Pathways Plus

Strategic Management and Leadership

Level 7 Student Guide

Student Guide

Pathways Plus Student Guide

Copyright Chartered Management Institute, Management House, Cottingham Road, Corby, Northants NN17 1TT. First edition 2009 Author: Series consultants: Project manager: Editor: Page layout by: Revised edition 2010 Author: Consultant: Bob Croson Roger Merritt Associates Trevor Weston Suzanne Pattinson Decent Typesetting

Roger Merritt Bob Croson

British Library Cataloguing-in-Publication Data. A CIP catalogue record for this publication is available from the British Library. ISBN 0-85946-372-9 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 holders 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 207344, 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, resold, hired out, or otherwise circulated without the publishers 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 is available on the licence from the Chartered Management Institute. Phone (+44) (0) 1536 207344, or email publications@managers.org.uk.

Contents
Introduction ...............................................4 Qualification structure ...................................5 Programme structure.....................................7 Pathways Plus the content of the development guides .................................... 13 Assessment ............................................... 17 Details of accredited units ............................ 18 More information ....................................... 35

Introduction
Welcome to Pathways Plus Strategic Management and Leadership. The Chartered Management Institute has created these learning materials to support its Level 7 Strategic Management and Leadership qualifications. The qualifications are geared towards senior managers who are focused on the direct interaction between operational performance and strategic development and implementation. As you develop and take on more responsibilities, your organisation will expect you to: communicate the strategic direction and relevant organisational objectives to the people you manage achieve the operational targets together contribute to the selection of objectives and direction through sound strategic practice. The Level 7 Strategic Management and Leadership qualifications will help you fulfil these expectations. In working with these materials you should be able to: achieve the qualification develop your knowledge, understanding and skills in strategic management and leadership make a real contribution to your organisations development. There are no specific entry requirements, but its crucial that you feel confident that you have sufficient experience and involvement at this level of management to make the best use of the materials and the assessment that follows. This guide covers the following areas: the structure of the qualification the programme structure Pathways Plus and the development guides how to use supporting online materials how to manage your time assessment details of accredited units.

Qualification structure
There are three qualifications relating to Level 7 Strategic Management and Leadership, as shown in the table below. CMI Code 7A1 7C1 7D1 Title Qualification reference number 500/4206/3 500/4120/4 500/4117/4

CMI Level 7 Award in Strategic Management and Leadership (QCF) CMI Level 7 Certificate in Strategic Management and Leadership (QCF) CMI Level 7 Diploma in Strategic Management and Leadership (QCF)

The titles are those that appear on the qualification when its awarded. The qualification reference number is the one allocated to the qualification, confirming that its a fundable qualification on the Qualifications and Credit Framework (QCF). The CMI code is the one that must appear on the course registration form. There are a total of 17 units. The table at the end of this section gives the titles, credits and guided learning hours (GLH) for each unit. The credit value specifies the number of credits that you will be awarded on achieving the learning outcomes of a specific unit. To achieve the award, you need to complete any combination of units to a minimum of 6 credits. To achieve the certificate, you need to complete any combination of units to a minimum of 13 credits. To achieve the diploma, you need to complete all the core units (Group A) and three optional units (Group B) to a total of at least 66 credits. To complete a unit, theres a certain amount of learning time required, to cover such activities as directed study, assessment, tutorials, mentoring and individual private study. The guided learning hours relate only to facilitated learning and associated assessments. Individual private study is not included. Full details of each unit giving the learning outcomes and assessment criteria can be found at the end of this Student Guide. The relationship of each unit to the National Occupational Standards can be found at the end of each development guide.

Student Guide

Units Group A Unit 7001 Unit 7002 Unit 7003 Unit 7004 Unit 7005 Unit 7006 Group B Unit 7007 Unit 7008 Unit 7009 Unit 7010 Unit 7011 Unit 7012 Unit 7013 Unit 7014 Unit 7021 Unit 7022 Unit 7023 Financial planning Strategic marketing Strategic project management Organisational change Strategic planning Human resource planning Being a strategic leader Strategic leadership practice Introduction to strategic management and leadership Strategic risk management Strategic corporate social responsibility Personal development as a strategic manager Strategic performance management Financial management Strategic information management Conducting a strategic management project Organisational direction

Credits 6 7 7 9 10 9 6 6 6 7 9 8 7 7 10 9 9

GLH 20 25 30 30 35 30 20 20 20 25 30 30 30 30 45 30 30

Programme structure
The following section is a guide to whats contained in any programme delivering this qualification. Youll first look at the learning inputs. The model illustrated below examines the detail of developing effective workplace learning.
Input from external best practice

Measured by comparing performance, actual vs perceived/required

Recognition of opportunity or need (corporate or individual)

Challenge, analyse, synthesise, explore, etc.

