Hawk Training School of Management Working with the Chartered Management Institute

Level 7 Diploma in Strategic Management & Leadership Learner Handbook Hawk Training School of Management Working with the Chartered Management Institute January 2015 TH HAWK TRAINING SCHOOL OF MANAGEMENT, 4 Floor Regal House, 70 London Road, Twickenham, LONDON TW1 3QS Tel: +44(0) 20 8891 0992 www.hawktraining.com email: info@hawktraining.com 1

Table of contents Page 1. Introduction 3 2. Is this the right qualification for you? 4 3. Structure of the programme 4 4. Distance Learning 5 5. How your work is assessed 5 6. Where you can find support 6 7. Management Project 8. Progression 8 8 9. CMI 8 Appendices 1 CMI Level 7 Diploma in Strategic Management and Leadership syllabus content 10 2 Chartered Management Institute membership benefits 27 3 Chartered Management Institute Code of Conduct and Guides to Professional Management Practice 29 2

1 Introduction Welcome to the Level 7 Diploma in Strategic Management & Leadership programme. We hope that you will enjoy the opportunity to learn more about management skills as well as benefit from gaining the qualification. This qualification is accredited by the Chartered Management Institute (CMI) and is universally recognised in every sector of the UK business community. The award of a Royal Charter to the Institute of Management in April 2002 recognised Management as a valued profession in its own right. The Chartered Institute s primary mission is to support the development of managers and to raise standards of management performance. The qualifications in Management and Leadership enable individuals to gain public recognition for their management capability and provide employers with tangible evidence of current competence. Hawk Training School of Management in London is an established management, business and personal skills development provider. We have a 25 year proven track record working with organisations, both large and small, on training projects ranging from single, one-day events, through to significant management and staff development programmes. We decided to offer the Level 7 Diploma in Strategic Management and Leadership programme in partnership with the CMI in response to a growing demand from our clients. They wanted to provide tangible evidence of their investment in their managers of the future and this programme was the approach that best meet the needs of our clients and their delegates. The emphasis of the programme is on both the functional and skills aspects of management and leadership. It is aimed at managers who organise and direct the work of others, and have several years of management experience. The aim is to enable senior managers to develop and maintain the effectiveness and efficiency of the areas for which they are responsible by means of: Managing information and communication Customer focus and planning Planning and controlling physical and financial resources Managing change Managing performance of individuals and teams Developing an effective management style Recruitment and selection Motivating and developing individuals and teams Managing health, safety and quality Targeted self-development You will be asked to complete a number of assignments during the course of the programme (one per unit). These will focus on the topics covered during each module and in the main you will be expected to link them to your work environment. 3

You will also be required to complete a work-related management project. explained in detail later in this handbook. All this is To complete this Level 7 Diploma candidates spend a number of guided learning hours being coached on a one to one basis or attending workshops, completing assignments and projects, Many senior managers choose the coaching or distance learning method which allows flexible planning of the learning process to ensure minimum disruption to the business. This Level 7 Diploma qualification demands a high level of commitment from candidates, but the result is worth the effort, not only because of the high value of the qualification to you, but also because of your improved capability as a manager. At every stage you can ask for and get support from your designated tutor. 2 Is this the right qualification for you? The Level 7 Diploma is equivalent to a degree level of qualification. There are no specific entry requirements for this qualification; however you are likely to have several years of management experience and be working at a middle to senior management level of responsibility and authority. 3 Structure of the programme The Level 7 Diploma is made up of a number of units with each unit giving credits towards the qualification: Diploma Learners need to complete a minimum of 5 units to a total of at least 39 credits. The range of guided learning hours of approximately 140 guided learning hours. Guided learning hours - these are typically broken down and include webinars, coaching or distant learning sessions and/or workshops and time spent on self-study per unit. Self-study includes research, handling projects, carrying out assessments on the job and individual study which includes accessing the website CMI Management Direct Study Resources and our on-line resources. When you become a member of the CMI you will be able to access excellent learning resources which are second to none for each unit as part of the Diploma. The assessment assessment is normally via practical work-based assignments (one per unit). However, for those that have specific needs other assessment methods can be used. Assignments may be in the region of 2500-3000 words per unit. You will also be required to submit a work-related management project report. 4

