2053 CanHBook L3 FLM

Candidate Handbook
First Line Manager Qualifications
Contact Details
Course tutor Alison Laithwaite

Contact e-mail a.laithwaite@mmu.ac.uk
Contact phone number 247 6410
Course Tutor Paul Walsh

Contact e-mail p.walsh@mmu.ac.uk
Internal Verifier Kate Rowland

Contact e-mail k.rowland@mmu.ac.uk
Course bookings dandtcoursebookings@mmu.ac.uk

2
Candidate Handbook – First Line Manager Qualifications

Background to ILM Learning and improving your 3
The Institute of Leadership & Management (ILM) is
performance
Europe’s largest independent leadership and One of the most important features of ILM units is
management awarding body with more than 85,000 that they are designed to enable you to learn how to
candidate registrations each year. It works in perform more effectively in your role and also help
partnership with around 2,000 centres in the UK, you to demonstrate this improved performance. It’s
Ireland and across the world to provide high quality not enough just to know how to be better at your
development opportunities for leaders and managers job; you need to show that you are using what you
at all levels in public, private and voluntary have learnt.
organisations from every employment sector.
One way of understanding how this works is the
ILM has rapidly established itself as a leading source Experiential Learning Cycle, developed by US
of high quality qualifications in team leading and psychologist David Kolb. He suggests that the most
management, to support career development and effective learning occurs if people work their way
improve individual performance. through a cycle from learning about the theory
(which Kolb called Abstract Conceptualisation),
ILM is also a leading professional membership body through planning how to apply what you have learnt
with a growing membership of more than 22,000 (Active Experimentation), trying it out (Experience)
practising managers. As you’re studying on an ILM and then thinking about the experience and what
programme, you are entitled to studying membership you have learnt from it (Critical Reflection).
of the Institute for one year, free of charge, giving
you access to services such as reading lists and the
Experience
resource centre. You can also upgrade to the
appropriate professional membership grade at any
point to enjoy even more benefits.
To register for studying membership go to

www.i-l-m.com/activate
Structure of Qualifications Active Critical

Experimentation Reflection
ILM qualifications are made up of units, each of
which focuses on a specific aspect of the role for
which the qualification is designed. Some units are
mandatory, others are optional.
Each Unit has a credit value. Credit means that once

you have completed a Unit successfully, even if you
Abstract
can’t complete the whole qualification for some
reason, you can still have your achievement recorded Conceptualisation
– you will get credit for what you have done.
Your ILM programme is designed to ensure this
The amount of credit is defined by the credit value, happens. You will learn about various topics on your
and one credit is equal to approximately ten hours of course, and then have the chance to plan how you
‘notional learning time’. In other words, it is assumed can use these. Your job will involve you in applying
that you will have taken about ten hours work to what you have leant and the assessment requires you
have been awarded that one credit. The work isn’t to think about it and develop your learning further.
just time spent in a classroom or workshop, it also
includes time spent reading and practising skills on It’s important to see that the assessment tasks that
your own, researching at work or on the Internet, you are required to do as part of your programme are
discussing what you are learning with managers and not there just to test what you have learnt. They are
work colleagues and anything you do in preparation actually designed to help you to learn. Use the
for and completion of assessment. assessment to think and reflect about what you have
learnt and on what you have done.
Each unit also has a level. The level determines the
complexity of the ideas you are learning about and
applying.

N
4 First Line Manager Qualifications Candidates wishing to take the Certificate and
Diploma at MMU need to complete the
ILM offer a range of qualifications at Level 3 First Award/Certificate in FLM first and for the Diploma
Line Manager including Award, Certificate and candidates must currently be working in a first line
Diploma all of which are available to first line manager role.
managers and supervisors or aspiring first line
managers and supervisors First Line Manager Profile
ILM Level 3 Award in First line Management (FLM) ILM believes first line managers:
This award aims to give practising and potential first N may engage in some tasks performed by their
line managers the foundation for their formal fellow team members, but this is not their primary
development in this role. The qualification does this function
by developing basic management skills and assisting
participants in gaining the basic knowledge required N are practising managers who engage more
for this level. On completion of the Award candidates extensively in managerial tasks in which other
can then take extra units to work towards the team members do not engage
ILM Level 3 Certificate in First Line Management N have a wider span of control, responsibility,
(FLM) authority or power and a greater degree of
autonomy than a team leader
This qualification builds on the ILM Award in FLM,
and broadens the skills and knowledge of supervisors N have to make decisions which have some resource
and first line managers in a flexible and practical implications
way. Candidates wishing to take the qualification at
MMU are required to undertake the Award as a pre- N have to initiate actions in relation to the
requisite and may join the certificate programme employment of others (e.g., be involved in, but not
directly following the award, or within a three year decide about recruitment, decisions or disciplinary
period of the completion of the Award. On matters)
completion of the Certificate candidates can take
extra units to work towards the N have to operate with less supervision and control
than others
ILM level 3 Diploma in First Line Management
(FLM) N plan work looking several weeks or months ahead
(the team leaders time line tends to be days not
This diploma aims to give practising first line months)
managers the widest choice for their formal
development. The qualification does this by N have a greater knowledge than team leaders of
developing a very wide range of basic management specific requirements of customers or suppliers
skills and assisting participants in gaining the
comprehensive knowledge required by the first line N may deal with similar problems to team leaders,
manager. This qualification builds on the Award and but require superior technical knowledge and more
Certificate at level 3, and is only suitable for subjective judgements that demand understanding
practising managers due to the more challenging of relationships between people working together
demands of the programme. Candidates wishing to
take the diploma at MMU need to complete the What distinguishes first line managers from middle
Certificate in FLM first. managers is that they have limited budgetary
responsibility. They may make decisions about
Entry Requirements resource utilisation but the budgetary accountability
for these resources exists at a higher level. They are
There are no formal entry requirements, but also limited in the range of decisions they can make
participants will: compared to middle managers, with all delegated
decision making heavily circumscribed by rules or
N Normally be either practising or aspiring first line procedures.
managers with the opportunity to meet the
assessment demands, and
N Have a background that will enable them to benefit

from the programme – which is likely to be level 2
in both key literacy and numeracy.

Content of Programmes ILM Certificate/Diploma FLM these qualifications can 5
be designed by candidates to meet their own
ILM Award in First Line Management: individual priorities from a wide range of units.
Candidates will need to build the required number of
The Award is a core unit and needs to be completed credits and learning hours into their programme to
before candidates move onto the Certificate or match the criteria for the qualification. Candidates
Diploma (candidates who have completed the old will need to ensure that all mandatory units marked
style ILM qualifications may be entitled to exemption (M) are completed as part of their programme design.
from some units due to prior learning. Speak to the
course tutor for advice on this.) N Understanding Change in the workplace
– 2 credits (M)
The ILM Level 3 Award in First Line Management
requires you to gain (at least) FIVE credits in total. N Planning change in the workplace – 2 credits #(M)
You must complete the mandatory unit: N Achieving objectives from time management
– 1 credit #(M)
M3.01
Solving problems and making decisions N Introduction to Leadership – 2 credits
2 credits
Assessed by: Work-based Assignment N Motivating to perform in the workplace
– 2 credits #
You will then need to gain (a minimum of) a further
THREE credits made up from the following units: N Developing yourself and others – 2 credits #
N Managing customer service N Coaching and training your work team – 2 credits
N Building the team
N Understanding the communication process N Organising and delegating – 1 credit
in the workplace
N Understanding culture and ethics in organisations
ILM Level 3 Certificate in First Line Management – 2 credits
The ILM Level 3 Certificate in First Line Management N Managing stress in the workplace – 1 credit
requires you to gain (at least) TWENTY credits in
total. You must complete the mandatory units: N Writing for business – 1 credit #
M3.01 N Managing creativity and innovation in the

Solving problems and making decisions workplace – 1 credit
2 credits
Assessed by: Work-based Assignment N Obtaining information for effective management
– 2 credits #
M3.02
Understanding change in the workplace N Managing Conflict in the workplace – 1 credit
2 credits
Assessed by: Change Management Report N Managing the employment relationship – 2 credits
M3.03 N Recruiting, selecting and inducting new staff

Planning change in the workplace – 3 credits ( please note staff who have completed
2 credits Development & Training programme modules 1&2
Assessed by: Work-based Assignment and of recruitment skills and interviewing development
Change Management Report will only need to do the add on session on staff
induction)
M3.04
Achieving objectives through time N Managing projects – 2 credits
management
1 credit N Managing health & safety at work – 3 credits #
Assessed by: Work-based Assignment and
Change Management Report N Effective meetings for managers – 2 credits
You will then need to gain (a minimum of) a further N Understanding organisations in their context
THIRTEEN credits from the list of options available – 2 credits #

N
6 Managing performance – 1 credit M3.07
Obtaining information for effective
N Influencing others at work – 1 credit management
2 credits
N Working with costs and budgets – 1 credit # Assessed by: Work-based Assignment and
Innovation Project
N Managing efficient use of materials – 1 credit #
M3.08
N Managing effective use of equipment – 1 credit # Managing customer service
1 credit
N Understanding information systems – 1 credit # Assessed by: Work-based Assignment and
Innovation Project
N Marketing for managers – 1 credit #
M3.09
(Units marked # will be completed using the distance Giving briefings and making presentations
learning Super Series workbook and supported by in the workplace
tutorial workshops) 1 credit
Assessed by: Presentation
ILM Level 3 Diploma in First Line Management
You will then need to gain (a minimum of) a further
The ILM Level 3 Diploma in First Line Management TWENTY FOUR credits from the list of options
requires you to gain (at least) THIRTY SEVEN credits available (see list above).
in total. You must complete the mandatory units:
M3.01
Solving problems and making decisions
2 credits
Assessed by: Work-based Assignment
M3.02
Understanding change in the workplace
2 credits
Assessed by: Change Management Report
M3.03
Planning change in the workplace
2 credits
M3.04
Achieving objectives through time
management
1 credit
M3.05
Writing for business
1 credit
Innovation Project
M3.06
Managing creativity and innovation in
the workplace
1 credit
Innovation Project

Qualifications overview FLM level 3 7
Award Certificate Diploma
Notional credit Minimum 5 notional credits Minimum 20 notional credits Minimum 37 notional credits
value
Duration Minimum 34 hours Minimum 120 hours Minimum 220 hours
To be completed 1 year 2 years 3 years

within
Induction 1 hour 2 hours 2 hours
Tutorial support Mininum 2 hours Minimum 4 hours Minimum 7 hours
Structure • One mandatory unit with a • Four mandatory units with • Nine mandatory units with
credit value of 2 a combined credit value of 7 a combined credit
value of 13
• Optional units with a • Optional units with a • Optional units with a
minimum total credit of 3 minimum total credit minimum total credit
value of 13 value of 24
Assessment – Work-based assignment Work-based assignment, plus Work-based assignment, plus

mandatory units Change management report Change management report,
plus Innovation report, plus
Presentation
Assessment – Depending on the units selected, a choice of: work-based assignments, reflective reviews,
optional units knowledge reviews, oral presentations, role-play/ scenarios, written reports or centre-devised
alternatives.
Induction session M3.08 Managing customer service