Taking realistic action to improve

Embedding repetition, development, assimilation of action

Growth potential/ maturity

Establish evaluative measures

Input from sound workplace investigation

The core of the model takes its structure from the accepted learning models of the past few decades. Either your organisation or you begin by recognising a need or an opportunity. You then develop that recognition by comparing your actual performance against the potential of the perceived or required opportunity to improve. You can then take focused (SMART) action to evaluate its value. Three things then influence the ability to make that virtuous circle more effective. The first is the central element (centre circle), which influences the quality of thinking around the circle. It focuses on developing the ability to challenge, analyse, synthesise and explore. By encouraging these skills through good blended-learning approaches (as explained later in this Student Guide), you can improve the quality of knowledge and understanding.

Student Guide

Fuel is required to assist this process, which comes from two sources (i.e. the two rectangular boxes on the far left of the diagram): The first is workplace investigation, using a range of tools and techniques to encourage an attitude of seeking evidence rather than just using intuition, enhancing the value of experience with fact. Second, its essential to compare your own practice with that of others (i.e. external best practice). The development guides provide a variety of resources to do this. Good desk research, using models, frameworks and concepts effectively, enables much more objective evaluation and successful development. In the learning materials you look at many issues from different perspectives, returning to core areas and examining them with a different emphasis. This, together with good assessment practice, enables you to embed core skills, knowledge and understanding in your practice.
Activity

Activity 1 Take each segment of the model and think about how you could do this more effectively. Fill in the table below by considering the following: Is this a strength for you or a weakness, and whats your evidence for that? How can you work on this by doing this programme?

Segment in model Recognition of opportunity or need (personal or corporate)

Comment/ observations on strengths and weaknesses

Things to work on

Comparing performance, actual vs perceived/required

Programme structure

Segment in model Taking realistic action to improve

Comment/ observations on strengths and weaknesses

Things to work on

Establish evaluative measures

Challenge, analyse, synthesise, explore

Input from standard best practice

Input from sound workplace investigation

Embedding, repetition, development, assimilation of action

Student Guide

Feedback

All of us have strengths and weaknesses in the way that we approach learning. Its important that you recognise these and work on them to make yourself more effective as a learner. And in doing so, it will make you more effective as a manager and leader. Its very easy when there are so many demands in the workplace to put aside these skills and just do. However, without working on these skills it will be difficult to improve and youll always be just an effective firefighter. To develop this reflective learning approach, we suggest that you revisit this exercise at regular intervals to see how your skills and abilities are developing. This approach takes advantage of effective blended learning.

Blended learning
Blended learning that is, using more than one type of intervention to achieve a learning goal allows for maximising learning opportunity. Pathways Plus and its links to a variety of resources create maximum learning opportunities. Your centre will explain in more detail how this will work for your programme. Four broad principles offer support to blended learning: Learning occurs in context: To be effective, your learning needs to be focused strongly in your own work context. The programme does this, and you are strongly encouraged to focus on integrating your work activities with the programme, including the assessment. Also, its a good idea to involve your organisation, and your line manager in particular, in some way. Learning is active: Your learning should generate connections between current and present knowledge and future development, and identify meaning from those experiences. A real key to success is to focus your thinking on improvement and development, both personally and organisationally. Practical (SMART) outcomes are vital to motivating learning. Learning is social: A social view of learning focuses attention on making connections between participants within a learning group and then out into a broader context. These connections often continue beyond the life of the learning experience or opportunity. There are many stakeholders in your learning, so ensure that you keep people informed. But, more than that, work to develop a good learning group, supporting your colleagues, learning from and with them, and seeking help and advice from them. Learning is reflective: Its vital for you to evaluate the implications of the ideas youre studying. This can happen

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Programme structure

when you get feedback about your thinking that feedback coming from a variety of sources such as your tutor, line manager and peers. Personal, individual learning is vital, and is the thing that is measured by assessment. But that experience is enhanced, made more enjoyable, successful and challenging by the involvement of others in a blended learning experience. The following exercise, exploring all the stakeholders in your learning experience, encourages you to identify and explore how they can contribute to that, and how you and they together can develop a fulfilling and valuable experience for all.
Activity

Activity 2 Conduct a stakeholder analysis of people involved with your learning, including all professional and personal stakeholders and complete the table following this activity. What are the key implications for you from the stakeholder analysis?

