This course is internationally accredited through I.A.R.C.

Designed to train people for supervisory or managerial positions in a "specific" industry sector.

The Advanced Certificate in Applied Management involves the areas of work:

  • CORE STUDIES - five units of compulsory subjects for all students. This involves at least 250 hours.
  • ELECTIVE STUDIES - stream units for the development of knowledge in a chosen specialisation or industry sector. This involves at least 250 hours of study.
  • PROJECT - a "management in the workplace project" of 200 hrs involving approved work experience in a small business.The project specifically aims to provide the student with the opportunity to apply and integrate skills and knowledge developed through various areas of formal study.

Home Studies Course -Advanced Skills for a Supervisor

This course provides the necessary training for people wishing to enter into a business career with a focus on managing people.



Develops basic office skills covering use of equipment, communication systems (telephone, fax, etc) and office procedures such as filing, security, workplace organisations, etc.


Develops knowledge of basic business operations and procedures (eg. types of businesses, financial management, business analysis, staffing, productivity, etc) and the skills to develop a 12 month business plan.

Develops knowledge of management structures, terminology, supervision, recruitment and workplace health and safety.

Develops a broad understanding of marketing and specific skills in writing advertisements, undertaking market research, developing an appropriate marketing plan and selling.



There are ten lessons in this module as follows:

  1. Introduction  - Organisational structures & responsibilities.
  2. Understanding the work place ‑ Government and private personnel departments, unions.
  3. Communications and human relations.
  4. Motivating employees.
  5. Organising the work place.
  6. Problem solving techniques.
  7. Discipline, complaints and grievances.
  8. Interviewing, recruitment, training.
  9. Work place safety.
  10. Dealing with management/worker participation/ report writing/ staff meetings.



This course contains eight lessons, as follows:

  1. Introduction: Describe the nature and scope of motivation, and identify the differences between people that distinguish the application of motivational skills to achieve a successful outcome
  2. Awareness: Explain the significance of knowledge and understanding to motivation.
  3. Tangible Rewards: Explain the effect of Tangible Rewards (eg: Money, Services, Goods) as a major motivator.
  4. Intangible Rewards: Explain the effect of intangible Rewards (eg: Security, Ethics, Gratitude, Belief Systems/Religion, Peer Pressure) as a major motivator.
  5. Negative Motivators: Explain how actions can be motivated by negative motivators (eg. Pain, Suffering, Discipline, Threats), and distinguish this type of motivation from that achieved through positive motivators.
  6. Initiating Motivation: Explain how to initiate motivation with an individual or group for a situation not previously confronted.
  7. Maintaining Motivation: Explain how motivation can be maintained or increased in both successful and unsuccessful environments.
  8. Applications: Identify a wide range of situations where motivational skills can be applied, and determine an appropriate way to initiate and maintain motivation in each of those situations.



This course contains nine lessons, as follows:

  1. Human behaviour: Understand how perception, learning and prior experience influence human behaviour
  2. Workplace communications: Identify and practice communication skills that will improve your ability to effectively receive and transmit messages in the workplace
  3. Workplace conditions: Understand some factors that contribute to overall workplace conditions and can affect workplace culture
  4. Controlling Operations: Explain basic supervising practices for controlling business or department operations
  5. Recruitment and Induction: Identify essential processes in the recruitment and induction of employees
  6. Staff training: Understand the key elements of planning and conducting effective staff training
  7. Work teams: Describe how team processes can be used to improve performance and productivity
  8. Positive Discipline: Identify methods to establish and maintain discipline through positive means, such as reinforcement
  9. Grievances & Complaints: Describe strategies for reducing dissatisfaction and handling dissatisfaction when it arises
  10. Monitoring and Reporting: Understand the importance of monitoring workplace processes and performance, and how to report your observations


Workplace Project

This involves a further 200 hours of learning that is achieved through activities where you are interacting with people in industry. It may be work experience, but there are other options as well which are equally acceptable. The way in which you achieve this requirement is best to not be decided until you have completed all other parts of the course. For most students, there are a number of equally viable options that present themselves during the course of core and stream studies.

More details below.


Workplace Project Options

Alternative 1.
If you work in the industry that you have been studying; you may submit a reference from your employer, in an effort to satisfy this industry (ie. workplace project) requirement; on the basis of RPL (ie. recognition for prior learning), achieved through your current and past work experience.

The reference must indicate that you have skills and an awareness of your industry, which is sufficient for you to work in a position of responsibility.

Alternative 2.
A one module credit (100 hrs) can be achieved by verifying attendance at a series of industry meetings, as follows:Meetings may be seminars, conferences, trade shows, committee meetings, volunteer events (eg. Community working bees), or any other meeting where two or more industry people or people who are knowledgeable about their discipline.

