development
Theory 3: Gardner – Multiple Intelligence
Verbal-Linguistic Intelligence — well-developed verbal skills and sensitivity to the sounds,
meanings and rhythms of words
Mathematical-Logical Intelligence — ability to think conceptually and abstractly, and capacity
to discern logical or numerical patterns
Musical Intelligence — ability to produce and appreciate rhythm, pitch and timbre
Visual-Spatial Intelligence — capacity to think in images and pictures, to visualize accurately
and abstractly
Bodily-Kinesthetic Intelligence — ability to control one’s body movements and to handle
objects skillfully
Interpersonal Intelligence– capacity to detect and respond appropriately to the moods,
motivations and desiresof others.
Intrapersonal Intelligence– capacity to be self-aware and in tune with inner feelings, values,
beliefs and thinkingprocesses
Naturalist Intelligence — ability to recognize and categorize plants, animals and other objects
in nature
Existential Intelligence — sensitivity and capacity to tackle deep questions about human
existence, such as the meaning of life, why do we die, and how did we get here.
People Management Week 3 Lecture : Motivation and Learning Development
Theory 4: Albert Bandura – Social
Learning Theory
Our behaviours and preferences are a product of the environment.
The reason we act and behave the way we do has been
explained in 4 simple ways:
•
•
•
•
Imitation
Identification
Reinforcement
Modelling
People Management Week 3 Lecture : Motivation and Learning Development
Imitation in Social Learning Theory
This is simply copying behaviour
and is the fastest type of learning in
humans.
This behaviour may be imitated
because it is seen as rewarding.
Thus the rewards stop and the
behaviour too ceases.
People Management Week 3 Lecture : Motivation and Learning Development
Imitation in Social Learning Theory –
the Bobo Doll experiment
Bandura and his colleagues set up an
experiment where children observed
adults hit a large inflatable doll
(the Bobo Doll). The experiment
demonstrated that specific behaviours
can be learned through observationand
imitation. The link below shows full details
of the experiment.

This experiment had implications for behaviour in the workplace. This experiment
confirms that people who see aggression also need to witness an intervention to
aggression to learn that an organization does not welcome this behaviour in theirwork
environment – thus showing that effective leadership can intervene to stop
organisational aggression and abuse.
Without a leadership intervention, workplace bullying could continue to occur in
any line of work (including the fashion industry).
People Management Week 3 Lecture : Motivation and Learning Development
Identification in Social Learning Theory
An individual desires to be like a specific model
or part of a social group because they possess
qualities they view as rewarding, i.e.
attractiveness or status. An individual
experiences a form of attachment to them and
aspires to be like them. Unlike imitation,
identification implies some form of relationship
between the imitator and the imitated.
People Management Week 3 Lecture : Motivation and Learning Development
Reinforcement in Social Learning Theory
This is direct learning – Our behaviour is strengthened
(repeated/not repeated) due to a particular response (i.e.
reward/punishment)
Rewards can be Internal (feelings) andexternal (materialistic)
Positive R–A behaviour is followed by something pleasant
Negative –A behaviour is followed by the removal something
unpleasant
Punishment – The likelihood of a behaviour is reducedwhen
followed by something unpleasant.
Could you think of any real life examples from your own
experiences where this has happened to you?
People Management Week 3 Lecture : Motivation and Learning Development
Vicarious Reinforcement
This is indirect learning
We copy someone’s behaviour because of the
particular outcome it had for that person.
Thus, we learn from observing otherpeoples
experiences
Can you think of any examples of this with
regard to how you have learnt to undertake a
particular task?
People Management Week 3 Lecture : Motivation and Learning Development
Modelling in Social Learning Theory
Copying the behaviours of a chosen person – a ‘role model’
depends on a number of important factors.
The usual role models for a boy is his father and a girl her mother.
But of course, people have more than one role model – these can
be celebrities or people who might have an influential role in your
life.
Maccoby and Jacklin (1974) referred to this process as selfsocialisation because the learning does not depend on the need
for direct reinforcement from other people.
This is where COGNITIVE FACTORS come into place. People
actively seek out and decide who they want to be like for various
reasons.
