CMI 312 Managing Daily Activities

This assessment booklet for CMI 312: Managing Daily Activities to Achieve Results, guides learners through tasks designed to demonstrate their understanding of effective daily work management. It covers topics like prioritizing activities, setting SMART objectives, allocating work, monitoring progress, and responding to problems.

UNIT CMI 312
Assessment booklet: Managing Daily Activities to Achieve Results
» LEARNER INSTRUCTIONS
Each task in this assessment booklet has been developed to enable you to evidence achievement of the learning
outcomes and assessment criteria for CMI 312: Managing Daily Activities to Achieve Results. Each of the
assessment criteria must gain a pass outcome for you to successfully achieve the unit.
Preparation for the assessment
 Before you begin the assessment booklet please read the CMI 312 unit specification thoroughly as only the
content related to the achievement of the assessment criteria will be assessed.
 Research the topics being assessed. Suggested reading/web resources are provided on the CMI 312 unit
specification. Your tutor may signpost you to relevant resources. Additionally you may access excellent
online resources at ManagementDirect https://members.md.cmi.org.uk.
 If you are enrolled on the Trailblazer Apprenticeship programme you are encouraged to review the
Apprenticeship Standard for Team Leader/Supervisor.
Completing the assessment booklet
 The assessment booklet contains a series of tasks which are clearly referenced to the relevant assessment
criteria and indicative content.
 Refer to the Assessment Guidance Table at the end of the assessment booklet which outlines the
requirements for a Pass or Refer.
 Evidence must be provided in the main body of the assignment booklet. Additional work based evidence
such as plans or documentation (which has been referred to within the main text) should be included at the
end of the booklet marked ‘Work Based Evidence’. Appendices are not a requirement of this assessment
brief. If appendices are included these will not be marked or moderated by the CMI.
 Work based evidence must be accompanied by a supporting statement in the learner evidence box, to
explain the link to the assessment criteria. Work based evidence (where required by the task) must not
exceed SIX (6) pages. Files embedded in the booklet must not exceed 10MB.
 The assessment booklet must be completed in a professional manner (e.g. applying business conventions
for writing formal reports) and by using Microsoft Word, Rich Text Format or another compatible software
programme.
 The assessment booklet must be saved as a word document (.doc or .docx) and not in a PDF format.
 An appropriate referencing system (such as Harvard Referencing) must be used to ensure the original
source(s) of quotations or models can be verified.
 Finally, you must sign the Learner Authenticity statement (an electronic signature is accepted).
Learner support
For information regarding policies and procedures for assessment (e.g. special assessment arrangements, learner
support, appeals, complaints, certification, confidentiality, plagiarism) you should contact your tutor or Centre
manager and refer to the CMI Level 3 in Principles in Management and Leadership Syllabus.
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» LEARNER INFORMATION
Learner statement of
authenticity:
I confirm that the attached completed assignment is all my own work, and does not
include any work completed by anyone other than myself. I have completed the
assignment in accordance with the Institute’s approved instructions.Tick here to opt out I consent for this assignment to be used for assessment standardisation and where
appropriate, for the dissemination of good practice, on the understanding that the
content is anonymised.
Centre statement of
authenticity:
On behalf of <CENTRE NAME>, I confirm that the above mentioned learner is
registered at the centre on a Chartered Management Institute (CMI) programme of
study. The learner is, to the best of my knowledge, the sole author of the completed
assignment.
» GUIDELINE WORD COUNT
The written word, however generated and recorded, is still expected to form the majority of assessable work
produced by Learners at Level 3. The amount and volume of work for this unit should be broadly comparable to a
word count of 2000-2500 words within a margin of +10%. The excessive use of word count is not grounds for
referral, however the CMI reserve the right to return work to the Centre for editing and resubmission by the Learner.
The following are excluded from inclusion in word count if used and not required by the assessment brief an
introduction to a job role, organisation or department, index or contents pages, headings and sub headings,
diagrams, charts and graphs, reference list or bibliography, reflective statement drawn from undertaking the
assignment and how this has impacted the learners work.
Please see the CMI Assessment Guidance Policy for further guidance.
