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Qualification Information
ILM-HO Unit 408 Qualification Information v3 © Asbestos Removal Contractors Association 2016
ILM Level 4 Certificate in
Leadership and
Management – Unit 408 Management
Communications
Qualification Information
2
QI010-V1316-RSPH Level 2 Certificate in Asbestos Removal for Operatives © Asbestos Removal Contractors Association 2016
Qualification Information
ILM-HO Unit 408 Qualification Information v3
The information within this document was correct at the time of publication. This document in uncontrolled when printed.
© Asbestos Removal Contractors Association 2016
1. Introduction ......................................................................... 3
2. Why ILM? ............................................................................ 3
3. ILM Team ............................................................................ 5
4. Resources ........................................................................... 5
5. Assignment ......................................................................... 5
6. ARCA Policies and Procedures .......................................... 7
7. Assessment Criteria .......................................................... 10
8. Assignment Task .............................................................. 12
9. Assisngment Marksheet .................................................... 13
Contents
Asbestos Removal Contractors Association (ARCA) Unit 1 Stretton Business Park 2, Brunel Drive, Stretton, Burton upon Trent, Staffordshire DE13 0BY T 01283 505777 F 01283 568228 E [email protected] www.arca.org.uk
The Asbestos Removal Contractors Association (ARCA) has made every effort to ensure that the information contained within this publication is accurate. Its content should be used as guidance material and not as a replacement of current regulations or existing standards. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without the written permission of ARCA.
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Qualification Information
ILM-HO Unit 408 Qualification Information v3
The information within this document was correct at the time of publication. This document in uncontrolled when printed.
© Asbestos Removal Contractors Association 2016
1. INTRODUCTION
The HSE have identified that increased leadership and management would be beneficial to the
asbestos removal industry. Along with this ARCA members have expressed a wish to become
members of Asbestos Removal Management Institute (ARMI): a requirement of membership is the
completion of an approved leadership and management qualification. Therefore, ARCA have now
introduced into their portfolio of qualifications this ILM qualification to continue meeting the needs of
their members.
2. WHY ILM?
ILM set the standard for industry recognised accredited leadership and management qualifications.
ILM management training will improve managers’ performance, increase their employability and
enhance their careers. This is why more people in the UK take leadership and management
qualifications from ILM than any other awarding body.
This qualification is designed for new and aspiring department managers, team leaders and middle
managers to understand their role, gain comprehensive business knowledge and develop the skills
you need to lead at this level.
A person currently studying for an ILM qualification can enjoy the benefits of membership
completely free, during their course with ILM studying membership. On completion of an ILM
leadership and management qualification all professional managers can join ILM as affiliate,
associate or member – reflecting their level of experience. It is also possible to "upgrade" as your
experience and training progresses. The ILM website will provide more information on the benefits
of ILM membership to you and your employer.
Benefits for you
Consolidation of your management skills and experience.
Develop your capabilities and personal awareness to be a leader.
Accredit your experience with a nationally recognised qualification.
Benefits for your employer
Managers with an advanced understanding of their role and function in you’re the
organisation.
Managers who can assess and improve their leadership styles and behaviours.
Flexible choice of units to close skills gaps in your organisation (ILM).
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2.1 The Qualification
Each unit in this qualification focuses on a specific set of skills and knowledge, in six broad areas:
Working with people – how to motivate your team with techniques and strategies to develop
the people you manage.
Managing yourself and personal skills – assessing your own leadership performance, whilst
developing the mental toughness to handle challenges, opportunities and stresses in your
role.
Providing direction – for example, the skills to plan and lead a complex team activity.
Facilitating innovation and change – for example, assess implications of change for you to
manage it effectively, and strategies encourage innovation within your teams.
Achieving results – such as techniques for making strong, effective decisions and finding and
implementing solutions (ILM).