N Domestics and Introductions S1 N Importance of customer service
N Icebreaker N Identifying customer needs
N Outline of course N Internal and external customers
N Details of assessment process & learner N Wants V’s needs
support N Customer service standards
N ILM student membership N “Fish” principles of customer service
N Student handbook N Customer service action plan
M3.11 Building the team S2 N Kaizen

S1 N Differences between teams and groups N Stanley A Browns model of customer care
N Tuckman model N Anderson & Zemke’s model of customer
N Belbin service
N Reflection on own team and action plan N Creative customer service
N Understanding quality
S2 N Discussion of reading, key aspects of N Quality control
teamwork N Quality assurance
N Scenarios on team relationships N Consumer legislation
N Conflict in teams N Setting quality standards
Homework reading on different models of team Homework reading on leading thinking in

work and Johari’s Window (provided as identifying customers, internal and external
handouts) customers, customer loyalty
S3 N Tutorial session Homework background reading on consumer

rights and quality management
S3 N Tutorial session

8 M3.30 Understanding the communication process M3.10 Introduction to leadership
in the workplace N Intro to course
S1 N Purpose of communication N Leadership qualities
N Different methods of communication N Leadership styles at MMU
N Communication model N Transformational/transactional leadership
N Barriers to communication N Leadership styles
N Appropriate methods of communication N The leadership continuum
N Situational leadership
S2 N Feedback N Action centred leadership
N Active listening N Difference in behaviours between managing
N Body language and leading
N Constructive criticism N Theory x and theory y managers
N Effective communicator questionnaire and
action plan Homework
Reading on leadership
Homework Pre Work
Session 1 reading on communication medium, Leadership style diagnostic
feedback loop, using e-mail.
Session 2 personal communication, body M3.18 Coaching and training your work team
language, cultural intelligence, straight talking N Benefits of training for the organisation and
individuals
S3 N Tutorial session N Training cycle
N Learning styles
M3.01 Solving problems and making decisions N Kolb’s learning cycle
S1 N Identification of problems N Training in practice
N Review of work problems faced N Coaching in practice
N Range of 6 different problem solving N Grow coaching model
techniques plus exercises to test them
N SMART objectives Homework
N Applying objectives to problems Reading on different areas of training and
coaching, training development analysis
S2 N Group exercise solving a non work related evaluation of training and development
problem with observers
N Levels of objectives M3.21 Organising & delegating
N Differences between data and info and how N Setting management objectives
we use it N SMART objectives
N Measures of central tendency group exercise N Organising your team
N Tables and visuals N Measuring objectives
N How we use information N Right person for the job
N Understanding the requirements of the job
S3 N Decision making a range of different N Delegation, authority, accountability and
approaches responsibility
N Good/bad decisions the differences N What to delegate and why
N Effective problem solving and decision N Process of delegation
making exercise N TRUST ME model identifying what should
be delegated
S4 N Evaluation of decisions N Approach to delegation using a decision
N How decisions get made different tree
approaches N Different delegation styles
N Problem solving and decision making
exercise Homework
Reading on delegation – empowerment
continuum model
Why do I want to delegate?

M3.25 Understanding culture and ethics in M3.15 Managing stress in the workplace 9
organisations N What is stress
N Understanding organisations N Causes and impact of stress in an
N Culture, teams and relationships organisation
N What are our own ethics icebreaker N Symptoms of stress
N Critical issues around ethics N Stress performance connection
N Purpose of business ethics N Ways to manage stress at work
N How to make tough decisions N Stress legislation
N Win-win situations N Duty of care and H&S legislation
N Leading thinking on ethics and N MMU stress policy
organisations N Management style and stress on others
N Business benefits of an ethics strategy N What is counselling
N Values and beliefs N What is mentoring
N Understanding the causes of a blame N Mentoring life cycle
culture
N Corporate responsibility Homework
Reading on how to manage stress
Homework Coaching & mentoring
Course reading on: Could I be a mentor? exercise
Interrelationship of strategy & culture Knowing your preferred learning style
Traditional V enterprise culture Thinking outside the box
Organisational purpose The emotionally intelligent leader
Ethics overview
Business benefits of an ethics strategy M3.09 Giving Briefings and making presentations
Corporate responsibility N Planning and preparation for briefings
Modern attitudes to ethics in the workplace N Presentation skills
Understanding conflict N Evaluation and review of presentation/
Creating a climate of trust and confidence briefing skills
Social responsibility learning process N Data presentation
N Platform techniques and visual aids
M3.02 Understanding change in the workplace N Feedback
Session 1 N Supervised and reviewed practice
N Change at MMU VC’s vision for the future
N Process of change, benefits of change for M3.14 Managing Conflict in the workplace
organisations N Causes of conflict
N Different models for managing and N Bullying and harassment
supporting change N Effects of conflict on individuals and teams
N Understanding the change curve N Stages of the development of conflict
N Understanding the effect change has on N Managers role in minimising conflict
individuals N Creating a positive atmosphere
N Understanding the managers role in
supporting individuals through the process M3.16 Managing the employment relationship
of change N Understanding diversity
Session 2 N Legislation and its effects on employment
N Communication during change N MMU’s policies and procedures
N Communication Impact continuum N Consequences of non-compliance in the
N Feedback process workplace
N Planning a communication campaign N MMU’s employment policies
N Methods of delivering messages of change N Disciplinary procedures – legal aspects and
management of the process
Homework N Interpersonal skills to support discipline at
Reading on how to lead a change initiative work
Leading thinking: Edgar Schein and Kurt Lewin
Leadership and change
Change management competencies
Burke-Litwin performance and change model

10 M3.17 Recruitment selection and induction of M3.12 Motivating to perform in the workplace
new staff N Super Series workbook
N MMU code of practice
N Job analysis M3.13 Developing yourself and others
N JD and PS preparations N Super Series workbook
N Advertising vacancies
N Shortlisting M3.27 Working with costs and budgets
N Preparation for interviews N Super Series workbook
N Recruitment methods, use of and design
N Induction phases and evaluation M3.28 Managing efficient use of materials
N Health & safety requirements for induction N Super Series workbook
N Monitoring and recording induction
N Evaluation of induction M3.29 Managing effective use of equipment
N Super Series workbook
M3.22 Managing projects
N Project design principles M3.34 Understanding information systems
N Project planning techniques N Super Series workbook
N Use of objective, targets and milestones
N Project evaluation and review M3.35 Marketing for managers
N Understanding and managing costs N Super Series workbook
associated with change
N Non financial costs and benefits of change M3.05 Writing for business
M3.33 Effective meetings for managers
N Purpose, value and type of meeting M3.07 Obtaining information for effective
N How to prepare for meetings management
N Organising resources N Super Series workbook
N Making an effective contribution
N Roles and responsibilities M3.23 Managing health & safety at work
N Minutes and action points N Super Series workbook
N Evaluating own effectiveness at meetings
M3.24 Understanding organisations in their
M3.26 Managing performance context
N Stakeholder objectives N Super Series workbook
N FLM responsibility to improve performance
N Smart objectives
N Performance standards setting and
measuring
N Performance monitoring and evaluation
N Performance improvement techniques
N Improving performances
M3.31 Influencing others at work

N Understanding networking
N Networking practices and skills
N Network and contact creation
N Understanding negotiation
N Negotiation strategies and behaviours
N Techniques to influence others
N Power and authority and effect on
negotiation
N Conflict resolution and win win situations
M3.03 Planning change in the workplace

M3.04 Achieving objectives through time

management

Assessment Strategy elaborate folders – simple stapled pages are all that 11
is required. This is especially important if your work
All assessment methodologies are work related and is to be sent for external assessment by ILM’s
designed to provide individual development and /or Assessors instead of being marked within your
direct organisational benefits. Achievement of a centre.
qualification is dependent on the completion of the
mandatory unit assessment set by ILM and the As a First Line Manager, your communication skills
optional unit assessments set by the centre. are very important. So, it is important that you write
clearly when your present your work for assessment.
All mandatory units from one qualification, in the You may not lose marks for poor grammar and
same suite, are embedded in another thus there is no spelling, but it will give a poor impression of your
repeat assessment if candidates have already standard of work.
completed the assessment on another course. For
mandatory unit assessments candidates must achieve ILM is keen to ensure fair and equal assessment for
the minimum number of marks outlined for each all candidates. If you have any special difficulties
section and a total of at least 50 marks for success in which you think might put you at a disadvantage do
each assessment for the mandatory units. not hesitate to let your tutor know.
Work based Change Innovation MIAP – Managing Information Across Partners and
assignment management project LARS – Learner Achievement Records
report report
Award Independent In accordance with the new Qualifications and Credit
assessment framework (QCF) regulatory requirements candidates
Certificate Independent Independent can achieve a national credit on the QCF. MIAP is a
assessment assessment major initiative to enable the education and training
Diploma Independent Independent Independent sector to transform the use and exchange of
assessment assessment assessment information between learning providers, learners and
employers and employees. It is managed by the
All work should be done electronically as ILM is Learning and skills council (LSC) and each candidate
moving toward the process of external verification via on an ILM programme will be provided with a unique
electronic format. It is anticipated that only MS word learner number (ULN) – this 10 digit number is kept
(.doc) or rich text format (.rtf) file formats will be for life and can be used by the learner to record any
accepted, with a maximum file size of 1 Mb. unit of learning they undertake. The Learner
Achievement record (LAR) is a web based record of
For optional units candidates must achieve half of the achievement showing units gained and associated
available marks (at least 50%). credit accumulated. This new IT infrastructure will
enable candidates to:
Each assignment includes the Assessment Criteria,
showing you exactly how you will be assessed, and a N Track their completed units and chart their path to
Mark Sheet to show how the marks are allocated. completing a full qualification
Read the assignments carefully and study the
Assessment Criteria with even more care. It is a good N Identify progression routes to further achievements
idea to go through the assignments after you have in a simple, user friendly environment
completed them and mark them yourself, using those
same criteria. Ask yourself “Have I done what it asks N Provide definitive proof of their educational
me to do?” “What mark would I give it?” achievements to employers and other third parties
Assessment activities are divided into parts. You N Transfer credits across qualifications and avoid
must use the headings (in bold) of each part to having to repeat learning unnecessarily
structure your assignment, because marks are
allocated according to how well you deal with each N Build up and combine credits specific to their needs
of them – if the assessor doesn’t know which part and interests
you are answering, you won’t get the marks.
Remember, the assessor is not trying to trick you –
what it asks for is what it expects. If you have a
problem, ask your tutor for help.
You are advised to present your work as simply and

clearly as possible. Whilst word-processed
assessments are preferred, you will not lose marks for
presenting a hand-written assessment so long as it is
neat and legible. Please do not present your work in