» AIM OF THE ASSESSMENT BOOKLET
High performing individuals impact on the performance of teams and the organisation. The aim of this assessment
booklet is to enable managers to evidence their understanding of how to use their knowledge, skills and abilities to
support individuals, not only to perform well, but to exceed expectations.
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» SCENARIO A
You are the manager of a small team which offers technical support to other departments.
Your team’s routine activities are to install, monitor and maintain IT systems, solve problems and faults,
communicate with internal customers via telephone, email and livechat. Non-routine activities are to attend
training courses on updates to new IT systems
Team member A works full time and has been with the team for five years. Confident and experienced, A has
developed their own way of doing things which does not follow organisational procedures.
Team member B works full time and has been with the team three months. B is just learning the job and needs
extra support.
Team member C works Tuesday to Thursday, has been with the team two years, and is reliable and hard working.
Team member D works term time, school hours, and has been with the team for three years. D has not attended
the training in the upgrades to the system provided over the Summer holiday period.
Scenario A can be used to answer Tasks 1a, b and c, 2a and b, 3a, b, c and d and 4a. Alternatively, you may
base your response on a team you manage or an organisation/team you know well or may have researched.
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TASK 1: The purpose of daily work activities in the context of an
organisation
When working in a management role, it is important that you understand how working efficiently contributes to the
success of the individual, the team and the organisation.
Scenario A (shown on page 3) can be used to answer Tasks 1a, b and c. Alternatively, you may base your
response on a team you manage or an organisation/team you know well or may have researched.
» TASK 1a
A working day is typically made up of a series of routine and non routine activities:
 Routine activities: these are typically completed daily or weekly, such as production, administrative and
security tasks, reporting, health and safety, equipment usage;
 Non routine activities: these may occur infrequently or unexpectedly such as training, managing emergencies
and special projects
Using examples, assess the scope and purpose of TWO (2) routine daily work activities and TWO (2) non routine
daily work activities in the context of the organisation.
(Refer to AC1.1 Assess the scope and purpose of daily work activities in the context of an organisation and the
Indicative Content for this AC)
COMPLETE THE TABLE:
Routine daily work activities
Example Assessment of the scope and purpose
1
.
Production Production can be referred to significant routine activity which attempts to
fulfil requirement of the consumers in an ideal manner. The scope of
production management can be said to be vast as it encompasses
acquisition of land, machinery and equipment so that saleable products
are produced and delivered.
2
.
Administrative and security tasks The purpose of administrative activities relates to drafting documents and
report which are necessary for carrying out daily activities. The purpose of
security task which has been undertaken by the organisation revolves
around protection and preservation of the sensitive data along with
making sure that chances of accident could be minimised. The scope of
administrative activities is wide as it is responsible planning future
endeavour of business and development of projects.
Non-routine daily work activities
Example Assessment of the scope and purpose
1
.
Training Training is an attempt to which a business aims to enhance the manner in
which operations are carried out within an organisation. The scope of
training largely depends upon the employees which are to be trained.
2
.
Managing Emergencies The Emergency management is an approach through which a business
attempts to deal with the crisis situation in the business organisation. The
scope of this routine activity is limited as it aims to identify key roles and
responsibilities which are to be allotted to key personnel.
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» TASK 1b
Individuals and teams are required to work within legal and organisational frameworks. Some legal frameworks
apply to all organisations, whilst others are specific to the organisation and the industry it is part of.
Using examples, identify TWO (2) legal and TWO (2) organisational frameworks which impact on the way a team
delivers its daily work activities.
(Refer to AC1.2 Identify the legal and organisational frameworks which impact on how a team delivers daily work
activities and the Indicative Content for this AC)
INSERT YOUR ANSWER HERE:
Legal frameworks
1. The employment law stands most crucial which definitely impacts the manner in which operations are
delivered. This law has been recognised to regulate relationship which has been shared between
employers and employees in an organisation through emphasizing on the recruitment, terms and conditions
of employment and data protection.
2. Health and safety frameworks which has been provided by the government alters manner in which services
are carried out. The HSW is an institution which is known to deliver guidelines and code of conduct of
business organisation relating to health and safety practices in the country. The approaches to health and
safety are mostly dependent upon the size and field in which operations are carried out.
