L7 StudentGuide

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Pathways Plus

Strategic Management

and Leadership

Level 7 Student Guide

Student Guide


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Pathways Plus

Student Guide

Copyright Chartered Management Institute, Management House, Cottingham Road, Corby,Northants NN17 1TT.

First edition 2009

Author: Bob Croson

Series consultants: Roger Merritt Associates

Project manager: Trevor Weston

Editor: Suzanne Pattinson

Page layout by: Decent Typesetting

Revised edition 2010

Author: Roger Merritt

Consultant: Bob Croson

British Library Cataloguing-in-Publication Data. A CIP catalogue record for this publication is available fromthe British Library.

ISBN 0-85946-372-9

All rights reserved, save as set out below. No part of this publication may be reproduced, stored in aretrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying,recording or otherwise, without the written permission of the copyright holder except in accordance withthe provisions of the Copyright, Designs and Patents Act 1988 or under the terms of a licence issued by theCopyright Licensing Agency Ltd, 90 Tottenham Court Road, London, England WIT 4LP.

Applications for the copyright holders written permission to reproduce any part of this publication should beaddressed to the publisher. Permissions may be sought directly from the Chartered Management Institute inCorby, UK. Phone Publications on (+44) (0) 1536 207344, or email [email protected].

This publication is sold subject to the condition that it shall not, by way of trade or otherwise, be lent, re-sold, hired out, or otherwise circulated without the publishers prior consent in any form of binding orcover other than that in which it is published and without a similar condition being imposed on thesubsequent purchaser.

Approved centres may purchase a licence from the publisher, enabling PDF files of the publication to beprinted or otherwise distributed solely within the centre for teacher and student use only according to theterms and conditions of the licence.

Further information is available on the licence from the Chartered Management Institute.Phone (+44) (0) 1536 207344, or email [email protected].


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Contents

Introduction ............................................... 4Qualification structure ................................... 5Programme structure ..................................... 7Pathways Plus the content of thedevelopment guides .................................... 13Assessment ............................................... 17Details of accredited units ............................ 18More information ....................................... 35


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Introduction

Welcome to Pathways PlusStrategic Management andLeadership. The Chartered Management Institute has created

these learning materials to support its Level 7 StrategicManagement and Leadership qualifications.

The qualifications are geared towards senior managers who arefocused on the direct interaction between operationalperformance and strategic development and implementation. Asyou develop and take on more responsibilities, your organisationwill expect you to:

communicate the strategic direction and relevantorganisational objectives to the people you manage

achieve the operational targets together

contribute to the selection of objectives and directionthrough sound strategic practice.

The Level 7 Strategic Management and Leadership qualificationswill help you fulfil these expectations. In working with thesematerials you should be able to:

achieve the qualification

develop your knowledge, understanding and skills in strategicmanagement and leadership

make a real contribution to your organisations development.

There are no specific entry requirements, but its crucial thatyou feel confident that you have sufficient experience andinvolvement at this level of management to make the best use ofthe materials and the assessment that follows.

This guide covers the following areas:

the structure of the qualification

the programme structure

Pathways Plusand the development guides

how to use supporting online materials

how to manage your time

assessment

details of accredited units.


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Qualification structure

There are three qualifications relating to Level 7 StrategicManagement and Leadership, as shown in the table below.

CMICode

Title Qualificationreferencenumber

7A1 CMI Level 7 Award in StrategicManagement and Leadership (QCF)

500/4206/3

7C1 CMI Level 7 Certificate in StrategicManagement and Leadership (QCF)

500/4120/4

7D1 CMI Level 7 Diploma in StrategicManagement and Leadership (QCF)

500/4117/4

The titles are those that appear on the qualification when itsawarded. The qualification reference number is the oneallocated to the qualification, confirming that its a fundablequalification on the Qualifications and Credit Framework (QCF).The CMI code is the one that must appear on the courseregistration form.

There are a total of 17 units. The table at the end of this sectiongives the titles, credits and guided learning hours (GLH) for eachunit. The credit value specifies the number of credits that youwill be awarded on achieving the learning outcomes of a specific

unit.

