ILM Level 3 Qualifications in Leadership and Management · 2017-11-20 · Background to ILM ILM is...

ILM Level 3 Qualifications inLeadership and ManagementCandidate Handbook

This publication is available in alternative formats. Please telephone +44 (0) 161 247 1766.

Learning and Developmentwww2.mmu.ac.uk/humanresources/current-staff/development/institute-of-leadership-and-management-qualifications

Background to ILM

ILM is the UK’s leading provider of leadership,management and coaching qualifications, and a City and Guilds Group Business. It works in partnership with around 2,000 centres in the UK, Ireland and across the world to provide high quality development opportunities for leaders and managers at all levels in public, private and voluntary organisations from every employment sector.

ILM has rapidly established itself as a leading source of high quality qualifications in team leading and management practice, to support career development and improve individual performance.

ILM is also a leading professional membership body with a growing membership of practising managers. As you’re studying on an ILM programme, you are entitled to membership of the Institute for the duration of your studies, free of charge, giving you access to a wide range of services such as bite sized online learning sessions to support the areas you are covering on your course or to explore new areas of interest to you. Help with CV and Interview preparation is also available as is access to an online journal with current articles on Management and Leadership, Coaching and Mentoring, Equalities and Diversity and a wide range of other areas.

To register for your free membership go to i-l-m.com/activate

Structure of QualificationsILM qualifications are made up of a prescribed number of units, each of which focuses on a specific aspect of the leadership and management role for which the qualification is designed.

Each Unit has a credit value. Credit means that once you have completed a Unit successfully, even if you find you can no longer complete the full qualification, you can still have your achievement recorded – you will get credit for what you have completed successfully.

The qualification isn’t just made up of time spent in the classroom or workshop, it also includes time spent reading and practising skills in the workplace, researching at work or on the Internet, discussing what you are learning with managers and work colleagues and anything you do in preparation for and completion of an assignment.

Each unit also has a level. The level determines the complexity of the ideas you are learning about and applying.

Learning and improving your performance One of the most important features of ILM units is that they are designed to enable you to learn how to perform more effectively in your role and also help you to demonstrate this improved performance. It’s not enough just to know how to be a better manager or leader; you need to show that you are using what you have learnt with your teams and adding value to the organisation.

One way of understanding how this works is the Experiential Learning Cycle, developed by US psychologist David Kolb. He suggests that the most effective learning occurs if people work their way through a cycle from learning about the theory (which Kolb called Abstract Conceptualisation), through planning how to apply what you have learnt (Active Experimentation), trying it out (Experience) and then thinking about the experience and what you have learnt from it (Critical Reflection).

Your ILM programme is designed to ensure this happens. You will learn about various elements of leadership and management on your course, and then have the chance to plan how you can use these. Your job is where you will apply what you have learnt and the assignments require you to think about what you do and develop your learning and management practice further.

It’s important to understand that the assignment tasks that you are required to do as part of your programme are not there just to test what you have learnt. They are actually designed to help you to learn. Use the assignment to think and reflect about what you have learnt and on what you have done in practice.

Concrete Experience(doing/having an experience)

Active Experimentation

(planning/trying out what you have learned)

Abstract Conceptualisation

(concluding/learning from the experience))

Reflective Observation

(reviewing/reflecting on the experience)

ILM Level 3 Qualifications in Leadership & Management | 3

Level 3 Award Leadership & ManagementThis Award aims to equip practicing and potential first line managers and supervisors with the knowledge, skills and confidence to perform effectively as workplace managers and leaders.

Entry Requirements There are no formal entry requirements, but participants will:

• Normally be either practicing or aspiring managers with the opportunity to meet the assignment demands

• Have a background that will enable them to benefit from the programme – which is likely to be level 2 in both literacy and numeracy.

ProgressionSuccessful candidates may benefit from career enhancement and/or progress to other learning & development qualifications in training, assessment & verification or to management development qualifications at a higher level. Candidates may also progress to the ILM level 3 Certificate in Leadership& Management.

Delivery of programmesThe delivery of the programmes will be by using a blended method of learning which will involve workshops, tutorials and distance learning which will be mainly reading and reflection.