12 FAQ’s What about my data – can other people access my
information?
Your Unique Learner Number (ULN)
The law already guarantees that your personal details
In 2007-08, you will be amongst the first learners to are handled securely and sensitively. Your information
be issued with a Unique Learner Number (ULN). The will only be passed on to people with a legitimate
ULN is a personal 10 digit number which will remain reason, such as exam boards, schools or colleges that
with you throughout your life, like your National you want to move to and the government agencies
Insurance (NI) number. So why can’t we use your NI who have responsibilities for education.
number, or one of the other numbers you already
have? Well the law protects you by insisting that How do I find out more?
numbers like National Insurance can only be used for
the purposes it was intended for. Your ULN will be To find out more information including how to opt
the same. It will only be used to pull together your out of data sharing, visit www.miap.gov.uk or speak
educational experiences and outcomes, enable you to to Student Services.
view your learner record online and be used by
government agencies who have responsibilities for
education.
What information will we need from you?
We are not asking you for anything new, or anything

that you don’t already let us have. The core bits of
information we use to get your ULN are your first
name, family name, date of birth and gender. We
want to make sure that information about you is
accurate and does not get mixed up with other
peoples’ information. We may use additional
information sometimes to increase your security and
protect your identity. These might include your post
code or the first school you attended – again, nothing
you don’t already have to provide.
How will you benefit from having a ULN?
Your ULN is an important part of a scheme to

improve the service you get from the people who
provide and support your education. It will be used
to link together all of your learning experiences,
exam results and qualifications into an online learner
record. This information is already held in computer-
based systems, but at the moment you can’t get at it,
so you have to fill in the forms and produce evidence
before you move on to another course or job. The
ULN will allow it to be pulled together for you to
access it easily via the internet from March 2008.
It will also make it easier to provide good advice and
guidance about education and training opportunities
which will help you take that important next step.
Do you have to give consent?
You cannot refuse to have a ULN, but you can opt out
of sharing your data with others if you choose. If you
do opt out of sharing, you may find that you end up
filling in longer forms again each time you move on
to something new.
You can opt out of sharing your data through the Fair
Processing Notice your organisation will show you as
part of the enrolment/examination process, or at any
time after that by calling the LRS Helpdesk or
requesting your organisation opts out on your behalf.

Work Based Assignment – Solving Problems and Making Decisions – 13
ILM Award
Centre Number: R24900 Centre Name: Manchester Metropolitan University
Candidate Registration No............................................ Candidate Name ............................................................
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’.
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 headings below when writing your assignment Assessment Criteria
Introduction to your organisation

Help the reader to understand the context of the problem by briefly N Context of assignment is
describing your organisation, what it does, and your role within it. provided
(min 2 marks required from 5 available)
Present situation (Analysis of the problem)
Describe:
N what the problem is and what may have caused it N The problem, its nature, scope
N its scope (eg how widespread, how often, how much, etc.) and impact are described
N who, how and what it affects in the workplace/team;
N what you are trying to achieve by solving the problem; and
N what the result would be if no action is taken.
Investigation and identification of possible solutions to the problem N Information to identify possible
solutions to a problem is
N Briefly describe possible solutions to the problem. To do this you must gathered and interpreted
gather and interpret information to identify possible solutions.
N The information you gather should be fact supported by evidence and N Briefly summarise the options
not just your opinion. providing facts and evidence not
(min 8 marks required fro 25 available) just opinion
Evaluation of possible solutions
N Evaluate the possible solutions using simple decision making N Use at least one simple decision
technique(s) to arrive at the best solution. Your evaluation should making technique to evaluate
include human, material and financial resources. options and arrive at the best
N State your chosen solution clearly and concisely. solution
Recommended implementation plan to solve problem N Planning the implementation

and communication of the
N Provide an action plan for the implementation and communication of decision
the solution. Your action plan should include actions, time-scales and
required resources including people. N Briefly described which
N Briefly describe the monitoring and review techniques you could use to monitoring and review
evaluate the effectiveness of your chosen solution. techniques could be used to
(min 8 marks required from 25 available) evaluate outcomes

14 Work-Based Assignment – M3.11 Building the Team
Task
This task requires that you consider how to develop and maintain trust at work and how you could build the
team.
Please use the headings below when writing up your assignment Assessment criteria
Developing and maintaining trust at work N Behaviours which could develop

and maintain trust at work are
Explain how you develop and maintain trust at work and why explained
confidentiality is so important in building and maintaining trust
N The reason why confidentiality is
(40% of the total mark) important in building and
maintaining trust in the team is
explained
Building the team
Describe the difference between a group and a team using examples N One example of a group and one
from your workplace to illustrate the difference example of a team within the
workplace is given
Briefly describe the stages of an established model of group formation
(using examples from your experience to illustrate these, if possible) N Justification is provided for the
classification of the examples
Note: If this is not possible describe the stages of an established model given
of group formation
N The stages of an established
Explain the benefits of knowing your team members’ preferred team model of group formation is
roles briefly described
(weighting 60% of the total mark) N The way that a manager could
benefit from knowing team
members’ preferred team roles is
explained

Work-Based Assignment – M3.08 Managing Customer Service 15
Task
This task is about managing customer service in your organisation
Basic customer service
Describe your organisation’s customer service by briefly: N Two legal rights of customers are
briefly described
N describing at least two legal rights of your customers;
N Two of the organisation’s
N two of your organisation’s commitments to customers; commitments to customers are
briefly described
and
N The manager’s responsibilities in
N the manager’s responsibilities in relation to customer service relation to customer service is
briefly described
(weighting 50% of the total mark)
Caring for the customer
Describe how your organisation cares for its customers. To do this: N An external and an internal
customer of the organisation are
N identify an internal and an external customer; identified
N explain how customer service standards and procedures are used to N How customer needs are
meet their needs; identified is described
and N The use of service standards and

procedures to meet customer
N explain how customer service is monitored against the standards set needs is explained
by your organisation
N Customer service monitoring
(weighting 50% of the total mark) against set standards is
explained

16 Reflective Review – M3.30 Understanding The Communication
Process in the Workplace
Communication needs
Identify two specific communication needs that you have at work and N The stages in the communication
plan how you can best meet these needs, using one oral (ie spoken) and process are outlined
one written means of communication.
N Two different types of
In your answer you should: communication that could ensure
N Explain your two chosen communication activities with reference to effective communication in the
the stages in the communication process and give at least one workplace are named and an
advantage and one disadvantage of your two chosen ways of advantage and a disadvantage
communicating your message identified of each
Barriers to communication
You should identify potential barriers to communication that might occur N Two possible barriers to
and show how you will overcome them. communication in the workplace
are identified and how each
In your answer you should: barrier could be overcome
N Identify two possible barriers to communication in your workplace, in described
relation to either of the two communication activities, and describe
how each barrier could be overcome N How non-verbal communications
can influence the receiver is
N In your chosen oral communication, you should describe how you explained
would take account of the influence of non-verbal communication on
the receiver
Information awareness
Identify ways that you can increase your awareness of information in the N How you could increase
workplace and improve your attention and concentration span information awareness in your
workplace is explained
Feedback
Explain how you will use feedback to check the effectiveness of your N How to used feedback to check
communication the effectiveness of
communication is briefly
(weighting 10% of the total mark) explained

Change Management Report – ILM Certificate 17
Examine factors that may require your organisation to change, and identify a change required in the workplace
that will benefit the organisation. 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.
You should discuss the choice of topic and an outline of your submission with your line manager and /or your
tutor. The choice of topic must allow you to demonstrate achievement of assessment criteria from the units
studied. It should not be a very large or complex topic, but must offer scope for planning change – perhaps it
is a change in working methods, customer service or working relationships.
Task
Write a report to your line manager about a change that is needed which could be implemented in the near
future. The nominal word count for this assignment is 2000 words: the suggested range is between 1500 and
3000 words.
Introduction / Background
N In order to provide a context, briefly describe your organisation, what N Context for the report is
it does, and your role within it. provided
N Give a few examples of what is measured in your area of work that N The organisation’s quality
will determine whether your products or services are acceptable. standards are identified
N Briefly explain why quality and continuous improvement are important N The importance of quality
for your workplace. What would happen in your area of work if quality awareness and the need to
standards were allowed to slip? continuously improve the
organisation is explained
(min 3 marks requires from 10 available)
Identify a change that is required
N Carry out a simple SWOT or PESTLE analysis to examine the business N Forces that may require change
environment in which your organisation operates. in the organisation are identified
by conducting a simple SWOT
N As a result of your better understanding of the environment, identify and/or PESTLE analysis
one change required in your workplace to make things better.
N An example is given of the
N This change could be initiated by you or by someone in higher change required in the
authority. workplace reflecting the SWOT
and/or PESTLE analysis
N Explain how the organisation will benefit from this proposed change.
N The benefits of innovation and
(min 5 marks required from 15 available) change for the organisation are
explained

18 Please use the headings below when writing up your assignment Assessment criteria
Planning and monitoring the change N SMART objectives are set, listed
in order of priority and
Prepare an action plan for implementing the change. Your action plan appropriate timescales set for
should include objectives that are Specific, Measurable, Acceptable, their achievement
Realistic and Time-bound. The objectives should be listed in order of
priority. The action plan should indicate N Objectives are planned using an
N what has to be done, established time management
N who will do it, technique
N when it will be done,
N SMART objectives are set, listed in order of priority and appropriate N A technique for planning change
time scales set for their achievement within the context of the
N Objectives are planned using an established time management example given is used
technique
N where it will be done; and N The monitoring techniques for
N also what resources will be needed any objective is explained
Example of objectives could include things such as reducing cost,
speeding up production or minimising waste.
In order to ensure that what was planned actually happens, explain how
progress would be monitored to ensure the change is achieved.
Implications of the change N Relevant human and financial

factors in the consideration of
N Identify and explain what the proposed change will cost and its change are identified
financial effects. N Possible human and financial
effects of change upon people,
N Identify those who will be affected by the change and explain how departments and the
this will affect them. organisation is explained
N Constraining or limiting factors
N What could you do to overcome any objections or resistance to the that could hinder the
proposed change? achievement of anyone objective
are identified
(min 8 marks required from 25 available) N The barriers to change and
innovation in the workplace and
practical ways of overcoming
these are explained
Communicating and implementing the change
Introducing the change will not be the end of the matter. You will have N Communication with and
to tell people about the change. Identify and explain: involvement of people to
facilitate effective change are
N who needs to know about the change explained
N how you will tell them; and N The importance of
N why it is important to tell them communication in successful
implementation of change is
Briefly explain how you will continue to improve once the change has explained
been completed. What tool could you use to monitor continuous N Ways of involving the team in
improvement? quality and continuous
improvement are explained
Briefly explain how you will involve the team in quality and N A continuous improvement tool
improvement matters. or technique relevant to the
workplace is used
(min 6 marks of 20 available) N Ways to evaluate continuous
improvement activities are
discussed

