Pathways to Management and Leadership

Level 5: Management and Leadership

Student Guide

Supplied under licence by the Chartered Management Institute Licence Number: 5061 / Expiry Date: students registered up to 19/02/2013

Pathways to Management and Leadership Student Guide
Copyright © Chartered Management Institute, Management House, Cottingham Road, Corby, Northants NN17 1TT. First edition 2006 Author: Series consultants: Consultants: Project manager: Editor: Page layout by: Second edition 2008 Revision author: Revised edition 2010 Revision author: Consultant: Roger Merritt Bob Croson Ray Rowlings Philip Cullen Merritt Associates Developing Managers Sid Verber Lyn Ward Decent Typesetting

British Library Cataloguing-in-Publication Data. A CIP catalogue record for this publication is available from the British Library. ISBN 0-85946-342-7 All rights reserved, save as set out below. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without the written permission of the copyright holder except in accordance with the provisions of the Copyright, Designs and Patents Act 1988 or under the terms of a licence issued by the Copyright Licensing Agency Ltd, 90 Tottenham Court Road, London, England WIT 4LP. Applications for the copyright holder’s written permission to reproduce any part of this publication should be addressed to the publisher. Permissions may be sought directly from the Chartered Management Institute in Corby, UK. Phone Publications on (+44) (0) 1536 207379, or email publications@managers.org.uk. This publication is sold subject to the condition that it shall not, by way of trade or otherwise, be lent, re-sold, hired out, or otherwise circulated without the publisher’s prior consent in any form of binding or cover other than that in which it is published and without a similar condition being imposed on the subsequent purchaser. Approved centres may purchase a licence from the publisher, enabling PDF files of the publication to be printed or otherwise distributed solely within the centre for teacher and student use only according to the terms and conditions of the licence. Further information on the licence is available from the Chartered Management Institute. Phone (+44) (0) 1536 207379, or email publications@managers.org.uk.

Supplied under licence by the Chartered Management Institute Licence Number: 5061 / Expiry Date: students registered up to 19/02/2013

Contents
Introduction ............................................................. 5 
About the Level 5 in Management and Leadership ................................ 5  The qualifications structure .......................................................... 6  Benefits of the qualification .......................................................... 7 

Series overview ........................................................ 9 
Planning to study ...................................................................... 10  Getting organised...................................................................... 16  Support from the Chartered Management Institute .............................. 18  Planning for assessment .............................................................. 19 

Syllabus coverage ..................................................... 21 

Supplied under licence by the Chartered Management Institute Licence Number: 5061 / Expiry Date: students registered up to 19/02/2013

Supplied under licence by the Chartered Management Institute Licence Number: 5061 / Expiry Date: students registered up to 19/02/2013 .

in practice the majority of learners at this level would be expected to be over 19. but Centres are required to ensure that learners admitted to the programme have sufficient capability at the right level to undertake the learning and assessment. management resources. to support the development of their leadership and management skills in personal development.Introduction Welcome to Pathways to Management and Leadership. You are advised to read through this guide thoroughly before you make a start on your Level 5 in Management and Leadership programme. About the Level 5 in Management and Leadership The Level 5 Qualifications in Management and Leadership are described as follows in the Centre Assessment Guidance: ‘These qualifications are designed for managers. Although the qualifications can be offered to learners from age 16. information. performance. The aim of this Student Guide is to provide you with information and advice to help you to plan for the successful completion of your studies using the Pathways workbooks. leadership.’ Using the Pathways to Management and Leadership open learning workbooks as part of the training programme ensures that you understand and practise key management skills in the most effective way. a series of workbooks created by the Chartered Management Institute to support our range of management qualifications. 5 Supplied under licence by the Chartered Management Institute Licence Number: 5061 / Expiry Date: students registered up to 19/02/2013 . customer and market awareness. CMI does not specify entry requirements for these qualifications.

Unit number 5001 5002 5003 5004 5005 5006 5007 5008 5009 5010 5011 5012 5013 5020 5021 5022 Unit title Personal development as a manager and leader Information based decision making Performance management Resource management Meeting stakeholder and quality needs Conducting a management project Financial control Marketing planning Project development and control Human resource development Managing recruitment and selection Being a leader Leadership practice Introduction to management and leadership Operational risk management Organisational corporate social responsibility Credits 6 7 9 7 6 10 9 9 6 6 7 7 7 7 7 7 Guided learning hours 20 25 30 25 20 35 20 30 20 20 25 30 30 45 25 30 With the new qualifications structure. a Level 5 Certificate and/or a Level 5 Diploma in Management and Leadership.Student Guide The qualifications structure At Level 5. so not all units will be available to all learners at all centres. 6 Supplied under licence by the Chartered Management Institute Licence Number: 5061 / Expiry Date: students registered up to 19/02/2013 . you can achieve three qualifications depending on the number of credits that you complete. The table below provides an indication of the credits and the guided learning hours for each of the 16 units in the Pathways series at Level 5. In most cases. you can achieve a Level 5 Award. your approved centre will have selected the units it will offer for each qualification.

