Graduate diploma - The Chartered Institute of Purchasing and Supply

4.3 Critically evaluate styles
for leading and managing
strategic change within
the purchasing function
• Crainer’s seven skills
required for managing
change
• The importance of
stakeholder involvement
• Principal methods of
consultation and
engagement of
purchasing’s stakeholders,
and the role of
communication as a
vehicle to assist the
change process
• Methods of resolving
conflict with stakeholders.
4.4 Assess how to delegate
responsibility effectively
for the implementation of
change within a
purchasing function
• What is meant by
delegation
• The requisite leadership
behaviours that enable
effective delegation within
purchasing
• Link to Hersey’s model of
situational leadership
• Process of delegation,
monitoring and feedback
• Developing appropriate
rewards and recognition
associated with the
successful delivery of
delegated activities
• How a leader might take
corrective action and redirect
activities that have
previously been delegated.
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4.5 Evaluate the forces and
barriers to change and
determine what needs to
be done to develop and
assist change
• Why many change
programmes fail (Kotter)
• How individuals personally
respond to change (Kubler-
Ross)
• Forcefield analysis (Lewin)
• The principal barriers to
effective change and the
mitigating actions required
to overcome resistance
(Kotter and Schlesinger).
4.6 Evaluate how to negotiate
effectively in difficult
leadership and
management situations
• The term industrial
relations and the contexts
in which such relations are
appropriate
• When and how the
purchasing function may
become involved in IR
situations
• How to approach an IR
negotiation and the key
differences from a
commercial negotiation.