Additional Information
Book Details
Abstract
An ideal companion to support apprentices throughout their on-programme learning of Team Leader/Supervisor Level 3 Apprenticeship Standard
Apprenticeship Handbook for Team Leader/Supervisor Level 3 provides apprentices with all the support they will need throughout the on-programme component of the Team Leader/Supervisor Level 3 apprenticeship Standard. It is a course companion that includes all the knowledge required by the apprenticeship Standard and set out in the Pearson EPA specification, as well as providing opportunities for skills development and an appreciation of appropriate behaviours in the workplace.
Table of Contents
| Section Title | Page | Action | Price |
|---|---|---|---|
| Front Cover | Front Cover | ||
| Contents | iii | ||
| About this book | iv | ||
| Topics | 1 | ||
| Chapter 1: Leadership styles | 1 | ||
| The four leadership styles | 2 | ||
| The autocratic leader | 3 | ||
| The paternalistic leader | 4 | ||
| The democratic leader | 5 | ||
| The laissez-faire leader | 6 | ||
| Adjusting leadership styles | 6 | ||
| Be aware of the business environment | 7 | ||
| Leading with empathy | 7 | ||
| Leading through correction and refl ection | 7 | ||
| Creating win-win situations | 7 | ||
| Benefits of coaching | 8 | ||
| How does coaching benefit team members? | 8 | ||
| GROW model | 9 | ||
| CLEAR model | 10 | ||
| FUEL model | 10 | ||
| Planning coaching sessions | 11 | ||
| The coaching plan | 11 | ||
| Giving feedback | 12 | ||
| Individual learning styles | 12 | ||
| Managing change through coaching | 13 | ||
| Organisational cultures | 14 | ||
| Internal influences | 14 | ||
| Primary function | 14 | ||
| External influences | 16 | ||
| Handy’s types of organisational culture | 17 | ||
| Techniques to use in influencing a team culture | 19 | ||
| Equality and diversity | 20 | ||
| Forms of discrimination and harassment | 22 | ||
| Employer responsibilities and liabilities | 23 | ||
| Your own personal behaviour | 24 | ||
| Chapter 2: People and team management | 27 | ||
| Belbin’s nine team roles | 28 | ||
| The nine team roles | 29 | ||
| Tuckman’s four stages of team development | 30 | ||
| Actions a team leader can take to promote effective team dynamics | 31 | ||
| Theories and models of motivation | 32 | ||
| The stages of Maslow explained | 33 | ||
| How is Maslow applied in the workplace? | 33 | ||
| Herzberg’s two-factor theory | 34 | ||
| Human resources | 36 | ||
| Human resources (HR) functions | 36 | ||
| The relationship between the team leader role and HR | 37 | ||
| Legal requirements in HR | 38 | ||
| Working Time Regulations 1998 | 38 | ||
| Employment Rights Act 1996 | 38 | ||
| Flexible Working Regulations 2014 | 39 | ||
| Health and Safety at Work Act 1974 | 39 | ||
| The impact of legal requirements | 39 | ||
| Performance goals and objectives | 41 | ||
| Role | 41 | ||
| Reasons | 41 | ||
| Approach | 41 | ||
| Requirements in HR | 42 | ||
| Measuring performance | 42 | ||
| Techniques for measuring performance | 43 | ||
| Identifying improvements needed | 43 | ||
| Role of feedback | 44 | ||
| Performance review meetings | 45 | ||
| Best practice in conducting performance reviews | 46 | ||
| Managing absence | 47 | ||
| Factors that can impact on performance | 47 | ||
| Disciplinary and grievance | 48 | ||
| Chapter 3: The project life cycle | 51 | ||
| Emotional intelligence | 52 | ||
| Using emotional intelligence effectively in the workplace | 53 | ||
| Personal skills | 54 | ||
| Social skills | 56 | ||
| Negotiation | 58 | ||
| Negotiation strategies | 58 | ||
| Components of a negotiation strategy | 60 | ||
| Negotiation techniques | 62 | ||
| Pre-negotiation | 62 | ||
| During negotiation | 62 | ||
