First Line Management Level 3 - Certificate 
[Certificate Qualification No. – 500/3585/X]
Aims and Objectives
The ILM Level 3 Certificate in First Line Management aims to give practising or potential first line managers the foundation for their formal development in this role. The qualification does this by developing basic management skills and assisting participants in gaining the basic knowledge required by a manager. This qualification builds on the ILM Level 3 Award in First Line Management, and broadens the skills and knowledge in a flexible and practical way. Learners are not required to undertake the Award as a pre-requisite and may join Certificate programmes directly.
This Management programme builds and broadens the skills and knowledge gained in the Award. Here organisational change is explored along with the crucial skill of time management is also explored in three additional mandatory units. The Diploma in First Line Management develops a very comprehensive range of management skills, providing learners with the broad body of knowledge required by a first line manager. Additional mandatory units cover business communication, creativity and innovation for the workplace as well as information gathering and analysis, and managing customer service. All learners are able to choose from a range of optional units to build their qualification; this high level of flexibility allows individuals or their employers to custom build a qualification that focuses on the key areas most relevant to their role, industry or organisation.
|
Structure:
GLH = 89 hours (Minimum)
Credits Awarded Upon Completion = 20 credits (Mandatory=7 credits & Optional= 13 credits)
|
|
Unit Title – First Line Management (ilm)
|
Indicative Glh |
Credit Value |
Certificate (20 credit) |
|
|
Mandatory Units (M3.01 – M3.09) |
|
|
|
|
M3.01 |
Solving problems and making decisions |
11 |
2 |
M=2 |
|
M3.02 |
Understanding change in the workplace |
11 |
2 |
M=2 |
|
M3.03 |
Planning change in the workplace |
11 |
2 |
M=2 |
|
M3.04 |
Achieving objectives through time management |
7 |
1 |
M=1 |
|
M3.05 |
Writing for business |
6 |
1 |
|
|
M3.06 |
Managing creativity and innovation in the workplace |
7 |
1 |
|
|
M3.07 |
Obtaining information for effective management |
10 |
2 |
|
|
M3.08 |
Managing customer service |
7 |
1 |
|
|
M3.09 |
Giving briefings and making presentations in the workplace |
6 |
1 |
|
|
|
Optional Units (M3.10 – M3.35) : Total Permutation |
|
|
O=13 |
|
M3.10 |
Introduction to leadership |
6 |
2 |
|
|
M3.11 |
Building the team |
5 |
1 |
|
|
M3.12 |
Motivating to perform in the workplace |
10 |
2 |
|
|
M3.13 |
Developing yourself and others |
11 |
2 |
|
|
M3.14 |
Managing conflict in the workplace |
4 |
1 |
|
|
M3.15 |
Managing stress in the workplace |
8 |
1 |
|
|
M3.16 |
Managing the employment relationship |
7 |
2 |
|
|
M3.17 |
Recruiting, selecting and inducting new staff in the workplace |
10 |
3 |
|
|
M3.18 |
Coaching and training your work team |
7 |
2 |
|
|
M3.19 |
Providing quality to customers |
6 |
2 |
|
|
M3.20 |
Planning to work efficiently |
6 |
2 |
|
|
M3.21 |
Organising and delegating |
6 |
1 |
|
|
M3.22 |
Managing projects |
7 |
2 |
|
|
M3.23 |
Managing health and safety at work |
10 |
3 |
|
|
M3.24 |
Understanding organisations in their context |
13 |
2 |
|
|
M3.25 |
Understanding culture and ethics in organisations |
7 |
2 |
|
|
M3.26 |
Managing performance |
6 |
1 |
|
|
M3.27 |
Working with costs and budgets |
7 |
1 |
|
|
M3.28 |
Managing the efficient use of materials |
6 |
1 |
|
|
M3.29 |
Managing the effective use of equipment |
6 |
1 |
|
|
M3.30 |
Understanding the communication process in the workplace |
6 |
1 |
|
|
M3.31 |
Influencing others at work |
6 |
1 |
|
|
M3.32 |
Communicating one-to-one at work |
9 |
1 |
|
|
M3.33 |
Effective meetings for managers |
4 |
2 |
|
|
M3.34 |
Understanding workplace information systems |
6 |
1 |
|
|
M3.35 |
Marketing for managers |
4 |
1 |
|
|
|
|
|
TOTAL CREDIT |
20 |
The Course Concept
Life in the new century is faster, harder and more demanding. This unit helps you to recognise the need to upgrade personal and interpersonal skills, to take account of the changes demanded by both a smaller world and the 'bigger picture', to enable you to face into the decision making process. The 21st Century is an ego-driven environment, although leadership is developing. Concepts such as Neuro-Linguistic Programming, transactional analysis and emotional intelligence enable us to understand how we can and must interact with ourselves and others in order to process others needs and how this information will affect our problem solving abilities. Communication skills have not stood still - this empowering course offers you the understanding and confidence to move with them.