Award, Certificate and Diploma Please Note: If required candidates will have the option of building up to the Level 7 Diploma through the Level 7 Award and Level 7 Certificate route detailed below: Award: learners need to complete any combination of units to a minimum of 6 credits to achieve the qualification; Certificate: learners need to complete any combination of units to a minimum of 13 credits to achieve the qualification; Diploma: learners need to complete any combination of units to a minimum of 38 credits to achieve the qualification. 39 credits can be achieved by completing 6 units. The CMI syllabus for each unit can be found in Appendix 1. 4 Distance Learning Our aim is to make learning as accessible as possible, allowing individuals to acquire the skills, knowledge and management qualification in a way that offers flexibility. Distance learning allows candidates to study from their own residential location or from work whenever they choose. The Distance Learning package includes: CMI membership; An individual Personal Learning Plan Agreed Personalised programme for completion of the Level 7 Diploma in Strategic Management and Leadership Access to Management Direct which provides 24/7 access to the best management on-line tool specifically designed to support learners and encourage self-directed learning; On-line workbooks for each mandatory and optional unit with access to tutor support; An assigned tutor to facilitate the learning process for each individual candidate and provide academic support services and one to one coaching sessions as required; A variety of interactive sessions utilising a range of technologies including webinars, video conference systems, email, internet and e-track supported by a team of technical support staff; Support, advice and feedback to ensure successful completion of the required assignments leading to achievement of the qualification. 5

5 How your work is assessed For the majority of the programme you will be expected to prepare an assignment for assessment; one per module. You will also be required to submit a management project. For the Level 7 Diploma you have 3 years, starting from your CMI registration, in which to complete all your assignments and the management project. However some managers complete the Level 7 Diploma in 18 months. Each assignment and your management project report should be accompanied by a statement to attest that the work is exclusively your own; this will be countersigned by your tutor. When you submit your work, it will be assessed by an Assessor, and the results and comments sent directly to you. If you fail to meet the criteria set by the CMI, the Assessor will give you advice about what is needed and you will be able to resubmit your assignment. You may submit any one assignment up to three times. An Internal Verifier will undertake scheduled reviews of passed assignments; when your portfolio of assignments is complete, it will be passed to CMI for quality control procedures. The Level 7 Diploma qualification is awarded by the Chartered Management Institute, and merit or distinction grades are not indicated it is pass or fail. 6 Where you can find support Support is readily available from our staff. Questions about unit topics, content and assignments should be addressed to your tutor or assessor. If you have any other concerns, you will be able to discuss these with the Programme Director Joanne Barnett. Roles and responsibilities of our team are set out below: Programme Director Is responsible for the overall quality of the delegate experience on the programme, including: design delivery assessment achievement levels guidance and quality improvement team communication Course Tutors Design content to ensure relevant coverage of the Level 7 qualification in Management & Leadership unit content. 6

Help candidates to understand both the development and assessment processes involved. Undertake some assessment and provide feedback. Assist individual learners over problems or concerns they have in relation to the programme content, process or assessment. Liaise with Assessors and Internal Verifier, as necessary. Assessors Judge the evidence of a candidate s performance, knowledge and understanding against the national standards. Judge whether the candidate has met the Assignment Brief and addressed all the Assessment Criteria (A.C.). Liaise with the tutor in respect of the taught component of the programme. Attend team meetings to ensure continuous improvement in assessment and the programme overall. Internal Quality Assurance (IQA) Advise Assessors and maintain the quality assurance of assessment in the centre. Sample assessments systematically, to confirm the quality and consistency of assessment decisions being made by Assessors. Attend team meetings to ensure quality, consistency and continuous improvement in assessment and the programme overall. Offer constructive feedback to tutors, facilitators and Programme Director. 7 Management project You will be required to complete a management project as part of the Level 7 Diploma in Strategic Management & Leadership. This is unit 7005 Conducting a Management Project. Purpose of the project To give participants an opportunity to: investigate a real management problem in depth practise the application of management concepts and techniques 7

