Level 3 Diploma in Management Development

Level 3 Diploma in Management Development

Course Synopsis
This Quality Assured Level 3 Diploma course aims to cover the "soft skills" of management which are increasingly seen as essential to lead effective teams. It should be useful not only for recently appointed or aspiring managers, but also for those who wish to refresh their knowledge and understanding as part of their CPD. The standard equates to a Level 5 in similar qualifications.

The Modules build on the premise that people are usually promoted for their technical competence and evidence of good interpersonal skills. It is often assumed that they will know how to develop themselves and others, and how to manage difficult people. A good deal of time and pain can be avoided if managers can raise fairly quickly their awareness of how to handle these aspects.

The Modules follow a logical sequence. They start with topics which have recently become recognised as highly relevant to management, but are not generally widely understood: coaching, followed by theories of learning and learning style to support staff development. Motivation is covered next, since it underpins so much workplace behaviour, and assists an understanding of the fourth topic, which is management style. Effective communication, arguably the most important of the "soft skills", follows as an essential basis for exploring performance management, and teamwork with effective delegation. The conflict which can arise partly from communication problems in the course of performance and team management is the next topic.

The programme concludes with two practical Modules: one on the "nuts and bolts" of delivering training and evaluating staff development, which is increasingly part of the manager's role. The culminating Module focuses on the practical details of personal development planning, drawing on all the previous units to assess development needs and how to meet development goals.

Course Contents

Module 1: The manager as a coach or mentor
This Module aims to encourage managers to "think laterally" and to view their roles from a more reflective angle, to appreciate the value of developing a "coaching approach" in their daily work. Coaching is considered at all levels, from adoption of practical coaching techniques e.g. the "GROW model", or "removing self-limiting beliefs" to the implementation and evaluation of various organisation-wide coaching strategies and programmes.

The main elements are:

• Definitions of coaching, mentoring and counselling
• Principles of coaching and mentoring
• Detailed examples of practical coaching and mentoring techniques, which may be used by managers who are not formally trained as coaches
• Discussion of the introduction, operation and evaluation of coaching and mentoring systems in an organisation

Module 2: The manager's role in training and development
This Module aims to familiarise managers with the case for the development of "the learning organisation". It provides the background knowledge and understanding needed for a proactive approach to staff development.

The main elements are:

• The implications of establishing a "learning organisation"
• The applications of learning theories ("cognitive, behavioural, constructivist and social") and preferred learning styles (Kolb, with Honey & Mumford) to the workplace
• The importance of the "training cycle", including Training Needs Analysis
• Factors to consider in the choice of training and development available, including discussion of "off-site" versus "in house" training, and the pros and cons of distance learning, including via the Internet; the importance of blended learning is explored
• A framework for maintaining current knowledge of Government initiatives to promote training
• Principles of evaluation as part of the training cycle
• Conclusions on the importance of a working knowledge of training, learning and development issues for a line manager

Module 3: Motivation in the workplace - theory and practice
This Module aims to clarify aspects of motivation theory which are relevant to a manager's role. The underlying purpose is to establish a sound basis on which to study Modules 6-8, which focus on performance management, building of teams, delegation and conflict management, none of which can be achieved with people who lack motivation.

The main elements are:

• Definitions of motivation and why it matters in the workplace
• Analysis of what determines motivation, covering both "intrinsic" personality factors, and "extrinsic" working conditions
• Exploration of some well-known theories of motivation: "instrumental, content and process" models, with a consideration of their relevance to working in organisations (e.g. McGregor, Herzberg, Vroom, Latham & Locke, and Adams)
• Discussion with practical examples of how managers can motivate people

Module 4: Management styles including situational leadership
This Module aims to clarify the difference between management and leadership, and uses a range of theories to give insights on a variety of commonly observed management styles. The underlying purpose is to encourage reflection on one's own approach to management and how this affects others. The Module supplies an informed basis for developing an appropriate style in the "soft" management skills covered in more detail in the rest of the course, and required to communicate effectively with others over their personal development plans

The main elements are:

• Definitions of management and leadership
• Exploration and evaluation of recent theories on management styles (e.g. Tannenbaum & Schmidt, Blake & Mouton, Adair, Katz, Bennis, Pedler, Burgoyne & Boydell), including Hersey and Blanchard's "situational leadership" which advocates adapting one's style to suit the experience and development stage of each individual; the growing interest in "Emotional Intelligence" (Goleman) is also outlined
• Reflections on the development of management styles and practical application of widely accepted theories

Module 5: Effective communication - understanding the communication process
This Module aims to establish the fundamental importance of effective communication for successful management. It focuses on the complexities of the communication process, analysing the benefits and pitfalls of the various methods and channels of communication in common use in the workplace. Practical aspects cover e.g. the avoidance of jargon (with examples), advice on managing meetings, report-writing techniques, interpreting and presenting data without distortion, and effective use of emails. The meaning and implications of non-verbal communication and body language are also considered, with examples. The Module encourages the development of sound strategies and practical approaches for communicating with both internal (other staff) and external customers.

