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Leadership and ManagementCertificateLevel 3

Candidate HandbookIndividual Learner Route

GWA Training and Development

Institute of Leadership and Management

Leadership and Management ProgrammeILM Level 3 CertificateCandidate Handbook – Individual Learner RouteWelcome to the GWA Leadership and Management– Level 3 Certificate Programme. We’re glad you chosen to work with us and look forward to helping you develop and improve your knowledge and skills in leadership and management

This Candidate Handbook describes your ‘learner journey’ through the programme and provides everything you need to know about the course and the associated ILM qualification.

Contents

Page

Introducing the Individual Learner Route 4

Leadership and Management Certificate Level 3– Programme Overview 7

Leadership and Management Certificate Level 3– Your Learner Journey 8

Important Information for Your Course 9 Dates Fees

Leadership and Management Certificate Level 3– Qualification Details 11

ILM Unit Details 14

Module 1: Introducing Leadership and Management 15o ILM Unit 8600-308 Understanding Leadership

Module 2: Managing People 16o ILM Unit 8600-310 Understanding How to Motivate to Improve Performance

Module 3: Leading Teams 17o ILM Unit 8600-309 Understanding How to Establish an Effective Team

Module 4: Managing Projects and Tasks 18o ILM Unit 8600-303 Planning and Allocating Work, oro ILM Unit 8600-320 Managing Workplace Projects

Module 5: Key Leadership and Management Skills – choice of two from the following: 20

o ILM Unit 8600-301 Understanding Innovation and Change in an Organisationo ILM Unit 8600-302 Planning Change in the Workplaceo ILM Unit 8600-305 Contributing to Innovation and Creativity in the Workplaceo ILM Unit 8600-213 Understanding Conflict Management in the Workplaceo ILM Unit 8600-313 Understanding Stress Management in the Workplaceo ILM Unit 8600-318 Understanding Quality Management in the Workplaceo ILM Unit 8600-326 Understanding the Communication Process at Worko ILM Unit 8600-327 Understanding Negotiation and Networking in the Workplace

GWA Ltd: HB LAM L3 ILR Candidate Handbook

o ILM Unit 8600-334 Understanding and Developing Relationships in the Workplace

Assignment 6: Individual Project 29o ILM Unit 8600-300 Solving Problems and Making Decisionso ILM Unit 8600-307 Giving Briefings and Making Presentations

How to Submit 31

Registration Process 34

Advice and Support 35

The Institute of Leadership and Management – an Overview 36

Important Bits Internal Quality Assurance Process 37 GWA ILM Submission Process 39 Appeals Procedure 40 Equal Opportunities Statement 41 Health and Safety Statement 41

About Goodman Wilkinson Associates Meet the Team 42 Contact Details 43

Reviewed January 2014© January 2014 GWA Ltd


Introducing the Individual Learner RouteWhat’s it all about?

At GWA we’ve been running face to face traditional training courses for more than fourteen years and whilst we know that these are very popular and a highly effective way of learning we recognise that not everyone can commit to a three, four day or more training event. So we’ve developed an Individual Learner Route programme which allows people to study at a pace more appropriate to their own needs without the requirement to attend traditional taught workshops.

How Does It Work?

We’ve structured the programme so that it runs, on a rolling basis, over 12 weeks. We like to meet up with you at the beginning of the course, once in the middle and again at the end, but these are the only face to face timetabled commitments we ask you to attend. Throughout the rest of the programme you work through the course from any location which is convenient to you.

We provide you with a variety of learning opportunities including: guided reading web-based and individual research on-line videos webinars hangouts personal learning workbook reflective activities

and access to an on-line learning community, message boards etc so that you can connect in with the programme team and with other people who are doing the course alongside you.

Although you can work through the course at your own pace experience tells us that people find deadlines and milestones helpful – so we’ve retained a fairly rigid timetable releasing new learning materials on a weekly basis, associated with appropriate assignment submission dates timetabled throughout the 12 weeks.

What Does it Look Like?

To obtain an ILM Certificate at Level 3 you are required to gain 13 credits across a range of ILM units. We’ve constructed this course so that it covers a minimum of 8 units which will provide you with 13 credits and we’ve parcelled these units into six modules as follows:

Module 1 – Leadership and ManagementModule 2 – Managing PeopleModule 3 – Leading TeamsModule 4 – Managing Projects and Tasks Module 5 – Leadership and Management – Key SkillsModule 6 – Individual Project


What Does a Typical Module Look Like? We structure the course modules using this framework:

1. An overview of the learning outcomes – what we think you’ll get out of this module

2. A range of guided learning materials for you to look at which might include reading, on-line videos, web page articles, case studies etc

3. Reflective activities including personal questionnaires and things for you to try out in your workplace

4. Review Questions (which form the unit assessment)

5. A summary of the key learning points

6. Further material to explore

How Much Time Will I Need to Give to This?

You’ll be covering eight units over 12 weeks and, on average ILM recommends that candidates spend approximately eight guided learning hours on each unit. This amounts to a potential total of 64 hours for the whole programme, which, averaged out over 12 weeks, is approximately five hours per week. Obviously this is only a guide, some people take longer, some people are quicker, it depends on many variables including the units you choose to do as well as your own personal approach to learning.

How Am I Assessed?

Throughout the course there are a number of assessment points – each one connected to an ILM unit. The majority of the assessment is based on self reflective activity and will usually ask you to think about appropriate theories and discuss/assess how you can use these ideas in your own real life situations. We don’t ask you to write theoretical essays but we do want to know how you can and will apply your learning to your own workplace and to real life situations.

What Support Do I Get?

The GWA course team is available to help and support you throughout the programme and each candidate is entitled to a certain amount of tutorial support. Most of this we do over the phone, via email, on message boards etc – so if you need some help don’t just sit there – give us a call or drop us an email. You’ll also find that all assignments include a degree of written feedback so you’ll also get support and guidance here too.

Do I Have to Be Managing a Team to do This Course

Simple answer – no! ILM programmes are designed to develop and encourage new skills and abilities and are suitable both for those already working in these roles as well as those who are aspiring to work in a leadership and management role.


When Can I Start?

GWA runs these programmes 3 times a year – so you should never be more than a few weeks away from the start of the next programme!

