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4. Evaluate the different concepts and range of approaches that are available for effective leadership and management development. (AC 2.2)


3. Compare the different knowledge, skills and behaviours required for leadership and management in organisations. (AC 1.3)


2. Explain the key differences between leadership and management roles and styles and the implications of each for organisational effectiveness. (AC 1.2)


1. Analyse the external factors that drive the need for leadership and management within the organisation. (AC 1.1)


During your first meeting with the board, you ask why on reviewing the company’s performance and development records there is an absence of any leadership and management development.


You have recently taken up the role of Learning and Development Manager at Highgate Opticals who are a medium-sized company that manufacture designer eyewear.


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5OS06 Leadership and management development


Level 5 Associate Diploma in • People Management • Organisational Learning and Development


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12. Discuss processes you have, or could use, for consulting and engaging with internal customers of the people function in order to understand their needs. (AC 3.3)


11. Analyse how people practice connects with other areas of an organisation and supports wider people and organisational strategies. (AC 3.2)


10. The CIPD Profession Map states ‘People practices are the processes and approaches that we use across the employee lifecycle’. Discuss the links between the employee lifecycle and different people practice roles. (AC 3.1)


9. The CIPD’s Health and wellbeing at work survey 2022 found, ‘There is less management focus on health and wellbeing compared with the first year of the pandemic’, and goes on to remark that this is disappointing.


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