l3 award in leadership and management

ILM Candidate Pack L3 Award L&M 2013/14 July 2013 of 20

L3 Award in Leadership and Management Candidate and Assessment Pack

2013/14

Clive Betts

Centre Co-ordinator


Qualification flowchart

Complete application form and send to SLD

SLD register you with ILM when you are about to start your learning (or immediately if you have completed it)

You activate ILM membership online

Create draft submission and send to Assessor

Receive feedback and make revisions

Send final submission to Assessor

Submission marked and feedback given

When all units are passed, we order your certificate

Celebration event at which you receive your certificate (you may request it sooner)

Referral Pass

Only 1 re-submission allowed: additional ones are charged

Revise, resubmit

Only 2 drafts are allowed: a third submission will be marked as a final submission

Email sent to you to confirm


Introduction to the ILM L3 Award in Leadership and Management

The ILM Level 3 Award in Leadership and Management aims to give practising or potential middle managers the foundation for their formal development in this role. The qualification does this by developing basic management skills and assisting participants in gaining the basic knowledge required at this level.

Are you a Middle Manager?

The following profile is provided to help you confirm that this is the right qualification for you.

Middle Managers:

may engage in some of the tasks performed by their fellow team members, but this is not their primary function

are practising managers who engage more extensively in managerial tasks in which other team members do not engage

have a wider span of control, responsibility, authority or power and a greater degree of autonomy than a team leader

have to make decisions which have some resource implications

have to initiate actions in relation to the employment of others (eg, be involved in, but not decide about recruitment decisions or disciplinary matters)

have to operate with less supervision and control by others

plan work looking several weeks or months ahead (the team leader’s time horizons tends to be days or weeks ahead at most)

have a greater knowledge than team leaders of specific requirements of customers or suppliers (conversely they are not likely to make decisions about varying terms of trading with customers or suppliers)

may deal with similar problems to team leaders, but require superior technical knowledge and more subjective judgements that demand understanding of relationships between people working together (this may extend to the relationship between customer or supplier and the employing organisation or other market related criteria)

What distinguishes middle managers from more senior managers is that they have very limited budgetary responsibility.

They may make decisions about resource utilisation but the budgetary accountability for these resources exists at a higher level.

They are also limited in the range of decisions they can make compared to more senior managers, with all delegated decision making heavily circumscribed by rules or procedures.

Overview of the ILM Award programme

The Level 3 Award in Leadership and Management consists of five Units, delivered as standalone workshops and which are detailed in the Scheme of Work below.

In addition to these workshops candidates will also attend a mandatory induction and will receive tutorial support by email and face-to-face from nominated tutors.

A summary of the whole programme is presented in the table below.


Overview of the Level 3 Award in Leadership and Management

Learning component Note

Induction workshop (2 hours) This workshop will give you all the basics you need to know about the programme, the assessment process, record keeping and so forth.

The workshop supplements this handbook.

Solving problems and making decisions 1 day workshop. Includes guided reading with preparatory work.

Developing yourself and others Half-day workshop with 1-1 support. There is a pre-course activity in the form of a diagnostic test with interpretative work.

Understanding performance management 1 day workshop. Includes guided reading with preparatory work.

Understanding Health and Safety in the workplace 2 X half-day workshops with an in-workshop assessment and a workplace risk assessment Understanding sustainability and the environment

Coaching and mentoring day A scheduled session with 1-1 slots where you will receive group and 1-1 coaching and mentoring support on any of the topics in this programme or related to the programme.

Tutorial Support You receive 1-1 and group tuition throughout the Team Leading course


Scheme of Work for the L3 Award in Leadership and Management

Level 3 Award in Leadership and Management (6 credits / 37 guided learning hours)

Method of delivery or activity

ILM Induction and Assessment Workshop

Learning Outcome

An outline of the qualification and the related learner support available (including the Study Guides which can be downloaded from www.i-l-m.com)

ILM studying membership and benefits

The aims of Team Leading development

Expectations of, and benefits to, the individual and where relevant, their employer

Format of the programme – content, hours, attendance, delivery methods, etc

The assessment requirements, including assessment criteria

Roles and responsibilities of centre staff, learners and ILM

Learning and study skills, including reference to use of library, internet and any open or on-line learning to be used

Information on tutorial support, advice and guidance, equal opportunities, appeals procedures, authenticity and plagiarism

Guided learning hours Total 2 hours

Guided reading Candidate & Assessment Pack

Assessment method Not applicable

http://www.i-l-m.com/


Title of activity and method of delivery

Workshop: Solving problems and making decisions

Pre-Work:

Identify a problem at work that needs to be resolved. Think about what has caused this to arise and what the consequences are if it is not resolved.