To complete the Level 4 Certificate in Leadership and Management a minimum of 13 credits needs
to be achieved. ARCA have identified four units (14 credits) which best relate to and provide the
skills required within the asbestos removal industry:
Unit 403 Managing Risk in the Workplace
Unit 405 Developing People in the Workplace
Unit 408 Management Communication
Unit 415 Motivating People in the Workplace
2.2 Structure of the qualification
For each unit you will attend a set number of training sessions. These sessions will provide the
underpinning knowledge for the unit criteria and information about the assignment.
2.3 Assessment
Assessment is crucial to measuring and embedding management and leadership learning. This
qualification is based around work-based learning and assessment, enabling managers to apply
their knowledge, skills and awareness to a real-life workplace challenge.
There are set assignments for each unit, the criteria for these are clearly set out with a
recommended word count. Each unit must be completed prior to starting the next one.
All candidates will be given with the contact details of their Assessor and Internal Quality Assurer at
the end of their first delivered session. Your allocated assessor will provide days/times you are able
to contact them for support and guidance.
Assignments are marked by your assessor, if they identify areas needing additional evidence they
will provide a plan showing how this can be achieved. Your assignment will also be sampled by the
internal quality assurer.
Once completed your assignment will be sampled by the external verifier for ILM and a final
decision will be made.
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3. ILM TEAM
Trainers and Assessors:
Shaun Wilson
James Mennell
Internal Quality Assurers:
Steve Sadley
Satish Patel
ILM External Quality Assurer:
Kenneth Woodward
4. RESOURCES
Guidance on resources relevant to the unit will be provided by the trainer. You will be expected to
source any resources not provided by ARCA. Reference to your company policies and procedures
play an important part in this qualification so we advise you have a copy available. Sections of these
company policies should not be used as part of your assignment, they can be referred to and a copy
placed in your appendix.
As a student member of ILM you will also have access to the resources on their website. Once you
are registered with ILM you will receive a password and details of how to access their resources.
5. ASSIGNMENT
5.1 Layout of Assignment
Submissions should be word-processed and submitted electronically.
Microsoft Word documents are acceptable but your layout is not guaranteed when opened. Sending
your work as one complete Portable Document File (PDF) file is the preferred option to ensure it
retains your layout. Multiple files will not be accepted.
One-and-a-half line spaced
All pages clearly and sequentially numbered
Margin sizes: Left 2cm, Right 3cm
12-point text
Clear font i.e. Arial, Cambria
To ensure the examiner is able to mark all parts of your assignment clearly identify which question
and subsequent section you are answering:
Break it down by Section then
Sub-section question and
Question number
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5.2 Referencing
You must clearly show where you have used someone else’s work in your assignment for example
when you quote or paraphrase someone else’s work, failure to do this could be seen as plagiarism.
Referencing includes two areas:
In text citations – each time you refer to someone else’s work in your assignment you need to
include the authors name and year of publication e.g. Hannagan 2005
Detailed references - in your reference list at the end of each assignment. Each reference
should include authors name, year of publication, full title, place of publication and publisher
e.g. Hannagan.T. 2005. Management Concepts and Practices, 4th Edition. Essex. Pearson
Education Ltd.
Referencing of websites should include the date you viewed the site e.g. Mc Leod.S.2014. Maslows
Hierarchy of Needs. http://www.simplypsychology.org/maslow.html. Accessed 13th February 2015
5.3 How we use your personal information
In line with Data Protection your personal details are kept strictly private and will only be used to
identify your record. Your details will never be passed to or used by third parties other than the
awarding body (ILM) to issue certificates.
5.4 Pathway to completion
Delivered session: Date of course
Submission One: Submit your assignment by email to [email protected] by the date given
on your Learner Induction sign off – normally four to six weeks after the delivered session.
Feedback: This will be provided by your assessor and a new submission date arranged.
Submission Two (if required): Submit your assignment by email to [email protected] by the
date given on your Learner contract – normally a further two to three weeks after your first
submission.
Internal Verification (IV): Once the assessor has deemed your assignment meets the pass grade
your assignment will be passed onto our IV.
