Cmi Level 7d1

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Level 7 S

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Page Page

Introduction 3

About these qualifications About these qualifications

Titles

Titles and and qualifications qualifications reference reference numbers numbers 33 Accreditation

Accreditation dates dates 33

Qualifications

Qualifications summary summary 33

Progressions 3

Credit

Credit values values and and rules rules of of combination combination for for the the qualifications qualifications 44 Relationship

Relationship to to the the National National Occupational Occupational Standards Standards for for Management Management and and Leadership Leadership 55 Assessment

Assessment and and Verification Verification 66

What

What is is expected expected of of the the learner? learner? 66

Projects 7

External

External Assessment Assessment 77

Recognition

Recognition of of Prior Prior Learning Learning and and achievement achievement 88 Support

Support for for Centres Centres 88

Units 8

Unit

Unit 7001 7001 Personal Personal development development as as a a strategic strategic manager manager 99 Unit

Unit 7002 7002 Strategic Strategic performance performance management management 1010 Unit

Unit 7003 7003 Financial Financial management management 1111 Unit

Unit 7004 7004 Strategic Strategic information information management management 1212 Unit

Unit 7005 7005 Conducting Conducting a a strategic strategic management management project project 1313 Unit

Unit 7006 7006 Organisational Organisational direction direction 1414 Unit

Unit 7007 7007 Financial Financial planning planning 1515 Unit

Unit 7008 7008 Strategic Strategic marketing marketing 1616 Unit

Unit 7009 7009 Strategic Strategic project project management management 1717 Unit

Unit 7010 7010 Organisational Organisational change change 1818 Unit

Unit 7011 7011 Strategic Strategic planning planning 1919 Unit

Unit 7012 7012 Human Human resource resource planning planning 2020 Unit

Unit 7013 7013 Being Being a a strategic strategic leader leader 2121 Unit

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Introduction Introduction

This document aims to support CMI Centres in the delivery, assessment and verification of the This document aims to support CMI Centres in the delivery, assessment and verification of the Level 7 Qualifications in Strategic Management and Leadership. It should be used in conjunction Level 7 Qualifications in Strategic Management and Leadership. It should be used in conjunction with the CMI Centre Code of Practice.

with the CMI Centre Code of Practice.

About these qualifications About these qualifications

Titles and qualifications reference numbers Titles and qualifications reference numbers

The titles given below are the titles as they will appear on the qualification when awarded to the The titles given below are the titles as they will appear on the qualification when awarded to the learner. The qualification reference number is the number allocated to the qualification by the learner. The qualification reference number is the number allocated to the qualification by the Regulator at the time of accreditation, which confirms that this is a fundable qualification on the Regulator at the time of accreditation, which confirms that this is a fundable qualification on the QCF. The CMI code is the code which should be used when registering learners with CMI. Each QCF. The CMI code is the code which should be used when registering learners with CMI. Each unit also has a unique QCA unit number – this appears with the content of each unit at the end of unit also has a unique QCA unit number – this appears with the content of each unit at the end of this document. this document. CMI CMI Code Code Title Qualification Title Qualification reference reference number number 7A1

7A1 CMI CMI Level Level 7 7 Award Award in in Strategic Strategic Management Management and and Leadership Leadership (QCF) (QCF) 500/4206/3500/4206/3 7C1

7C1 CMI CMI Level Level 7 7 Certificate Certificate in in Strategic Strategic Management Management and and Leadership Leadership (QCF) (QCF) 500/4120/4500/4120/4 7D1

7D1 CMI CMI Level Level 7 7 Diploma Diploma in in Strategic Strategic Management Management and and Leadership Leadership (QCF) (QCF) 500/4117/4500/4117/4

Accreditation dates Accreditation dates

These qualifications are accredited from 1

These qualifications are accredited from 1stst September 2008, which is their operational start dateSeptember 2008, which is their operational start date in Centres. The accreditation ends on 31

in Centres. The accreditation ends on 31stst December 2010, and the final date for certification isDecember 2010, and the final date for certification is 31

31stst December 2013.December 2013.

Qualifications summary Qualifications summary

These qualifications are designed for managers who have the authority and personal inspiration to These qualifications are designed for managers who have the authority and personal inspiration to translate organisa

translate organisational strategy intional strategy into effective operationato effective operational performance. l performance. The qualifications The qualifications requirerequire managers to build on their strategic management and leadership skills and to focus on the managers to build on their strategic management and leadership skills and to focus on the requirements of implementing the

requirements of implementing the organisation’s strategy.organisation’s strategy.

Although the qualifications can be offered to learners from age 18, in practice the majority of Although the qualifications can be offered to learners from age 18, in practice the majority of learners at this level would be expected to be over 19. The Institute does not specify entry learners at this level would be expected to be over 19. The Institute does not specify entry requirements for these qualifications, but Centres are required to ensure that learners admitted to requirements for these qualifications, but Centres are required to ensure that learners admitted to the programme have sufficient capability at the right level to undertake the learning and the programme have sufficient capability at the right level to undertake the learning and assessment.

assessment.

The qualification is offered in the medium of the English Language. The qualification can be The qualification is offered in the medium of the English Language. The qualification can be

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Credit values and rules of combination for the qualifications Credit values and rules of combination for the qualifications

A credit value specifies the number of credits that will be awarded to a learner who has achieved A credit value specifies the number of credits that will be awarded to a learner who has achieved the learning outcomes of the unit. The credit value of the unit will remain constant in all contexts, the learning outcomes of the unit. The credit value of the unit will remain constant in all contexts, regardless of the assessment method used or the qualification(s) to which it contributes. Learners regardless of the assessment method used or the qualification(s) to which it contributes. Learners will only be awarded credits for the successful completion of whole units. (One credit is awarded will only be awarded credits for the successful completion of whole units. (One credit is awarded for those learning outcomes achievable in 10 hours of learning time).

for those learning outcomes achievable in 10 hours of learning time).

Learning time is a notional measure of the amount of time a typical learner might be expected to Learning time is a notional measure of the amount of time a typical learner might be expected to take to complete all of the learning relevant to achievement of the learning outcomes in a given take to complete all of the learning relevant to achievement of the learning outcomes in a given unit. Learning time includes activities such as directed study, assessment, tutorials, mentoring unit. Learning time includes activities such as directed study, assessment, tutorials, mentoring and individual private study.

and individual private study.