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Student Guide

Stakeholder

Their contribution to your learning opportunity

Your contribution to their learning and other personal and professional goals

Feedback

All the people youve listed are vital to you, either as sources of information, guidance, critical friends or support. Key to this is the link you make with fellow participants in your learning group. Its crucial to establish sound communications so that you can offer each other support and help, exploring the issues together and sharing good sources. Another key link is with your line manager and colleagues. Workplace investigation can be of great benefit to your organisation. You therefore need to establish good and positive channels to help you as you explore areas and skills that others have to offer.

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Pathways Plus the content of the development guides

The Pathways Plus learning materials take the form of 15 development guides. Units 7006 and 7011 are presented together in one development guide, as are Units 7013 and 7014. These development guides are supported by further resources, many of which are available online via the CMI Study Resource Centre or the CMI ManagementDirect portal. An integrated learning journey is provided by these materials, and this is set out in the diagram below.

The development guides provide support materials to help achieve the learning outcomes and assessment criteria for each unit. They guide you towards a variety of sources and investigative journeys so that you can take ownership of your own learning journey. They also work as part of a blended learning approach, as discussed above. The structure of each development guide enables you to effectively and efficiently identify areas and subjects to enhance your knowledge and development. Each development guide is divided into sections, which are then split up into topics. Each guide starts by showing the sections and topics schematically and relating them to the learning outcomes.

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As you work through each guide, selecting the learning journey that best meets your needs, you are directed to other resources, many of them easily available and accessible through the Chartered Management Institutes online resources.

How to use Pathways Plus

At this level of management and leadership, its expected that you are capable of independent learning working on your own, selecting appropriate desk research, carrying out effective workplace investigation and managing that within the agreed time constraints. You need to select the areas of learning that you most require in order to gain maximum personal and organisational development. Before you start each guide, it may be valuable to carry out a needs analysis using the introduction and mind map to establish the best approach for you. It will also be valuable to know the assessment requirements for your centre, so that as you study you can highlight appropriate resources for the development guides. You can then start to work through the subjects or topics that youve highlighted. A key feature of the materials is the use of models and frameworks. They are designed to make the learning more active and to give you excellent tools for analysis and evaluation at this strategic level. Youll also find links and references to other sources: the CMI Study Resource Centre and/or ManagementDirect (the CMI management and leadership portal). These sites are signposted in the materials to give you easy access to a vast amount of articles, reports, books, checklists and multimedia books to enhance your studies (such as Exploring Corporate Strategy by Johnson et al.) relevant websites and other materials. You can use these suggestions to direct your own learning journey.

Accessing resources
Learners accessing the resources via the members website should log in at: www.managers.org.uk/practical-support/studysupport/current-learners. This displays a list of qualifications for you to choose from. Click on the Pathways Plus image to display the units and select the appropriate unit to view available resources. Or you can go to: www.managers.org.uk/practicalsupport/information-services and click on ManagementDirect to view all the available resources. ManagementDirect is an excellent source of information and useful for gaining ideas to help with your study.

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Pathways Plus the content of the development guides

Connecting to ManagementDirect requires a username and password, which you will receive direct from CMI. On the home page of ManagementDirect click on Login at the top right-hand corner of the screen and enter your username and password to gain access to the resources. The resources within ManagementDirect are broken down into 17 content type categories. For further information on the categories, go to the left-hand menu and click on About ManagementDirect. This gives a brief explanation of each of the available categories. One way to view the resources available is to select from the headings 5 minute briefing, 20 minute briefing and Extended briefing which break down the resources according to the time available to the user. In each case key topics are listed alphabetically and then you can choose the extent of information that you want on that subject with links provided to appropriate resources. Another way to find resources is to use the Topic search at the top of the home page. So, for example, if you want to know more about mentoring, you would click on M, then on Mentoring and you are presented with a list of resources (definition, leader video, podcast, etc). You can also search each content category (Definitions, Leader videos, etc) to view the resources available. For example, if you click on Models you are presented with over 50 different models (7Ps, ACHIEVE coaching model, etc). Click on the title and a pdf document will open. Or you can search using the Search box at the top of the ManagementDirect Homepage. If you know what type of resource you are looking for you can narrow down the search to a particular content category. For example, if you want to view a checklist on Stakeholder analysis and management you could just key in the words stakeholder analysis and then click on Checklists in the pull-down menu. Youll be presented with a number of checklists including the one you are looking for. Exploring the site for half an hour or so will allow you to see whats available. Youll discover that ManagementDirect is a very flexible tool providing a library full of resources, but the key to any library is to roam around it and practise the possible routes and choices before looking for specific resources.