Benefits of the qualification The Level 5 in Management and Leadership sits at level 5 in all the UK qualifications frameworks. Unit 5020 is particularly valuable in giving a sound introduction to management and leadership. 5002. plus any other three units to a total of at least 62 credits to achieve the qualification. 5004. but can underpin the information and skills development provided by trainers or tutors at your workplace or approved centre. Guided learning hours The Centre Assessment Guidance describes guided learning hours as follows: Guided learning hours are intended to relate only to facilitated learning and associated assessments — individual private study is not included — and are intended to give guidance to delivery Centres on the amount of resource needed to deliver the programme and support learners. It will: increase your credibility and confidence as a supervisor or manager develop your communication skills and improve team performance enable you to understand and meet customer needs effectively 7 Supplied under licence by the Chartered Management Institute Licence Number: 5061 / Expiry Date: students registered up to 19/02/2013 . CMI Level 5 Diploma in Management and Leadership Learners need to complete: Units 5001. Achieving the Level 5 in Management and Leadership can help you in a number of ways.Student Guide CMI Level 5 Award in Management and Leadership Learners need to complete any single unit successfully to achieve the Award. The workbooks do not provide all the guided learning hours for any unit. CMI Level 5 Certificate in Management and Leadership Learners need to complete any combination of units to a minimum of 13 credits to achieve the qualification. The Pathways workbooks have been carefully written and designed to support your individual study as you develop knowledge and understanding of the key management skills and how they can be applied to your particular workplace and jobrole. 5005 and 5006. The following section of the guide aims to provide help in structuring and understanding the time required to complete any given unit. plus either Unit 5003 or 5012.

Student Guide help you contribute to your organisation’s success in achieving business objectives provide you with a stepping stone to further management qualifications or progression to university. 8 Supplied under licence by the Chartered Management Institute Licence Number: 5061 / Expiry Date: students registered up to 19/02/2013 .

Each section will usually take between one and two hours to complete and is designed to encourage you to apply what you have learned back in your workplace.Series overview The Pathways series comprises a set of workbooks. Learning activities and feedback help to consolidate your learning. Pathways workbooks can also be used in the following ways: for self-study to consolidate training opportunities arising in your own workplace to provide additional explanations of key theories and models to supplement your classroom-based learning in a distance or online learning programme to provide you with the opportunity to learn at your own pace. with 9 Supplied under licence by the Chartered Management Institute Licence Number: 5061 / Expiry Date: students registered up to 19/02/2013 . The workbooks have been written by experienced management authors and reviewed by external verifiers from CMI. The workbooks prepare you for assessment using practical and relevant workplace examples appropriate to your own experience and skill development. Each workbook includes the following: About this workbook: This sets out the aims of the unit covered in the workbook and what it means to you as a manager. each one designed to support your study in specific units of the Level 5 in Management and Leadership qualification. Learning outcomes: These are drawn from the syllabus to indicate what you will be assessed on. Scenarios provide practical examples of the key issues in a range of typical workplace contexts. Before you move on: This provides an opportunity for you to recap on your learning and to see how the unit relates to the National Occupational Standards. Bibliography: This provides details of books referred to in the unit workbooks. Self-assessment questions help to check your knowledge and understanding at the end of each section. Section summaries help to review progress and provide a reminder of the key learning points. Sections: These break the workbooks down into a number of discrete pieces of learning: Supporting text contains examples and summaries of management skills and theories which cover the relevant learning outcomes.

Ask yourself why the first was more effective and the second was not.Student Guide guidance from a personal tutor and in a way that fits in with your work-life balance. Planning to study When planning your study it can be useful to consider how you learn as well as what you want to learn. Let’s start by thinking about your learning history. Note your thoughts below First learning experience Why was it enjoyable and effective? Second learning experience Why was it less enjoyable and effective? 10 Supplied under licence by the Chartered Management Institute Licence Number: 5061 / Expiry Date: students registered up to 19/02/2013 . Knowing and understanding the learning styles that work best for you can help you to learn more effectively. There is no single method of learning that guarantees success and the Pathways workbooks have been designed to create learning opportunities through activities that help you learn effectively in either classroombased or distance learning courses and to apply that learning in your workplace. Activity Activity 1 (about 10 minutes) Think about one good (enjoyable and effective) learning experience that you have had as an adult and then another experience that was less effective and enjoyable. This section aims to help you think about your preferred learning styles and illustrates how the workbook design will support and develop your approach to learning.