Session:

Definition of a problem and Objective setting

Problem solving techniques including brain storming and creative thinking

Cause and Consequence Mapping & Fishbone

Other tools: Pareto, Paired Analysis, Process Mapping, Paired Comparison, Why, Why Diagrams etc.

Problem Statement grid

Defining Decisions and analysing decision making problems

Using statistics, charts, diagrams in interpreting and presenting data

Decision Making Options and Tools

Evaluating the Solution: progress review meetings, evaluation tools.

Learning Outcome

Solving problems and making decisions:

Know how to describe a problem, its nature, scope and impact

Know how to gather and interpret information to solve a problem

Know how to evaluate options to make a decision

Know how to plan monitor and review the implementation and communication of decisions

Guided learning hours

Total 10 hours:

Workshop

(optional) New Managers Programme

Guided reading

Guided reading

Adair ‘Decision Making & Problem Solving’

Tudor Richards ‘Creativity & Problem Solving at Work’

Online ILM resources from the Learning Zone.

Online resources on You e-Develop

Assessment method Identify a workplace problem and ways to resolve it


Title of activity and method of delivery

Workshop: Developing yourself and others

Pre work:

Delegates to review their Job Description and Person Specification together with their own skills and experiences. Delegates to prepare a personal statement and CV demonstrating their suitability for the role.

Delegates to bring with them their Personal Performance and Development Objectives. Session:

Tutor input on SWOT analysis

Delegates to carry out a SWOT analysis for themselves in their current role, using their pre work

Tutor input on the hierarchy of objectives, i.e. that department and individual objectives should be based on those of the organisation as a whole

Group review of the University of Exeter objectives against their own and discussion

Tutor input on the Development Cycle followed by small group work

Interactive exercise to identify the ways in which current competence of self and others can be established to include; feedback from others, SWOT, testing etc.

Tutor input on identifying development needs and training needs analysis, followed by an individual activity relating to the development of a member of their team.

Tutor input on development objectives followed by an activity to consolidate learning

Group work to establish learning and development opportunities for each of the different learning styles (Activist, Theorist etc. covered in the Course Induction)

Delegates to prepare their own development plan and discuss in pairs o

This will be delivered using:

Plenary, small group and individual work

Reflective exercises, participative group work and small group practical sessions

Tutor Input and Tutorial Support

Use of DVD’s, case studies, etc. as appropriate to the content

Identification of relevant policies and procedures within the University

Assessment of learning by way of Reflective Review

A Learning Log will be provided for all delegates to use to participate in the learning on the day and to support transfer of learning to the work place.


Learning Outcome Know how to identify development needs

Know how to develop self and others to achieve organisational objectives


Total 8 hours:

Developing yourself and others workshop

(optional) New Managers Programme

Guided reading

Guided reading You e-Develop resources

ILM resources

Assessment method Work-based assignment


Method of delivery or activity

Workshop: Managing performance

Who are stakeholders?

Refresher on SMART objectives and alignment of objectives with Organisational Objectives and Vision.

Performance Equation

Performance standards and ways of measuring standards.

Variances in performance and the conduct versus capability model.

Case studies

Performance Counselling Meetings

“I’d like a word with you” DVD

Group discussion.

