Management Development Diploma

Module 1: The manager as a coach or mentor
- 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
- 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
- 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
- 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
- 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
- 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
- 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
- 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
- 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
- Definitions and context of personal development plans
- Principles of personal development planning Identifying your current level of personal development