ILM Level 3 Award in Leadership and Management (City & Guilds)

A fully online distance learning programme, accredited by the ILM (Institute of Leadership and Management). All ILM qualifications are awarded by The City and Guilds of London Institute which was founded in 1878 and is incorporated by Royal Charter. It is the correct choice if you have some management experience as a team leader or line manager, and will help you rise up the ranks.

The qualifications are made up of a wide range of units covering core management skills – such as understanding how to organise and delegate – plus skills in communication, team leadership, change, innovation and managing people and relationships. This flexibility in unit choice allows the qualifications to be tailored to meet the needs of the individual and employer. For full details on the modules that we offer click on the 'Course Module Details' tab above.

The Level 3 Award in Leadership and Management is ideal for individuals who have management responsibilities but no formal training, and are serious about developing their abilities. They particularly support practising team leaders seeking to move up to the next level of management, and managers who need to lead people through organisational change, budget cuts, or other pressures.

Awards are bite-sized qualifications that will give you in-depth knowledge of a specific, narrow subject area. You will gain key leadership and management skills to put into practice in your job role, plus an officially recognised level 3 UK qualification.

Assessment - tutor-marked assignments
Tutor support - on-demand, via email, telephone, and video call
Induction - up to one hour sessions with a tutor to discuss unit choice and initial assessment
Average course length - six weeks per unit*
Registration Period - three years

*Please note this is advisory.

To view an extensive Q&A with our head specialist ILM tutor, Ashley Lloyd, click here.

Module Details - How Will It Work?

To achieve the L3 Award, you need to complete a minimum of 2 units, consisting of a minimum of 6 credits. With UniCourse, after you have achieved 6-9 credits, you will then be asked if you wish to claim your Award. Alternatively, you may wish to take the opportunity to earn more credits, therefore studying further units, up to a maximum of 12 credits, to be charged separately. If you would like to achieve more than 12 credits, you may wish to consider the Certificate or Diploma.

300 - Solving Problems and Making Decisions - Credits: 2

The aim of this unit is to enable you to examine the tools and techniques required and present opportunities for you to practice the necessary skills in your workplace.

As a first-line manager, you will be actively involved in the processes of making decisions and solving problems. Certainly, becoming adept in the processes is a sure way to increase the efficiency and effectiveness of both yourself and your organisation. What is for certain is that in organisations, people that solve problems and consistently make good decisions do well! Much of your success in solving problems and making decisions is about the proper application of tools and techniques.
Through your reading and application of the concepts in this unit, you will become familiar with the processes of making decisions and solving problems.
Becoming adept in the processes is a sure way to increase the efficiency and effectiveness of both yourself and your workplace. Solving problems and making decisions are essential skills that with the insight you now have will become easier and easier with practice.

301 - Understanding Innovation and Change in Organisation - Credits: 2

This unit introduces you to the concept of innovation and change and explores how to implement change within the workplace efficiently and effectively.
To understand change and therefore to be able to successfully plan and implement change in the workplace, managers need to be aware of the different types of change, the origins of change, and the way in which people react to and cope with change.

Change is often necessary and important so that a company remains relevant and continues to deliver viable solutions to a growing customer base. But, while a company and its executives may recognize the need for change management, employees may be resistant since change can be hard and uncomfortable. New ideas and innovations have always been important drivers for organisational growth. In an increasingly fast-paced global economy, an organisation’s ability to innovate for competitive advantage can mean the difference between survival and extinction. Interestingly, breakthrough innovations are more likely to occur when market conditions are tough, and resources are limited.

Successfully leading and managing change is not one single skill; it is a range of skills – all of which can be learned. Understanding the business environment, how change will impact on all aspects of it, and what will be required to reach the new state is one side. Understanding people, how they react to change, and how to coach them successfully through the transition process is the other. It is in applying this mix of skills that leaders bring about lasting, transformational change.

302 - Planning Change in the Workplace - Credits: 2

This unit introduces you to the concept of change and explores how to implement change within the workplace efficiently and effectively.

To understand change and therefore to be able to successfully plan and implement change in the workplace, managers need to be aware of the different types of change, the origins of change, and the way in which people react to and cope with change. Successfully leading and managing change is not one single skill; it is a range of skills – all of which can be learned. Understanding the business environment, how change will impact all aspects of it, and what will be required to reach the new state is one side. Understanding people, how they react to change, and how to coach them successfully through the transition process is the other. It is in applying this mix of skills that leaders bring about lasting, transformational change. Change is often necessary and important so that a company remains relevant and continues to deliver viable solutions to a growing customer base. But, while a company and its executives may recognize the need for change management, employees may be resistant since change can be hard and uncomfortable.