Reflection

Action planning

Learning Outcome

Managing performance:

Understand the value of assessing performance to meet organisational and individual needs

Know how to manage performance of individuals in the team

Understand the value of feedback in the workplace

Know how to manage performance

Know how to manage underperformance in the workplace


Total 12 hours:

Managing performance workshop (7 hours plus pre-course work)

(optional) New Managers programme

Managing staff performance and absence workshop (3 hours)

Guided reading

Guided reading You e-Develop resources

University websites (especially HR)

Assessment method Reflective review in a workplace context


Activity title and method of delivery

Workshop: Managing Health & Safety in the workplace

An introduction to the law and how to manage safety in your team

Introduction to the Legal framework for health and safety at work and a history of legal framework

The HSE and powers of HSE

Health and Safety Management at University of Exeter

The model for management (HSG 65) and detail on the components of each part (policy, implementation, training, review and improvement)

The health and safety “topics” (e.g. COSHH, DSE, fire, incident reporting)

The managers role in safety management Risk assessment

Risk profiling & Identification of the risks in the workplace

Hazard identification and assessment

Risk scoring

Carry out a risk assessment An introduction to audit and inspection

The role of occupational health and the managers role in managing return to work

A scenario will be presented to the room from the Head of Insurance based on a civil claim for public liability (possibly linked to the environment). Two teams will be formed and they will be expected to present to the whole group on what evidence they would expect to gather. They will be expected to discuss whether they would defend the claim and how.

Learning Outcome

Understanding Health & Safety in the workplace:

Understand the organisation’s policy and responsibilities for ensuring a safe and healthy working environment

Understand own responsibilities for health and safety in the workplace

Understanding sustainability and the environmental issues in the workplace:

Understand sustainability and corporate social responsibility

Understand environmental issues affecting the organisation and how these issues can be managed

Understand the constraints and opportunities of an organisation’s building(s) in being environmentally friendly


Total 14 hours:

Workshop

Guided reading

In-workshop assessment


Guided reading Online resources on You e-Develop

Assessment method ILM written assignment


Tutorial support Tutorial support in a mentoring and coaching fashion is provided in a 1 day scheduled session. This session will be held on site. As this support is an important part of the programme, people will be asked to book themselves onto this day which will include 1-1 slots. In addition, Lisa and Sandra will be available to offer tutorial support on delivery days. This will be either individual tutorial time or group tutorial time. Additionally you will receive 1-1 tutorial support during your submission of assessments and there is also an assessment workshop to support you after your learning programme.


Introduction to assessments used for this qualification

Assignments

You will be required to submit a variety of pieces of work for the Units as described in the Scheme of Work for this qualification. These are summarised in the table below. Each Unit has clear assessment criteria which you will need to meet in our submitted work. Although there are recommended lengths of submissions (and the amount of time needed to achieve this) these are not strict – it is up to you to make sure your piece of work meets all the assessment criteria and is clear and concise.

Please structure your assignments using the headings in the Assessment Guide for each Unit (contained at the end of this document).

Submitting drafts

You are encouraged to submit drafts to your assessor (notified during the Assessment workshop) prior to your final submission. You may submit a maximum of two drafts prior to final submission. Any further drafts submitted will be treated as a final submission and will be marked accordingly.

Failing to meet the assessment criteria

If a final submission still fails to meet all the criteria you will be asked to re-submit your work after further work which will be indicated when you are given feedback by your assessor. You are allowed one re-submission.

After this you will be required to pay an assessment fee (varies with qualification) for every re-submission for that Unit.

Summary of assessments for this qualification

Learning component Assignment task

Solving problems and making decisions Identify a problem and ways to resolve it

Developing yourself and others Work-based assignment

Understanding performance management Reflective review in a workplace context

Understanding health and safety in the workplace Reflective review in a workplace context

Understanding sustainability and the environmental issues in the workplace

Reflective review in a workplace context


Assessment Guides

Solving problems and making decisions

Assignment Task for Unit: Identify a workplace problem and ways to resolve it.

TASK

Identify a workplace problem facing you or your team (or a team within another organisation if you are currently unemployed) and examine ways to resolve it.

For the purposes of this assignment, ‘problem’ may be interpreted as ‘a deviation from the norm’ OR ‘an improvement opportunity’ OR ‘a potential or anticipated problem’.

NOTE:

You should plan to spend approximately 10 hours researching your workplace context, preparing for and writing or presenting the outcomes of this assignment for assessment. The 'nominal' word count for this assignment is 1200 words; the suggested range is between 1000 and 2000 words.

Check your assignment carefully prior to submission using the assessment criteria.

Please use the sub-headings shown below when structuring your Assignment Assessment Criteria

Background

Briefly describe your organisation, what it does, and your role within it.

