Management and Leadership Roles

This assignment requires students to demonstrate their understanding of the management and leadership roles by explaining the knowledge and skills required to be an effective manager, summarising recognised management and leadership approaches, and explaining how these approaches can be applied in different work-based situations. The submission must include examples that match the requirements of the assessment criteria, and evidence of current legislation and up-to-date concepts, models, and theories.

UNIT CMI 301
Assessment Booklet: Principles of Management and Leadership
Each task in this assessment booklet has been developed to enable you to evidence achievement of the learning
outcomes and assessment criteria for CMI 301: Principles of Management and Leadership. 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 301 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 301 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 project 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.
CMI 301 Page 1 of 19 Version 1

» LEARNER INFORMATION
Learner statement of
authenticity:
I confirm that the attached completed project is all my own work, and does not include
any work completed by anyone other than myself. I have completed the project in
accordance with the Institute’s approved instructions . Tick here to opt out I consent for this project to be used for assessment standardisation and where
appropriate, for the dissemination of good practice, on the understanding that the
content is anonymised.
Signed: Date:
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 candidate is, to the best of my knowledge, the sole author of the completed
project.
Name: Job Title:
Signed: Date:
» 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 project
and how this has impacted the learners work.
Please see the CMI Assessment Guidance Policy for further guidance.
» AIM OF THE ASSESSMENT BOOKLET
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 assessment booklet has been designed for managers to
evidence their knowledge and understanding of how organisations operate, the application of management and
leadership approaches, and how these can be applied in the work role.
CMI 301 Page 2 of 19 Version 1

TASK 1: Governance of organisations
The ability to understand how organisations operate begins with an understanding of how they are governed.
» TASK 1
Organisations are governed in different ways. Complete the table below giving THREE (3) examples of different
types of organisations (e.g. Public Sector, Private Limited Companies (PLCs), third sector or voluntary/not for
profit, sole traders etc) and explain how each one is governed.
(Refer to AC1.1 Outline the governance of different types of organisation and the Indicative Content for this AC)
COMPLETE THE TABLE:
Organisation type Explanation
1.
2.
3.
CMI 301 Page 3 of 19 Version 1

TASK 2: How organisations operate
The strategy, culture, mission, vision and values of an organisation will impact on how it operates.
To complete tasks 2a, b and c you are encouraged to use examples based on an organisation you know well or have
researched.
» TASK 2a
Explain the factors which influence an organisation’s culture.
(Refer to AC1.2 Explain the factors which influence an organisation’s culture and the Indicative Content for this
AC)
INSERT YOUR ANSWER HERE:
» TASK 2b
Explain the purpose of organisational mission, vision and value statements.
(Refer to AC1.3 Explain the purpose of organisational mission, vision and value statements and the Indicative
Content for this AC)
INSERT YOUR ANSWER HERE:
CMI 301 Page 4 of 19 Version 1

» TASK 2c
Outline the purpose of organisational strategies.
(Refer to AC1.4 Outline the purpose of organisational strategies and the Indicative Content for this AC)
INSERT YOUR ANSWER HERE:
CMI 301 Page 5 of 19 Version 1

