This Charter formally sets out the principles and practice of management at One World Action, and complements the formal policies and procedures agreed between One World Action and ACTS. The Charter is based on the Standards of the Management Charter Initiative (MCI), established in 1989. The aim of the Charter is to make transparent to all staff at One World Action what you should expect from your managers
All staff at One World Action have a right to:
Expect managers to manage according to this Charter and to the agreed policies, procedures and standards of One World Action
An annual appraisal
One-to-one time (a “bilat”) with their line manager on a regular basis, and at least monthly unless exceptional circumstances prevent
An agreed individual workplan
Continuity between bilats through setting and review of action points
The professional function of management at One World Action is based on these principles:
Respecting and embracing the diversity of thought and perspective represented by all at One World Action
Promoting regular participation in a spirit of mutual respect and cooperation
People at all levels are an integral part of decision-making
Involvement of the trade union in decision-making is valued
Developing a culture of openness to raise opinions
Promoting leadership behaviour that encourages openness
Managers at One World Action will:
Manage themselves and their time effectively
Create effective working relationships
Contribute to the development of teams and individuals
Manage meetings according to the formal organisational standards
Provide clear guidance on organisational values and acceptable practice
Encourage and stimulate others to make the best use of their abilities
Use power and authority in a fair and equitable manner
Give equal opportunities to all those who have the necessary ability or potential, to take on delegated responsibility and authority
Provide advice and support only so far as is necessary to allow progress to be maintained and to enable people to work autonomously
Deal effectively and without prejudice with poor performance
Show respect for the views and actions of others
Show sensitivity to the needs and feelings of others
Keep others informed about plans and progress
Make time available to support others
Take time to explain the bigger picture, and give context for decisions
When managing themselves, managers will:
accept personal comments or criticism without becoming defensive
remain calm in difficult or uncertain situations
minimise unhelpful interruptions to, and digressions from, planned work
obtain feedback from relevant people and use it to enhance own performance in the future
When managing performance, managers will:
set objectives which are both achievable and challenging
provide feedback designed to improve people's future performance
treat all feedback to individuals and teams confidentially
promptly identify poor performance and bring it directly to the attention of the team member concerned
discuss poor performance issues with the team member at a time and place appropriate to the type, seriousness and complexity of the problem
When taking decisions, managers will:
show integrity and fairness in decision-making
reconcile and make use of a variety of perspectives
take decisions which are realistic for the situation
Focus on facts, problems and solutions in an emotional situation.
take decisions which are realistic for the situation
When dealing with conflict, managers will
clarify the types of behaviour which are acceptable within the working environment, consistent with the values of One World Action
discuss issues frankly and openly
provide appropriate opportunities for team members to discuss problemswhich directly or indirectly affect their work
take action promptly to deal with conflict between team members
resolve conflicts in a way thatminimises disruption to work and discord between team members
resolve any disagreements in a constructive way
act in a consistent way
say no to unreasonable requests
state own position and views clearly in conflict situations
When communicating, managers will:
listen actively, ask questions, clarify points and rephrase others' statements to check mutual understanding
identify the information needs of listeners
adopt communication styles appropriate to listeners and situations, including selecting an appropriate time and place
December 2003