Guided learning hours, however, are intended to relate only to facilitated learning and associated Guided learning hours, however, are intended to relate only to facilitated learning and associated assessments – individual private study is not included – and give guidance to delivery Centres on assessments – individual private study is not included – and give guidance to delivery Centres on the amount of resource needed to deliver the programme and support learners. The units, guided the amount of resource needed to deliver the programme and support learners. The units, guided learning hours and rules of combination for these qualifications are given in the tables 1 and 2. learning hours and rules of combination for these qualifications are given in the tables 1 and 2.

Table 1 – Units and rules of combination for Level 7 Aw

Table 1 – Units and rules of combination for Level 7 Aw ard and Certificateard and Certificate Units

Units Credits Credits GLHGLH

Unit 7001

Unit 7001 Personal development as a strategic managerPersonal development as a strategic manager 6 6 2020 Unit 7002

Unit 7002 Strategic performance Strategic performance management management 7 7 2525 Unit 7003

Unit 7003 Financial management Financial management 7 7 3030 Unit 7004

Unit 7004 Strategic information Strategic information management management 9 9 3030 Unit 7005

Unit 7005 Conducting a Conducting a strategic strategic management management project project 10 10 3535 Unit 7006

Unit 7006 Organisational direction Organisational direction 9 9 3030 Unit 7007

Unit 7007 Financial planning Financial planning 6 6 2020 Unit

Unit 7008 7008 Strategic Strategic marketing marketing 6 6 2020 Unit

Unit 7009 7009 Strategic Strategic project project management management 6 6 2020 Unit

Unit 7010 7010 Organisational Organisational change change 7 7 2525 Unit

Unit 7011 7011 Strategic Strategic planning planning 9 9 3030 Unit

Unit 7012 7012 Human Human resource resource planning planning 8 8 3030 Unit

Unit 7013 7013 Being Being a a strategic strategic leader leader 7 7 3030 Unit

Unit 7014 7014 Strategic Strategic leadership leadership practice practice 7 7 3030 Award

Award - need to complete any combination of units to a minimum of 6 credits to achieve the- need to complete any combination of units to a minimum of 6 credits to achieve the qualification. Range of guided learning hours: 20 - 35

qualification. Range of guided learning hours: 20 - 35 Certificate

Certificate - Learners need to complete any combination of units to a minimum of 13 credits to- Learners need to complete any combination of units to a minimum of 13 credits to achieve the qualification. Range of guided learning hours: 45 - 50

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Table 2 – Units and rules of combination for Level 7 Diplom Table 2 – Units and rules of combination for Level 7 Diplom aa Units

Units Credits Credits GLHGLH

Group A Group A Unit 7001

Unit 7001 Personal development as a strategic managerPersonal development as a strategic manager 6 6 2020 Unit 7002

Unit 7002 Strategic performance Strategic performance management management 7 7 2525 Unit 7003

Unit 7003 Financial management Financial management 7 7 3030 Unit 7004

Unit 7004 Strategic information Strategic information management management 9 9 3030 Unit 7005

Unit 7005 Conducting a Conducting a strategic strategic management management project project 10 10 3535 Unit 7006

Unit 7006 Organisational direction Organisational direction 9 9 3030 Group B

Group B Unit 7007

Unit 7007 Financial planning Financial planning 6 6 2020 Unit

Unit 7008 7008 Strategic Strategic marketing marketing 6 6 2020 Unit

Unit 7009 7009 Strategic Strategic project project management management 6 6 2020 Unit

Unit 7010 7010 Organisational Organisational change change 7 7 2525 Unit

Unit 7011 7011 Strategic Strategic planning planning 9 9 3030 Unit

Unit 7012 7012 Human Human resource resource planning planning 8 8 3030 Unit

Unit 7013 7013 Being Being a a strategic strategic leader leader 7 7 3030 Unit

Unit 7014 7014 Strategic Strategic leadership leadership practice practice 7 7 3030

Diploma

Diploma - Learners need to complete all core units (Group A) and three optional units (Group B)- Learners need to complete all core units (Group A) and three optional units (Group B) to a total of at least 66 credits to achieve the qualification. Range of guided learning hours: 230 to a total of at least 66 credits to achieve the qualification. Range of guided learning hours: 230 -260

260

Relationship to National Occupational Standards for Management and Leadership Relationship to National Occupational Standards for Management and Leadership The relationship of each unit to the Management and Leadership NOS is shown in table 3: The relationship of each unit to the Management and Leadership NOS is shown in table 3:

Table 3 – Relations

Table 3 – Relationship to M&hip to M& L NOSL NOS Units

Units NOS NOS UnitsUnits

Unit 7001

Unit 7001 Personal development as a strategic managerPersonal development as a strategic manager A2, A3, B2, C3, C4, C5, C6, D7, F12A2, A3, B2, C3, C4, C5, C6, D7, F12 Unit 7002

Unit 7002 Strategic performance Strategic performance management management D2, D2, D4, D4, F3, F3, F12F12 Unit 7003

Unit 7003 Financial management Financial management B2, B2, B8, B8, B10, B10, E3, E3, F12F12 Unit 7004

Unit 7004 Strategic information Strategic information management management B2, B2, B8, B8, B10, B10, B12B12 Unit 7005

Unit 7005 Conducting a Conducting a strategic strategic management management project project A2, A2, F3, F3, F12F12 Unit 7006

Unit 7006 Organisational direction Organisational direction B2, B2, B3, B3, B4, B4, B8, B8, B12, B12, C5, C5, F12F12 Unit 7007

Unit 7007 Financial planning Financial planning B2, B2, B8, B8, B12, B12, C5, C5, E2, E2, E3, E3, F12F12 Unit

Unit 7008 7008 Strategic Strategic marketing marketing B2, B2, B8, B8, B12, B12, C5, C5, E3, E3, F9, F9, F10, F10, F12F12 Unit

Unit 7009 7009 Strategic Strategic project project management management B7, B7, B10, B10, D2, D2, D4, D4, F2, F2, F9, F9, F12F12 Unit

Unit 7010 7010 OrganisOrganisational ational change change A3, A3, B2, B2, B8, B8, E4, E4, E5, E5, E7, E7, F9, F9, F12F12 Unit

Unit 7011 7011 Strategic Strategic planning planning B3, B3, B4, B4, B7, B7, C3, C3, C5, C5, D2, D2, D4, D4, E4E4 Unit

Unit 7012 7012 Human Human resource resource planning planning D3, D3, D4D4 Unit

Unit 7013 7013 Being Being a a strategic strategic leader leader B7B7 Unit

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Assessment and verification Assessment and verification

The main objective of the assessment of these qualifications will be to meet the assessment The main objective of the assessment of these qualifications will be to meet the assessment criteria detailed within each unit.

criteria detailed within each unit.

