INSTITUTE OF LEADERSHIP AND MANAGEMENT … · LEVEL 5 Aim and Objectives ... Levels of management and associated roles and responsibilities within organisation 2 ... (eg OHTs, models,

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INSTITUTE OF LEADERSHIP AND MANAGEMENT

AWARD / CERTIFICATE / DIPLOMA IN MANAGEMENT

LEVEL 5

Aim and Objectives

The ILM Level 5 Award in Management aims to give practising or potential managers the foundation

for their formal development in this role. The qualification does this by developing basic middle

management skills and assisting participants in gaining the basic knowledge required at this level.

The ILM Level 5 Certificate in Management aims to give practising or potential managers the

foundation for their formal development in this role. The qualification does this by developing basic

middle management skills and assisting participants in gaining the basic knowledge required at this

level. This qualification builds on the ILM Level 5 Award in Management, and broadens the skills and

knowledge in a flexible and practical way. Candidates are not required to undertake the Award as a

pre-requisite and may join Certificate programmes directly.

The ILM Level 5 Diploma in Management aims to give practising managers the widest choice for

their formal development in this role. The qualification does this by developing a very wide range of

basic middle management skills and assisting participants in gaining the comprehensive knowledge

required at this level. This qualification builds on the ILM Level 5 Award and Certificate in

Management, and is more suited to the practising manager, due to the more challenging demands

of the programme. Candidates are not required to undertake either the Award or the Certificate as

pre-requisites and may join Diploma programmes directly.

Whilst these qualifications may be of value and relevance to managers working within small firms,

centres should be aware of the SFEDI qualifications which may offer a closer match to candidates’

specific requirements.

Entry Requirements

There are no formal entry requirements, but participants will:

normally be either practising or aspiring managers with the opportunity to meet the assessment demands, and

have a background that will enable them to benefit from the programme – which is likely to be Level 2 Key Skills Literacy and Numeracy or their equivalent

Centres may provide support to intending learners who do not have this level of literacy and numeracy.

Learners who are sponsored by their employers and those without such sponsorship are equally eligible.

Qualification Overview

Award Certificate Diploma

Qualification

Accreditation

Number 500/3607/5 500/3879/5 500/3762/6

Credit Value Minimum 10 credits Minimum 30 credits Minimum 45 credits

Duration Minimum 45 Glh Minimum 140 Glh* Minimum 210 Glh*

To be completed

within One year Two years Three years

Structure

One mandatory unit with a credit value of 4

Optional units with a total minimum credit value of 6 (All Optional Units must be at Level 5)

Four mandatory units with a combined credit value of 14

Optional units with a total minimum credit value of 16 (at least 8 credits must be at Level 5)

Six mandatory units with a combined credit value of 23

Optional units with a total minimum credit value of 22 (at least 8 credits must be at Level 5)

Assessment –

mandatory units Work-based

Assignment

Work-based Assignment, plus

Improvement Report

Work-based Assignment, plus

Improvement Report, plus

Innovation Report

Assessment –

optional units

Depending on the units selected, a choice of

Work-based assignments,

Reflective reviews,

Oral presentations,

Written reports

Centre-devised alternatives

STRUCTURE OF LEVEL 5 MANAGEMENT QUALIFICATIONS

Qualification

Credit

Value

Unit Details

Credit

Value

Award in

Management 10

M4.01 Understanding the management role 4

OPTIONAL UNITS to the value of. . .

(ALL Optional Units must be at Level 5)

6

TOTAL 10

Certificate 30


M5.01 Developing the reflective manager 4

M5.02 Managing improvement 3

M5.03 Making a financial case 3

OPTIONAL UNITS to the value of . . .

(at least 8 credits must be at Level 5)

16

TOTAL 30

Diploma 45


M5.01 Developing the reflective manager 4

M5.02 Managing improvement 3

M5.03 Making a financial case 3

M5.04 Developing the manager as a critical

thinker 4

M5.05 Leading innovation and change 5

OPTIONAL UNITS to the value of. . .

(at least 8 credits must be at Level 5)

22

TOTAL 45

LIST OF LEVEL 5 MANAGEMENT UNITS

M=Mandatory GLH = Guided Learning Hours

Ref Unit Title Level Indicative

GLH Credit Award

Cert

Dip

M4.01 Understanding the management role

4 15

4 M M M

M4.02 Developing management skills

4 15

4

M5.01 Developing the reflective manager

5 18

4 M M

M5.02 Managing improvement

5 14

3 M M

M5.03 Making a financial case

5 14

3 M M

M5.04 Developing the manager as a critical thinker

5 18

4 M

M5.05 Leading innovation and change

5 24

5 M

M5.06 Becoming an effective leader

5 25

5

M5.07 Managing individual development

5 18

4

M5.08 Managing stress and conflict in the organisation

5 14

3

M5.09 Communication in management

4 18

4

M5.10 Understanding the organisational environment

5 24

5

M5.11 Understanding organisational culture and ethics

5 14

3

M5.12 Managing customer relations

5 14

3

M5.13 Managing for efficiency and effectiveness

5 18

4

M5.14 Understanding financial management

4 18

2

M5.15 Managing projects in the organisation

5 18

4

M5.16 Managing a healthy and safe environment 4

9 2

M5.17 Managing resources

5 18

4

M5.18 Managing information 5

18 4

M5.19 Managing meetings

4 15

3

M5.20 Managing recruitment 5

24 5

M5.21 Managing marketing

4 15

3

M5.22 Conducting work analysis 5

10 2

M5.23

Analysing and interpreting statistics to inform

management decisions 5 10 2

M5.24 Conducting operations research 6

10 2

M5.25

Analysing and presenting data to inform management

decisions 4 10 2

M5.26 Managing facilities 5

9 2

M5.27 Making professional presentations 5

9 2

M5.28 Leading teams 5

18 4

M4.01 Understanding the management role

Unit aim(s)