TASK 3: The role of the manager
Within organisations it is important to recognise that different titles are given to managers’ roles such as team
leader, supervisor or first line manager.
To complete tasks 3a, b and c you need to base your answer on the role of a manager who has responsibility for
managing a group of staff in an organisation or occupational area you know well or have researched.
» TASK 3a
For a chosen organisation or occupational area, summarise the role of the manager.
(Refer to AC2.1 Summarise the role of the manager and the Indicative Content for this AC)
INSERT YOUR ANSWER HERE:
The manager performs different roles such as setting goals for the units, and deciding what work needs to be done
to meet those goals. The manager splits the work into manageable activities, and select employees to fulfil those
activities. Let’s take Tesco PLC a British multinational retail company and define the different roles of managers as
team leaders, supervisors or first line managers to make our study more concrete and authentic (Bush, 2008).
 Planning: Planning the operations and functions in a way that accomplishes the goals of the organization is
the prime role of any manager.
 Organize and Implement: Managers are involved in organizing tasks and allocating resources to the right
people, in a way that executes the coveted outcomes to meet the goals (Hallam, 2015).
 Providing direction: Providing the right direction to the employees with enough guidance, leadership and
support to carry out the desired responsibility to accomplish organizational goals.
 Motivate and communicate: In order to make people productive and mould staffs into cooperative teams a
manager needs to provide continuous motivation. At Tesco, managers create an atmosphere where co-
workers can bring their whole self to work, which profits businesses by exalting innovation, rising
productivity and delivering spectacular customer services.
» TASK 3b
Explain, using examples, the role of the manager in communicating organisational strategy to the individuals and
teams they manage.
(Refer to AC2.2 Explain the role of the manager in communicating organisational strategy to individuals and
teams and the Indicative Content for this AC)
INSERT YOUR ANSWER HERE:
Successful managers not only communicate the desire for business evolution but also are willing and able
to guide their team through change. Listen and Fix is the biggest exercise undertaken by Tesco to gain a
deeper knowledge of organizational areas (Hallam, 2015).
CMI 301 Page 6 of 19 Version 1

 Define Vision: The vision is a clear strategy that defines the future of the organization. It is long
term and measurable. The purpose of the vision is to drive each employee to work every day. A
manager without a vision cannot lead a team.
At Tesco, managers are involved in face to face communication with their employees which
defines and resolves their daily job. It includes 1) how to do the job efficiently, 2) how to serve the
customers even better and 3) keeping update of any new changes in policy.
 Encourage recognition: Every individual desires to feel appreciated and valued by their managers
for working above and beyond expectations to achieve great results (Bush, 2008). Time to Time
celebration and recognition by the team leaders or supervisors is a key to achieve organization’s
vision, mission, and goals.
At Tesco, managers create a culture of appreciation and recognition through continuous communication
with employees which motivates each employee to perform at their best level.
 Delegate and Empower: To achieve greater results managers need to empower their employees by
delegating responsibilities.
CMI 301 Page 7 of 19 Version 1

» TASK 3c
Explain, using examples, the levels of accountability and authority a manager has within a chosen organisation
or occupational area.
(Refer to AC2.3 Explain levels of accountability and authority in the management role and the Indicative Content
for this AC)
INSERT YOUR ANSWER HERE:
Authority is the set of rights issued to an executive or a manager in an organization, whereas
Accountability is the attributes to manage the authority assigned. Authoritative power is the origin of an
organizational framework as it gives the freedom of taking decisions which are beneficial for an
organization (Renz and Herman, 2016).
For instance, a manager might they have authority to make a hiring decision, to decide how much amount
to be spent on a particular thing or activity, to decide the set rules and objectives to perform certain
activity and to set deadlines and priorities for any particular project etc.
CMI 301 Page 8 of 19 Version 1

» TASK 3d
Outline THREE (3) legal and organisational frameworks which a team leader/supervisor/first line manager would
need to apply in the management role.
(Refer to AC2.4 Outline the legal and organisational frameworks which apply to the management role and the
Indicative Content for this AC)
INSERT YOUR ANSWER HERE:
1. Managers at all levels are held responsible for their ethical behavior. Every day, managers make
decisions that affect the companies, its stakeholders, and society as a whole. Managers have an
obligation to ensure that their subordinates behave ethically and in the interest of the company
(Hallam, 2015).
2. The prime responsibility of the manager is to know and exercise ethical behavior in order to meet
the company's expectations, set an epitome of proper behavior for subordinates, and to decrease the
ambiguity that frequently comes while practicing ethics.
3. As line mangers, ethical ambiguity should not be accepted at any point. If uncertain about any rules
and procedures, the manager should ask for clarifications for the same. Ethical sound managers are
likely the most important factor in developing an ethical organizational culture.
CMI 301 Page 9 of 19 Version 1