Content of programmesAward in Leadership & Management For level 3 Award in Leadership & Management candidates will complete the following units:

• Induction session

• Solving problems and making decisions – 2 credits

• Understanding Customer service standards and requirements – 2 credits

• Understanding the communication process in the workplace – 2 credits

• Understanding how to establish an effective team – 1 credit

Candidates will need to attend all sessions however, only 4 credits are required for an Award so candidates can choose to only complete 2 assignments.

Candidates who are wishing to continue onto the certificate need to complete all assignments as these will count as credits towards their certificate in leadership and management.

Cerificate in Leadership & ManagementFor level 3 candidates on the certificate the coursewill be as follows:

• Induction session

• Undersanding leadership – 2 credits

• Undersanding training and coaching in the workplace – 2 credits

• Understanding innovation and change in an organisation – 2 credits

• Plus group tutorials

Candidate will need to have a minimum of 13 credits for the Certificate. Credits gained on the Award will count towards the Certificate so all Award assignments must be completed prior to starting the Certificate in Leadership &Management.

Assessment StrategyAll assessment methodologies are work related and designed to provide individual development and/or direct organisational benefits. Achievement of a qualification is dependent on the completion of the required number of credits for that qualification set by ILM. For all unit assessments candidates must achieve the minimum number of marks outlined for each section which is 50% of the marks available.

All work should be done electronically as ILM is moving toward the process of external verification via electronic format. It is anticipated that only MS word (.doc) or rich text format (.rtf) file formats will be accepted, with a maximum file size of 1 Mb.

Each assignment includes the Assessment Criteria,showing you exactly how you will be assessed, and a Mark Sheet to show how the marks are allocated. Read the assignments carefully and study the Assessment Criteria with even more care. It is a good idea to go through the assignments after you have completed them and mark them yourself, using those same criteria. Ask yourself “Have I done what it asks me to do?” “What mark would I give it?”

Assessment activities are divided into parts. You must use the headings (in bold) of each part to structure your assignment, because marks are allocated according to how well you deal with each of them – if the assessor doesn’t know which part you are answering, you won’t get the marks.Remember, the assessment is not trying to trick you – what it asks for is what it expects. If you have a problem or are worried about the assignment, ask your tutor for help.

You are advised to present your work as simply and clearly as possible. Word-processing of assessments is required. Please do not present your work in elaborate folders – simple stapled pages are all that is required. This is especially important if your work is to be sent for external assessment by ILM’s assessors instead of being marked within your centre.

As a leader or manager, your communication skills are very important. So, it is important that you write clearly when your present your work for assessment. You may not lose marks for poor grammar and spelling, but it will give a poor impression of your standard of work.

4 | ILM Level 3 Qualifications in Leadership & Management

ILM is keen to ensure fair and equal assessment for all candidates. If you have any special difficulties which you think might put you at a disadvantage do not hesitate to let your tutor know.

MIAP – Managing Information Across Partners and LARS – Learner Achievement RecordsIn accordance with the new Qualifications and Credit framework (QCF) regulatory requirements candidates can achieve a national credit on the QCF. MIAP is a major initiative to enable the education and training sector to transform the use and exchange of information between learning providers, learners and employers and employees. It is managed by the Learning and skills council (LSC) and each candidate on an ILM programme will be provided with a unique learner number (ULN) – this 10 digit number is kept for life and can be used by the learner to record any unit of learning they undertake. The Learner Achievement record (LAR) is a web based record of achievement showing units gained and associated credit accumulated. This new IT infrastructure will enable candidates to:

• Track their completed units and chart their path to completing a full qualification

• Identify progression routes to further achievements in a simple, user friendly environment

• Provide definitive proof of their educational achievements to employers and other third parties

• Transfer credits across qualifications and avoid having to repeat learning unnecessarily

• Build up and combine credits specific to their needs and interests

FAQ’s

Your Unique Learner Number (ULN)The ULN is a personal 10 digit number which will remain with you throughout your life, like your National Insurance (NI) number. So why can’t we use your NI number, or one of the other numbers you already have? Well the law protects you by insisting that numbers like National Insurance can only be used for the purposes it was intended for. Your ULN will be the same. It will only be used to pull together your educational experiences and outcomes, enable you to view your learner record online and be used by government agencies who have responsibilities for education.

What information will we need from you?We are not asking you for anything new, or anything that you don’t already let us have. The core bits of information we use to get your ULN are your first name, family name, date of birth and gender. We want to make sure that information about you is accurate and does not get mixed up with other peoples’ information. We may use additional information sometimes to increase your security and protect your identity. These might include your post code or the first school you attended – again, nothing you don’t already have to provide.