To achieve the award, you need to complete anycombination of units to a minimum of 6 credits.

To achieve the certificate, you need to complete anycombination of units to a minimum of 13 credits.

To achieve the diploma, you need to complete all the coreunits(Group A) and three optional units (Group B) to a totalof at least 66 credits.

To complete a unit, theres a certain amount of learning timerequired, to cover such activities as directed study, assessment,

tutorials, mentoring and individual private study. The guidedlearning hours relate only to facilitated learning and associatedassessments. Individual private study is not included.

Full details of each unit giving the learning outcomes andassessment criteria can be found at the end of this StudentGuide.

The relationship of each unit to the National OccupationalStandards can be found at the end of each development guide.


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Units Credits GLH

Group A

Unit 7001 Personal development as astrategic manager

6 20

Unit 7002 Strategic performancemanagement

7 25

Unit 7003 Financial management 7 30

Unit 7004 Strategic informationmanagement

9 30

Unit 7005 Conducting a strategicmanagement project

10 35

Unit 7006 Organisational direction 9 30

Group B

Unit 7007 Financial planning 6 20

Unit 7008 Strategic marketing 6 20

Unit 7009 Strategic project management 6 20

Unit 7010 Organisational change 7 25

Unit 7011 Strategic planning 9 30

Unit 7012 Human resource planning 8 30

Unit 7013 Being a strategic leader 7 30

Unit 7014 Strategic leadership practice 7 30

Unit 7021 Introduction to strategicmanagement and leadership

10 45

Unit 7022 Strategic risk management 9 30

Unit 7023 Strategic corporate socialresponsibility

9 30


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Programme structure

The following section is a guide to whats contained in anyprogramme delivering this qualification. Youll first look at the

learning inputs.

The model illustrated below examines the detail of developingeffective workplace learning.

The core of the model takes its structure from the acceptedlearning models of the past few decades. Either your organisationor you begin by recognising a need or an opportunity. You thendevelop that recognition by comparing your actual performanceagainst the potential of the perceived or required opportunity toimprove. You can then take focused (SMART) action to evaluateits value.

Three things then influence the ability to make that virtuouscircle more effective. The first is the central element (centrecircle), which influences the quality of thinking around thecircle. It focuses on developing the ability to challenge, analyse,synthesise and explore. By encouraging these skills through goodblended-learning approaches (as explained later in this StudentGuide), you can improve the quality of knowledge andunderstanding.

Input from soundworkplace

investigation

Input from external

best practice

Recognition ofopportunity or need

(corporate or individual)

Taking realistic actionto improve

Measured bycomparing

performance, actual vsperceived/required

Establish evaluativemeasures

Challenge,analyse,

synthesise,explore, etc.

Embeddingrepetition,

development,assimilation of

action

Growthpotential/maturity


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Fuel is required to assist this process, which comes from twosources (i.e. the two rectangular boxes on the far left of thediagram):

The first is workplace investigation, using a range of tools andtechniques to encourage an attitude of seeking evidence

rather than just using intuition, enhancing the value ofexperience with fact.

Second, its essential to compare your own practice with thatof others (i.e. external best practice). The developmentguides provide a variety of resources to do this. Good deskresearch, using models, frameworks and concepts effectively,enables much more objective evaluation and successfuldevelopment.

In the learning materials you look at many issues from differentperspectives, returning to core areas and examining them with adifferent emphasis. This, together with good assessment

practice, enables you to embed core skills, knowledge andunderstanding in your practice.

Activity Activity 1

Take each segment of the model and think about how you coulddo this more effectively. Fill in the table below by consideringthe following:

Is this a strength for you or a weakness, and whats yourevidence for that?

How can you work on this by doing this programme?

