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

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 - 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 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

This 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 a 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

200 - Develop Yourself as a Team Leader - Credits: 1

201 - Improving Performance of the Work Team - Credits: 1

This unit outlines organisational performance and looks at how different performance management tools can be combined to create an effective performance management system.

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.

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.

202 - Planning and Monitoring Work - Credits: 2

203 - Developing the Work Team (Under Development) - Credits: 1

The aim of this unit is to develop an understanding of developing the team as required by a practising or potential supervisor/manager.

You will discover how to differentiate between teams and groups in the workplace describing behavioural characteristics of an effective team. Drawing from the theory of team development you will outline the stages of team development and identify the responsibilities of team members in meeting objectives.

204 - Induction and Coaching in the Workplace - Credits: 2

This unit will allow you to develop a deeper understanding of the benefits of induction and coaching for effective integration and performance.

The aim of an induction programme is to make sure that new employees are given all the help and guidance they need for them to do their job to the required standard as soon as possible. Coaching promotes self-reliance, self-confidence, self-awareness and learning for individuals.

205 - Meeting Customer Needs - Credits: 2

This unit will assist you in analysing customer needs and expectations. This in turn will allow you to reflect upon the customer journey and review different ways to collect and interpret customer feedback.

Meeting customer expectations plays a major role in experience. The gap between expected and actual value that customers get is key to customer loyalty. It also influences propensity to spend and brand perception. Creating experiences that generate more value than competitor offerings helps to create unforgettable memories. But, to meet customer expectations, businesses must first understand what their customers expect. Customer relation(ship) is a special bond created between buyers and a brand as a result of numerous marketing, sales, and customer service processes. Customer relationship management methods will vary depending on the type of customer and business sector. But total reliance on technology cannot build the most effective relationships. Technology can provide and collate valuable information. But to see results, you must analyse this data, integrate knowledge, and offer good customer service skills. Organisations today find themselves operating in an environment that is quick changing. The process of analysing the implications of these changes and modifying the way that the organisation reacts to them is known as business strategy.

206 - Working Within Organisational and Legal Guidelines - Credits: 1

207 - Providing Quality to Customers - Credits: 1

208 - Using Information to Solve Problems - Credits: 1

The aim of this unit is to allow you to develop an understanding of using information to solve problems as required by a practising or potential team leader/supervisor or manager.

Information management is essential in any organisation. Leading people usually means gathering information and dealing with problems regularly. It is good practice to involve team members in the problem solving process so they feel involved in problem resolution. There are many basic techniques for problem recognition and problem resolution, you will learn which best suits you and your current situation in this unit.

209 - Understanding Change in the Workplace - 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. 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.

210 - Maintaining a Healthy and Safe Working Environment - Credits: 1

The aim of this unit is to assess how organisations maintain a healthy and safe environment and outlines the various stages of risk management.

As part of managing the health and safety in an organisation, you must control the risks 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.

211 - Diversity in the Workplace - Credits: 1

This unit aims to develop an understanding of managing diversity and acting ethically in the workplace as required by a practising or potential team leader or manager.

Today, top organisations recognise that diversity has a key role to play in helping them succeed in a highly competitive and increasingly global marketplace. Inclusive workplaces, where people feel truly valued and able to bring their whole selves to work, create healthy and productive organisations the world over.

212 - Using Resources Effectively and Efficiently in the Workplace - Credits: 1

213 - Communicating with People Outside the Work Team - Credits: 1

214 - Briefing the Work Team - Credits: 1

This unit examines the tools and techniques required to construct and deliver a professional presentation. Much of the success of a presentation is about application of tools and techniques.

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 practise 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!

215 - Workplace Communication - Credits: 1

This unit will help you to develop an understanding of communication as required by a practising or potential team leader or manager. Internal communication is the cornerstone of your organisation.
Communication is essential in day-to-day life, for an organisation to be successful organisations must 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.

216 - Workplace Records and Information Systems - Credits: 1

217 - Business Improvement Techniques - Credits: 2

218 - Leading Your Work Team - Credits: 2

This unit aims to develop your understanding of leading your team required by a practising or potential supervisor/manager.

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. It is important that you can differentiate between Leadership and Management. People do sometimes confuse Leadership and Management and understandably so. There are jobs and roles in organisations that carry the title of 'Manager' and, which also, in the person specification, identify the need for Leadership skills. You will learn the concept of models and styles of leadership and how they can be used in different situations to improve performance.

219 - Managing Yourself - Credits: 1

The aim of this unit is for you to develop an understanding of best ways to manage yourself as a practising or potential team leader or manager.

Time management is important for busy companies so they can prioritize all their work tasks and achieve their goals faster. When you better manage your time, you will be able to take on new opportunities and grow your business in a sustainable manner. This unit will require you to produce a questionnaire to ask colleagues and team members as to the importance of time management and its relationship to causes and symptoms of stress. From this survey, using both time and stress management techniques, you should determine those activities that create most stress and how they affect the team’s production/productivity objectives and working relationships. In conclusion, your report will show in an action plan how to obtain support for helping to minimise your own stress through improvements in time management or through other appropriate actions.

220 - Enterprise Awareness - Credits: 3

221 - Working With Customers Legally - Credits: 1

222 - Setting Team Objectives in the Workplace: Credits: 2

The aim of this unit is to develop an understanding of and be able to set monitor and review achievement of objectives against success criteria.

This unit allows you to establish the need for effective time management techniques to achieve personal/team objectives. You will provide and explanation of the importance of making objectives SMART (specific, measurable, achievable, realistic and time bound) and ways to monitor progress against the objectives. Finally, gathering feedback on team performance in order to identify areas for team development and improvement.