People Management Week 3 Lecture : Motivation and Learning Development
Suggested reading
BIBLIOGRAPHY
Baldwin-Evans, K. (2007) The future of organisational learning, Industrial and
Commercial Training, Vol. 39 Iss 6 pp.299-306
Bandura, A. (2003). Observational learning. In J. H. Byrne (Ed.), Encyclopedia of learning
and memory. (2nd ed., pp. 482-484). New York:Macmillan.
Cox, E.,Bachkirova, T. & Clutterbuck D. (2014). Theoretical Traditions and Coaching
Genres. Advances in Developing Human Resources, 16(2), 139-160
Curado, C. (2006) Organisational learning and organisational design, The Learning
Organization, Vol.13, Iss 1, pp.25-48
D’Souza, D. (2016) ‘The fragmented workforce’, Training Journal, pp.2-326
Knipfer, K., Kump, B., Wessel, D. & Cress, U. (2013) Reflection as a catalyst for
organisational learning, Studies in Continuing Education, 35:1,pp.30-48
Santa, M. (2015) Learning organisation review –a “good” theory perspective, The
Learning Organization, Vol. 22 Iss 5 pp.242-270
People Management Week 3 Lecture : Motivation and Learning Developmentc
Friday: Seminar: Motivation and Learning and development
Motivation
Recap and the session ahead
Class quiz on motivation in the fashion industry
Class discussion: motivation and morale
Learning and development in the fashion industry
Recap and the session ahead
Exploring fashion brands – L and D programmes activity
Class discussion: Learning styles
What is your learning style – class activity
Class discussion: Goal setting and employability
Employability planning and goal setting activity
Seminar summary
The week ahead
People Management Week 3 Lecture : Motivation and Learning Development
People Management Week 3 Lecture : Motivation and Learning Development
Thank you
arts.ac.uk
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code to record your attendance
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2
People Management Week 2 Lecture 1: Organisational culture and C.A.F
People Management:
Organisational culture and the
Creative Attributes Framework
Dr Max Tookey October 2022 | Content adapted from material by Dr Max Tookey and
Adrian Gauchi
Bsc Fashion Management | Msc Strategic Fashion Management Year 2
Session Outline 06/10/22
■
Organisational Culture
■
Break
■
The Creative Attributes Framework
People Management Week 2 Lecture 1: Organisational culture and C.A.F
Organisational culture
Overview of lecture on Corporate Culture
An examination of what culture is – characteristics and definitions
An overview of five theories of culture (Organisational Iceberg,
Schein’s Layered Model, the Competing Values Framework, the
Cultural Web, Handy’s Model of Organisational Culture)
Culture from a functional and root metaphor perspective
Organisational climate
People Management Week 2 Lecture 1: Organisational culture and C.A.F
What is organisational Culture?
Attempts to explain behaviour within organizations.
Attempts to account for differences among organizations.
Culture provides a lens through which its members interpret, interact
with, and make sense ofreality
Focuses on VALUES, ATTITUDES, and BELIEFS of members of
organisations.
Description of how members of a group live in “their world” together
Culture helps to explain patterns of behaviour and thought that
characterize individuals and the group.
Culture is important for aspects like: Employee Engagement,
Performance, Job Satisfaction, Retention, Wellbeing, Teamwork,
Facing challenges
People Management Week 2 Lecture 1: Organisational culture and C.A.F
Three common characteristics of Culture:
Culture is SHARED
Frameworksof understanding and interpretingorganizational phenomena
Culture is INTANGIBLE
Consists of values, assumptions, norms, and frameworks
Culture AFFECTS HUMAN BEHAVIOR
Construction of human interaction that affects and is affected by the
behavior of all members of the organization
Culture involved COMMUNICATIVECREATIONS
cultures are created, sustained and influenced by and through human
interaction
Culture has a HISTORICAL ELEMENT – which emerges and develop over
time.
People Management Week 2 Lecture 1: Organisational culture and C.A.F
Edgar Schein’s interpretation of culture
Schein (2010):
‘a pattern of shared basic assumptions learned by a group as it solved
its problems of external adaptations and internal integration, which
has worked well enough to be considered valid and, therefore, to be
taught to new members as the correct way to perceive, think, and feel
in relation to those problems.’
Culture is…. “the deeper level of basic assumptions and beliefs that
are shared by membersof an organisation, that operate unconsciously
and define in a basic “taken for granted” fashion an organisation’sview
of its self and its environment.”