Reflective Review – M3.10 Introduction to Leadership 19
Leadership styles
Identify factors that will influence your choice of leadership styles and N The factors that will influence
explain why your leadership styles are likely to positively affect your your choice of leadership styles
team or behaviours in workplace
situations are identified
N The reason why these leadership
styles or behaviours are likely to
have a positive effect on
individual and group behaviour
is explained
Review of own leadership behaviour
Assess your own leadership behaviours and potential by referring to a N Own leadership behaviours and
relevant leadership model, your organisation’s working practises, and by potential is assessed in the
collecting feedback from others. context of a particular leadership
model and organisation’s
Describe what actions you could take to improve as a leader working practices and culture
using feedback from others
N Appropriate actions to enhance
own leadership behaviour in the
context of a particular leadership
model is described

20 Work Based Assignment – M3.12 Motivating to Perform in the
Workplace
Task
This task is all about motivating the team to perform in the workplace. You should consider:
N the value of assessing performance;
N how you could motivate the team to improve performance; and
N the value of feedback in the workplace.
The value of assessing performance
Briefly describe your organisation’s formal systems of N The value of formal and informal
assessment/appraisal, and your own informal practices. performance assessment in the
workplace is explained
Briefly explain the value of each and identify ways that you ensure that
it is fair and objective, or suggest any changes that would ensure that it N Ways that could ensure fair and
is. objective formal assessment are
identified
Motivating the team to improve performance in the workplace
Briefly describe the factors that influence the way that people in your N The factors that influence how
workplace behave and, based on this, briefly explain how you would people behave at work are
apply one recognised theory of motivation to your team to improve their outlined
performance.
N The application of one basic
(weighting 50% of the total mark) recognised theory of motivation
is explained
The value of feedback in the workplace
Briefly explain why feedback is important to improve communication and N The importance of feedback to
the performance of your team and compare the effectiveness of different improve communication and
types of feedback used in your workplace performance is explained
(weighting 20% of the total mark) N The effectiveness of different

types of feedback is compared

Work-Based Assignment – M3.13 Developing Yourself and Others 21
Task
This task requires you to analyse your own and one other member of your team’s development needs and
learning styles. You should consider how you will meet these development needs, what support mechanisms
are available and how the development needs can be monitored.
Analysis of development needs and learning styles
Using at least one simple technique carry out a simple development N At lease one simple technique
needs analysis on yourself and one member of your team for identifying own development
needs and the development
Also identify your own and one other members of the team’s learning needs of one other member of
styles the team is used
Record the outcomes and briefly outline the technique you used N Own learning style(s) and the
learning style(s) of one other
(weighting 30% of the total mark) member of the team is identified
Development options to meet development needs
Briefly analyse two learning/development options available to you, and N Two learning/development
two learning/development options available to the member of your team options to meet the need(s) of
self and one other member of
Identify any barriers which might prevent any of these options being the team are briefly analysed
accomplished and explain how these barriers might be overcome
N The barriers to learning are
(weighting 50% of the total mark) identified and an explanation
given as to how these barriers
can be overcome
Support and monitoring
Briefly describe support mechanisms that are available for both you and N The support mechanisms for the
the member of your team development of self and one
other member of the team are
Briefly describe how you would monitor both your own development and identified
the team member’s development.
N The methods used to monitor
(weighting 20% of the total mark) the development of self and one
other member of the team is
described

22 Reflective Review – M3.15 Managing Stress in the Workplace
Managing stress
Identify a situation at work where you or a colleague has felt under N The causes and impact of stress
stress in the organisation is examined
Briefly explain what caused this stress and examine its impact on your N The symptoms of stress in self
workplace and in others is described
Note: If neither you nor a colleague has experienced any stress, you N One practical stress management
may choose to use the experience of a friend or relation who has technique is explained
experienced stress at work, or you may explain the general causes and
impact of stress in organisations
Briefly describe how you would recognise stress in yourself and in other
members of your team and explain one practical stress management
technique that you could use to overcome this stress in yourself or in
your team
Supporting individuals in the team
Outline the responsibilities your organisation’s management has in N Management responsibilities and
relation to work related stress in your team, and briefly explain how you actions in relation to work-
could use counselling, advising or mentoring to provide support for related stress in the team are
individuals outlined
Note: If you have had experience of using counselling, advising or N How and when to use
mentoring, you should describe the circumstances. Otherwise, describe counselling, advising and
the conditions under which you would do so. mentoring to support
individuals in the workplace is

Work Based Assignment – M3.18 Coaching and Training your Work 23
Team
Task
This task is all about understanding training appropriate to the workplace and about how to coach an
individual in the organisation.
Training appropriate to the workplace
This activity requires that you clarify the training need in your N The training need is clarified
organisation and identify an opportunity to train members of your team
or other individuals in the workplace. You should explain: N The two training techniques
appropriate to the workplace
N Two training techniques appropriate to the workplace; situation are explained
N How you could cater for different learning styles; N How you could cater for different
learning styles when training
and individuals in the workplace is
explained
N One relevant feedback technique that could work effectively
N One relevant feedback technique
Describe how you could evaluate the effectiveness of training and ways that could work effectively in the
of maintaining training records workplace situation is explained
(weighting 60% of the total mark) N Methods of evaluating the

effectiveness of training are
described
N Ways of maintaining training

records is are explained
Coaching individuals in the organisation
This activity requires that you clarify the coaching need in N The coaching need is clarified
yourorganisation. You should explain:
N Planning coaching for an
N How to plan the coaching for an individual in your organisation; individual in the organisation is
explained
and
N The importance of feedback in
N The importance of giving feedback coaching is explained
Describe one method you could use to evaluate the effectiveness of N One method of evaluating the
coaching effectiveness of coaching is
described

24 Reflective Review – M3.21 Organising and Delegating
Organising people to achieve objectives
Review how you plan and delegate tasks to your team and: N The importance of making
effective and efficient use of
N Explain why it is so important to make effective and efficient use of people’s knowledge and skills
your team’s knowledge and skills while planning to achieve work while planning the team’s work
objectives to achieve objectives is
explained
N Explain one technique you use to schedule and allocate work to your
team and individuals N One technique is used to identify
the appropriate person for an
N Explain how human resource planning can be used to assure output activity
and quality
N How human resource planning
(weighting 40% of the total mark) can be used to assure output and
quality is explained
Delegating to achieve workplace objectives
Identify one occasion when you have delegated responsibility to, and N One example of delegation and
one occasion when you have attempted to empower, a member of your one example of empowerment in
team (or opportunities for delegation and empowerment that may occur the workplace is given
at some point in the future):
N One barrier to delegation and
N Briefly discuss each of these examples of delegation and one mechanism to support
empowerment in your workplace delegation is identified
N Identify and describe one barrier to delegation in your workplace and N One technique that could be
one mechanism to support delegation in your workplace used to monitor the outcomes of
delegation in the workplace is
N Explain one technique that you use (or could use) to monitor the explained
outcomes of delegation in your workplace
N The effectiveness of feedback,
N Review the effectiveness of feedback, recognition and reward recognition and reward
techniques in your workplace techniques in the workplace is
reviewed

Reflective Review – M3.25 Understanding Culture and Ethics in 25
Organisations
Organisation’s culture N The dominant culture within the

organisation is describe and how
Carry out a ‘values and culture’ assessment of the organisation, this influences the management
identifying and describing the culture of the organisation and its style and team structure is
commitment to social responsibility and sustainability explained
N How internal politics could arise
Note: Your answer should explain what is meant by culture and values within the organisation and
and describe the dominant culture and values within the organisation. possible effects are briefly
You should also explain how they influence the management style and explained
team structure, and extent to which they encourage or discourage N Values within the context of the
‘internal politics’. Finally, you should consider how well the organisation are defined
organisation demonstrates a sense of social responsibility, giving an N One of the organisation’s
example of any one way that it does this, or could do it corporate social responsibilities
is described
Describe what action the first line manager could take to enable the N The importance of social
organisation to fulfil its social responsibility responsibility and sustainability
is explained
(Weighting 50% of the total mark) N What action the first line
manager could take to enable
the organisation to fulfil its
social responsibility is described
Review of own role
Review your own role in promoting the organisation’s values, N Own responsibility to promote
culture, social responsibility and sustainability, and how you would the organisation’s vision and
respond to any problems that may occur. In your answer you help shape the culture is
should: recognised
N How to communicate the
N Describe how you communicate the organisation’s values to your team organisation’s values to the team
N Explain what you would do if two of your team members had differing is described
perceptions, values or cultures that adversely effected the workplace N How a first line manager could
(or what you have done, if this has occurred) approach a problem between
N Explain how to approach problems in the workplace without creating a individuals who have different
“blame culture” perceptions, values or cultures is
N Explain what you would do if a team member’s personal values explained
clashed with that of the organisation’s (or what you have done, if this N How to approach problems in the
has occurred) workplace without creating a
N Explain how you would advise a team member who felt that the “blame culture” is explained
organisation had not responded to reports of malpractice at work, N How a first line manager could
including the person’s rights under Public Interest Disclosure approach a problem where an
legislation individual’s personal values clash
with that of the organisation is
(Weighting 50% of the total mark) explained
N The rights given to people at
work by the Public Interest
Disclosure legislation to “blow
the whistle” on perceived
malpractice is briefly explained

26 Innovation Project – ILM Diploma
Write an innovation project report within the context of your organisation. The content should focus on an
innovation action/activity within your organisation that will assist in achieving organisational success and
enhanced customer satisfaction.
Your submission should include:
N A front page showing the title of the report that includes your name
N A table of contents wherein you list the headings, sub-headings and page numbers. Appendices should also
be listed (numbered or lettered)
N A summary synopsis (which is written last). It should catch the reader’s interest and focus attention on the
important points in your report such as the purpose, the key outcomes and your recommendations
N The body of the report
N Appendices that may include a glossary of any technical terms or jargon you have used, or supporting
evidence arising from the investigation, which is not appropriate to include in the main body of the report
Include basic statistics and visual material in the content or in an appendix and use an appropriate tone,
language and level of formality in your report. The “nominal” word count for this assignment is 3000 words:
the suggested range is between 2500 and 5000 words
Once you have completed the innovation project report check that your work measures up to the assessment
criteria – try marking it yourself before submitting it.
Background
Briefly describe the organisation, what it does and your role in it N Context for the assignment is
provided
(min 2 marks requires from 5 available)
Customers and their needs
Describe your customers, their rights and needs, and your organisation’s N An external and an internal
responsibility and commitment to them customer of the organisation was
identified
Explain how your organisation measures and monitors customer N The customers needs were
satisfaction identified
N At least two legal rights of the
(min 6 marks required from 20 available) customers were described
N Two of the organisation’s
commitments to customers were
described
N The manager’s responsibilities in
relation to customer service was
briefly described
N Customer service standards and
procedures used to meet
customer needs were explained
N How customer service is
monitored against the standards
sets explained