The primary interface with the learner is the Assessor whose job it is to assess the evidence The primary interface with the learner is the Assessor whose job it is to assess the evidence presented by the learner. The Assessor should provide an audit trail showing how the judgement presented by the learner. The Assessor should provide an audit trail showing how the judgement of the learner’s overall achievement has been arrived at.

of the learner’s overall achievement has been arrived at.

The Centre’s assessment plan, to be agreed with the external verifier, should include a matrix for The Centre’s assessment plan, to be agreed with the external verifier, should include a matrix for each qualification showing how each unit is to be assessed against the relevant criteria and which each qualification showing how each unit is to be assessed against the relevant criteria and which specific piece or pieces of work will be identified in relation to each unit. It should also show how specific piece or pieces of work will be identified in relation to each unit. It should also show how assessment is scheduled into the delivery programme.

assessment is scheduled into the delivery programme. In designing the individual tasks and

In designing the individual tasks and activities, centres must ensure that:activities, centres must ensure that: •

• the selected assessment task/activity is relevant to the content the selected assessment task/activity is relevant to the content of the unitof the unit •

• there are clear instructions given to learners as to what is expectedthere are clear instructions given to learners as to what is expected •

• learners are clearly told how long the assessment will take (if it is a timed activity), and whatlearners are clearly told how long the assessment will take (if it is a timed activity), and what reference or other material they may use (if any) to complete it

reference or other material they may use (if any) to complete it •

• the language used in the assessment is free from any biasthe language used in the assessment is free from any bias •

• the language and technical terms used are at the appropriate level for the learnersthe language and technical terms used are at the appropriate level for the learners

In addition to the specific assessment criteria in each unit, the learner’s work must be: In addition to the specific assessment criteria in each unit, the learner’s work must be: •

• accurate, current and authenticaccurate, current and authentic •

• relevant in depth and breadthrelevant in depth and breadth and must also show the learner’s: and must also show the learner’s: •

• clear grasp of conceptsclear grasp of concepts •

• ability to link theory to ability to link theory to practice, andpractice, and •

• ability to communicate clearly in the relevant discipline at the expected level for theability to communicate clearly in the relevant discipline at the expected level for the qualification

qualification

Learners’ work for Institute purposes is given either a “pass” or “fail” result. There is no grading Learners’ work for Institute purposes is given either a “pass” or “fail” result. There is no grading for Institute qualifications, and external verification of learners’ work only confirms that the for Institute qualifications, and external verification of learners’ work only confirms that the required criteria for achievement have been met. Centres are, however, free to apply their own required criteria for achievement have been met. Centres are, however, free to apply their own grade scales, but it must be understood that these are completely separate from the Institute grade scales, but it must be understood that these are completely separate from the Institute qualification.

qualification.

What w

What w ork is expected of the learneork is expected of the learner?r?

It is important to ensure consistency of assessment, and that demands made on learners are It is important to ensure consistency of assessment, and that demands made on learners are comparable within and between c

comparable within and between centres. entres. A number of assessA number of assessment methods can be used. ment methods can be used. CentresCentres are encouraged to use a range of methods to ensure that all the learning outcomes and are encouraged to use a range of methods to ensure that all the learning outcomes and assessment criteria are met, and to enhance learners’ development.

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Assessment methods can include: Assessment methods can include: •

• case studiescase studies •

• role playrole play •

• time constrained teststime constrained tests • • examinationsexaminations • • assignmentsassignments • • reportsreports •

• integrated work activitiesintegrated work activities •

• viva voceviva voce •

• projectsprojects •

• presentationspresentations

In some instances

In some instances, as well , as well as written work, as written work, use can be mause can be made of technology. de of technology. It is important,It is important, however, to ensure sufficient traceability for assessment and ver

however, to ensure sufficient traceability for assessment and ver ification.ification.

The written word, however generated and recorded, is still expected to form the majority of The written word, however generated and recorded, is still expected to form the majority of assessable work produced by learners at Level 7. The amount and volume of work for each unit at assessable work produced by learners at Level 7. The amount and volume of work for each unit at this level should be broadly comparable to a word count of 3000 - 3500 words.

this level should be broadly comparable to a word count of 3000 - 3500 words.

Centres and learners are encouraged to use methods of presenting data, analysis and information Centres and learners are encouraged to use methods of presenting data, analysis and information other than straightforward narrative

other than straightforward narrative text. text. In the appropriate contexts, In the appropriate contexts, tables, graphs, pie chatables, graphs, pie charts,rts, diagrams and illustrations are just as demanding on the learner.

diagrams and illustrations are just as demanding on the learner.

Projects Projects

Whilst there is no requirement for an overarching project, learners on the Diploma must complete Whilst there is no requirement for an overarching project, learners on the Diploma must complete unit 7005 - Conducting a management project. The word count for this must be a minimum of unit 7005 - Conducting a management project. The word count for this must be a minimum of 3000 - 3500 words, although learners may complete a larger, more in-depth piece of work if this 3000 - 3500 words, although learners may complete a larger, more in-depth piece of work if this is appropriate.

is appropriate.

The project for unit 7005 is expected to be work focused, and to demonstrate the learner’s The project for unit 7005 is expected to be work focused, and to demonstrate the learner’s knowledge, understanding and application of aspects of management, while addressing a “live” knowledge, understanding and application of aspects of management, while addressing a “live” issue within the learner’s area of responsibility.

issue within the learner’s area of responsibility.

Centres may use a project to integrate the assessment of two or more units. However, where they Centres may use a project to integrate the assessment of two or more units. However, where they choose to do this, it must be clearly possible to separately identify the achievement of each choose to do this, it must be clearly possible to separately identify the achievement of each individual unit.

individual unit.