This should give you a good overview of the Individual Learner Route through the Leadership and Management Level 3 Certificate Programme, please read on to find out more details about the course and the qualification…


Leadership and Management Certificate – Level 3Programme OverviewThe Leadership and Management training programme develops the leadership and management skills of first line managers and those who have supervisory responsibility for others and will equip you with the skills, knowledge and behaviours to lead and successfully develop teams. The programme consists of six modules delivered over 12 weeks:

Week 1 Programme Introduction and Personal Development Planning

Programme introduction Induction to ILM and the Level 3 Certificate Personal action planning

Week 2 Module 1: Introducing Leadership and Management

The management role in context Qualities of management and leadership Leadership styles

Weeks 3 and 4 Module 2: Managing People

Understanding what motivates others

Weeks 5 and 6 Module 3: Leading Teams

Understanding team dynamics Team roles Establishing and building the team

Weeks 7 and 8Module 4: Managing Projects and Tasks

Planning and allocating work

Weeks 9 and 10Module 5: Key Leadership SkillsA choice of the following topic areas:

Communication skills Innovation and creativity Change Quality Negotiation and networking Developing professional relationships

Weeks 11 and 12Module 6: Individual Project

Problem solving Creative thinking Making decisions Analysing issues Project presentations and action planning


Leadership and Management Certificate – Level 3The ‘Learner Journey’


Pre Course Work read the Candidate Handbook

Induction attend the Leadership and Management Programme Induction Sessionread the Candidate Learning Log: learning styles/time management/assessment/attendance/baselineschoose your route through the modules - which topics would you like to study and onfirm with GWA that you would like to register with ILM

Module 1 work through the study materials for Module 1: Introducing Leadership, and complete assignment 8600-308 Introducing Leadershiptutor feedback on your first assignment

Module 2 work through the study materials for Module 2: Managing People, and complete assignment 8600-310 Understanding How to Motivate to Improve Performancetutor feedback on your second assignment

Module 3 work through the study materials for Module 3: Leading Teams, and complete assignment 8600-309 Understanding How to Establish an Effective Teamtutor feedback on your third assignment

Module 4 work through the study materials for Module 4: Managing Projects and Tasks, and complete chosen assignmenttutor feedback on your fourth assignment

Module 5 work through the study materials for Module 5: Key Leadership Skills, and complete your chosen assignmenttutor feedback on your fifth and sixth assignments

Module 6 work through the study materials for Module 6: Individual Project and complete assignments 8600-300 Problem Solving and Making Decisions and 8600-307 Giving Briefiings and Making Presentations. Prepare your individual project presentation

Project Day attend the Project dayPresent your project to the Course Team and your programme colleagues tutor feedback on your final assignments (seventh and eighth)

Programme Completion

GWA confirm your successful completion of the Leadership and Management CertificateILM issue your certificate - GWA send this to youCelebrate

Important Information for Your CourseImportant Dates

The following dates are very important, please make sure that you remember them and meet the deadlines.

GWA Course Reference Number GWA ILR01

Week 1 Introduction and Personal Development wc 13th January 2014

Week 1 Induction Workshop (2.00pm – 4.30pm) 14th January 2014

Week 2 Module 1 Introducing Leadership and Management wc 20th January 2014

Submission DateAssignment 1: ILM Unit 8600-308 Understanding Leadership 26th January 2014

Weeks 3 and 4 Module 2 Managing People wc 27th January 2014

Submission DateAssignment 2: ILM Unit 8600-310 Understanding How t Motivate to Improve Performance

9th February 2014

Weeks 5 and 6 Module 3 Leading Teams wc 10th February 2014

Submission DateAssignment 3 ILM Unit 8600-309 Understand How to Establish an Effective Team

23rd February 2014

Weeks 7 and 8 Module 4 Managing Projects and Tasks wc 24th February 2014

Submission DateAssignment 4 ILM Unit 8600-303 Planning and Allocating Work or ILM Unit 8600-320 Managing Workplace Projects

9th March 2014

Week 9 Module 5 Key Leadership Skills – Part 1 wc 10th March 2014

Submission DateAssignment 5: ILM Unit Option 1 16th March 2014

Week 10 Module 5 Key Leadership Skills – Part 2 wc 17th March 2014

Submission DateAssignment 6: ILM Unit Option 2 23rd March 2014

Weeks 11 and 12 Module 6 Individual Project wc 24th March 2014

Week 12 Project Presentation Workshop To be confirmed

Submission Date Assignment 7ILM Unit 8600-300 Solving Problems and Making DecisionsILM Unit 8600- Giving Briefings and Making Presentations

6th April 2014

Candidates who meet the Submission Deadline dates will have their work marked and returned to them within three weeks of the specified Submission Date. (GWA marking days are usually


timetabled to be the Monday following a Friday deadline and all work received on the Friday will be distributed to assessors for marking).

Whilst GWA is flexible in allowing extensions please be aware that failing to meet the deadlines will potentially delay the marking of your work and possibly your completion of the course.

Course Completion Date (SORs sent to ILM) 30 April 2014

This is the final day of the course. Schedules of Results (SORs) for this course will be sent to ILM on this date. All candidates who have met the deadlines, and who successfully complete the assignments will be included. Certificates are issued by ILM shortly after receipt of the SORs from GWA.

If you have successfully completed all assignments by this date you will receive the full ILM Level 3 Certificate in Leadership and Management. If you have completed some, but not all of the assignments we shall claim the units which you have achieved. This will not constitute the entire certificate but will count towards it and should you successfully complete all assignments at a later date (within the 3 years of your registration) you will receive the full certificate.

The GWA Archive date for this programme is 31 October 2014

Fee Information

The cost of this course is £580 per individual which is broken down as follows:

GWA FeeThis covers all learning materials, programme delivery, candidate administration and tutor support

£275.00

ILM Registration Fee8600-21 Leadership and Management Level 3 Certificate £105.00

Assessment Fee This includes marking and verification at a cost of £20 per script, plus verification fees £200.00

(figures accurate as of January 2014 and are subject to review)


Leadership and Management Certificate – Level 3Qualification DetailsWorking with the Institute of Leadership and Management (ILM) we are able to offer participants the opportunity to achieve recognition for their learning in the form of a nationally recognised qualification, the Certificate in Leadership and Management, Level 3.

“This qualification is ideal for learners that have management responsibilities but no formal training, and are serious about developing their abilities. It's particularly suited to practising team leaders seeking to move up to the next level of management, and managers who need to lead people though organisational change, budget cuts or other pressures

Results for learners

Learners gain a range of key management skills Put new skills into practice in own role Build leadership capabilities Motivate and engage teams, manage relationships confidently Develop leadership skills using own knowledge, values and motivation

Impact for employers

Effective and confident first-line managers Better relationships and communication in teams Measurable results: workplace-based assessment ensures new skills are

effectively transferred to employer's business A broad range of optional units – qualification can be tailored to organisation's

learning and development needs

Focus on the skills learners need

Learners can take this qualification as a concise Award, a broader Certificate or a comprehensive Diploma. The units in this qualification fall into seven broad areas. These are:

core management skills – such as understanding how to organise and delegate ability to perform management tasks – manage projects, lead meetings team leadership – for example, how to motivate people to improve

performance change and innovation – plan and manage change, create a culture of

innovation a full range of communications skills managing people and relationships – negotiation, networking, building

relationships leadership – understand leadership, use action learning to develop your

leadership capabilities.”

ILM website 2012


“ILM’s comprehensive Knowing-Being-Doing framework recognises and maps the fundamental management and leadership capabilities at all levels in an organisation.” IILM website – 2014

Knowing –key competencies: Self-management, team building and performance management skills; information processing skills; an awareness of customers and their requirements, organisational policies and procedures, and inter-personal dynamics.