303 - Planning and Allocating Work - Credits: 2

The aim of this unit is to explore options on how to plan and allocate work as required by a practising or potential first line manager.

Setting objectives is an essential part of planning. Delegation is a key skill for any leader or manager. It can help you manage your time, stay in control of your workload, and empower others. Management will need to ensure monitoring and control techniques in order to check the objectives have been met. Using methods of corrective and remedial actions for underperformance to support the team.

304 - Writing for business - Credits: 1

The aim of this unit is to allow the learner to write for business as required by a practising or potential first line manager.

You will produce a piece of business writing that satisfies an organisation’s business writing conventions. Learn how to use effective and appropriate tone, language, and level of formality to meet specified standards. This unit requires you to Incorporate basic statistics and visual material in the content or in an appendix.

305 - Contributing to Innovation and Creativity in the Workplace - Credits: 2

The aim of the unit is to build an understanding of the principles of innovation. To be able to identify the different environments which both hinder and encourage innovation. The drivers behind innovation and the different types of innovation and the importance of encouraging creative thinking within the workplace.

New ideas and innovations have always been important drivers for organisational growth. In an increasingly fast-paced global economy, an organisation’s ability to innovate for competitive advantage can mean the difference between survival and extinction. Interestingly, breakthrough innovations are more likely to occur when market conditions are tough, and resources are limited.

306 - Understanding Customer Service Standards and Requirements - Credits: 2

307 - Giving Briefings and Making Presentations - Credits: 2

The aim of this unit is to examine the tools and techniques required to construct and deliver a professional presentation.

Giving a briefing or speech is something that many leaders and managers are required to do. It can, however, strike fear into the heart of even the most confident and seasoned presenter. Whenever you give a briefing, it is important that your message is clear, your ideas are transparent, your delivery is confident, and the overall impression is professional. Preparing a professional presentation will allow for an effective briefing.

Dale Carneigie in his 1945 work 'Public speaking and Influencing [people] in Business' made the now widely accepted assertion that those looking to impress at work and to accelerate their careers should practice public speaking. The simple rationale is that it is an essential skill and that there is no substitute for practice - i.e. just doing it. And through practice, it becomes much easier.

The manager's role will invariably involve making presentations. What is for sure is that in organisations, people that speak and present well, do well! Much of the success of a presentation is about the application of tools and techniques.

308 - Understanding Leadership - Credits: 2

This unit will enable you to explore and, for the more experienced middle manager, refresh your understanding of the significance of leadership and will enable you to assess your own leadership capability and performance.

The effectiveness of leadership within an organisation is pivotal to the success or otherwise of the organisation. Developing a deep understanding of your leadership capability will provide a basis for you to develop your capabilities and competence as a leader to meet the demands of today and into the future.

You will be expected to take the theories introduced and apply them to workplace situations and experiences, offering critical analysis and recommendations for improvements. Fundamentally, you will need to consider the 'why' and 'so what' questions when examining the various issues. Beyond that, you will be expected to analyse the applicability of models, concepts, and theories to your leadership and your workplace and offer critique of the assertions associated with them.

309 - Understand How to Establish an Effective Team - Credits: 1

310 - Understanding How to Motivate to Improve Performance - Credits: 2

This unit explores motivation and performance and looks at the behavioural characteristics of well-motivated employees. You will investigate how to increase motivation and consider what demotivates people and how you might prevent or reduce de-motivators in the workplace.

Leaders have a crucial role to play in motivating others to perform to the best of their abilities. Here we provide an overview of what you need to know about this complex subject, from key motivation models and theories to best practice advice for motivating others. We also look at the relationship between motivation and employee engagement and consider how the psychological contract can help leaders to ensure their employees are motivated and engaged. The role of the management team and the managers employed within an organisation are pivotal to the success or otherwise of the organisation. Within all organisations there are different levels of management, demanding managers possess or acquire different skill sets to be effective in the role, and, crucially, different organisational configurations that reflect either the culture of the organisation or the work being carried out.

311 - Developing Yourself and Others - Credits: 2

This unit is designed for anyone who is ready to take the necessary steps towards learning and growth. It is also a guide for leaders and managers on how to support the development of their team members. This unit, and the tasks within it, will introduce you to principles and practices associated with managing personal development and will enable you to tackle your own development confidently and efficiently. The exercises/assignment will require you to consider theories and models that align with each topic but, importantly, you will be expected to make parallels with your own experience of personal development in the workplace.