To appreciate the nature of the middle manager role and their ability to perform effectively

Indicative content:

1

The nature and purpose of organisations, including mission and value statements

Stakeholders and their objectives

Organisation charts, including hierarchical and matrix structures; indication of the range of operational functions

Levels of management and associated roles and responsibilities within organisation

2

Profile and job functions of middle managers

Formal and informal organisational relationships

The management task, including planning, organising, motivating and controlling

Range of management styles

Differences between management and leadership

3

Range of human behaviours, including cultural and individual differences, verbal (esp. questioning and active listening skills) and non-verbal communication interact to affect understanding and their effect on communication in the workplace

Methods / procedures to overcome particular communication challenges (eg those with learning difficulties, hearing impaired, visually impaired, foreign languages, etc)

Communications climate and culture

Importance of feedback skills to facilitate communication and workplace relationships

Networking skills

4

Personal style and approach; image and presentation; non-verbal communication; social skills applicable to workplace

Respect for others; balance between trust and control

Attitudes to knowledge management and sharing of information

Personal management styles and their effects on situations and individuals

At the end of the unit the learner will be able to:

Describe the organisation‟s purpose and its stakeholders Explain the organisation‟s structure, functional areas and managerial roles

Describe the specific responsibilities of middle managers in enabling the organisation to achieve its goals

Explain how interpersonal relationships and communication skills affect managerial performance

Identify barriers to communications and effective interpersonal relationships in the organisation and devise

strategies to overcome these

Critically assess own knowledge, skills, personal attributes and behaviour, and their effect on own managerial

ability

Identify areas for personal development to improve own managerial behaviour

Plan and set priorities for future development

Guided Learning Hours 15 ILM Credits 4

M4.02 Developing management skills

Unit aim(s)

To develop core research, analysis and group-working skills as needed by practising or potential middle

managers

Indicative content:

1

Official (Governmental and supra-Governmental) and other (corporate, commercial, trade associations, societies, trades unions, etc) sources of information and information retrieval processes, including library classification systems, indexes, journals, trade magazines and the use of Internet search engines‟ advanced search features (ie Boolean searches)

Techniques for identifying relevant content from paper and electronic materials (using contents and index pages, skim-reading, using file/site search facilities) and criteria for judging the validity and appropriateness of information and sources

Making structured notes and cross-referencing materials for different purposes (eg essays, reports, presentations)

Using index cards, Mind MapsTM

and similar techniques to record and structure material, and build links between information from different sources

Note-taking and recording others‟ contributions in lectures, demonstrations, seminars and tutorials

Referencing

Development of bibliographies

2

Skills for engaging actively in, and leading, tutorial and seminar discussions

Basic principles of group dynamics and skills for working in self-managing groups

Skills for making formal presentations and/or demonstrations, alone and with others, to individuals and to groups, including:

Relevance of objectives, audience and contexts in relation to presentations

Options and constraints applicable to presentation – including time, duration, venue, equipment, language, etc)

Use of standard computer software, such as Microsoft PowerPoint

Non-IT visual aids for presentations (eg OHTs, models, handouts, demonstrations, etc)

Techniques for effective and flexible delivery

Techniques for controlling and responding to questions

Evaluation techniques (self and others) and performance improvement

3

Setting and using SMART objectives to manage own work

Strategies to establish priorities (eg urgent/important grid) and make most effective use of time

Action and task planning techniques

Use of milestones to monitor progress

Importance of monitoring and revising plans in line with progress

At the end of the unit you will be able to:

Identify and agree with their manager and/or tutor a research topic which is relevant to the organisation

Gather secondary data from a wide range of academic, official and commercial sources in both print and

electronic media

Analyse this data to judge its relevance and validity, make deductions and draw conclusions

Briefly describe the research methodology and acknowledge their sources

Present the findings and lead a group/seminar discussion about their research and briefly summarise the

outcomes of the discussion

Actively participate in a group discussion

Review how well they planned and conducted the research activity

and identify areas for improvement


M5.01 Developing the reflective manager

Unit aim(s)

The develop the practising or potential middle manager as a reflective learner, capable of leading a group in

creative problem solving

Indicative content:

1

The nature and purpose of feedback

Emotions and attitudes towards giving and receiving feedback

Skills in giving feedback

Skills in inviting and receiving feedback

2

Role and purpose of CPD

Formal and informal learning, the learning cycle and learning styles

Learning domains (eg cognitive, affective, psycho-motor) and levels of learning within each (eg Bloom‟s taxonomy)

Techniques for self-assessment (skills and knowledge tests, psychometric tests, etc) to identify self development needs

Value and use of range of development techniques (including reflection, deputising, shadowing, distance learning, projects and special assignments)

Different models of reflection (eg Dewey, Boud; Schon and Argyris‟ „Double loop‟ learning

Structured techniques for reflecting on own experience and behaviour

Techniques for reviewing own values attitudes and beliefs and their effect on personal decision-making

Career advice and information systems; mentoring

Career planning and development

Portfolio preparation skills

3

Planning and writing different report forms (summary, short and long) and essay-style (to present ideas and develop a coherent argument)

Reviewing and proofing a document or presentation

Use of quotations and referencing protocols (especially Harvard)