One of the unarguable truths of our times is that change is constant. This may seem like a contradiction in terms and it is certainly an idea that makes people feel out of control at times. This unit will encourage you to view this concept of constant change as a vital and exciting part of your business life. Following on to this we need to understand how to plan for change, here we focus on the positive aspects of change, encouraging people to look to the future and help your business to move forward. Learn how to get your team feeling empowered to take charge of the changes which affect them and learn to embrace the prospect of more exciting opportunities within their work and their lives.
Surveys in the early noughties revealed that only 14% of time spent at work is used efficiently. This means that the major resource of your business - your people - is being mishandled, wasted, abused and mismanaged. However, even this 'time wasting card' can be trumped by a reference to stress in the workplace. It kills. It damages your people, causes up to 80% of absenteeism, destroys morale and murders your profits. Our unit on Time and Stress Management takes a 21st Century look at an old problem. How can the theory be made useful and practical ... and what can we actually do about it?
People are the most valuable commodity in your business and their development is paramount to the future success of your aims, objectives, values and beliefs. Development of people must be aligned to the business and extends way beyond the training room. Here we learn how supporting your personnel function in a 'hands on' and positive way could be one of the key reasons your organisation achieves and exceeds all of its goals and targets in the future. Coaching for success instead of dictating is a leader’s prime skill; its importance must never be underestimated and in this unit we find out why.
Project management is an important part of every manager’s routine. This energising, creative and practical look into the skills, techniques and mind-set required to organise, manage and implement projects is a must for anyone in a managerial role. This course is written specifically for FLM’s and will give the skills to pass onto the project team members. It will follow the fundamentals of the topic, from initiation to implementation.
Whatever your organisation, you are legally required to have a qualified health and safety advice on hand preferably from internally trained team members. You should also ensure that you have conducted the appropriate health and safety risk assessments, including fire risk assessments. Failure to comply with your legal obligations in this area can result in an unlimited company fine, an individual fine, personal prosecution, imprisonment, director disqualifications and publicity of prosecutions. All of this can be avoided, this practical and thought provoking unit will ensure you know how to keep you and your team safe and operating legally.
This highly interactive programme demonstrates how you can balance the needs of the team while keeping the profit and loss account healthy. Finance is often a scary area that most new managers are apprehensive about and understanding cost and budget limitations is vital to run a profitable department / company.
Meetings are the cornerstone of an effectively run business. They rely upon dynamic interpersonal relationships, the communication of ideas, setting of objectives and reaction to the personalities and agendas of others. The leader of the meeting has an opportunity not only to reflect the tenor and pace of the meeting, but the positivity, proactivity and ‘feel’ of the business. It is about much more than objective setting - it is about advanced communication skills and the positive influencing of others, using negotiation and persuasion skills to bring out the best in others and reach conclusions that everyone can work to with pride and satisfaction.
For further information please contact us on Cardiff 02921156603 or Freephone 08008488117
E-Mail: This e-mail address is being protected from spambots. You need JavaScript enabled to view it