Doing – able to: Provide leadership to an operational plan and manage workload; communicate plans and objectives and build engagement; manage individual and team performance; support and lead change projects; initiate improvement.

Being – demonstrated by: Team leaders and managers who are aware of their own goals and aspirations. They inspire others to perform beyond their limits and have strong abilities to self manage.

ILM Leadership and Management Certificate - Qualification Overview

Credit value 13 credits

Direct Learning a minimum of 64 hours

Structure induction - two hours in total, delivered on day one of the programme and in the Candidate Handbooktutorial support – up to four hourscontent - eight ILM units

Assessment 8 assignments covering eight units @ 13/14 credits

Entry requirements: There are no formal entry requirements but participants will normally be practising or aspiring first line managers with the opportunity to meet the assessment demands and have a background that will enable them to benefit from the programme


What does ‘Level 3’ mean and what is it equivalent to?

The National Qualifications Framework is a credit transfer system developed for qualifications in England, Wales and Northern Ireland. This means that this qualification can be compared and aligned with other qualification.

There are nine qualification levels as represented in this diagram:

Wikipedia provides the following description for level 3:

“Level 3 qualifications recognise the ability to gain, and where relevant apply a range of knowledge, skills and understanding. Learning at this level involves obtaining detailed knowledge and skills. It is appropriate for people wishing to go to university, people working independently, or in some areas supervising and training others in their field of work.”

http://en.wikipedia.org/wiki/National_Qualifications_Framework

For more information on the National Qualifications Framework visit:http://www.direct.gov.uk/en/EducationAndLearning/QualificationsExplained/DG_10039017


http://www.direct.gov.uk/en/EducationAndLearning/QualificationsExplained/DG_10039017

http://en.wikipedia.org/wiki/National_Qualifications_Framework

ILM Unit Assessment DetailsTo provide you with both structure and flexibility we designed to programme which combines core units, which we think are appropriate for all candidates, and a range of optional choices so that you can choose what best suits your interests and needs.

The Core Units

Modules 1, 2, 3 and 6 cover the core units as follows:

Unit Number Unit Name Credit

ValueGL Hours

8600-308 Understanding Leadership 2 68600-310 Understanding How to Motivate to Improve Performance 2 98600-309 Understanding How to Establish an Effective Team 1 58600-300 Solving Problems and Making Decisions 2 98600-307 Giving Briefings and Making Presentations 2 4Total credits for the core units 9

The Optional Units

Module 4 provides a choice of the following two units

Unit Number Unit Name Credit Value

GL Hours

8600-303 Planning and Allocating Work 2 98600-320 Managing Workplace Projects 2 7Total credits for this optional unit 2

To complete Module 5 you must choose two units from the following table – with at least one unit coming from Column A, contributing 3 or 4 credits depending on which ones you choose

Column A (2 credit units) Column B (1 credit unitsUnit No. Name GLH Unit No. Name GLH

8600-301 Understanding Innovation and Change in an Organisation 9

8600-213Understanding Conflict Management in the Workplace

48600-302 Planning Change in the

Workplace 9

8600-305 Contributing to Innovation and Creativity in the Workplace 9

8600-313Understanding Stress Management in the Workplace

78600-318 Understanding Quality

Management in the Workplace 6

8600-326Understanding the Communication Process at Work

78600-327

Understanding Negotiation and Networking in the Workplace

6

8600-334 Understanding and Developing Relationships in the Workplace 8


Module 1: Introducing Leadership and ManagementILM Unit 8600-308 Understanding Leadership

Credit value: 2 Unit guided learning hours 6

Learning outcomes (the learner will) Assessment criteria (the learner can)

1 Understand leadership styles 1.1

1.2

Describe the factors that will influence the choice of leadership styles or behaviours in workplace situations

Explain why these leadership styles or behaviours are likely to have a positive or negative effect on individual and group behaviour

2 Understand leadership qualities and review own leadership qualities and potential

2.1

2.2

Assess own leadership behaviours and potential in the context of a particular leadership model and own organisation’s working practices and culture, using feedback from others

Describe appropriate actions to enhance own leadership behaviour in the context of the particular leadership model

Indicative Content:

1 The qualities of leadership The leader – roles and responsibilities Differences and similarities between leadership and management, and the need for each of

them Range of at least three leadership models (such as trait, contingency, situational,

distributive, servant oblique leader, transactional/transformational) and their significance for task performance, culture and relationships

Leadership behaviours and the sources of power

2 Identification, development and appropriate choice of personal leadership styles and behaviours

The role of trust and respect in effective team leadership Supervised practice or simulation to develop the ability to apply knowledge and skills


Module 2: Managing PeopleILM Unit 8600-310 Understanding How to Motivate to Improve Performance



1 Understand the factors that influence motivation levels in the workplace

1.1

1.2

1.3

1.4

Define the term motivation

Describe the factors that may affect motivation levels in the workplace

Explain how individual differences affect levels of motivation in the workplace

Explain the potential impact on organisational performance if employee motivation levels are low

2 Understand how a theory of motivation can be used to improve performance levels

2.1

2.2

2.3

Describe a recognised theory of motivation

Describe ways in which knowledge of a theory of motivation can be used to improve performance in the workplace

Explain how to use employee engagement to increase motivation levels

Indicative Content:

1 Basic theories of motivation and their application to teams and individuals Overview of the factors influencing behaviour at work Styles and patterns of behaviour at work

2 Range of techniques to motivate individuals and monitor performance Positive approaches to offset negative attitudes in the workplace Employee engagement policies and practice


Module 3: Leading TeamsILM Unit 8600-309 Understanding How to Establish an Effective Team



1 Understand how to develop and maintain effective working relationships

1.1

1.2

1.3

Explain the benefits of effective working relationships in developing and maintaining the team

Describe behaviours which could develop and maintain trust at work

Explain the role of communication in developing effective team working

2 Understand how to build a team 2.1

2.2

2.3

Explain the differences between a group and a team

Describe the stages of an established model of group formation

Explain how a manager could benefit from knowing team members’ preferred roles as defined in an established team role model

Indicative Content:

1 The nature of formal and informal working relationships Role of open communications and the need to keep people informed, in creating effective working

relationships Range of internal and external contacts Differences between people, and the effects on relationship building Differences in organisational culture, and the effects on relationship building at work Social skills appropriate to the workplace Range of behaviours which develop, maintain and destroy trust at work The importance of maintaining confidentiality in the workplace

2 Characteristics of groups and teams – the differences, examples within the workplace Tuckman’s theory of group formation How to identify team roles (e.g. Belbin) and the uses and implications for managers Building a balanced team to achieve objectives


Module 4: Managing Projects and Tasks(Option 1)ILM Unit 8600-303 Planning and Allocating Work