Reflecting on this and resolving any tensions in our feelings about learning is an important part of finding out how you learn. However. Activity Activity 2 (about 10 minutes) Think about the following personal development activities. They stated that we all have preferred ways of learning. Honey and Mumford encourage managers to focus on strengthening under-utilised styles in order to become better equipped to learn from a wide range of everyday experiences.Student Guide Feedback We all have a learning history that has both positive and negative experiences. Your rating Development activity Formal training courses in a classroom Conferences or seminars where you listen to presentations Computer based training or e-learning Group working Team building events Shadowing by observing and following a colleague in their duties Open or distance learning Business games and simulations Reading list or personal research Project work Very good OK Not so good 11 Supplied under licence by the Chartered Management Institute Licence Number: 5061 / Expiry Date: students registered up to 19/02/2013 . A lot of research has been done on how adults learn best and there are many different theories to examine different learning styles. Based on how successfully you have learned (or how successfully you think you would learn) in these situations. these preferred learning styles are acquired preferences that are adaptable. It is likely that you will have some emotional feelings about the experiences you noted. All learning has an affective component (to do with feelings) as well as a cognitive one (to do with thinking). One of the best known models was developed by Peter Honey and Alan Mumford for middle and senior managers in the 1980s. rather than being fixed personality characteristics. either at will or through changed circumstances. which means that some learning experiences are more enjoyable or useful for us than others. some of which you may have experienced. rate each one by putting a in the appropriate box.

They collect data and prefer to consider it thoroughly before coming to any conclusions. but you will probably find that you have tended to group together activities based on the level of interaction. observing them from several different perspectives. They positively search out new ideas and take the first opportunity to experiment with applications. level of theory. Honey and Mumford identified four distinct learning styles as follows: Activists involve themselves fully and without bias in new learning experiences. Theorists adapt and integrate observations into complex but logically sound theories. They think problems through in a vertical. 12 Supplied under licence by the Chartered Management Institute Licence Number: 5061 / Expiry Date: students registered up to 19/02/2013 . Which of these descriptions best summarises your preferred learning style? You may have a strong preference for one style.Student Guide Feedback Have a look at the responses you rated ‘Very good’ and compare them with those you rated ‘Not so good’. Pragmatists are keen to try out ideas. theories and techniques to see if they work in practice. etc. not sceptical. logical way. and tend to act first and consider the consequences afterwards. amount of reflection. ability to experiment. What conclusions can you draw from the types of responses that you’ve made? There are no correct answers here. or there may be more balance across each area. step by step. Reflectors like to stand back and think about their experiences. They tend to be impatient with ruminating and open-ended discussions. with a low preference in all of the others. They are open-minded.

As part of their work on learning styles. Their four-stage diagram to illustrate this is shown below. where and how you studied anyone else involved. such as a tutor or your peers the study methods and the skills you used your feelings about how it went and the effectiveness of each study session a comment on how you might change your practice to be more effective next time. For each study session or activity make a note of: practical details such as what.Student Guide Activity Activity 3 (about 10 minutes) What do you think are the advantages and disadvantages of your preferred style(s) of learning? I think my preferred learning style(s) are: The advantages of the style(s) are: The disadvantages of the style(s) are: To mitigate against these disadvantages I can do the following: Feedback To examine your learning styles in more detail. 13 Supplied under licence by the Chartered Management Institute Licence Number: 5061 / Expiry Date: students registered up to 19/02/2013 . you could try keeping a ‘learning diary’ over a short period of time (such as a week) or while you study a topic in a Pathways workbook. when. Honey and Mumford also established that learning is an iterative process.

theories and models. We attempt to learn using existing strategies. However. Reviewing the experience 3. Planning the next steps 2. you will be encouraged to undertake each of the stages in the cycle. starting at stage 1 and working through the four stages again. examples. Reviewing the experience: You are encouraged to undertake the activities in the workbooks to help you compare the new approaches with what you know already.Student Guide 1. The workbooks in the Pathways series have been written in a way that follows the learning cycle. get a result and if it isn’t what we want. we adjust the learning or the strategy in the hope that we get a better result next time. 4. tools. Concluding from the experience: Action plans and selfassessment questions encourage you to form theories that help you think about how these can help you to manage better in the workplace. 1. Having an experience: You receive information and perspectives from the workbooks in the form of scenarios. Most people learn by feedback or single loop learning. Concluding from the experience Fig 1: Based on Honey and Mumford’s ‘Learning Cycle’ (1982) This four-stage process can be used to explain the approach to learning that you will experience on this Level 5 programme. 3. Double loop learning challenges us to change underlying values and assumptions by asking questions such as: What am I trying to achieve? What is stopping me from achieving it? 14 Supplied under licence by the Chartered Management Institute Licence Number: 5061 / Expiry Date: students registered up to 19/02/2013 . improvements or changes to what you currently do. as described below. Having an experience 4. 2. Planning the next steps: Applying what you have learned by implementing actions. which was developed by Argyris and Schon. you can make the learning process even more meaningful by applying the concept of ‘double loop learning’. To make your learning successful. You need to consider the process as a continuous one.