Employers are increasingly aware of the importance of investing in their staff and often have structures and processes in place to provide opportunities for the training and development of their employees. Managers also need to take personal responsibility for renewing and updating their skills and knowledge throughout their working lives. Personal development is a continuous lifelong process of nurturing, shaping, and improving skills and knowledge to ensure maximum effectiveness and ongoing employability. Performance management is vital to the success of all organisations, regardless of their size, industry sector, or internal culture. Each organisation should design a performance management system to suit its specific needs. Above all, the approach should aim to align strategic, department, and individual objectives. Furthermore, performance management should be as simple as possible, command visible, involvement from senior management, and be implemented consistently across the organisation.

312 - Understanding Conflict Management in the Workplace - Credits: 1

The unit allows you to gain knowledge and understanding of managing conflict and supporting individuals as required by a practising or potential first line manager.

Conflict is an inevitable part of work. We have all been in or seen situations where people with different goals and needs have clashed and we’ve all witnessed the often intense personal animosity that can result. Conflict is not necessarily a bad thing. Conflict resolution, done effectively, can also eliminate many hidden problems that it brought to the surface. One of the most effective strategies for managing conflict is to prevent it from arising in the first place. Through good communication, potential sources of conflict can be addressed before they have the chance to escalate, limiting any negative impact on morale or productivity.

313 - Understanding Stress Management in the Workplace - Credits: 1

314 - Understanding Discipline in the Workplace - Credits: 1

315 - Understanding Recruitment and Selection of New Staff in the Workplace - Credits: 2

This unit's main focus is to develop knowledge and understanding of recruitment and selection as required by a practising or potential first line manager.

Effective recruitment, selection, and induction are fundamental to the successful functioning of your organisation. As a manager, you have an important role to play in implementing or supporting these processes effectively. This unit provides an overview of key recruitment, selection, and induction processes and considers some of the challenges facing the managers of today.

316 - Understanding the Induction of New Staff in the Workplace - Credits: 1

This unit aims to develop knowledge and understanding of induction as required by a practising or potential first line manager.

All organisations, big or small, should have a well-considered induction programme that provides a new employee with a positive experience of the organisation. It should provide all the information that new employees need, without overwhelming or diverting them from the essential process of integrating into their team. The length and nature of the induction process depends on the type of the role, the background of the employee, and the size and nature of the organisation. One size does not fit all, and a standardised induction course is unlikely to achieve its aims.

317 - Understanding Training and Coaching in the Workplace - Credits: 2

This unit will allow you to explore Training and Coaching as both promote self-reliance, self-confidence, self-awareness, and learning for individuals.

They are effective methods of development, as learners learn more than 60% of skills from ‘direct association with peers and colleagues. Person-to-person learning such as coaching and mentoring has been quoted as having the highest transfer of knowledge. So long as the correct coach/mentor is chosen, multiple alleged benefits exist for the client and at the same time, the coach/mentor often benefits as much from the relationship as the individuals they support, as does the organisation.

Coaching and Mentoring both play a vital role in the human resource development of an organisation. All individuals need supervision and support at various stages of their life whether if it is about their performance and efficiency or career and effectiveness. The ultimate goal is development must be there or else they will lose their morale which will result in the decrease of their efficiency and effectiveness. So, at periodical intervals, coaching and mentoring should be provided to the staff of an organisation which will benefit the employee as well as the entity too.

318 - Understanding Quality Management in the Workplace - Credits: 2

319 - Understanding Organising and Delegating in the Workplace - Credits: 1

The aim of this unit is to develop knowledge and understanding of organising and delegating in the workplace as required by a practising or potential first line manager.

Delegation allows you to share some of your work and responsibilities with your team members, and it is an important skill for managing, organising and developing your team. Goals, targets and objectives help us focus on the purpose of our endeavours, i.e. the outcomes, results or achievements. They are an essential management tool and are key to ensuring progress and personal fulfilment. This unit looks at the importance of planning the team’s work to achieve objectives. You will explore concepts of delegation and empowerment and ways to monitor the outcomes.

320 - Managing Workplace Projects - Credits: 2

321 - Understanding Health and Safety in the Workplace - Credits: 2

This unit enables you to examine health and safety and risk management in your workplace. To do this you need to think about what might cause harm to people and decide whether you are taking reasonable steps to prevent that harm.

Health and Safety (H&S) is evident in all organisations and has been put in place to help prevent people from being harmed by work activities or becoming ill due to the workplace. Its aim is to aid the organisations in identifying hazards and taking the right precautions which would result in the provision of a satisfactory working environment. A good risk management strategy will help ease some of the tension associated with planning for the unknown. Here, we outline the various stages of risk management. This process is known as risk assessment and it is something you are required by law to carry out.

