An outstanding professional manager and leader is typified by
someone who has the ability to select and apply knowledge, skills,
values and behaviours effectively in their working role. Whilst many of
these attributes can be developed through experiential learning, these
can be sharpened and amplified through an in-depth exploration of the
topic.
The aim of this unit is to enable the professional manager and leader to
consider the influence of an organisation’s context on how individuals
are managed and led. They will reflect on the values, behaviours,
knowledge and skills required, not only to deliver successful
organisational outcomes, but to lead individuals with confidence
Individuals and teams are a highly prized resource which, if
developed, managed and led effectively, can transform an
organisation’s reputation, productivity and success.
The aim of this unit is for the professional manager and leader to
understand the principles for developing, managing and leading
individuals and teams. On completion of the unit, learners will
understand the multi-dimensional factors which influence the way
individuals and teams are developed and led. They will examine the
role of organisational structures for managing human resources and
be given the opportunity to research classic and contemporary
approaches to the management and development of individuals and
teams. Ultimately, this unit will culminate in an assessment of the
skills required to lead and develop individuals and teams in a manner
that not only achieves results but is ethical, fair, empowering and
collaborative.
Culture matters. Beliefs, principles, ideologies, behaviours and
values have the power to influence an organisation’s success.
Culture is emergent, it develops over time and is influenced by the
cultural identity of staff and stakeholders and the approaches taken to
lead and manage others. It is also influenced by an organisation’s
history, purpose, activities, vision, mission and values.
The aim of this unit is to equip professional managers and leaders
with an understanding of the role and impact of culture within
organisations and the approaches to make and sustain cultural
change.
Programme and project management is an essential skill for a
professional manager and leader to develop. Whilst a project is
singular, programmes will encompass a range of projects. The reality
of managing programmes and projects is complicated. There are a
broad range of multi-dimensional issues which influence how these
are led; not least the impact of stakeholder involvement, financing,
resourcing and appetite for risk. Ultimately, the success of a
programme or project is judged on the achievement of goals within
the parameters of cost, quality, resources used and timescales.
The aim of this unit is to equip professional managers and leaders
with an understanding of how to proactively respond to the demands
of project and programme management, regardless of their type, size
and complexity.
The ability to drive innovation and change is an essential skill for a
professional manager and leader. Innovation, defined simply as
‘doing something new or different,’ is a powerful catalyst for change.
It can revolutionise an organisation’s operational activities, create
dynamic new opportunities, and contribute to the achievement of
strategic goals. Change occurs in many forms and leaders must be
able to respond to changes which are radical, incremental or
evolutionary.
This unit has been designed to enable the professional manager and
leader to understand innovation and change within organisational
contexts. It explores the rationale for innovation and change, such as
the impact of technology and digitalisation. Most importantly it
focuses on the knowledge, values and behaviours that ultimately will
equip the professional managers and leaders to successfully drive
innovation and change.
Organisational strategy is often seen as a blueprint which guides an
organisation’s path. It can be created to provide stakeholders with
the organisation’s direction for the future, as well as enabling an
organisation to measure and monitor its success. Organisational
strategy may evolve over time to respond to different circumstances,
new opportunities or unexpected challenges. Ultimately, successful
outcomes result from the way the organisational strategy is led,
managed and implemented.
The aim of this unit is to enable professional managers and leaders
to understand approaches to developing organisational strategy and
how to formulate and lead operational strategy to achieve a strategic
aim.
The ability to procure, purchase and contract goods, services and
capital items effectively is of paramount importance if an organisation
is to succeed. For the professional manager and leader this
knowledge and understanding is invaluable. It has the power to
enhance decision making, strategic and operational planning and the
effective delivery of outcomes within budgetary constraints.
It is important to recognise that the terms ‘procurement’ and
‘purchasing’ are interpreted differently depending on the type of
organisation. For the purpose of this unit, ‘procurement’ is
recognised as the strategic activity that will be underpinned by‘purchasing’ and ‘contracting’.
The aim of this unit is for managers and leaders to realise business
objectives though competent, ethical and professional contracting,
purchasing and procurement practices.
Corporate Social Responsibility (CSR) and sustainability are topics
keenly related to organisational accountability. Definitions and
approaches taken to manage and lead CSR and sustainability vary
according to the type and purpose of an organisation and its
governance. Approaches typically include the development of aims
and objectives, policy and strategy, with the intent to address the
impact of an organisation’s activity on society, the environment and a
commitment to ethical and responsible conduct.
The aim of this unit is to enable professional managers and leaders
to understand CSR and sustainability in an organisational context.
They will assess the enablers, constraints and barriers to its success,
present a case for organisational engagement, identify approaches
for its implementation and ultimately, identify strategies to gain
ongoing stakeholder commitment.
Effective quality management is critical to meeting stakeholder needs
and expectations, developing trust and reputation. It impacts on
profitability, processes and procedures and the achievement of
strategic objectives. Quality is not something that occurs by chance.
