UNIT 7: THE DEVELOPING MANAGER

UNIT 7: THE
DEVELOPING MANAGER
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Unit 7:
Unit code: QCF level: Credit value:
The Developing Manager
L/601/1743 5 15

• Aim

This unit enables learners to gain understanding of behaviour management
principles and gain skills to review their managerial potential, show
managerial roles and responsibilities and create a career development plan.

• Unit abstract

This unit focuses on learners’ personal development and their career in
management. It explores a range of management behaviour principles and
practices. Learners can then apply this knowledge to self-appraisal, examining
their potential as a prospective manager. Using the knowledge developed
throughout this qualification, learners will have the opportunity to actively
demonstrate the roles and responsibilities of a manager in an appropriate
context. This may be through part-time work, a work placement or simulation.
This experience will enable them to consider how the unit and the programme can
contribute to their career development. Learners must ensure that their
evidence relates to the hospitality industry.

Unit content

Understanding specific need in health and social care

1. Understand principles and practices of management behaviour Management
theory and styles: assumptions and drawbacks, classical theories, main
contributors, the influence of informal groups, hierarchy of needs, systems
approach to management, contingency approach, leading authorities Leadership
characteristics: styles eg autocratic, democratic, laissez-faire, action-orientated;
motivation theories, factors affecting motivation and performance, motivation
techniques, effectiveness; conflict resolution; the role of partnerships and
stakeholders in the business Communication: communications processes, verbal,
written, non-verbal; lines of communication, linear, lateral, formal/informal;
barriers to effective communication Organisational culture and change: types of
organisational structure and culture; factors influencing changes in culture;
types of change eg demographic, economic, legislative; planned change theory;
managing and measuring the effectiveness of change; sources and types of power;
change drivers
2. Be able to review own potential as a prospective manager Self-knowledge and
appraisal: skills audit eg management skills, leadership skills,
practical/technical skills, personal skills (eg
interpersonal/motivational/communication skills), organising and planning
skills cognitive and creative skills; qualifications (current/planned),
strengths and weaknesses analysis; personal learning logs; personal development
plans Own potential: aims, objectives, targets, learning programme/activities,
action plan, time management, work scheduling, Specific, Measurable,
Achievable, Realistic, Time-bound (SMART) objectives, action planning,
delegation, decision making, problem solving, management/leadership styles,
value awareness, conflict management, giving and receiving feedback,
influencing skills, self-confidence, positive thinking, communication,
presentation, team building and membership, mentoring, counselling, coaching,
facilitation, learning cycle, learning styles, action learning sets, management
learning contracts, learning log, review dates, achievement dates

Unit 4 – Personal  and professional development in health and social care

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3. Be able to show managerial skills within a business and services context
Roles: leading and motivating staff, communicating, team building, processes
and stages in team development, group dynamics, effective/ineffective teams,
goals/objectives Responsibilities: customer service, product and service knowledge
and development; decision making eg strategic, planning; managerial/operational
control, problem solving; authority, delegation and empowerment; effective
working relationships with subordinates, peers, managers and other stakeholders
Context: eg hospitality, travel, tourism, sports, leisure, recreational
industries

4. Be able to create a career development plan for employment within a business
and services context Career: relevant managerial skills eg communication,
thinking, learning; personal skills eg attitude, behaviour, responsibility,
adaptability; aspirations, openings/opportunities Development plan: career
development, personal development, current performance, future needs

Learning outcomes and assessment criteria

Learning outcomes
Understand principles and practices of management behaviour Be able to review
own potential as a prospective manager Be able to show managerial skills within
a business and services context Be able to create a career development plan for
employment within a business and services context.
Assessment criteria for pass
On successful completion of this unit a learner will:
LO1
Understand principles and practices of management behavior The learner can:
1.1 compare different management styles
1.2 discuss leadership characteristics
1.3 evaluate
communication processes in selected businesses
1.4 analyse organisational culture and change
in selected businesses
UNIT 32: NUTRITION AND DIET
LO2 Be able to review own potential as a prospective manager

2.1 assess own management skills performance

2.2 analyse
personal strengths, weaknesses, opportunities and threats
2.3 set and prioritise objectives and targets
to develop own potential
LO3 Be able to show managerial skills within a business and services context

3.1 lead and motivate a team to achieve an agreed goal or objective

3.2 justify managerial decisions made to
support achievement of agreed goal or objective and recommendations for
improvements

LO4 Be able to create a career development plan for employment within a
business and services context
4.1 explain
how own managerial and personal skills will support career development
4.2 review
career and personal development needs, current performance and future needs to
produce development plan
GuidanceHND Assignment Help

Links
This unit addresses a wide range of issues relating to management and it can be
linked with all the other units in the qualification. Tutors should seek to
integrate this unit with others to underpin the relevance of the issues being
studied. This unit links with the following Management NVQ units:

A1: Manage your own resources

A2: Manage
your own resources and professional development
A3: Develop
your personal networks B5: Provide leadership for your team
B6: Provide
leadership in your area of responsibility.
Essential requirements
A number of case studies and interviews (either written or audio-visual)
must be used, particularly when looking at learning outcomes 1 and 2. There
must be an emphasis on success, failure and risk so that learners can appreciate
that this is intrinsic to many entrepreneurial people and enterprises. It is
important for learners to relate theory to observable practice in an
appropriate business and services context. Learners must be encouraged to
‘adopt’ an appropriate business and use it as a context within which to assess
current practice, apply theory and observe in a reflective way. These
individual experiences can then be fed back in group-learning contexts.
Learners must be given a variety of simulations where business propositions/solutions
should be tackled in class discussions, debates and workshops.

Employer engagement and vocational
contexts
A team of employers could be identified to support the different units.
Employers could help tutors, with for example, the planning of programmes of
learning, or provision of visits, guest speakers and mentors. They could also
help to design assessment activities. Delivery of this unit would be enhanced
by employer engagement involving, for example, local travel agencies, tourist attractions
and particularly the local tourist board, and a resort rep/resort manager to
include the role of the manager overseas. Sustained links with travel agencies
may support further units as well as work placement opportunities.

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