Do you have to give consent?You cannot refuse to have a ULN, but you can opt out of sharing your data with others if you choose. If you do opt out of sharing, you may find that you end up filling in longer forms again each time you move on to something new. You can opt out of sharing your data through the Fair Processing Notice your organisation will show you as part of the enrolment/examination process, or at any time after that by calling the LRS Helpdesk or requesting your organisation opts out on your behalf.

What about my data – can other people access my information?The law already guarantees that your personal details are handled securely and sensitively. Your information will only be passed on to people with a legitimate reason, such as exam boards, schools or colleges that you want to move to and the government agencies who have responsibilities for education.

How do I find out more?To find out more information including how to opt out of data sharing, visit gov.uk/education/learning-records-service-lrs or speak to Student Services.


Assignment Task for Unit:

Understand how to establish an effective team

Centre Number R24900 Centre Name Manchester Metropolitan University

Learner Registration No. Learner Name

TaskThe purpose of this unit is to develop knowledge and understanding of how to establish an effective team. In order for a team to perform effectively the members need to work together in a positive and constructive manner. Many things such as listening to others, treating each other with respect, empathy and acceptance of differences can all contribute to achieving effective working relationships within the team.

In order for a team to perform effectively the manager also needs to know how a team develops and thatmembers have a preference for particular behaviours when working with others.

In order to demonstrate your knowledge and understanding of the importance of this and how it can beapplied you need to complete the tasks below.

Note:You may want to relate your answers to an organisation that you work in and use examples from that organisation to illustrate your responses. If you are not currently working within an organisation, then you may complete this task in relation to an organisation with which you are familiar. This could include experience working in a voluntary capacity.

You should plan to spend approximately 6 hours researching your workplace context, preparing for and writing or presenting the outcomes of this assignment for assessment.

Check your assignment carefully prior to submission using the assessment criteria.

Please use the sub-headings shown below when structuring your Assignment

Assessment criteria

Understand how to develop and maintain effective working relationshipsYou should provide your own understanding of how to develop and maintain effective working relationships by providing responses to the assessment criteria using, whenever appropriate, examples from a team situation with which you are familiar.

• Explain the benefits of effective working relationships in developing and maintaining the team (20 marks)

• Describe behaviours which could develop and maintain trust at work (16 marks)

• Explain the role of communication in developing effective team working (20 marks)

Understand how to build the teamIn order for a team to perform effectively the manager also needs to know how a team develops and how members have a preference for particular behaviours when working with others. Making reference to a team situation with which you are familiar, provide responses to the assessment criteria.

• Explain the differences between a group and a team (12 marks)

• Describe the stages of an established model of group formation (16 marks)

• Explain how a manager could benefit from knowing team members’ preferred roles as defined in an established team role model (16 marks)


Assignment Task for Unit

Understanding customer service standards and requirements



TaskThe purpose of this unit is to develop knowledge and understanding of the importance of customer service standards to both the customer and the organisation in defining what customers can expect from the organisation and the organisation’s obligations to its customers. Success in achieving these standards will not only lead to increased customer satisfaction and fewer complaints but also to improvements motivation andmorale within the team.

This task requires you to demonstrate your knowledge of customer service and customer service standards. It also requires you to show how monitoring customer service standards and gathering feedback from customers can be used to improve performance.

Note:You may want to relate your answers to an organisation that you work in and use examples from that organisation to illustrate your responses. If you are not currently working within an organisation, then you may complete this task in relation to an working in a voluntary capacity.




Assessment criteria

Understand the legal and organisational requirement for managing customer serviceDescribe the context for customer service standards by providing responses to cover these assessment criteria.

• Describe the main legal rights of customers (12 marks)

• Describe an organisation’s commitments to customers (12 marks)

• Describe the manager’s responsibilities in relation to customer service (12 marks)

Understand customer service standardsUsing your understanding of the nature and purpose of customer standards give responses to cover these assessment criteria. Use of examples to support your explanation.

• Describe the purpose of customer service standards (12 marks)

• Explain how customer service standards and procedures are used to meet customer needs (12 marks)

Know how to monitor customer service performanceUsing a specific example where customer service is monitored in your organisation, or an organisation with which you are familiar, give responses to cover the assessment criteria.

