This assessment is to demonstrate an understanding and appreciation of the topics taught in leading and motivating a team effectively module of the ILM Level 3 Course in Leadership and Management. The document will be split into two main sections‚ the first section will focus on how to communicate an organisations vision and strategy to the team as well as provide an analysis on its importance. The second section will look at the role motivation in the development of a team. Section 1: How to communicate
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business will not exceed the permitted twenty. When operating as a partnership it is the partners’ responsibility to inform the general public as to who the partners (joint proprietors) are within the business unit. The main advantage that applies to ILM Trading is that a partnership ensures that there is greater scope for raising finance. Another advantage that arises out of a partnership as regards finance is that if the business was to become insolvent then the partners would become jointly liable
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team when losing one colleague for an extended period with a stress-related illness can have a dramatic impact on the workload and morale of the rest of the team‚ so it does not just affect an individual but impacts on the whole team. Within my workplace a time that I felt under stress was when the directors and the senior operations team (in which my role as development chef falls)‚ were working firstly on a deadline to submit a tender for a potential new contract and then working on‚ and delivering
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Growth and organizational evolution causes change‚ resistance to that inevitability and stress as a byproduct. The tactics individuals and leaders adopt can cause harmful consequences if not managed with sensitivity and awareness. Change can be threatening for those experiencing job insecurity (Robbins & Judge‚ 2007) or develop teams and co-workers that act at cross-purposes (Huy & Mintzbereg‚ 2003). Change can be a source of stress‚ but so can workload‚ leadership styles‚ and the shuffling of roles
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ILM Level 3 Award in First Line Management M3.01 Work based assignment - bench marker: Good Pass Bench markers illustrate the different standards of a learner’s work that attract different marks. The different standards are typically graded as: • borderline referral:40 – 49 % • borderline pass: 50 – 59% • section referral and good pass: 60%+ Between them‚ these isolate the threshold of sufficiency of learner evidence (ie the difference between a borderline referral and a borderline pass)
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WORKPLACE ETHICS AND ATTITUDINAL CHANGE Learning objectives At the end of the presentation‚ participants should be able to; - Understand what work ethics is all about and be able to classify decision as ethical or unethical. - Appreciates the categories of ethical questions - Analyses ethical reasoning based on the tools of ethics - Grasp some of the actions which may be breaching the boundary of ethical practices at workplaces. - Learn some of the ways ethics in the workplace
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The workplace is very different today than it was fifty years ago. Among many obvious differences‚ a lesser seen difference is the change to employee motivation. Social‚ technological‚ and economical changes to the world have changed the way that people are motivated in the workplace. As a manager‚ it is his or her job to motivate their employees to work their hardest for the good of the company and the reciprocal benefit of themselves. Fifty years ago there were lots of changes to the social‚ technological
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months to see if the improvements have been made throughout the year and if not what extra coaching or training is needed | ASSESSMENT 2 Explain two training techniques which you could use to meet a training need which is appropriate to your workplace.( 4 marks) The first training technique which i could use would be practical training‚ were i discuss the training that is required and what should be learnt front the training‚ i would then allow them to go away and put this into practice as i
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Title: Assessing your own leadership capability and performance (M5.29) 5 6 Assessment criteria (the learner can) 1.1 Review the prevailing leadership styles in the organisation Assess the impact of the prevailing leadership styles on the organisation’s values and performance Level: Credit value: Learning outcomes (the learner will) 1 Understand leadership styles within an organisation 1.2 2 Be able to review effectiveness of own leadership capability and performance in meeting
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their own theories to themselves. After years working as labour researchers or workplace change consultants we found ourselves in the position of having the stories we told other workers and their managements about why change was happening being reflected back to us by our managers and the people employed to facilitate our departures. We shifted from being purveyors of the discourses and narratives about why change was necessary to sitting in judgement of whether these very discourses and narratives
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