Managing Teams and Individuals (L5M1)

1.2 Analyse the traditional approaches of management and organisational behaviour

• 1.2.1Administrative approach
• 1.2.2Scientific management approach
• 1.2.3Bureaucratic approach

1.3 Analyse contemporary approaches to management and organisational behaviour

• 1.3.1Organisations as a ‘socio-technical’ system
• 1.3.2The systems approach to organisational behaviour
• 1.3.3The contingency approach
• 1.3.4Postmodernism in organisations
• 1.3.5Human relations approach
• 1.3.6Management and distributed leadership

1.4 Evaluate influences that shape organisational behaviour

• 1.4.1The role of individuals
• 1.4.2The role of teams and groups
• 1.4.3The role of the organisation
• 1.4.4The cultural environment and methodologies for assessing cultural types

2.1 Analyse how the different behavioural characteristics of individuals can impact on their management style and approach

• 2.1.1The differences among individuals
• 2.1.2The value and importance of diversity in organisations
• 2.1.3Approaches to the measurement of individuals' characteristics for the purposes of development
• 2.1.4Emotional intelligence - insight into how people think and behave

2.2 Examine the importance of knowledge and learning in management

• 2.2.1Knowledge: how knowledge is created and codified
• 2.2.2Organisational requirements and resources for effective learning
• 2.2.3The dispositions of individuals for effective learning: curiosity, motivation, resilience, selfawareness
• 2.2.4Learning as a formal and spontaneous process
• 2.2.5Behavioural and cognitive theories of learning
• 2.2.6Importance and benefits of learning

2.3 Analyse motivation theories and approaches

• 2.3.1Definition of motivation
• 2.3.2Extrinsic and intrinsic motivation
• 2.3.3Frustration-induced and constructive behaviours
• 2.3.4Content theories of motivation
• 2.3.5Process theories of motivation

2.4 Analyse and apply the major dimensions that influence job satisfaction

• 2.4.1The dimensions of job satisfaction
• 2.4.2Alienation at work
• 2.4.3Approaches to job design, enlargement, and enrichment
• 2.4.4Flexible working arrangements
• 2.4.5Collaboration and teamwork

3.1 Examine the impact of work groups or teams on effective and efficient performance

• 3.1.1Group vision, values, norms, and alignment
• 3.1.2Groups, teams, and teamwork
• 3.1.3Formal and informal groups

3.2 Analyse theory and practice of developing effective work groups

• 3.2.1Considerations and characteristics of effective groups and teams: the size of the group, capability of the members, the nature of the task, physical setting, communications, and the use of technology
• 3.2.2Theories relating to the stages of group/team development
• 3.2.3Individual strengths and team roles
• 3.2.4Self-managed work groups/teams
• 3.2.5Considerations for virtual teams and remote working
• 3.2.6The benefits of diverse teams
• 3.2.7Managing conflict

3.3 Assess the importance of team development and change

• 3.3.1Definition and importance of team development
• 3.3.2Embedding learning into team development
• 3.3.3Role congruence and incongruence
• 3.3.4The case for disbanding or merging teams and methods to manage the change

4.1 Assess the alignment of procurement and supply knowledge, skills, and behaviours to the organisational strategy

• 4.1.1The scope of the procurement and supply operation
• 4.1.2Methods for identifying the relevant knowledge, skills, and behaviours required
• 4.1.3The business case for developing teams

4.2 Evaluate the role of the procurement and supply team and how it builds trust with stakeholders

• 4.2.1The impact of different roles in stakeholder relationships
• 4.2.2Stakeholder management as a team approach
• 4.2.3Building and maintaining trust with stakeholders
• 4.2.4Collaboration for mutually beneficial stakeholder relationships

4.3 Examine the importance of learning within effective procurement and supply functions

• 4.3.1The need for lifelong learning in procurement and supply
• 4.3.2Sharing knowledge of procurement and supply practice with stakeholders
• 4.3.3Embedding a learning culture within a procurement and supply function
• 4.3.4Responsibility for professional development

4.4 Assess the development of personal behaviours to support effective procurement and supply activities

• 4.4.1The importance of being unbiased in procurement and supply activities
• 4.4.2Effective listening and communication
• 4.4.3Use of curiosity and creative thinking to solve problems
• 4.4.4Reflective activities