• Explain how an organisation monitors customer service against the standards set (16 marks)

• Explain how to use feedback from customers to improve performance in customer service (24 marks)



Understanding the communication process in the workplace



TaskThe purpose of this unit is to develop knowledge and understanding of the communication process in the workplace. By understanding the process and methods used you can improve your own effectiveness in achieving results.

The task requires you to show an understanding of the process of communication and the main methods of communication and how to use them. You also need to complete a reflective self-assessment of your own communication skills and identify areas for performance improvement.

Note:You may want to relate your answers to an organisation that you work in. If you are not currently working within an organisation, then you may complete this task in relation to an organisation with which you are familiar. This could include experience working in a voluntary capacity.




Assessment criteria

Understand the nature and importance of the communication process in the workplaceShow your understanding of the communication process by providing responses to cover these assessment criteria.

• Explain the importance of effective communication in the workplace (8 marks)

• Describe the stages in the communication cycle (8 marks)

• Identify possible barriers to communication in the workplace (8 marks)

• Explain how to overcome a potential barrier to communication (8 marks)

Understand the methods of communicationShow your understanding of the main methods of communication by providing responses to cover these assessment criteria.

• Describe the main methods of written and oral communication in the workplace and their uses (12 marks)

• Identify the main advantages and disadvantages of written methods of communication (8 marks)

• Identify the main advantages and disadvantages of oral communication (8 marks)

• Explain how non-verbal communication can influence the effectiveness of oral communication (8 marks)

• Explain the value of feedback in ensuring effective communication (8 marks)

Be able to assess own effectiveness in communicationSelect a method of communication e.g. giving briefings, e-mail, telephone that you use. Based on your knowledge of good practice in communication reflect on what your strengths and weaknesses are when using this method and prepare a short summary. Then identify and list any ways in which you could improve your performance as a communicator when using this method.

• Assess own performance in a frequently used method of communication (16 marks)

• Identify actions to improve own performance in communicating (8 marks)



Solving problems and making decisions



TaskIdentify a workplace problem facing you or your team (or a team within another organisation if you are currently unemployed) and examine ways to resolve it.

For the purposes of this assignment, ‘problem’ may be interpreted as ‘a deviation from the norm’ OR ‘an improvement opportunity’ OR ‘a potential or anticipated problem’.

Note:You should plan to spend approximately 10 hours researching your workplace context, preparing for and writing or presenting the outcomes of this assignment for assessment.



Assessment criteria

BackgroundBriefly describe your organisation, what it does, and your role within it.

• This aspect is not assessed, but is designed to help the assessor understand the context of the information you provide throughout the remainder of this assignment

Present situation (Analysis of the problem)Describe:

• What the problem is and what may have caused it.

• Its scope (e.g. how widespread, how often, how much etc).

• Who, how and what it affects in the workplace/team.

• What you are trying to achieve by solving the problem.

• What the result would be if no action is taken.

• Describe a problem, its nature scope and impact (12 marks)

Investigation and identification of possible solutions to the problemBriefly describe possible solutions to the problem. To do this you must gather and interpret information to identify possible solutions. The evidence you gather should be fact supported by evidence and not just your opinion.

• Gather and interpret information to identify possible solutions to a problem (24 marks)

• Prepare a summary of the options providing facts and evidence (16 marks)

Evaluation of possible solutionsEvaluate the possible solutions using a simple decision making technique to arrive at the best solution. Your evaluation should include human, material and financial resources. State your chosen solution clearly and concisely.

• Apply a simple decision making technique to evaluate options to arrive at the best solution (24 marks)

Recommend implementation plan to solve the problemProvide an action plan for the implementation and communication of the solution. Your action plan should include actions, timescales and required resources including people.Briefly describe the monitoring and review techniques you could use to evaluate the effectiveness of your chosen solution.

• Plan the implementation and communication of the decision (16 marks)

• Describe which monitoring and review techniques could be used to evaluate outcomes (8 marks)



Understanding innovation and change in an organisation



TaskThe purpose of this unit is to develop knowledge and understanding of innovation and change as required by a practising or potential first line manager.

In order to demonstrate your knowledge of this you need to respond to all of the questions listed below.





Assessment criteria

Benefits of change and innovationExplain what you see as the benefits of innovation and change in an organisation.