322 - Understand the Organisation and its Context - Credits: 2

323 - Understanding Performance Management - Credits: 2

This unit allows you to research how performance management is vital to the success of all organisations, regardless of their size, industry sector, or internal culture.

Each organisation should design a performance management system to suit its specific needs. Above all, the approach should aim to align strategic, department, and individual objectives. Furthermore, performance management should be as simple as possible, command visible, involvement from senior management, and be implemented consistently across the organisation.

Performance management is one of the most hotly debated areas of management thought, more importantly how to achieve an effective performance management programme. This is largely because employee performance is recognised as the backbone of organisational success. A well-executed performance management framework can encourage the development of a high-performance culture and provide a clear link between individual goals and organisational objectives. This unit outlines the evolution of contemporary performance management and examines some of its most influential models and concepts. It also considers the critical link between individual and organisational performance and looks at how different performance management tools can be combined to create an effective performance management system.

324 - Understanding Costs and Budgets in an Organisation - Credits: 1

325 - Understanding How to Manage the Efficient Use of Materials and Equipment - Credits: 2

326 - Understanding the Communication Process in the Workplace - Credits: 2

This unit allows you to investigate the importance of the Communication process in an organisation.

It introduces you to the challenges of management communication: key skills are examined that will enable you to confidently tackle this element of your role or future role as a manager. Communication is essential in day-to-day life, in order for an organisation to be successful, organisations have to understand the importance of using the correct communication channels to pass information on. The challenges will require you to consider theories that align with each topic but, importantly, you will be expected to make parallels with your own experience in the workplace, which will help in ensuring that you communicate effectively.

327 - Understanding Negotiation and Networking in the Workplace - Credits: 1

328 - Understand How to Lead Effective Meetings - Credits: 2

This unit will provide you with guidance on effective planning and preparation for a meeting, the importance of visual aids, and the value of achievable actions being completed following a meeting. As with so many things in life and work, the better prepared you are, the more impact you are likely to have in any meeting.

Your team will look to you to help them make sense of wider organisational communications, and to understand the implications for the team as a whole. It is important to confirm what has been discussed and agreed, and to make a commitment about what the next steps will be. As a group, decide who will take responsibility to deliver specific actions, ensuring that everyone is clear about their roles and the timescales involved.

Leading meetings is an important aspect of a manager’s role. Whether your meetings are formal and structured, or informal and flexible. Meetings that lack direction or fail to deliver outcomes are a waste of everyone’s valuable time. It is therefore essential that the meetings you lead are well planned, focused, and result in real action. Action planning following a meeting can assist in following up efficiently on items that have been discussed. Completed actions will also allow attendees to feel that the meeting has been effective.

329 - Understanding Workplace Information Systems - Credits: 1

330 - Understanding Marketing for Managers - Credits: 1

This unit is designed to develop basic knowledge and understanding of marketing as required by a practising or potential first line manager.

Marketing put simply is about putting the right product in the right place, at the right price, at the right time. Sounds simple, no? Well, not always. There are so many factors you need to consider when marketing a product or service. And, if you get just one element wrong, it can be a disaster for your whole campaign. While you will learn the underpinning theories and frameworks, you will also be able to relate these to real-world examples, including products/services that you encounter in their own daily lives.

331 - Understanding Support Services Operations in an Organisation - Credits: 3

332 - Understanding Sustainability and Environmental Issues in an Organisation - Credits: 3

333 - Understanding Procurement and Supplier Management in the Workplace - Credits: 2

334 - Understanding and Developing Relationships in the Workplace - Credits: 2

The main aim of this unit is to develop knowledge and understanding of managing and developing relationships in the workplace.

There is a growing recognition amongst organisations and individuals that sharing knowledge (whether formally or informally) can have positive benefits. These can include saving time and effort, learning from others’ experiences to find better solutions more quickly, developing deeper understanding, and improving skills. Many organisations are now facilitating opportunities for employees to learn from each other, making the most of networking and collaborative tools that foster social interaction for learning.
You know what your colleagues and customers want from you. But how do you know if you're meeting those expectations? In this unit, you will investigate the importance of knowing what customers, colleagues, key stakeholders, and relevant others in the workplace require.

335 - Understand How to Manage Contracts and Contractors in the Workplace - Credits: 2

336 - Understanding Incident Management and Disaster Recovery in the Workplace - Credits: 2

337 - Understanding Security Measures in the Workplace - Credits: 2

338 - Understanding How to Manage Remote Workers - Credits: 2

The aim of this unit is to enable you to understand the basics of the management of people of an organisation who work remotely.

