Helen Griffiths L2034NW DY AC 1.1 As team leader I am responsible for organising workloads on a daily basis to ensure DVLA office service targets are achieved. I prepare a rota on a weekly basis allocating staff to different duties depending on their experience and abilities. Workloads dictate which duties take priority. I am responsible for the development of staff and support them to perform their roles. I conduct monthly one to one meetings and identify any training needs. I organise training
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ILM LEVEL 3 DIPLOMA IN LEADERSHIP AND MANAGEMENT ILM/L3DipLM/0308 Introducing the qualification The ILM Level 3 Diploma in Leadership and Management has been specially designed for first line managers looking to develop a wide range of management and leadership skills suitable for their role. The qualification also develops both understanding and application of leadership skills through the use of action learning. The Diploma consists of six mandatory units ‘Understanding change’‚ ‘Planning change’
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ILM Level 5 Developing Critical Thinking AC 1.1 Explain the difference between beliefs‚ attitudes and values Before determining what is the difference between beliefs‚ attitudes and values. You must firstly acknowledge what they are. Beliefs The dictionary definition of beliefs is; An acceptance that something exists or is true‚ especially one without proof: Something one accepts as true or real; a firmly held opinion: A religious conviction: Trust‚ faith‚ or confidence in (someone or something):
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Developing Yourself and Others Background. I currently work for Tactical Solutions representing a growing Milk brand in the UK‚ A2 Milk. A2 Milk offers an easy to digest milk alternative that is the only natural milk type in the category. Our challenge is to educate staff and customers in store about our brand and why they should choose our milk over Soya‚ Goats and Lactofree options out there and the benefits we offer consumers such as being the only natural milk that IBS sufferers can digest amongst
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CACHE level 3 understand how to set up a home based childcare service Task 1 Produce and information sheet which outlines the following Current legislation for home based child care. In this section I will discuss the legislations that are current for home base childcare. There are several legislations that are currently set in place that childminder have to adhere to. The Children’s Act 2004 – This act provides the basis for how social services and other agencies deal with the issue relating
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unit is to enable learners to delegate work effectively and empower others. 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
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Unit 01 Principals of communication in adult social care settings 1 Understand why effective communication is important in adult social care settings 1.1 Identify different reasons why people communicate People communicate to express needs and emotions. We can share ideas and information through communication as well as discuss opinions and experiences. Communication does not necessarily have to be verbal. 1.2 Explain how effective communication affects all aspects of working in adult social
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Unit 3 – 4.1 It is important that you are aware of the signs‚ symptoms and indicators of child abuse; because when you see child is not happy or there is a change in personality then this could raise concerns that a child is being neglected or abused. There are different types of signs and symptoms ‚ changes in behaviour and indicators that this abuse is occurring‚ these are: Physical abuse‚ bruises to the eyes‚ mouth‚ or ears‚ fingertip bruising (grasp mark)‚ bruises of different ages in the same
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ILM Level 3 Work Based Assignment M3.11 Building The Team Developing and maintaining trust at work Developing and maintaining trust at work is essential for structure and balance within the working environment and for a business to be successful in its chosen fields. Trust is built on the following‚ respect‚ honesty‚ integrity‚ communication‚ attitude‚ approachability‚ manners and commitment. Trust can be broken down by using a trust model that then incorporates decision-making factors
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accept the responsibility for any failures on the teams behalf. "... Praise loudly‚ blame softly." (Catherine the Great). If the team leader has a good reputation in the organisation for always doing the right thing‚ in a fair manner‚ then that level of value will be assigned to the team as an entity. If however the team leader has a questionable reputation then either the team is “tarred with the same brush” or a single or subset of trusted team member(s) are likely to be identified and approached
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