Managing your time

Key to your success in undertaking this learning is the management of your time. Its important to take fully into account your personal work and life commitments and to balance those with the requirements of the completion of the development guides. A good suggestion is to organise a time line or a Gantt chart, marking out a target completion date. First, identify the actual times when it will realistically be possible to complete each

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guide. Also, establish what assessment is required and when you should complete it, working out final draft stages and allowing suitable time for workplace investigation. That should then give you a clear picture of the amount of time available for any desk research, which, in turn, should help you decide when and where you can organise your study time. We cant stress enough how crucial effective time management is when a senior manager like yourself attempts to study for improvement. Without this, study tends to be rushed and ineffective, and the opportunity for development limited. Its also important for you to be clear about your learning styles and preferences. This will help you organise your time successfully to gain as much as you can from the opportunity to learn, and ensure that you fully understand the routes to resources that this material provides. If you do this effectively, you should have a successful learning experience and validate the investment of time, effort and money involved.

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Assessment
The main objective of assessment is to meet the learning outcomes relating to each unit. Assessment is in itself a great learning opportunity, offering you the opportunity to investigate issues that are important for you personally as well as for your organisation. Your assessor will give you feedback on your work, providing the opportunity to understand the assessment given and to suggest ways in which your responses can be improved. Your assessment centre will: select assessment tasks and activities relevant to the context of each unit give clear instructions on whats expected clearly explain any criteria for assessment set out what will happen if your work doesnt achieve the required standard. You are required to make your assessed work: accurate, current and authentic relevant in breadth and depth. You must also show that you have the following: a clear grasp of concepts the ability to link theory with practice the ability to communicate clearly in the relevant discipline, at the expected level for the qualification. The qualifications have no grading, but only recognise a pass or fail result. Centres are completely free to apply their own grade scales but these are completely separate from the CMI qualification. Your centre will give you details of the variety of assessment approaches it will use. The written word (however it is generated or recorded) will still probably provide the majority of the assessable work. The amount and volume of work for each unit is likely to be in the region of 3,000 to 3,500 words or the equivalent. The use of models and frameworks, plus appropriate charts, graphs and tables, will be valuable in communicating information and will assist in the presentation and development of analysis and evaluation. Success will mean a gain for your organisation as well as for yourself, and a validation of your credibility as a strategic manager and leader.

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Details of accredited units

The tables below show the details for each unit, including the learning outcomes and assessment criteria. Title: Unit aim: Level: Unit number: Guided learning hours: Learning outcomes The learner will: 1. Be able to identify personal skills to achieve strategic ambitions Personal development as a strategic manager This unit is about the leadership skills required by a manager to operate effectively at a strategic level. 7 7001 20 Assessment criteria The learner can: 1.1 Analyse the strategic direction of the organisation 1.2 Evaluate the strategic skills required of the leader to achieve the strategic ambitions 1.3 Assess the relationship between existing, required and future skills to achieve the strategic ambitions 2.1 Discuss the opportunities to support leadership development 2.2 Construct a personal development plan to direct leadership development 2.3 Devise an implementation process for the development plan 3.1 Assess the achievement of outcomes of the plan against original objectives 3.2 Evaluate the impact of the achievement of objectives on strategic ambitions 3.3 Review and update the leadership development plan 4.1 Evaluate the impact of corporate commitment to staff welfare on organisational objectives 4.2 Discuss how a staff welfare environment can affect achievement of organisational objectives 4.3 Consider the influence of a corporate commitment to staff welfare on the development of organisational values Credit value: QCA unit number: 6 A/501/5017

2.

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

3.

Be able to evaluate the effectiveness of the leadership development plan

4.

Be able to advocate a staff welfare environment that supports organisational values

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Details of accredited units

Title: Unit aim: Level: Unit number: Guided learning hours: Learning outcomes The learner will: 1.