Segment in model Comment/ observations onstrengths and weaknesses

Things to work on

Recognition ofopportunity or need(personal orcorporate)

Comparingperformance,actual vsperceived/required


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Segment in model Comment/ observations onstrengths and weaknesses

Things to work on

Taking realisticaction to improve

Establish evaluativemeasures

Challenge, analyse,synthesise, explore

Input from standardbest practice

Input from soundworkplaceinvestigation

Embedding,repetition,development,assimilation ofaction


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Feedback All of us have strengths and weaknesses in the way that weapproach learning. Its important that you recognise these andwork on them to make yourself more effective as a learner. Andin doing so, it will make you more effective as a manager andleader.

Its very easy when there are so many demands in the workplaceto put aside these skills and just do. However, withoutworking on these skills it will be difficult to improve and youllalways be just an effective firefighter.

To develop this reflective learning approach, we suggest thatyou revisit this exercise at regular intervals to see how yourskills and abilities are developing.

This approach takes advantage of effective blended learning.

Blended learning

Blended learning that is, using more than one type ofintervention to achieve a learning goal allows for maximisinglearning opportunity. Pathways Plusand its links to a variety ofresources create maximum learning opportunities. Your centrewill explain in more detail how this will work for yourprogramme.

Four broad principles offer support to blended learning:

Learning occurs in context: To be effective, your learning

needs to be focused strongly in your own work context. Theprogramme does this, and you are strongly encouraged tofocus on integrating your work activities with the programme,including the assessment. Also, its a good idea to involveyour organisation, and your line manager in particular, insome way.

Learning is active: Your learning should generateconnections between current and present knowledge andfuture development, and identify meaning from thoseexperiences. A real key to success is to focus your thinking onimprovement and development, both personally and

organisationally. Practical (SMART) outcomes are vital tomotivating learning.

Learning is social: A social view of learning focuses attentionon making connections between participants within a learninggroup and then out into a broader context. These connectionsoften continue beyond the life of the learning experience oropportunity. There are many stakeholders in your learning, soensure that you keep people informed. But, more than that,work to develop a good learning group, supporting yourcolleagues, learning from and with them, and seeking helpand advice from them.

Learning is reflective: Its vital for you to evaluate theimplications of the ideas youre studying. This can happen


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when you get feedback about your thinking that feedbackcoming from a variety of sources such as your tutor, linemanager and peers.

Personal, individual learning is vital, and is the thing that ismeasured by assessment. But that experience is enhanced, made

more enjoyable, successful and challenging by the involvementof others in a blended learning experience. The followingexercise, exploring all the stakeholders in your learningexperience, encourages you to identify and explore how they cancontribute to that, and how you and they together can develop afulfilling and valuable experience for all.

Activity Activity 2

Conduct a stakeholder analysis of people involved with yourlearning, including all professional and personal stakeholdersand complete the table following this activity.

What are the key implications for you from the stakeholderanalysis?


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Stakeholder Their contribution to yourlearning opportunity

Your contribution to theirlearning and other personaland professional goals

Feedback All the people youve listed are vital to you, either as sourcesof information, guidance, critical friends or support. Key to this

is the link you make with fellow participants in your learninggroup. Its crucial to establish sound communications so thatyou can offer each other support and help, exploring the issuestogether and sharing good sources.

Another key link is with your line manager and colleagues.Workplace investigation can be of great benefit to yourorganisation. You therefore need to establish good and positivechannels to help you as you explore areas and skills that othershave to offer.


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Pathways Plus the content of thedevelopment guides

ThePathways Pluslearning materials take the form of 15development guides. Units 7006 and 7011 are presented togetherin one development guide, as are Units 7013 and 7014.

These development guides are supported by further resources,many of which are available online via the CMI Study ResourceCentre or the CMI ManagementDirect portal. An integratedlearning journey is provided by these materials, and this is setout in the diagram below.

The development guides provide support materials to helpachieve the learning outcomes and assessment criteria for eachunit. They guide you towards a variety of sources andinvestigative journeys so that you can take ownership of yourown learning journey. They also work as part of a blendedlearning approach, as discussed above.