External Assessment External Assessment

There is no Regulatory requirement for external assessment. However, the Institute offers the There is no Regulatory requirement for external assessment. However, the Institute offers the additional service of external assignment to centres, who wish to use Institute devised and additional service of external assignment to centres, who wish to use Institute devised and assessed units

assessed units as part of their as part of their programme. programme. Further information Further information on this service aon this service and the units fornd the units for which it is available appears on the

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Recogniti

Recognition of on of Prior Prior Learning and AchievementLearning and Achievement

The Qualifications and Credit framework is based on the principle of credit accumulation and The Qualifications and Credit framework is based on the principle of credit accumulation and transfer. Within this suite of qualifications, learners have the opportunity to build their transfer. Within this suite of qualifications, learners have the opportunity to build their achievements from a single unit into a full Diploma. The Institute will publish on its website which achievements from a single unit into a full Diploma. The Institute will publish on its website which units and qualifications from other Awarding Bodies can be recognised for credit transfer and units and qualifications from other Awarding Bodies can be recognised for credit transfer and exemption. Credit transfer in the QCF will be based on confirmation of achievement of QCF exemption. Credit transfer in the QCF will be based on confirmation of achievement of QCF numbered units.

numbered units.

There will of course still be instances where learners will wish to claim recognition of prior There will of course still be instances where learners will wish to claim recognition of prior learning which has not been formally assessed and accredited. In those instances, Centres are learning which has not been formally assessed and accredited. In those instances, Centres are free, after discussion and agreement with their External Verifier, to allow these learners direct free, after discussion and agreement with their External Verifier, to allow these learners direct access to the relevant assessment for the unit, without unnecessary repetition of learning. access to the relevant assessment for the unit, without unnecessary repetition of learning. Details of the process for recording such RPL (Recognition of Prior Learning) are included in the Details of the process for recording such RPL (Recognition of Prior Learning) are included in the CMI Centre Code of Practice.

CMI Centre Code of Practice. Support for Centres

Support for Centres

Staff at Approved Centres are offered group membership of CMI, enabling them to access all the Staff at Approved Centres are offered group membership of CMI, enabling them to access all the support and information available to their learners. More information about what is available is support and information available to their learners. More information about what is available is detailed in the CMI Centre Code of Practice, and via the website detailed in the CMI Centre Code of Practice, and via the website www.managers.org.uk/qualifications

www.managers.org.uk/qualifications

Units Units

The content of the units for the Level 7 suite of qualifications follow. The content of the units for the Level 7 suite of qualifications follow.

Accessing the units via the CMI website will enable Centres also to access support and reading Accessing the units via the CMI website will enable Centres also to access support and reading material from the Study Resource Centre.

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Title:

Title: Personal development as a strategic managerPersonal development as a strategic manager Unit aim:

Unit aim: This unit is about the leadership skills required by a manager toThis unit is about the leadership skills required by a manager to operate effectively at a strategic level.

operate effectively at a strategic level. Level:

Level: 77 Unit Number:Unit Number: 70017001 QCA UnitQCA Unit Number Number

A/501/5017 A/501/5017

Credit value:

Credit value: 66 Guided LearningGuided Learning Hours Hours 20 20 Learning outcomes Learning outcomes T Th e l e a r n e r wh e l e a r n e r w i l l : i l l : Assessment criteria Assessment criteria T h e l e a r n e r c a n : T h e l e a r n e r c a n :

1. Be able to identify personal 1. Be able to identify personal

skills to achieve strategic skills to achieve strategic ambitions

ambitions

1.1 Analyse the strategic direction of

1.1 Analyse the strategic direction of the organisationthe organisation 1.2 Evaluate the strategic skills required of the leader to 1.2 Evaluate the strategic skills required of the leader to achieve the strategic ambitions

achieve the strategic ambitions

1.3 Assess the relationship between existing, required 1.3 Assess the relationship between existing, required and future skills to achieve the

and future skills to achieve the strategic ambitionsstrategic ambitions 2. Be able to manage personal

2. Be able to manage personal leadership development to leadership development to support achievement of support achievement of strategic ambitions strategic ambitions

2.1 Discuss the opportunities to support leadership 2.1 Discuss the opportunities to support leadership development

development

2.2 Construct a personal development plan to direct 2.2 Construct a personal development plan to direct leadership development

leadership development

2.3 Devise an implementation process for the 2.3 Devise an implementation process for the development plan

development plan 3. Be able to evaluate the

3. Be able to evaluate the effectiveness of the effectiveness of the leadership development leadership development plan plan

3.1 Assess the achievement of outcomes of the plan 3.1 Assess the achievement of outcomes of the plan against original objectives

against original objectives 3.2 Evaluate the impact of the

3.2 Evaluate the impact of the achievement of achievement of objectives on strategic ambitions

objectives on strategic ambitions

3.3 Review and update the leadership development plan 3.3 Review and update the leadership development plan 4. Be able to promote a

4. Be able to promote a healthy and safe healthy and safe

environment that supports environment that supports a culture of quality

a culture of quality

4.1 Assess the impact of corporate and

4.1 Assess the impact of corporate and individual healthindividual health and safety responsibilities on the organisation

and safety responsibilities on the organisation

4.2 Estimate an organisational culture of quality on 4.2 Estimate an organisational culture of quality on thethe achievement of strategic ambitions

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Title:

Title: Strategic performance managementStrategic performance management Unit aim:

Unit aim: This unit is about ensuring that the performance of the teamThis unit is about ensuring that the performance of the team contributes to meeting strategic objectives.

contributes to meeting strategic objectives. Level:

F/501/5018 F/501/5018

Credit value:

1. Be able to set performance 1. Be able to set performance

targets of teams to meet targets of teams to meet strategic objectives

strategic objectives

1.1 Assess the links between team performance and 1.1 Assess the links between team performance and strategic objectives

strategic objectives

1.2 Evaluate tools and techniques available to set

1.2 Evaluate tools and techniques available to set teamteam performance targets

performance targets

1.3 Assess the value of team performance tools to 1.3 Assess the value of team performance tools to measure future team performance

measure future team performance 2. Be able to agree team

2. Be able to agree team performance targets to performance targets to contribute to meeting contribute to meeting strategic objectives strategic objectives

2.1 Analyse how to determine required performance 2.1 Analyse how to determine required performance targets within teams against current performance targets within teams against current performance 2.2 Discuss the need to e

