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Posted By Apprenticeships Directory on 08/10/2020 in EPA Services

Operations Departmental Manager Level 5


Description

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Approved Standard

Operations and departmental manager

Managing teams and projects in line with a private, public or voluntary organisation's operational or departmental strategy

Level5
Reference ST0385
Sector Business and administration
Typical duration30 months
Approved for delivery1 June 2016
Maximum funding £7,000.00
Trailblazer contactsarah.bishop@cabinetoffice.gov.uk,
Anne.Thomas@serco.com
External quality assurance (EQA) providerEQA@openawards.org.uk

Full information on Operations and departmental manager

Source: Institute for Apprenticeships and Technical Education

OPERATIONS AND DEPARTMENTAL MANAGER


Flexibilities agreed that are in line with the Covid-19 guidance on our website

 

It has been agreed due to Covid-19, that the panel can be hosted by the independent end-point assessment only. However, every effort should be made to ensure a sector expert is a part of the panel. If the decision is to have only the independent end-point assessment then this needs to be authorised by the employer.


Overview of the role

Managing teams and projects in line with a private, public or voluntary organisation's operational or departmental strategy

Details of standard

 

Occupation

An operations/departmental manager is someone who manages teams and/or projects, and achieving operational or departmental goals and objectives, as part of the delivery of the organisations strategy. They are accountable to a more senior manager or business owner. Working in the private, public or third sector and in all sizes of organisation, specific responsibilities and job titles will vary, but the knowledge, skills and behaviours needed will be the same. Key responsibilities may include creating and delivering operational plans, managing projects, leading and managing teams, managing change, financial and resource management, talent management, coaching and mentoring. Roles may include: Operations Manager, Regional Manager, Divisional Manager, Department Manager and specialist managers.

Typical job titles:

Typical job titles: Operations manager, Regional manager, Divisional manager, Department manager and Specialist managers 

Entry Requirements

The entry requirement for this apprenticeship will be decided by each employer, but may typically be five GCSEs at Grade C or higher.

Requirements: Knowledge, Skills and Behaviours

Knowledge

What is required (through formal learning and applied according to business environment)

Organisational Performance – delivering results

Operational Management

Understand operational management approaches and models, including creating plans to deliver objectives and setting KPIs. Understand business development tools (eg SWOT), and approaches to continuous improvement. Understand operational business planning techniques, including how to manage resources, development of sales and marketing plans, setting targets and monitoring performance. Knowledge of management systems, processes and contingency planning. Understand how to initiate and manage change by identifying barriers and know how to overcome them. Understand data security and management, and the effective use of technology in an organisation.

Project Management

Know how to set up and manage a project using relevant tools and techniques, and understand process management. Understand approaches to risk management.

Finance

Understand business finance: how to manage budgets, and financial forecasting.

Interpersonal Excellence – managing people and developing relationships

Leading People

Understand different leadership styles, how to lead multiple and remote teams and manage team leaders. Know how to motivate and improve performance, supporting people using coaching and mentoring approaches. Understand organisational cultures and diversity and their impact on leading and managing change. Know how to delegate effectively.

Managing People

Know how to manage multiple teams, and develop high performing teams. Understand performance management techniques, talent management models and how to recruit and develop people.

Building Relationships

Understand approaches to partner, stakeholder and supplier relationship management including negotiation, influencing, and effective networking. Knowledge of collaborative working techniques to enable delivery through others and how to share best practice. Know how to manage conflict at all levels.

Communication

Understand interpersonal skills and different forms of communication and techniques (verbal, written, non-verbal, digital) and how to apply them appropriately.

Personal Effectiveness – managing self

Self -Awareness

Understand own impact and emotional intelligence. Understand different and learning and behaviour styles.

Management of Self

Understand time management techniques and tools, and how to prioritise activities and the use of different approaches to planning, including managing multiple tasks.

Decision Making

Understand problem solving and decision making techniques, including data analysis.

Understand organisational values and ethics and their impact on decision making.

 

Skills

What is required (acquired and demonstrated through continuous professional development)

Organisational Performance – delivering results

Operational Management

Able to input into strategic planning and create plans in line with organisational objectives.

Support, manage and communicate change by identifying barriers and overcoming them. Demonstrate commercial awareness, and able to identify and shape new opportunities. Creation and delivery of operational plans, including setting KPIs, monitoring performance against plans. Producing reports, providing management information based on the collation, analysis and interpretation of data.

Project Management

Plan, organise and manage resources to deliver required outcomes. Monitor progress, and identify risk and their mitigation. Able to use relevant project management tools.

Finance

Able to monitor budgets and provide reports, and consider financial implications of decisions and adjust approach/recommendations accordingly.

Interpersonal Excellence – managing people and developing relationships

Leading People

Able to communicate organisational vision and goals and how these to apply to teams.

Support development through coaching and mentoring, and enable and support high performance working. Able to support the management of change within the organisation.

Managing People

Able to manage talent and performance. Develop, build and motivate teams by identifying their strengths and enabling development within the workplace. Able to delegate and enable delivery though others.

Building Relationships

Able to build trust, and use effective negotiation and influencing skills and manage conflict.

Able to identify and share good practice, and work collaboratively with others both inside and outside of the organisation. Use of specialist advice and support to deliver against plans.

Communication

Able to communicate effectively (verbal, non-verbal, written, digital) and be flexible in communication style. Able to chair meetings and present using a range of media. Use of active listening, and able to challenge and give constructive feedback.

Personal Effectiveness – managing self

Self-Awareness

Able to reflect on own performance, working style and its impact on others.

Management of Self

Able to create a personal development plan.  Use of time management and prioritisation techniques.

Decision Making

Able to undertake critical analysis and evaluation to support decision making Use of effective problem solving techniques

 



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