Importance of acknowledging sources and nature and implications of plagiarism

Use of bibliographies

4

Importance of defining the problem and gathering information about its size, frequency, impact, etc

Techniques for analysing problems (eg graphing or charting data, using cause and effect diagrams)

Techniques for developing creative solutions to problems in groups (eg brainstorming, nominal group technique, lateral thinking, use of metaphor) and for sorting and evaluating options for solving problems


Analyse and review feedback on personal performance from line manager, those accountable to self and peers

Identify own strengths and weaknesses as a reflective manager, and career development opportunities and threats Prepare and justify a personal development plan, based on career development goals and learning preferences Present information clearly and coherently in both business and academic written formats, using appropriate conventions for quotations, references and bibliographies

Identify and define a complex workplace problem and collect and analyse data about it Lead a group in a creative problem-solving activity to develop innovative solutions to the problem Present and justify a case for implementing a selected solution


M5.02 Managing improvement

Unit aim(s)

To develop knowledge and understanding of managing quality as required by a practising or potential middle

manager

Indicative content:

1

Quality and customers; quality assurance, quality control and quality auditing

Quality systems - BSI, ISO and IiP (benefits and accreditation)

Total quality management

Tools for maintaining quality - including records and, where relevant to organisation, the use of statistics

Conformance and development including practical steps to improve quality

The cost of quality (positive and negative aspects)

2

Concept of internal and external customers, and their importance as the focus of the organisation’s activities

Means of identifying potential customers

Methods to identify customer requirements and monitor customer satisfaction

Benchmarking service standards

Techniques of work planning to meet customer requirements including specifications, scheduling, and logistics


Evaluate the organisation’s effectiveness in managing quality to meet or exceed customer requirements

Evaluate own ability to manage quality to meet or exceed customer requirements

Plan activities to meet, and if possible exceed customer requirements in own area of operation


M5.03 Making a financial case

Unit aim(s)

To develop knowledge and understanding of financial management as required by a practising or potential

middle manager

Indicative content:

1

Nature of revenue costs and capital expenditure

Costs of products and services and costing techniques

Break-even analysis

Concept and application of marginal cost

Relevant costs in decision-making

Techniques to reduce costs

2

Financial evaluation techniques including payback, ROCE, DCF and NPV

Simple non-financial cost/benefit analysis

Factors in considering and recommending revenue expenditure, including make/buy and/or employ/subcontract decisions

Effective methods to present financial information to support recommendations


Use information about costs to inform management decisions

Make a financial case using effective methods to present the findings


M5.04 Developing the manager as a critical thinker

Unit aim(s)

To develop the ability to think and reflect critically as required by a potential or practising middle manager

Indicative content:

1

Basic principles of logic

Use of logic to establish causal relationships

Skills in presenting rational arguments and debating points of view

Value and purpose of reflection in supporting learning

Using structured reflection to make sense of experience

Value of discussion in resolving problems

How emotions, values and beliefs affect rational discourse

Techniques for comparing and evaluating alternative propositions critically

The development of the scientific method (observation, hypothesis, prediction and testing) and its value in natural and social sciences

Inductive and deductive reasoning

Techniques for testing theories (experimentation, empirical studies, observation, etc)

Best practice in the development and dissemination of theories or practices

2

Significance of beliefs, attitudes and value systems in shaping human behaviour

Relationship between beliefs, attitudes and value systems and culture and norms (eg socialisation)

Reality and perceptions of reality


Assess the validity and appropriateness of a widely used management or leadership theory or practise and

employ it in an evaluation of an organisational activity

Distinguish between beliefs, attitudes and values

Identify own beliefs, attitudes and values and reflect on how these shape own behaviours and perceptions of

others’ behaviour


M5.05 Leading innovation and change

Unit aim(s)

To develop knowledge and understanding of leading change and innovation as required by a practising or

potential middle manager

Indicative content:

1

SWOT and PESTLE analyses within organisations

Concepts of creativity and innovation and the conditions and processes required to encourage them

Methods of assessing the risks and uncertainties associated with proposed changes

Methods of determining feasibility and viability of opportunities and options, and of contingency planning

Problem solving and decision-making techniques including the use of quantitative and qualitative information

Need for effective management of change

Continuous Improvement Techniques

The difference between Kaizen (continuous or incremental change) and Breakthrough change (eg business process re-engineering)

Principles and practices associated with managing creativity and innovation

2

Ways to identify stakeholders in change and the benefits and costs to them, in order to overcome resistance

Leadership and change, transactional/transformational leadership and other leadership models relevant to change

The role of communication in overcoming barriers other difficulties

The nature and role of vision in the change process

Direct and indirect effects upon other people, departments and organisations

Forces for and inevitability of change in assuring the survival and prosperity of organisations

Theories of organisation development (eg systems, human relations) and their implications for change management

Need for environmental scanning and organisational analyses (PESTEL, core competencies, SWOT, etc)

Ways to organise and co-ordinate resources and activities to achieve planned change, including use of Gantt charts and network planning as tools for planning change

Techniques for critical decision-making

Identification of human and financial factors in the consideration of change

Techniques for monitoring and evaluating outcomes of change


Identify an opportunity for innovation and improvement in the organisation and explain the rationale for this

choice in the context of organisational objectives

Use appropriate techniques to enhance understanding of the situation and to evaluate alternative options to

determine feasibility and viability

Evaluate the benefits and implications of the change for stakeholders Explain how stakeholders will be lead through the change Provide a detailed implementation plan


M5.06 Becoming an effective leader

Unit aim(s)

To develop knowledge and understanding of developing and leading teams as required by a practising or


Indicative content:

1 The key responsibilities of the leadership role in terms of: taking responsibility contributing to overall vision and goals setting and providing guidance on values setting direction for significant programmes or projects stimulating innovation and enterprise anticipating, planning for and leading change overcoming obstacles delegating setting objectives for teams and individuals communicating and motivating supporting and developing programmes, projects, teams and individuals modelling appropriate behaviour representing the team and feeding back its experiences and views protecting the team and its members

A range of leadership theories and different leadership styles these illustrate, for example: the trait approach to leadership the behavioural school (MacGregor, Blake and Mouton) the contingency or situational school (Fielder, Hersey-Blanchard, Tannenbaum and

Smidt, Adair) leaders and followers (Servant Leadership, Team Leadership, Transactional and

Transformational) Dispersed Leadership.