The structure of each development guide enables you toeffectively and efficiently identify areas and subjects to enhanceyour knowledge and development. Each development guide isdivided into sections, which are then split up into topics. Eachguide starts by showing the sections and topics schematically and

relating them to the learning outcomes.


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As you work through each guide, selecting the learning journeythat best meets your needs, you are directed to other resources,many of them easily available and accessible through theChartered Management Institutes online resources.

How to use Pathways Plus

At this level of management and leadership, its expected thatyou are capable of independent learning working on your own,selecting appropriate desk research, carrying out effectiveworkplace investigation and managing that within the agreedtime constraints.

You need to select the areas of learning that you most require inorder to gain maximum personal and organisationaldevelopment. Before you start each guide, it may be valuable tocarry out a needs analysis using the introduction and mind map

to establish the best approach for you. It will also be valuable toknow the assessment requirements for your centre, so that asyou study you can highlight appropriate resources for thedevelopment guides.

You can then start to work through the subjects or topics thatyouve highlighted. A key feature of the materials is the use ofmodels and frameworks. They are designed to make the learningmore active and to give you excellent tools for analysis andevaluation at this strategic level.

Youll also find links and references to other sources:

the CMI Study Resource Centre and/or ManagementDirect(the CMI management and leadership portal). These sites are

signposted in the materials to give you easy access to a vastamount of articles, reports, books, checklists and multimedia

books to enhance your studies (such as Exploring CorporateStrategyby Johnson et al.)

relevant websites and other materials.

You can use these suggestions to direct your own learningjourney.

Accessing resources

Learners accessing the resources via the members websiteshould log in at: www.managers.org.uk/practical-support/study-support/current-learners.

This displays a list of qualifications for you to choose from.Click on the Pathways Plus image to display the units and selectthe appropriate unit to view available resources.

Or you can go to: www.managers.org.uk/practical-support/information-services and click on ManagementDirect toview all the available resources. ManagementDirect is an

excellent source of information and useful for gaining ideas tohelp with your study.


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Pathways Plus the content of the development guides

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Connecting to ManagementDirect requires a username andpassword, which you will receive direct from CMI.

On the home page of ManagementDirect click on Login at thetop right-hand corner of the screen and enter your username andpassword to gain access to the resources. The resources within

ManagementDirect are broken down into 17 content typecategories. For further information on the categories, go to theleft-hand menu and click on About ManagementDirect. Thisgives a brief explanation of each of the available categories.

One way to view the resources available is to select from theheadings 5 minute briefing, 20 minute briefing and Extendedbriefing which break down the resources according to the timeavailable to the user. In each case key topics are listedalphabetically and then you can choose the extent of informationthat you want on that subject with links provided to appropriateresources.

Another way to find resources is to use the Topic search at thetop of the home page. So, for example, if you want to knowmore about mentoring, you would click on M, then onMentoring and you are presented with a list of resources(definition, leader video, podcast, etc).

You can also search each contentcategory (Definitions, Leadervideos, etc) to view the resources available. For example, if youclick on Models you are presented with over 50 differentmodels (7Ps, ACHIEVE coaching model, etc). Click on the titleand a pdf document will open.

Or you can search using the Search box at the top of theManagementDirect Homepage. If you know what type of resourceyou are looking for you can narrow down the search to aparticular content category. For example, if you want to view achecklist on Stakeholder analysis and management you couldjust key in the words stakeholderanalysis and then click onChecklists in the pull-down menu. Youll be presented with anumber of checklists including the one you are looking for.

Exploring the site for half an hour or so will allow you to seewhats available. Youll discover that ManagementDirect is a veryflexible tool providing a library full of resources, but the key toany library is to roam around it and practise the possible routes

and choices before looking for specific resources.

Managing your time

Key to your success in undertaking this learning is themanagement of your time. Its important to take fully intoaccount your personal work and life commitments and to balancethose with the requirements of the completion of thedevelopment guides.

A good suggestion is to organise a time line or a Gantt chart,

marking out a target completion date. First, identify the actualtimes when it will realistically be possible to complete each


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guide. Also, establish what assessment is required and when youshould complete it, working out final draft stages and allowingsuitable time for workplace investigation. That should then giveyou a clear picture of the amount of time available for any deskresearch, which, in turn, should help you decide when and whereyou can organise your study time.

