1. Understand the difference between leadership and management.

• 1.1 Explain the difference between leadership and management.

• 1.2 Analyse the differences in the influence of managers and leaders on their teams.

• 1.3 Evaluate the influence of leadership and management on team behaviour and organisation performance.

Understand leadership and management styles and theories.

• 2.1 Evaluate the suitability and impact of leadership styles in different contexts.

• 2.2 Explain theories and models of motivation and their application in the workplace.

3. Understand the role, functions and responsibilities of management.

• 3.1 Analyse a manager’s responsibilities for planning and completing work.

• 3.2 Explain how managers ensure that team objectives are met.

• 3.3 Explain how a manager’s role contributes to the achievement of an organisation’s vision, mission and objectives.

• 3.4 Explain the operational constraints imposed by budgets.

• 3.5 Explain the importance of effective leadership when implementing change

4. Understand the principles of effective decision-making.

• 4.1 Explain the importance of analysing the potential impact of decision-making.
• 4.2 Explain the importance of obtaining sufficient valid information to support decision-making.
• 4.3 Explain the importance of decisions underpinning business objectives, values and policies.
• 4.4 Explain how to address issues that are barriers to achievement.

Understand the difference between leadership and management.

Course Coverage

• Managers: lead through formal authority, focus on control, structure and systems, accept boundaries, communicate information, react to change; exercise power over people

• Leaders: lead by example, enable problem-solving, provide vision, innovate through developing people, persuade people to make changes, inspire trust, and develop power with people.

• Management theories e.g. scientific management (F W Taylor); human relations (G E Mayo); behavioural e.g. D M McGregor); systems theory (L von Bertalanffy), contingency (F E Fielder); chaos theory (T Peters); differences between management and leadership. 

• Leadership principles; strategic vision creation; mission; aims; inspiring others; influencing others; establishing culture; establishing structure; determining policy framework; providing direction; leadership theories e.g. trait theory, behavioural theory; transformational leadership; management principles; implement vision to achieve objectives; plan; co-ordinate; monitor; control; optimise.

• Positive and negative influences

• Business performance:

• Improving business performance; developing and leading; effective management of resources; innovation; implementing change, reviewing objectives; reviewing performance; stakeholder engagement.

• Negative impact of ineffective leadership and management, e.g. loss of competitive advantage, stagnation, decline in organisational structures.

Understand leadership and management styles and theories.

Course Coverage

• Leadership styles: autocratic, paternalistic, democratic, laissez-faire.
• Situations: conflict, reactionary, change, development, crisis, pressures, staffing, motivation.
• Motivation theory: theories of motivation eg Taylor, Mayo, Maslow, Herzberg, McGregor, McClelland, Vroom. 

Understand the role, functions and responsibilities of management.

Course Coverage

• Planning/and completing: types of planning, stakeholder engagement, decision making, forecasting, setting and reviewing SMART objectives and targets, contingency planning, and lines of communication.

• Meeting objectives: providing direction, leading and inspiring, guidance, resource provision, team communications, performance development reviews, meeting training and development needs, action planning, evaluation, review., rewarding good performance; remedying poor performance e.g. mentoring; counselling, training, development, discipline, termination of employment.

• Achievement: operational/tactical planning, ensuring there are sufficient resources, managing performance to meet targets, managing change, organisational culture and values, managing budgets, developing operational procedures/policies.

• Budgetary constraints: lack of investment, inability to implement an effective quality assurance system, inadequate supply of parts/materials; inability to meet new orders, capacity limitations, under-utilisation of machinery and equipment, lack of staff; limited access to expertise; lack of training and development, staff attrition, demotivated staff.

• Types of change: step change; incremental change.

• Importance of effective leadership: two-way communication, vision, sustains drive, supplies motivation, a positive and professional environment, agreeing on roles and responsibilities, ensuring resources, engages and empowers employees, reduces absenteeism, establishes direction and drives processes forward; ensures timely completion of tasks to budget and meeting quality required.

Understand the principles of effective decision-making.

Course Coverage

• Importance: provides focus, foundation, basis for identifying the success criteria, clarity for decision-makers, improves the effectiveness of decisions taken, a reference point for final decisions.
• Obtaining information: decisions are taken by the right people, ensures that appropriate objectives and criteria are agreed, efficient and effective decision-making process, decision making is supported by the appropriate data.
• Underpinning: supports the development of organisational image and culture, ensures consistency with the business strategy, achievement of business objectives, avoids conflict between departments, employees aware of their contribution to business performance, staff engagement and motivation.
• Addressing barriers: team and one-to-one meetings to agree on targets, problem-solving groups, resource planning and allocation, problem-solving techniques, staff training and development, 360-degree appraisal, quality management systems, objective and target setting.