Strategic performance management This unit is about ensuring that the performance of the team contributes to meeting strategic objectives. 7 7002 25 Assessment criteria The learner can: 1.1 Assess the links between team performance and strategic objectives 1.2 Evaluate tools and techniques available to set team performance targets 1.3 Assess the value of team performance tools to measure future team performance 2.1 Analyse how to determine required performance targets within teams against current performance 2.2 Discuss the need to encourage individual commitment to team performance in achievement of organisational objectives 2.3 Relate the application of delegation, mentoring and coaching to the achievement of the organisational objectives 2.4 Evaluate a team performance plan to meet organisational objectives 3.1 Assess the process for monitoring team performance and initiate changes where necessary 3.2 Evaluate team performance against agreed objectives of the plan 3.3 Evaluate the impact of the team performance in contributing to meeting strategic objectives 4.1 Determine influencing and persuading methodologies to gain the commitment of individuals to a course of action 4.2 Discuss the impact of individual dynamics, interests and organisational politics on securing the commitment of individuals to a course of action Credit value: QCA unit number: 7 F/501/5018

Be able to set performance targets of teams to meet strategic objectives

2.

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

3.

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

4.

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

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Student Guide

Title: Unit aim:

Financial management This unit is about understanding financial data, and developing and making judgements on proposals against strategic objectives. 7 7003 30 Assessment criteria The learner can: 1.1 Determine how to obtain financial data and assess its validity 1.2 Apply different types of analytical tools and techniques to a range of financial documents and formulate conclusions about performance levels and needs of stakeholders 1.3 Conduct comparative analysis of financial data 1.4 Review and question financial data 2.1 Identify how a budget can be produced taking into account financial constraints and achievement of targets, legal requirements and accounting conventions 2.2 Analyse the budget outcomes against organisation objectives and identify alternatives 3.1 Identify criteria by which proposals are judged 3.2 Analyse the viability of a proposal for expenditure 3.3 Identify the strengths and weaknesses and give feedback on the financial proposal 3.4 Evaluate the impact of the proposal on the strategic objectives of the organisation Credit value: QCA unit number: 7 J/501/5019

Level: Unit number: Guided learning hours: Learning outcomes The learner will: 1.

Be able to analyse financial data

2.

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

3.

Be able to evaluate financial proposals for expenditure submitted by others

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Details of accredited units

Title: Unit aim: Level: Unit number: Guided learning hours: Learning outcomes The learner will: 1.

Strategic information management This unit is about using management information to inform and support strategic decision making. 7 7004 30 Assessment criteria The learner can: 1.1 Identify the features of data and information 1.2 Determine the criteria to be applied when selecting data and information to support decision making 1.3 Evaluate the impact of a management information system to an organisation 2.1 Determine the legal responsibilities in sourcing, sharing and storing information 2.2 Discuss when information should be offered and access allowed 2.3 Evaluate the formats in which information can be offered 3.1 Analyse information to identify patterns and trends 3.2 Evaluate a range of decision making tools and techniques available to support a strategic decision 3.3 Determine the sources available to assist in analysing data and information 4.1 Identify methods of evaluating management information within an organisation 4.2 Discuss processes for analysing impact of information on strategic decisions made 4.3 Determine methods of developing information capture to inform and support strategic decision making Credit value: QCA unit number: 9 K/501/5398

Be able to understand the impact of management information on decision making

2.

Be able to understand the importance of information sharing within the organisation

3.

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

4.

Be able to monitor and review management information

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Student Guide

Title: Unit aim:

Conducting a strategic management project This unit is about using identifying, researching and producing the results on an investigative project, and evaluating its impact. 7 7005 35 Assessment criteria The learner can: 1.1 Determine a topic of investigation that has a strategic implication 1.2 Discuss the aim, scope and objectives of the project 1.3 Justify the topic of investigation and its aim, scope and objectives 1.4 Evaluate the project research methodology, including the project structure and research base 2.1 Identify sources of data and information that will support the aim of the project 2.2 Synthesise the data and information for options or alternatives that support the project aims 2.3 Determine an option or alternative that supports the project aims 3.1 Evaluate the research analysis to enable conclusions to be made 3.2 Recommend a course of action that achieves the project aim 3.3 Analyse the impact of the recommendations 4.1 Evaluate the medium to be used to present the result of the project 4.2 Produce the results of the investigative project 4.3 Evaluate the impact of the investigative project Credit value: QCA unit number: 10 F/501/5021

Level: Unit number: Guided learning hours: Learning outcomes The learner will: 1.

Be able to identify and justify a strategic investigative project

2.

Be able to conduct research, using sources, and synthesise data and options

3.

Be able to draw conclusions and make recommendations that achieve the project aim

4.