This aspect is not assessed, but is designed to help the assessor understand the context of the information you provide throughout the remainder of this assignment

Present situation (Analysis of the problem)

Describe:

What the problem is and what may have caused it.

Its scope (e.g. how widespread, how often, how much etc).

Who, how and what it affects in the workplace/team.

What you are trying to achieve by solving the problem.

What the result would be if no action is taken.

Describe a problem, its nature scope and impact (12 marks)

Investigation and identification of possible solutions to the problem

Briefly describe possible solutions to the problem. To do this you must gather and interpret information to identify possible solutions.

The evidence you gather should be fact supported by evidence and not just your opinion.

Gather and interpret information to identify possible solutions to a problem (24 marks)

Prepare a summary of the options providing facts and evidence (16 marks)

Evaluation of possible solutions

Evaluate the possible solutions using a simple decision making technique to arrive at the best solution. Your evaluation should include human, material and financial resources.

State your chosen solution clearly and concisely.

Apply a simple decision making technique to evaluate options to arrive at the best solution (24 marks)


Recommend implementation plan to solve the problem

Provide an action plan for the implementation and communication of the solution. Your action plan should include actions, timescales and required resources including people.

Briefly describe the monitoring and review techniques you could use to evaluate the effectiveness of your chosen solution.

Plan the implementation and communication of the decision (16 marks)

Describe which monitoring and review techniques could be used to evaluate outcomes (8 marks)


Developing yourself and others

Assignment Task for Unit: work-based assignment

TASK

The purpose of this unit is to develop knowledge and skill in identifying and development needs and planning for their achievement.

This task requires you to analyse your own and one other member of your team’s development needs and learning styles. You should decide how you will plan to meet these development needs, what support mechanisms are available and how the development can be monitored.

NOTE:

You should plan to spend approximately 7 hours researching your workplace context, preparing for and writing or presenting the outcomes of this assignment for assessment. The 'nominal' word count for this assignment is 1500 words: the suggested range is between 1000 and 2000 words.



Know how to identify development needs

Record the outcomes of the following and briefly explain how the techniques were used:

Use a recognised technique to identify the learning style (s) of yourself and another member of the team.

Use a simple technique to carry out a development needs analysis on yourself and one member of your team.

Identify any barriers to your learning that might occur and explain how these can be overcome.

Identify own learning style(s) and the learning style(s) of another member of the team (12 marks)

Use a simple technique for identifying own development needs and the development needs of another member of the team (12 marks)

Identify potential barriers to learning (12 marks)

Explain how barriers to learning can be overcome (12 marks)

Know how to develop self and others to achieve organisational objectives

Based upon the information gathered in section 1:

Briefly analyse learning/development options for yourself and the other member of your team (it is suggested that two options each would be sufficient).

Identify support mechanisms, such as training resources, job rotation or coaching, for the development of yourself and the other team member.

Prepare a development plan to achieve one of the learning objectives either for yourself or the other team member.

Describe how a method such as a learning log could be used to monitor development.

Briefly analyse learning/development options to meet need(s) of self and another member of the team (12 marks)

Identify support mechanisms for the development of self and another member of the team (12 marks)

Prepare a development plan to achieve a learning objective for self or another team member (16 marks)

Describe a method that could be used to monitor the development of self and another member of the team (12 marks)


Understanding performance management

Assignment Task for Unit: Reflective review in a workplace context

TASK

The purpose of this unit is to enable you to understand the value of performance management techniques and how to apply them in a fair and objective manner.

The task requires you to explain the value of performance assessment, to appropriately identify at least two ways to ensure fair and objective formal assessment giving an explanation of how to set correct SMART objectives, how to set performance standards and how to measure performance against agreed standards for a team member.

The importance of feedback to improve performance should then be explained as well a description of how to give effective feedback.

Finally you should identify at least two potential areas of underperformance in the workplace as well as two appropriate causes for failure to meet agreed performance levels and a description of at least two appropriate actions to restore performance.