How to evaluate the appropriateness of different leadership styles in the context of own responsibilities

The importance of being able to use a repertoire of leadership styles in different situations and with different people.

2

The concept of emotional intelligence as developed by different theorists and how it applies to the leadership role

The importance of understanding one‟s own strengths and limitations

Using and interpreting different techniques to identify their own characteristics, strengths and limitations

The importance of continuous self-development and how to identify opportunities to develop oneself in the leadership role

The importance of leaders displaying confidence and self-assurance and to do this by playing to own strengths and showing a readiness to take calculated risks

Social awareness in terms of: empathy organisational and „political‟ awareness service to others

Relationship management in terms of: inspiring influencing networking conflict management

The characteristics of self-leadership in terms of:

controlling own emotions, particularly when under stress being open and honest with others showing integrity and trustworthiness being flexible setting challenging but realistic objectives for themselves and others taking risks taking personal responsibility for significant challenges seeing setbacks as opportunities rather than threats

The role that effective communication plays in conveying overall vision and goals and how to win and maintain the commitment of teams and individuals to these

Effective techniques for: communicating both directly and indirectly with teams and individuals persuading negotiating

How to select communication, persuasion and negotiation skills appropriate to different situations and people.

3

How to develop vision and goals for significant projects or programmes of work

The importance of being aware of and analysing the internal and external environments in which the leader operates

Spotting opportunities

How to develop objectives and values that support overall strategy and vision

Theories and principles of delegating responsibility and empowering others

The critical importance of the leader gaining the motivation and commitment of others

Critiques of the main theories of motivation, for example: Maslow‟s Hierarchy MacGregor‟s Theory X and Theory Y Herzberg‟s Two Factor Theory Vroom‟s Expectancy Theory McClelland‟s 3-Needs Theory

Motivational factors that are available to the leader, for example: safety and security sense of belonging and common purpose respect recognition of achievement empowerment and self-actualisation sense of fulfilment personal and professional development material rewards sanctions job roles and employment conditions

How to evaluate motivational factors and select those that are appropriate to different situations and people

The leader‟s role in protecting and mentoring team members

Needs for mentoring and support that individuals may have and how to meet these

The role of continuous development and its importance to the organisation and to individuals

How to evaluate different methods of developing others, both directly and indirectly and how to choose methods most appropriate to the people involved.


Critically review own ability to fulfil the key responsibilities of the leadership role

Critically evaluate own ability to use a repertoire of leadership styles in different situations and with different

people to fulfil the leadership role

Employ theories of emotional intelligence to review critically the effect of emotions on own and others’

performance

Critically review own ability to set direction and communicate this to others

Critically review own ability to motivate, delegate and empower others


M5.07 Managing individual development

Unit aim(s)

To develop knowledge and understanding of managing individual development as required by a practising or


Indicative content:

1

Techniques for informal performance assessment and formal appraisal

Methods of ensuring fair and objective assessment/appraisal

Training needs analysis

The role of training

Links between quality, appraisal and training

Range of training and development techniques activities, their strengths and weaknesses

Learning styles and range/sources of learning opportunities

Learning styles and techniques for designing appropriate, cost effective training to meet identified needs

Reporting and recording performance assessment, including confidentiality

Mechanisms to provide appropriate feedback and guidance to the individual

Techniques for promoting responsibility for self appraisal and development

Career development strategies

Mechanisms to prepare development plans, including resource implications and timescales

Mentoring and the mentoring cycle, and other support techniques

Coaching techniques, including evaluation and feedback

Content and format of effective induction to meet organisational and individual needs

Methods to monitor, evaluate and record individual development

Relevant feedback techniques

Methods to evaluate effectiveness of training

Appropriate recording systems


Analyse the performance/behaviour gap between an individual and their job role in the organisation to

determine development needs

Evaluate a range of development vehicles to meet the development needs and identify the most suitable

vehicle

Provide a development plan to enable the identified development needs to be met and progress monitored


M5.08 Managing stress and conflict in the organisation

Unit aim(s)

To develop knowledge and understanding of managing individuals as required by a practising or potential

middle manager

Indicative content:

1

Causes and effects of stress; implications workplace and non-work activities/relationships

Symptoms of stress in self; recognition of stressful situations

Setting objectives and determining priorities to balance personal and organisational needs

Time management techniques as major factor

Benefits of delegating

The place of alternative stress reduction therapies

Sources of support, and when to seek professional advice/counselling

Role of assertiveness in stress management

Active planning for stress management

2

Causes of conflict and interpersonal friction (including bullying and harassment) and ways to resolve them

Causes, symptoms and impacts of stress and the implications/effects of stress for individuals and organisations

Management responsibilities in relation to work-related stress

Methods to manage stress at work, sources of support and techniques to counsel staff

Grievance and discipline procedures, including supporting records

Organisational employment policies, (eg relating to time-keeping, absenteeism, conduct, level of performance, attitude and behaviour, gross misconduct)

Awareness of legal aspects of disciplinary processes


Evaluate the effectiveness of the organisation in recognising workplace stress and providing the necessary

support mechanisms

Analyse own ability to provide the necessary support using organisational mechanisms

Evaluate the effectiveness of the organisation in recognising and addressing people problems

Evaluate own ability to recognise people problems and address them


M5.09 Communication in management

Unit aim(s)

To develop knowledge and understanding of communication as required by a practising or potential middle

manager

Indicative content:

1

Communication theories, including the communication cycle and overcoming barriers

Different types of communication, including oral, written, visual and electronic and their relative advantages and disadvantages.