15 Supplied under licence by the Chartered Management Institute Licence Number: 5061 / Expiry Date: students registered up to 19/02/2013 . action planning and answering the self-assessment questions your preferred learning style(s) will have an impact on your approach to the stages you should have a balanced approach to learning (try not to allow your preferred styles to dominate) your use of workbooks should support the other sources of information and skills development from the tutors or trainers leading your Level 5 programme if you experience difficulties reflect and apply some of the principles of double loop learning. remember that: learning effectively involves you going through a series of stages the material in the workbooks will take you through each of these stages it’s important for you to complete all the stages — reading the theory.Student Guide What can I do about it? Who knows what I am trying to achieve? Who else can do anything to help? As you go through the Pathways workbooks. undertaking the activities.

Your plan should contain clear tasks and objectives. (about 10 minutes) How much time can I spend studying each week? Have I got a study plan (and have I agreed it with my tutor)? Have I got commitment from others to enable me to study effectively (and who are they)? Have I found the best place to study (and where is this)? Have I organised myself to study? Anything else? Feedback How much time can I spend studying each week? Whether you are studying in a classroom-based programme at college. You can use the checklist below to help you plan the practical steps that you can take to make a success of your studies. Don’t forget to include time for any additional reading or study and preparing your assessments. Determine how much time you need to study and can commit on a week-to-week basis. you may well be working during the day and studying mostly in the early morning. an in-company programme or by distance or online learning. Have I got a study plan? It’s important to agree a study plan with your tutor or trainer and to try to stick to it. evening or weekends.Student Guide Getting organised Your approved centre is likely to provide you with all the help and advice you need. which means that you will probably need to schedule around three to five hours of study per week. You will almost certainly be studying in your own time. Reward yourself each time you hit one. Activity Activity 4 Answer the questions below. Break your studying down into 16 Supplied under licence by the Chartered Management Institute Licence Number: 5061 / Expiry Date: students registered up to 19/02/2013 . Make sure you reach certain milestones in your plan at the right time. and then plan that time into your work and social diary.

find a space where you will be comfortable and have access to all of the resources you will need. If it helps. When you set your objectives. At work. A separate notebook for key activities. notes. highlighter pens. notes and records is recommended. study material and a computer.’ Check your progress regularly with your tutor and review your work/life/study balance with family and friends. You should go through your checklist with your tutor and try to address any outstanding issues. it helps to create objectives that are SMART — specific. Have I got commitment from others? If you are studying at home. sample documents. A worked example would look like this: ‘By the end of December. and have submitted the assignment. At times you will need access to your workbooks. pens. Plan to start and complete each section in one study session. Finally. I will have completed my studies for the first unit. Have I organised myself to study? Find a secure place to store your study materials. Over the course of your studies. Have I found the best place to study? Whether you are studying at home or at work. 17 Supplied under licence by the Chartered Management Institute Licence Number: 5061 / Expiry Date: students registered up to 19/02/2013 . etc. employ the same tactics: if possible.Student Guide manageable chunks: the workbooks will help you considerably in this respect with sections being around two hours in duration. etc. achievable. you will gather a lot of information. realistic and timebound. make sure that your family and friends know that you are studying and tell them when you won’t be available. measurable. leave your desk and try to find a meeting room where you can work undisturbed. pencils. assignments. particularly to help prepare for the assessment. put up a ‘Please do not disturb’ sign. Make sure your line manager and colleagues know what you are doing and agree with them in what circumstances you can be interrupted. so start with an effective filing system (the most appropriate is to keep things together by unit title). have a good source of paper.

managers.uk/practicalsupport/study-support.uk or telephone 01536 207400.org. If you cannot find what you are looking for on the website. The study resources contain a range of materials which we have brought together to help you with your studies and research.uk/practical-support/study-support). Examples include: general resources such as factsheets.managers. reading lists and learning tools a regular e-newsletter with practical advice and tips from students who have successfully completed one of our qualifications Level 5 resources such as spotlight essays. It is the largest centre of its kind in Europe. then email mic. which will be an invaluable source of help and support for you during the course of your studies.Student Guide Support from the Chartered Management Institute In addition to the advice and guidance that will be provided by your approved centre.enquiries@managers. 18 Supplied under licence by the Chartered Management Institute Licence Number: 5061 / Expiry Date: students registered up to 19/02/2013 . and have access to study resources at www.org. checklists and reading lists of direct relevance to each unit of the qualification an online Management Community where you can engage in online discussion with other learners. you are automatically enrolled as a studying member of the Chartered Management Institute. and provides information covering all aspects of management and management qualifications. As part of your registration for this programme.org. CMI has its own Study Resources (www.

