- •Code of Professional Responsibility. – Availble at: http://www.Arma.Org/about/overview/ethics.Cfm
- •II: The Professional Principles
- •3.1 Responsibilities
- •3.2 Acquisition and processing of personal data (Principles 1 and 2)
- •3.3 Records management policies, procedures and systems
- •3.4 Records centre operations
- •3.5 Inventory of personal data systems
- •3.6 Notification
- •3.7 Maintaining accuracy of personal data (Principle 4)
- •3.8 Data subject access to personal data (Principle 6)
- •In addition to the core values and behaviour, these behaviours underpin effective performance:
- •In addition to the core values and behaviour, these behaviours underpin effective performance:
- •In addition to the core values and behaviour, these behaviours underpin effective performance:
- •In addition to the core values and behaviour, these behaviours underpin effective performance:
- •In addition to the core values and behaviour, these behaviours underpin effective performance:
- •Industry / sector specific knowledge and understanding
- •In addition to the core values and behaviour, these behaviours underpin effective performance:
- •In addition to the core values and behaviour, these behaviours underpin effective performance:
- •Industry/sector specific knowledge and understanding
- •In addition to the core values and behaviours, these behaviours underpin effective performance:
- •In addition to the core values and behaviours, these behaviours underpin effective performance:
- •In addition to the core values and behaviours, these behaviours underpin effective performance:
- •In addition to the core values and behaviours, these behaviours underpin effective performance:
- •In addition to the core values and behaviours, these behaviours underpin effective performance:
- •In addition to the core values and behaviours, these behaviours underpin effective performance:
- •In addition to the core values and behaviours, these behaviours underpin effective performance:
- •In addition to the core values and behaviours, these behaviours underpin effective performance:
- •In addition to the core values and behaviours, these behaviours underpin effective performance:
- •In addition to the core values and behaviours, these behaviours underpin effective performance:
- •In addition to the core values and behaviours, these behaviours underpin effective performance:
- •In addition to the core values and behaviours, these behaviours underpin effective performance:
- •In addition to the core values, the following values and behaviours underpin effective performance:
- •In addition to the core values and behaviours, these behaviours underpin effective performance:
- •In addition to the core values and behaviours, these behaviours underpin effective performance:
- •In addition to the core values and behaviours, these behaviours underpin effective performance:
- •In addition to the core values and behaviours, these behaviours underpin effective performance:
- •In addition to the core values and behaviours, these behaviours underpin effective performance:
- •In addition to the core values and behaviours, these behaviours underpin effective performance:
- •Values and behaviours which underpin effective performance:
- •Values and behaviours which underpin effective performance:
- •Values and behaviours which underpin effective performance:
- •Values and behaviours which underpin effective performance:
- •Values and behaviour which underpin effective performance:
- •Values and behaviours which underpin effective performance:
- •Values and behaviours which underpin effective performance:
- •Values and behaviours which underpin effective performance:
- •Values and behaviours which underpin effective performance:
- •Values and behaviours which underpin effective performance:
- •In addition to the core values and behaviours, these behaviours underpin effective performance:
- •1 Identifying options for training sessions
- •2 Delivering training sessions for learners
- •Industry/Sector Specific Knowledge and Understanding
- •Industry / Sector Specific Knowledge and Understanding
- •Industry/Sector Specific Knowledge and Understanding
- •Industry/Sector Specific Knowledge and Understanding
- •Industry/Sector Specific Knowledge and Understanding
- •Introduction
- •Involvement and motivation
- •Volunteering
- •Industry/Sector Specific Knowledge and Understanding
- •Industry/Sector Specific Knowledge and Understanding
- •In addition you will need to demonstrate that you know and understand:
- •Industry/Sector Specific Knowledge and Understanding
- •3.1 The Records Management Function
- •3.2 Roles and Responsibilities
- •3.3 Records Management Policy Statement
- •3.4 Training and Awareness
- •3.5 Records Capture and Creation
- •3.6 Records Maintenance
- •3.7 Records Disposal
- •1. Scope of the policy
- •2. Responsibilities
- •3. Relationship with existing policies
- •4. Guidance
- •Introduction
- •1 Business
- •1.1 Business Knowledge
- •1.2 Business Orientation
- •2 Technical
- •2.1 Legal & Regulatory Framework For Records Management
- •2.2 Records Management Theory and Practice
- •2.3 Professional Networking
- •Introduction
- •2.1 Competencies
- •2.2 Levels of Knowledge/Expertise
- •2.3 Framework
- •2.4 Application of the Framework
- •3 Job and Person Specifications
- •3.1 Role Types
- •3.2 Job Specifications
- •3.3 Person Specifications
- •4.2 Development Plans
- •4.3 Training
- •It Literacy
- •Influencing
- •Information Management
- •Iinformation Technology
- •Information Policy
- •I. Demonstrate Interpersonal Skills
- •I 1. Demonstrate concern for client / customer / user
- •I 2. Demonstrate oral communication skills
- •I 3. Demonstrate written communication skills
- •I 4. Demonstrate leadership
- •I 5. Demonstrate negotiation skills
- •I 6. Demonstrate interviewing skills
- •I 7. Demonstrate teamwork skills
- •1. Basic Level:
- •2. Technical Level:
- •3. Expert Level:
- •4. Manager Level:
- •3. Records Management Competency Profiles
- •2 Policy and Skills / Knowledge
- •Core knowledge and skills
- •Alia core values statement
- •5.1.2 Organisation of administration
- •5.2.3 Documents and documenting
- •5.2.4 Records Management
- •5.2.5 Archives management
- •5.2.6 Information technology
- •5.3.4 Records management
- •5.3.5 Archival processing
Industry/Sector Specific Knowledge and Understanding
Legal, regulatory and ethical requirements in the industry/sector.