integrate knowledge and competences gained during the programme develop skills of research, information analysis, problem solving and communicating recommendations Choosing a project The following points need to be considered when choosing the topic for your management project. It should: be a challenge for you be based on a work-related issue or issues be beneficial to your organisation as well as to you integrate knowledge and competences covered during the programme demonstrate skills in data research, analysis, problem solving and communicating recommendations The project terms of reference and a brief synopsis should be submitted to your tutor for approval within three months of the induction module. Assessment of the project The project report may be up to 3000 3500 words The learning outcomes which form the basis of the assessment of your project are your knowledge and understanding of how to: Identify and justify a management project Conduct research using sources and analyse data and options Make conclusions and recommendations that achieve the project aim 8 Progression Successful completion of the CMI Level 7 Diploma in Strategic Management and Leadership can lead to a B.A. or B.Sc. Hons or Masters Degree. 9 CMI Information about the Chartered Management Institute can be obtained from the Institute directly. 8

Its address is: Website: Chartered Management Institute Management House Cottingham Road Corby Northants NN17 1TT www.managers.org.uk Telephone number: 01536 204222 Fax: 01536 201651 Email address: mic.enquiries@managers.org.uk The Chartered Management Institute s membership benefits and the Institute s Code of Conduct and Guides to Professional Management Practice can also be found in Appendix 2 and 3. PLEASE NOTE: The full complement of the CMI Level 7 Diploma in Strategic Management and Leadership Units is detailed below. Please take note of the Credit Value of each unit remembering that to complete the full Diploma a minimum of 39 credits must be selected. 9

Appendix 1 CMI L7 Diploma Management & Leadership syllabus content Personal development as a strategic manager This unit is about the leadership skills required by a manager to operate effectively at a strategic level. Level: 7 Unit Number: 7001 Credit value: 6 1. Be able to identify personal skills to achieve strategic ambitions 1.1 Analyse the strategic direction of the organisation 1.2 Evaluate the strategic skills required of the leader to achieve the strategic ambitions 1.3 Assess the relationship between existing, required and future skills to achieve the strategic ambitions 2. Be able to manage personal leadership development to support achievement of strategic ambitions 2.1 Discuss the opportunities to support leadership development 2.2 Construct a personal development plan to direct leadership development 2.3 Devise an implementation process for the development plan 3. Be able to evaluate the effectiveness of the leadership development plan 3.1 Assess the achievement of outcomes of the plan against original objectives 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 environment that supports organisational values 4.1 Evaluate the impact of corporate commitment to staff welfare on organisational objectives 4.2 Discuss how a staff welfare environment can affect achievement of organisational objectives 4.3 Consider the influence of a corporate commitment to staff welfare on the development of organisational values 10

Strategic performance management This unit is about ensuring that the performance of the team contributes to meeting strategic objectives Level: 7 Unit Number: 7002 Credit value: 7 1. Be able to set performance targets of teams to meet strategic objectives 1.1 Assess the links between team performance and strategic objectives 1.2 Evaluate tools and techniques available to set team performance targets 1.3 Assess the value of team performance tools to measure future team performance 2. Be able to agree team performance targets to contribute to meeting strategic objectives 2.1 Analyse how to determine required performance targets within teams against current performance 2.2 Discuss the need to encourage individual commitment to team performance in achievement of organisational objectives 2.3 Relate the application of delegation, mentoring and coaching to the achievement of the organisational objectives 2.4 Evaluate a team performance plan to meet organisational objectives 3. Be able to monitor actions and activities defined to improve team performance 3.1 Assess the process for monitoring team performance and initiate changes where necessary 3.2 Evaluate team performance against agreed objectives of the plan 3.3 Evaluate the impact of the team performance in contributing to meeting strategic objectives 4. Be able to apply influencing and persuading skills to the dynamics and politics of personal interactions 4.1 Determine influencing and persuading methodologies to gain the commitment of individuals to a course of action. 4.2 Discuss the impact of individual dynamics, interests and organisational politics on securing the commitment of individuals to a course of action 11