NOTE:




The value of assessing performance Describe the value of formal and informal performance assessment in the workplace (8 marks)

Explain the role of the first line manager in performance management (4 marks)

Know how to manage performance of individuals in the team

Identify ways to ensure fair and objective formal assessment (12 marks)

Explain how to set SMART objectives for a team member (12 marks)

Explain how to set performance standards for a team member (8 marks)

Explain how to measure performance against agreed standards (8 marks)

Understand the value of feedback in the workplace

Explain the importance of feedback to improve performance (12 marks)

Describe how to give effective feedback ( 8 marks)

Know how to manage underperformance in the workplace

Identify potential areas of underperformance in the workplace (8 marks)

Identify causes for failure to meet agreed performance levels (8 marks)

Describe actions to restore performance to acceptable levels (12 marks)


Understanding health and safety in the workplace


TASK

The purpose of this unit is to develop knowledge and understanding of the basic principles of health and safety policy as they apply in the workplace and the responsibilities of the manager in implementing policy.

The task requires you to show your awareness of the main legislation and industry regulations that apply in a specific workplace. You will also need to show your understanding of how to conduct a risk assessment and how you would promote safe working within your team.

You should provide a short context statement to introduce your responses. You may attach specific examples of documentation you have produced to illustrate your answers.

NOTE:

You may want to relate your answers to an organisation that you work in. If you are not currently working within an organisation, then you may complete this task in relation to an organisation with which you are familiar. This could include experience working in a voluntary capacity.




The organisation’s policy and responsibilities for ensuring a safe and healthy working environment

You need to identify the main legislation and industry regulations that apply in a defined workplace situation. It is sufficient to supply brief details or references. You do not need to supply complete documents.

List current legislation and industry regulations relating to health, safety and welfare at work as relevant to a specific organisation (12 marks)

Describe an organisation's policy in relation to one specific item of legislation or regulation (12 marks)

The manager’s responsibilities for health and safety in the workplace

You need to provide responses to the assessment criteria. You should relate these responses to a specific workplace situation.

Explain the difference between a hazard and a risk (12 marks)

Describe how to conduct a risk analysis (16 marks)

Identify the main areas of own responsibility for health and safety in the workplace (16 marks)

Describe how to ensure the team is aware of the health and safety requirements in the workplace (16 marks)

Describe how to monitor health and safety in the workplace (16 marks)


Understanding sustainability and environmental issues in an organisation


TASK

The purpose of this unit is to develop knowledge and understanding of managing sustainability and environmental issues within the context of your own organisation. The task requires you to show your awareness of the main concepts, environmental standards and legislation that apply in a specific workplace. You will also need to demonstrate understanding of how these issues may be managed and how more environmentally friendly practices are, or could be, initiated. You should provide a short context statement to introduce your responses. You may attach specific examples of documents you have produced to illustrate your answers.

NOTE:

You may want to relate your answers to an organisation that you work in. If you are not currently working within an organisation, then you may complete this task in relation to an organisation with which you are familiar. This could include experience working in a voluntary capacity.




Sustainability and corporate social responsibility You need to demonstrate your understanding of these terms in the context statement. Briefly explain what policies and practices are, or could be, in place in the organisation and how they relate to the role of the facilities manager. Show that you can identify the main pieces of legislation that organisations must comply with in order to minimise environmental impact and meet the requirements of the Duty of Care. It is sufficient to supply brief details or references (examples might include the Environmental Protection Act and the Companies Act).

Explain the terms sustainability and corporate social responsibility (16 marks)

Identify the key legislation associated with sustainability and corporate social responsibility (16 marks)

Environmental issues Provide examples of environmental standards and briefly explain how they may apply to your own organisation. Using examples from your own organisation show that you understand the issues that relate to your workplace and the systems in place to manage them. Briefly explain methods that may be used to minimise environmental impact and damage, manage waste streams and work with suppliers.

List the environmental standards required in own organisation (12 marks)

Explain the environmental issues affecting own organisation (16 marks)

Describe environmentally friendly ways to manage issues affecting own organisation (16 marks)


Constraints and opportunities

Describe the characteristics of the building(s) occupied by your organisation and explain how they impact the management of environmental issues.

By reflecting on those building characteristics, provide examples of improvements that might be put in place to improve eco performance.

Explain the constraints of own organisation’s building(s) on environmentally friendly procedures and practices (12 marks)

Explain the opportunities to enhance own organisation’s building(s) environmentally friendly performance (12 marks)

l3 award in leadership and management

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