• Edgar Schein on Corporate Culture:

People Management Week 2 Lecture 1: Organisational culture and C.A.F
” Anyone who has spent time with any variety of organisations… will
have been struck by the differing atmospheres, the differing ways of
doing things, and the differing levels of energy and synergy, of
individual freedom, of kinds of personality…..”
Handy, 1993
Definitions
of corporate “Just as individuals in a (National) culture can have different
personalities while sharing much in common, so too with the groups
culture
and organisation that many employees workin……”
Morgan, 1993
” The collective programming of the mind which distinguishes the
members of one human group from another. Culture, in this sense,
includes systems of values; and values are among the building blocks
of culture. Culture can be more often a source of conflict than of
synergy. Cultural differences are a nuisance at best and often a
disaster.
Geert Hofstede, 1998
People Management Week 2 Lecture 1: Organisational culture and C.A.F
What can help Culture?
Characteristics of a positive work culture
Employee Fit is important
Involve employees at every step
Create a sense of safety & wellbeing
Trust in your employees
Employees should have a voice
Keep revisiting and evolving culture
Culture develops if interests align
Engaged employees have values in their voices
Culture positively influences potential employees
Culture doesn’t have to be ping-pong tables & free beer
People Management Week 2 Lecture 1: Organisational culture and C.A.F
Implications (of culture) on people
Recognising that
change is normal
Creative,
innovative
Close relationships
with customers
Opportunistic
(in a good
way)
Belonging,
ownership
Sharing information
and knowledge
Celebrate
success
‘Can-do’
‘Work is fun’
Achievement
Self-confident
but realistic
Continual
learning
Close relationships
with staff
Measured
risk taking
Close relationships
with suppliers
People Management Week 2 Lecture 1: Organisational culture and C.A.F
What do these pictures illustrate about
working culture?
How would you characterise
the culture at LCF?
People Management Week 2 Lecture 1: Organisational culture and C.A.F
Which Fashion Brand
?
People Management Week 2 Lecture 1: Organisational culture and C.A.F
Theory 1:
Organisation Iceberg
(Hall, 1976)
Visible: (20%)
Strategy, Structures, Policies, Annual
reports, Uniforms, Desks, Office Layout,
Store Decorations, Punctuality,Corporate /
Laidback, Managers Presentation,
Advertising, Posters, Building, Offices,
Applications forms, Interview Panels etc.
Not visible:(80%)
Comprises of cultures hidden elements.
Examples: Beliefs, Traditions, Values,
Stories, Feelings, Norms. These are more
structural, embedded and stronger to resist
change.
People Management Week 2 Lecture 1: Organisational culture and C.A.F
Theory 2 – Edgar Schein’s Model of Organisational Culture (1980)
1
ARTEFACTS: Things that can
be directly observed
▪ Annual reports
2
▪ Cleanliness of the facilities
▪ Design and ambienceof the
premises and facilities
▪ Punctuality or lateness
3
▪ Other things that are
observable and are produced
by the culture
Schein, E.H. (2017) Organizational culture and leadership, 5th edn. John Wiley & Sons (eBook)
People Management Week 2 Lecture 1: Organisational culture and C.A.F
Theory:
Theory 2 – Edgar Schein’s Model of Organisational
Culture – cont.
Schein’s Model
•
Values
–
–
1
–
•
2
often written down
statements about purpose, mission,
objectives
usually general/vague
(e.g. Service to the Community)
Beliefs
–
–
more specific
usually overt/talked about
(e.g. the company should not trade with Iraq)
Taken-for-granted assumptions
3
–
–
–
this is the real “core” of culture
difficult to identify and explain
often linked to the raison d’etre of the
organisation
(e.g. police forces are needed to catch
criminals)
People Management Week 2 Lecture 1: Organisational culture and C.A.F
Theory 3 – Competing Values
Theory: Competing Values
Framework (Cameron and Rohrbaugh, 1983) Framework
External
Internal
Flexibility
Control
19
People Management Week 2 Lecture 1: Organisational culture and C.A.F
Theory 3 – Competing Values
Framework (Cameron and Rohrbaugh, 1983)
cont.