Non-verbal communication – body language and facial expression

Business language – including tone, style and vocabulary

Need for feedback, and implications of no feedback

2

Value of the written word and the importance of objectives and the reader(s)

Letters, memos, reports, e-mails or other forms of written communication in use within the organisation

Planning for writing, including use of available information and the needs of the recipient

Tone, language, level of formality,

Image, structure, layout conventions including “house styles”

Inclusion of statistical/visual materials and appendices in reports


Explain communication theories, concepts and practises

Explain the importance of effective communication for a middle manager

Communicate information in a range of appropriate written business formats using the appropriate tone,

language and level of formality

Select appropriate criteria to evaluate own ability to communicate effectively in writing

Collect feedback on own written communication performance

Identify own strengths, weaknesses and areas for improvement in communication


M5.10 Understanding the organisational environment

Unit aim(s)

To develop knowledge and understanding of the organisational environment as required by a practising or


Indicative content:

1

Impact of economics and politics on the organisation

Economic issues – inflation, unemployment, trade cycles, exchange rates, economic growth, price mechanism, competition, economic indicators, “factors of production” affecting business location

Governmental influence on the economy and organisational operations – fiscal, monetary, legal

Global issues and challenges for organisations

International trade – UK’s key trading partners – international competition

The European Union – purpose, scope, membership and institutions

Other international organisations which have an influence on business

Exchange rates and their impact on business

2

Concept and methods of conducting PESTLE and SWOT analyses

Practical use of PESTLE and SWOT analyses to create outline organisational profiles

The concept of appropriate access to knowledge and information within the organisation to facilitate its activities

3

The English (Scottish or Irish systems as appropriate) legal system, sources of law, common law, statute and the doctrine of precedence

Nature of law, rules, sanctions, enforcement and administration. Civil and criminal law affecting business and employment

European law, Directives and their impact on UK law

The law of contract, terms and conditions, remedies for breach of contract. Legislation affecting contracts for the sale of goods and services

Product liability, Consumer Protection legislation, civic and criminal liability and enforcement

Law of agency and application to the job role

Employment law, contracts of employment, individual statutory employment rights, unfair dismissal

Legal duties in relation to sex, race and disability and unfair discrimination

Trade union law, membership rights, recognition, consultation and Workers Councils


Analyse the organisation within its broader environment using a PESTLE and SWOT analysis

Analyse the impact on the organisation of one economic and one political factor from the PESTLE analysis

Analyse the impact on the organisation of one legal factor from the PESTLE analysis


M5.11 Understanding organisational culture and ethics

Unit aim(s)

To develop knowledge and understanding of organisational culture and ethics as required by a practising or


Indicative content:

1

The importance of governance in shaping the ethics and values of the organisation

Definition of diversity and its impact on the organisation

Legislation and social attitudes, and their effect on organisational policies and procedures in relation to diversity and equal opportunities

Issues of human rights, harassment, bullying and “whistle-blowing” legislation

Own organisation’s policies and procedures to deal with legal and moral obligations

Alternative perceptions about right and wrong – value judgements

Definition of ethics in the work context including cultures, beliefs and value systems; personal v. business ethics – conflict/synergy

Ethical considerations for investment, trading, competition, manufacturing, employment, etc

Social responsibilities of organisations and the resource implications and financial costs and returns of using an ethical and equitable approach

Business structures – sole trader, partnership, limited companies, public sector organisations, voluntary sector, etc

Types of organisational culture and how they are manifest in terms of structure of teams and management style

Techniques for influencing culture

Importance of creating a culture that encourages creativity and innovation and welcomes change

Blame cultures – problem solving approaches

“politics” within organisations

The concept of sub-cultures, and their management

Empowerment, delegation and leadership


Analyse the organisation’s ethical considerations for investment, trading, competition, manufacturing,

employment and social responsibilities

Examine the type of culture within the organisation and explain how this manifests itself in terms of

management style and the structure of teams


M5.12 Managing customer relations

Unit aim(s)

To develop knowledge and understanding of managing customer relations as required by a practising or


Indicative content:

1

Concept of decision-makers and decision-making units within customer organisations

Nature of client/customer relations and the role of key account management

Need for and systems to provide after sales service

The need for good internal networks to facilitate customer service

Cognitive dissonance and its impact on current and future business

Concept of industry sectors and customer segmentation to analyse the market

Internal and external customers

Methods to analyse main competitors

Market pressures – including PESTLE and geographical aspects

Techniques for identifying and developing new markets and products

Methods to assess business risk and feasibility of developing activities to satisfy future markets


Evaluate the organisation’s ability to manage customer relations

Formulate actions to improve the management of internal and/or external customer relations in own area of

operation


M5.13 Managing for efficiency and effectiveness

Unit aim(s)