TASK 4: Application of management and leadership approaches
To be an effective leader, you need to understand the various approaches to leadership so that you are able to use
the right approach in different situations or circumstances.
» TASK 4a
In your own words, explain the differences between management and leadership.
(Refer to AC3.1 Explain the differences between management and leadership and the Indicative Content for this
AC)
INSERT YOUR ANSWER HERE:
Leadership is a trait of influencing people, so that the organizational goals are attained. Management is a
discipline of managing things in order to get the work done through others.
 In leadership, rules and procedures are implemented, whereas, in the case of management, policies
and guidelines are established.
 Leadership requires trust of followers whereas management involves controlling of subordinates
by their managers (Renz and Herman, 2016).
 Leadership focuses on encouraging change whereas management is involved in bringing stability.
 Leadership demands foresightedness of leader, but Management has a short term vision.
 Management is all about the grouping and fixing particulars while leadership is about influencing
people in a positive direction.
CMI 301 Page 10 of 19 Version 1

» TASK 4b
The ability to apply management and leadership approaches to a variety of work based situations is an essential
management skill.
Complete the table below by summarising THREE (3) management and leadership approaches. For each
approach, explain how it can be applied and adapted to respond to different work based situations (e.g. business
as usual, crisis and emergency, one to one, large group/team).
(Refer to AC3.2 Summarise recognised management and leadership approaches; AC3.3 Explain how
management and leadership approaches can be applied and adapted in different work based situations and the
Indicative Content for these ACs)
COMPLETE THE TABLE:
Summary of management and leadership
approach
Explain how the approach can be applied and
adapted to this work-based situation
1. Autocratic Style This style is defined by setting clear objectives
and rules for subordinates and ensures its
accomplishment. This theory of leadership is
recommended when subordinates are unskilled
or inexperienced at a given job. In a
manufacturing plant, for instance, new workers
must obey their supervisors’ instructions
carefully to avoid hurting themselves (Tripathi,
2008).
2. Democratic Style These type of leader’s value listening,
cooperation, and proper investment which allow
them to create the best possible products and
services. They work in situations where time and
resources are no barrier.
For instance, a leader of a surgical team could
boost the group to choose the location of their
next training either by vote or the location of an
after-hours hangout.
3. Visionary Style These leaders have the ability to make people
seek the impossible as possible. Visionary
leadership believes on strong leadership to
CMI 301 Page 11 of 19 Version 1

maintain cohesion. The visionary leader is able
to share their view of the future, allowing
followers to understand how they play an
important role in that future state (Hallam,
2015). A visionary leader has good
communication ability along with being an
active listener. Visionary leaders are chief
organizers as they directs, develops and
conducts meetings.
CMI 301 Page 12 of 19 Version 1

TASK 5: Knowledge, skills and behaviours of an effective manager
The ability to understand and apply knowledge, skills and behaviours to be effective in a management role leads to
success.
» TASK 5a
Explain SIX (6) knowledge and skills you believe are required to be an effective manager.
(Refer to AC4.1 Explain the knowledge and skills required to be an effective manager and the Indicative Content
for this AC)
COMPLETE THE TABLE:
Knowledge/skill Explanation
1.
2.
3.
4.
5.
6.
CMI 301 Page 13 of 19 Version 1

» TASK 5b
During the development of the new Trailblazer Apprenticeship standard, employers identified four behaviours
(taking responsibility, being inclusive and agile and acting professionally) required to be an effective manager. In
your own words, summarise each of the management behaviours listed in the table below.
(Refer to AC4.2 Summarise the behaviours required to be an effective manager and the Indicative Content for this
AC)
COMPLETE THE TABLE:
Behaviour Summary
1. Taking responsibility
2. Inclusivity
3. Agility
4. Professionalism
CMI 301 Page 14 of 19 Version 1