Be able to develop and review the results of the investigative project

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Details of accredited units

Title: Unit aim:

Organisational direction This unit is about reviewing strategic aims and objectives, analysing progress towards achievement and evaluating alternatives. 7 7006 30 Assessment criteria The learner can: 1.1 Identify the current strategic aims and objectives 1.2 Undertake an evaluation of the component parts of a strategic plan 1.3 Analyse the factors affecting the strategic plan 2.1 Apply a range of strategic analysis tools to audit progress towards strategic aims and objectives 2.2 Review and assess the expectations of all stakeholders and their influence upon the organisational strategy 2.3 Analyse, interpret and produce a structured evaluation of the organisational strategic position 3.1 Identify and develop a range of alternative strategic options to meet strategic aims and objectives 3.2 Determine and justify the strategic option that meets the revised strategic position Credit value: QCA unit number: 9 J/501/5022

Level: Unit number: Guided learning hours: Learning outcomes The learner will: 1.

Be able to review and determine the organisational strategic aims and objectives

2.

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

3.

Be able to determine and evaluate strategic options to support a revised strategic position

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Title: Unit aim:

Financial planning This unit is about identifying, developing, agreeing and monitoring a financial plan that supports strategic objectives. 7 7007 20 Assessment criteria The learner can: 1.1 Explain how the strategy of the organisation impacts the financial plan 1.2 Identify the component parts of a financial plan 1.3 Identify issues of risk within a financial plan 2.1 Identify the level of importance of each component of the plan 2.2 Identify mitigation strategies for high risk components of the plan 2.3 Produce a financial plan 3.1 Discuss how the plan supports strategic objectives 3.2 Outline an approach to gain agreement for the financial plan 3.3 Identify an evaluation and review measure for the agreed plan Credit value: QCA unit number: 6 L/501/5023

Level: Unit number: Guided learning hours: Learning outcomes The learner will: 1.

Understand how the financial plan supports strategic objectives

2.

Understand the construction of a financial plan

3.

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

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Details of accredited units

Title: Unit aim:

Strategic marketing This unit is about identifying, developing, agreeing and monitoring a marketing plan that supports strategic objectives. 7 7008 20 Assessment criteria The learner can: 1.1 Explain how the strategy of the organisation impacts on the marketing plan 1.2 Identify the component parts of a marketing plan 1.3 Identify issues of risk within a marketing plan 2.1 Identify the levels of importance of each component of the plan 2.2 Identify mitigation strategies for high risk components of the plan 2.3 Produce a marketing plan 3.1 Discuss how the plan supports strategic objectives 3.2 Outline an approach to gain agreement for the marketing plan 3.3 Identify an evaluation and review measure for the agreed plan Credit value: QCA unit number: 6 M/501/5399

Level: Unit number: Guided learning hours: Learning outcomes The learner will: 1.

Understand how the marketing plan supports strategic objectives

2.

Understand the construction of a marketing plan

3.

Understand how to promote the marketing plan in support of strategic objectives

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Title: Unit aim: Level: Unit number: Guided learning hours: Learning outcomes The learner will: 1.

Strategic project management This unit is about the development of a project plan and its impact on strategic objectives. 7 7009 20 Assessment criteria The learner can: 1.1 Assess the purpose of project planning and management 1.2 Analyse how projects impact on the strategic objectives of an organisation 2.1 Describe the roles of a project sponsor and other project stakeholders 2.2 Evaluate need to scope and identify specification to develop a project plan 2.3 Explain the phases necessary in the construction of a project plan 3.1 Describe the process of gaining project implementation agreement 3.2 Assess the methods for securing stakeholder support for project implementation and operations 3.3 Describe the evaluation process to measure project performance (ongoing/hand-over) to meet strategic objectives Credit value: QCA unit number: 6 D/501/5026

Understand the impact of projects and project management on strategic objectives

2.

Understand the elements of a project process and plan

3.

Understand how to implement the project plan and evaluate the outcome(s)

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Details of accredited units

Title: Unit aim: Level: Unit number: Guided learning hours: Learning outcomes The learner will: 1.

Organisational change This unit is about identifying and developing change strategies to meet organisational objectives. 7 7010 25 Assessment criteria The learner can: 1.1 Identify a range of organisational change, models or frameworks 1.2 Apply a range of creative problem solving techniques to address change challenges 1.3 Identify and justify change solutions that link to organisational strategic plans 2.1 Evaluate a range of change implementation models 2.2 Identify the criteria to select a change implementation model that supports organisational change 3.1 Demonstrate the use of analytical tools to monitor the progress and the effect of change 3.2 Assess monitoring and measurement techniques to change within an organisation 3.3 Analyse strategies to minimise adverse effects of change 4.1 Identify the processes to review the impact of the change 4.2 Analyse the results of the impact review 4.3 Present the findings of the change analysis Credit value: QCA unit number: 7 H/501/5027

Understand how to apply solutions to organisational change

2.

