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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Assignment for Unit 335 Leading and Motivating a Team Effectively Connect the team with vision and strategy The example and am going to use for this unit is organising the work up programme for a 5 probationary firefighters at my local retained fire station in Staffordshire Fire & Rescue Service (SFRS)‚ where I have recently started working. Although both the watch and the Brigade are new to me I do come from a background in the fire service having served as a firefighter in West Midlands
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M3.30 UNDERSTANDING THE COMMUNICATION PROCESS IN THE WORKPLACE Communication is the exchange of ideas from one person to another. It consists of the sender transmitting an idea‚ information or a feeling to a receiver (as defined by the U.S. Army‚ 1983. To be effective the communication can only be said to have worked if the receiver has complete understanding of the exact information that the sender intended to transmit. Communication needs In my workplace I often have the need 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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Ek Ruka Hua Faisla : Power Of Communication Ek Ruka Hua Faisla is a movie about 19 years old boy who was a suspect for murder of his father. There was a committee of 12 people assigned to decide whether boy was culprit or not. This is a movie about different organizational behavior. In this movie we observe the entire decision making process‚ where each individual had different perception and different behavior in particular situation. Their personal opinion leads them to one wrong decision first
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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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Managing stress Stress is the adverse reaction people have to excessive pressures or other types of demands placed on them. There is a clear distinction between pressure‚ which can create a motivating work environment‚ and stress‚ which can occur when the pressure becomes excessive. Work-related stress is a major cause of occupational ill health‚ poor productivity and human error. It can result in sickness absence‚ high staff turnover and poor performance and could increase the potential of a
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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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Babcock International Group www.babcock.co.uk/theknowledge Learning Resource Theorist - Adair‚ John British born John Adair‚ is recognised as being one of the most influential authorities on leadership. Adair developed his Action Centred Leadership model while lecturing at Sand Hurst Royal Military Academy and as assistant director and head of the leadership department at The Industrial Society. Adair’s work developed during the 1960’s and 70’s‚ so in terms of management theories‚ it is relatively
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M4.01: Understanding the management role (Work based assignment) 1. Introduction 2 1.1 My Role – Principle Desktop Engineer 2 2. Medway Council (Information taken from the council website) 2 2.1 The council’s vision 3 2.2 Organisational structure 4 2.2.1 Functional areas and managerial roles in relation to its purpose 5 2.3 Stakeholders and their objectives 6 3. The role of management in achieving goals 7 3.1 Responsibilities of middle managers 8 3.2 Leadership/Management
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