org.managers. You need to check with your centre to understand what form of assessment has been specified and agreed with CMI. and where there are points in your Level 5 programme when you can expect assessment to take place. while ensuring that practice and outcomes are consistent in rigour and quality between centres. CMI’s online study resources can provide essential information and advice in preparing for assessment.Student Guide Planning for assessment The approach to assessment for the Level 5 in Management and Leadership will depend upon the approved centre with which you are registered. Your centre is encouraged to develop approaches to assessment which are flexible enough to meet learner needs. for more information go to www. based on the published assessment criteria and checked by the CMI's external verifier. Contact details Chartered Management Institute Management House Cottingham Road Corby Northamptonshire NN17 1TT Tel 01536 204 222 Fax 01536 201 651 email: enquiries@managers. There are sections on topics such as: undertaking desk research tips and hints for writing projects for CMI qualifications approved systems for providing references and citations. Again.uk/practical-support/study-support.uk Your approved centre Enter the contact details you need here: 19 Supplied under licence by the Chartered Management Institute Licence Number: 5061 / Expiry Date: students registered up to 19/02/2013 . Remember.org. The external verifier looks at samples of learner work throughout the programme to ensure that all the requirements are met. The learning outcomes in all the units are assessed by the centre to a specification agreed with CMI.

Student Guide 20 Supplied under licence by the Chartered Management Institute Licence Number: 5061 / Expiry Date: students registered up to 19/02/2013 .

Unit 5001 Personal development as a manager and leader This unit is about improving individual management and leadership skills and competencies against objectives. The tables below show which sections of each workbook address each learning outcome and assessment criteria of the qualification syllabus. you will be assessed by your approved centre on your knowledge and understanding of the learning outcomes for that unit. Learning outcomes The learner will: Be able to assess and plan for personal professional development Assessment criteria The learner can: Addressed within section: 1 Explain the importance of continual self-development in achieving organisational objectives Assess current skills and competencies against defined role requirements and organisational objectives Identify development opportunities to meet current and future defined needs Construct a personal development plan with achievable but challenging goals 1 1 1 Be able to plan for the resources required for personal professional development Identify the resources required to support the personal development plan Develop a business case to secure the resources to support the personal development plan 2 3 21 Supplied under licence by the Chartered Management Institute Licence Number: 5061 / Expiry Date: students registered up to 19/02/2013 . If you are studying towards the Level 5 qualification.Syllabus coverage Each workbook provides underpinning knowledge and develops understanding to improve your skills as well as to prepare you for future assessment.

Student Guide Learning outcomes The learner will: Be able to implement and evaluate the personal development plan Assessment criteria The learner can: Addressed within section: 3 Discuss the processes required to implement the personal development plan Evaluate the impact of the personal development plan on the achievement of defined role requirements and organisational objectives Review and update the personal development plan 3 3 4 Be able to support and promote staff welfare Discuss the relationship between staff welfare and organisational objectives Explain the process for assessing staff welfare Identify the actions to be taken by the manager in dealing with a staff welfare issue Describe how to communicate responsibilities for staff welfare to the team Discuss records that may be maintained to demonstrate that staff welfare is supported 4 4 4 4 22 Supplied under licence by the Chartered Management Institute Licence Number: 5061 / Expiry Date: students registered up to 19/02/2013 .

Student Guide Unit 5002 Information based decision making This unit is about the communication and use of information to support decision making. 5 23 Supplied under licence by the Chartered Management Institute Licence Number: 5061 / Expiry Date: students registered up to 19/02/2013 . Learning outcomes The learner will: Be able to identify and select sources of data and information Assessment criteria The learner can: Addressed within section: 1 1 1 1 Discuss the nature of data and information Evaluate relevant sources of data and information Discuss the criteria for selection of data and information Identify the legal requirements relating to the collection. 5 4. use and storage of data and information Be able to analyse and present information to support decision making Evaluate the decision-making models which are used to support decision making Identify those to be involved in analysing information and decision making Evaluate methods of presenting decisions made 3 3 2 4. 5 Be able to communicate the results of information analysis and decisions Evaluate methods of communicating decisions made Discuss the processes for implementing a communications method Evaluate the implementation of a communications method 4.

and agree.Student Guide Unit 5003 Performance management This unit is about the management of individual and team performance. 2 Be able to assess performance and provide feedback Evaluate and assess individual and team performance against objectives Identify methods of providing feedback to individuals and teams on performance Identify the causes of conflict. Learning outcomes The learner will: Be able to identify and agree performance objectives Assessment criteria The learner can: Addressed within section: 1 Explain the links between individual. and describe strategies to minimise or prevent conflict Explain recording systems for performance assessment for individuals or teams 3 2. team and organisational objectives Identify the selection of. 3 4 3 Be able to understand performance support for improvement Explain a performance improvement cycle Discuss the indicators of poor performance Evaluate methods that support performance improvement 5 5 5 24 Supplied under licence by the Chartered Management Institute Licence Number: 5061 / Expiry Date: students registered up to 19/02/2013 . individual and team objectives Identify and agree areas of individual and team responsibility in achieving objectives Identify the need to create an environment of trust and support with others 1 1 1.

