ASSESSMENT
FM3.15 LEADERSHIP, MANAGEMENT AND PERSONAL DEVELOPMENT
Credit Value: 9
Maximum word count for this unit: 9,000
The following assessment tasks have been designed to enable you to demonstrate your knowledge and understanding of this unit.
All tasks must be completed.
It is an important aspect of the assessment that you are able to demonstrate the application of acquired knowledge to appropriate examples of facilities management. You should therefore read the individual tasks carefully in conjunction with the relevant assessment criteria in the unit specification. You should also pay careful attention to the additional guidance (shown in red italics) in the unit specification as this indicates the appropriate level of knowledge required to successfully demonstrate the assessment criteria.
Each task shows the Learning Outcomes(s) and Assessment Criteria in the unit specification that the task has been designed to assess. You should answer each task as it has been set. Compare your answer for each task against the assessment criteria shown to ensure that they have been fully addressed by your answer(s).
Task 1 – Leadership, management and motivation
(This task addresses the whole of Learning Outcome 1. Your answers must address Assessment Criteria 1.1, 1.2 and 1.3)
Task 1 comprises 4 questions: You may address questions separately or combine them into a single answer for this task.
Word count limit 1,100
- Using examples, distinguish between “leadership” and “management” in the delivery of facilities services.
- Using three (minimum) examples of each, explain the difference between the “trait” and “style” theories of leadership and why these views of leadership have been largely superseded by the “contingency approach” to leadership in a modern work environment.
- Explain how motivation theories (minimum of three) can enable you to understand the personal motivation and job satisfaction of the members of your present team (or one you are familiar with).
- Explain how a “contingency approach” to management can provide a suitable model for delivering facilities services.
Task 2 Team development
(This task addresses the whole of Learning Outcome 02. Your answers must address Assessment Criteria 2.1, 2.2, 2.3, 2.4, 2.5)
Task 2 comprises 5 questions: You may address questions separately or combine them into a single answer for this task.
Word count limit: 1,900
- Describe the structure of the present facilities team you are a member of (or one you are familiar with) including its reporting and communication lines. (NB You will find it useful to provide an organisation chart (organogram) for this purpose).
- Explain how the structure described in Task 2a enables the facilities team to differentiate, co-ordinate and manage its various functions and supporting tasks. Comment on the extent to which the team demonstrates the characteristics of effective team working.
- Describe how the cohesion of this team has developed (or is still developing) through the “stages of group development” according to B Tuckman (1965/1977).
- Identify actual or potential sources of conflict within the team and explain the techniques you could use to manage conflicts to ensure positive outcomes.
- Using examples from facilities services, explain how objectives and performance targets are used as part of team development, including their effects for service delivery and the motivation of team members.
Task 3 HR Legislation
(This task addresses the whole of Learning Outcome 3. Your answers must address Assessment Criteria 3.1 and 3.2)
Task 3 comprises 2 questions:You may address questions separately or combine them into a single answer for this task.
Word count limit: 800
1. Providing examples of current UK legislation or regulation, explain how an employee’s position is protected at law in respect of the following:
- Contractual employment rights
- Equality in the workplace
- Health, safety and welfare
2. Using examples of each (in relation to facilities services), explain the purpose of and requirement for licences to practice, mandatory qualifications and mandatory site training.
Task 4 HR Process
(This task addresses the whole of Learning Outcome 04. Your answers must address Assessment Criteria 4.1, 4.2 and 4.3.)
Task 4 comprises 1 question:
Word count limit: 1,100
- Explain how the HR policies and processes in your present organisation (or one you are familiar with) ensure the effective management of human resources in a facilities team.
Your answer must cover the following areas and must identify the responsibilities of facilities managers and/or supervisors in respect of these policies:
- Recruitment and selection
- Training and development
- Managing performance
- Career management
- Staff departure and succession planning
- Discipline and grievance procedures
- Welfare and safety of staff
Task 5 Managing Performance
(This task addresses the whole of Learning Outcome 05. Your answers must address Assessment Criteria 5.1, 5.2, 5.3, 5.4, 5.5 and 5.6)
Task 5 comprises 6 questions: You may address questions separately or combine them into a single answer for this task.
Word count limit: 2,200
- Describe how formal and informal staff appraisals (distinguishing between the two types) can be used to manage individual performance and personal development.
- Provide an example of objective-setting using SMART criteria for a team member engaged in delivering a facilities service.
- Describe four types of workplace discrimination that can affect a person’s performance. Using examples, describe practical measures that could be taken to manage individual’s performance in ways that recognise and value diversity of team members.
- Using examples for each, explain how the following methods can be used to develop team members:
- Empowerment
- Delegation
- Coaching
- Mentoring
5. Using examples for each, describe three types of change that can take place in an organisation (according to L Ackerman 1997). Describe the emotional response experienced by people (according to the “Change Curve”, E Kubler-Ross 1969) when faced with change in their personal work situation.
6. Using an example of a change affecting facilities services from your own experience or research, describe how the “8-step process for leading change” (according to J Kotter 1996) could be used to implement this successfully.