To develop knowledge and understanding of managing for efficiency and effectiveness as required by a

practising or potential middle manager

Indicative content:

1

Nature, purpose and importance of vision and mission in setting values and strategic direction, and the significance of stakeholders in shaping vision and mission

Importance of translating vision, mission and strategic goals in to operational objectives

Setting SMART objectives

Need for negotiating techniques

Setting priorities

Objective terms of reference for projects (applicable in general, and specifically to Management Report)

Principles of delegation to achieve overall objectives

Control mechanisms to monitor outcomes and ensure achievement of objectives

2

Definitions of, and conflicts between, effectiveness and efficiency

Measurable organisational, team and individual objectives

Target setting and performance indicators

Planning techniques appropriate to activity

Systems theory and process design

Monitoring and control techniques and records

Use of results to “close the loop” and make continuous improvements


Assess the organisation’s ability to translate vision, mission and strategic goals into operational objectives with

measurable targets which create a balance between effectiveness and efficiency

Assess the organisation’s effectiveness in delegating to achieve overall objectives

Assess the effectiveness of control mechanisms used to monitor outcomes and ensure achievement of

objectives

Assess to what extent the organisation has a culture of continuous improvement

Suggest areas for improvement in organisational practice

Review own ability to manage effectively and efficiently and identify areas for improvement


M5.14 Understanding financial management

Unit aim(s)

To develop knowledge and understanding of finance within the context of an organisation as required by a


Indicative content:

1

Financial information and its value for management and decision-making

Balance Sheet, Profit & Loss Account

Income & Expenditure Accounts (for non-profit organisations)

Financial measures of business/organisational performance - calculation and interpretation of Accounting Ratios

Cash, profit and cash flow forecasting and credit control

Sources of finance/funding and their characteristics

Source documents in accounting (invoices, etc.)

2

Role of the management accountant – as provider of management information

Range of stakeholders and their various expectations of the organisation

Performance indicators and their role in achieving objectives

3

Nature and purpose of financial and non-financial budgets

Methods of preparing budgets

Budgetary techniques for controlling operations

How variances are calculated and used to analyse extent, source and cause of budgetary deviation

Techniques for monitoring and controlling costs


Explain the use of source documents in accounting

Identify the organisation’s sources of finance or funding

Explain the purposes of the main financial documents used within the organisation

Explain the importance of cash flow forecasting and cash flow management to the organisation

Provide a general assessment of business/organisational performance using appropriate financial measures

Explain the role of the management accountant as the provider of management information

Analyse the range of stakeholders and explain their various expectations of the organisation

Explain the role of performance indicators in monitoring the achievement of objectives

Explain the process of budget setting used in the organisation

Explain how to use budgetary techniques to contribute to controlling cost in own area of operation


M5.15 Managing projects in the organisation

Unit aim(s)

To develop knowledge and understanding of managing projects as required by a practising or potential middle

manager

Indicative content:

1

Project sponsors, stakeholders and scope

Work breakdown and product breakdown structure

Gantt and bar charts, critical path analysis

Methods of reducing project times and costs

Resource analysis, and re-scheduling

Methods to monitor and evaluate project progress and final outcomes, including finance

Project communication methods

Links to change management

Information technology solutions

2

Benefits of project management

Key project management terminology

Characteristics of project managers

Organisational structures to support projects

Types of project; the project life cycle, including the PRINCE 2 model

Feasibility studies; risk management techniques

Project team roles; critical relationships

Procedures for project closure


Plan, communicate, conduct, monitor and evaluate a project within the organisation using project management

tools and techniques

Evaluate own ability to manage a project


M5.16 Managing a healthy and safe environment

Unit aim(s)

To develop knowledge and understanding of managing a healthy and safe environment as required by a


Indicative content:

1

Health and safety law, civil claims, negligence, HASW Act, Management of Health and Safety at Work Regulations, Role and powers of HSE

Workplace (Health Safety and Welfare) Regulations

Organising risk assessment procedures, identifying prevention and control measures

Accident causation, immediate and root causes, investigating accidents and incidents, producing reports. Recommending prevention and control measures

Costs of accidents at work, effects on people and productivity

Monitoring health and safety performance, inspection, audits, sampling, safety tours and use of accident statistics

Employee consultation, Safety Representatives and Safety Committees Regulations, Health and Safety (Consultation with Employees) Regulations

Environmental protection legislation, reusing, reducing and recycling resources, sustainable activities, waste disposal duties


Critically review own organisation’s health and safety policy and procedures and make recommendations for

improvements

Conduct a risk assessment in own area of operation

Explain the actions required to ensure the health, safety and welfare of people in own area of operation


M5.17 Managing resources

Unit aim(s)

To develop knowledge and understanding of managing resources as required by a practising or potential

middle manager

Indicative content:

1

Implications of equipment usage – acquisition and operating costs, lean management

Methods of capacity planning

Routine scheduled maintenance programmes

Measures to ensure the safety and security of equipment

Measures for the safe operation of equipment, including training

Methods of determining materials requirements, including MRP and JIT

Purchasing/procurement procedures

Materials control principles and procedures, including EBQ and EOQ

Procedures for recording receipt and issue of materials

Materials storage, including safety and security

Incidents of waste and measures to minimise it


Analyse how to ensure the provision of; the effective, efficient and safe use of, the maintenance of and the

security of resources in own area of operation in the organisation

Examine ways of minimising physical waste in own area of operation in the organisation


M5.18 Managing information

Unit aim(s)

To develop knowledge and understanding of managing information as required by a practising or potential

middle manager

Indicative content:

1

Types and sources of information about the organisation, its operations, resources, markets, suppliers and competitors

Value of valid, accurate and timely information to the organisation

Techniques for assessing the validity, accuracy and reliability of information about

Constraints on the availability of and access to data

Means of data collection and validation – including questioning, observation, surveys, source records, pilot studies and sampling

Data v. information

Indexing, referencing and structuring qualitative information

Using and interpreting information for decision making and problem solving

2

Information flows

Ways to identify information requirements

Manual and IT systems to receive, record, process store and transfer information

Data Protection legislation and security of data

Range of source documents and IT systems

Cost effectiveness – IT v manual systems

Knowledge management

Intranets

Internet and e-business


Gather, analyse and validate information from a wide variety of sources to reach conclusions, make decisions

and/or solve problems

Evaluate information flow within the organisation and make recommendations for improvement


M5.19 Managing meetings

Unit aim(s)

To develop knowledge and understanding of managing meetings as required by a practising or potential

middle manager

Indicative content:

1

Situations when meetings are/are not appropriate.

Different types and purposes of meetings (including formal/informal; decision-making; informing; instructing; negotiating)

Measures to prepare effectively including consultation, reference to documents and other evidence; preparation of papers/presentations

Importance of listening and other interpersonal skills

Methods of ensuring actions are completed as required by the meeting

2

Role and responsibilities of chairperson/leader in relation to formal and informal meetings

Setting the objectives for a meeting

Methods of planning a meeting to achieve particular outcomes (including participants, objective agendas, format and location)

Meetings documents, terminology and protocol

Ways to encourage contributions, and control digression and conflict to ensure outcomes are achieved within timescale and authority

Nature, purpose, style and format of minutes or other records

3

The importance of defining objectives, and deciding whether negotiation is the appropriate measure to take

Formal and informal negotiation

Ways to identify acceptable outcomes, from the ideal to least acceptable, and their consequences

Techniques for influencing others, including non-verbal communication and social skills

Assertiveness

Levels of power and authority, and the impact on negotiation

Negotiation strategy, tactics and behaviour

Conflict and its resolution

Value systems and other barriers to acceptance

The importance of achieving “win-win” and its effects on long term relationships


Explain the different types and purposes of meetings in the organisation and justify situations when these

different types of meetings would be appropriate

Explain how a manager should prepare effectively prior to a meeting

Explain the importance of listening and other interpersonal skills

Set objectives for and plan a meeting in the organisation Chair/lead a meeting adhering to meeting terminology, protocol and procedures

Develop a negotiation strategy, tactics and behaviour in relation to an objective in the organisation where negotiation is required to achieve a “win-win” relationship


M5.20 Managing recruitment

Unit aim(s)

To develop knowledge and understanding of managing recruitment as required by a practising or potential

middle manager

Indicative content:

1

Human resource planning techniques

Techniques for job analysis

Job specifications and job descriptions

Person specifications

Reward systems

Ways to redeploy human resources to achieve individual and organisational objectives

Techniques for succession planning

Causes of poor attendance and retention and strategies for improvement

Techniques for monitoring and evaluating attendance and retention

Use of outsourcing, subcontracting, outworkers

Legal and organisational aspects of redundancy and redeployment

Human aspects of redundancy and redeployment

2

Organisational recruitment policies and procedures

Legal aspects of recruitment and selection

Relevant methods of advertising vacancies, internally and externally

Internal and external applications

Use of job descriptions and person specifications to shortlist applicants

Selection techniques including interviewing, testing, assessment centres, references etc

Alternative methods of advising applicants of outcomes

The need to maintain comprehensive records to support and justify decisions

3

Interview types – formal and informal, including selection, exit, grievance, disciplinary, counselling, appraisal, supervision and information gathering/investigation

Appropriate climate for conduct of an interview

Structure and format of interviews according to purpose

Legal and ethical considerations in relation to interviewing

Questioning and listening techniques

Impact of non-verbal communication

Ways to analyse and interpret information gained (facts, evidence, opinion, meaning)

Recording information (eg for subsequent challenges) and interview outcomes

Importance of feeding back during and after interviews to interviewee and authorised people, and methods of doing so


Analyse human resource planning techniques in the organisation and make recommendations for improvement

Analyse recruitment selection in the organisation and make recommendations for improvement

Analyse the way in which interviewing is conducted in the organisation and make recommendations for improvement


M5.21 Managing marketing

Unit aim(s)

To develop knowledge and understanding of marketing management as required by a practising or potential

middle manager

Indicative content:

1

Concepts of “product” across all sectors and organisations

Application of the concept of product life cycles

Stages in bringing new or improved products or services to the market

Ways to test market reaction and operational feasibility by use of prototypes and pilots

Patents and copyright, and their application to own organisation where relevant

2

Concepts of marketing and selling

The marketing mix

Range of marketing tools and activities, including market research and segmentation, advertising, promotion and publicity, public relations

Range of sales techniques and sales management


Analyse the effectiveness of product and service management within the organisation and make

recommendations for improving the effectiveness of product and service management

Analyse the effectiveness of marketing and selling within the organisation and make recommendations for improving marketing and selling within the organisation


M5.22 Conducting work analysis

Unit aim(s)

To develop knowledge and understanding of work analysis as required by a practising or potential middle

manager

Indicative content:

1

Definitions of efficiency and productivity

Work analysis techniques including activity sampling, method study, work measurement, predetermined motion time systems and organisation and methods as appropriate

Role of continuous improvement, including benchmarking and TQM

Workplace layout and ergonomics for efficient and safe operation

Other factors influencing efficiency, such as delegation, budgeting, knowledge management


