Learning Outcomes01 Supporting Resources04 Assignment06 Recommended Readings09 INTRODUCTION: This qualification is intended for the senior and executive manager who has the full authority and personal inspiration to translate organisational strategy into effective operational performance. It is equally valuable for the person who aspires to such a role, by helping them to gain the knowledge and understanding necessary. It requires the manager to build on their management skills and to focus on the requirement of implementing the organisation’s strategy.
GUIDED LEARNING HOURS The Guided learning hours for the Unit 7001 – Personal Development as a Strategic Manager of the Diploma in Strategic management & Leadership are: 20 UNIT AIM AND LEARNING OUTCOMES: Aim This unit looks closely at the leadership skills that you need to operate effectively at a strategic level. Learning outcomes Following a completion of this unit, you will be able: 1. To identify personal skills to achieve strategic ambitions 2. To manage personal leadership development to support achievement of strategic directions . To evaluate the effectiveness of the leadership development plan 4. To promote a healthy and safe environment that supports a culture of quality Section 1: Identifying Personal skills This section is about identifying what personal skills are required as a strategic manager so that you can support the strategic direction of the organisation. In doing this, you’ll look at how to analyse the strategic direction of the organisation to determine what personal and leadership competencies are required.
You’ll also evaluate what strategic skills you require as a leader to achieve the strategic ambitions of your organisation. Section 2: Personal Leadership Development This section focuses on personal leadership development and considers how to manage this development to support the achievement of the organisation’s strategic ambitions. You’ll look at the opportunities to support leadership development, construct leadership development plans and consider the implementation process. You’ll also consider how to evaluate the effectiveness of the plan. Section 3: Promoting a Healthy and safe environment
This section looks at how to promote a healthy and safe environment that supports a culture of quality. You’ll consider your understanding of health and safety responsibilities by looking at the processes for managing health and safety, and its implications for leadership. You’ll also look at how you can promote a health and safety culture, how you can best make improvements in this area and how you can change other people’s behaviour. SUPPORTING RESOURCES Information Services Take advantage of the Institute’s management knowledge through our Information Services.
Our resources, which are unequalled in scope, variety and accessibility, are available to members and are designed to give you the support you need to succeed throughout your management career. Study Resource Centre www. managers. org. uk/study The Study Resource Centre is organized by qualification and unit. It brings together a range of materials and resources to assist members in their research and studies. These resources include Management Checklists on key skills and techniques, suggested further reading and links to e-journals.
A series of Study Guides will help you to cope with the stresses and demands of study, while our new Management Models series provide a one-page overview of some of the more widely used techniques. Studying members are encouraged to exchange views and ideas through the Study Talk section of our Management Discussion Forum. In Study Talk there are areas for Certificate, Diploma and Executive Diploma members. Subject Search www. managers. org. uk/subjectsearch It’s fast, accurate and free to members
Subject Search is an effortless retrieval facility which delivers the full range of Institute resources on management skills and practice. • New multimedia resources – 60 Leader Videos, Institute pod casts and e-learning modules • Authoritative definitions of management terms • 220 Management Checklists and 60 Management Thinker profiles • Downloadable Institute articles and research • Lists of books and articles which are available from the Management Information Centre. All these resources are freely available to members from one source where you can search by subject.
Definitions give you a headline understanding of topic; Checklists and Standards provide the essentials; and books and articles enable you to research further. Depending on your need you choose how far you want to go. For in depth research try our e-journals service www. managers. org. uk/fulltext The Chartered Management Institute has joined forces with EBSCO Information Services to offer members access to Business Source: Corporate, a database providing direct access to articles on management and business from a range of academic journals and business magazines.
Members also have access to country, company and industry reports from leading providers. Institute Library (CMI) www. managers. org. uk/miclib The Institute Library database offers members access to the Management Information Centre’s database of books, reports and journal articles on management techniques and practice. The database provides abstracted references to documents. You can search for information on any management subject and call up a list of books or journal articles. Members (within the UK) can click to borrow or to request journal articles. Management Discussion Forum ww. managers. org. uk/managementforum The Management Discussion Forum provides a platform for ideas, thoughts and questions on management topics and enables members to discuss management and business-related issues. Studying members can exchange views and ideas through the Study Talk section of our management discussion forum. There are Study Talk areas for Certificate, Diploma and Executive Diploma members. Information Services www. managers. org. uk/library Ask a researcher Unable to find what you are looking for, or do you have a research need that we can help with?
Our qualified, experienced and knowledgeable team of researchers can be contacted by e-mail or telephone. We will respond within one working day. ASSIGNMENT To address the Learning Outcomes you are required to make statements as a senior/strategic manager or potential senior/strategic manager which demonstrate that you have fulfilled the Learning Outcomes given below. Your statements are to be prefixed with the specific Learning Outcome and should demonstrate reviewing strategic aims and objectives, analysing progress towards achievement and evaluating alternatives within your work area or in an organisation with which you are familiar.
If you are not in an organisation or you have no responsibilities for organisational direction you should describe the principles you would adopt and thus demonstrate a clear grasp of theory, concepts and techniques as well as your knowledge and understanding of the Learning Outcomes. The Assessment Criteria give you the context in which the Learning Outcomes are set. Your statements should be based on research, investigation and analysis which you personally have carried out. Word count: In total, it is suggested that your statements should not be less than 3000 and not more than 3500 words.