Certification: Once the IV has agreed with the assessor and you have passed the specific unit,
ARCA will request your certificate from ILM.
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6. ARCA POLICIES AND PROCEDURES
6.1 Appeals
Candidates can appeal against a grade or mark they have received. These procedures relate to
internal assessments, for external assessments candidates should refer to the relevant procedure
issued by the Awarding Body, copies of which are held by the Training Manager.
Grounds for Appeal
These are some of the reasons you might Appeal:
The procedures or rules have not been followed.
You feel the result is unfair because of personal reasons e.g. illness, discrimination.
Your work has been affected by teaching or organisation of the class.
There has been an administrative error.
Should I Appeal?
You need to think calmly and carefully because you may be disappointed with your result; if you
appeal you have to produce a lot of evidence to make your case.
How do I Appeal?
If you decide to go ahead and appeal you need to do this within 5 working days.
Stage 1
On the day, discuss the situation with your assessor. They may be able to sort things out straight
away. After you leave the centre or when you have received your results contact the administration
team, providing them with the relevant information about your appeal.
Stage 2
You are still not happy! Request and complete Form A, pass this form to the Training Manager who
will investigate and write to you with the result.
Stage 3
You are still not happy – Your case will be passed to the Training Committee who will look into the
situation further.
What might be the result of my appeal?
a) Your result might stay the same.
b) Your work may be re graded.
c) You or your work may be reassessed.
d) You may be asked to present more evidence so your work can be re-graded.
Additional information about this policy can be found on the centre notice board.
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6.2 COMPLAINTS PROCEDURE
The following procedure covers complaints about the services provided directly by ARCA
Assessment Centres.
How to make a complaint?
If you have a complaint regarding the ARCA centre, or staff, you should bring this to the attention of
the Training Manager.
Complaints must be in writing. When sending in your complaint, please provide your contact details.
In the first instance the complaint should be addressed to the Training Manager at:
Address ARCA
Unit 1, Stretton Business
Park Two
Brunel Drive, Stretton
Burton-Upon-Trent
Staffordshire
DE13 0BY
E-mail [email protected]
Tel 01283 505777
Fax 01283 568228
6.3 PLAGIARISM
Plagiarism occurs if you use someone else's work in an assignment or exam and present it as your
own or fail to clearly reference where you sourced the material.
Or
If another candidate uses your work in their answer(s), both you and they will be penalised.
If you have any concerns about evidenced you are submitting or suspect someone of using you
work seek guidance from ARCA immediately.
You will have committed plagiarism if you:
Copy extensively from the work of others (from sources such as books, magazines, journals,
web-sites for example) and submit the work as your own. Note: It is acceptable to refer to the
work of others as long as you reference your sources properly.
You and a number of colleagues who work for the same company produce similar work and/or
copy materials from the company. In these cases it could be difficult to prove that the work you
produce is original; therefore examiners will award ZERO marks.
Allow another candidate to copy your work which is submitted for assessment under their
name.
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This last item is of particular importance; few candidates’ seem to understand what it means. If, for
example, you allow another candidate to borrow your work and they subsequently copy some of that
work and present it as their own, you will both be penalised.
Our overall advice is straightforward; by all means discuss how best to answer questions or
complete tasks with your colleagues, but when it comes to actually writing your answers –
DO IT ALONE!
6.4 CHEATING
Cheating is when you copy someone else’s answers during exams and tests. Anyone suspected of
cheating will be asked to stop the exam/test and leave the room. The assessor will explain the
reason for this and immediately report the circumstances to the Training Manager for the relevant
actions to be taken. If a candidate is seen to cheat during part of an exam/test the test/exam will not
be marked.
6.5 EQUAL OPPORTUNITIES & DIVERSITY POLICY
Policy Statement
ARCA is committed to the promotion of equality of opportunity in all its training and assessments to
encouraging access to all groups, irrespective of race, gender, age, disability or sexual orientation.
