Leadership and Teamwork (1st year of University (Level 4) 120 Credit
1st year of University (level 4 )
The Undergraduate Level 4 (Leadership and Teamwork) is a 120 credit course designed to fast track students to the 2nd of an associated Undergraduate degree in Leadership and management, which can either be completed at a UK university on campus or via distance learning.
The Level 4 modules and assignments of this course are equivalent to the first year of a University Degree. This course is made up of 10 Level 4 modules (120 credits) includes 10 written assignments. If a student decides to only study at Level 4, they will receive 120 credits and can apply for an exemption from the first year of a university Degree course.
Each module consists of approximately 40 guided learning hours of material with an additional 30-50 hours of optional learning material. These materials comprise recommended exercises, recommended readings, and internet resources
- Managing people in organisations
- Culture and the organisation
- Developing personal skills
- Effective communication
- Managing ethically
- Performance management
- Strategic human resource management
- High performance teams
- Leadership skills
- Motivating and influencing people
- Age: 18 +
- A GCE Advanced level profile with achievement in 2 or more subjects 5 or more GCSEs at grades C and above or Grade 4 and above
- other related level 3 subjects
- an Access to Higher Education Certificate delivered by an approved further education institute and validated by an Access Validating Agency
- other equivalent international qualifications
- For those whom English is not their first language we recommend the following standards of proficiency in English language skills or an approved equivalent for this qualification: • IELTs 5.5 or Common European Framework of Reference (CEFR) B2.
- Learners may also have relevant work experience. Mature learners may present a more varied profile of achievement that is likely to include relevant work experience (paid and/or unpaid) with levels of responsibility, participation and/or achievement of relevant professional qualifications.
Blended Learning (for students who are in the UK)
Online learning (International students who are abroad)
Fulltime: If you are studying full time online or blended learning you can complete each level in 9 months duration.
Part time: if you are studying part time online or blended learning you can complete each level in 2 years from the date of enrolment.
Fast track full time: if you are studying full time online or blended learning you can complete each level in 6 months
Online: if you are studying online and studying at your own pace you can complete in 3/4 years’ time.
- There are no written Exams, only written assignments it must be submitted after completing each module.
- Overall Grading Type: Pass/Merit/Distinction
- 120 credit overall
After successfully passing all core units of level 4, you will receive level 4 Leadership and Teamwork Diploma from ATHE (Awards for Training and Higher Education)
- Level 5 Diplomas or
- Second year of undergraduate study in Business leadership or Business Management or
- Directly into employment in an associated profession.
Managing people in organisations
Effective management of people within an organisation is essential if the objectives of the organisation are to be achieved. People represent the single most important resource of the organisation and their needs must be understood and respected.
Culture and the organisation
What is culture? What do you associate with culture? Perhaps art and music, perhaps values and beliefs, language and communication, behaviour – in fact, culture is a collection of all of these things. Terpstra and David (1991) define culture as ‘a learned, shared, interrelated set of symbols which unite and identify members of a society’.
Developing personal skills
The manager working in a modern organisation needs a wide range of skills. The manager needs to be able to work with people. This may involve a very wide range of skills in communication, leadership, encouraging teamwork, listening, and so on.
During a typical day a manager is likely to encourage team members, tell them about a change in their future work or conditions, take part in a formal meeting, have an informal conversation at the water cooler or coffee machine, study a strategy planned by senior management, send e-mails to customers or suppliers, and search the Web.
Unfortunately, it is not always easy to decide on what we mean by ‘the right action’. For example, think of the company that produces excessive amounts of waste in its factory. Closing the factory will harm the employees and shareholders, and will reduce the amount of money available in the local community. Keeping it open without reducing waste will damage the environment for local people and for future generations.
The people in an organisation determine whether the organisation is successful or not. Think for a moment about any organisation – in doing this you will also be thinking about people. Every organisation has people within it, and the success of the organisation is largely due to those people.
Strategic human resource management
Human Resource Management is the management of a key resource in the organisation – people. Without people there is a limit to what the organisation can achieve. The machines cannot operate without people to work them (even if they are automatic machines there needs to be a person who programmes them). The raw materials need to be turned into something that can be sold: this requires people. The computers need people to operate them.
High performance teams
In a world of change, uncertainty and complexity, high performance in an organisation requires a blend of diverse skills and experiences. Organisations recognise that this blend is best achieved through team working.
Good leadership is essential for success in any organisation, whether private or public sector. Today, rapid change, in the form of a constantly changing competitive environment, innovations in technology and changing economic conditions, have led to the realisation that leadership is a skill to be developed.
Motivating and influencing people
Think about two teams carrying out the same activity. Their manager may ask how a series of tasks will be completed to create a product or service. The manager can plan how the work will be done, make sure that the teams have all the right materials, explain everyone’s tasks and deadlines, and measure progress once they get started. However, the two teams will almost certainly not work at the same speed, not create output of the same quality, nor show the same attitude to their work.