1 Know how to plan work in the workplace

1.1

1.2

1.3

1.4

Identify organisational targets relevant to the team

Set SMART objectives for the team to achieve the targets

Use a technique to plan to achieve the objectives

Explain how to monitor and control a planned activity

2 Know how to allocate work to team members

2.1

2.2

2.3

Identify resources required to complete a planned activity

Explain how to allocate work to team members

Explain how to assess and support team performance in achieving objectives

3 Understand how to improve the performance of a team in delivering to plan

3.1

3.2

3.3

Identify a possible cause of variance from a planned activity

Identify actions to overcome causes of variance

Explain how to involve team members in identifying ways to improve performance to meet objectives

Indicative Content:

1 The role and purpose of objectives and targets Links between organisational and team objectives Setting SMART work targets Performance measurement Planning techniques appropriate to small scale planning e.g. action planning, task/work/production

schedules, timetables, rotas etc Monitoring and control techniques and records

2 Effective methods of communication to give instructions Types of quality standards and their purpose Methods to monitor actual performance against production targets and time-scales, and identify

variances Ways to ensure team members understand monitoring systems

3 Recording outputs and variances Techniques for identifying causes of underperformance Corrective and remedial actions for underperformance


Module 4: Managing Projects and Tasks(Option 2)ILM Unit 8600-320 Managing Workplace Projects



1 Know how to manage a simple workplace project

1.1

1.2

1.3

1.4

1.5

Identify a simple workplace project

Use a simple tool for determining the financial viability of the project

Produce a project plan using an appropriate project planning technique

Set objectives and targets/milestones to monitor performance and review plans within the project

Use a project evaluation technique to evaluate the project

2 Understand the financial and non-financial implications of a workplace project

2.1

2.2

List areas where net savings can be achieved as a result of the workplace project

Identify wider non-financial implications that can result from the workplace project

Indicative Content:

1 Basic project design principles Simple tools for financial appraisal of projects Project planning techniques (Gantt charts, Flow charts, Network planning) Use of objectives and targets/milestones to monitor performance and review plans Project evaluation and review techniques

2 Non-financial costs and benefits of change (social, environmental, human elements)


Module 5: Key Leadership and Management Skills(Option)ILM Unit 8600-301 Understanding Innovation and Change in an Organisation



1 Understand innovation and change in an organisation

1.1

1.2

1.3

Explain the benefits of innovation and change for the organisation

Identify the barriers to change and innovation in the organisation

Explain practical ways of overcoming these barriers

2 Understand how to plan, monitor and review the implementation and communication of innovation and change in an organisation

2.1

2.2

Describe which planning, monitoring and review techniques could be used to manage innovation and change

Explain why communication is important in successful implementation of innovation and change

3 Understand the effects of innovation and change on people and teams in an organisation

3.1 Explain possible human effects of innovation and change upon people and teams in an organisation

Indicative Content:

1 The benefits of change and the consequences of not changing The role of change in the survival and prosperity of organisations Concepts of creativity and innovation and their significance for organisational success and change

management Barriers to change and innovation – how to identify them and other difficulties in implementing change Means of overcoming barriers and difficulties including unfreezing and freezing techniques

2 Methods to monitor and control progress of innovation and change against plan, including use of Gantt charts, network planning

The role of communication in successful implementation of innovation and change

3 Change fatigue and its adverse effects Ways to organise and co-ordinate resources and activities to achieve planned innovation and change Direct and indirect aspects of innovation and change – human and financial effects upon other people,

departments and organisations


Module 5: Key Leadership and Management Skills(Option)ILM Unit 8600-302 Planning Change in the Workplace



1 Understand the forces for change in an organisation

1.1 Identify the forces that may require own organisation to change by conducting a simple PESTLE or SWOT analysis

2 Know how to identify and plan change in an organisation

2.1

2.2

2.3

2.4

Give an example of change required in the workplace reflecting the SWOT or PESTLE analysis

Identify relevant human and financial factors in the consideration of planning change within the context of the example given

Explain how to communicate with and involve people to facilitate effective change

Use a technique for planning change within the given context

Indicative Content:

1 PESTLE analysis Organisational SWOT analysis

2 The principles of change management Methods of planning for change Use of Gantt charts, network planning as tools for planning change Identification of human and financial factors in the consideration of change The importance of communication and involving people to facilitate effective change


Module 5: Key Leadership and Management Skills(Option)ILM Unit 8600-305 Contributing to Innovation and Creativity in the Workplace



1 Understand what innovation is 1.11.21.3

Describe what is meant by innovationIdentify examples of recent innovationDescribe the difference between innovation and creativity

2 Understand the different types of innovation and their application within an organisation

2.12.2

Describe different types of innovationExplain where the different types of innovation could be typically applied within an organisation

3 Understand the drivers of innovation

3.13.2

3.3

Explain how external influences impact on the organisationExplain the drivers within the organisation that will promote and encourage innovation Identify key influences that would promote innovation in the team

4 Understand the conditions that promote and hinder innovation in the workplace

4.14.2

4.3

Explain what organisational culture isExplain how an organisation’s culture can support and hinder innovationIdentify barriers to innovation

5 Understand the use of creative thinking in innovation

5.1

5.2

Identify examples of creative thinking in businessCompare creative thinking techniques that will enable innovative thinking in the team

6 Understand the innovation process 6.16.26.3

6.46.5

Explain the process of innovationDescribe the importance of protecting intellectual propertyExplain the importance of record keeping to support the innovation processIdentify the criteria for successful innovationOutline how to evaluate the validity and potential of a creative idea

7 Understand how to implement and measure the impact of innovation

7.17.2

Outline methods of implementing creative ideasOutline how the success of an innovation can be measured

Indicative Content:

1 A clear and applicable definition of organisational innovation. A list of recent innovations within their workplace A clear model of innovation that provides guidance and understanding of the whole process for innovation

within organisations2 Examples of different types of innovation, e.g. Service innovation, Product innovation, Process innovation

Examples of applications of innovation within an organisation3 Examples of current and ongoing changes in the world around us resulting from innovation

Assessment of whether these examples of innovation could offer opportunities or threats in the near future Drivers that promote and encourage innovation

4 Demonstrate the ability to evaluate organisational culture Assessment of those elements of the culture that support innovation and those that hinder it Identify the conditions under which innovation can most favourably occur

5 Use of creative thinking techniques, e.g. Brainstorming, Random Word, Six Hats, Assumption Reversal6 Use of SWOT analysis, or other process, to evaluate an innovative solution

Demonstrate the ability to evaluate and develop a creative concept and to test its viability Criteria for successful innovation Recent list of examples of organisations that have innovated successfully and those that have failed to innovate,

demonstrating the implications of not innovating or doing it badly7 Supporting someone who has an idea through to innovation

Understanding of different approaches from concept of an idea through development to implementation and evaluation

Measuring the success of innovation


Module 5: Key Leadership and Management Skills(Option)ILM Unit 8600-213 Understanding Conflict Management in the Workplace