Financial management This unit is about understanding financial data, and developing and making judgements on proposals against strategic objectives Level: 7 Unit Number: 7003 Credit value: 7 1. Be able to analyse financial data 1.1 Determine how to obtain financial data and assess its validity 1.2 Apply different types of analytical tools and techniques to a range of financial documents and formulate conclusions about performance levels and needs of stakeholders 1.3 Conduct a comparative analysis of financial data 1.4 Review and question financial data 2. Be able to assess budgets based on financial data to support organisational objectives 2.1 Identify how a budget can be produced taking into account financial constraints and achievements of targets, legal requirements and accounting conventions 2.2 Analyse the budget outcomes against organisation objectives and identify alternatives 3. Be able to evaluate financial proposals for expenditure submitted by others 3.1 Identify criteria by which proposals are judged 3.2 Analyse the viability of a proposal for expenditure 3.3 Identify the strengths and weaknesses and give feedback on the financial proposal 3.4 Evaluate the impact of the proposal on the strategic objectives of the organisation 12

Strategic Information Management This unit is about using management information to inform and support strategic decision making. Level: 7 Unit Number: 7004 Credit value: 9 1. Be able to understand the impact of management information on decision making 1.1 Identify the features of data and information 1.2 Determine the criteria to be applied when selecting data and information to support decision making 1.3 Evaluate the impact of a management information system to an organisation 2. Be able to understand the importance of information sharing within an organisation 2.1 Determine the legal responsibilities in sourcing, sharing and storing information 2.2 Discuss when information should be offered and access allowed 2.3 Evaluate the formats in which information can be offered 3. Be able to use information to inform and support strategic decision making 3.1 Analyse information to identify patterns and trends 3.2 Evaluate a range of decision making tools and techniques available to support a strategic decision 3.3 Determine the sources available to assist in analysing data and information 4. Be able to monitor and review management information 4.1 Identify methods of evaluating management information within an organisation 4.2 Discuss processes for analysing impact of information on strategic decisions made 4.3 Determine methods of developing information capture to inform and support strategic decision making 13

Conducting a strategic management project This unit is about identifying, researching and producing the results on an investigative project, and evaluating its impact Level: 7 Unit Number: 7005 Credit value: 10 1. Be able to identify and justify a strategic investigative project 1.1 Determine a topic of investigation that has a strategic implication 1.2 Discuss the aim, scope and objectives of the project 1.3 Justify the topic of investigation and its aim, scope and objectives 1.4 Evaluate the project research methodology, including the project structure and research base 2. Be able to conduct research, using sources, and synthesise data and options 2.1 Identify sources of data and information that will support the aim of the project 2.2 Synthesise the data and information for options or alternatives that support the project aims 2.3 Determine an option or alternative that supports the project aims 3. Be able to draw conclusions and make recommendations that achieve the project aim 3.1 Evaluate the research analysis to enable conclusions to be made 3.2 Recommend a course of action that achieves the project aim 3.3 Analyse the impact of the recommendations 4. Be able to develop and review the results of the investigative project 4.1 Evaluate the medium to be used to present the result of the project 4.2 Produce the results of the investigative project 4.3 Evaluate the impact of the investigative project 14

Organisational Direction This unit is about reviewing strategic aims and objectives, analysing progress towards achievement and evaluating alternatives Level: 7 Unit Number: 7006 Credit value: 9 1. Be able to review and determine the organisational strategic aims and objectives 1.1 Identify the current strategic aims and objectives 1.2 Undertake an evaluation of the component parts of a strategic plan 1.3 Analyse the factors affecting the strategic plan 2. Be able to identify and analyse progress towards organisational strategic aims and objectives 2.1 Apply a range of strategic analysis tools to audit progress towards strategic aims and objectives 2.2 Review and assess the expectations of all stakeholders and their influence upon the organisational strategy 2.3 Analyse, interpret and produce a structured evaluation of the organisational strategic position 3. Be able to determine and evaluate strategic options to support a revised strategic position 3.1 Identify and develop a range of alternative strategic options to meet strategic aims and objectives 3.2 Determine and justify the strategic option that meets the revised strategic position 15

Financial planning This unit is about identifying, developing, agreeing and monitoring a financial plan that supports strategic objectives. Level: 7 Unit Number: 7007 Credit value: 6 1. Understand how the financial plan supports strategic objectives 1.1 Explain how the strategy of the organisation impacts the financial plan 1.2 Identify the component parts of a financial plan 1.3 Identify issues of risk within a financial plan 2. Understand the construction of a financial plan 2.1 Identify the level of importance of each component of the plan 2.2 Identify mitigation strategies for high rick components of the plan 2.3 Produce a financial plan 3. Understand how to promote the financial plan in support of strategic objectives 3.1 Discuss how the plan supports strategic objectives 3.2 Outline an approach to gain agreement for the financial plan 3.3 Identify an evaluation and review measure for the agreed plan 16