The company is working to create an environment in which diversity and individual difference are
positively valued in an atmosphere free from harassment and discrimination and takes its legal and
moral obligations with respect to equal opportunities seriously.
ARCA will not tolerate any form of behaviour or activity that discriminates on the grounds of gender,
marital status, family responsibilities, sexual orientation, colour, race, nationality, religious belief,
ethnicity, disability, age and unrelated criminal convictions.
No candidate should be disadvantaged or treated less favourably because of conditions or
requirements which cannot be justified and the company will make reasonable adjustments to its
arrangements and premises with a view to avoiding any disadvantages for disabled people.
Policy Implementation
ARCA will ensure that its equal opportunity policy commitments are delivered through the following
strategies and processes:
The implementation, monitoring and review of an action plan with explicit measurable and
achievable objectives.
Working with partner organisations in the field of diversity, inclusion and equalities to enhance
equality of opportunity.
Teaching and Learning will seek to reflect and celebrate the variety of experiences, cultural
background, skills and needs which students bring.
Ensuring that quality assurance and assessment processes address equality issues.
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7. ASSESSMENT CRITERIA
Title: Management Communication
Level: 4 Credit value: 4 Unit guided learning hours: 18
Learning outcomes (the learner will) Assessment criteria (the learner can)
1. Understand the importance of effective communication in management
1.1
1.2
1.3
Explain the relevance of the communication cycle for effective communication in management Explain, with examples, the importance of selecting an appropriate tone, language, and level of formality in management communications Assess the effectiveness of a range of verbal and written communication methods within your area of the organisation
2. Be able to develop effective communication skills as a reflective manager
2.1
2.2 2.3
Develop appropriate criteria to evaluate own ability to communicate effectively Collect and analyse feedback on own verbal and written communication skills Evaluate own communication skills as a manager, identifying strengths and areas for improvement
Additional information about the unit
Unit purpose and aim(s) To develop understanding and ability to communicate effectively, as
required by a practising or potential middle manager.
Unit review date 31/03/2017
Details of the relationship between the unit
and relevant national occupational
standards or professional standards or
curricula (if appropriate)
Links to MSC 2004 NOS: A3, B6, C2, D2, D3, D6
Assessment requirements or guidance
specified by a sector or regulatory body
(if appropriate)
Support for the unit from a sector skills
council or other appropriate body
(if required)
Management Standards Centre (MSC)
Location of the unit within the
subject/sector classification system
Business Management
Name of the organisation submitting
the unit
Institute of Leadership & Management
Availability for use Private
Units available from 01/10/2007
Unit guided learning hours 18
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Additional Guidance about the Unit
Indicative Content:
1
Communication theories, including the communication cycle and overcoming barriers
Different types of communication, including verbal, written, visual and electronic and their relative advantages and disadvantages
Non-verbal communication, such as body language and facial expression
Business language, including tone, style and vocabulary
Need for feedback, and implications of not receiving feedback
Value of the written word and the importance of objectives and the reader(s)
Letters, memos, reports, e-mails or other forms of written communication in use within the organisation
Team meetings, one-to-ones and other forms of verbal communication
Planning for writing, including use of available information and the needs of the recipient
Tone, language, level of formality
Image, structure, layout conventions including “house styles”
Inclusion of statistical/visual materials and appendices in reports
2 Criteria for evaluating the effectiveness of communication
Collecting and analysing feedback
Techniques for evaluating own strengths and areas for improvement
Personal development planning
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8. ASSIGNMENT TASK
Centre Number: 032011 Centre Name: ARCA
Learner Registration No: Learner Name:
TASK: The purpose of this unit is to develop understanding and ability to communicate effectively, as required by a practising or potential middle manager. NOTE: An ILM Assessment Task provides an opportunity to relate your learning directly to your current organisation. It is recommended that you discuss the assignment with your line manager to explore and agree how the task could be used to support the needs of your employer (as well as evidencing your learning as part of completing your ILM qualification). If you are not currently working within an organisation, then you may complete this task in relation to an organisation with which you are familiar. This could include experience working in a voluntary capacity The nominal word count for this assignment is 2500 words: The suggested range is between 2000 and 3000 words, however individuals have different writing styles, and there is no penalty if the word-count range is exceeded.