It is reliant on strategic and operational planning and the commitment
and drive by professional managers, leaders, teams and individuals
to make it a success.
The aim of this unit is to enable professional managers and leaders
to understand the rationale and approaches to quality management.
Critically, the unit focuses on how quality and continuous
improvement can be instilled into all aspects of working practice.
The principles laid down in organisational, corporate, functional and
departmental policies have a direct bearing on the daily activities of
an organisations workforce. Policy focuses on the activities which
are of critical importance to an organisation. Policies can be used to
set strategic direction. Policies also set expectations about the
behaviours and values required by staff to work ethically and
professionally within their roles and when representing the
organisation.
Policy writing is an art form which requires great skill. An in-depth
understanding of the context in which policy is developed, the factors
which drive the need for policy, and crucially, the influence of
stakeholders in policy development is required to write effective
policies.
The aim of the unit is to enable professional managers and leaders to
take a fresh look at the role policy plays within an organisation, know
how policy can be developed and ultimately, cascaded successfully
to its intended audience.
The approach taken to manage knowledge within organisations has
the power to impact on productivity, competitive advantage,
succession planning and ultimately an organisation’s success.
Knowledge management is more than the use of information and
communications technologies to exchange data and information.
Knowledge management also focuses on strategy, experiential
learning and context. It includes human interaction and
understanding.
On successful completion of the unit, professional managers and
leaders will understand the impact of knowledge management on an
organisation and the individuals working within it. Vitally, professional
managers and leaders will develop a strategy to drive knowledge
management in an organisational context.
Coaching is a powerful learning and development tool. Used
effectively, it is able to optimise individual and team performance and
the achievement of organisational goals. Coaching has rapidly
become an essential leadership tool. It enables the professional
manager and leader to support, motivate and empower individuals
and teams in a conversational and insightful way. This contrasts with
and complements the use of traditional directive leadership
approaches.
This unit focuses on these specific coaching skills, techniques and
approaches that are required by leaders to develop the knowledge,
skills and resourcefulness of individuals. It focuses on the benefits
and types of coaching used by leaders in different contexts and how
the application of coaching impacts in the organisational
environment.
A key part of this unit is for leaders to critically reflect on own their
own ability to coach individuals and identify opportunities for
improvement. In order to achieve this, learners will need to use
coaching skills in their leadership practice.
The ability to lead equality, diversity and inclusion in an
organisational context requires insight, knowledge and a commitment
to valuing individuals regardless of their similarities and differences.
Whilst an in-depth understanding of the legal and regulatory
frameworks is essential, managers and leaders must constantly keep
abreast of changes and influences which impact on how equality,
diversity and inclusion is led and managed. To do this effectively,
managers and leaders need to create an environment where
individuals and teams feel able to have honest conversations and
share their needs, expectations and opinions in an open and
constructive way.
The aim of this unit is to equip professional managers and leaders
with the understanding and knowledge of how to lead equality,
diversity and inclusion with confidence.
The ability to make ethical decisions under pressure is a fundamental
requirement of a professional manager and leader. Ethical decision
making is not easy, especially when decisions are under the spotlight
of stakeholder opinion, constrained by organisational, legal and
regulatory requirements, where ambiguity exists, where risks are high
or where the outcome of decisions will be unpopular.
All decisions involve some form of value-based judgement and could
involve ethical considerations. Whilst mechanistic decision making is
the ability to select an action from different alternatives, ethical
decision-making focuses on value-based judgements and a wider
range of issues that are typically more complicated in nature.
The aim of this unit is to equip professional managers and leaders
with the understanding of how to make ethical decisions in different
organisational contexts.
Good relationships, whether they are with customers, suppliers,
partners or staff, are a key contributor to an organisation’s success.
To build stakeholder relationships that are long lasting and
sustainable, they need to be planned and developed.
This unit
explores the types and purposes of stakeholder relationships and the
skills required to overcome challenges and manage these effectively.
Business outcomes are optimised when risks are identified and
managed effectively.
This unit has been designed to equip learners
with an understanding of the scope and purpose of business risk
management. This includes an evaluation of the types of business
risks, the governance and approaches for managing these effectively,
and how risk management can be implemented successfully within
organisations.
Delivering an exceptional customer experience is a challenge which
requires skill, commitment, and an in-depth understanding of
customer needs.
The aim of the unit is to develop managers’
understanding of their role and responsibilities in managing the
customer experience. Learners will develop an understanding of the
key features of a customer service culture and the customer journey,
which if managed effectively will impact on an organisations success.
Reflective practice is an essential management tool which supports
the development of knowledge, skills and behaviours in the
workplace. By consciously analysing own performance, decision
making, leadership and management skills (in different situational
contexts); opportunities for on-going development can be identified.
The aim of the unit is to equip learners with the understanding of the
value of reflective practice, and how reflection can be used as the
basis of meaningful personal and professional development.