Student Guide Learning outcomes The learner will: Be able to understand and apply the organisation’s disciplinary and grievance procedures Assessment criteria The learner can: Addressed within section: 5 Discuss the organisation’s disciplinary and grievance procedures Identify the role of the manager in both a disciplinary and a grievance procedure Summarise the key aspects of legislation that applies to an organisation’s disciplinary and grievance procedures 5 5 25 Supplied under licence by the Chartered Management Institute Licence Number: 5061 / Expiry Date: students registered up to 19/02/2013 .

5 3. continuity and quality of resources to meet plans Describe strategies used to predict and manage disruption in resource supply. planning.Student Guide Unit 5004 Resource management This unit is about identifying. and the associated costs Be able to monitor and evaluate internal and external resource use to meet plans Review progress of actual resource use against planned resource use Discuss methods of recording and reporting resource use Explain methods of using resource information to inform future actions Addressed within section: 1 1 1 2 2 2 3. 4. using and evaluating resources to meet objectives. Learning outcomes The learner will: Be able to identify and plan resources needed to meet objectives Assessment criteria The learner can: Identify those resources required to achieve objectives Explain the process of planning resource use to achieve objectives Identify the costs associated with the resources required to achieve objectives Be able to select and use the resource supply chain to meet planned objectives Evaluate sources of supply to meet planned objectives Explain processes to manage the supply. 4. 5 6 26 Supplied under licence by the Chartered Management Institute Licence Number: 5061 / Expiry Date: students registered up to 19/02/2013 .

Student Guide Unit 5005 Meeting stakeholder and quality needs This unit is about meeting stakeholder requirements to agreed quality standards and seeking improvements. 4 4 4 2 2 2 2 3 3 3 27 Supplied under licence by the Chartered Management Institute Licence Number: 5061 / Expiry Date: students registered up to 19/02/2013 . Learning outcomes The learner will: Be able to identify stakeholders and their requirements Assessment criteria The learner can: Determine organisational stakeholders and their expectations Discuss methods of meeting stakeholder expectations or requirements Identify methods of communicating stakeholders’ requirements with team members Explain processes for updating information on stakeholder requirements Be able to apply and improve quality standards Discuss the meaning of quality to an organisation Identify and apply organisational quality policies and procedures Determine how to encourage staff to contribute ideas to improving quality Conduct a quality audit and make recommendations for improvement Be able to promote continuous improvement and change Discuss the concept of and need for continuous improvement Assess work activities and identify areas for improvement Encourage staff to contribute ideas for continual improvement Addressed within section: 1 1.

Student Guide Unit 5006 Conducting a management project This unit is about identifying. Learning outcomes The learner will: Be able to identify and justify a management project Assessment criteria The learner can: Addressed within section: 1 Determine a management area for investigation that has an implication for a work-related area Identify the aim. researching and producing a workrelated project and evaluating its impact. scope and objective of the project Justify the aim and objective of the project 1 1 2 2 Be able to conduct research using sources and analyse data and options Identify sources of data and information for the project Analyse the data and information for options or alternatives that meet the project aim Determine an option or alternative that meets the project aim 2 Be able to make conclusions and recommendations that achieve the project aim Be able to show and review the results of the project Evaluate the research to make conclusions Recommend a course of action to meet the project aim Assess the impact of the project recommendations Determine the medium to be used to show the results of the project Produce the results of the project Discuss the impact of the project on the work-related area 3 3 3 4 4 4 28 Supplied under licence by the Chartered Management Institute Licence Number: 5061 / Expiry Date: students registered up to 19/02/2013 .

Learning outcomes The learner will: Be able to understand.Student Guide Unit 5007 Financial control This unit is about financial systems and controls and the impact of external factors on organisational financial management. use and control a financial system to meet objectives Assessment criteria The learner can: Addressed within section: 1 Assess the relationship(s) between a financial system or function and other systems or functions in an organisation Describe the systems of accounts and financial statements used to control a financial system Analyse financial information contained in a set of accounts or financial statements 1 1 Be able to identify and use a range of financial controls Construct a budget for an area of management responsibility Develop budgetary control systems and compare actuals with planned expenditure Discuss corrective actions to be taken in response to budgetary variations Identify conflicts that can occur with management control systems and how these could be resolved or minimised 2 2 2 2 Be able to understand the sources and availability of finance to an organisation Identify the current and potential sources of finance that support organisational activities Evaluate the distribution of finance in support of organisational activities Discuss the monitoring and control of finance employed in support of organisational activities 3 3 3 29 Supplied under licence by the Chartered Management Institute Licence Number: 5061 / Expiry Date: students registered up to 19/02/2013 .

the organisation’s current market position and planning for widening markets. Learning outcomes The learner will: Be able to understand the meaning and role of marketing in achievement of organisational objectives Be able to identify the organisation’s current and future position in the sectors or markets in which it operates Assessment criteria The learner can: Addressed within section: 1 1. in the achievement of organisational objectives 1 2 2 Be able to devise and implement a marketing plan that contributes to achievement of organisational objectives 3 3 3 3 30 Supplied under licence by the Chartered Management Institute Licence Number: 5061 / Expiry Date: students registered up to 19/02/2013 . 2 Explain marketing as a management process Describe the role of marketing in identifying and predicting the needs of current and potential stakeholders Discuss the current position of the organisation within its chosen sector or market Determine a future market or sector position for the organisation in line with organisational objectives Identify other parts of the organisation which are impacted and involved in a future market or sector plan Construct a marketing plan that supports current market or sector and targets potential new markets or sectors Evaluate the support necessary to implement the plan Implement the marketing plan Assess the progress of the plan. through monitoring. reviewing and end evaluation.Student Guide Unit 5008 Marketing planning This unit is about understanding the role of marketing.