2.2 Discuss the need to encourage individualncourage individual

commitment to team performance in achievement of commitment to team performance in achievement of organisational objectives

organisational objectives

2.3 Relate the application of delegation, mentoring and 2.3 Relate the application of delegation, mentoring and coaching to the achievement of the

coaching to the achievement of the organisationalorganisational objectives

objectives

2.4 Evaluate a team performance plan to meet 2.4 Evaluate a team performance plan to meet organisational objectives

organisational objectives 3. Be able to monitor actions

3. Be able to monitor actions and activities defined to and activities defined to improve team performance improve team performance

3.1 Assess the process for monitoring team performance 3.1 Assess the process for monitoring team performance and initiate changes where necessary

and initiate changes where necessary

3.2 Evaluate team performance against agreed 3.2 Evaluate team performance against agreed objectives of the plan

objectives of the plan

3.3 Evaluate the impact of the team performance in 3.3 Evaluate the impact of the team performance in contributing to meeting strategic objectives

contributing to meeting strategic objectives 4. Be able to apply influencing

4. Be able to apply influencing and persuading skills, to and persuading skills, to the dynamics and politics of the dynamics and politics of personal interactions

personal interactions

4.1 Determine influencing and persuading 4.1 Determine influencing and persuading methodologies to gain the

methodologies to gain the commitment of individuals tocommitment of individuals to a course of action

a course of action

4.2 Discuss the impact of individual dynamics, interests 4.2 Discuss the impact of individual dynamics, interests and organisational politics on securing the commitment and organisational politics on securing the commitment of individuals to a course of action

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Title:

Title: Financial managementFinancial management Unit aim:

Unit aim: This unit is about understanding financial data, and developing andThis unit is about understanding financial data, and developing and making judgements on prop

making judgements on proposals against strategic objectives.osals against strategic objectives. Level:

J/501/5019 J/501/5019

Credit value:

Credit value: 77 Guided LearningGuided Learning Hours Hours 30 30 Learning outcomes Learning outcomes T Th e l e a r n e r wh e l e a r n e r w i l l : i l l : Assessment criteria Assessment criteria T h e l e a r n e r c a n : T h e l e a r n e r c a n : 1. Be able to

1. Be able to analyse financialanalyse financial data

data

1.1 Determine how to

1.1 Determine how to obtain financial data and assessobtain financial data and assess its validity

its validity

1.2 Apply different types

1.2 Apply different types of analytical tools andof analytical tools and techniques to a range of

techniques to a range of financial documents andfinancial documents and formulate conclusions about performance levels and formulate conclusions about performance levels and needs of stakeholders

needs of stakeholders

1.3 Conduct comparative analysis of financial data 1.3 Conduct comparative analysis of financial data 1.4 Review and question

1.4 Review and question financial datafinancial data 2. Be able to assess budgets

2. Be able to assess budgets based on financial data to based on financial data to support organisational support organisational objectives

objectives

2.1 Identify how a budget can be produced taking into 2.1 Identify how a budget can be produced taking into account financial constraints and achievement of account financial constraints and achievement of

targets, legal requirements and accounting conventions targets, legal requirements and accounting conventions 2.2 Analyse the budget

2.2 Analyse the budget outcomes against organisationoutcomes against organisation objectives and identify alternatives

objectives and identify alternatives 3. Be able to

3. Be able to evaluate financialevaluate financial proposals for expenditure proposals for expenditure submitted by others

submitted by others

3.1 Identify criteria by which proposals are judged 3.1 Identify criteria by which proposals are judged 3.2 Analyse the viability of a proposal for expenditure 3.2 Analyse the viability of a proposal for expenditure 3.3 Identify the strengths and weaknesses and give 3.3 Identify the strengths and weaknesses and give feedback on the financial proposal

feedback on the financial proposal

3.4 Evaluate the impact of the proposal on the strategic 3.4 Evaluate the impact of the proposal on the strategic objectives of the organisation

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Title:

Title: Strategic information managementStrategic information management Unit aim:

Unit aim: This unit is about using management information to inform andThis unit is about using management information to inform and support strategic decision making.

support strategic decision making. Level:

K/501/5398 K/501/5398

Credit value:

1. Be able to understand the 1. Be able to understand the

impact of management impact of management information on decision information on decision making making

1.1 Identify the features of data and information 1.1 Identify the features of data and information

1.2 Determine the criteria to be applied when selecting 1.2 Determine the criteria to be applied when selecting data and information to support

data and information to support decision makingdecision making 1.3 Evaluate the impact of a

1.3 Evaluate the impact of a management informationmanagement information system to an organisation

system to an organisation 2. Be able to understand the

2. Be able to understand the importance of information importance of information sharing within the

sharing within the organisation

organisation

2.1 Determine the legal responsibilities in sourcing, 2.1 Determine the legal responsibilities in sourcing, sharing and storing information

sharing and storing information

2.2 Discuss when information should be offered and 2.2 Discuss when information should be offered and access allowed

access allowed

2.3 Evaluate the formats in which

2.3 Evaluate the formats in which information can beinformation can be offered

offered 3. Be able to use information

3. Be able to use information to inform and support to inform and support strategic decision making strategic decision making

3.1 Analyse information to identify patterns and trends 3.1 Analyse information to identify patterns and trends 3.2 Evaluate a range of decision making tools and 3.2 Evaluate a range of decision making tools and techniques available to support a strategic decision techniques available to support a strategic decision 3.3 Determine the sources available to

3.3 Determine the sources available to assist inassist in analysing data and information

analysing data and information 4. Be able to monitor and

4. Be able to monitor and review management review management information

information

4.1 Identify methods of evaluating management 4.1 Identify methods of evaluating management information within an organisation

information within an organisation

4.2 Discuss processes for analysing impact of 4.2 Discuss processes for analysing impact of information on strategic decisions made

information on strategic decisions made

4.3 Determine methods of developing information 4.3 Determine methods of developing information

capture to inform and support strategic decision making capture to inform and support strategic decision making

(13)

Title:

Title: Conducting a strategic management projectConducting a strategic management project Unit aim:

Unit aim: This unit is about identifying, researching and producing the results onThis unit is about identifying, researching and producing the results on an investigative project, and evaluating its

an investigative project, and evaluating its impact.impact. Level:

F/501/5021 F/501/5021

Credit value:

1. Be able to identify and 1. Be able to identify and

justify a strategic justify a strategic

investigative project investigative project

1.1 Determine a topic of investigation that has a 1.1 Determine a topic of investigation that has a strategic implication

strategic implication

1.2 Discuss the aim, scope and objectives of the project 1.2 Discuss the aim, scope and objectives of the project 1.3 Justify the topic of

1.3 Justify the topic of investigation and its aim, scopeinvestigation and its aim, scope and objectives

and objectives

1.4 Evaluate the project research methodology, 1.4 Evaluate the project research methodology, including the project structure and research base including the project structure and research base 2. Be able to conduct

2. Be able to conduct

research, using sources, research, using sources, and synthesise data and and synthesise data and options

options

2.1 Identify sources of data and

2.1 Identify sources of data and information that willinformation that will support the aim of the project

support the aim of the project

2.2 Synthesise the data and information for options or 2.2 Synthesise the data and information for options or alternatives that support the project aims

alternatives that support the project aims

2.3 Determine an option or alternative that supports the 2.3 Determine an option or alternative that supports the project aims

project aims 3. Be able to draw conclusions

3. Be able to draw conclusions and make

and make

recommendations that recommendations that achieve the project aim achieve the project aim

3.1 Evaluate the research analysis to enable

3.1 Evaluate the research analysis to enable conclusionsconclusions to be made

to be made

3.2 Recommend a course of action

3.2 Recommend a course of action that achieves thethat achieves the project aim

project aim

3.3 Analyse the impact of the

3.3 Analyse the impact of the recommendationsrecommendations 4. Be able to develop and

4. Be able to develop and review the results of the review the results of the

4.1 Evaluate the medium to be used to present the 4.1 Evaluate the medium to be used to present the result of the project

(14)

Title:

Title: Organisational directionOrganisational direction Unit aim:

Unit aim: This unit is about reviewing strategic aims and objectives, analysingThis unit is about reviewing strategic aims and objectives, analysing progress towards achievement and evaluating alternatives.

progress towards achievement and evaluating alternatives. Level:

J/501/5022 J/501/5022

Credit value:

1. Be able to review and 1. Be able to review and

determine the determine the

organisational strategic organisational strategic aims and objectives aims and objectives

1.1 Identify the current strategic aims and objectives 1.1 Identify the current strategic aims and objectives 1.2 Undertake an evaluation of the component parts of a 1.2 Undertake an evaluation of the component parts of a strategic plan

strategic plan

1.3 Analyse the factors affecting the strategic plan 1.3 Analyse the factors affecting the strategic plan 2. Be able to identify and

2. Be able to identify and analyse progress towards analyse progress towards organisational strategic organisational strategic aims and objectives aims and objectives

2.1 Apply a range of strategic analysis tools to audit 2.1 Apply a range of strategic analysis tools to audit progress towards strategic aims and objectives progress towards strategic aims and objectives 2.2 Review and assess the expectations of 2.2 Review and assess the expectations of allall stakeholders and their influence upon

stakeholders and their influence upon the organisationalthe organisational strategy

strategy

2.3 Analyse, interpret and produce a structured 2.3 Analyse, interpret and produce a structured evaluation of the organisational strategic position evaluation of the organisational strategic position 3. Be able to determine and

3. Be able to determine and evaluate strategic options evaluate strategic options to support a revised

to support a revised strategic position strategic position

3.1 Identify and develop a range of alternative strategic 3.1 Identify and develop a range of alternative strategic options to meet strategic aims and objectives

options to meet strategic aims and objectives 3.2 Determine and justify the strategic option that 3.2 Determine and justify the strategic option that meets the revised strategic position

(15)

Title:

Title: Financial planningFinancial planning Unit aim:

Unit aim: This unit is about identifying, developing, agreeing and monitoring aThis unit is about identifying, developing, agreeing and monitoring a financial plan that supports strategic objectives.

financial plan that supports strategic objectives. Level:

L/501/5023 L/501/5023

Credit value:

1. Understand how the 1. Understand how the

financial plan supports financial plan supports strategic objectives strategic objectives

1.1 Explain how the strategy of the organisation impacts 1.1 Explain how the strategy of the organisation impacts the financial plan

the financial plan

1.2 Identify the component parts

1.2 Identify the component parts of a financial planof a financial plan 1.3 Identify issues of risk within

1.3 Identify issues of risk within a financial plana financial plan 2. Understand the construction

2. Understand the construction of a financial plan

of a financial plan

2.1 Identify the level of importance of each component 2.1 Identify the level of importance of each component of the plan

of the plan

2.2 Identify mitigation strategies for high risk 2.2 Identify mitigation strategies for high risk components of the plan

components of the plan 2.3 Produce a financial plan 2.3 Produce a financial plan 3. Understand how to promote

3. Understand how to promote the financial plan in support the financial plan in support of strategic objectives

of strategic objectives

3.1 Discuss how the plan supports strategic

3.1 Discuss how the plan supports strategic objectivesobjectives 3.2 Outline an approach to gain agreement for the 3.2 Outline an approach to gain agreement for the financial plan

financial plan

3.3 Identify an evaluation and review measure for the 3.3 Identify an evaluation and review measure for the agreed plan

(16)

Title:

Title: Strategic marketingStrategic marketing Unit aim:

Unit aim: This unit is about identifying, developing, agreeing and monitoring aThis unit is about identifying, developing, agreeing and monitoring a marketing plan that supports strategic objectives.

marketing plan that supports strategic objectives. Level:

M/501/5399 M/501/5399

Credit value:

1. Understand how the 1. Understand how the

marketing plan supports marketing plan supports strategic objectives strategic objectives

1.1 Explain how the strategy of the organisation impacts 1.1 Explain how the strategy of the organisation impacts on the marketing plan

on the marketing plan

1.2 Identify the component parts of a marketing plan 1.2 Identify the component parts of a marketing plan 1.3 Identify issues of risk within

1.3 Identify issues of risk within a marketing plana marketing plan 2. Understand the construction

2. Understand the construction of a marketing plan

of a marketing plan

2.1 Identify the levels of importance of each component 2.1 Identify the levels of importance of each component of the plan

of the plan

2.2 Identify mitigation strategies for high risk 2.2 Identify mitigation strategies for high risk components of the plan

components of the plan

2.3 Produce a marketing plan 2.3 Produce a marketing plan 3. Understand how to promote

3. Understand how to promote the marketing plan in

the marketing plan in support of strategic support of strategic objectives

objectives

3.1 Discuss how the plan supports strategic

3.1 Discuss how the plan supports strategic objectivesobjectives 3.2 Outline an approach to gain agreement for the 3.2 Outline an approach to gain agreement for the marketing plan

marketing plan

3.3 Identify an evaluation and review measure for the 3.3 Identify an evaluation and review measure for the agreed plan

(17)