We cant stress enough how crucial effective time managementis when a senior manager like yourself attempts to study forimprovement. Without this, study tends to be rushed andineffective, and the opportunity for development limited.

Its also important for you to be clear about your learning stylesand preferences. This will help you organise your timesuccessfully to gain as much as you can from the opportunity tolearn, and ensure that you fully understand the routes toresources that this material provides. If you do this effectively,you should have a successful learning experience and validate

the investment of time, effort and money involved.


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Assessment

The main objective of assessment is to meet the learningoutcomes relating to each unit. Assessment is in itself a great

learning opportunity, offering you the opportunity to investigateissues that are important for you personally as well as for yourorganisation.

Your assessor will give you feedback on your work, providing theopportunity to understand the assessment given and to suggestways in which your responses can be improved.

Your assessment centre will:

select assessment tasks and activities relevant to the contextof each unit

give clear instructions on whats expected

clearly explain any criteria for assessment

set out what will happen if your work doesnt achieve therequired standard.

You are required to make your assessed work:

accurate, current and authentic

relevant in breadth and depth.

You must also show that you have the following:

a clear grasp of concepts

the ability to link theory with practice

the ability to communicate clearly in the relevant discipline,at the expected level for the qualification.

The qualifications have no grading, but only recognise a pass orfail result. Centres are completely free to apply their owngrade scales but these are completely separate from the CMIqualification.

Your centre will give you details of the variety of assessmentapproaches it will use. The written word (however it is generatedor recorded) will still probably provide the majority of theassessable work. The amount and volume of work for each unit islikely to be in the region of 3,000 to 3,500 words or theequivalent. The use of models and frameworks, plus appropriatecharts, graphs and tables, will be valuable in communicatinginformation and will assist in the presentation and developmentof analysis and evaluation.

Success will mean a gain for your organisation as well as foryourself, and a validation of your credibility as a strategicmanager and leader.


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Details of accredited units

The tables below show the details for each unit, including thelearning outcomes and assessment criteria.

Title: Personal development as a strategic manager

Unit aim: This unit is about the leadership skills required by amanager to operate effectively at a strategic level.

Level: 7 Credit value: 6

Unit number: 7001 QCA unit number: A/501/5017

Guided learning hours: 20

Learning outcomes Assessment criteria

The learner will: The learner can:1. Be able to identify personal skills to

achieve strategic ambitions1.1 Analyse the strategic direction of the

organisation

1.2 Evaluate the strategic skills requiredof the leader to achieve the strategicambitions

1.3 Assess the relationship betweenexisting, required and future skills toachieve the strategic ambitions

2. Be able to manage personal

leadership development to supportachievement of strategic ambitions

2.1 Discuss the opportunities to support

leadership development2.2 Construct a personal development

plan to direct leadershipdevelopment

2.3 Devise an implementation process forthe development plan

3. Be able to evaluate the effectivenessof the leadership development plan

3.1 Assess the achievement of outcomesof the plan against originalobjectives

3.2 Evaluate the impact of theachievement of objectives onstrategic ambitions

3.3 Review and update the leadershipdevelopment plan

4. Be able to advocate a staff welfareenvironment that supportsorganisational values

4.1 Evaluate the impact of corporatecommitment to staff welfare onorganisational objectives

4.2 Discuss how a staff welfareenvironment can affect achievementof organisational objectives

4.3 Consider the influence of a corporate

commitment to staff welfare on thedevelopment of organisational values


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Title: Strategic performance management

Unit aim: This unit is about ensuring that the performance of theteam contributes to meeting strategic objectives.