Organisational frameworks
1. The business governance can be referred to as paramount components of the organisational frameworks
which is being practised in an organisation. The governance consist of rules and policies which are being
utilised by the management for the purpose of maintaining a balance between demands and expectations
of various stakeholders.
2. Processes and procedures which are undertaken by an organisation can determine the manner in which
results are delivered. The procedures are known to encompass broad guidelines which determine manner
through which business planning along with means of auditing of performance will be determined.
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» TASK 1c
Using examples, explain how daily work activities contribute to the achievement of organisational targets.
(Refer to AC1.3 Explain how daily work activities contribute to the achievement of organisational targets and
the Indicative Content for this AC)
INSERT YOUR ANSWER HERE:
It can be said that target which are established by the business helps in determination of activities which are
carried out by organisation. The work activities which are carried out on daily basis assure that it is a step closer
to the annual target which has been established by the organisation. The motivation which are catered to
individuals on daily basis tends to improve outcomes on the annual level. The regular evaluation of outcomes
assist in identifying discrepancies which are to be resolved for the attainment of goals.
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TASK 2: How to prioritise and set objectives for daily work activities
An important role of the manager is to know how to prioritise and set objectives for teams and individual to achieve
daily work activities.
Scenario A (shown on page 3) can be used to answer Task 2a. Alternatively, you may base your response on a
team you manage or an organisation/team you know well or may have researched.
» TASK 2a
In order to ensure that organisational targets can be met, it is important to understand how to prioritise daily work
activities. There are a number of techniques that can be used such as RAG (Red, Amber, Green), ABC or 123
ratings.
Using examples, explain how you would identify priorities for daily work activities.
(Refer to AC2.1 Explain how to identify priorities for daily work activities and the Indicative Content for this AC)
INSERT YOUR ANSWER HERE:
Prioritization is referred to an approach which ensures that a business is empowered to achieve success. It is
very crucial for management to identify that everything is not important for business. The manager is responsible
for identifying crucial activities which are helpful in attaining success in business. The prioritisation can be carried
out on the basis of threat to operations, contribution to success and matches to values of manager. For instance:
while undertaking a project it is crucial to identify steps which are needed to complete the project along with time
requirement. Identification of crucial tasks and therefore emphasizing on the same will lead to ideal project
accomplishment.
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» TASK 2b
In 1981 management theorists George Doran, Arthur Miller, and James Cunningham established SMART criteria
as a tool which could be used to set objectives and manage projects. The most popular definition of SMART is
“Specific, Measurable, Agreed, Realistic and Timed.”
Using examples, explain how you would set SMART objectives for teams and individuals to achieve daily work
activities.
(Refer to AC2.2 Explain how to set SMART objectives for teams and individuals to achieve daily work activities
and the Indicative Content for this AC)
INSERT YOUR ANSWER HERE:
The SMART goals have been a crucial manner with which organisation have been able to improve their
performance based outcomes. The example of SMART goals for individuals and team on a daily basis are as
follows:
S- Specific: the specific operational target for team and individual is to increase output by 100 units/ Per day.
This target will assists in organisation which is planning to enhance their market share.
M- Measurable: the targets which have been allotted to production team or individuals can be easily measured
which helps further in evaluating the same.
A- Attainable: With increased supply of inventories supported with training the target provided is attainable.
R- Relevant: The target of increase in the output per day is relevant to the team working in the production
department in an organisation.
T- Time-bound: the Target which has been allotted to production department is provided for a time period of 9
hours which is achievable with minimal efforts.
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Task 3: How to organise and allocate work
To successfully organise and allocate daily work activities to team members, it is critical for a manager to
understand the tools they could use and to identify the support and resources they may need.
Scenario A (shown on page 3) can be used to answer Tasks 3a, b, c and d. Alternatively, you may base your
response on a team you manage or an organisation/team you know well or may have researched.
» TASK 3a
There are a wide variety of time management tools can be used to effectively manage workload and pressure.
