PROGRAMME MANAGEMENT

PLEASE READ THROUGH THE QUESTION, RESEARCH AND ANSWER ACCURATELY

CASE STUDY

Scenario:

You are responsible for leading a programme focused on improving the pass rate of Grade 12 learners in a community. Recognising that this intervention is complex and requires plenty of problem-solving, you assemble a team with diverse skills and expertise to help you implement, monitor, and evaluate this programme. An important aspect of the programme is engaging meaningfully with the teachers in the community, as they are arguably the most important stakeholders.

During implementation, you realise that the programme is proving to be more challenging than you anticipated. One output involves ensuring that teachers have the requisite expertise to teach students the subject matter. This involves evaluating the teachers' competency and providing training where necessary. However, some of the teachers, most notably the mathematics teachers, are opposed to this idea. Some are concerned that such an assessment would expose a lack of content knowledge and have negative consequences for their careers. Reinhard, the team member responsible for this output, possesses in-depth knowledge of mathematics. While having teaching experience, Reinhard is relatively inexperienced with adult learners - especially ones who are resistant to the assessments.

Fatima, who is responsible for securing a deal with a textbook publisher, informs you that the programme needs to find another way of securing the long-term teaching resources. Fatima reports that the publishers have been extremely difficult to negotiate with and that she does not see them as a viable partner. You suspect that her difficulty is partly due to her new position and unfamiliarity with the team. She has never been part of these negotiations before. You recognise that the publishers are likely difficult to work with, but you are not ready to give them up as a partner. There is no time to look for alternative partners, and starting negotiations over with the publisher seems unviable. Fatima needs to keep trying.

Fortunately, not all the team members lack experience. In particular, Anjola is responsible for managing a set of activities. She is a reliable and effective employee, and will likely become a programme manager in future. You trust her abilities and judgement, so you assign responsibility for another output to her. This will be the first time she has this much responsibility. You need to provide her with guidance about her new responsibilities and how her work integrates into the rest of the programme, but you are confident that she has the expertise and the drive to succeed.

You have gotten to know the abilities and nuances of the team members. You realise that no single leadership approach is effective for such a diverse group of people and you decide to use a leadership approach that would best suit the individuals you are leading.

Note:

Use the Ken Blanchard Situational Leadership II (SLII) model when answering the questions.

QUESTION 1 (250 WORDS)

Address the following questions in your response:

• What Situational Leadership II approach would you use for Reinhard, Fatima, and Anjola?
• What considerations informed your choice of leadership style in each case?

(250 WORDS)

Please Research and Answer Correctly

Please Strictly Stick to the Word Limit