Understand how to develop a change strategy using implementation models

3.

Be able to analyse an organisational response to change

4.

Understand how to evaluate the impact of change strategies

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Title: Unit aim: Level: Unit number: Guided learning hours: Learning outcomes The learner will: 1.

Strategic planning This unit is about the purpose, direction and implementation of strategic plans. 7 7011 30 Assessment criteria The learner can: 1.1 Identify the organisational strategic aims and objectives 1.2 Determine the alternative strategic options available 1.3 Assess the impact of stakeholder expectations on a strategic plan 2.1 Determine the alternative strategic options available 2.2 Assess priorities and the feasibility of alternative options 2.3 Carry out a risk assessment of preferred alternatives 2.4 Identify and justify the selected strategic directions 2.5 Produce a strategic plan to achieve the selected strategic directions 3.1 Assess the factors to be considered in the implementation of the strategic plan 3.2 Determine the processes required to monitor and review the strategic plan 3.3 Determine the impact of the strategic plan Credit value: QCA unit number: 9 M/501/5029

Be able to understand the purpose of a strategic plan

2.

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

3.

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

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Details of accredited units

Title: Unit aim: Level: Unit number: Guided learning hours: Learning outcomes The learner will: 1.

Human resource planning This unit is about the role of human resource planning and the links with strategic objectives. 7 7012 30 Assessment criteria The learner can: 1.1 Assess the strategic importance of current, future and anticipated HR requirements 1.2 Analyse how HR planning impacts on the strategic plan 2.1 Evaluate the current legal requirements influencing a HR plan 2.2 Describe a process for recruitment and selection of new staff (external candidates) that complies with current legislation and organisation requirements 3.1 Discuss how organisational culture affects recruitment and retention of staff 3.2 Assess work life balance issues and the changing patterns of work practices 4.1 Identify the process to be followed in a grievance situation 4.2 Describe the stages of a discipline issue that results in dismissal 4.3 Explain the role of ACAS, Employment Tribunals and other external agencies that could be involved in grievance, discipline and dismissal processes Credit value: QCA unit number: 8 H/501/5030

Understand how the HR plan supports the strategic objectives

2.

Understand the legal and organisational frameworks for the employment of staff

3.

Understand the effect of the organisational environment on staff

4.

Understand the grievance, discipline and dismissal process

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Student Guide

Title: Unit aim:

Being a strategic leader This unit is about strategic leadership skills and the understanding of ethical and cultural issues within the organisation. 7 7013 30 Assessment criteria The learner can: 1.1 Analyse the impact of the organisations culture and values on strategic leadership 1.2 Discuss how organisational specific, legal, regulatory and ethical requirements impact on strategic leadership demands 1.3 Evaluate current and emerging social concerns and expectations impacting on strategic leadership in the organisation 2.1 Evaluate the relationship between strategic management and leadership 2.2 Evaluate leadership styles and their impact on strategic decisions 2.3 Discuss why leadership styles need to be adapted in different situations and evaluate the impact on the organisation 3.1 Evaluate two differing leadership strategies 3.2 Determine situational variables which could cause a change in leadership strategy 3.3 Analyse a leadership strategy to support organisational direction Credit value: QCA unit number: 7 K/501/8138

Level: Unit number: Guided learning hours: Learning outcomes The learner will: 1.

Understand the organisations ethical and value-based approach to leadership

2.

Be able to understand strategic leadership styles

3.

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

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Details of accredited units

Title: Unit aim:

Strategic leadership practice This unit is about the links between strategic management and leadership, key leadership principles, theory and organisational strategy. 7 7014 30 Assessment criteria The learner can: 1.1 Analyse the concept of managers as effective leaders 1.2 Analyse the concept of leaders as effective managers 1.3 Analyse the balance needed between the demands of strategic management and the demands of strategic leadership 2.1 Evaluate the role of the strategic leader in the creation of the organisations vision, mission and values, and in the communication of these to others 2.2 Analyse how personal energy, selfbelief and commitment impact leadership styles and their application in the strategic environment 2.3 Discuss how ethical leadership engenders empowerment and trust, and identify its impact on organisational practice 3.1 Evaluate transformational leadership and identify its impact on organisational strategy 3.2 Evaluate transactional leadership and identify its impact on organisational strategy 3.3 Evaluate situational leadership and identify its impact on organisational strategy Credit value: QCA unit number: 7 M/501/8139

Level: Unit number: Guided learning hours: Learning outcomes The learner will: 1.

Understand the relationship between strategic management and leadership

2.