These include:
Diaries, calendars and planners To do lists Lean tools
PDCA (Plan, Do, Check, Act) Cycle
(Deming, c1950s)
Standardised work procedures Time task sheets
Collaboration tools Spreadsheets Apps
Complete the table by selecting TWO (2) tools from the list and explaining how they can contribute to the efficient
completion of daily work activities.
(Refer to AC3.1 Identify tools which contribute to the efficient completion of daily work activities and the Indicative
Content for this AC)
COMPLETE THE TABLE:
Tool Contribution to the efficient completion of daily work activities
1.
2.
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» TASK 3b
Team members may need support to maintain and improve their performance and this may be provided by a
manager providing instructions, guidance and feedback, role modelling values and behaviours or providing access
to coaching, mentoring, buddies and peer support.
Using examples, outline the support the manager may provide to ensure the team completes its daily work
activities.
(Refer to AC3.2 Outline the support provided to the team to complete daily work activities and the Indicative
Content for this AC)
INSERT YOUR ANSWER HERE:
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» TASK 3c
In order to do their job, the team will need to use resources (e.g. equipment, materials, budget, vehicles, facilities,
production line or business premises) effectively.
Using examples, identify THREE (3) types of resources that are provided to teams to enable them to complete
daily work activities.
(Refer to AC3.3 Identify the resources provided to the team to complete daily work activities and the Indicative
Content for this AC)
COMPLETE THE TABLE:
Resource type Explanation of daily work activity completed using the resource
1.
2.
3.
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» TASK 3d
When allocating work to the team, the team leader will need to consider the nature of the task (for example, how
complex it is and who is accountable for it) as well as the skills, experience and work patterns of team members.
Using examples, explain how work is allocated to team members.
(Refer to AC3.4 Explain how work is allocated to the team members and the Indicative Content for this AC)
INSERT YOUR ANSWER HERE:
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TASK 4: Monitoring outcomes and responding to problems
In order to ensure that daily work activities are completed in a timely manner, it is vital for the team leader to
monitor outcomes, respond to problems and know when to escalate issues that may be beyond their limits of
authority.
Scenario A (shown on page 3) can be used to answer Task 4a. Alternatively, you may base your response on a
team you manage or an organisation/team you know well or may have researched.
» TASK 4a
A range of methods can be used to monitor the progress of work activities. These include:
Compiling data and information Quality measures Visual controls (e.g. charts, display
boards, scorecards, dashboards,
visibility wall)
One to one meetings Huddles Problem tracking
Activity tracking tools Feedback
Complete the table by selecting THREE (3) methods from the list and explaining how to use each of these methods
to monitor actual progress of work activities against planned performance.
(Refer to AC4.1 Explain how to monitor actual progress of work activities against planned performance and the
Indicative Content for this AC)
COMPLETE THE TABLE:
Method Explanation of how to use method to monitor actual performance of
work activities against planned performance
1.
2.
3.
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» SCENARIO B
You are the manager of a small team which offers technical support to other departments.
Team member A works full time and has been with the team for five years. Confident and experienced, A has
developed their own way of doing things which does not follow organisational procedures.
Team member B works full time and has been with the team three months. B is just learning the job and needs
extra support.
Team member C works Tuesday to Thursday, has been with the team two years, and is reliable and hard working.
Team member D works term time, school hours, has been with the team for three years. D has not attended the
training in the upgrades to the system provided over the Summer holiday period.
On the whole the team works well together, however a few issues have emerged. For example, you have noticed
that team members A and B are working quite closely together. However, there is little contact between all four
members of the team, and team members C and D are frequently left out of conversations. This has resulted in
team members C and D not being fully aware of day to day problems with the IT systems.
You notice that team member B has started to use some short cuts, which are not standard practice, and which
they seem to have learned from team member A.
Also, you have seen a document on the photocopier which seems to be a flyer for a business run by
team member C’s partner.
Scenario B can be used to answer Tasks 4b and c. Alternatively, you may base your response on a team you
manage or an organisation/team you know well or may have researched.
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» TASK 4b
As important role of the manager is to understand how to respond to problems which may impact on the delivery of
daily work activities, when to take corrective action and where they may need to escalate and report issues to a
more senior manager.
