Diploma in Management (Level 3)

How long is the course?

This course has three elements: 1. the Diploma course; 2. Management IT skills course modules; and 3. Management Enhancement skills course modules. All three elements are separate courses, but combined into the overall course curriculum to help better prepare you for a career in Management.

All course modules are self-paced and come with differing access periods. See below for further details (the number of hours indicates the number of study hours). We recommend you complete the courses with shorter access periods first.

• Diploma Course: 12 months access (200 hours)
• Management IT Skills Courses: 12 months access (40 hours)
• Management Enhancement Skills Courses: 6 months access (35 hours)

Total Study Time: 275 hours

What’s covered in this course?

Diploma Course Modules:

Unit 1: The manager as a coach or mentor

The first unit encourage managers to “think laterally” and to view their roles from a more reflective angle, to appreciate the value of developing a “coaching or mentoring or even a counselling approach” in their daily work. Each technique is considered at all levels, from adoption of the practical techniques e.g. the “GROW model”, or “removing self-limiting beliefs” to the implementation and evaluation of various organisation-wide strategies and programmes.

Unit 2: The manager’s role in training and development

The unit will discuss aims to familiarise managers with the case for the development of “the learning organisation”. It provides the background knowledge, implications of establishing and understanding needed for a proactive approach to staff development. The applications of learning theories arising from counselling theories (“cognitive, behavioural, constructivist and social”) and preferred learning styles (Kolb, with Honey & Mumford) to the workplace is evaluated. The importance of the “training cycle”, including Training Needs Analysis is taught.

Unit 3: Motivation in the workplace – theory and practice

The unit explores how the motivation theory is defined and discussed in terms of its relevance to a manager’s role. The underlying purpose of motivating people is to establish a sound basis on which to focus on performance management, building of teams, delegation and conflict management, none of which can be achieved with people who lack motivation. Analysis of what determines motivation, covering both “intrinsic” personality factors, and “extrinsic” working conditions is addressed.

Unit 4: Management styles including situational leadership

This unit helps students to explore the growing interest in “Emotional Intelligence” (Goleman) is also outlined. Reflection is carried out on the development of management styles and practical application of widely accepted theories. The underlying purpose is to encourage reflection on one’s own approach and understanding of management and how this affects others. This underlies the basis for developing appropriate style in the “soft” management skills required to communicate effectively with others over their personal development plans.

Unit 5: Effective communication – understanding the communication process

In this unit you will be exploring the use of the different forms of communication, taking care with the use of emails for example is discussed. The fundamental importance of effective communication for successful management is established. It focuses on the complexities of the communication process, analysing the benefits and pitfalls of the various methods and channels in common use in the workplace. Practical aspects cover e.g. the avoidance of jargon (with examples), advice on managing meetings, report-writing techniques, interpreting and presenting data without distortion, and effective use of emails.

Unit 6: Performance Management – Informal and Formal, including Appraisals

This unit will review performance management to determine its need, development over time and its impact e.g. using informal and formal appraisals. Its approaches to performance management in practice e.g. its uses in terms of rewards and as a focus on performance-related pay (PRP). The role of 360-degree feedback in performance management, giving and receiving feedback is explored in terms how to make the process effective and user-friendly.

Unit 7: Developing individuals into an effective team – the art of delegation

Here you will review how skills influence a team depends on the nature of a task, but we know the styles and qualities we admire in a team manager from experience. The types and nature of teams are defined, including the growing importance of “matrix”, “self-managed” and “virtual” teams. Theories of team development (Tuckman) and their application: the importance of “storming” and pitfalls of “group think”; the value of identifying “team role preferences” (Belbin), and the implications of this are investigated.

Unit 8: Essentials of Conflict Management

Unit eight allows you to explore how different managers have differing styles and methods for managing difficult people, conflicts and disagreements in the workplace. Working on the basis that communication lies at the heart of management, conflict is presented as “communication which has gone wrong”, and focuses on an analysis of why conflict occurs, how to recognise it, and why it is so costly e.g. if staff call in sick. Practical advice on how to minimise conflict, and hopefully avert it in the first place e.g. through the use of negotiation theory is provided.

Unit 9: Design and Delivery of Staff Development Activities

Within this unit you will gain knowledge in how to deliver formal presentations, interactive workshops, facilitation and production of online learning materials here through an array of activities. It is based on the view that managers need to have a working knowledge and to take a proactive part in cost-effective and relevant staff development, and to be in a strong position to evaluate training provided externally, by the Training Department or themselves. Practical advice on the use of a variety of visual aids in staff development, including use of Power-point and flip charts is provided.

Unit 10: The Personal Development Plan

The whole course is brought together by discussing the need of raise awareness of the importance of the Personal Development Plan. This is used not only to support the performance management system, but also for the general growth of the individual, including realising one’s potential, enabling future progression, and improvement of the work-life balance. A variety of techniques to evaluate an individual’s development needs e.g. use of competence indicators; and various readily available psychometric tests such as Honey & Mumford’s Learning Styles, or Personality Type Indicators e.g. the MBTI® are discussed.

Additional Information

Should you require an embossed hard copy of your certificate, you can order this separately after taking your exam. The course can be enrolled upon by students Internationally. There are no deadlines for enrollments.

What’s Included?

• Online study materials to enable the student to successfully complete the Diploma.
• Tutor support for the duration of the course (1 year).
• Certification upon completion.
• All examination fees.

Management IT Skills Course Modules:

• Microsoft Excel 2013 (12 hours)
• Microsoft Word 2013 (12 hours)
• Microsoft PowerPoint 2013 (12 hours)
• Microsoft Outlook 2013 (8 hours)

Management Enhancement Skills Course Modules:

• People as a Resource (3 hours)
• Understanding Your Organisation (1 hour)
• Assessing Performance (3 hours)
• Building the Team (3 hours and 30 mins)
• Delegation (3 hours)
• Leadership (3 hours and 30 mins)
• Managing Performance (4 hours and 30 mins)
• Motivating the Team (3 hours)
• Performance Indicators (3 hours)
• Planning and Organising the Team’s Work (3 hours)
• The Role of the Team Leader (3 hours)
• Managing performance everyday (1 hour and 30 mins) *1 month access only

This course is aimed at students seeking to develop essential skills with a view to progressing in their workplace or management; or those considering setting up their own business. The qualification can be used as a standalone award or for further study at degree level.

1. All students must be 16 years of age and above.
2. Level 3 Diploma courses require a minimum ‘prior learning to GCSE standard’ in order that students can manage their studies and the assumed knowledge within course content.

Business Management, Business, Retail Management, Performance Management.