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The Level 5 Operational Manager programme is for individuals who manage teams and/or projects, and has responsibility for achieving operational or departmental goals and objectives as part of the delivery of the organisations strategy. They are generally accountable to a more senior manager or business owner.
Below you will find a short introduction to the modules that we cover throughout the Level 5 Operational Manager programme...
In this module delegates will conclude their research and analysis into themselves as a manager and leader, take the personality tests and find out which you are and why. We will look at your past experiences and examine management models and theories including Goleman, Belbin and Kolb in more detail. We will examine how your learning style impacts on your daily activities and be guided in understanding how to use SWOT and STAR effectively. We will also spend time examining the use of effective time management techniques and learn how to avoid time bandits and other distractions.
In this module, you will explore the difference between a manager and a leader, debate how management styles have changed over the years and how these are adapted to industry in varying contexts. The session starts the process of focusing on the theoretical and practical approaches to developing, leading and managing teams(remote or multi-disciplinary), and the difficulties these bring. you as a manager will look at techniques to assess current and future team capabilities, including the role of recruitment, selection and staff development which supports this. This topic is further explored in later modules where we will look at your leadership skills and why the impact may be different.
In this module you will explore different methods of communication and their effectiveness, debate the use of meetings and integrating remote workers through the use of technology, you will look at difficult conversations and how to plan, prepare and carry these out. In this session you will also pick up from the introductory module by underpinning the behaviours of a good manager and understanding how these are evidenced and the impact they have on the workforce. We will investigate what behaviours a professional operational manager should embed into their management ethos by looking at the Chartered Management Institutes list of attributes that ultimately will gain you accreditation and acknowledgement as a leader with distinction.
In this module, you will explore business finance terminology, how financial and budgetary control is paramount in planning as well as monitoring and fulfilling operational and project strategies. We will assess how financial forecasting is linked to your own organisations strategic plan, where the responsibility sits for budgetary control within your organisation and what your current role in financial control is. We will analyse zero based budgeting and incremental budgeting, differentiate and recommend best practice, and evaluate how costs are controlled within your organisation.
In this module, you will continue to explore the difference between a manager and a leader, also how role models in your past affect the way that you act and think as a manager in the now. You will present how the coaching that you have used over the previous month impacted your relationship with your workforce and how to build on this. As a manager you will not only know the principles of managing individuals and teams, but you will understand approaches for supporting, motivating and inspiring teams and individuals to exceed expectations. In the past you may have debated Tuckman, Belbin and Covey, during this module you could also explore Vroom (1964)Expectancy Theory, Somers (2006)ARROW or Hawkins (2012) CLEAR coaching models or even present your own understanding of Rousseau(1989) Psychological Contract, in an Action Learning Set.
During this module, you will explore what building relationships means to you and your industry, who your stakeholders are and why. How to map stakeholders and why. Reflect back on difficult conversations, discuss how to prevent conflict and/or resolve rising issues by ‘nipping it in the bud’.
In this module, you will be exploring strategic planning, how to analyse and input data securely and the contingency planning and processes needed to monitor and achieve business results. We will spend time exploring the ‘Golden Thread’ and its relevance to yourself, your operations and your business growth.
The project is finally here – You have delved into your own SWOT and analysed using PESTLE, you have developed your coaching skills to further ensure your business and implemented new systems and procedures to make it fluid and flexible to the changing needs of the world, you have identified further areas to develop in a project and you have explored how barriers can occur and how to reflect deeply, to gain the best value to the customer and yourself. Now its time to look at all these factors, evaluate and explore project management planning tools and gain feedback from your peers in the group. In the following 6 modules, you will earn how to use project planning tools, monitor and adjust your plan. From project module 2 onwards, you are supported and guided through the each stage of the project, the templates to use and the considerations involved.
Our Level 5 Operational Manager programme is assessed at its conclusion by the Chartered Management Institute, giving students and employers the reassurance that a world renowned and recognised body stands behind the qualification standards, and allowing successful students to achieve Chartered Manager status.
Although I am not far into the course, it has already taught me about myself. I’ve learnt so much more about self-awareness and communication that I didn’t realise about. It has made me reflect on me as a person. I didn’t know what to expect from the course initially and it’s given me time to reflect and understand how to change, adapt and be more effective as a Manager.
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