ILM Courses
ILM Level 5
Institute of Leadership and Management
Award Qualification in Management
Looking for management accreditation?
Crisp Professional Development is an Accredited Centre for the Institute of Leadership and Management (ILM). We deliver programmes that could range from Team Leader to Senior Management (L2 – L5).
We are pleased to offer, for the first time, an ILM L5 Award as part of our successful open course programme.
The ILM’s Level 5 qualification has been specially designed to give practising or aspiring middle managers a solid foundation in their formal development in this role.
The Award is a concise qualification designed to develop basic middle management skills and knowledge. The mandatory unit ‘Understanding the Management Role’ examines organisational structure and function, the roles and responsibilities of middle managers and the effect of communication and interpersonal skills on managerial performance. The final element of the unit explores the evaluation of personal development opportunities. This programme also includes the optional units, ‘Communication in Management’, ‘Leading Teams’ and Managing for Efficiency’.
There are no formal entry requirements but participants will normally be either practising or aspiring managers with the opportunity to meet the assessment demands.
All registered candidates automatically become studying members of the ILM for one year and can enjoy a range of member benefits accessible through the ILM website.
Successful completion of a level 5 qualification provides eligibility for a minimum grade of Associate Membership (AMInstLM) of the Institute of Leadership & Management. www.i-l-m.com
September/October - ILM Induction and Communication in Management
3 days Helen Gilzean
- Induction
- Recognising and understanding four behavioural/communication styles
- Learning how to flex and adapt personal style for success
- The communication cycle and overcoming barriers
- Different types of communications and their relative advantages and disadvantages
- Non-verbal communication
- Passive, aggressive and assertive behaviours
- Handling successfully difficult or challenging situations and people
- Business language
- Need for feedback and implications of no feedback
- Value of the written word and the importance of objectives and the readers
- Letters, memos, reports, e-mails or other forms of written communication to use within the organisation
- Planning for writing, including use of information and recipient needs
- Tone, language, level of formality
- Image, structure, layout conventions
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November - Understanding the Management Role
2 days Val Moulton
- The nature and purpose of organisations
- Stakeholders and their objectives
- Organisation charts including hierarchical and matrix structures
- Levels of management and associated roles and responsibilities
- Profile and job functions of middle managers
- Formal and informal organisational relationships
- The management task including planning, organising, motivating and controlling
- Range of management styles. Difference between management and leadership
- Range of human behaviours including cultural and individual differences
- Methods/procedures to overcome particular communication challenges
- Communications climate and culture
- Networking skills
- Personal style and approach, image and presentation
- Respect for others, balance between trust and control
- Attitudes to knowledge management and sharing of information
- Personal management styles and their effects on situations and individuals
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January - Managing for Efficiency and Effectiveness
2 days Bill Allen
- Nature, purpose and importance of vision and mission in setting values and strategic direction
- Setting SMART objectives
- Need for negotiating techniques
- Setting priorities
- Objectives terms of reference for projects
- Principles of delegation
- Control mechanisms to monitor outcomes
- Definitions of, and conflicts between, effectiveness and efficiency
- Target setting and performance indicators
- Monitoring and control techniques and records
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February/March - Leading Teams
3 days Jon Lavin
- Concepts of authority and power; responsibility and accountability
- Processes of delegation and empowerment
- Factors influencing behaviour at work, theories of motivation and their application to individuals, including incentives and rewards
- Strategies to encourage managed risk-taking and to learn from failure
- The haracteristics and behaviour associated with initiative, leadership, creativity and innovation
- Need for performance assessment
- Feedback, recognition and reward techniques to support, motivate and monitor
- Characteristics of groups and teams
- The importance of direction and values in creating effective teams
- Stages in team develop and use of team roles
- Inter-relationships between team and individual performance
- Factors influencing behaviour
- Techniques to evaluate team performance
- Management and leadership styles
- Methods to promote trust and respect within the team
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To receive the ILM 5 Award, the candidate would have attended all courses for the required min. number of guided learning hours and credits, attended tutorial session(s), passed their work- based assignment and unit reviews (written and/or oral).