Please use the headings below when writing up your assignment Assessment criteria 27
Investigate how well you meet your customers needs N Data collection techniques were
used to gather information from
Use a questionnaire and any other relevant techniques to identify how external, internal and internet
well you meet the needs of your customers and explain your sources
methodology for: N The validity and accuracy of
information gathered was
N The design of your questionnaire checked
N The sampling technique you used N A simple basic workplace
N The method you used to administer the questionnaire questionnaire including a
N The technique you used to analyse the results minimum of four different types
of questions was designed
(min 6 marks required from 20 available) N A representative sampling
technique was described
N The questionnaire administration
was briefly described
N A simple technique for analysing
the results of the questionnaire
was described
N Information was analysed and
conclusions were drawn
The Innovation process
Identify opportunities for potential improvement in the products and N A technique was used to
services your team provide. This should be linked to the current encourage creative ideas
assessment of how well you are meeting your customer needs and amongst the team
expectations highlighted by your investigation. To achieve this N Barriers to creative thinking and
undertake and describe activities to encourage creative and innovative resistance to innovation within
ideas among team members. the team were explained
Outline the process used and the outcomes including: N Creative and innovative ideas
N The technique used to encourage creative ideas were evaluated
N The barriers encountered from others
N How commitment was gained from others
N How the various ideas put forward by others were evaluated
Recommendations
Based upon your investigation and the innovation process make N Gaining the commitment of
reasoned recommendations for improvements. Explain actions you can others in moving creative ideas
take that will assist in making the innovation a reality including forward was explained
explaining how you will gain the commitment and support of the key
stakeholders
(min 6 marks of 20 available)
Specifications for the report N A report is written to meet

specified standards and within
Ask yourself the following questions: defined terms of reference
Did you write the report using the headings shown in bold? N Basic statistics and visual
Did you include basic statistics and visual material in the content or material is included in the
appendix? content or appendix
Did you use the appropriate tone, language and level of formality? N Effective and appropriate tone,
language and level of formality is
(min 3 marks required from 10 available) used in the report

28 Work-Based Assignment – M3.05 Writing for Business
Task
Write a report on a management problem or innovation that has been agreed with your tutor. If you use the
content of another unit as your topic, then the assessment criteria for both units apply. Use appropriate tone,
language and level of formality in your report.
Background N The organisation, what it does

and your role within it are briefly
Briefly describe the organisation, what it does and your role within it described
Introduction N An introduction is written that

includes some or all of the
Write an introduction that includes some or all of the following: following:
N A brief description of the management problem or innovation N A brief description of the
N The background, circumstances or history of your topic management problem or
N Any explanations where necessary innovation
(weighting 15% of the total mark) N The background, circumstances
or history of your topic
N Any explanations where
necessary
Investigation (or Methodology) N An investigation of the problem

or innovation is carried out and
Investigate the problem or innovation and identify possible solutions. possible solutions are identified.
Use basic statistics and visual material in the content or in an appendix Basic statistics and visual
(weighting 30% of the total mark) material are used in the content
or in an appendix
Evaluation of possible solutions
Evaluate your options to arrive at the best solution N Your options to arrive at the best
(weighing 30% of the total mark) solution are evaluated
Recommendations
N A clear statement of your
Provide a clear statement of your proposed solution and an action plan proposed solution and an action
for implementing your recommendation. plan for implementing your
(weighting 10% of the total mark) recommendation is provided
Format and style of report
The report is written to meet specified standards N The report is written to meet
Effective and appropriate tone, language and level of formality is used in specified standards, using the
the report effective and appropriate tone,
(weighing 10% of the total mark) language and level of formality

Reflective Review – M3.14 Managing Conflict in the Workplace 29
Cause and effects of conflict
Identify a conflict situation that you directly or indirectly experienced N The causes of conflict at work
that affected others in the workplace. are identified
Briefly explain what may have caused the conflict, describe the stages in N The stages in the development
the development of the conflict and briefly explain the effects of the of conflict are described
conflict on the performance of the team and individuals at work
N The effects of conflict on
(weighting 60% of the total mark) individual and team performance
at work are explained
Minimise and resolve conflict
Briefly explain any recognised technique you used (or could have used) N Any recognised technique the
to minimise and resolve this conflict in your workplace and briefly manager could use to minimise
explain how you could create a positive atmosphere at work to minimise and resolve conflict in the
the adverse effects of conflict. workplace is explained
Note: If the conflict was one that you directly experienced explain how N The way that a manager could
you dealt with it or how, with hindsight, you could have dealt with it create harmony at work and
to produce a better outcome. If you did not directly experience the engender a positive atmosphere
conflict explain how those involved may have dealt with it in order to minimise the adverse
effects of conflict is described

30 Work Based Assignment – M3.16 Managing the Employment
Relationship
Task
This task is all about understanding diversity in the workplace and the consequences of not complying with
diversity policies. The second part of the task requires you to consider how to maintain discipline in the
workplace.
Diversity in the workplace
Identify the main provisions of statutory requirements and your N The main provisions of statutory
organisation’s employment policies and procedures that guide you in requirements for the
good employment practices. (The statutory requirements and employment relationship,
organisational policies should include the employment relationship, discrimination at work and fair
discrimination at work and fair employment) employment are identified
Briefly explain why diversity is important in your workplace N The organisation’s employment
and the consequences of not complying with diversity policies policies and procedure that could
guide the first line manager in
(weighting 50% of the total mark) managing diversity in the
workplace are identified
N The importance of diversity in

the workplace is explained
N The consequences of non

compliance with diversity
policies for own work area and
for the organisation are
explained
Discipline in the workplace
Identify your organisation’s employment policies and procedures that N The organisation’s employment
deal with disciplinary issues and briefly describe how you monitor policies and procedures that
discipline in your team could guide the first line
manager in dealing with
Briefly review your own ability to maintain discipline in the workplace disciplinary issues are identified
by identifying your strengths and weaknesses in this aspect of your role
(as a first line manager/aspiring manager) N The ways that you could monitor
discipline in the workplace are
(weighting 50% of the total mark) described
N The legal aspects of the

disciplinary process are briefly
described
N Own ability to maintain

discipline in the workplace is
reviewed

Work Based Assignment – M3.07 Obtaining Information for Effective 31
Management
Task
This task is about gathering information and designing, sampling, administering and analysing a simple
workplace questionnaire.
Gathering and analysing information
Identify a topic that is relevant to you and your role N Information relating to the topic
is gathered using basic data
Gather information relating to the topic using basic data collection collection techniques from
techniques from external, internal and internet sources external, internal and internet
sources
Check the validity of the information that you gathered
N The validity and accuracy of
(weighing 30% of the total mark) information gathered is checked
N Information gathered is analysed

and conclusions drawn
Designing a workplace questionnaire
Design a simple workplace questionnaire that includes a minimum of N A simple workplace

four different types of questions questionnaire is designed that
includes a minimum of four
(weighing 30% of the total mark) different types of questions
Representative sampling and administration of questionnaire
Describe how you would ensure representative sampling and how you N A representative sampling
would administer your workplace questionnaire technique is described
(weighting 20% of the total mark) N The way that the questionnaire
could be administered is
described
Identify the information you require
Briefly describe how you would analyse the results of your questionnaire N A simple technique for analysing
to identify the information you require the results of the questionnaire
is described

32 Work Based Assignment – M3.06 Managing Creativity and Innovation
in the Workplace
Task
This task is about managing creativity in the workplace. Lead a group of people in generating creative ideas
relevant to your workplace, employing an appropriate technique. Having done this, review your own
performance and the ideas that were generated, and identify anything you would do to improve the process in
future.
Creative ideas and resistance to innovation
Explain how effective the technique was in encouraging creative ideas N A technique was used to
and any barriers to creative thinking and resistance to innovation that encourage creative ideas
were apparent amongst team members
(weighting 30% of the total mark) N Barriers to creative thinking and

resistance to innovation within
the team are explained
Evaluation of creative ideas
Explain which of these ideas you would like to take forward to work and N Creative and innovative ideas are
why evaluated and reasoned
recommendations made to
(weighing 50% of the total mark) managers and others
Moving creative ideas forward
Explain how you would gain the commitment of managers and others in N Gaining the commitment of
your organisation in moving any of the creative ideas forward others in moving creative ideas
forward is explained

Work Based Assignment – M3.17 Recruiting, Selecting and Inducting 33
New Staff in the Workplace
Task
This task is all about recruiting, selecting and inducting new staff in the workplace. In terms of recruiting you
should:
N Consider the relevant organisational policies
N Conduct a job analysis and prepare a job description and person specification for a post
N Explain how you would prepare for selection interviews and a recognised selection technique that you could
use
For induction you should prepare a suitable induction for a new employee.
Recruiting and interviewing
Note: For this task you will, ideally, be preparing to recruit someone for
a post in your area of responsibility. If this opportunity does not occur,
you should ask for the opportunity to be involved in the recruitment of
someone for a post elsewhere in the organisation. If this is not possible,
you should use the scenario of replacing any existing member of your
team. Please identify which of these three options you have selected
Identify a post for which a new employee needs to be recruited. In order N The organisation’s policies and
to recruit to this post you should: procedures that could guide the
first line manager in recruitment,
N Identify your organisation’s policies and procedures that could guide selection and induction are
you in recruitment, selection and induction in the workplace identified
N Conduct a job analysis and prepare a job description and person N A job analysis is conducted and
specification for the post a job description and person
specification for a post within
N Briefly explain how you would prepare for selection interviews to own area of responsibility are
ensure impartiality and good decision making to ensure that the most prepared
suitable applicant is selected
N The way that you would prepare
N Briefly explain a recognised selection technique that could be used for selection interviews to ensure
impartiality and optimum
(weighting 50% of the total mark) decision making in selecting the
most suitable applicant is
explained
N A recognised selection technique

that could be used during
interviews is explained

34 Please use the headings below when writing up your assignment Assessment criteria
The induction process
Having appointed someone to a post in your organisation, you should

prepare a suitable induction for the new employee. You should:
N Briefly explain the importance of effective induction N The importance of effective

induction is explained
N Briefly describe the phases of induction in your organisation
N The phases of induction in the
N Briefly describe any legal and/or practical health and safety aspects organisation are described
that should be included in an induction for your workplace
N The legal and practical aspects
N Briefly explain one method that you could use to record the progress of of health and safety that should
an individual during induction in your workplace be included in the organisation’s
induction process are described
N Briefly explain how you could evaluate an induction process in your
workplace N One method that could be used
to record an individual’s progress
Note: If your organisation does not have an established induction during induction is explained
system, you should describe the phases of induction that you believe
should be there N How an induction process could
be evaluated is explained