Adhocracy
• Shared values & goals
• Cohesion
• Participative
• Individuality
• “We-ness”
Hierarchy
• Innovative
• Pioneering
• Entrepreneurship
• Creativity
• “Cutting edge”
Market
• Rules
• Specialization
• Meritocracy
• Hierarchy
• Separate ownership
• Impersonality
• Accountability
• Transactions
• External constituencies
• Market Mechanisms
• Profitability
• Market strength
• Market niches
• Customer bases
Stability and Control
External
Internal Focus and Integration
Clan
External Focus and Differentiation
Internal
Flexibility and Discretion
Control
People Management Week 2 Lecture 1: Organisational culture and C.A.F
Theory 3 – Competing Values Framework
(Cameron and Rohrbaugh, 1983) cont.
CLAN: Internal focus & flexibility
‘Family’: friendly
ADHOCRACY:External focus & flexibility
Dynamic, entrepreneurial, creative
Leader type: father, mentor
Leader type: innovator, entrepreneur
Communication, commitment,development
Innovation, agility,transformation
Theory = High commitment and solidarity
Theory = Innovativeness, growth and creativity
produce effectiveness
HIERARCHY : Internal focus & stability
MARKET: External focus & stability
❑ Formal attitude, structure, procedures
❑ Result orientated,competitive
❑ Leader type: coordinator, organizer
❑ Leader type: hard-driver, demanding
❑ Efficiency, reliability, timeliness, consistency
❑ Market share, goal achievement, profitability
❑ Theory = Goal achievement, market share,
❑ Theory = Efficiency, timeliness and consistency
produce effectiveness
numbers produceeffectiveness
People Management Week 2 Lecture 1: Organisational culture and C.A.F
Theory 3 – Competing Values Framework
(Cameron and Rohrbaugh, 1983) cont.
People Management Week 2 Lecture 1: Organisational culture and C.A.F
Theory 3 – Competing Values Framework
(Cameron and Rohrbaugh, 1983)
cont.
People Management Week 2 Lecture 1: Organisational culture and C.A.F
Examples of different types of culture using the CVF
CLAN: Internal focus & Family, flexibility
ADHOCRACY:External focus & flexibility
HIERARCHY : Internal focus & stability, leader
MARKET: External focus & stability
❑ Result orientated,competitive
People Management Week 2 Lecture 1: Organisational culture and C.A.F
Theory 4 : The Cultural Web
(Johnson and Scholes, 1999)
People Management Week 2 Lecture 1: Organisational culture and C.A.F
Key elements of the cultural web
This cultural web paradigm is the set of assumptions about the organisation which is held in common
and taken for granted in the organisation
• The routine ways that members of the organisation behave towards each other, and
that link different parts of the organisation. These are the “way we do things around
here” which at their best lubricate the working of the organisation, and may provide a
distinctive and beneficial organisational competency.
• The rituals of organisational life, such as training programmes, promotion and
assessment point to what is important in the organisation, reinforce “the way we do
things around here” and signal what is especially valued
• The formal organisational structure, or the more informal ways in which the
organisations work are likely to reflect power structures, department, managerial
aspects and, again, delineate important relationships and emphasise what is important in
the organisation.
People Management Week 2 Lecture 1: Organisational culture and C.A.F
Key elements of the cultural web – cont.
• The stories told by members of the organisation to each other, the gossip, the
adjectives to people, the “Have you heard what happened ?”, what you tell to
outsiders, Thing you say to new recruits and so on, embed the present in its
organisational history and flag up important events and personalities, as well as
mavericks who “deviate from the norm”.
• Other symbolic (symbols) aspects of organisations such as logos, offices, cars and
titles; or the type of language and terminology commonly used: these symbols become a
shorthand representation of organisation
• The formalised control systems, measurements and reward, recruitment,
disciplinary, scheduling, systems that monitor and therefore emphasise what is
important in the organisation.
• The Power structures are the most important managers, who is influential, who is the
owner – these people are most associated with core assumptions and beliefs about
what is important.
People Management Week 2 Lecture 1: Organisational culture and C.A.F
Theory 5 –
(1996)
People Management Week 2 Lecture 1: Organisational culture and C.A.F
Did you know……..
Cultural can have a functional role – where we relate to
the cultural value of a product or service (Schein, 1980)
– such as Apple products!