Title:

Title: Strategic project managementStrategic project management Unit aim:

Unit aim: This unit is about the development of a project plan and its impact onThis unit is about the development of a project plan and its impact on strategic objectives.

strategic objectives. Level:

D/501/5026 D/501/5026

Credit value:

1. Understand the impact of 1. Understand the impact of

projects and project projects and project

management on strategic management on strategic objectives

objectives

1.1 Assess the purpose of project planning and 1.1 Assess the purpose of project planning and management

management

1.2 Analyse how projects impact on the strategic 1.2 Analyse how projects impact on the strategic objectives of an organisation

objectives of an organisation 2. Understand the elements of

2. Understand the elements of a project process and plan a project process and plan

2.1 Describe the roles of a project sponsor and other 2.1 Describe the roles of a project sponsor and other project stakeholders

project stakeholders

2.2 Evaluate need to scope and identify specification to 2.2 Evaluate need to scope and identify specification to develop a project plan

develop a project plan

2.3 Explain the phases necessary in the construction of 2.3 Explain the phases necessary in the construction of a project plan

a project plan 3. Understand how to

3. Understand how to

implement the project plan implement the project plan and evaluate the

and evaluate the outcome(s)

outcome(s)

3.1 Describe the process of gaining project 3.1 Describe the process of gaining project implementation agreement

implementation agreement

3.2 Assess the methods for securing stakeholder support 3.2 Assess the methods for securing stakeholder support for project implementation and operations

for project implementation and operations

3.3 Describe the evaluation process to measure project 3.3 Describe the evaluation process to measure project performance (on-going/hand-over) to meet strategic performance (on-going/hand-over) to meet strategic objectives

(18)

Title:

Title: Organisational changeOrganisational change Unit aim:

Unit aim: This unit is about identifying and developing change strategies to meetThis unit is about identifying and developing change strategies to meet organisational objectives.

organisational objectives. Level:

H/501/5027 H/501/5027

Credit value:

1. Understand how to apply 1. Understand how to apply

solutions to organisational solutions to organisational change

change

1.1 Identify a range

1.1 Identify a range of organisational change, models orof organisational change, models or frameworks

frameworks

1.2 Apply a range of creative problem solving techniques 1.2 Apply a range of creative problem solving techniques to address change challenges

to address change challenges

1.3 Identify and justify change solutions that

1.3 Identify and justify change solutions that link tolink to organisational strategic plans

organisational strategic plans 2. Understand how to develop

2. Understand how to develop a change strategy using a change strategy using implementation models implementation models

2.1 Evaluate a range of change implementation models 2.1 Evaluate a range of change implementation models 2.2 Identify the criteria to select a change

2.2 Identify the criteria to select a change

implementation model that supports organisational implementation model that supports organisational change change 3. Be able to analyse an 3. Be able to analyse an organisational response to organisational response to change change

3.1 Demonstrate the use of

3.1 Demonstrate the use of analytical tools to monitoranalytical tools to monitor the progress and the effect of change

the progress and the effect of change

3.2 Assess monitoring and measurement techniques to 3.2 Assess monitoring and measurement techniques to change within an organisation

change within an organisation

3.3 Analyse strategies to minimise adverse effects of 3.3 Analyse strategies to minimise adverse effects of change

change 4. Understand how to evaluate

4. Understand how to evaluate the impact of change

the impact of change strategies

strategies

4.1 Identify the processes to review the impact of the 4.1 Identify the processes to review the impact of the change

change

4.2 Analyse the results of the impact review 4.2 Analyse the results of the impact review 4.3 Present the findings of the change analysis 4.3 Present the findings of the change analysis

(19)

Title:

Title: Strategic planningStrategic planning Unit aim:

Unit aim: This unit is about the purpose, direction and implementation of This unit is about the purpose, direction and implementation of strategic plans.

strategic plans. Level:

M/501/5029 M/501/5029

Credit value:

1. Be able to understand the 1. Be able to understand the purpose of a strategic plan purpose of a strategic plan

1.1 Identify the organisational strategic aims and 1.1 Identify the organisational strategic aims and objectives

objectives

1.2 Determine the alternative strategic options

1.2 Determine the alternative strategic options availableavailable 1.3 Assess the impact of stakeholder expectations on a 1.3 Assess the impact of stakeholder expectations on a strategic plan

strategic plan 2. Be able to select a strategic

2. Be able to select a strategic direction from analysis of direction from analysis of alternative strategic options alternative strategic options

2.1 Determine the alternative strategic options

2.1 Determine the alternative strategic options availableavailable 2.2 Assess priorities and the feasibility of

2.2 Assess priorities and the feasibility of alternativealternative options

options

2.3 Carry out a risk assessment of preferred alternatives 2.3 Carry out a risk assessment of preferred alternatives 2.4 Identify and justify the

2.4 Identify and justify the selected strategic directionsselected strategic directions 2.5 Produce a strategic plan to achieve the selected 2.5 Produce a strategic plan to achieve the selected strategic directions

strategic directions 3. Be able to implement,

3. Be able to implement, evaluate, monitor and evaluate, monitor and review the strategic plan review the strategic plan

3.1 Assess the factors to be considered in the 3.1 Assess the factors to be considered in the implementation of the strategic plan

implementation of the strategic plan

3.2 Determine the processes required to monitor and 3.2 Determine the processes required to monitor and review the strategic plan

review the strategic plan

3.3 Determine the impact of the strategic plan 3.3 Determine the impact of the strategic plan

(20)

Title:

Title: Human resource planningHuman resource planning Unit aim:

Unit aim: This unit is about the role of human resource planning and the linksThis unit is about the role of human resource planning and the links with strategic objectives.

with strategic objectives. Level:

H/501/5030 H/501/5030

Credit value:

1. Understand how the HR 1. Understand how the HR

plan supports the strategic plan supports the strategic objectives

objectives

1.1 Assess the strategic importance of current,

1.1 Assess the strategic importance of current, futurefuture and anticipated HR requirements

and anticipated HR requirements

1.2 Analyse how HR planning impacts on the strategic 1.2 Analyse how HR planning impacts on the strategic plan

plan 2. Understand the legal and

2. Understand the legal and organisational frameworks organisational frameworks for the employment of staff for the employment of staff

2.1 Evaluate the current legal requirements influencing a 2.1 Evaluate the current legal requirements influencing a HR plan

HR plan

2.2 Describe a process for recruitment and selection of 2.2 Describe a process for recruitment and selection of new staff (external candidates) that complies with

new staff (external candidates) that complies with current legislation and organisation requirements current legislation and organisation requirements 3. Understand the effect of the

3. Understand the effect of the organisational environment organisational environment on staff

on staff

3.1 Discuss how organisational culture affects 3.1 Discuss how organisational culture affects recruitment and retention of staff

recruitment and retention of staff

3.2 Assess work life balance issues and the

3.2 Assess work life balance issues and the changingchanging patterns of work practices

patterns of work practices 4. Understand the grievance,

4. Understand the grievance, discipline and dismissal discipline and dismissal process

process

4.1 Identify the process to be followed in a grievance 4.1 Identify the process to be followed in a grievance situation

situation

4.2 Describe the stages of

4.2 Describe the stages of a discipline issue that resultsa discipline issue that results in dismissal

in dismissal

4.3 Explain the role of ACAS, Employment Tribunals and 4.3 Explain the role of ACAS, Employment Tribunals and other external agencies that could be involved in

other external agencies that could be involved in grievance, discipline and dismissal processes grievance, discipline and dismissal processes

(21)

Title:

Title: Being a strategic leaderBeing a strategic leader Unit aim:

Unit aim: This unit is about strategic leadership skills and the understanding of This unit is about strategic leadership skills and the understanding of ethical and cultural issues within the org

ethical and cultural issues within the org anisation.anisation. Level:

K/501/8138 K/501/8138

Credit value:

Credit value: 77 Guided LearningGuided Learning Hours Hours 30 30 Learning outcomes Learning outcomes T Th e l e a r n e r wh e l e a r n e r w i l l : i l l : Assessment criteria Assessment criteria T h e l e a r n e r c a n : T h e l e a r n e r c a n : 1. Understand the 1. Understand the

organisation’s ethical and organisation’s ethical and value-based approach to value-based approach to leadership

leadership

1.1 Analyse the impact of the organisation’s culture and 1.1 Analyse the impact of the organisation’s culture and values on strategic leadership

values on strategic leadership

1.2 Discuss how organisational specific, legal, regulatory 1.2 Discuss how organisational specific, legal, regulatory and ethical requirements impact on strategic leadership and ethical requirements impact on strategic leadership demands

demands

1.3 Evaluate current and emerging social concerns and 1.3 Evaluate current and emerging social concerns and expectations impacting on strategic leadership in the expectations impacting on strategic leadership in the organisation

organisation 2. Be able to understand

2. Be able to understand strategic leadership styles strategic leadership styles

2.1 Evaluate the relationship between strategic 2.1 Evaluate the relationship between strategic management and leadership

management and leadership

2.2 Evaluate leadership styles and their impact on 2.2 Evaluate leadership styles and their impact on strategic decisions

strategic decisions

2.3 Discuss why leadership styles need to be adapted in 2.3 Discuss why leadership styles need to be adapted in different situations and evaluate the impact on the different situations and evaluate the impact on the organisation organisation 3. Be able to secure 3. Be able to secure achievement of achievement of organisation involvement organisation involvement and objectives through and objectives through strategic leadership strategic leadership

3.1. Develop a culture of professionalism, mutual trust, 3.1. Develop a culture of professionalism, mutual trust, respect and support within the organisation

respect and support within the organisation

3.2 Evaluate the impact of a strategic leader’s clear 3.2 Evaluate the impact of a strategic leader’s clear focus in leading the organisation in the achievement of focus in leading the organisation in the achievement of objectives

objectives

3.3. Analyse how the strategic leader supports and 3.3. Analyse how the strategic leader supports and develops understanding of the organisation’s direction develops understanding of the organisation’s direction 3.4 Discuss how strategic leadership styles are adapted 3.4 Discuss how strategic leadership styles are adapted

(22)

Title:

Title: Strategic leadership practiceStrategic leadership practice Unit aim:

Unit aim: This unit is about the links between strategic management andThis unit is about the links between strategic management and leadership, key leadership principles, theory and organisational leadership, key leadership principles, theory and organisational strategy.

strategy. Level:

M/501/8139 M/501/8139

Credit value:

1. Understand the relationship 1. Understand the relationship

between strategic between strategic management and management and leadership leadership

1.1 Analyse the concept of managers as effective 1.1 Analyse the concept of managers as effective leaders

leaders

1.2 Analyse the concept of leaders as effective 1.2 Analyse the concept of leaders as effective managers

managers

1.3 Analyse the balance needed between the demands 1.3 Analyse the balance needed between the demands of strategic management and the demands of strategic of strategic management and the demands of strategic leadership

leadership 2. Understand leadership

2. Understand leadership principles that support principles that support organisational values organisational values

2.1 Evaluate the role of the strategic leader in the 2.1 Evaluate the role of the strategic leader in the creation of the organisation’s vision, mission and values, creation of the organisation’s vision, mission and values, and in the communication of these to others

and in the communication of these to others

2.2 Analyse how personal energy, self-belief and 2.2 Analyse how personal energy, self-belief and commitment impact leadership styles and their commitment impact leadership styles and their application in the strategic environment

application in the strategic environment

2.3 Discuss how ethical leadership engenders 2.3 Discuss how ethical leadership engenders empowerment and trust, and identify its impact on empowerment and trust, and identify its impact on organisational practice

organisational practice 3. Be able to understand

3. Be able to understand leadership strategies and leadership strategies and the impact on organisation the impact on organisation direction

direction

3.1 Evaluate transformational leadership and identify its 3.1 Evaluate transformational leadership and identify its impact on organisational strategy

impact on organisational strategy

3.2 Evaluate transactional leadership and identify its 3.2 Evaluate transactional leadership and identify its impact on organisational strategy

impact on organisational strategy

3.3 Evaluate situational leadership and identify its 3.3 Evaluate situational leadership and identify its impact on organisational strategy