Strategic marketing This unit is about Identifying, developing, agreeing and monitoring a marketing plan that supports strategic objectives. Level: 7 Unit Number: 7008 Credit value: 6 1. Understand how the marketing plan supports strategic objectives 1.1 Explain how the strategy of the organisation impacts on the marketing plan 1.2 Identify the component parts of a marketing plan 1.3 Identify issues of risk within a marketing plan 2. Understand the construction of a marketing plan 2.1 Identify the levels of importance of each component of the plan 2.2 Identify mitigation strategies for high risk components of the plan 2.3 Produce a marketing plan 3.Understand how to promote the marketing plan in support of strategic objectives 3.1 Discuss how the plan supports strategic objectives 3.2 Outline an approach to gain agreement for the marketing plan 3.3 Identify an evaluation and review measure for the agreed plan 17

Strategic management project This unit is about the development of a project plan and its impact on strategic objectives. Level: 7 Unit Number: 7009 Credit value: 7 1. Understand the impact of projects and project management on strategic objectives 2 Understand the elements of a project process and plan 3. Understand how to implement the project plan and evaluate the outcome(s) 1.1 Assess the purpose of project planning and management 1.2 Analyse how projects impact on the strategic objectives of an organisation 2.1 Describe the roles of a project sponsor and other project stakeholders 2.2 Evaluate need to scope and identify specification to develop a project plan 2.3 Explain the phases necessary in the construction of a project plan 3.1 Describe the process of gaining project implementation agreement 3.2 Assess the methods for securing stakeholder support for project implementation and operations 3.3 Describe the evaluation process to measure project performance (on-going/hand-over) to meet strategic objectives 18

Organisational Change This unit is about identifying and developing change strategies to meet organisational objectives Level: 7 Unit Number: 7010 Credit value: 7 1. Understand how to apply solutions to organisational change 2 Understand how to develop a change strategy using implementation models 1.1 Identify a range of organisational change, models or frameworks 1.2 Apply a range of creative problem solving techniques to address change challenges 1.3 Identify and justify change solutions that link to organisational strategic plans 2.1 Evaluate a range of change implementation models 2.2 Identify the criteria to select a change implementation model that supports organisational change 3. Be able to analyse an organisational response to change 4. Understand how to evaluate the impact of change strategies 3.1 Demonstrate the use of analytical tools to monitor the progress and effect of change 3.2 Assess monitoring and measurement techniques to change within an organisation 3.3 Analyse strategies to minimise adverse effects to change 4.1 Identify the process to review the impact of the change 4.2 Analyse the results of the impact review 4.3 Present the findings of the change analysis 19

Strategic Planning This unit is about the purpose, direction and implementation of strategic plans Level: 7 Unit Number: 7011 Credit value: 9 1. Be able to understand the purpose of a strategic plan 2. Be able to select a strategic direction from analysis of alternative strategic options 3. Be able to implement, evaluate, monitor and review the strategic plan 1.1 Identify the organisational strategic aims and objectives 1.2 Determine the alternative strategic options available 1.3 Assess the impact of stakeholder expectations on a strategic plan 2.1 Determine the alternative strategic options available 2.2 Assess priorities and the feasibility of alternative options 2.3 Carry out a risk assessment of preferred alternatives 2.4 Identify and justify the selected strategic directions 2.5 Produce a strategic plan to achieve the selected strategic directions 3.1 Assess the factors to be considered in the implementation of the strategic plan 3.2 Determine the processes required to monitor and review the strategic plan 3.3 Determine the impact of the strategic plan 20