» TASK 5c
Using well-chosen examples, explain the impact a manager’s knowledge, skills and behaviours can have on
teams, colleagues and customers.
(Refer to AC4.3 Explain the impact of knowledge, skills and behaviours on the team, colleagues and customers
and the Indicative Content for this AC)
COMPLETE THE TABLE:
Group Impact of manager’s knowledge, skills and behaviours
1. Teams
2. Colleagues
3. Customers
CMI 301 Page 15 of 19 Version 1

» REFERENCING AND BIBLIOGRAPHY
Use the box below to cite any external sources used in your assessment:
Books and Journals
Bush, T., 2008. From management to leadership: semantic or meaningful change?. Educational
management administration & leadership. 36(2). pp.271-288.
Bush, T., Bell, L. and Middlewood, D., 2010. The Principles of Educational Leadership & Management.
Sage.
Hallam, F. S., 2015. Principles of Management and Leadership. 3rd Ed. Cognella Incorporated.
Renz, D.O. and Herman, R.D., 2016. The Jossey-Bass handbook of nonprofit leadership and
management. John Wiley & Sons.
Ruggles, C., 2014. Principles of Leadership and Management in Law Enforcement. Policing: An
International Journal of Police Strategies & Management. 37(2). pp.460-462.
Tripathi, C. P., 2008. Principles Of Management. Tata McGraw-Hill Education.
Online
Leadership and Management. 2017. [Online]. Available through: <https://keydifferences.com/difference-
between-leadership-and-management.html#KeyDifferences>. [Accessed on 13th March 2018].
CMI 301 Page 16 of 19 Version 1

UNIT CMI 301
Assessment Marksheet: Principles of Management and Leadership
TO BE COMPLETED BY THE LEARNER
Learner name: CMI membership No: Date:
Centre name: Qualification:
Batch Number:
Overall assessment result: Pass/Refer
LO1 Understand how organisations operate
LO2 Understand the management role
LO3 Understand the application of management and leadership approaches
LO4 Understand the knowledge, skills and behaviours to be an effective manager
TASK Assessment criteria Assessment
result*
(*delete as
appropriate)
Assessor feedback
1a AC1.1 Outline the governance of
different types of organisations
Pass/Refer
2a AC1.2 Explain the factors which
influence an organisation’s culture
Pass/Refer
2b AC1.3 Explain the purpose of
organisational mission, vision and
value statements
Pass/Refer
2c AC1.4 Outline the purpose of
organisational strategies
Pass/Refer
CMI 301 Page 17 of 19 Version 1

TASK Assessment criteria Assessment
result*
(*delete as
appropriate)
Assessor feedback
3a AC2.1 Summarise the role of the
manager
Pass/Refer
3b AC2.2 Explain the role of the manager
in communicating organisational
strategy to individuals and teams
Pass/Refer
3c AC2.3 Explain levels of accountability
and authority in the management role
Pass/Refer
3d AC2.4 Outline the legal and
organisational frameworks which
apply to the management role
Pass/Refer
4a AC3.1 Explain the differences between
management and leadership
Pass/Refer
4b AC3.2 Summarise recognised
management and leadership
approaches
Pass/Refer
4c AC3.3 Explain how management and
leadership approaches can be applied
and adapted in different work based
situations
Pass/Refer
5a AC4.1 Explain the knowledge and
skills required to be an effective
manager
Pass/Refer
5b AC4.2 Summarise the behaviours
required to be an effective manager
Pass/Refer
5c AC4.3 Explain the impact of
knowledge, skills and behaviours on
the team, colleagues and customers
Pass/Refer
Overall comments:
(to identify areas of good practice and areas for further development)
CMI 301 Page 18 of 19 Version 1

» 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 is 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 is
current (within 5 years)
CMI 301 Page 19 of 19 Version 1