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FIRST PAGE
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
M4.01 Understanding the management role 4
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
M4.01 Understanding the management role 4
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
Guided Learning Hours 15 ILM Credits 4
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
At the end of the unit you will be able to:
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
Guided Learning Hours 18 ILM Credits 4
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
At the end of the unit you will be able to:
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
Guided Learning Hours 14 ILM Credits 3
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
At the end of the unit you will be able to:
Use information about costs to inform management decisions
Make a financial case using effective methods to present the findings
Guided Learning Hours 14 ILM Credits 3
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
At the end of the unit you will be able to:
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
Guided Learning Hours 18 ILM Credits 4
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
At the end of the unit you will be able to:
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
Guided Learning Hours 24 ILM Credits 5
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
potential middle manager
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.
At the end of the unit you will be able to:
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
Guided Learning Hours 25 ILM Credits 5
M5.07 Managing individual development
Unit aim(s)
To develop knowledge and understanding of managing individual development as required by a practising or
potential middle manager
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
At the end of the unit you will be able to:
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
Guided Learning Hours 18 ILM Credits 4
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
At the end of the unit you will be able to:
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
Guided Learning Hours 14 ILM Credits 3
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
At the end of the unit you will be able to:
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
Guided Learning Hours 18 ILM Credits 4
M5.10 Understanding the organisational environment
Unit aim(s)
To develop knowledge and understanding of the organisational environment as required by a practising or
potential middle manager
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
At the end of the unit you will be able to:
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
Guided Learning Hours 24 ILM Credits 5
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
potential middle manager
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
At the end of the unit you will be able to:
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
Guided Learning Hours 14 ILM Credits 3
M5.12 Managing customer relations
Unit aim(s)
To develop knowledge and understanding of managing customer relations as required by a practising or
potential middle manager
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
At the end of the unit you will be able to:
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
Guided Learning Hours 14 ILM Credits 3
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
At the end of the unit you will be able to:
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
Guided Learning Hours 18 ILM Credits 4
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
practising or potential middle manager
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
At the end of the unit you will be able to:
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
Guided Learning Hours 18 ILM Credits 2
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
At the end of the unit you will be able to:
Plan, communicate, conduct, monitor and evaluate a project within the organisation using project management
tools and techniques
Evaluate own ability to manage a project
Guided Learning Hours 18 ILM Credits 4
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
practising or potential middle manager
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
At the end of the unit you will be able to:
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
Guided Learning Hours 9 ILM Credits 2
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
At the end of the unit you will be able to:
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
Guided Learning Hours 18 ILM Credits 4
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
At the end of the unit you will be able to:
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
Guided Learning Hours 18 ILM Credits 4
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
At the end of the unit you will be able to:
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
Guided Learning Hours 15 ILM Credits 3
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
At the end of the unit you will be able to:
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
Guided Learning Hours 24 ILM Credits 5
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
At the end of the unit you will be able to:
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
Guided Learning Hours 15 ILM Credits 3
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
At the end of the unit you will be able to:
Conduct a work analysis in own area of operation using appropriate and relevant techniques to identify and
make recommendations for potential improvements
Guided Learning Hours 10 ILM Credits 2
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
At the end of the unit you will be able to:
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
Guided Learning Hours 10 ILM Credits 2
M5.24 Conducting operations research
Unit aim(s)
To develop knowledge and understanding of operational research techniques as required by a practising or
potential middle manager
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
At the end of the unit you will be able to:
Conduct operational research in the organisation using relevant and appropriate operational research
techniques
Make recommendations for improvements based on findings
Guided Learning Hours 10 ILM Credits 2
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
potential middle manager
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
At the end of the unit you will be able to:
Gather and analyse raw data about the organisation using spreadsheets
Create tables, graphs and charts to present data they have gathered and analysed
Guided Learning Hours 10 ILM Credits 2
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
At the end of the unit you will be able to:
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)
Guided Learning Hours 9 ILM Credits 2
M5.27 Making professional presentations
Unit aim(s)
To develop knowledge and understanding of making professional presentations as required by a practising or
potential middle manager
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
At the end of the unit you will be able to:
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
Guided Learning Hours 9 ILM Credits 2
M5.28 Leading teams
Unit aim(s)
To develop knowledge and understanding of developing and leading teams as required by a practising or
potential middle manager
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
At the end of the unit you will be able to:
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
Guided Learning Hours 18 ILM Credits 4