Or..
Cultural can be seen from a root metaphor perspective,
where culture is seen as expressive forms and
manifestations of human consciousness within an
organisation (Smirich, 1992)
People Management Week 2 Lecture 1: Organisational culture and C.A.F
Organizational Climate (James and Jones, 1978, et al)
How members feel about the
organization.
Comes from shared perceptions and
attitudes about the organization’s
daily functioning.
Generally, a short-term experience,
depending on a network of
personalities in an organization –
metaphorically like the weather!
Changes as people come and go.
People Management Week 2 Lecture 1: Organisational culture and C.A.F
Suggested reading
Giorgi, S., Lockwood, C. & Glynn M.A. 2015 ‘The Many Faces of Culture: Making Sense of 30 Years of Research
on Culture in Organization Studies’, The Academy of Management Annals, 9:1, pp.1-54
Hatch , M. J. (1993) ‘The dynamics of organizational culture’, Academy of Management Review, 18, 4, pp.657693 Hofstede, G.J. (2015) ‘Culture’s causes: the next challenge’, Cross Cultural Management, Vol. 22, Iss4,
pp.545-569
James, L.R. and Jones, A.P., (1978) “Organisational climate: A review of theory and research,”
Pettigrew, A.M. (1979) ’On Studying Organizational Cultures’, Administrative Science Quarterly, 24, 4, pp. 570581 Psychological Bulletin, 81.12 , pp781 – 813.
Schein, E.H. (2017) Organizational culture and leadership, 5th edn. John Wiley & Sons (eBook)
Tate, S 2017, ‘Set up for success: 7 practical steps to get your organisational culture right’,Governance
Directions, 69, 3, pp. 155-160
Traphagan, J 2017, ‘We’re Thinking About Organizational Culture All Wrong’,Harvard Business Review Digital
Articles, pp. 2-4
Ulrich, D. & Brockbank, W. (2016) ‘Creating a winning culture: next step for leading HR professional’, Strategic
HR Review, Vol. 15, Iss2, pp. 51-56
Why Organizational Culture Is The Most Powerful, Practical Tool For Impact And What To Do About It -Forbes
Jun 2017
Wibbeke, E.S. and McArthur, S. (2014) Global Business Leadership 2nd edn. Abingdon: Routledge (eBook)
People Management Week 2 Lecture 1: Organisational culture and C.A.F
Thank you
arts.ac.uk
Take a Break
What is the Creative Attributes Framework?
The Creative Attributes Framework (CAF) demonstrates how, through the curriculum, UAL
empower students and graduates to develop ethical and wide-ranging qualities, abilities
and behaviours to prepare for the future and sustain a rewarding professional life.
CAF helps you Identify your SKILLS.
CAF helps to go freelance within the creative industries andbeyond.
CAF helps to articulate and connect the curriculum to professional practice,
demonstrating – e.g. During Interview /Networking events.
CAF helps students continuously develop and prepare for their future.
CAF framework is divided into three capacities each of which is underpinned by three
attributes.
These attributes are in turn demonstrated through practices, skills, behaviours and
abilities
People Management Week 2 Lecture 1: Organisational culture and C.A.F
What are attributes?
A quality or characteristic that someone
has.
Is sometimes described as behaviours
or skills that a person has.
People Management Week 2 Lecture 1: Organisational culture and C.A.F
What are creative attributes?
A quality or characteristic that someone
has for the CREATIVE INDUSTRY.
Is sometimes described as behaviours
or skills that a person has for the
CREATIVE INDUSTRY
People Management Week 2 Lecture 1: Organisational culture and C.A.F
What are creative attributes? – cont.
Is sometimes described as behaviours or
soft skills that a person has.
Is sometimes described as an approach
or mind-set.
People Management Week 2 Lecture 1: Organisational culture and C.A.F
What are creative attributes? – cont.
Skills are something you have learnt how to
do.
Attributes reflect the way you go about doing
things.
People Management Week 2 Lecture 1: Organisational culture and C.A.F
Proactivity – the initiative,
Communication – the skills
Curiosity – the
hard work and passionrequired
to make things happen in
society, in the community, and
in the workplace.
needed to presentthemselves,
their work and their ideas, to
inspire others andrespond
to feedback.
enthusiasm to seek out new
perspectives,
to create and buildon
existing knowledge.