Human resource planning This unit is about the role of human resource planning and the links with strategic objectives Level: 7 Unit Number: 7012 Credit value: 8 1. Understand how the HR plan supports the strategic objectives 1.1 Assess the strategic importance of current, future and anticipated HR requirements 1.2 Analyse how HR planning impacts on the strategic plan 2 Understand the legal and organisational frameworks of the employment of staff 3. Understand the effect of the organisational environment on staff 4. Understand the grievance, discipline and dismissal process 2.1 Evaluate the current legal requirements influencing a HR plan 2.2 Describe a process of recruitment and selection of new staff (external candidates) that complies with current legislation and organisation requirements 3.1 Discuss how organisational culture affects recruitment and retention of staff 3.2 Assess work life balance issues and the changing patterns of work practices 4.1 Identify the process to be followed in a grievance situation 4.2 Describe the stages of a discipline issue that results in dismissal 4.3 Explain the role of ACAS, Employment Tribunals and other external agencies that could be involved in grievance, discipline and dismissal processes 21

Being a strategic leader This unit is about strategic leadership skills and the understanding of the ethical and cultural issues within the organisation Level: 7 Unit Number: 70013 Credit value: 7 1. Understand the organisation s ethical and value-based approach to leadership 2 Be able to understand strategic leadership styles 3. Be able to understand leadership strategies and their impact on organisational direction 1.1 Analyse the impact of the organisation s culture and values on strategic leadership 1.2 Discuss how organisational specific, legal, regulatory and ethical requirements impact on strategic leadership demands 1.3 Evaluate current and emerging social concerns and expectations impacting on strategic leadership in the organisation 2.1 Evaluate the relationship between strategic management and leadership 2.2 Evaluate leadership styles and their impact on strategic decisions 2.3 Discuss why leadership styles need to be adapted in different situations and evaluate the impact on the organisation 3.1 Evaluate two differing leadership strategies 3.2 Determine situational variables which could cause a change in leadership strategy 3.3 Analyse a leadership strategy to support organisational direction 22

Strategic Leadership Practice This unit is about the links between strategic management and leadership, key leadership principles, theory and organisational strategy Level: 7 Unit Number: 7014 Credit value: 7 1. Understand the relationship between strategic management and leadership 2. Understand leadership principles that support organisational values 3. Be able to understand leadership strategies and the impact on organisation direction 1.1 Analyse the concept of managers as effective leaders 1.2 Analyse the concept of leaders as effective managers 1.3 Analyse the balance needed between the demands of strategic management and the demands of strategic leadership 2.1 Evaluate the role of the strategic leader in the creation of the organisation s vision, mission and values, and in the communication of these to others 2.2 Analyse how personal energy, self belief and commitment impact leadership styles and their application in the strategic environment 2.3 Discuss how ethical leadership engenders empowerment and trust, and identify its impact on organisational practice 3.1 Evaluate transformational leadership and identify its impact on organisational strategy 3.2 Evaluate transformational leadership and identify its impact on organisational strategy 3.3 Evaluate situational leadership and identify its impact on organisational strategy 23

Induction to Strategic Management and Leadership This unit is about the foundation skills and knowledge of a strategic manager and leader, for those who are new to the role Level: 7 Unit Number: 7021 Credit value: 10 1. Be able to understand the relationships and construction of a personal development plan 2. Be able to understand data and information and apply knowledge to the skills of quantitative analysis 3. Be able to understand core marketing concepts, the need for staff increases and the evaluation and support of others 1.1 Evaluate the impact and relationship of a personal development plan on own development and achievement of organisation objectives 1.2 Construct a personal development plan to address short, medium and long term needs 1.3 Analyse how the development plan affects, or could affect, achievement of organisational objectives 2.1 Determine the data and information available to the strategic manager for decision making 2.2 Identify core financial data, analyse the data and draw conclusions 2.3 Discuss methods to recommend a course of action, or organisational improvement, as the result of conclusions, including methods of presenting the recommendation 3.1 Outline the core marketing concepts relevant to the role of a strategic manager 3.2 Explain methods to be used to identify and agree an increase in staffing levels 3.3 Discuss methods or processes to assess, or evaluate, the performance of others, and to support performance improvement 24