| Consequences of negotiation | 63 | ||
| Conflict | 64 | ||
| Potential consequences of conflict | 64 | ||
| Bell and Hart’s eight causes of conflict | 65 | ||
| Non-compliance with rules and policies | 67 | ||
| Misunderstandings | 68 | ||
| Competition/rivalry | 68 | ||
| Techniques to manage conflict | 69 | ||
| Facilitating cross team relationships | 71 | ||
| Collaboration | 71 | ||
| Need for collaboration | 72 | ||
| Features of effective collaboration | 73 | ||
| Potential implications of ineffective collaboration | 73 | ||
| Managing knowledge when collaborating with other departments | 75 | ||
| Chapter 4: Communication | 79 | ||
| Methods of communication | 80 | ||
| Verbal communication | 80 | ||
| Body language | 81 | ||
| Communication process | 82 | ||
| Communication needs and requirements | 82 | ||
| Communication channels | 83 | ||
| Communication formats | 84 | ||
| Factors that affect the choice of communication media | 84 | ||
| Barriers to communication | 85 | ||
| Methods to overcome barriers to communication | 87 | ||
| Seven Cs of communication | 88 | ||
| Impacts of ineffective communication | 88 | ||
| Organising and chairing meetings | 90 | ||
| Preparation | 90 | ||
| Techniques to facilitate meetings | 91 | ||
| Organising the agenda | 92 | ||
| During the meeting | 92 | ||
| Holding difficult conversations and knowing when to raise concerns | 94 | ||
| Holding challenging conversations | 94 | ||
| Raising concerns and whistleblowing | 95 | ||
| Chapter 5: Operational management | 99 | ||
| Development of organisational strategy | 100 | ||
| Strategic plans | 100 | ||
| Strategic management responsibility | 100 | ||
| Developing an organisational strategy | 100 | ||
| Framework and basis for lower-level planning | 101 | ||
| External influences | 102 | ||
| Benchmarking | 102 | ||
| SWOT analysis | 102 | ||
| Demographic influences | 102 | ||
| Organisational culture and values | 102 | ||
| Implementing an operational or team plan | 103 | ||
| Performance objectives | 104 | ||
| Managing resources | 106 | ||
| Managing staffing | 107 | ||
| Monitoring resources | 108 | ||
| Staffing | 110 | ||
| Operational constraints | 110 | ||
| Approaches to managing change within the team | 112 | ||
| Types of change | 112 | ||
| Change management models | 112 | ||
| The role of stakeholders during change | 115 | ||
| Risks associated with change | 116 | ||
| Managing the risk associated with change | 117 | ||
| Contingency planning | 117 | ||
| Data management | 117 | ||
| Validity and reliability of data | 119 | ||
| Issues relating to the analysis of data | 120 | ||
| Organisational procedures relating to data handling | 121 | ||
| Following data protection principles | 121 | ||
| Chapter 6: What is project management? | 125 | ||
| The project life cycle | 126 | ||
| Project initiation | 126 | ||
| Project planning | 127 | ||
| Execution | 127 | ||
| Closure and evaluation | 129 | ||
| Common roles and responsibilities within project teams | 130 | ||
| Project management tools and techniques | 131 | ||
| Project management key tools and documents | 131 | ||
| Project management tools and techniques | 133 | ||
| Techniques and methods used in project monitoring | 133 | ||
| Management of project progress | 134 | ||
| Identifying problems related to project progress | 136 | ||
| Chapter 7: Finance | 139 | ||
| Compliance requirements | 140 | ||
| External requirements | 140 | ||
| Internal requirements | 141 | ||
| Purpose of business accounting | 142 | ||
| Types, uses, management and limitations of budgets | 144 | ||
| Types of budgets | 144 | ||
| Uses of budgets | 146 | ||
| How to manage a budget | 147 | ||
| Limitations of budgets | 149 | ||
| Financial terminology | 150 | ||