Understand leadership principles that support organisational values

3.

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

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Student Guide

Title: Unit aim:

Introduction to Strategic Management and Leadership This unit is about the foundation skills and knowledge of a strategic manager and leader, for those who are new to the role. 7 7021 45 Assessment criteria The learner can: 1.1 Evaluate the impact and relationship of a personal development plan on own development and achievement of organisation objectives 1.2 Construct a personal development plan to address short, medium and long term needs 1.3 Analyse how the development plan affects, or could affect, achievement of organisational objectives 2.1 Determine the data and information available to the strategic manager for decision making 2.2 Identify core financial data, analyse the data and draw conclusions 2.3 Discuss methods to recommend a course of action, or organisational improvement, as the result of conclusions, including methods of presenting the recommendation 3.1 Outline the core marketing concepts relevant to the role of a strategic manager 3.2 Explain methods to be used to identify and agree an increase in staffing levels 3.3 Analyse methods or processes to assess, or evaluate, the performance of others, and to support performance improvement Credit value: QCA unit number: 10 M/601/2870

Level: Unit number: Guided learning hours: Learning outcomes The learner will: 1.

Be able to understand the relationships and construction of a personal development plan

2.

Be able to understand data and information and apply knowledge to the skills of quantitative analysis

3.

Be able to understand core marketing concepts, the need for staff increases and the evaluation and support of others

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Details of accredited units

Title: Unit aim:

Strategic Risk Management This unit is about assessing risk, developing an organisational risk management strategy, aligning this to business objectives, communicating and resourcing risk management strategies, and evaluating outcomes. 7 7022 30 Assessment criteria The learner can: 1.1 Explain the meaning of risk management to an organisation 1.2 Determine the roles and responsibilities for risk management at senior management level 1.3 Evaluate risk management models 2.1 Evaluate risk management criteria against which risk can be assessed 2.2 Critique techniques to identify and quantify risk, including risk interdependencies 2.3 Develop strategies to eliminate, mitigate, deflect or accept risk 2.4 Determine a process for communicating, resourcing and managing risk management strategies 3.1 Evaluate the outcomes of risk management strategies 3.2 Determine actions to respond to outcomes of risk strategies 3.3 Devise a disaster recovery plan 3.4 Examine influences that would affect a review of the disaster plan Credit value: QCA unit number: 9 K/601/2883

Level: Unit number: Guided learning hours: Learning outcomes The learner will: 1.

Be able to understand the concept of risk, roles and responsibilities for risk management, and risk management tools and models

2.

Be able to understand the resourcing and implementation of risk management strategy

3.

Be able to understand the evaluation and management of risk management strategies

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Student Guide

Title: Unit aim:

Strategic Corporate Social Responsibility This unit is about developing an organisational Corporate Social Responsibility strategy, aligning this with business objectives, implementing the strategy, measuring outcomes and reinforcing the Corporate Social Responsibility strategy. 7 7023 30 Assessment criteria The learner can: 1.1 Develop arguments for Corporate Social Responsibility that comply with internal and external organisational objectives 1.2 Determine the impact of a Corporate Social Responsibility strategy on internal and external organisational stakeholders 1.3 Review the organisations strategy for alignment with a Corporate Social Responsibility strategy 1.4 Develop a Corporate Social Responsibility strategy that supports internal and external organisational objectives 2.1 Analyse the organisational value chain for alignment with the Corporate Social Responsibility strategy 2.2 Determine methods for agreement and engagement with all stakeholders for the Corporate Social Responsibility strategy 2.3 Devise an implementation plan for the Corporate Social Responsibility strategy 3.1 Analyse internal reporting measurements that can evaluate the impact of the Corporate Social Responsibility strategy 3.2 Examine external reporting measurements that can evaluate the impact of the Corporate Social Responsibility strategy 3.3 Evaluate methods to refresh and reinforce the Corporate Social Responsibility strategy Credit value: QCA unit number: 9 Y/601/2880

Level: Unit number: Guided learning hours: Learning outcomes The learner will: 1.

Be able to understand the development and alignment of a Corporate Social Responsibility strategy

2.

Be able to understand the implementation of a Corporate Social Responsibility strategy

3.

Be able to understand the evaluation, impact and reinforcement of the Corporate Social Responsibility strategy

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More information
For further information please contact: Chartered Management Institute Management House Cottingham Road Corby Northants NN17 1TT Study Resource Centre website: www.managers.org.uk/practicalsupport/study-support Email: mic.enquiries@managers.org.uk Tel: 01536 207400

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