Course at a glance
This diploma builds on the premise that people are usually promoted for their technical competence and evidence of good interpersonal skills. It is often assumed that employees will know how to develop themselves and others, and how to manage difficult people. A good deal of time and cost can be avoided if managers can quickly raise their awareness of how to handle people. The American model has recognised a highly relevant theme to management, coaching, and so this is discussed alongside mentoring. The theory of learning and learning styles to support staff development is covered so that learning is built on historically developed foundations.
- Students will gain knowledge of communication techniques within the business sector and at management level
- You will explore areas of motivating, team work and delegation.
This course consists of Ten Units and is a qualification awarded by Oxford Learning College, in its own right; with the quality assurance of a leading awarding body (CIE Global) that hallmarks this professional qualification.
Assessment Objectives (AO)
Students must select and demonstrate clearly relevant knowledge and understanding through the use of evidence, examples and correct language and terminology appropriate to the course of study. This assessment, involves two written assignments: one halfway through the course and following the final unit. Both are assessed and graded by the assigned tutor, according to college procedures. The grading procedure if Pass or Fail. If you Fail an assessment you have the opportunity to amend where your tutor has highlighted and resubmit.
Students must critically evaluate and justify a point of view through the use of evidence and reasoned argument. Students can include evidence in different formats to support their written work such as documentation or images to support their course remembering Confidentiality and Data Protection.
Quality of Written Communication (QWC)
In addition, OLC require students’ to produce written material in English, candidates must: ensure that text is legible and that spelling, punctuation and grammar (SPG) are accurate so that meaning is clear; select and use a form and style of writing appropriate to studying a complex subject matter; organise information clearly and coherently, using specialist vocabulary when appropriate and Harvard referencing of citation and sources. In this Specification, SPG will be assessed in all tutor marked assignments (TMAs)
To ensure that we maintain quality standards; all our students written assignments are subject to our plagiarism policy and procedure.
Accredited Level 3 Management Skills Diploma Entry Requirement
Entry to this Accredited Level 3 Management Skills Diploma requires that potential students have gained GCSE/IGCSE or equivalent qualifications and have, good English oral, reading and writing skills.
Advice on enrolment and guidance of prior learning (APL) can be obtained through out contact centre. The course is a rolling programme and can be started at any point in the year. Successful students can go on to Higher Education, including remaining as students at OLC to complete courses in our portfolio of higher awards.
All students must be aged 16 or over.
The coursework is assessed through continuous assessment with no formal exit examinations.
Approximately: 200 hours of personal study time for the entire course is recommended. All of which is supported by the OLC Course Tutor, who we greatly encourage students to access support from throughout their course.
This course has been developed by the College’s professional team of tutors to meet the needs of sector based employers and employees. Further details of our accreditations are provided on our website.
Accredited Level 3 Management Skills Diploma Course Length
Accredited Level 3 Management Skills Diploma Course Content
The whole level three diploma has TEN specific units of study, which are sub-divided into topic areas these are:
Unit 1: The Meaning of ‘Management’
This first unit will introduce you to some of the basic ideas around management. The first sections will look at how management is defined, and the elements of leadership that a good manager needs to exhibit.
We will then go on to look at some of the more detailed theories a manager might call on to support his or her role.
During this unit, and throughout the rest of the course, you will often be encouraged to look at how your management skills can be used in both a business and a wider sense.
The material in the units contain a mixture of ‘hard’ knowledge (e.g., historic facts and figures, theories) and ‘softer’ management skills, such as communication and building rapport, with a variety of activities and assignments to help you with both. Each unit will be in a similar format with an introduction, sections of explanatory notes and references. The final section, on further reading, will give you a list of books, websites and magazines to read if you wish to pursue a particular area in more depth. Finally, assignments comprising an exercise, short answers and/or essay questions are offered.
Unit 2: The Individual as Manager
Unit 2 of your Diploma in Management Skills will build on the themes from unit 1 by exploring some of the personal skills required by an individual to be a manager.
As discussed in unit 1, you do not necessarily have to have the job title of ‘manager’ to need or use management skills. These can also be used in everyday life, in career planning, or setting and planning any other life goals you may have.