1 Know how to manage stress in the workplace

1.1

1.2

1.3

Examine the causes and impact of stress in the organisation

Describe the symptoms of stress in self and others

Explain a practical stress management technique

2 Understand how to support individuals in the team and minimise stress in others

2.1

2.2

Describe management responsibilities and actions in relation to work-related stress in the team

Explain how and when to provide advice, mentoring or counselling to support individuals in the workplace

Indicative Content:

1 Causes and impacts of stress at work Symptoms of stress in self and in others Implications of stress for workplace and non-work activities/relationships Implications and effects of stress for individuals and organisations Management responsibilities in relation to work-related stress Simple practical stress management techniques Sources of available support for stress sufferers Action planning and review techniques

2 Definitions of counselling, advising and mentoring and when to use each of them to support individuals Principles of counselling Mentoring, and the mentoring cycle Range of available counselling and support mechanisms Implications of confidentiality


Module 5: Key Leadership and Management Skills(Option)ILM Unit 8600-313 Understanding Stress Management in the Workplace



1 Know how to manage stress in the workplace

1.1

1.2

1.3

Examine the causes and impact of stress in the organisation

Describe the symptoms of stress in self and others

Explain a practical stress management technique

2. Understand how to support individuals in the team and minimise stress in others

2.1

2.2

Describe management responsibilities and actions in relation to work-related stress in the team

Explain how and when to provide advice, mentoring or counselling to support individuals in the workplace

Indicative Content:

1 Causes and impacts of stress at work Symptoms of stress in self and in others Implications of stress for workplace and non-work activities/relationships Implications and effects of stress for individuals and organisations Management responsibilities in relation to work-related stress Simple practical stress management techniques Sources of available support for stress sufferers Action planning and review techniques

2 Definitions of counselling, advising and mentoring and when to use each of them to support individuals Principles of counselling Mentoring, and the mentoring cycle Range of available counselling and support mechanisms Implications of confidentiality


Module 5: Key Leadership and Management Skills(Option)ILM Unit 8600-318 Understanding Quality Management in the Workplace



1 Understand the importance of quality management within the workplace

1.1

1.2

1.3

1.4

Explain why quality is important to internal and external customers in the workplace

Explain what is meant by Total Quality Management

Explain the difference between design quality standards and process quality standards

Explain the cost of quality in the workplace

2 Understand how quality is delivered within the workplace

2.1

2.2

2.3

2.4

2.5

Describe a quality system used in the workplace

Identify quality standards set for the workplace

Describe tools used to monitor quality in the workplace

Describe records for maintaining quality in the workplace

Identify practical and positive steps to improve quality in the workplace

Indicative Content:

1 Quality and its importance to customers (internal and external); difference between quality assurance and quality control

Difference between design quality and process quality standards The cost of quality (positive and negative aspects) Total quality management

2 The Total Quality Management (TQM) concept Quality systems (such as TQM, Kaizen/continuous improvement, kanban etc) and quality standards, such

as ISO 9000, EFQM and IiP The benefits (and any disadvantages) of accreditation against quality standards, and how to gain it Practical steps to quality – team approaches Records for maintaining quality Tools for quality - the role of statistics in quality control as relevant to organisation


Module 5: Key Leadership and Management Skills(Option)ILM Unit 8600-326 Understanding the Communication Process at Work



1 Understand the nature and importance of the communication process in the workplace

1.1

1.2

1.3

1.4

Explain the importance of effective communication in the workplace

Describe the stages in the communication cycle

Identify possible barriers to communication in the workplace

Explain how to overcome a potential barrier to communication

2 Understand the methods of communication

2.1

2.2

2.3

2.4

2.5

Describe the main methods of written and oral communication in the workplace and their uses

Identify the main advantages and disadvantages of written methods of communication

Identify the main advantages and disadvantages of oral communication

Explain how non-verbal communication can influence the effectiveness of oral communication

Explain the value of feedback in ensuring effective communication

3 Be able to assess own effectiveness in communication

3.1

3.2

Assess own performance in a frequently used method of communication

Identify actions to improve own performance in communicating

Indicative Content:

1 The importance of effective communication at work and the effects of poor communication The stages in communication: sender -encoding – transmission – decoding - receiver Possible barriers to communication and methods to overcome them Ways to ensure effective communication in the workplace

2 Different types of communication including oral, written, visual, and electronic and their relative advantages and disadvantages

Active listening skills Significance of non-verbal communication and body language Techniques of face-to-face and indirect communication, and when each is appropriate How to use feedback to check effectiveness of communication

3 How to assess and develop own communication skills through feedback and reflection


Module 5: Key Leadership and Management Skills(Option)ILM Unit 8600-327 Understanding Negotiation and Networking in the Workplace



1 Know how to influence and negotiate with others to achieve objectives

1.1

1.2

1.3

Explain the general principles of negotiation

Explain a relevant technique for influencing others to achieve workplace objectives

Describe how to reduce resistance and minimise conflict to achieve a win-win situation in the workplace during negotiations

2 Understand the value of networking 2.1

2.2

2.3

Explain the value of networking

Identify an appropriate network for a manager in the workplace

Describe methods to establish and maintain effective professional relationships with the identified network

Indicative Content:

1 Formal and informal negotiation Negotiation strategy, tactics and behaviour Non-verbal communication and social skills Techniques for influencing others Value systems and other barriers to acceptance Conflict and its resolution to achieve a win-win situation Levels of power and authority, and the impact on negotiation

2 Nature, purpose and value of networking Identification of relevant networks Effective networking practices and skills Network and contact creation Methods to establish and maintain effective professional relationships at various levels


Module 5: Key Leadership and Management Skills(Option)ILM Unit 8600-334 Understanding and Developing Relationships in the Workplace



1 Understand the needs and/or expectations of others

1.1

1.2

Identify and examine the needs and/or expectations of customers, colleagues, key stakeholders and relevant others in the workplace

Explain the importance of knowing what customers, colleagues, key stakeholders and relevant others in the workplace require

2 Know how to meet the needs and/or expectations of others

2.1

2.2

Determine ways of meeting the needs and/or expectations of customers, colleagues, key stakeholders and relevant others in the workplace within organisational constraints

Explain ways of checking that the needs and/or expectations of others have been met

3 Know how to manage relationships where it is not possible to meet the needs and/or expectations of others

3.1 Describe ways of dealing with difficult situations where it is not possible to meet the needs and/or expectations of others within organisational guidelines and constraints

Indicative Content:

1 Explanation of stakeholders and stakeholder analysis Identify ways of determining the needs and/or expectations of customers, colleagues, key stakeholders

and relevant others in the workplace (for example surveys, interviews, focus-groups, feedback, suggestion boxes, comment cards)

Ways of examining/validating that identified needs and/or expectations are relevant and managed The benefits of knowing what relevant others require

2 Ways of meeting the needs and/or expectations of relevant others (active and effective listening, clear, accurate and relevant communication; understanding of their environment/situation, progress reporting, feeding back, timely delivery of the correct requirement)