| Managing cost in the workplace | 152 | ||
| Categories of cost | 152 | ||
| Controlling material costs | 153 | ||
| Controlling labour costs | 154 | ||
| Chapter 8: Self-awareness | 157 | ||
| Using self-assessment tools | 158 | ||
| Learning styles | 159 | ||
| Reflecting on outcomes of self-assessment activities | 160 | ||
| Identifying sources of feedback | 162 | ||
| Types of feedback sought | 164 | ||
| Using the feedback received | 165 | ||
| Making timely changes | 166 | ||
| Applying learning | 166 | ||
| Demonstrating appropriate behaviours | 167 | ||
| Chapter 9: Management of self | 171 | ||
| Producing a personal development plan | 172 | ||
| Identifying learning and development goals and objectives | 172 | ||
| Identifying action points | 173 | ||
| Identifying learning and development activities | 173 | ||
| Identifying persons responsible | 173 | ||
| Identifying resources required | 173 | ||
| Agreeing timescales for achievement | 173 | ||
| Learning and development objectives | 174 | ||
| Learning and development goals | 175 | ||
| Monitoring a personal development plan | 176 | ||
| Set review dates | 176 | ||
| Recording achievement | 176 | ||
| Recording feedback from appraisals and personal reviews | 176 | ||
| Reviewing and revising objectives | 177 | ||
| Tracking against targets (milestones, completion) | 177 | ||
| Identifying reasons for deviations from plan | 177 | ||
| Identifying exploitable or corrective actions | 177 | ||
| Managing workload | 178 | ||
| Prioritising tasks according to situation | 179 | ||
| Appropriate behaviours | 180 | ||
| Using time management tools | 181 | ||
| Calendars | 181 | ||
| Schedules | 181 | ||
| Diary | 181 | ||
| ‘To do’ list | 181 | ||
| Chapter 10: Decision-making | 185 | ||
| Problem-solving techniques | 186 | ||
| Brainstorming | 186 | ||
| Workshops | 186 | ||
| SWOT analysis | 186 | ||
| PESTLE analysis | 187 | ||
| Risk analysis | 187 | ||
| Root cause analysis (RCA) | 187 | ||
| Pareto principle | 187 | ||
| PDCA | 188 | ||
| 5 Whys analysis | 188 | ||
| Using problem-solving techniques | 189 | ||
| Analysis customer feedback | 189 | ||
| Monitoring data | 189 | ||
| Benchmarking | 189 | ||
| Service level agreements (SLAs) and identifying service failures | 190 | ||
| Auditing of the supply chain | 190 | ||
| Using information from the team and others to inform decision‑making | 190 | ||
| Obtaining sufficient information from reliable sources | 190 | ||
| Validating the information received | 190 | ||
| Decision-making steps | 191 | ||
| Identifying the problem | 191 | ||
| Considering options and solutions | 192 | ||
| Implementing the decision | 192 | ||
| Monitoring and seeking feedback on the outcomes | 193 | ||
| Escalating problems | 194 | ||
| Follow escalation procedures | 194 | ||
| Communicating with more senior colleagues | 194 | ||
| Explaining the problem | 194 | ||
| Seeking guidance or decisions | 194 | ||
| Acknowledging levels of authority in the organisation | 194 | ||
| Acknowledging limits of own authority | 195 | ||
| Limits of knowledge | 195 | ||
| Handing over control of the situation | 196 | ||
| Level and speed of progress | 196 | ||
| Chapter 11: Continuous professional development (CPD) | 199 | ||
| SMART objectives | 200 | ||
| Recording your CPD | 200 | ||
| Types of CPD activity | 202 | ||
| Appropriate range of learning activities | 203 | ||
| Making the right choice | 204 | ||
| Identifying what you have learned from your CPD activities | 204 | ||
| Effectiveness of your CPD activities | 205 | ||
| Applying your new knowledge, skills and behaviours and the impact on your everyday work practice | 206 | ||
| Glossary | 211 | ||
| Index | 214 | ||
| Back Cover | Back Cover |