You should make appropriate use of tables, graphs, diagrams, Gantt charts and flowcharts etc. You must make sure that you reference any sources you have used to complete this assignment; listing reference material and web sites used. Appendices must not be included. You are encouraged to produce a reflective statement of no more than 300 words (which does not count within the total number of words), describing the value and knowledge gained from undertaking this assignment. The reflective statement is not assessed; however it encourages you to review the value and application of your learning.
This Unit is about reviewing strategic aims and objectives, analysing progress towards achievement and evaluating alternatives. |LEARNING OUTCOMES |ASSESSMENT CRITERIA | |1. Be able to identify personal skills to|1. 1 Analyse the strategic direction of the organisation | |achieve strategic ambitions |1. 2 Evaluate the strategic skills required of the leader to achieve the strategic | | |ambitions | | |1. Assess the relationship between existing, required and future skills to achieve | | |the strategic ambitions | |2. Be able to manage personal leadership |2. 1 Discuss the opportunities to support leadership development | |development to support achievement of |2. 2 Construct a personal development plan to direct leadership development | |strategic ambitions |2. Devise an implementation process for the development plan | |3. Be able to evaluate the effectiveness |3. 1 Assess the achievement of outcomes of the plan against original objectives | |of the leadership development plan |3. 2 Evaluate the impact of the achievement of objectives on strategic ambitions | | |3. 3 Review and update the leadership development plan | |4. Be able to advocate a staff welfare |4. Evaluate the impact of corporate commitment to staff welfare on | |environment that supports organizational |organisational values | |values |4. 2 Discuss how a staff welfare environment can affect achievement of organisational| | |objectives | | |4. Consider the influence of a corporate commitment to staff welfare on the | | |development of organisational values | Learners who are not in an organisation or have no responsibilities for organisational direction in a work area can meet the requirements by describing the principles they would adopt and thus demonstrate a clear grasp of theory, concepts and techniques as well as their knowledge and understanding of the Learning Outcomes. Learning Outcome 1: Be able to identify personal skills to achieve strategic ambitions
Outline and analyse the strategic direction and purpose of your organisation Carry out a gap analysis of the strategic skills you require, as a leader, to achieve the strategic ambitions Identify and assess the relationship between existing, required and future skills and activities to achieve the strategic ambitions Learning Outcome 2: Be able to manage personal leadership development to support achievement of strategic ambitions Discuss and evaluate the opportunities you have to support your leadership development Discuss with people to whom you report your ideas for topics and the timescale for your personal development plan (PDP)
Construct a personal development plan to guide your leadership development Devise an implementation process for your personal development plan Consider the priorities, resources and costs for your personal development plan Learning Outcome 3: Be able to evaluate the effectiveness of the leadership development plan Assess the progress and achievements of the outcomes of your personal development plan Evaluate the impact of the progress and achievement of the objectives on strategic ambitions Review and update your personal development plan Learning Outcome 4: Be able to advocate a staff welfare environment that supports organisational values
Describe and consider the corporate commitment to staff welfare and its impact on organisational objectives Describe how a staff welfare environment can influence and affect achievement of organisational objectives Review the influence a corporate commitment to staff welfare can have on the development and enhancement of organisational values INSTRUCTIONS AND INFORMATION FOR LEARNERS It is designed to assess your achievement of all the Learning Outcomes and associated assessment criteria in the relevant unit of the qualification you are undertaking.
Your tutor will advise you when you should start work on the assignment, and the date when you must hand in your completed work. You should make sure that you plan your work carefully, to ensure that you cover all the requirements of the assignment, and complete it within the time limit specified. Your statements in answer to the Learning Outcomes need to be prefixed with the specific Learning Outcome title or at least the Learning Outcome number. This will help you keep on track and should ensure you address the details. Work submitted without a Learning Outcome prefix will be returned unmarked.
Your statements should not be just a description of work place activities but should include what you have learned from your programme of study. In other words you need to show how you can relate what you have learned to day-to-day management activities. You must make sure that you acknowledge any sources you have used to complete this assignment, listing reference material and web sites used. Appendices will not be accepted as any part of the assignment. You must submit your work as hard copy with turn it in report less than 20% of similarity index.
You should mark the assignment with your name, learner number, the unit number, your Centre name and a brief description of the context in which the assignment was undertaken. You may include a title page if you wish. You are strongly advised to keep a copy of your completed assignment before you submit it for assessment – the copy you submit will not be returned to you. Your assignment may be kept by the Institute for quality assurance purposes. Any assignment not kept for quality assurance will be securely deleted. The assignment result will be published to BITE moodle, normally within 6 weeks of submission.
If your assignment is assessed as referred, you will be notified with an indication of the areas to be addressed. You may resubmit an assignment, or submit a new assignment, on a further two occasions during your period of registration as an Institute learner. If there is anything in these instructions or in the assignment itself which you do not understand, please seek guidance from BITE. ADDITIONAL GUIDANCE REFLECTIVE STATEMENT You are encouraged to add a reflective statement or learning log, although this does not form part of the formal assessment process and is not included in the word count.