UNIT
7: THE DEVELOPING MANAGER
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LO1
Understand principles and practices of management behaviour Management
theory and styles:
assumptions and drawbacks, classical theories, main contributors, the influence
of informal groups, hierarchy of needs, systems approach to management,
contingency approach, leading authorities Leadership characteristics: styles eg
autocratic, democratic, laissez-faire, action-orientated; motivation theories,
factors affecting motivation and performance, motivation techniques,
effectiveness; conflict resolution; the role of partnerships and stakeholders
in the business Communication: communications processes, verbal, written,
non-verbal; lines of communication, linear, lateral, formal/informal; barriers
to effective communication Organisational culture and change: types of
organisational structure and culture; factors influencing changes in culture;
types of change eg demographic, economic, legislative; planned change theory;
managing and measuring the effectiveness of change; sources and types of power;
change drivers
LO2
Be able to review own potential as a prospective manager
Self-knowledge and
appraisal: skills audit eg management skills, leadership skills,
practical/technical skills, personal skills (eg
interpersonal/motivational/communication skills), organising and planning
skills cognitive and creative skills; qualifications (current/planned),
strengths and weaknesses analysis; personal learning logs; personal development
plans Own potential: aims, objectives, targets, learning programme/activities,
action plan, time management, work scheduling, Specific, Measurable,
Achievable, Realistic, Time-bound (SMART) objectives, action planning,
delegation, decision making, problem solving, management/leadership styles,
value awareness, conflict management, giving and receiving feedback,
influencing skills, self-confidence, positive thinking, communication,
presentation, team building and membership, mentoring, counselling, coaching,
facilitation, learning cycle, learning styles, action learning sets, management
learning contracts, learning log, review dates, achievement dates
LO3
Be able to show managerial skills within a business and services context
Roles: leading and
motivating staff, communicating, team building, processes and stages in team
development, group dynamics, effective/ineffective teams, goals/objectives
Responsibilities: customer service, product and service knowledge and
development; decision making eg strategic, planning; managerial/operational
control, problem solving; authority, delegation and empowerment; effective
working relationships with subordinates, peers, managers and other stakeholders
Context: eg hospitality, travel, tourism, sports, leisure,recreational
industries
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UNIT
7: THE DEVELOPING MANAGER
LO4
Be able to create a career development plan for employment within a business
and services context
Career: relevant managerial skills eg communication,
thinking, learning; personal skills eg attitude, behaviour, responsibility,
adaptability; aspirations, openings/opportunities Development plan: career
development, personal development, current performance, future needs
UNIT 7: THE DEVELOPING MANAGER
Learning outcomes and assessment criteria
Learning outcomes
On successful completion of this unit a learner will:
LO1
Understand principles and practices of management behavior
1.1 compare different management styles
1.2 discuss leadership characteristics
1.3 evaluate communication processes in selected businesses
1.4 analyse organisational culture and change in selected
businesses
LO2
Be able to review own potential as a prospective manager
2.1 assess own management skills performance
2.2 analyse personal strengths, weaknesses, opportunities
and threats
2.3 set and prioritise objectives and targets to develop own
potential
LO3
Be able to show managerial skills within a business and services context
3.1 lead and motivate a team to achieve an agreed goal or
objective
3.2 justify managerial decisions made to support achievement
of agreed goal or objective and recommendations for improvements
LO4
Be able to create a career development plan for employment within a business
and services context
4.1 explain how own managerial and personal skills will
support career development
4.2 review career and personal development needs, current
performance and future needs to produce development plan
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UNIT
7: THE DEVELOPING MANAGER
This unit addresses a wide range of issues relating to
management and it can be linked with all the other units in the qualification.
Tutors should seek to integrate this unit with others to underpin the relevance
of the issues being studied. This unit links with the following Management NVQ
units:
A1: Manage your own resources
A2: Manage your own resources and professional development
A3: Develop your
personal networks
B5: Provide leadership for your team
B6: Provide leadership in your area of responsibility.
Essential requirements
A number of case studies and interviews (either written or
audio-visual) must be used, particularly when looking at learning outcomes 1
and 2. There must be an emphasis on success, failure and risk so that learners
can appreciate that this is intrinsic to many entrepreneurial people and
enterprises. It is important for learners to relate theory to observable
practice in an appropriate business and services context. Learners must be
encouraged to ‘adopt’ an appropriate business and use it as a context within
which to assess current practice, apply theory and observe in a reflective way.
These individual experiences can then be fed back in group-learning contexts.
Learners must be given a variety of simulations where business
propositions/solutions should be tackled in class discussions, debates and
workshops.
Employer engagement and vocational contexts
A team of employers could be identified to support the
different units. Employers could help tutors, with for example, the planning of
programmes of learning, or provision of visits, guest speakers and mentors.
They could also help to design assessment activities. Delivery of this unit
would be enhanced by employer engagement involving, for example, local travel
agencies, tourist attractions and particularly the local tourist board, and a
resort rep/resort manager to include the role of the manager overseas.
Sustained links with travel agencies may support further units as well as work
placement opportunities.
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