Enterprise – the mindset
Connectivity – the ability
to collaborate with others,
create networks and develop
and contribute to
communities ofpractice.
Self-efficacy – confidence
that takes measured risks and
that perceives and creates
opportunities, and the
resourcefulness to pursue
these opportunities in anethical
and sustainable way.
Agility – the ability to
embrace rapid changeand
retain an openmind.
Storytelling
in their abilities, and theability
to respond positively in
various situations.
Resilience – thewillingness
– the abilityto
demonstrate theirunique
talents, abilities and
experiences to others in an
engaging manner.
to adapt and remain
motivated, overcome
obstacles, and deal with
ambiguity, uncertainty,
and rejection.
People Management Week 2 Lecture 1: Organisational culture and C.A.F
Part 1 – Making Things Happen
People Management Week 2 Lecture 1: Organisational culture and C.A.F
2 – Showcasing
Part 2 – Showcasing
abilities Abilities
3 – Navigating Change
Part 3 – Navigating change
People Management Week 2 Lecture 1: Organisational culture and C.A.F
Where are they mentioned?
•
•
•
•
•
•
Job adverts
CVs
Personal statements
Interviews
Referees/references
Course/unit
handbooks
• Reflective statements
People Management Week 2 Lecture 1: Organisational culture and C.A.F
Examples CAF – Job adverts
Entry Level Social Media& MarketingAssistant
Skills and experience
The ideal candidate:
• Must show initiative- We are a small and busy team, therefore it is
essential that staff can prioritise their own time and workload without
the need to be micro- managed.
• Will be creative and willing to think outside of the box.
• Will be organised – you’ll be carrying out a number of different tasks that
you’ll be expected to keep on top of. Candidates should be able to
organise themselves and said tasks efficiently.
• Must demonstrate outstanding communication skills both written and
verbal
• Knowledge of key analytic tools (suchas Instagraminsights,Google
analytics) a bonus.
• An understanding of SEO advantageous
• Must be proficient in all Microsoft programmes (Excel, Word).
People Management Week 2 Lecture 1: Organisational culture and C.A.F
Examples CAF – Job adverts
Entry Level Social Media& MarketingAssistant
Skills andexperience
The ideal candidate:
• Must show initiative – (Proactivity) We are a small and busy team,
(Connectivity) therefore it is essential that staff can prioritise their own
time and workload without the need to be micro-managed (Resilient).
• Will be creative and willing to think outside of the box (Curiosity).
• Will be organised- you’ll be carrying out a number of different tasks that
you’ll be expected to keep on top of. (Agility) Candidates should be able to
organise themselves and said tasksefficiently (Self-Efficacy).
• Must demonstrateoutstandingcommunicationskills bothwritten and verbal
(Communication).
• Knowledge of keyanalytic tools (suchas Instagram insights,Google
analytics) a bonus.
• An understanding of SEO advantageous (Enterprise).
• Must be proficient in all Microsoft programmes (Excel, Word).
People Management Week 2 Lecture 1: Organisational culture and C.A.F
Self Reflection
Element 1: An individual career planning portfolio comprising THREE tasks – (30%)
Think about how you
will incorporate
different elements
of the C.A.F into
this task.
You will be required to submit a portfolio of evidence to show you have engaged
with the employability sessions and the knowledge you have gained to improve your
skills and presentations of yourself to the fashion industry. Your portfolio must
contain the following THREE tasks and must be submitted as ONE document on
Moodle:
1.
Your updated CV: This should be recently updated and relevant to your career
aspirations. It must be a maximum of ONE page. You must submit the CV on
Page 1 of the portfolio.
2.
Your updated LinkedIn Profile: This profile will be created as a ‘live’ LinkedIn
profile. You need to show you have learned from and engaged fully with the
LinkedIn learning on creating a profile and professional branding guidance given
in this Unit. You must submit the Web link / URL on Page 2 of the portfolio.
3.