Every good manager needs a set of essential core skills. Some may have been trained to use these or maybe they have never been given formal skills, but have picked up good (or bad) habits from the people they have come into contact with. This unit is designed to act as a guide to core management skills for those who have never received formal training or guidance. Equally, the sections should act as a refresher for those who have had some experience. A number of these skills will be revisited in later units.
Unit 3: Structure and Environment
Organisations are responsible for almost everything that gets done in the modern world. When thinking about our normal everyday life, there is little that isn’t touched by them. Our schooling was within an organisation. We probably work for one and are studying this course within one. When we eat and drink, our choices are most likely influenced by the marketing of a large organisation, and when we sleep at night our bed was probably made by one.
As managers, it is therefore worth us taking the time to understand a little about how organisations are structured and what influences there are on them. This can help us to see our role within them more clearly.
This unit will introduce you to the ideas around organisational structure. It will also look at the environment within which an organisation exists, and the possible effects these can have.
Unit 4: Managing Processes
The last unit looked at the overall structure and environment of organisations, providing a framework for understanding how and why organisations are ‘shaped’ as they are. In particular, it looked at the ‘fixed’ aspects of an organisation.
We will now look more closely at the one of the internal aspects of organisations, in particular, processes. Unlike structural features, processes are subject to change, and can do so continually. This unit will introduce the ideas around:
- Business planning and strategy
- Costs and budgets
- Inputs, outputs, efficiency and effectiveness
- Business processes – defining, improving, managing and redesign
- Business process improvement – implementation and maintenance.
Unit 5: Managing Projects
Project management covers a key group of skills for a manager, and many of the aspects covered in this module are competencies you can call on every day. Of all the units in the course, managing projects is also likely to be the one which has most overlap with other units in terms of the basic management tools and components.
Unit 6: Managing People
This unit is broadly structured around an employee’s ‘working life’, i.e. the stages an employee will go through from the initial preparation of a job specification through to leaving an organisation. It will take you through some of the management skills involved for a manager at these key stages. These will cover:
- Recruitment and selection
- Appointment and induction
- Appraisal, development and performance management
- Leaving the organisation.
Finally, some interpersonal management skills around group feedback will be explored.
Unit 7: Managing Diversity
This unit will introduce you to the issues surrounding equal opportunities and diversity.
Broadly, equality in the workplace means to recognise that, while people need to be treated as individuals to reflect their diversity, everyone should have equal value, equal rights as human beings and the right to be treated with dignity and respect. The following sections will explore this in a number of different ways, including compliance issues, the business case for diversity and some interpersonal skills which can help us take account of diversity.
Unit 8: Managing Change
The last few decades have seen immense change, and often volatility, affecting the economic and business environment, brought about by globalisation, technological advances, legislation and growing consumer awareness, demographic change and the other developments discussed over previous units. Although some organisations remain relatively stable for long periods of time, for others the environment is in a constant state of flux. Organisations must adapt to this change in order to survive and thrive. Ideally, they will take control of the changes, rather than being reactive and gradually adjusting to new circumstances.
This unit will introduce you to ideas around organisational change, some of the issues which can arise and some ways of dealing with them.
Unit 9: Quality and Measurement
This penultimate unit will introduce you to the ideas around quality and measurement within an organisation.
The use of quality standards has become increasingly popular for organisations wishing to develop a competitive edge. An understanding of the basic principles behind such standards is essential for the modern manager. Similarly, an awareness of the use of measurement and metrics to define goals, assess progress and provide incentives is increasingly important.
The first sections of the unit will look at different elements of quality and measurement, and some ways of collecting the data required for these.
Unit 10: Ethics and Corporate Social Responsibility
This final unit will introduce you to the ideas around business ethics and corporate social responsibility.
Business ethics and corporate social responsibility (CSR) are, essentially, about how business takes account of and is made accountable for, its economic, social and environmental impacts in the way it operates. This may mean forgoing profits, either to make amends for negative impacts or to make contributions for social good.
The following unit looks at the main strands of ‘ethical’ business, and the ways in which organisations have incorporated these into the way they work and will then go on to look at some areas of employer responsibility, for example, health and safety requirements.
This Accredited Level 3 Management Skills Diploma can be used to gain entry to a Level 4 Diploma or higher.