Unit number: 7002 QCA unit number: F/501/5018



The learner will: The learner can:

1. Be able to set performance targets ofteams to meet strategic objectives

1.1 Assess the links between teamperformance and strategic objectives

1.2 Evaluate tools and techniquesavailable to set team performancetargets

1.3 Assess the value of teamperformance tools to measure futureteam performance

2. Be able to agree team performancetargets to contribute to meetingstrategic objectives

2.1 Analyse how to determine requiredperformance targets within teamsagainst current performance

2.2 Discuss the need to encourageindividual commitment to teamperformance in achievement oforganisational objectives

2.3 Relate the application of delegation,mentoring and coaching to theachievement of the organisationalobjectives

2.4 Evaluate a team performance plan tomeet organisational objectives

3. Be able to monitor actions andactivities defined to improve teamperformance

3.1 Assess the process for monitoringteam performance and initiatechanges where necessary

3.2 Evaluate team performance againstagreed objectives of the plan

3.3 Evaluate the impact of the teamperformance in contributing tomeeting strategic objectives

4. Be able to apply influencing andpersuading skills, to the dynamicsand politics of personal interactions

4.1 Determine influencing andpersuading methodologies to gain thecommitment of individuals to acourse of action

4.2 Discuss the impact of individualdynamics, interests andorganisational politics on securing

the commitment of individuals to acourse of action


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Title: Financial management

Unit aim: This unit is about understanding financial data, anddeveloping and making judgements on proposals againststrategic objectives.

Level: 7 Credit value: 7Unit number: 7003 QCA unit number: J/501/5019




1. Be able to analyse financial data 1.1 Determine how to obtain financialdata and assess its validity

1.2 Apply different types of analyticaltools and techniques to a range of

financial documents and formulateconclusions about performance levelsand needs of stakeholders

1.3 Conduct comparative analysis offinancial data

1.4 Review and question financial data

2. Be able to assess budgets based onfinancial data to supportorganisational objectives

2.1 Identify how a budget can beproduced taking into accountfinancial constraints andachievement of targets, legal

requirements and accountingconventions

2.2 Analyse the budget outcomes againstorganisation objectives and identifyalternatives

3. Be able to evaluate financialproposals for expenditure submittedby others

3.1 Identify criteria by which proposalsare judged

3.2 Analyse the viability of a proposal forexpenditure

3.3 Identify the strengths andweaknesses and give feedback on the

financial proposal

3.4 Evaluate the impact of the proposalon the strategic objectives of theorganisation


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Title: Strategic information management

Unit aim: This unit is about using management information to informand support strategic decision making.


Unit number: 7004 QCA unit number: K/501/5398




1. Be able to understand the impact ofmanagement information on decisionmaking

1.1 Identify the features of data andinformation

1.2 Determine the criteria to be appliedwhen selecting data and informationto support decision making

1.3 Evaluate the impact of amanagement information system toan organisation

2. Be able to understand theimportance of information sharingwithin the organisation

2.1 Determine the legal responsibilitiesin sourcing, sharing and storinginformation

2.2 Discuss when information should beoffered and access allowed

2.3 Evaluate the formats in whichinformation can be offered

3. Be able to use information to informand support strategic decisionmaking

3.1 Analyse information to identifypatterns and trends

3.2 Evaluate a range of decision makingtools and techniques available tosupport a strategic decision

3.3 Determine the sources available toassist in analysing data andinformation

4. Be able to monitor and reviewmanagement information

4.1 Identify methods of evaluatingmanagement information within an

organisation4.2 Discuss processes for analysing

impact of information on strategicdecisions made

4.3 Determine methods of developinginformation capture to inform andsupport strategic decision making


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Title: Conducting a strategic management project

Unit aim: This unit is about using identifying, researching andproducing the results on an investigative project, andevaluating its impact.