Traditionally, the approach to managing the team focused on those colleagues who are physically located with you, but these days a manager may be responsible for managing people who they see infrequently.

‘Remote Workers’ have always existed, but modern technology has made remote working much more practical. In the team there may be:
• Job-sharers
• People at remote locations
• Home workers
• Staff out on the road
• Night/weekend shift workers
• Virtual teams.

339 - Understanding Good Practice in Workplace Coaching - Credits: 3

This unit will enable you to understand good practice in workplace coaching.

Coaching plays a vital role in the human resource development of an organisation. All individuals need supervision and support at various stages of their life whether if it is about their performance and efficiency or career and effectiveness. The ultimate goal is development must be there or else they will lose their morale which will result in the decrease of their efficiency and effectiveness. They are effective methods of development, as learners learn more than 60% of skills from ‘direct association with peers and colleagues. Person-to-person learning such as coaching and mentoring has been quoted as having the highest transfer of knowledge. So long as the correct coach/mentor is chosen, multiple alleged benefits exist for the client and at the same time, the coach/mentor often benefits as much from the relationship as the individuals they support, as does the organisation.

340 - Understanding Good Practice in Workplace Mentoring - Credits: 3

The aim of this unit is to enable learners to understand good practice in workplace mentoring. This unit will allow you to explore Mentoring so as to promote self-reliance, self-confidence, self-awareness, and learning for individuals.

Mentoring is a human development activity, in which a person known as a mentor, possesses good knowledge and experience shares it with another person called mentee who is having less knowledge and expertise to help him out in the development of his/her career, improving his self-esteem, enhancing productivity, etc. It is all about general development and psychological well-being of a person. Mentoring can be provided either by a person outside the organisation or an individual who is within the organisation. It provides encouragement, insight, and counselling to the protege for the development of his career. The relationship between the parties is considered as mentorship, which is a long-term informal one. The mentor may include a teacher, guide, adviser, consultant, host, counsellor, etc. The main purpose behind mentoring is to provide open and face-to-face communication between the mentor and mentee to help an employee to attain social & emotional maturity and effectiveness.

341 - Leading and Motivating a Team Effectively - Credits: 2

This unit provides an overview of what you need to know about this subject, from key motivation models and theories to best practice advice for motivating others.

Leaders have a crucial role to play in motivating others to perform to the best of their abilities. You will also look at the relationship between motivation and employee engagement, and consider how the psychological contract can help leaders to ensure their employees are motivated and engaged. The role of the management team and the managers employed within an organisation are pivotal to the success or otherwise of the organisation. Within all organisations there are different levels of management, demanding managers possess or acquire different skill sets to be effective in the role, and, crucially, different organisational configurations that reflect either the culture of the organisation or the work being carried out. Understanding the management role and the roles middle managers are typically required to undertake will enable you to develop your capabilities as a manager to meet the demands of today and tomorrow.

342 - Developing Own Leadership Capability Using Action Learning (Diploma only) - Credits: 10

The aim of this unit is to enable learners to participate actively in an action learning set to help them develop their leadership capability. Action Learning is a powerful approach for working on difficult problems in professional practice and helps set standards for good practice in organisational learning. This unit is especially geared to learning and personal development at the professional and managerial levels.

343 - Understanding Mental Health in the Workplace - Credits: 2

Entry Requirements - How Do I Apply?

There are no formal entry qualifications needed to gain entry onto this course. The Level 3 Award in Leadership and Management is ideal for individuals who have management responsibilities but no formal training, and are serious about developing their abilities. They particularly support practising team leaders seeking to move up to the next level of management, and managers who need to lead people through organisational change, budget cuts, or other pressures.

Payment Plans

Once you have applied and have been accepted onto the course, you can use the form below to pay for your course in full (£449).

Alternatively, we offer a deposit scheme that allows you to pay a £149 deposit, followed by 2 or 3 consecutive monthly payments to pay off the remaining £300, interest-free and without the need to take out credit. To take advantage of this offer, please call us on 0151 236 1982.

Please note that the £449 price is for between 6-9 credits. If you wish to progress further and earn more units (up to 12 within the Award), please contact your tutor for details on pricing.

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Progression - What Can I Do After My Course?

Once you complete the necessary 6-9 credits to submit for certification with ILM, you will have the following options:

Submit your certification and take a well-earned break!

Take the opportunity to broaden your knowledge and skills base by earning further credits on the Award before submitting for certification.

Go onto the Certificate or Diploma. You will be able to use the credits you have earned on the Award and or Certificate as RPL (Recognition of Prior Learning). To learn more about the differences between the Award, Certificate, and Diploma, click here.

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