Principles of effective communication Ways of checking that the needs and/or expectations have been met (for example feedback, surveys,

mystery shop, meetings, complaints and compliments, internal records)

3 The importance of establishing trust and confidence Ways of managing relationships where it is not possible to meet the needs and/or expectations of

others (for example good communication, possible alternative solutions, possible future alternatives, informing superiors, clear explanation as to why it is not possible to meet the needs and/or expectations, building trust and confidence by being open, honest and transparent, being willing to listen, exploring all options and giving a clear rationale, politeness and courtesy, being customer focussed)

Principles of effective communication Basic knowledge of negotiation and consultation skills Basic knowledge of conflict management and problem solving


Assignment 6: Individual ProjectILM Unit 8600-300 Solving Problems and Making Decisions



1 Know how to describe a problem, its nature, scope and impact

1.1 Describe a problem, its nature scope and impact

2 Know how to gather and interpret information to solve a problem

2.1

2.2

Gather and interpret information to identify possible solutions to a problem

Prepare a summary of the options providing facts and evidence

3 Know how to evaluate options to make a decision

3.1 Apply a simple decision making technique to evaluate options to arrive at the best solution

4 Know how to plan, monitor and review the implementation and communication of decisions

4.1

4.2

Plan the implementation and communication of the decision

Describe which monitoring and review techniques could be used to evaluate outcomes

Indicative Content:

1 Ways to recognise, define, investigate and analyse problems Objective setting in relation to problem Brainstorming, problem solving and creative thinking techniques

2 Difference between data and information How to calculate and use simple averages and basic summary statistics How to prepare and use grouped data and tables Interpretation of charts and diagrams Methods of indexing, referencing and structuring qualitative information

3 How to evaluate options The importance of adequate and relevant information for effective decision-making Identification of what information is relevant to specific decisions Decision making techniques

4 The use of simple planning techniques- action plans, Gantt charts Effective presentation of a case – i.e. providing facts and evidence, not just opinion Monitoring and review techniques to evaluate outcomes of problem solving activities


Assignment 6: Individual ProjectILM Unit 8600-307 Giving Briefings and Making Presentations



1 Be able to plan a briefing or presentation

1.1

1.2

Identify appropriate information in line with the objectives of the briefing or presentation

Prepare a plan for the content of the briefing or presentation

2 Be able to conduct a briefing or presentation

2.1

2.2

2.3

2.4

Use appropriate presentation techniques and aids to enhance understanding of the topic of briefing or presentation

Present information clearly and logically

Present information within agreed time limits

Respond to questions raised accurately and clearly

3 Be able to evaluate a briefing or presentation

3.1

3.2

Design a simple evaluation form to gather feedback on briefing or presentation

Use feedback to identify areas for improvement in presentation skills

Indicative Content:

1 Selection of relevant information content How to plan and prepare effectively for briefings (account for Purpose; Audience; Content; Form) The value of various methods of data presentation – tables, graphs, charts, diagrams Prepare visual aids to support briefing or presentation

2 Formal and informal presentation skills including platform techniques and visual aids Use of feedback to check understanding

3 How to evaluate briefings/presentations


How to Submit Your Assignments

You will be supplied with a Unit Review Book for each of the eight assignments. You will be asked to submit your completed Unit Review Book via email to [email protected] by the deadline stated in the Important Information for Your Course section in this handbook.

You can include a set of appendices, which will not be part of the word count, however, these must be included in the same document as your assignment. Please do not send more than one document to be marked.

Please ensure that your name is clearly shown on all your submitted assignments. You are asked to enter this on the first page of the Unit Review Book and in the footer

ILM Submission Process

It is a regulatory requirement of ILM that every assessment submission is authenticated as the work of the named learner. Hence any submission not carrying this cover sheet will not be verified. You will find that each Unit Review Book has this sheet at the beginning for you to complete, please ensure that you do this for each assignment you submit.

Centre Name Goodman Wilkinson AssociatesCentre Number 30948Unit Covered (the name of the unit will appear hereLearner Name Please type your name hereLearner No. Please type your learner registration number hereDate Submitted Please type the date you submitted this to GWA Ltd

Statement of confirmation of authenticityBy the act of making this submission, I certify that this is the work of the learner named above. The work has not, in whole or in part, been knowingly presented elsewhere for assessment, or where assessment has been built on a previous assessment, this has been identified. Where materials have been used from other sources it has been properly acknowledged. If this statement is untrue, the learner acknowledges that an assessment offence has been committed

Attention is drawn to the plagiarism and cheating policies of both the centre and of ILM. Plagiarism can result in a learner being withdrawn from a qualification

Permission for ILM to use this scriptILM uses learners’ submissions, on an anonymous basis, for assessment standardisation. By submitting, both the centre and the learner agree that ILM may use this script on condition that identifying information is removed.

However, if you are unwilling to allow ILM use this script, please refuse by putting a cross in this box

Deadlines

It is very important for the progress of the whole programme that you meet assignment deadlines. Assignments which are submitted by the deadline will be marked and feedback provided by the course team within two weeks of the assignment deadline or at the next taught day of the course.

If you are unable to meet the specified deadline please contact the programme leader Jenny Wilkinson via email [email protected] to discuss the possibility of an extension.


mailto:[email protected]


Assessment Criteria

All assignments have assessment criteria, which are clearly described in the Unit Review Document. Make sure that you know and understand what these are (if you are not sure ask your tutor) as this is what the assessor will use to mark your work. You’ll see a percentage against each criteria which will indicate how much this particular section of the assignment is worth, again the assessor will use this as a guide for marking.

GWA uses sufficiency descriptors* for assessing work and each assignment you submit will be assessed as ‘referral’ or ‘pass’. A successful assignment must meet 50% of the criteria overall and in each section. If your work is referred** you will be given further opportunities (and support from the course tutors) to improve your assignment to reach a satisfactory result.

Word Count Guidance

We do not use word limits as such although we do offer guidance as to how much we might expect to see written against each assessed criteria.

All units carry an overall word count guide, as set by ILM, but these are not to be seen as restrictive and you will not be penalised for presenting more or less words in your answers. These word count guidelines are useful in helping candidates know how much to include and you should pay attention to them. You can use the percentage number which is shown against the assessment criteria as a guide as to how much you should include. For example, in this illustration the percentage provided for this assessment criterion (AC) is 8%. Given that the overall word count guidance for this unit is in the region of 1,000 words we might expect to see about 80 to 100 words in the answer, which is around a paragraph or two of writing – not a page!

Although we will not fail your work on word count we do reserve the right to ask you to provide more explanation if something is too curt, or indeed reduce an answer if there is too much detail for


us to see clearly if you have answered the question. Remember that your answers should be sufficient and that writing more will not always bring you additional benefit or higher marks!Confidentiality and Data Security

All assignments sent to GWA are dealt with as confidential. They are only seen by the designated assessors, internal and external verifiers for the programme. A sample of assignments (20%) are required by both the internal and external verifier for quality assurance purposes.