Please use the headings shown below when writing up your assignment Assessment Criteria
Understand the importance of effective communication in management Use a model of the communication cycle to explain why it is relevant for effective communication in management. You are then required to provide relevant examples to explain the importance of selecting an appropriate tone and language and level of formality in management communications, and to devise suitable criteria to assess and make a judgement on the effectiveness of verbal and written communication methods within your area of the organisation.
Explain the relevance of the communication cycle for effective communication in management (16 marks)
Explain, with examples, the importance of selecting an appropriate tone, language, and level of formality in management communications (16 marks)
Assess the effectiveness of a range of verbal and written communication methods within your area of the organisation (24 marks)
Be able to develop effective communication skills as a reflective manager Develop appropriate criteria in order to evaluate own ability to communicate effectively and to collect and analyse feedback on your verbal and written communication skills. You are then required to use the criteria you have developed and the feedback you have collected and analysed to evaluate own communication skills as a manager and identify strengths and areas for improvement.
Develop appropriate criteria to evaluate own ability to communicate effectively (12 marks)
Collect and analyse feedback on own verbal and written communication skills (16 marks)
Evaluate own communication skills as a
manager, identifying strengths and areas for
improvement.
By submitting I confirm that this assessment is my own work
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9. ASSISNGMENT MARKSHEET
Centre Number: 032011 Centre Name: ARCA
Learner Registration No: Learner Name:
INSTRUCTIONS FOR ASSESSMENT AND USE OF MARK SHEET Assessment must be conducted with reference to the assessment criteria (AC). In order to pass the unit, every AC must be met. Assessors will normally award marks for every AC and then total them into a percentage. However, for greater simplicity, there is the option to not use marks at all and merely indicate with a ‘Pass’ or ‘Referral’ in the box (below right). In order to pass the unit every AC must receive a ‘Pass’. Where marks are awarded according to the degree to which the learner’s evidence in the submission meets each AC, every AC must be met, i.e. receive at least half marks (e.g. min 10/20). Any AC awarded less than the minimum produces an automatic referral for the submission (regardless of the overall mark achieved). Sufficiency descriptors are provided as guidance. If 20 marks are available for an AC and the evidence in the submission approximates to the ‘pass’ descriptor, that indicates it should attract 10 marks out of 20, if a ‘good pass’ then ca. 15 out of 20. The descriptors are not comprehensive, and cannot be, as there are many ways in which a submission can exceed or fall short of the requirements.