Strategic Risk Management This unit is about assessing risk, developing an organisational risk management strategy, aligning this to business objectives, communicating and resourcing risk management strategies, and evaluating outcomes Level: 7 Unit Number: 7022 Credit value: 10 1. Be able to understand the concept of risk, roles and responsibilities for risk management, and risk management tools and models 2. Be able to understand the resourcing and implementation of risk management strategy 3. Be able to understand the evaluation and management of risk management strategies 1.1 Explain the meaning of risk management to an organisation 1.2 Determine the roles and responsibilities for risk management at senior management level 1.3 Evaluate risk management models 2.1 Evaluate risk management criteria against which risk can be assessed 2.2 Critique techniques to identify and quantify risk, including risk interdependencies 2.3 Develop strategies to eliminate, mitigate, deflect or accept risk 2.4 Determine a process for communicating, resourcing and managing risk management strategies 3.1 Evaluate outcomes of risk management strategies 3.2 Determine actions to respond to outcomes of risk strategies 3.3 Devise a disaster recovery plan 3.4 Examine influences that would affect a review of the disaster plan 25

Strategic Corporate Social Responsibility This unit is about developing an organisations Corporate Social Responsibility strategy, aligning this with business objectives, implementing the strategy, measuring outcomes and reinforcing the Corporate Social Responsibility strategy Level: 7 Unit Number: 7023 Credit value: 9 1. Be able to understand the development and alignment of a Corporate Social Responsibility strategy 2. Be able to understand the implementation of a Corporate Social Responsibility strategy 3. Be able to understand the evaluation, impact and reinforcement of the Corporate Social Responsibility strategy 1.1 Develop arguments for Corporate Social Responsibility that comply with internal and external organisational objectives 1.2 Determine the impact of Corporate Social Responsibility strategy on internal and external organisational stakeholders 1.3 Review the organisations strategy for alignment with a Corporate Social Responsibility strategy 1.4 Develop a Corporate Social Responsibility strategy that supports internal and external organisational objectives 2.1 Analyse the organisational value chain for alignment with the Corporate Social Responsibility strategy 2.2 Determine methods for agreement and engagement with all stakeholders for the Corporate Social Responsibility strategy 2.3 Devise an implementation plan for the Corporate Social Responsibility strategy 3.1 Analyse internal reporting measurements that can evaluate the impact of the Corporate Social Responsibility strategy 3.2 Examine external reporting measurements that can evaluate the impact of the Corporate Social Responsibility strategy 3.3 Evaluate methods to refresh and reinforce the Corporate Social Responsibility strategy 26

Appendix 2 Chartered Management Institute membership benefits In a dynamic world, we give you the support and guidance you need to succeed at every stage of your career. At the Chartered Management Institute we understand each person is unique, with different aspirations and goals. And no matter what you want to achieve, you ll find the Chartered Management Institute will benefit you from the moment you join. Whether you are a student at the outset of your career, a manager seeking to move up through your organisation or a proven performer in the boardroom, the Chartered Management Institute is your natural guide to success. Your enrolment on a Chartered Management Institute programme means you immediately receive student membership of the Institute. This complimentary service through your Institute qualification allows you to enjoy full member status and access to a range of significant benefits to support you during your studies and in your future management career. The Institute provides professional support from a single point of contact that has the capacity to impact on your ability to deliver results and continue to develop your managerial skills and competencies. Taking advantage of your student membership of the Chartered Management Institute is one of the best management decisions you will ever make and soon you will be able to enjoy exclusive access to the following range of benefits and resources, and much more: Unlimited online access to Europe s most comprehensive management information resource, the Management Information Centre. The MIC has the answer to all your management questions under one roof over 80,000 books and articles which you can request to be delivered to your door, over 100,000 full text articles downloadable from the Web, professional help from researchers with a prompt turnaround on management literature searches and reading list requests, and management links to over 430 websites. Support for your continued career development from the Institute s online smart Continuous Professional Development (CPD), which can now lead you to the coveted Chartered Manager status. Complimentary copies of the Institute s own management journal, Professional Manager, to keep you informed of the latest development in management theory and practice. Preferential rates on the Institute s own comprehensive range of publications, including special textbook deals offering considerable savings on published prices for student members only. The availability of networking, mentoring and project opportunities through the Institute s Branches, nationwide. Free Candidate Register to help recruiters match your skills and aspirations against job opportunities, along with career and CV advice and fact sheets. 27

On completion of your qualification, free upgrade to an Assessed Member Grade, offering recognition to management achievement and status through the award of internationally recognised designatory letters. Over 91,000 members and 520 corporate partners trust the Institute to help shape their future and the future of their organisations. Visit the Chartered Management Institute website today and discover why. www.managers.org.uk 28