  • Opportunity must exist for the student to learn through networking, observation and/or interaction with people who know their industry or discipline
  • A list of events should be submitted together with dates of each attended and times being claimed for each
  • Documentary evidence must be submitted to the school to indicate support each item on the above list (eg. Receipts from seminars, conference or shows, letters from committee or organisation secretaries or committee members. All such documentation must contain a contact details)

Alternative 3.
Credits can be achieved by completing standard modules Workplace Project I, II and/or III
Each of these modules comprises a series of "hands on" PBL projects, designed as learning experiences that involve interaction with the real world. (This approach is based upon tried and proven learning approaches that originated in American universities but are now widely used and respected by academia throughout many countries). See the web site or handbook for more detail.



What Makes a Good Employee?

Many things; but attitude is one, very important factor. 


To understand attitude; and  foster a better attitude, you need to consider what motivates attitude:


Status and prestige
The attitude of anyone within an organisation may be influenced by several distinct factors: their position within the organisation (e.g. as manager, supervisor, and unskilled worker); their status within the organization; and their prestige in the organization or in a workgroup. Each of these factors will affect the person’s attitude, and the attitude of others towards that person.

Status is a term for the relative position or standing of a person in a society or group (or workplace. It refers to their role and position in that group. Status is different to prestige, which is high standing achieved through success, influence or wealth, though the two often overlap. Very often, people with high prestige also have high status.

In the workplace, anyone who can command respect and an overall positive attitude from others will feel important and secure, and will gain in prestige because of their ability to influence others. This, in turn, will increase the person’s confidence and positive attitude towards others and the workplace. The person may not have a high status in the organization, but may enjoy the feeling of personal power and competence that can result from gaining prestige. On the other hand, an effective supervisor should have an appropriate status in the workplace (a recognized position of authority in the hierarchy) and high prestige (is able to influence and gain respect from others).

The status a person holds in an organisation is normally reflected by such things as their position within the hierarchy, their level of pay and other employment benefits, such as office size or a separate office. Prestige can be acknowledged in the same ways, but also through other forms of recognition, such as praise, special privileges, involvement in decision-making, or the level of responsibility one is given in an area. Even if a person’s status within the organisation is not increased, their prestige may be enhanced, and as they feel more valued, their attitude will become more positive.

On the other hand, if a person loses status (is given less authority or de-moted), or feels their prestige declining, or if they feel that either is threatened or damaged, they may develop a very negative attitude. Also, if a person is seen to gain status or prestige that is not warranted or deserved, that person may feel happy and work harder, but co-workers may develop a more negative attitude because they perceive the situation an unfair. For these reason, it is better for continuing positive relations that a person’s status and prestige are based on sound qualities (such as knowledge, experience, and good communication skills) that are likely to endure rather than on temporary or unsustainable factors (a single high achievement in an otherwise mediocre workplace history or the supervisor’s mood or feelings about that person).


Other influences on attitude

Other factors that will contribute to a positive workplace attitude (and that can also enhance status and prestige) are:

• Affiliation & Loyalty
Feeling pride or a sense of affiliation with the department, section or work group to which one belongs;

• Security
Feeling secure in the knowledge that policies and procedures followed by the organisation are guaranteeing one’s position;

• Prospects
Feeling confident that benefits will improve (e.g. pay increases guaranteed by policy; likelihood of promotion guaranteed by a well defined career path structure.

• Friendship
The social relationships that exist between workers are often an important part of people’s lives; apart from any work relationship.

• Personality and temperament
A good supervisor is aware of the different personalities and temperaments of the workers, for this knowledge will help him or her assign workers to job that suits them best, create teams of workers who are likely to work well together, delegate tasks and leadership roles to people best able to manage them, and tailor communications to different individuals.

• Training
Proper training for a job ensures that the person will be able to carry out the various tasks associated with that job successfully, which will increase their confidence and productivity. It also conveys the message that you value them enough to develop their skills.

• Work load
Tired, overloaded, stressed employees are likely to be irritable and have a negative attitude. The supervisor should ensure that task distribution is reasonable and realistic, and should consider how industrial fatigue can be reduced.

• Work environment
Aside from taking action to develop and maintain a positive working environment, the supervisor should ensure that environmental conditions are suitable for the type of work being carried out. Some ways to do this are:
- reducing accidents through proper safety planning and safety education;
- reducing wasted effort by using modern work study methods;

• Communication between levels
Meetings and work committees are ways to reduce the gap between management and the workers and increase communication between them. Increased two way communication ensures that management’s goals, values and philosophy are communicated to the workers who put them into action and that workers are informed of the results of their work (such as increased sales, or a successful product launch). Good communication also encourages an interest in the organisation, its product and services, and its achievements, which can help increase employees’ efficiency and effectiveness.


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