Principles of Management and Leadership Assignment
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22CMI SYLLABUS | LEVEL 3 PRINCIPLES OF MANAGEMENT AND LEADERSHIPCMI 301Principles of Management and LeadershipOfqual unit numberJ/615/8840RQF level3Guided learning hours33Total unit time68Aims of unitBeing equipped with the knowledge, skills and behaviours tomanage and lead effectively is essential if an individual and theirorganisation are to succeed. This unit has been designed forlearners who want to develop or sharpen their professional edge andenhance personal effectiveness. The unit focuses on the waysorganisations operate. The application of management andleadership approaches and how these can positively impact on ownrole, lead to improved performance, and support teams, colleaguesand customers. The aim of the unit CMI 301 is to introduce thefoundations for managers, which will be developed throughout all thelevel 3 units.KeywordsRoles, responsibilities, skills, attributes, behaviours, leadership,management, develop and improve, factors for success, mission,vision, values, governance.Learning outcome 1Understand how organisations operateAssessment criteria1.1 Outline thegovernanceof differenttypes of organisations1.2 Explain thefactors1.3 Explain thepurposeof organisational mission, vision and value statements1.4 Outline thepurposeof organisational strategiesIndicative content1.1Governancemay include but is not limited to its legal framework/structure such as shareholders,trustees, investors, boards, process for ensuring authority, decision making and accountability.Types of organisationsmay include but are not limited to Public Limited Companies (PLCs), limitedcompanies, partnerships, third sector (voluntary/not for profit/charities), sole traders.1.2Factorsrefer to culture, equality, diversity and inclusion and mayinclude but are not limited tosize, business environment, organisational structure, function, labour force, governance, purpose,historical background1.3Purposemay include but is not limited to clarification of organisational purpose and focus,informs direction, guides employee behaviours, inspires.1.4Purposerefers to the organisational strategy, the development of this and how relates tooperational plans and is dependent on the type and function of the organisation. May include but isnot limited to how the organisation plans to achieve its goals, and meet stakeholder needs.
23CMI SYLLABUS | LEVEL 3 PRINCIPLES OF MANAGEMENT AND LEADERSHIPLearning outcome 2Understand the management roleAssessment criteria2.1 Summarise theroleof the manager2.2 Explain the role of the manager incommunicatingorganisational strategy to individuals andteams2.3 Explain levels ofaccountability and authorityin the management role2.4 Outline thelegalandorganisationalframeworkswhich apply to the management roleIndicative content2.1Rolemay include but is not limited to tasks and responsibilities to be undertaken in the role,position, relationships, inter-dependencies with the directorate, managers, functional areas, teams,colleagues, customers, suppliers and contractors.2.2Communicatingmay include but is not limited meetings (team and one-one), work plans,training, digital and leading by example.2.3Accountability and authoritywith reference to level of decision making, reporting structure,managing staff, resources, access to information/data/budget.2.4Legalmay include but is not limited to Health and Safety at Work Act 1974, Data Protection Act1998, General Data Protection Regulation (applies from May 2018), Working Time Directive 1998,Equality Act 2010 and industry specific regulations. Learners may also make reference to other locallaws as relevant.Organisational frameworksrefers to how to use HR systems and processes to ensure legalrequirements and may include but are not limited toHR systems and processesincludingperformance management, disciplinary and grievance, conduct and capability, recruitment, learningand development, reward, induction and on-boarding, talent management, dignity at work, absenceand time management, workforce planning, payroll, performance management standards;policiesand standardsincluding health, safety, well-being and security, equality and diversity, data protection,communication, procurement, quality, customer service charters and policies, quality standards.Learning outcome 3Understand the application of management and leadership approachesAssessment criteria3.1 Explain the differences betweenmanagementandleadership3.2 Summarise recognisedmanagement andleadership approaches3.3 Explain how management and leadership approaches can be applied and adapted in differentwork basedsituationsIndicative content3.1Managementfocuses on completion of tasks and activities and the outputs these produce.Leadershipfocuses on people and how they are led. This includes but is not limited to motivating,delegating, inspiring, engaging.3.2Management and leadership approachesinclude but are not limited toHersey and BlanchardSituational Leadership (1969), Tannenbaum & Schmidt Leadership Continuum (1958), Lewin Styles-Centred Leadership (1979), Blake and Mouton Grid (c.1950s).