A Reflective Text (750 words) on your learning in this career planning sessions:
Firstly, you will reflect on and evaluate your learning about employability skills
in these the seminar sessions, and also reflect on you your own personal
achievements to date. Secondly, you will reflect on your future and set some
personal goals/objectives to help you improve your employability within
industry. In this reflection, you must refer to the Creative Attributes Framework
and use and apply at least two appropriate academic models such as SWOT,
SMART, Circle of Influence, Kolb’s Learning Cycle or Gibbs Reflective Cycle. You
must submit this reflective essay from Page 3 of your submission.
People Management Week 2 Lecture 1: Organisational culture and C.A.F
The importance of reflection
•
•
•
•
MODELS FOR REFLECTION
➢ CAF – Compulsory!
➢ Gibbs
➢ Circle of Concern
➢ SWOT
➢ Change Curve
➢ SMART-ER
➢ KPI and SKA
➢ 3 A’s
The concept of reflection
Why reflection is important
How to write a reflection
Useful models of reflection
Questions from Yr1 reflection:
1. What was difficult about writing this reflection for
Intro To? What was easy?
2. What do you wish you’d done differently in Year 1?
People Management Week 2 Lecture 1: Organisational culture and C.A.F
Reflective Writing Hints
• Use the first person – you can say ‘I’ because you are the
subject of your own reflection.
• Use reflective tools to anchor / structure yourthinking
• Have a clear structure (as explained in UHB).
• Apply the Models to Yourself
• Be specific, give examples and evidence for your
comments.
• Harvard reference resources – Use Cite Them Right
2
People Management Week 2 Lecture 1: Organisational
culture and C.A.F
Reflecting on experience
John Dewey (1859-1952): American philosopher,
psychologist, and educational reformer. Founder of
the philosophical movement known aspragmatism.
So really it is all
about thinking
o
People Management Week 2 Lecture 1: Organisational culture and C.A.F
REFLECTION MODEL C.A.F
(compulsory)
You must refer to the C.A.F in your assignment
Proactivity – the initiative,
Communication – the skills
Curiosity – the
hard work and passionrequired
to make things happen in
society, in the community, and
in the workplace.
needed to presentthemselves,
their work and their ideas, to
inspire others andrespond
to feedback.
enthusiasm to seek out new
perspectives,
to create and buildon
existing knowledge.
Enterprise – the mindset
Connectivity – the ability
to collaborate with others,
create networks and develop
and contribute to
communities ofpractice.
Self-efficacy – confidence
that takes measured risks and
that perceives and creates
opportunities, and the
resourcefulness to pursue
these opportunities in anethical
and sustainable way.
Agility – the ability to
embrace rapid changeand
retain an openmind.
Storytelling – the abilityto
demonstrate theirunique
talents, abilities and
experiences to others in an
engaging manner.
in their abilities, and theability
to respond positively in
various situations.
Resilience – thewillingness
to adapt and remain
motivated, overcome
obstacles, and deal with
ambiguity, uncertainty,
and rejection.
People Management Week 2 Lecture 1: Organisational culture and C.A.F
REFLECTION MODEL
Gibbs
GIBBS Reflective Cylce
People Management Week 2 Lecture 1: Organisational culture and C.A.F
Using Gibbs’s reflective cycle
What happened
Action Plan:if
it happened
again, what
wouldyou do?
What
happened?
(i.e.inyour
learning)
FILL INHERE
How did I feel about it?
Analysis: positives / negatives
What else
could you
have done?
(Seeing
alternatives)
Emotions:how
did you feel
aboutit?
Analysis:
positivesand
negatives,
makingsense
of events
What could I have done differently?
Action Plan: what would I do
differently ifit happens again
30
Application Example
People Management Week 2 Lecture 1: Organisational culture and C.A.F
Application of Gibbs model
People Management Week 2 Lecture 1: Organisational culture and C.A.F
REFLECTION MODEL
Circle of Concern
Model – The Circle of Concern (Covey, 1989)
This is about the approach you take to issues,and
reflecting on what you can do to influence things
➢ What are you concerned about?
➢ Can you do anything about it?
➢ Think about what you can influence
➢Do not take into the outer circle anything
without considering all options available
➢ So you have to narrow your focus
Let’s think of an example ….
(Covey’sCircles of Concernand Influence 1994)
The Circle of Concern
Example:
CONCERN: I don’t understand about reflective writing
QUESTION: What can I do about that? (to influence my understanding)?