Student Guide Unit 5009 Project development and control This unit is about understanding projects. Learning outcomes The learner will: Be able to identify the components of project stages and lifecycle Assessment criteria The learner can: Addressed within section: 1 1 Describe the component stages of a project Define a project lifecycle from conception to commissioning or hand over Assess where projects fit in operational management activities 1 Be able to describe project methodologies and their application Discuss standard approaches available to manage projects Describe the process of developing an effective project management environment Discuss identification of and communication with all project stakeholders Identify the fundamentals of a business case to support a project 2 1 1 3 Be able to develop a project plan. and ensuring projects achieve objectives with targets. identify and mitigate risks and construct a monitor and review strategy Design a project plan to achieve a specified objective Identify the financial components including risk appraisal. developing project plans and management strategies. which need to be developed for effective project design and control Develop a monitoring and reviewing strategy for the project that assesses the impact and achievement of the project 2 3 4 31 Supplied under licence by the Chartered Management Institute Licence Number: 5061 / Expiry Date: students registered up to 19/02/2013 .

to meet organisational objectives Assessment criteria The learner can: Addressed within section: 1 Evaluate criteria required to identify human resources for a work area Identify techniques to assess the capabilities of a team to meet objectives Construct a human resource plan for a work area 1 1 2 Be able to identify and plan for individual development to meet organisational objectives Be able to initiate a personal development plan for an individual and evaluate progress Assess the abilities and capabilities of staff to meet current and future objectives Develop a personal development plan for an individual to meet current and future objectives Agree personal development plans with individuals Identify those with whom support is required to initiate the personal development plan Initiate the plan and review and monitor progress against agreed objectives Evaluate the plan on completion and its contribution to organisational objectives 2 2 3 3 4 32 Supplied under licence by the Chartered Management Institute Licence Number: 5061 / Expiry Date: students registered up to 19/02/2013 .Student Guide Unit 5010 Human resource development This unit is about identifying individuals required for work objectives and providing objective development opportunities for individuals. Learning outcomes The learner will: Be able to devise a human resource plan for a work area.

selecting objectively and inducting effectively within legal and organisational requirements. 4 4 4 5 5 33 Supplied under licence by the Chartered Management Institute Licence Number: 5061 / Expiry Date: students registered up to 19/02/2013 . and the nature of those records Evaluate the selection process Identify the communications required during a selection process Develop an induction plan for an appointed candidate Review the impact of the recruitment and selection process and the appointed candidate on the objective of the case for the additional staffing resource 2 1 Be able to identify personnel requirements and present a reasoned case for changes in staffing resources Be able to organise and conduct a selection process. Learning outcomes The learner will: Be able to explain the impact of both the law and organisational procedures on the process of recruitment and selection Assessment criteria The learner can: Addressed within section: 1 Describe. in summary. where records are kept. objectivity and equality of opportunity as elements of recruitment and selections Analyse staffing resources to meet current and future objectives Develop a job description and a person specification Develop a case for additional staffing resources Discuss the stages of a selection process Describe methods to support a selection decision Identify the stages of a selection process. justify a decision and keep necessary records Be able to communicate the selection decisions and plan induction for the appointed candidate 2 2 2 4 3 3.Student Guide Unit 5011 Managing recruitment and selection This unit is about identifying a need for staff. the legal instruments impacting on staff recruitment and selection Identify organisational procedures and processes that affect staff recruitment and selection Discuss fairness.

Learning outcomes The learner will: Understand the organisation’s ethical and value-based approach to leadership Assessment criteria The learner can: Addressed within section: 1 Evaluate the impact of the organisation’s culture and values on leadership Discuss how organisational specific. legal.Student Guide Unit 5012 Being a leader This unit is about leadership skills and the understanding of ethical and cultural issues within the organisation. respect and support within the team Evaluate the impact of a leader’s clear focus in leading the team in the achievement of these objectives Evaluate how the leader supports and develops understanding of the organisation’s direction Discuss how leadership styles are adapted to meet changing needs. mutual trust. and to enable team development and commitment 3 3 3 2. regulatory and ethical requirements impact on leadership demands Evaluate current and emerging social concerns and expectations impacting on leadership in the organisation 1 1 Be able to understand leadership styles Evaluate the relationship between management and leadership Evaluate leadership styles Discuss why leadership styles need to be adapted in different situations 2 2 2 Be able to secure achievement of team involvement and objectives through leadership Develop a culture of professionalism. 3 34 Supplied under licence by the Chartered Management Institute Licence Number: 5061 / Expiry Date: students registered up to 19/02/2013 .