Barriers to change and innovationIdentify the barriers to change and innovation in the workplace.

Overcoming barriers to change and innovationExplain what practical ways there are to overcoming the barriers you have identified in your answer to the previous question.

• Explain the benefits of innovation and change for the organisation (20 marks)

• Identify the barriers to change and innovation in the organisation (20 marks)

• Explain practical ways of overcoming these barriers (12 marks)

Planning, monitoring review techniques Describe which:

• Planning

• Monitoring

• Review

Techniques could be used to manage change and innovation in an organisation.

The importance of communication in change and innovationExplain why communication is important to ensure change and innovation is successful in an organisation.

• Describe which planning, monitoring and review techniques could be used to manage innovation and change (24 marks)

• Explain why communication is important in successful implementation of innovation and change (12 marks)

The human effects of change and innovationExplain what the possible effects of change and innovation are on people and teams in an organisation.

• Explain possible human effects of innovation and change upon people and teams in an organisation (12 marks)



Understanding leadership



TaskThe purpose of this unit is to develop the knowledge and understanding of different leadership styles or behaviours to be found in the workplace, including an understanding of your own preferred leadership behaviours, and the impact that these different styles are likely to have on behaviour of team members.

The task requires you to demonstrate this understanding in the context of an organisation with which you are familiar. It also requires you to use feedback to assess and reflect on your own preferred leadership style in order to identify how you could modify behaviours or build upon existing strengths to become more effective in a leadership role.

Note:If you are not currently working within an organisation, then you may complete this task in relation to an organisation with which you are familiar. This could include experience working in a voluntary capacity.




Assessment criteria

Understand leadership stylesProvide responses to cover these assessment criteria.

• Describe the factors that will influence the choice of leadership styles or behaviours in workplace situations (24 marks)

• Explain why these leadership styles or behaviours are likely to have a positive or negative effect on individual and group behaviour (24 marks)

Understand leadership qualities and review own leadership qualities and potentialFor this section you need to gather information about you own leadership style using feedback from others such as line manager, team members. You may also chose to use some leadership styles self - assessment technique.

The information gathered should be used, in conjunction with a recognised leadership model, to assess your preferred patterns of leadership behaviour and how effective these are within the working practices and culture of the organisation.

Once this has been completed you need to identify any actions you should take in order to enhance your leadership behaviour.

• Assess own leadership behaviours and potential in the context of a particular leadership model and own organisation’s working practices and culture, using feedback from others (28 marks)

• Describe appropriate actions to enhance own leadership behaviour in the context of the particular leadership model (24 marks)



Understanding training and coaching in the workplace



TaskThe purpose of this unit is to develop knowledge and understanding of coaching and training in the workplace.

In completing the task below you will need to be clear about the differences between training and coaching and when it is appropriate to use them. You will need to demonstrate your understanding of the basic principles of each and how they can be applied in the workplace.





Assessment criteria

Understand how to provide training appropriate to the workplaceThis activity requires that you clarify a training need in your organisation and identify an opportunity to train members of your team or other individuals in the workplace you should:

• Explain how you would identify that a training need exists and what evidence this could be based on. Use an example to illustrate your answer.

• Describe at least two training techniques or methods that are available to you, highlighting the one which you think would be the most appropriate in the situation identified.

• Explain what is meant by the term ‘learning styles’ and how your knowledge of this would help you when deciding what training method(s) to use.

• Describe how you would evaluate the training provided.

• Describe the type of training records normally held in the workplace and how these should be maintained.

• Explain how to identify the training needs for individuals in the workplace (16 marks)

• Describe training techniques appropriate to the workplace (12 marks)

• Explain how knowledge of different learning styles can assist when training individuals in the workplace (12 marks)

• Describe a method of evaluating the effectiveness of training (8 marks)

• Describe how to maintain training records in the workplace (4 marks)

Understand how to coach an individual in the organisationThis activity requires that you clarify a coaching opportunity in your organisation. You should:

• Explain how you would identify that a coaching opportunity exists to support the development of an individual, and why coaching is the best approach. Use an example to illustrate your answer.

• Explain how you would plan coaching for the individual. A technique such as the GROW model could be used.

• Explain importance of feedback in coaching.

• Describe one method you could use to evaluate the effectiveness of the coaching.