Appendix 3 Chartered Management Institute Code of Conduct and Guides to Professional Management Practice Introduction This document is offered as guidance to members in the discharge of their professional responsibilities. It sets out principles, approaches and guidelines, which can be applied, in different contexts according to an individual s judgement. A Code and Guides such as these cannot claim to be comprehensive. Appropriate discussions of any issues requiring resolution is seen as a professional duty. A professional is someone who justifiably claims to provide special knowledge and skills of value to society and accepts the duties entailed by that claim, including: The attainment and maintenance of high standards of education, training and practical judgement; Honouring the special trust placed by customers, suppliers, employers, colleagues and the general public. The professional discharge of such duties within management entails: The application of expertise and judgement; The motivation and direction of others; A positive contribution to achieving the objectives of the organisation. The discharge of one s duties as a professional manager in all sectors of society involves the acceptance and habitual exercise of ethical values. Power and position must not be abused. The professional manager will encounter circumstances or situations in which various values, principles, rules and interests appear to conflict, and may be difficult to harmonise in practice. No ready answer can be given for such circumstance. The best resources, which can be brought to bear, are the professional and personal characteristics and qualities referred to above and described in the following Guides to Professional Management Practice. Code of Conduct At all times a member shall uphold the good standing and reputation of the Institute and the profession of management. Members shall: Have due regard for and comply with relevant law Act with integrity, honesty, loyalty and fairness Act within the limits of personal competence Follow the Guides to Professional Management Practice, as approved by the Institute s Council Appendix 8 Centre team contact details 29

Have a duty to provide information at the request of any committee or sub-committee of the Institute established to investigate any alleged breach of this Code Guides to Professional Management Practice 1. As regards the Individual Manager The Professional Manager should: Pursue managerial activities with integrity, accountability and competence Disclose any personal interest, which might be seen to influence managerial decisions Practise an open style of management so far as is consistent with business needs Take active steps for continuing development of personal competence Adopt a reasoned approach to the identification and resolution of conflicts of values, including ethical values Safeguard confidential information and not seek personal advantage from it Exhaust all available internal remedies for dealing with matters perceived as improper, before resorting to public disclosure Encourage the development and maintenance of quality in all management activities. 2. As regards others within the organisation The Professional Manager should, in addition to the above: Ensure that others are aware of their responsibilities, areas of authority and accountability Encourage and assist others to develop their potential Consider the mental and physical health, safety and well being of others Have regard for matters of conscience of others Have regard for the needs, pressures and problems of others and not discriminate on grounds other than those demonstrably necessary for the task 3. As regards the organisation The Professional Manager should, in addition to the above: Uphold the lawful policies and practices of the organisation Identify and communicate relevant policies, practices and information Keep under review organisation structure, objectives, practices and information Seek to balance departmental aims in furtherance of the organisation s overall objectives Appendix 8 Centre team contact details 30

Safeguard the assets and reputation of the organisation 4. As regards others external to but in direct relationship with the organisation The Professional Manager should, in addition to the above: Ensure that the interests of others are properly identified and responded to in a balanced manner Establish and develop continuing and satisfactory relationships based on mutual confidence Avoid entering into arrangements which unlawfully or improperly affect competitive practice Avoid entering into any agreement or undertaking any activity, which may give rise to a conflict of interest with the organisation or prejudice professional management performance Neither offer nor accept gifts, hospitality or services which could, or might appear to, imply an improper obligation 5. As regards the wider community The Professional Manager should, in addition to the above: Have due regard to the short and long term effects and possible consequence of present and proposed activities, taking action where appropriate Ensure truthfulness in all public communications Seek to conserve resources wherever possible and preserve the environment Respect the customs, practices and reasonable ambitions of other peoples, which may differ from the manager s own 6. As regards the Chartered Management Institute The Professional Manager should, in addition to the above: Promote the mission, aims and objectives of the Institute Uphold the integrity and good name of the Institute and refrain from conduct, which detracts from its reputation Promote the Institute s professional image and standing This Code of Conduct forms part of a Bylaw made under Articles 10, 11 and 12 of the Articles of Association of the Chartered Management Institute. A member contravening any section of the Code may be liable to disciplinary action, which could result in expulsion from the Institute. Appendix 8 Centre team contact details 31