CONSIDER: Xxxxx
IS IT THE ANSWER? Will that help my understanding of reflective writing? How
will I know?
CONCLUSION: consider your concerns and reflect on how you can bring them
Into the circle of influence, ie what you can do to minimise concern and maximise
influence
(Covey’sCircles of Concernand Influence 1994)
People Management Week 2 Lecture 1: Organisational culture and C.A.F
REFLECTION MODEL
SWOT
Model – SWOT
A SWOT model can often be superficial:
• Note internal andexternal
• How do youknow?
– Relate to JohariWindow
– Relate to industryenvironment/ job research
•
•
•
•
Relate S with O
Relate W with O
Relate T to S and O
How can W be reducedand what S can you use to achieve that?
• And then relate all this to the Action Plan so you can move forward
People Management Week 2 Lecture 1: Organisational culture and C.A.F
Application of SWOT model
People Management Week 2 Lecture 1: Organisational culture and C.A.F
REFLECTION MODEL
Change Curve
(Kubler-Ross, 1964)
People Management Week 2 Lecture 1: Organisational culture and C.A.F
REFLECTION MODEL
JOHARI WINDOW
Johari Window (Luft and Ingham, 1955)
YouMUST get feedbackfrom others in order to achieve a successful Johari Window
People Management Week 2 Lecture 1: Organisational culture and C.A.F
REFLECTION MODEL
SMART-ER
Tools for Reflection: SMART-ER objectives
Make your goals in learning SMART-ER
•
Specific – e.g. ‘I will try to use the library and read more’ is too broad. It I better to think, ‘I will read these specific
books’.
•
Measurable – check your progress against quantifiable questions (e.g. what books will you read, and how many
sections or chapters, how many notes will you take? How will you know when you have completed the reading you
set out to achieve?)
•
Achievable – set goals which add or change to what you are already doing and that you can reasonably reach
(e.g. a specific chapter, not the whole book orbooks).
•
Realistic – you must be able to reach your objectives through the effort you put it (e.g. again, not all the books in the
library ) and something you believe you can accomplish (e.g. in relation to how quickly you feel you can read and take
notes).
•
Time bound –make a schedule with a start and end point to monitor progress.
•
Evaluate – your goals regularly and adjust them in the light of new information and learning experiences,
availability of resources and other circumstances in your learning.
•
Review – review/reflect on the whole process and then set new SMARTER objects.
People Management Week 2 Lecture 1: Organisational culture and C.A.F
Adapted from Doran (1981), Yemm(2012)
REFLECTION MODEL
KPI’s
Key Performance Indicators
People Management Week 2 Lecture 1: Organisational culture and C.A.F
REFLECTION MODEL
Turning KPI’s into 3A’s
Turning KPIs into “3As”
People Management Week 2 Lecture 1: Organisational culture and C.A.F
Application of the “3 As” model
People Management Week 2 Lecture 1: Organisational culture and C.A.F
Application of the “3As” model
People Management Week 2 Lecture 1: Organisational culture and C.A.F
CONCLUSION AND
REFLECTIONS
Draw upon your experience
Evaluate your
own role inyour
learning
experience
Use your
evaluation to
draw lessonsfor
the future
Makeinferences
and identify
implications
(generate
insight)
Adapted from
Williams et al,
2012,p13.
People Management Week 2 Lecture 1: Organisational culture and C.A.F
What to avoid when reflecting
• Avoid very descriptive or chronological
accounts of events, or simply reporting session
content.
• Avoid emotional accounts. Feelings are valid(and
you are, of course, in control of what you choose
to share), but keep it relevant.
• Avoid accounts of learning experiences that put
blame on other people or systems.
• REMEMBER- Reflection is about you and your
own role in yourlearning.
People Management Week 2 Lecture 1: Organisational culture and C.A.F
Friday: Seminar: Exploring Organisational Culture
via CAF
• Introduction: Last week recap and the session ahead
• Lecture Recap Class Quiz: Organisational Culture within
the Fashion Industry and CAF
• CAF Activity
• Seminar summary
• The week ahead • Unit Leader Open Office Hour
People Management Week 2 Lecture 1: Organisational culture and C.A.F
People Management Week 2 Lecture 1: Organisational culture and C.A.F
Thank you
arts.ac.uk

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