• Explain how to identify the coaching needs for individuals in the workplace (16 marks)

• Explain how to plan the coaching for an individual in the workplace (16 marks)

• Explain the importance of feedback in coaching (8 marks)

• Describe a method of evaluating the effectiveness of coaching in the workplace (8 marks)


Appeals procedure for candidates If you are unhappy with the course tutor’s decision regarding any part of the assessment then you can appeal following the guidelines below:

1. Firstly speak to your course tutor and register your disagreement with the decision that has been made. The tutor will then explain to you why they made that decision and what criteria, if any, you failed to meet. You should speak to the tutor within 15 days of getting your assessment.

2. If at this point you still disagree with the course tutors decision you can appeal to the internal verifier. You will need to provide a copy of your work and the internal verifier will then assess the work independently. The internal verifier will notify the candidate of their decision within 30 days. If the internal verifier support the course tutor’s decision but you still wish to appeal you can take your case to the Human Resources Director, who will also notify the candidate of their decision within 30 days.

3. If after completing the internal appeals process you are still unhappy with the decision made you can appeal to ILM. The process for doing this is as follows:

• Candidates should submit their appeal in writing giving his/her name and address and that of the centre, full details of the action with which they are dissatisfied and copies of any relevant evidence

• The appeal should be addressed to the Head of Quality Services, ILM. It must be received by ILM within 30 working days of the date on which the candidate was formally notified of the result of the centre’s internal appeals process On receipt of the appeal, ILM will:

- Within 5 working days, acknowledge receipt of it in writing to the person submitting the appeal, with a copy to the centre

- Check the candidate’s registration details

- Check the centre’s internal appeals process has been exhausted

- Obtain a copy of the appeals file from the centre

- Appoint a member of ILM staff to adjudicate the appeal

- The outcome of the appeal will be notified by the Head of Quality and Services in writing to the person submitting the appeal and to the centre. This will normally be within 30 working days of receipt of the appeals file from the centre. If the appeal is considered justified, the notification will set out any remedial action that is being undertaken

Equal OpportunitiesManchester Metropolitan University has a continuing commitment to a policy of equal opportunities. The University is committed to the continuous development and review of policies and practices designed to ensure equality of opportunity and treatment of those who are or who seek to be its students or its employees. In meeting this commitment the University will take due account of any duties or obligations imposed by the law, and will not discriminate on grounds of age, colour, disablement, marital status, race, religion, sex, sexual orientation or other unjustifiable cause. A full copy of the Equality and Diversity Policy is available on the website at mmu.ac.uk/humanresources/equalities

ILM MembershipAll registered candidates can apply to become members of the ILM for six months free and can enjoy a range of member benefits accessible through the ILM website.

Studying members are encouraged on completion to upgrade to the appropriate professional grade of membership to continue to enjoy the benefits of membership which will help to support their career and personal development. Full details from ILM Lichfield on 01543 251 346 or email [email protected] or visit the website: i-l-m.com

ResourcesStaff will have access to all University facilities to support the achievement of their learning objectives, including the wide range of support available via the library such as books, journals and videos. Staff also have access to the internet and a range of online learning modules via the Learning and Development website at www2.mmu.ac.uk/humanresources/current-staff/development

Staff can also access a wide range of courses to support their development in IT skills which can be accessed via the Information Systems unit website.

Whilst members of the ILM staff will also have access 7 to the resources on the ILM website. These resources are suggested to help you complete your studies and to supplement any sessions already provided, but are not intended as an exhaustive guide or to replace research and reading you may want to carry out yourself. When following any course of study you should always investigate additional sources of reading and information such as sector specific publications, library collections, news coverage and any relevant organisations.

Contact the central library in your area as they will often have an Inter-Library Loan service allowing loans from other libraries.

Use of these resources is not compulsory, and does not guarantee any specific grade at the end of the course.


Books to SupportThe University Library has a really wide selection of books on Leadership & Management. As books are a very personal choice I suggest that you take some time and wander around the appropriate section of the library and find books that appeal to you and your learning style. If you are interested in a book you will get a lot more from it that if you are reading something on a reading list that is not working for you.

Further Information If you would like to discuss anything from this candidate guide in more detail then please speak to the ILM centre manager Alison Laithwaite on ext 6410 or you can email [email protected]

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ILM Level 3 Qualifications in Leadership and Management · 2017-11-20 · Background to ILM ILM is...

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