Learning outcomes The learner will: Understand the links and differences between management and leadership Assessment criteria The learner can: Addressed within section: 1 1 1 Discuss the concept of managers as effective leaders Discuss the concept of leaders as effective managers Evaluate the balance needed between the demands of management and the demands of leadership Evaluate the role of the leader in contributing to the creation of the organisation’s vision. and in its communication to others Evaluate how personal energy. self-belief and commitment impact on leadership styles Identify how empowerment and trust through ethical leadership impact on organisational practice Understand leadership principles that support organisational values 2 2 2 Be able to understand and apply leadership styles to achieve organisational objectives Distinguish between two different leadership styles Assess the practical value of a leadership style to a manager in achieving organisational objectives Discuss situational variables likely to influence the choice of a leadership style 3 3 3 35 Supplied under licence by the Chartered Management Institute Licence Number: 5061 / Expiry Date: students registered up to 19/02/2013 . key leadership principles and leadership theory.Student Guide Unit 5013 Leadership practice This unit is about the links between management and leadership.

Learning outcomes The learner will: Be able to understand the purpose and construction of a personal development plan Assessment criteria The learner can: Addressed within section: 1 Explain the purpose of a personal development plan for both the middle manager and the organisation Discuss a management style and its impact on the middle manager’s need to work with others Construct a personal development plan that addresses the middle manager’s short and longer term needs 1 1 Be able to understand data and information. including resources required 2 2 2 Be able to understand selection processes. and their use in meeting stakeholder’s needs Determine difference between data and information. performance development and team welfare Discuss the general principles and processes of recruiting and selecting staff to meet an existing vacancy Determine a method that identifies poor performance and a process for supporting performance improvement Assess the impact of encouraging team welfare on the achievement of objectives 3 3 3 36 Supplied under licence by the Chartered Management Institute Licence Number: 5061 / Expiry Date: students registered up to 19/02/2013 .Student Guide Unit 5020 Introduction to management and leadership This unit is about the foundation skills and knowledge of a senior/middle manager and leader. their needs from the organisation. and show quantitative and qualitative examples Identify organisational stakeholders. and the data or information available on these stakeholders Develop a plan that meets a stakeholder need.

evaluate and select activities to eliminate. Learning outcomes The learner will: Be able to understand the concept of risk management Assessment criteria The learner can: Addressed within section: 1 1. 2. 3 2 Be able to understand the identification or risk and risk probability 2 2 2 3 Be able to understand the management of risk response approaches Evaluate the level of risk against pre-established criteria Identify. assessing risk. deflect or accept risk Determine a process for implementing and managing a disaster recovery plan 3 37 Supplied under licence by the Chartered Management Institute Licence Number: 5061 / Expiry Date: students registered up to 19/02/2013 . evaluate and select techniques to identify risk including risk interdependencies Analyse a risk management model to quantify risk 1. implementing risk management activities and evaluating outcomes risk management activities. 3 Discuss the meaning of risk to an organisation Define the responsibilities for risk management at operational management level Explain a risk management model Develop and justify a risk management criteria against which risk can be assessed Identify. 2. mitigate.Student Guide Unit 5021 Operational risk management This unit is about understanding risk.

social and governance. developing an implementation plan. delivering the plan and evaluating and reporting results. principles of corporate social responsibility Discuss the links between an organisational corporate social responsibility strategy and the organisation’s internal stakeholders Discuss the links between an organisational corporate social responsibility strategy and the organisation’s external stakeholders Assess the impact of an organisational corporate social responsibility strategy on corporate governance 1 1 1 Be able to understand the results of an organisational corporate social responsibility strategy on organisational performance Explain how a corporate social responsibility strategy for stakeholders can affect organisational performance Identify how a corporate social responsibility strategy for product/service safety and quality can affect organisational performance Review the regulatory standards that protect customers/consumers and other competitive organisations Devise a plan to deliver the corporate social responsibility strategy at an operational level Develop methods to communicate and implement the plan at an operational level Discuss methods to evaluate the impact of the plan at the operational level and to report the results 2 2 2 Be able to implement and evaluate an organisational corporate social responsibility strategy at the operational level 3 3 3 38 Supplied under licence by the Chartered Management Institute Licence Number: 5061 / Expiry Date: students registered up to 19/02/2013 . Learning outcomes The learner will: Be able to understand the principles of an organisational corporate social responsibility strategy Assessment criteria The learner can: Addressed within section: 1 Explain the environmental.Student Guide Unit 5022 Organisational corporate social responsibility This unit is about understanding the organisational strategy for corporate social responsibility.

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