Task 6 Understanding Personal Development
(This task addresses the whole of Learning Outcome 6. Your answers must address Assessment Criteria 6.1, 6.2, 6.3, 6.4 and 6.5)
Task 6 comprises 1 question:
Word count limit: 1,900
- Provide a “reflective” assessment of your own personal development in your present facilities role. Your answer must include the following explanations/descriptions:
- Your personal responsibility for your development and how you demonstrate this.
- How you determine and agree your development needs.
- The purpose of an effective personal development plan (PDP) and the match between your personal development needs and business needs.
- How your personal development needs have been (or will be) met (together with alternative methods that could be used for this purpose).
- How you can evaluate the effectiveness of your personal development (considering both your own performance and its impact on your organisation).
Word count summary
|
Task |
Word limit |
| Task 1 | 1,100 |
| Task 2 | 1,900 |
| Task 3 | 800 |
| Task 4 | 1,100 |
| Task 5 | 2,200 |
| Task 6 | 1,900 |
| Maximum word count for unit | 9,000 |
NOTES TO LEARNERS
- Remember to always reference each page of your assessment with the Cohort Reference Number and your IWFM Membership Number.
- Complete your assessment by addressing each task and assessment criteria by typing directly into the text boxes
- Any text which has been copied MUST be accurately referenced to the original source (e.g. Harvard Referencing). Any text which is copied and not referenced is deemed as plagiarism which may result in your work being voided (please refer to the IWFM Malpractice Policy & Procedure). You will be asked to sign a statement to the effect that your assessment is your own work before submission to IWFM for marking.
- When presenting your assessment please use font size 12.
- Please ensure every page is correctly numbered
FM3.15 LEADERSHP, MANAGEMENT AND PERSONAL DEVELOPMENT
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Title: |
Leadership, management and personal development |
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Level: |
3 |
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Credit value: |
9 |
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Learning outcomes The learner will: |
Assessment criteria The learner can: |
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| 1 Understand theories of leadership, management and motivation
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| 2 Understand team development
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2.1 Explain the characteristics of an effective team
2.2 Describe team-building techniques (Team dynamics, Belbin, Tuckman) 2.3 Describe the typical structure of a team and the processes that support them (Management, communications, managing team dynamics) 2.4 Explain techniques to manage conflict within a team (Pathways to change model; 5 Ws + H (what, why, who, where, when, how) 2.5 Explain the role of targets, objectives and feedback in the development of a team (Objective-setting, setting & using KPIs that link to SLAs/benchmarks) |
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| 3 Understand HR-related legislation, codes of conduct and best practice | 3.1 Explain the purpose and requirements of HR-related legislation, codes of conduct and best practice:
(Distinction between legislation, regulation, codes of conduct & best practice, contract-related employment law, full/part-time, casual, zero hours, WTD, absence management, whistle-blowing, bribery & corruption, PREVENT, safeguarding) 3.2 Explain the purpose and requirements of licences to practise, mandatory qualifications and mandatory site training |
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| 4 Understand the HR cycle and the processes that support it | 4.1 Explain the relationship between the HR function and other business functions
4.2 Explain the purpose and requirements of HR processes:
4.3 Explain their personal responsibilities for upholding the law and organizational policies within these processes (Potential consequences of non-compliance) |
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| 5 Understand the monitoring and management of individuals and teams to achieve objectives and targets
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5.1 Describe the characteristics of an effective performance management system
(Appraisals, regularity of performance reviews, use of constructive feedback, evidence-based, sources of information on individuals’ performance, SWOT, 360 degree feedback, reward and recognition) 5.2 Explain best practice in conducting appraisals 5.3 Explain the use of SMART (Specific, Measurable, Achievable, Realistic, Time-bound) (Setting SMART targets, identifying development needs, QA purposes, prioritization, efficiency, use of action plans & PDPs) 5.4 Explain the factors to be taken into account when managing people’s wellbeing and performance (Protected characteristics e.g. disability, religion, work-life balance, single parent / flexible hours) 5.5 Explain techniques to develop people (Coaching, mentoring, job shadowing, secondments, projects, stretching responsibilities to develop people management skills) 5.6 Assess the role of leaders and managers in context of managing change (Nature of change: incremental, transformational (revolutionary), emergent & planned change Theories of change: Lewin’s unfreeze-change-refreeze, McKinsey 7S, Kotter’s theory of change, Kubler-Ross change curve, ADKAR (awareness, desire, knowledge, ability, reinforcement), Nudge Theory, process of change, roles within change management, managing change in a dynamic environment Key elements & the role of change agent in managing cultural change) |
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| 6 Understand personal development | 6.1 Explain their personal responsibility for their own personal development
(Personal & professional development, benefits of development) 6.2 Explain the role of feedback and reflection to determine development needs (Sources of feedback, reliability & validity, reflective tools & techniques) 6.3 Explain the requirements of an effective development plan to meet business and personal needs (Current & future likely development needs (role and team), personal preferences, knowledge, skills & experience, gap analysis, consistency of business needs and personal objectives) 6.4 Explain the suitability of different forms of development for different personal development purposes (Training courses, coaching & mentoring, research, practice, study programmes, distance learning, professional networks, job shadowing, understanding learning styles, reflective practices) 6.5 Explain how to evaluate the effectiveness and impact of personal development plans and actions taken (Need to align personal development with organizational staff development policy e.g. appraisal or job chat system) |
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