Conduct a work analysis in own area of operation using appropriate and relevant techniques to identify and

make recommendations for potential improvements


M5.23 Analysing and interpreting statistics to inform management decisions

Unit aim(s)

To develop knowledge and understanding of analytical statistics as required by a practising or potential middle

manager

Indicative content:

1

Index numbers

Time series analysis plus a minimum of two options (a-f) from list below, as appropriate to candidate

a) Correlation and regression analysis b) Chi squared analysis c) Probability and sampling d) Distribution theory and standard deviation e) Estimation and significance testing f) Statistical process control


Use index numbers or time series analysis to analyse data relevant to the organisation and interpret the results

Use any one of the following statistical tools to analyse data relevant to the organisation and interpret the

results:

correlation and regression analysis;

chi squared analysis;

probability and sampling;

distribution theory and standard deviation;

estimation and significance testing or

statistical process control


M5.24 Conducting operations research

Unit aim(s)

To develop knowledge and understanding of operational research techniques as required by a practising or


Indicative content:

1

Origin and nature of operations research

Range of techniques available

In depth coverage of concepts and practice of at least two of the following techniques, as relevant:

a) Linear programming b) Queuing theory c) Simulation d) Decision trees and decision lists


Conduct operational research in the organisation using relevant and appropriate operational research

techniques

Make recommendations for improvements based on findings


M5.25 Analysing and presenting data to inform management decisions

Unit aim(s)

To develop knowledge and understanding of analysing and presenting data as required by a practising or


Indicative content:

1

Published statistics - government and other sources; including use of internet

Tables, mean, median and mode, and frequency distributions

Charts and diagrams – construction and use

Range of applications of spreadsheets for management

Creation of spreadsheets, including calculations and graphical presentation


Gather and analyse raw data about the organisation using spreadsheets

Create tables, graphs and charts to present data they have gathered and analysed


M5.26 Managing facilities

Unit aim(s)

To develop knowledge and understanding of facilities management as required by a practising or potential

middle manager

Indicative content:

1

Range of people likely to work within, or visit the organisation

Legal obligations and insurance requirements

Location of premises, planning, access, size and cost factors

Adequacy and maintenance of heating, lighting, ventilation and other internal facilities and equipment

Health, safety and environmental issues

Effects of premises and facilities on the organisation’s image

Security measures for premises, contents and users, including protection from malicious attack

Advantages and disadvantages of hiring out accommodation/equipment

Procedures and responsibilities associated with hiring out premises and equipment


Develop a facilities management plan for own area of operation that includes

The range of people likely to work within, or visit the organisation

Legal obligations and insurance requirements

Location of premises, planning, access, size and cost factors

Adequacy and maintenance of heating, lighting, ventilation and other internal facilities and equipment

Health, safety and environmental issues

Effects of premises and facilities on the organisation’s image

Security measures for premises, contents and users, including protection from malicious attack

Hiring out of accommodation/equipment (if relevant)


M5.27 Making professional presentations

Unit aim(s)

To develop knowledge and understanding of making professional presentations as required by a practising or


Indicative content:

1

Relevance of objectives, audience and contexts in relation to presentations

Research, evaluation and logical grouping of valid and relevant information

Difference between fact and opinion

Options and constraints applicable to presentation – including time, duration, venue, equipment, language, etc)

Use of standard computer software, such as Microsoft PowerPoint

Non-IT visual aids for presentations (eg OHTs, models, handouts, demonstrations, etc)

2

Techniques for effective and flexible delivery

Techniques for controlling and responding to questions

3

Evaluation techniques (self and others) and performance improvement


Identify the aim and objectives of the presentation and the intended audience

Research and evaluate information

Plan the content of the presentation and prepare visual aids

Prepare the location, equipment and materials for a presentation

Present your argument substantiated by facts

Respond appropriately to questions from the audience

Evaluate own ability to make professional presentations


M5.28 Leading teams

Unit aim(s)

To develop knowledge and understanding of developing and leading teams as required by a practising or


Indicative content:

1

Concepts of authority and power; responsibility and accountability;

Differences between managing in public, private and voluntary sectors

Processes of delegation and empowerment

Factors influencing behaviour at work; theories of motivation and their application to individuals, including incentives and rewards

Strategies to encourage managed risk-taking and to learn from failure

The characteristics and behaviours associated with initiative, leadership, creativity and innovation, and how to foster them

Need for performance assessment, and provision of development and/or counselling where necessary

Feedback, recognition and reward techniques to support, motivate and monitor

2

Characteristics of groups and teams, team membership and leadership

The importance of direction and values in creating effective teams

Stages in team development, use of team roles for building a balanced team

Teams in different contexts, eg operational, project, management, contractors, volunteers

Inter-relationships between team and individual performance and development

Factors influencing behaviour, theories of motivation and their application to teams, including reward systems, promotion, succession, and job rotation

Techniques to evaluate team performance

Management and leadership styles and qualities

Methods to promote trust and respect within the team


Evaluate how effectively the organisation manages individuals to achieve its stated goals and objectives

Analyse own ability to manage individuals to achieve organisational goals and objectives

Explain the importance of direction and values in creating effective teams

Explain how to apply one recognised theory of motivation to teams in own area of operation

Explain the use of techniques to evaluate the team’s performance

Review own ability to develop and lead teams


Documents

INSTITUTE OF LEADERSHIP AND MANAGEMENT … · LEVEL 5 Aim and Objectives ... Levels of management and associated roles and responsibilities within organisation 2 ... (eg OHTs, models,