All assignments are stored by GWA on a secure computer whilst you are an ‘active’ ILM candidate. Candidate assignments and mark sheets, for all ‘completed’ candidates, are removed from our computer storage six months after the GWA Programme End Date. Details of candidates who are regarded as ‘dormant’ (that is they have not completed the programme but the GWA programme is not longer active) will remain on our computers until such times as the candidate completes the award or their registration with ILM expires.

Plagiarism

Plagiarism is passing off someone else’s work as your own. Access to the internet and the ease of copy and paste has made it easier than ever to plagiarise, sometimes people don’t even know that what they are doing is plagiarism. Quoting someone else or referencing their work is not plagiarism so long as you credit the original source of the information. Ensure that you do your own work and do not plagiarise work from others. If you are not sure what is meant by plagiarism speak to one of the course team who will clarify.

Assessors and Verifiers – Who’s Involved?

Your assignment will be marked in the first instance by a member of the GWA course team – most likely the course leader. To make sure that we are achieving quality and standards of marking across our candidates and programmes we second mark 20% of all assignments. This will be done by another member of the GWA course team. GWA is also subject to ILM verification and to achieve this 20% of all assignments are sampled by our external verifier. Full details of our Internal Quality Assurance Process can be found on page 17.

Finally we do have an appeals process if you feel that we have not treated you correctly with regard to assessment. Full details of this can be found later in this handbook.


Registration ProceduresILM Registration

All candidates who sign up for the ILM Award are registered with ILM. Following your decision to undertake the ILM Award programme you will be sent, via email, a request for the following details (please note that these details are requested by and held by ILM, not GWA, we only hold details of your name and email for contact purposes):

First name (as you want it to appear on your certificate)* Last name (as you want it to appear on your certificate* (Middle name – optional – only required if you want this on your certificate) Gender* Date of birth*

* required as essential by the ILM for registration purposes

You will be registered with ILM along with all the other candidates on your programme. Please note that ALL candidates must be registered at the same time to be regarded as being on the same programme. Any delay in sending back your form to GWA will result in a delay in registering the whole programme.

Registration Benefits

One registered with ILM you are entitled to free studying membership which includes access to the learner areas on the ILM website. More details of this can be found at www.i-l-m.com.

Length of Registration

Your trial membership of ILM starts when you activate your membership and will last for a minimum of six months or for the duration of the programme.Your ILM registration lasts for three years from the date of your registration.

GWA regards you as an ‘active’ candidate until either you complete the award or the GWA Programme End Date is reached, after which GWA will flag you as ‘dormant’ candidate. The GWA programme end date is typically set one month after the deadline for your final assignment. Full details of all deadlines for your programme can be found on the Important Dates Document.

As an ‘active’ candidate GWA will liaise with you and send general reminders to all candidates on your programme as you approach deadlines. Once the GWA Programme End Date is reached for your programme GWA no longer sends reminders, unless you have negotiated extension deadlines with the team. ILM allows you three years to complete the Award and therefore, if you contact us within that time there is a possibility that you may be able to complete the Award, if you have not already done so, though this will be dependent on how much work you have already done towards the Award and how feasible it is that you can still complete.


Advice and SupportThroughout the programme you can expect the following from the GWA team.

Tutorial Support

You have an entitlement of four hours tutorial support. This will come in the form of face to face opportunities at the beginning and end of programme and via email or phone throughout. You will also receive detailed written feedback on your independent learning and assignments and the course leader will be available to support your progress throughout the time you are registered on this award. During the ‘active’ period of the course you will receive reminders about approaching deadlines, however this will stop once the Course End Date has passed – though you will still be able to complete the programme – we just won’t chase you anymore!

Remember your course leader is there to help you with any issues you have in relation to the programme so please don’t be shy:

Jenny Wilkinson (GWA Ltd)[email protected] 212 9045

Help with Learning

Please let your course leader know if there are any aspects of the course that you need help with – for whatever reason – and we will try to find solutions that will help you to overcome the issue. We are committed to making sure that everyone has an equal chance of benefiting from the programme and gaining the qualification. In particular please tell us if you need additional help with the assignments.



Institute of Leadership and Management (ILM)Goodman Wilkinson Associates Ltd is an accredited centre for the Institute of Leadership and Management (ILM). ILM is the awarding body for the programmes run by GWA Ltd. Although we work with ILM GWA is not part of the Institute of Leadership and Management.

What is ILM?

‘ILM offers a wide range of qualifications covering all aspects of leadership and management, along with specialist programmes in coaching and mentoring, HR and enterprise. Last year 90,000 people registered for an ILM qualification, gaining the crucial skills and knowledge to improve their performance at work’

(from the ILM website 2012)

Once you are registered with us as an ILM delegate you receive six months' trial membership of ILM. Through their website you will have access to a range of resources and services designed to support your learning and development. The learner support offered by ILM includes:

‘A wide range of expert management development tools and resources, including 400 digital learning resources covering essential Leadership and Management topics

Edge online, ILM’s no-nonsense management magazine, packed with practical tips

Evening events with input from a guest speaker and opportunities to network with other members

Business book summaries and digital books for online browsing plus a comprehensive e-journals service with hundreds of titles to choose from’

(from the ILM website 2012)

Full details about ILM can be found on their website which is available at www.i-l-m.com.


Important Bits…Internal Quality Assurance Sampling Strategy

“Sampling across all qualifications should be managed in line with the Quality Assurance Sampling Strategy. ILM’s sampling strategy is based on the CAMERA rationale and the sample being representative. There is no overall fixed percentage ratio of sampling across qualifications; the sampling ratio will be based on individual risk. The risk assessment that will be carried out on each assessor will clarify the percentage of sampling relevant and plans will be adjusted accordingly. Risk will be managed overall by the IQA Personnel who will review the sampling strategy in line with internal and external changes to ensure the quality of assessment is maintained. CAMERA should be used as a basis for sampling. The risk rating should also be used as part of the performance management to help staff understand which level they are working at. CAMERA is an acronym for the sampling strategy”

ILM Internal Quality Assurance Sampling Strategy 2012

C Candidates Ethnic origin, gender employed full time /part time, special requirements

A Assessors Experience, qualifications, workload, occupational experience, location, CPD

M Methods of assessment

Questioning, observation, the evidence is RPL, product evidenceProfessional discussions assignments, projects , product evidence, written reflective reviews, oral presentations

E Evidence types

Written confirmation that the evidence is valid, authentic, current and sufficient, problem areas, special requirements

R Records Reports from assessors, correct assessment practice, internal quality assurance records, learner portfolios and files

A Assessment locations Workplace assessments, other assessment locations

GWA commits to Internal Quality Assessment which is achieved through the sampling of assessments. A minimum of 20 per cent of assignments in any one programme will be sampled. A representative spread of assignments will be subject to second marking. The sample includes:

monitoring at interim or summative stages of the programme all centre marked assessment components all centre marked assessment methods a representative spread across registered candidates decisions from all assessors

The registration lists are used to pre plan the internal quality assurance samples of each marked assessment of the qualification and will indicate which candidates work will be selected for internal quality assurance checks. This plan is sent to the External Verifier in order that they can establish their external quality assurance sampling plan. The sampling plan is revised when changes take place with Assessors or candidates.