Work Based Assignment – M3.22 Managing Projects 35
Task
This task requires you to manage a simple workplace project and to understand the costs and benefits
resulting from the project.
Workplace project
Identify and describe a simple project you could undertake

that should lead to savings in the workplace and, having
done this, you should:
N Plan the project using one appropriate project planning technique N A simple workplace project is
identified
N Identify one simple tool that could be used to determine the financial
viability of the project N One simple tool for determining
the financial viability of the
N Set targets to monitor performance and review plans project is used
N Briefly explain one technique you would use to evaluate your project N The project is planned using one
appropriate project planning
N List those areas where savings in the workplace would be achieved as technique
a result of your project
N Objectives and
N Identify the wider non-financial implications that could arise as a targets/milestones to monitor
result of your project performance and review plans
are set
N One project evaluation technique
is used
N Areas where net savings could

be achieved as a result of the
workplace project are listed
N Wider non financial implications

that could result from the
workplace project are identified

36 Reflective Review – M3.23 Managing Health and Safety at Work
Review of health and safety roles and responsibilities
Carry out a review of your role and responsibilities in relation N Two pieces of legislation relating
To health, safety, welfare and environment protection at work. You to health, safety and welfare at
should: work are identified
N Two duties statute law imposes
N Identify two pieces of legislation relating to health, safety and welfare on both the manager and the
relevant to your workplace team is are explained
N Explain two duties the law imposes on you, as a manager, and on your N The manager’s responsibilities
team in relation to Health and Safety contained within the
N Outline your responsibility as a manager contained in your organisation’s Health and Safety
organisation’s Health and Safety Policy or Environmental Protection Policy are outlined
Policy N The meaning of “a competent
N Explain what is meant by “a competent person” in your workplace in person” is explained
the context of health and safety N Two ways to provide Health and
N Identify two ways you can provide health and safety information, Safety information, instruction
instruction and training to your team and training to the team are
N Identify the expertise available in your organisation to help and advise identified
you regarding issues of health and safety and environmental protection N Expertise available in the
organisation to help and advise
(weighting 50% of the total mark) the manager on health and
safety issues is identified
Risk assessment
Conduct a simple risk assessment in your workplace and explain one N A simple risk assessment is
practical accident prevention and control measure that could be conducted in the workplace
implemented N One practical accident
prevention and control measure
(weighting 40% of the total mark) that could be implemented in
the workplace is explained
Environmental responsibility
Explain the importance of environmental responsibility for your N The importance of environmental
organisation and what action you could take to enable the organisation responsibility for your
to fulfil its environmental responsibility organisation is explained
N The action the first line manager
(weighting 10% of the total mark) could take to enable the
organisation to fulfil its
environmental responsibility is
described

Work-Based Assignment – M3.33 Effective Meetings for Managers 37
Task
This task requires you to explain how you would prepare for, manage and contribute to a meeting.
Effective meetings for managers
Explain the following:
N The purpose of an agenda N The purpose of an agenda is

explained
N How to prepare prior to a meeting N How to prepare prior to a

meeting is described
N The role and responsibilities of the chairperson, secretary and N The role and responsibilities of
individuals the chairperson, the secretary
and individuals at a meeting is
N Basic meeting protocol and procedures N Basic meeting protocol and

procedures are explained
N The purpose of minutes and action plans N The purposed of minutes and
action plans are explained
(weighing 10% of the total mark)
N How you could review your own effectiveness at meetings N Own effectiveness at meetings is
reviewed

38 Reflective Review – M3.24 Understanding Organisations in their
Context
Context within which the organisation operates N The legal entity of the
organisation is identified
N Provide a short profile of your organisation and its stakeholders, briefly N The operational functions within
explain your own role within it, and compare it to managers at other the organisation are listed
levels within your organisation. N An organisational chart is used
to identify own role, span of
Note: To complete the profile effectively you should identify the control and reporting line in the
organisation’s legal entity, its principal stakeholders and their relevance organisation
to the organisation and list the organisation’s operational functions, N The roles and responsibilities of
and use an organisation chart to identify and explain your own role, managers at different levels of
span of control and reporting lines in relation to other managers the organisation are briefly
outlined
(weighting 35% of the total mark) N The relevance to an organisation
of its different stakeholders is
briefly explained
Financial environment within which the organisation operates N Important financial information
for management is explained
N Identify the main financial documents used by your organisation and N The main financial documents
briefly describe their importance and the information they contain needed by the organisation are
identified and the information
N Identify the most significant financial indicators of business they contain is briefly described
performance in your organisation and briefly describe their relevance N The most significant financial
indicators of business
N Give examples of long-, medium- and short-term funds used by (or performance in the organisation
which could be used by) the organisation are identified and their relevance
is briefly described
(weighting 35% of the total mark) N The main sources of long,
medium and short term funds for
the organisation are listed
Economic environment within which the organisation operates
N Identify the major economic and political forces that currently have an N The major economic and political
impact upon the organisation (either positive or negative) forces which impact upon the
organisation are identified
N Briefly describe any actions that a government could take which would
have an effect on these – change in fiscal, monetary and legal N How government attempts to
measures to influence the economy influence the economy and its
effect on the organisation’s
Note: In identifying the economic and political impacting on the operations is briefly described
organisation you should make some reference to the effects of
international organisations, globalisation and exchange rates
(explaining why they do NOT affect your organisation, if that is the
case)

Reflective Review – M3.26 Managing Performance 39
Managing performance
Explain your role in performance management in your workplace. In your N The role of the first line manager
answer you should: in performance management is
briefly explained
N Briefly explain your role in performance management
N SMART objectives are set for the
N Give an example of SMART objectives and performance standards you team
have agreed for your team
N Performance standards are set
N Explain how you would measure performance against these standards for the team
N Select an example of underperformance that has occurred in your N How you would measure
workplace (or could potentially occur) and explain a performance performance against agreed
improvement technique that you used (or could use) to address this standards is explained
variance
N An example of
(weighting 100% of the total mark) underperformance in the
workplace is selected and a
performance improvement
technique available to address
this underperformance explained

40 Reflective Review – M3.31 Influencing Others at Work
The value of networking
Identify a network that you are part of (or that you could be part of) and N The value to the first line
explain what its value is (or would be) to you and what you (could) do to manager of networking is
establish and maintain your relationship with the network. explained
(weighting 20% of the total mark) N An appropriate network for a

first line manager is identified
and methods described to
establish and maintain effective
professional relationships with
the identified network
Influencing and negotiating with others to achieve objectives
Identify a situation in the workplace where you have wanted to N The general principles of
persuade someone to accept your point of view on a topic: negotiation are explained
N Review how effective you were, with reference to the general N A relevant technique for
principles of negotiation influencing others to achieve
workplace objectives is
N Explain which technique to influence others to achieve workplace explained
objectives you used (or could have used)
N How to reduce resistance and
N Describe what you did to reduce resistance and minimise conflict in minimise conflict to achieve a
order to achieve a win-win situation. win-win situation in the
workplace during negotiations is
(weighting 80% of the total mark) described

Reflective Review – M3.27 Working With Costs and Budgets 41
Working to budget
Explain how budgetary and cost control helps you (or could
help you if you do not yet have budgetary responsibility) to
manage your team more effectively. In your answer you
should:
N Briefly explain the importance of agreeing to a budget and operating N The importance of agreeing to a
within it budget and operating within it
are explained
N Describe how you (could) monitor variance between actual
performance and budget N A method to monitor variance
between actual performance and
N Briefly explain how you (could) gather information to be used in budget is described
determining and/or revising budgets
N How information is gathered and
(weighting 50% of the total mark) used in determining and/or
revising budgets is explained
Understanding costs in the organisation
Explain costs within an organisation. In your answer you should:
N Explain the concepts of fixed and variable costs and break even N Fixed and variable costs and the
concept of break even in relation
N Explain how basic cost statements and standard costs are used (or to the organisation is explained
could be used) in your workplace, explaining their purpose and nature
and how they are (or could be) used to control costs N The purpose and nature of basic
cost statements is explained
N The value of standard costing
and its role as a control
mechanism is explained
N The mechanisms in the

organisation to maintain control
described

42 Reflective Review – M3.28 Managing the Efficient Use of Materials
Acquisition, control and recording of material stocks
Describe how stock requirements are determined in your workplace and N How to determine stock
how stocks of supplies are recorded, received and issued requirements in the workplace is
described
Identify organisational stores/stock control principles and procedures and
their role in ensuring that quality standards are met N Two consequences of not
maintaining optimum stocks in
Explain two consequences of not maintaining optimum stocks the workplace is explained
(weighing 60% of the total mark) N Organisational stores/stock

control principles and procedures
are identified
N The organisation’s procedures for

recording, receipt and issue of
supplies are outlined
N Why quality standards need to

be maintained in the
organisation is briefly described
Waste minimisation
Outline how waste is measured and monitored in the organisation N Potential waste in the
organisation is identified
Identify two areas were it may be possible to reduce waste in the
workplace and put together a simple action plan to do this N The techniques and/or methods
for measuring and monitoring
(weighing 40% of the total mark) waste in the organisation is
outlined
N A simple action plan to minimise

waste in the workplace is
compiled

Knowledge Review – M3.29 Managing the Effective Use of Equipment 43
The need for effective and efficient use of equipment
Review the way that equipment is used, monitored, maintained and N Why equipment should be used
secured. In your answer you should: effectively and efficiently is
explained
N Conduct a simple risk assessment of equipment security in the
workplace and explain how these risks could be reduced N How the use of equipment is
monitored and controlled in the
N Explain why equipment should be used effectively and efficiently and workplace is described
why it is important to have a scheduled maintenance programme for
equipment in the workplace N Why it is important to have a
scheduled maintenance
N Describe how the use of equipment is monitored and controlled in the programme for equipment in the
workplace and compile a simple maintenance programme for workplace is explained
equipment in the workplace
N A simple maintenance
(weighting 100% of the total mark) programme for equipment in the
workplace is compiled
N A simple risk assessment of

equipment security in the
workplace is conducted and how
these risks could be used is
explained