The main elements are:

• A justification of the key importance of effective communication
• Theories of communication
• Good practice in the main channels of communication: "hard copy" written, electronic and verbal
• Discussion of the development of effective communication strategies and policies

Module 6: Performance Management - Informal and Formal, including Appraisals
The Module sets out to bring managers up to speed with the complex issue of performance management, to build the confidence and insight both to manage appraisals, and to encourage the broad development of individuals. The main part of this Module is a lengthy discussion of performance management, broken down into sub-sections as listed below.

The main elements are:

• Definitions, development over time and impact of performance management, including appraisals
• Formal versus informal performance management
• The difference between performance appraisal and performance management
• Reasons why appraisals often unpopular with both appraisers and appraisees
• The link between performance management and motivation
• Discussion of performance management and reward systems, including separating performance management from reward
• Focus on performance-related pay (PRP)
• The role of 360-degree feedback in performance management

Further sections cover:

• Exploration of approaches to performance management in practice
• Giving and receiving feedback

Module 7: Developing individuals into an effective team - the art of delegation
This Module attempts a "fresh take" on what is in danger of becoming a hackneyed topic for managers. An understanding of team development and roles is justified as assisting the establishment of "High Performing Teams". Teamwork is linked to the principles and practical steps required for effective delegation, which is seen as essential to efficient use of people as a resource, and effective management to achieve objectives.

The main elements are:

• Teams - types and definitions, including the growing importance of "matrix", "self-managed" and "virtual" teams
• Theories of team development (Tuckman) and their application: the importance of "storming" and pitfalls of "groupthink"; the value of identifying "team role preferences" (Belbin), and the implications of this
• Techniques for team development
• The role of delegation in team development

Module 8: Essentials of Conflict Management
Working on the basis that communication lies at the heart of management, this Module presents conflict as "communication which has gone wrong", and focuses on an analysis of why conflict occurs, how to recognise it, and why it is so costly. The Module provides practical advice on how to minimise conflict, and hopefully avert it in the first place e.g. through the use of negotiation theory, which is outlined in brief. The importance of raising self awareness to understand conflict situations e.g. how one appears to others, is covered with reference to e.g. Johari windows.

The main elements are:

• Definition, causes and symptoms of conflict
• "Constructive conflict"
• Effects and implications of conflict
• Disciplinary cases and grievances: cost and management issues
• Underlying theories of conflict management e.g. Thomas Kilmann Model (TKI)
• Management of change as a potential source of conflict
• General guidelines for preventing conflict
• Managing "difficult people"
• Building self-awareness
• Developing negotiation skills
• Management of performance issues which could lead to conflict
• Managing conflict in teams
• The Strength Deployment Indicator® - The SDI®

Module 9: Design and Delivery of Staff Development Activities
This practical Module builds on the theory and analysis produced in Module 2 to provide systematic advice on how to plan, design and deliver training, including formal presentations, interactive workshops, facilitation and production of online learning materials. It is based on the view that managers need to have a working knowledge of this, to take a proactive part in cost-effective and relevant staff development, and to be in a strong position to evaluate training provided externally, by the Training Department or themselves.

The main elements are:

• Choosing the best approach to the delivery of learning
• Planning, design and delivery of training - practical skills
• Practical advice on the use of a variety of visual aids in staff development, including use of PowerPoint and flip charts, good design of slides, tips for effective presentations, and guidelines for interactive sessions, using a facilitative approach
• Evaluation of staff development activities

Module 10: The Personal Development Plan

This practical Module sets out to raise awareness of the importance of the Personal Development Plan (PDP) not only to support the performance management system but also for the general growth of the individual, including realising one's potential, enabling future progression, and improvement of the work-life balance. It provides a working knowledge of how to follow the cyclical process of personal development planning, starting with S-SMART development goals, and including the construction of a "personal profile", with the use of a variety of techniques to evaluate an individual's development needs e.g. use of competence indicators, and various readily available psychometric tests such as Honey & Mumford's Learning Styles, or Personality Type Indicators e.g. the MBTI®. The Module also encourages managers to make the time to foster their own development. It stimulates reflection on the previous Modules, which provide a foundation of so-called soft skills on which to develop oneself further.

The main elements are:

• Definitions and context of personal development plans
• Principles of personal development planning Identifying your current level of personal development