Context Specific Knowledge and Understanding
The members, purpose, objectives and plans of your team.
The personal work objectives of members of your team.
The types of support and advice that team members are likely to need and how to respond to these.
Standards of performance for the work of your team.
Standard H2 – Provide leadership in your area of responsibility [MSC B6]
What is the unit about?
The unit is about providing direction to people in a clearly and formally defined area or part of
an organisation and motivating and supporting them to achieve the vision. The ‘area of
responsibility’ may be, for example, a branch or department or functional area or an
operating site within an organisation.
Who is the unit for?
The unit is recommended for first line managers and middle managers.
Skills
Listed below are the main generic skills which need to be applied in providing leadership in
your area of responsibility. These skills are explicit/implicit in the detailed content of the unit
and are listed here as additional information.
Communicating
Influencing and persuading
Leading by example
Motivating
Consulting
Planning
Setting objectives
Providing feedback
Coaching
Mentoring
Valuing and supporting others
Empowering
Learning
Following
Managing conflict
Outcomes of Effective Practice
You must be able to do the following:
Create a vision of where your area is going and clearly and enthusiastically communicate it, together with supportive objectives and operational plans, to the people working within your area.
Ensure that people working within your area understand and can see how the vision, objectives and operational plans link to the vision and objectives of the overall organisation.
Steer your area successfully through difficulties and challenges, including conflict within the area.
Create and maintain a culture within your area which encourages and recognises creativity and innovation.
Develop a range of leadership styles and select and apply them to appropriate situations and people.
Communicate regularly, making effective use of a range of different communication methods, with all the people working within your area and show that you listen to what they say.
Give people in your area support and advice when they need it especially during periods of setback and change.
Motivate and support people in your area to achieve their work and development objectives and provide recognition when they are successful.
Empower people in your area to develop their own ways of working and take their own decisions within agreed boundaries.
Encourage people to give a lead in their own areas of expertise and show willingness to follow this lead.
Win, through your performance, the trust and support of people within your area for your leadership and get regular feedback on your performance.
Behaviours which Underpin Effective Practice
You articulate a vision that generates excitement, enthusiasm and commitment.
You create a sense of common purpose.
You take personal responsibility for making things happen.
You make complex things simple for the benefit of others.
You encourage and support others to take decisions autonomously.
You act within the limits of your authority.
You make time available to support others.
You show integrity, fairness and consistency in decision-making.
You seek to understand people’s needs and motivations.
You model behaviour that shows respect, helpfulness and co-operation.
You encourage and support others to make the best use of their abilities.
Knowledge and Understanding
You need to know and understand the following:
General Knowledge and Understanding
The fundamental differences between management and leadership.
How to create a compelling vision for an area of responsibility.
How to select and successfully apply different methods for communicating with people across an area of responsibility.
A range of different leadership styles and how to select and apply these to different situations and people.
How to get and make use of feedback from people on your leadership performance.
Types of difficulties and challenges that may arise, including conflict within the area, and ways of identifying and overcoming them.
The benefits of and how to create and maintain a culture which encourages and recognises creativity and innovation.
The importance of encouraging others to take the lead and ways in which this can be achieved.
How to empower people effectively.
How to select and successfully apply different methods for encouraging, motivating and supporting people and recognising achievement.