Advanced Certificate of Management

Unit 1 – Introduction and organisational structures

• Introduction and organisational structures
• Legal status
• Are you liable for staff actions?
• Basic contract law
• The role of a manager
• 5 management functions
• Management processes
• Planning and organising
• Leading and controlling
• Managers must work on maintaining their awareness
• Mission statements: a frame of reference
• Types of managers
• Management levels
• Functional managers
• Supervision
• Business letter example
• Organisational structures
• Division of responsibilities
• Managing an organisational structure
• Span of control
• Understanding the work place
• Bureaucracy
• Personnel/human resources departments
• Regulations
• Recognition relationships
• Unions
• Committees (types and meetings)
• Role of office bearers
• Committee decisions
• Minutes of a committee meeting – an example
• Offices
• Report writing
• Reports (types and structures)
• Technical report sample
• Management reviews

Unit 2 – Management theories and procedures

• Motivating employees
• Three main schools of management theory
• The classical school
• The behavioural school (also called the human relations approach)
• The management science school
• Other management theorists
• Max weber (1864-1920)
• Charles Barnard (1886-1961)
• Mary parker Follett (1868-1933)
• Abraham Maslow (1908-1970)
• Frederick Herzberg (1923-2000)
• Contingency planning
• Introducing change
• Giving orders (or directives)
• Types of orders
• Orders and instruction
• Procedure for giving detailed orders
• Procedure for dealing with orders not correctly carried out

Unit 3 – Problem Solving and Decision Making

• Decision making
• Problem solving
• Types of managers
• Group decision making and problem solving
• Conflict resolution techniques
• The planning process
• Implementing the plan
• Time management
• Planning for your organisation
• The importance of planning
• The business plan
• Lateral thinking
• Lateral thinking example

Unit 4 – Management styles and external influences

• Management styles
• Target orientated management
• Process oriented management
• Interactive oriented management
• Managers as leaders
• Perception
• Perceptual barriers
• Perceptual change
• Motivating people to challenge their perceptions
• Other factors affecting managers’ effectiveness
• Stress management
• “the flight or fight response”
• Taking life easy
• Pills and alcohol
• Relaxation
• Self esteem
• Managing your own career
• Security and decision making

Unit 5 – Employing people and interview skills

• Advertising for new staff
• Anti-discrimination policies and laws
• Interviewing
• Prepare for the interview
• Communication at an interview
• Things moving too fast
• Things moving too slow
• Being too talkative
• Being not talkative enough
• Argumentativeness
• Lack focus
• Personality clashes
• Induction
• Staff training
• Developing skills
• Training programs
• Effective programming

Unit 6 – Staff management

• Management techniques
• Learn to plan
• Steps for successful goal achievement
• Managing staff levels
• Prioritise
• HR management and company complexity
• The importance of clear procedures
• Locating procedures
• Writing procedures
• Procedure for producing videos
• Procedure for establishing a license or joint venture
• Quality assurance: one way to manage procedures
• Quality assurance systems
• Job satisfaction
• Professional supervision
• Dealing with grievances and complaints
• A discipline checklist
• Managing productivity
• Workplace health and safety
• Work load

Unit 7 – Ethics and equity

• Code of conduct
• Differences between ethical and legal regulations
• Interpreting a code of conduct
• Refund policy
• Honesty and fairness
• Respect for oneself and the worker
• Professional boundaries
• Intellectual property rights
• Copyright
• Contract law
• Right to privacy