Using examples, explain how to respond to THREE (3) problems which may impact on the delivery of daily work
activities.
(Refer to AC4.2 Explain how to respond to problems which may impact on the delivery of daily work activities and
the Indicative Content for this AC)
COMPLETE THE TABLE:
1.
2.
3.
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» TASK 4c
From time to time it may be necessary to have difficult conversations with team members, which may include topics
of a personal nature, under-performance or unethical behaviour.
Using examples, explain in your own words how you would have difficult conversations with individuals and how
you would deliver constructive feedback.
(Refer to AC4.3 Explain how to provide constructive feedback and have difficult conversations with individuals
and the Indicative Content for this AC)
INSERT YOUR ANSWER HERE:
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» REFERENCING AND BIBLIOGRAPHY
Use the box below to cite any external sources used in your assessment:
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UNIT CMI 312
Assessment Marksheet: Managing Daily Activities to Achieve Results
TO BE COMPLETED BY THE LEARNER
LO1 Understand the purpose of daily work activities in the context of an organisation
LO2 Understand how to prioritise and set objectives for daily work activities
LO3 Know how to organise and allocate work
LO4 Understand how to monitor outcomes and respond to problems
TASK Assessment criteria Assessment
result*
(*delete as
appropriate)
Assessor feedback
1a AC1.1 Assess the scope and purpose
of daily work activities in the context
of an organisation
Pass/refer
1b AC1.2 Identify the legal and
organisational frameworks which
impact on how a team delivers daily
work activities
Pass/refer
1c AC1.3 Explain how daily work activities
contribute to the achievement of
organisational targets
Pass/refer
2a AC2.1 Explain how to identify
priorities for daily work activities
Pass/refer
2b AC2.2 Explain how to set SMART
objectives for teams and individuals to
achieve daily work activities
Pass/refer
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TASK Assessment criteria Assessment
result*
(*delete as
appropriate)
Assessor feedback
3a AC3.1 Identify tools which contribute
to the efficient completion of daily
work activities
Pass/refer
3b AC3.2 Outline the support provided to
the team to complete daily work
activities
Pass/refer
3c AC3.3 Identify the resources provided
to the team to complete daily work
activities
Pass/refer
3d AC3.4 Explain how work is allocated
to the team members
Pass/refer
4a AC4.1 Explain how to monitor actual
progress of work activities against
planned performance
Pass/refer
4b AC4.2 Explain how to respond to
problems which may impact on the
delivery of daily work activities
Pass/refer
4c AC4.3 Explain how to provide
constructive feedback and have
difficult conversations with
individuals
Pass/refer
Overall comments:
(to identify areas of good practice and areas for further development)
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» ASSESSMENT GUIDANCE
Refer Pass
 The submission is incomplete
 Tasks are incomplete
 Not all assessment criteria have been met
 No examples are used or the examples given do not
match the requirements of the assessment criteria
 Evidence is
 Unclear
 Technically incorrect or inaccurate
 Biased
 Unprofessional language
 Poorly structured and presented
 Ideas are under developed
 Lacks sufficient detail to show understanding of
the topic
 The application of concepts, models and theories to
the management and leadership role or workplace is
unclear
 Evidence is not directly attributable to the learner
 External sources of information are not
acknowledged
 Work based evidence or artefacts (e.g planning
documents or presentation slides) do not meet the
requirements of the assessment criteria and are not
current (within 5 years)
 All tasks have been completed
 All assessment criteria have been met
 Examples given are well chosen and match the
requirements of the assessment criteria
 Evidence is
 Well written and presented
 Contains a breadth of examples
 Accurate
 Current (e.g. use of up to date legislation)
 Authentic
 Inclusive
 Coherent
 Credible
 Technically correct
 Evidence shows an understanding of different
perspectives
 Concepts, models and approaches and have been
applied correctly in context of the management and
leadership role or workplace
 Evidence used from external sources has been
correctly referenced
 Evidence is directly attributable to the learner
 Work based evidence or artefacts (e.g planning
documents or presentation slides) match the
requirements of the assessment criteria and are
current (within 5 years)
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