44 Reflective Review – M3.34 Understanding Workplace Information
Systems
Record keeping
Explain the purposes of record-keeping for your organisation N The purposes of record-keeping
for the organisation are
Key information
N Identify key information that should be recorded to meet your N Key information that should be
organisation’s requirements and legal requirements recorded to meet organisational
and legal requirements is
N Identify records which are included under relevant legislation (for identified
example the Data Protection Act of 1998)
N Records which are included
(weighting 30% of the total mark) under relevant legislation (for
example the Data Protection Act
of 1998) are identified
Storage and retrieval of information
Identify appropriate systems to store and retrieve information in your N Appropriate systems to store and
organisation retrieve information is identified
Data Access Control
Explain the need to control access to data N The need to control data access
is explained
Electronic Communication
N Identify the different uses or applications of spreadsheets and/or N The different uses or
databases in your organisation applications of spreadsheets
and/or databases in the
N Explain the value of electronic communication methods organisation are identified
N Describe the back-up systems for IT applications in your organisation N The value of electronic
communication methods is
N The back-up system for IT

applications in the organisation
is described

Work-Based Assignment – M3.35 Marketing for Managers 45
Task
This task is about gathering information and designing, sampling, administering and analysing a simple
workplace questionnaire.
Marketing
Marketing concepts – You should:
N Explain why the marketing concept is relevant for managers N The relevance of the marketing
concept for managers is
(weighting 10% of the overall mark) explained
N Explain your organisation’s strengths, weaknesses, opportunities and N The strengths, weaknesses,
threats in the marketing context opportunities and threats in the
marketing context is explained
(weighting 45% of the overall mark)
N Describe how each of the four elements of the marketing mix is used N An example of how each of the
within the context of your organisation four elements of the marketing
mix is used within the
(weighting 45% of the overall mark) organisation is described

46 Appeals procedure for candidates Equal Opportunities
If you are unhappy with the course tutors decision Manchester Metropolitan University has a continuing
regarding any part of the assessment then you can commitment to a policy of equal opportunities. The
appeal following the guidelines below University is committed to the continuous
development and review of policies and practices
1. Firstly speak to your course tutor and register your designed to ensure equality of opportunity and
disagreement with the decision that has been treatment of those who are or who seek to be its
made. The tutor will then explain to you why they students or its employees. In meeting this
made that decision and what criteria, if any, you commitment the University will take due account of
failed to meet. You should speak to the tutor any duties or obligations imposed by the law, and
within 15 days of getting your assessment. will not discriminate on grounds of age, colour,
disablement, marital status, race, religion, sex, sexual
2. If at this point you still disagree with the course orientation or other unjustifiable cause.
tutors decision you can appeal to the internal
verifier. You will need to provide a copy of your A full copy of the equal opportunities policy and race
work and the internal verifier will then assess the equality policy is available on the website at
work independently. The internal verifier will www.mmu.ac.uk/humanresources/pdf/general/Equal
notify the candidate of their decision within 30 OpportunitiesPolicy.pdf
days. If the internal verifier support the course
tutors decision but you still wish to appeal you ILM Membership
can take your case to the Human Resources
Director, who will also notify the candidate of All registered candidates automatically become
their decision within 30 days. studying members of the ILM for one year and can
enjoy a range of member benefits accessible through
3. If after completing the internal appeals process the ILM website.
you are still unhappy with the decision made you
can appeal to ILM the process for doing this is as Studying members are encouraged on completion to
follows: upgrade to the appropriate professional grade of
membership to enjoy additional benefits which will
N Candidates should submit their appeal in support their career and personal development.
writing giving his/her name and address and
that of the centre, full details of the action with Full details from ILM Lichfield on 01543 251346
which they are dissatisfied, copies of any or email membership@i-l-m.com
relevant evidence or visit the website: www.i-l-m.com
N The appeal should be addressed to the head of
Quality Services, ILM Resources
N It must be received by ILM within 30 working
days of the date on which the candidate was Staff will have access to all University facilities to
formally notified of the result of the centre’s support the achievement of their learning objectives
internal appeals process e.g. A wide range of support is available via the
library such as books, journals and videos. Staff also
On receipt of the appeal, ILM will: have access to the internet and a range of online
learning modules via the Development & Training
N Within 5 working days, acknowledge receipt of website at
it in writing to the person submitting the www.mmu.ac.uk/humanresources/devandtrain/index.
appeal, with a copy to the centre php.
N Check the candidates registration details
N Check the centres internal appeals process has Staff can also access a wide range of courses to
been exhausted support their development in IT skills which can be
N Obtain a copy of the appeals file from the accessed via the Information systems unit website at
centre www.isu.mmu.ac.uk/mmu/is-training/is-training-
N Appoint a member of ILM staff to adjudicate courses.shtml
the appeal
N The outcome of the appeal will be notified by As student members of ILM staff will also have
the Head of Quality and Services in writing to access to the resources on the ILM website.
the person submitting the appeal and to the
centre. This will normally be within 30 working These resources are suggested to help you complete
days of receipt of the appeals file from the your studies and to supplement any already provided,
centre. If the appeal is considered justified, the but are not intended as an exhaustive guide or to
notification will set out any remedial action replace research you carry out yourself.
that is being undertaken

When following any course of study you should Journal Titles 47
always investigate additional sources of reading and
information such as sector specific publications, This is a list of journal titles which may contain
library collections, news coverage and any relevant useful articles. All these titles are available on the
organizations. ejournals service from ILM. There is also a wide
selection of journals available that may include
Contact the central library in your area as they will articles relevant to your qualification.
often have an Inter-Library Loan service allowing
loans from other libraries. You can either specify these publications to search
within, or you can search the whole database of over
Use of these resources is not compulsory, and does 9000 journals, using keyword, author or subject etc,
not guarantee any specific grade at the end of the to find the most up to date articles.
course.
Visit the Online Resources section for access to the
All resources listed are available for loan from the service and instructions on how to use it.
ILM Resource Centre, or available for use through the
ILM website. Academy of Management Executive
Academy of Management Journal
Further information on publication titles can be found Accountancy5
through http://books.google.co.uk, British Journal of Management
http://scholar.google.com, or www.amazon.co.uk. Business Strategy Review
Business Horizons
All journal titles given are available via the ILM Competency and Emotional intelligence Quarterly
ejournals service, in the Online Resources section of Empowerment in Organizations
the members’ only area. European Management Journal
Harvard Business Review
Information on how to use the services available can Human Resource Development Quarterly
be found in the relevant section of the members’ only Human Resource Management Journal
area of the website. International Journal of Technology Management
International Journal of Human Resource
If you have any suggestions for appropriate titles, or Management
feedback about the lists please contact International Journal of Project Management
resourcecentre@i-l-m.com Journal of General Management
Journal of Management Studies
Journal of World Business
Journals of Management Development
Knowledge and Process Management
Long Range Planning
Managing Service Quality
Management development Review
Management Learning
Management Today
Management decision
Marketing
McKinsey Quarterly
MIT Sloan Management Review
Organizational Dynamics
People Management
Strategic Change
Strategic Management Journal
Team Performance Management
Training Journal
Training Officer

48 Resources List
Unit No and Title: Most units
Resource Title: Introducing management: a development guide
Edition: 3rd edition (6 April 2006)
Author: Williams, Kate
Publisher: Butterworth-Heinemann
Unit No and Title: M3.01: Solving problems and making decisions

Resource Title: Solving problems and making decisions
Series: Super Series
Author: Institute of Leadership And Management
Publisher: Pergamon Flexible Learning 2007
Resource Title: Effective problem-solving: how to understand the process and practise it [ebook]
Author: Kneeland, Steve
Publisher: Oxford: How To Books 1998
Unit No and Title: M3.02: Understanding change in the workplace

Resource Title: Making sense of change management: a complete guide to the models tools and
techniques of organizational change.
Author: Cameron, Esther; Green, Mike
Publisher: Kogan Page 2004
Resource Title: Understanding change in the workplace

Series/Edition: Super Series / 5th ed
Resource Title: Continuous improvement in action: the journey of eight companies

Author: Gallagher, Maeve
Unit No and Title: M3.03: Planning change in the workplace

Resource Title: Planning change in the workplace
Resource Title: Managing transitions: making the most of change

Edition: 2nd ed
Author: Bridges, William
Publisher: Nicholas Brealey 2003
Unit No and Title: M3.04: Achieving objectives through time management

Resource Title: Achieving objectives through time management
Resource Title: Breakthrough management: how to convert priority objectives into results
Author: Merli, Giorgio
Publisher: New York: Wiley
Unit No and Title: M3.05: Writing for business

Resource Title: Writing for business
Resource Title: Effective writing

Author: Rees, Judith
Publisher: Tadcaster: Mike Long Associates

Resource Title: Read this!: business writing that works 49
Author: Gentle, Robert
Publisher: London: Pearson Education
Unit No and Title: M3.06: Managing creativity and innovation in the workplace
Resource Title: Managing creativity and innovation in the workplace
Resource Title: Big ideas [ebook] : putting the zest into creativity
Author: Ceserani, Joanne
Publisher: London: Sterling, VA: Kogan Page 2003
Resource Title: Creativity

Series: ExpressExec.com 01.04 Innovation
Author: Syrett, Michel: Lammiman, Jean
Publisher: Oxford: Capstone (Wiley)
Unit No and Title: M3.07: Obtaining information for effective management

Resource Title: Obtaining information for effective management
Resource Title: Managing information

Author: Wilson, David A
Publisher: Oxford: Butterworth-Heinmann, 1993
Resource Title: Managing information and statistics

Edition: 2nd ed
Author: Bee, R and Bee, F
Publisher: London: Chartered Institute of Personnel and Development 2005
Resource Title: Practical information policies

Edition: 2nd ed
Author: Orna, Elizabeth
Publisher: Aldershot Gower, 1998
Unit No and Title: M3.08: Managing customer service

Resource Title: Deliver outstanding customer service: gain and retain customers and stay ahead of the
competition [ebook]
Edition: 2nd ed
Author: Nash Susan; Nash, Derek
Publisher: Oxford: Oxford How To Books, ltd 2002
Resource Title: Managing customer service

Unit No and Title: M3.09: Giving briefings and making presentations in the workplace
Resource Title: How to give effective business briefings: effective techniques for relaying information to
and obtaining information feedback from employees
Author: Clark, Colin
Resource Title: Giving briefings and making presentations in the workplace


50 Unit No and Title: M3.10: Introduction to leadership
Resource Title: Introduction to leadership
Resource Title: Introducing leadership

Author: Pardey, David
Publisher: London: Butterworht-Heinemann ltd 2006
Unit No and Title: M3.11: Building the team