223 - Gathering, Interpreting and Utilising Data in the Workplace - Credits: 1

224 - Methods of Communicating in the Workplace - Credits: 1

This unit allows you to analyse the methods of Communication in an organisation.

Communication is essential in day-to-day life, in order for an organisation to be successful they have to understand the importance of using the correct communication channels to pass information on. This 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. 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.

225 - Satisfying Customer Requirements - Credits: 1

This unit will assist you in analysing customer needs and expectations. This in turn will allow you to reflect upon the customer journey and review different ways to collect and interpret customer feedback.
One of the main reasons why organisations fail at satisfying customer requirements is because their and their customers’ expectations aren’t aligned. It presents a major setback since then you will never meet your consumers’ requirements because you never really know them. You can make sure you have realistic expectations by ensuring everyone in the company understands your goals and how to realise them. Meeting customer expectations plays a major role in experience. The gap between expected and actual value that customers get is key to customer loyalty. It also influences propensity to spend and brand perception. Creating experiences that generate more value than competitor offerings helps to create unforgettable memories. But, to meet customer expectations, businesses must first understand what their customers expect.

226 - Understanding Effective Team Working - Credits: 1

227 - Building an Awareness of Waste Management - Credits: 2

228 - Effectively Selling to Customers - Credits: 2

229 - Understanding Sales in the Workplace - Credits: 2

230 - Developing Yourself as an Effective Team Member - Credits: 3

400 - Understanding the Management Role to Improve Management Performance - Credits: 4

The purpose of this unit is to demonstrate an understanding of the middle management role and to be able to plan your own development.
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 skillsets to be effective in the role, and, crucially, different organisational configurations which 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.

401 - Planning and Leading a Complex Team Activity - Credits: 4

The purpose of this unit is to enable you to plan and lead a complex team activity that will demonstrate leadership skills.

It is vital for efficient and effective planning and leadership for satisfactory completion of complex team activities. One of the most well-worn phrases you will hear in organisations when dealing with complex situations is 'we don't have enough time'- to which the reply (or response) is more than likely to be ‘work harder!' Working harder can lead to diminishing returns, frustration, over-work and stress, and, ultimately, burnout. There is considerable truth in the phrase 'time costs money' and if we are to be effective as managers, we need to have the skills to plan our own use of time and resources and that of our staff especially when dealing with complex team activities. Developing techniques to plan for better use of time, prioritise well, and allocate work to the right people with the right skills will be fundamental to success in planning and leading complex team activities.
In this unit, you will demonstrate how you will plan for and communicate the purpose, aims, and measurable objectives for a complex team activity. You will consider resources necessary, taking any operational constraints into consideration. You will be required to look at the process of producing a correct and appropriate implementation plan for the activity, assessing operational or safety issues that apply.

402 - Managing Equality and Diversity in Own Area - Credits: 4

Today, top organisations recognise that diversity has a key role to play in helping them succeed in a highly competitive and increasingly global marketplace. Inclusive workplaces, where people feel truly valued and able to bring their whole selves to work, create healthy and productive organisations the world over. The Equality Act came into force in October 2010, bringing together nine major pieces of equality and discrimination legislation. It is aimed at harmonising, simplifying, and strengthening existing discrimination legislation in order to support equality generally.

The Act sets out a common definition of unlawful discrimination and it applies that to the protected characteristics and those characteristics are age, disability, gender reassignment, marriage, and civil partnership, pregnancy and maternity, race, religion and belief, sex, and sexual orientation.

Managers and senior leaders must be comfortable that their employees are aware of the effect and the implementation of the policy in their day to day working life and so that may mean that managers and senior leaders have to ensure that there is regular training involved in the workplace so as to raise awareness and to address any questions that might arise out of the policy or questions about procedures within a company that may affect the general equality and diversity implementation in the workplace.

403 - Managing Risk in the Workplace - Credits: 3

This unit instils the importance of a risk management strategy and will help ease some of the tension associated with planning for the unknown. It outlines the various stages of risk management.

As part of managing the health and safety in an organisation, you must control the risks 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. This process is known as risk assessment and it is something you are required by law to carry out.

A risk assessment is not about creating huge amounts of paperwork but rather about identifying sensible measures to control the risks in your workplace. You are probably already taking steps to protect your employees, but your risk assessment will help you decide whether you have covered all you need to.

404 - Delegating Authority in the Workplace - Credits: 3

The aim of this unit is to enable managers to delegate work effectively and empower others.

Delegation allows you to share some of your work and responsibilities with your team members, and it is an essential skill for managing, organising, and developing your team. This unit looks at the importance of making effective and efficient use of people’s knowledge and skills to achieve organisational goals. You will explore concepts of delegation and empowerment and ways to monitor the outcomes.

405 - Developing People in the Workplace - Credits: 5

The aim of this unit is to introduce you to principles and practices associated with developing people in the workplace, it will enable you to tackle confidently these elements of your management role. It 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 in the workplace, which will help in ensuring that you can manage and lead your team(s) effectively.
 
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.

406 - Developing Your Leadership Styles - Credits: 4

This unit will allow you to understand the outcomes of effective leadership and to evaluate the importance of both performance and engagement with followers in an organisation.

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.

In this unit you are required to use the self-assessment of your own leadership styles to evaluate and draw conclusions on the implications of your own leadership style for both self and own organisation, and to evaluate the impact on the effectiveness of the adopted style of two or more changes in the situation. Continuous improvement is an important aspect of leadership, this unit will include your action plan with priorities and timescales for developing your own leadership style and effectiveness.

407 - Understanding Financial Management - Credits: 3

408 - Management Communication - Credits: 4

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.

This 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. 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.