Principles of Management and Leadership Assignment
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Added on 2021-03-03
Principles of Management and Leadership Assignment
Added on 2021-03-03
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22 CMI SYLLABUS | LEVEL 3 PRINCIPLES OF MANAGEMENT AND LEADERSHIP CMI 301Principles of Management and Leadership Ofqual unit number J/615/8840 RQF level 3 Guided learning hours 33 Total unit time 68 Aims of unit Being equipped with the knowledge, skills and behaviours to manage and lead effectively is essential if an individual and their organisation are to succeed. This unit has been designed for learners who want to develop or sharpen their professional edge and enhance personal effectiveness. The unit focuses on the ways organisations operate. The application of management and leadership approaches and how these can positively impact on own role, lead to improved performance, and support teams, colleagues and customers. The aim of the unit CMI 301 is to introduce the foundations for managers, which will be developed throughout all the level 3 units. Keywords Roles, responsibilities, skills, attributes, behaviours, leadership, management, develop and improve, factors for success, mission, vision, values, governance. Learning outcome 1 Understand how organisations operate Assessment criteria 1.1 Outline the governance of different types of organisations1.2 Explain the factors1.3 Explain the purpose of organisational mission, vision and value statements 1.4 Outline the purpose of organisational strategies Indicative content 1.1 Governance may 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 organisations may include but are not limited to Public Limited Companies (PLCs), limited companies, partnerships, third sector (voluntary/not for profit/charities), sole traders. 1.2 Factors refer to culture, equality, diversity and inclusion and mayinclude but are not limited to size, business environment, organisational structure, function, labour force, governance, purpose, historical background 1.3 Purpose may include but is not limited to clarification of organisational purpose and focus, informs direction, guides employee behaviours, inspires. 1.4 Purpose refers to the organisational strategy, the development of this and how relates to operational plans and is dependent on the type and function of the organisation. May include but is not limited to how the organisation plans to achieve its goals, and meet stakeholder needs.
23 CMI SYLLABUS | LEVEL 3 PRINCIPLES OF MANAGEMENT AND LEADERSHIP Learning outcome 2 Understand the management role Assessment criteria 2.1 Summarise the role of the manager 2.2 Explain the role of the manager in communicating organisational strategy to individuals and teams 2.3 Explain levels of accountability and authority in the management role 2.4 Outline the legal and organisationalframeworks which apply to the management role Indicative content 2.1 Role may 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. 2.2 Communicating may include but is not limited meetings (team and one-one), work plans, training, digital and leading by example. 2.3 Accountability and authority with reference to level of decision making, reporting structure, managing staff, resources, access to information/data/budget. 2.4 Legal may include but is not limited to Health and Safety at Work Act 1974, Data Protection Act 1998, 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 local laws as relevant. Organisational frameworks refers to how to use HR systems and processes to ensure legal requirements and may include but are not limited to HR systems and processes including performance management, disciplinary and grievance, conduct and capability, recruitment, learning and development, reward, induction and on-boarding, talent management, dignity at work, absence and time management, workforce planning, payroll, performance management standards; policies and standards including 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 approaches Assessment criteria3.1 Explain the differences between management and leadership3.2 Summarise recognised management andleadership approaches3.3 Explain how management and leadership approaches can be applied and adapted in different work based situations Indicative content 3.1 Management focuses on completion of tasks and activities and the outputs these produce. Leadership focuses on people and how they are led. This includes but is not limited to motivating, delegating, inspiring, engaging. 3.2 Management and leadership approaches include but are not limited toHersey and Blanchard Situational Leadership (1969), Tannenbaum & Schmidt Leadership Continuum (1958), Lewin Styles -Centred Leadership (1979), Blake and Mouton Grid (c.1950s).
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