Resource Title: Building the team
Resource Title: Building a better team: a handbook for managers and facilitators
Author: Moxon, Peter
Publisher: Aldershot: Gower
Unit No and Title: M3.12: Motivating to perform in the workplace

Resource Title: Motivating to perform in the workplace
Unit No and Title: M3.13: Developing yourself and others

Resource Title: A managers guide to self development
Edition: 4th ed
Author: Pedler, Mike; Burgoyne, John; Boydell, Tim
Publisher: McGraw Hill 2001
Resource Title: Developing yourself and others

Resource Title: Personal development plans

Author: Peter Honey Publications
Publisher: Maidenhead: Peter Honey Publications 2001
Resource Title: Real coaching and feedback: how to help people improve their performance
Author: Smart, JK
Publisher: Prentice Hall 2002
Resource Title: Accelerating performance: powerful new techniques to develop people [ebook]
Author: Rostron, Sunny Stout
Publisher: London; Sterling, VA: Kogan Page 2002
Unit No and Title: M3.14: Managing conflict in the workplace

Resource Title: Mediation for managers: resolving conflict and rebuilding relationships at work
Author: Crawley, John; Graham, Katherine
Publisher: London Nicholas Brealey 2002
Resource Title: How to resolve conflict in the workplace

Author: Hoda Lacey
Publisher: Aldershot Gower 2000
Resource Title: Resolving conflict: establish trusting and productive relationships in the workplace
Author: McConnon, Shay; McConnon, Margaret
Publisher: Oxford How To Books 2002

Resource Title: Managing conflict in the workplace 51
Unit No and Title: M3.15: Managing stress in the workplace

Resource Title: Managing stress in the workplace
Unit No and Title: M3.16: Managing the employee relationship

Resource Title: Managing the employment relationship
Resource Title: Handling discipline

Author: Jackson, Tricia
Publisher: Chartered Institute of Personnel and Development
Resource Title: Organising the induction of new recruits

Series: IM management checklists 001
Edition: Rev ed
Author: Tilling, Mike
Resource Title: Managers guide to recruitment and selection

Edition: 2nd ed
Author: Dale, Margaret
Publisher: London Kogan Page 2003
Unit No and Title: M3.17: Recruiting, selecting and inducting new staff in the workplace
Resource Title: Recruiting, selecting and inducting new staff in the workplace
Resource Title: Concepts for coaching

Author: Hill, Peter
Publisher: Institute of Leadership & Management 2004
Unit No and Title: M3.18: Coaching and training your work team
Resource Title: The handbook of coaching: a comprehensive resource guide to effective coaching with
individuals and organizations
Author: Hudson, Frederick
Publisher: Jossey Bass Wiley 1999
Resource Title: Delivering training

Resource Title: Coaching: learning made simple

Author: Pardey, David
Publisher: Butterworth Heinemann 2007
Resource Title: Coaching and training your work team


52 Unit No and Title: M3.19: Providing quality to customers
Resource Title: Providing quality to customers
Resource Title: The essence of total quality management

Series: The essence of management
Author: Bank, John
Publisher: Hemel Hempstead: Prentice Hall International 1992
Resource Title: Quality of service: making it really work

Series: Quality in Action
Author: Edvardsson, Bo Thomasson, Bertil Ovretveit, John
Publisher: Maidenhead: McGraw Hill 1994
Unit No and Title: M3.20: Planning to work efficiently

Resource Title: Managing activities
Author: Armstrong, Michael
Publisher: Institute of Personnel and Development 1999
Resource Title: Planning to work efficiently

Unit No and Title: M3.21: Organising and delegating

Resource Title: Essential delegation skills
Author: Brown, Carla L
Publisher: Aldershot Gower
Resource Title: Organizing and delegating

Unit No and Title: M3.22: Managing projects

Resource Title: Managing projects
Resource Title: Managing successful projects

Author: Jenkins, Delta
Publisher: Mike Long Associates
Resource Title: The definitive guide to project management

Author: Nokes, Sebastian; Greenwood, Alan
Publisher: FT Prentice Hall 2003
Unit No and Title: M3.23: Managing health & safety at work

Resource Title: A manager’s guide to health and safety at work [ebook]
Edition: 7th ed
Author: Stranks, Jeremy
Resource Title: Managing health & safety at work


Resource Title: Work organisation and ergonomics 53
Author: Vittorio Di Martino
Publisher: International Labour Office 1998
Unit No and Title: M3.24: Understanding organizations in their context

Resource Title: Understanding organisations in their context
Resource Title: Management ethics

Author: Bowie, Norman E; Werhane, Patricia H
Publisher: Blackwell 2005
Unit No and Title: M3.25: Understanding culture and ethics in organisations

Resource Title: Saving the corporate soul: and who knows maybe your own
Author: Batstone, David
Publisher: Jossey Bass 2003
Resource Title: Understanding culture and ethics in organisations

Unit No and Title: M3.26: Managing performance

Resource Title: Managing performance
Resource Title: The balanced scorecard [ebook]

Author: Olve, Nils-Goran
Publisher: Capstone (Wiley)
Resource Title: The organizational measurement manual

Author: Wealleans, David
Resource Title: Power of performance management: how leading companies create sustained value
Author: De Waal, Andre
Publisher: John Wiley 2001
Unit No and Title: M3.27: Working with costs and budgets

Resource Title: Working with costs and budgets
Resource Title: Manage finance for your area of responsibility

Author: Management Standards Centre
Publisher: Management Standards Centre 2004
Resource Title: Making a financial case

Edition: 3rd ed
Author: Williams, Kate
Publisher: Butterowrht Heinemann ltd 2006
Unit No and Title: M3.28: Managing the efficient use of materials

Resource Title: Managing the efficient use of materials

54 Unit No and Title: M3.29: Managing the effective use of equipment
Resource Title: Managing the effective use of equipment
Unit No and Title: M3.30: Understanding the communication process in the workplace
Resource Title: Understanding the communication process in the workplace
Resource Title: Communication in organizations

Author: Porter, Lyman W
Publisher: Penguin 1977
Resource Title: Guide to internal communication methods

Author: Scholes, Eileen Ed
Unit No and Title: M3.31: Influencing others at work

Resource Title: Influencing within organizations
Edition: 2nd ed
Author: Huczynski, Andrzej
Publisher: Routledge 2004
Resource Title: Influencing others at work

Unit No and Title: M3.32: Communicating one-to-one at work

Resource Title: Understanding body language in a week
Series: Institute of Management
Author: Ribbens, Geoff; Thompson, Richard
Publisher: Hodder & Stoughton 2000
Resource Title: People skills

Edition: 2nd ed
Author: Thompson, Neil
Publisher: Palgrave Macmillan 2002
Resource Title: Communicating one-to-one at work

Unit No and Title: M3.33: Effective meetings for managers

Resource Title: Foundation information systems
Author: Zwass, Vladimir
Publisher: Irwin/ McGraw Hill 1998
Resource Title: Effective meetings for managers

Unit No and Title: M3.34: Understanding workplace information systems

Resource Title: Management information systems textbook
Edition: 8th ed
Author: Lucey, Terry
Publisher: Letts Educational 1997

Resource Title: Buying information systems: selecting implementing and assessing off the shelf systems 55
Author: James, David
Resource Title: Information systems and information systems: making sense of the field
Author: Checkland, Peter; Holwell, Sue
Publisher: John Wiley 1997
Resource Title: Business information management: improving performance using information systems
Author: Chaffey, Dave; Wood, Steve
Publisher: Prentice Hall 2006
Resource Title: Understanding workplace information systems

Unit No and Title: M3.35: Marketing for managers

Resource Title: Marketing for managers
Resource Title: The marketing book [ebook]

Edition: 5th ed
Author: Baker, Michael John
Publisher: Butterworth Heinemann 2003
Resource Title: Marketing management

Edition: 11th ed
Author: Kotler, Philip
Publisher: Prentice Hall

This publication is available in alternative formats.
Please telephone 0161 247 6410
Organisation Development and Training

www.mmu.ac.uk/humanresources/devandtrain

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Candidate Handbook

First Line Manager Qualifications

Course tutor Alison Laithwaite

Course Tutor Paul Walsh

Internal Verifier Kate Rowland

Course bookings dandtcoursebookings@mmu.ac.uk

Candidate Handbook – First Line Manager Qualifications

To register for studying membership go to

Structure of Qualifications Active Critical

Each Unit has a credit value. Credit means that once

Candidate Handbook – First Line Manager Qualifications

N Have a background that will enable them to benefit

Candidate Handbook – First Line Manager Qualifications

M3.01 N Managing creativity and innovation in the

M3.03 N Recruiting, selecting and inducting new staff

Candidate Handbook – First Line Manager Qualifications

Candidate Handbook – First Line Manager Qualifications

Duration Minimum 34 hours Minimum 120 hours Minimum 220 hours

To be completed 1 year 2 years 3 years

Induction 1 hour 2 hours 2 hours

Tutorial support Mininum 2 hours Minimum 4 hours Minimum 7 hours

Assessment – Work-based assignment Work-based assignment, plus Work-based assignment, plus

Induction session M3.08 Managing customer service

M3.11 Building the team S2 N Kaizen

Homework reading on different models of team Homework reading on leading thinking in

S3 N Tutorial session Homework background reading on consumer

Candidate Handbook – First Line Manager Qualifications

Candidate Handbook – First Line Manager Qualifications

Candidate Handbook – First Line Manager Qualifications

M3.31 Influencing others at work

M3.03 Planning change in the workplace

M3.04 Achieving objectives through time

Candidate Handbook – First Line Manager Qualifications

You are advised to present your work as simply and

Candidate Handbook – First Line Manager Qualifications

What information will we need from you?

We are not asking you for anything new, or anything

How will you benefit from having a ULN?

Your ULN is an important part of a scheme to

Do you have to give consent?

Candidate Handbook – First Line Manager Qualifications

Candidate Registration No............................................ Candidate Name ............................................................

Introduction to your organisation

Present situation (Analysis of the problem)

N what you are trying to achieve by solving the problem; and

N what the result would be if no action is taken.

(min 5 marks required from 15 available)

Evaluation of possible solutions

Recommended implementation plan to solve problem N Planning the implementation

Candidate Handbook – First Line Manager Qualifications

Centre Number: R24900 Centre Name: Manchester Metropolitan University

Candidate Registration No............................................ Candidate Name ............................................................

Developing and maintaining trust at work N Behaviours which could develop

Building the team

Candidate Handbook – First Line Manager Qualifications

Centre Number: R24900 Centre Name: Manchester Metropolitan University

Candidate Registration No............................................ Candidate Name ............................................................

This task is about managing customer service in your organisation

Basic customer service

Caring for the customer

and N The use of service standards and

Candidate Handbook – First Line Manager Qualifications