AssessmentsMonitoring is to occur at interim and summative stages of the programme. GWA will ensure that candidates are aware of:

the qualification they are working towards and the associated assessment process the progress that they are making towards achievement their own role in meeting the assessment requirements the role of the assessors and verifiers the appeals procedure


how to request additional support for learning needs that are unable to be met

Assessment Judgements – StandardisationAssessors participate in review meetings with the programme Course Leader to discuss assessment issues and standardisation. Support is provided to all members of the GWA assessment team and they have access to:

copies of the ILM specifications and the assessment requirements for each unit assessed all information produced by GWA in connection with the assessment process including

guidance to candidates, records and report forms. information about the GWA Appeals Policy, Health and Safety statement, Equality Statement

and Internal Quality Assessment Strategy and any other applicable policies within the Centre details about ILM and the appointed External Verifier/s. information about the candidates including special learning or assessment needs

All new assessors will undergo training, induction and mentoring. All assessors will receive feedback following the completion of internal quality assurance activities and external verification.

IQA ActivitiesGWA is committed to the formal and proper recording of all IQA activities which are:

clear, comprehensive and relevant to the particular programme maintained consistently with meaningful comments providing a clear audit trail electronically signed and dated made available to the Centre’s Assessors as and when necessary made available to the Centre’s External Verifier and other ILM representatives, as and when

appropriate, on request

Dedication to CPDCVs and profiles of all GWA Assessors are held at the Centre. Certificates are viewed at appointment stage and can be gained on request directly from the Assessor. GWA is committed to recruiting occupationally competent Assessors for the qualification specification


GWA ILM Submission Process

This cover sheet must preface every assessment submission. It is a regulatory requirement that every assessment submission is authenticated as the work of the named learner. Hence any submission not carrying this cover sheet will not be verified.

Centre Name Goodman Wilkinson Associates Limited, Leicester

Centre Number 30948

Unit Covered

Learner Name Please type your name here

Learner No. Please type your learner registration number here

Date Submitted Please type the date you submitted this to GWA Ltd

Statement of confirmation of authenticityBy the act of making this submission, I certify that this is the work of the learner named above. The work has not, in whole or in part, been knowingly presented elsewhere for assessment, or where assessment has been built on a previous assessment, this has been identified. Where materials have been used from other sources it has been properly acknowledged. If this statement is untrue, the learner acknowledges that an assessment offence has been committed

Attention is drawn to the plagiarism and cheating policies of both the centre and of ILM. Plagiarism can result in a learner being withdrawn from a qualification

Permission for ILM to use this scriptILM uses learners’ submissions, on an anonymous basis, for assessment standardisation. By submitting, both the centre and the learner agree that ILM may use this script on condition that identifying information is removed.

However, if you are unwilling to allow ILM use this script, please refuse by putting a cross in this box


GWA Appeals Procedure

All participants on GWA programmes have the opportunity to raise any issues of concern with the GWA Leadership Team, through the official GWA Appeals Procedure. The procedure will operate as follows:

Stage 1

In the first instance a participant may raise an issue of concern, stating the grounds for their appeal, with their course facilitator. This can be done verbally or in writing and must be done within 7 working days of the participant being aware of their concern. The course facilitator will respond verbally or in writing within 7 working days of the participant raising the issue with them. If the response is acceptable to the participant the appeals procedure is concluded. If the participant wishes to appeal again then stage two of the process will be invoked.

Stage 2

The participant may appeal to the course leader in writing, stating the grounds for their appeal, within 14 working days of receiving their response at Stage 1. The course leader will reply, in writing, within 14 working days of receiving the written appeal.

This exhausts the internal appeals procedures and the verdict of the GWA Leadership team is final.

Further recourse is available externally to ILM

Please note that all our programmes undergo regular review in terms of the quality of the learning and teaching experienced during the taught elements of the programme. This is done formally through the collection of evaluation data from both clients (employers) and candidates. It is also done informally through discussion and interview.

All marking is scrutinised and subject to both internal and external validation by ILM.

All candidates are permitted to resubmit failed assignments.


GWA Equality Statement

GWA programmes seek to create a culture where people of all backgrounds and experience feel appreciated and valued. GWA Training and Development programmes are totally committed to achieving equality of opportunity in delivery and participation.

Discrimination on the grounds of race, nationality, ethnic or national origin, religion or belief, gender, marital status, sexuality, disability, age or any other unjustifiable criterion will not be tolerated.

GWA is opposed to all forms of unlawful and unfair discrimination, including harassment of any kind. GWA will take appropriate action wherever instances of discrimination and harassment occur, in the delivery of training and in the recruitment of consultants. It will work effortlessly with its partners to develop effective procedures and policies to combat all forms of unlawful discrimination and to share good practice.

All those who organise, facilitate and deliver GWA programmes will fulfil their legal obligations under the Equality Act (2010), and other European Union employment Directives.

GWA Health and Safety Statement

The GWA team work closely with client organisations and adhere to all health and safety policies and regulations which are run locally within the client organisation.

During Programme Delivery particular attention is paid in relation to the following:

Being aware of and informing course delegates and co-facilitators of emergency evacuation procedures

Ensuring that electrical equipment used on courses carries a confirmation that it meets Portable Appliance Testing regulations

Reporting anything considered to be in breach of health and safety legislation or local guidelines to the client

All other health and safety procedures as required by the client


About Goodman Wilkinson Associates (GWA)Meet the GWA team…

Jenny WilkinsonJenny is Programme Leader for the ILM Programmes. Jenny set up GWA Training and Development in 1998 and has developed the business from being a single person consultancy to a multi-faceted operation.

Her key areas include project management, working with teams and developing personal effectiveness, particularly in terms of building communication skills, dealing with negotiation and becoming more confident.

Director GWA Ltd, ILM Programme Leader

Tony BarradellTony’s one of our key associates who works closely with us on our leadership and development programmes. He provides programme design and candidate support throughout the programme

GWA Associate, Programme Design and Candidate Support

Mike WilkinsonMike provides the expertise for all the technical aspect of our work ensuring that our web presence is up and running and that all our computers are working. Mike works mainly from the office, so when the rest of us are out and about it’s most likely that he’ll be at the end of the phone or the email if you contact us. Mike is the key contact for candidates ‘communication with the team.

Director GWA, Candidate Liaison and Multi-media Architect


Additional members of the course team: John Doidge Martin Cussons

Contact Details

Goodman Wilkinson Associates Limited189 Queens Road, Leicester, LE2 3FN

phone: 0116 212 9045email: [email protected]


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