Learner named above confirms authenticity of submission. ILM uses learners’ submissions – on an anonymous basis – for assessment standardisation. By submitting, I agree that ILM may use this script on condition that all information which may identify me is removed. However, if you are unwilling to allow ILM to use your script, please refuse by ticking the box:
Learning Outcome / Section 1: Understand the importance of effective communication in management
Assessment Criteria (AC)
Sufficiency Descriptors [Typical standard that , if replicated across the whole submission, would produce a referral, borderline pass or good pass result]
Assessor feedback on AC [comments not necessary in every box]
AC 1.1 Explain the relevance of the communication cycle for effective communication in management
Referral [ca. 4/16] Pass [8/16] Good Pass [ca. 12/16]
The communication cycle is not addressed, or is incorrect. The communication cycle is merely described with no explanation as to how it works. The communication cycle is explained in generic terms with no explanation as to its relevance for effective communication in management specifically
The communication cycle is correctly explained with a clear focus as to its relevance for effective communication in management specifically, although the theoretical model used may be limited
The communication cycle is correctly explained with a detailed theoretical model and clear focus as to its relevance for effective communication in management specifically
/ 16 (min. of 8)
Pass or Referral
AC 1.2 Explain, with examples, the importance of selecting an appropriate tone, language, and level of formality in management communications
Referral [ca. 4/16] Pass [8/16] Good Pass [ca. 12/16]
Examples to explain the importance of selecting an appropriate tone, language, and level of formality in management communications have not been used, or the examples are incorrect, or the examples are not focused on management communications specifically. Examples are provided for tone and/or language and/or level of formality in management communications, but not for all three
Limited but sufficient and appropriate examples are used to explain the importance of selecting an appropriate tone and language and level of formality in management communications specifically
Comprehensive and appropriate examples are used to explain the importance of selecting an appropriate tone and language and level of formality in management communications specifically
/ 16 (min. of 8)
Pass or Referral
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AC 1.3 Assess the effectiveness of a range of verbal and written communication methods within your area of the organisation
Referral [ca. 6/24]
Pass [12/24]
Good Pass [ca. 18/24]
The effectiveness of a range of verbal and written communication methods within your area of the organisation is not addressed, or is assessed in generic terms with no organisational context. The effectiveness of verbal or written communication methods within your area of the organisation is assessed, but not both. A range of verbal and written communication methods within your area of the organisation are merely described with no judgements made based on appropriate criteria to assess their effectiveness
The effectiveness of verbal and written communication methods within your area of the organisation are both assessed using appropriate criteria to make judgements, although the evidence base for the judgements may be limited
The effectiveness of verbal and written communication methods within your area of the organisation are both assessed using a wide evidence base and appropriate criteria to make judgements
/ 24 (min. of 12)
Pass or Referral
Learning Outcome / Section 2: Be able to develop effective communication skills as a reflective manager
Assessment Criteria (AC)
Sufficiency Descriptors [Typical standard that , if replicated across the whole submission, would produce a referral, borderline pass or good pass result]
Assessor feedback on AC [comments not necessary in every box]
AC 2.1 Develop appropriate criteria to evaluate own ability to communicate effectively
Referral [ca. 3/12]
Pass [6/12]
Good Pass [ca. 9/12]
No criteria have been developed to evaluate own ability to communicate effectively, or the criteria are incorrect or inappropriate
Limited but sufficient and appropriate criteria have been developed to evaluate own ability to communicate effectively
Detailed and appropriate criteria have been developed to evaluate own ability to communicate effectively
/ 12 (min. of 6) Pass or
Referral
AC 2.2 Collect and analyse feedback on own verbal and written communication skills
Referral [ca. 4/16]
Pass [8/16]
Good Pass [ca. 12/16]
Feedback has not been collected, or insufficient feedback has been collected, or feedback on own verbal or written communication skills is collected, but not both. Feedback is merely listed or described with no analysis to discover the meaning or essential features and to draw conclusions
Limited but sufficient feedback has been collected on own verbal and written communication skills, and the feedback has been analysed to discover the meaning or essential features and to draw limited conclusions
Comprehensive feedback from a wide range of sources has been collected on own verbal and written communication skills, and the feedback has been analysed in detail to discover the meaning or essential features and to draw conclusions
/ 16 (min. of 8) Pass or
Referral
AC 2.3 Evaluate own communication skills as a manager, identifying strengths and areas for improvement
Referral [ca. 4/16]
Pass [8/16]
Good Pass [ca. 12/16]
Own communication skills as a manager are merely listed or described with no evidence of evaluation to identify strengths and areas for improvement
Own communication skills have been evaluated, using the appropriate criteria developed, to identify limited but sufficient strengths and areas for improvement
Own communication skills have been evaluated and ranked, using the appropriate criteria developed, to identify detailed strengths and areas for improvement
/ 16 (min. of 8) Pass or
Referral
Total Marks /100
Outcome (delete as applicable): PASS / REFERRAL
Signature of Assessor
Date
Total Marks /100
Outcome (delete as applicable): PASS / REFERRAL
Signature of IQA
Date
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