Level: 7 Credit value: 10Unit number: 7005 QCA unit number: F/501/5021




1. Be able to identify and justify astrategic investigative project

1.1 Determine a topic of investigationthat has a strategic implication

1.2 Discuss the aim, scope and objectivesof the project

1.3 Justify the topic of investigation andits aim, scope and objectives

1.4 Evaluate the project researchmethodology, including the projectstructure and research base

2. Be able to conduct research, usingsources, and synthesise data andoptions

2.1 Identify sources of data andinformation that will support the aimof the project

2.2 Synthesise the data and informationfor options or alternatives that

support the project aims2.3 Determine an option or alternative

that supports the project aims

3. Be able to draw conclusions andmake recommendations that achievethe project aim

3.1 Evaluate the research analysis toenable conclusions to be made

3.2 Recommend a course of action thatachieves the project aim

3.3 Analyse the impact of therecommendations

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 project4.2 Produce the results of the

investigative project

4.3 Evaluate the impact of theinvestigative project


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Title: Organisational direction

Unit aim: This unit is about reviewing strategic aims and objectives,analysing progress towards achievement and evaluatingalternatives.

Level: 7 Credit value: 9Unit number: 7006 QCA unit number: J/501/5022




1. Be able to review and determine theorganisational strategic aims andobjectives

1.1 Identify the current strategic aimsand objectives

1.2 Undertake an evaluation of thecomponent parts of a strategic plan

1.3 Analyse the factors affecting thestrategic plan

2. Be able to identify and analyseprogress towards organisationalstrategic aims and objectives

2.1 Apply a range of strategic analysistools to audit progress towardsstrategic aims and objectives

2.2 Review and assess the expectationsof all stakeholders and theirinfluence upon the organisationalstrategy

2.3 Analyse, interpret and produce a

structured evaluation of theorganisational strategic position

3. Be able to determine and evaluatestrategic options to support a revisedstrategic position

3.1 Identify and develop a range ofalternative strategic options to meetstrategic aims and objectives

3.2 Determine and justify the strategicoption that meets the revisedstrategic position


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Title: Financial planning

Unit aim: This unit is about identifying, developing, agreeing andmonitoring a financial plan that supports strategicobjectives.

Level: 7 Credit value: 6Unit number: 7007 QCA unit number: L/501/5023




1. Understand how the financial plansupports strategic objectives

1.1 Explain how the strategy of theorganisation impacts the financialplan

1.2 Identify the component parts of a

financial plan

1.3 Identify issues of risk within afinancial plan

2. Understand the construction of afinancial plan

2.1 Identify the level of importance ofeach component of the plan

2.2 Identify mitigation strategies for highrisk components of the plan

2.3 Produce a financial plan

3. Understand how to promote thefinancial plan in support of strategicobjectives

3.1 Discuss how the plan supportsstrategic objectives

3.2 Outline an approach to gainagreement for the financial plan

3.3 Identify an evaluation and reviewmeasure for the agreed plan


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Title: Strategic marketing

Unit aim: This unit is about identifying, developing, agreeing andmonitoring a marketing plan that supports strategicobjectives.

Level: 7 Credit value: 6Unit number: 7008 QCA unit number: M/501/5399




1. Understand how the marketing plansupports strategic objectives

1.1 Explain how the strategy of theorganisation impacts on themarketing plan

1.2 Identify the component parts of a

marketing plan

1.3 Identify issues of risk within amarketing plan

2. Understand the construction of amarketing plan

2.1 Identify the levels of importance ofeach component of the plan

2.2 Identify mitigation strategies for highrisk components of the plan

2.3 Produce a marketing plan

3. Understand how to promote themarketing plan in support ofstrategic objectives

3.1 Discuss how the plan supportsstrategic objectives

3.2 Outline an approach to gainagreement for the marketing plan

3.3 Identify an evaluation and reviewmeasure for the agreed plan


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Title: Strategic project management

Unit aim: This unit is about the development of a project plan and itsimpact on strategic objectives.


Unit number: 7009 QCA unit number: D/501/5026




1. Understand the impact of projectsand project management on strategicobjectives

1.1 Assess the purpose of projectplanning and management

1.2 Analyse how projects impact on thestrategic objectives of anorganisation

2. Understand the elements of a projectprocess and plan

2.1 Describe the roles of a projectsponsor and other projectstakeholders

2.2 Evaluate need to scope and identifyspecification to develop a projectplan

2.3 Explain the phases necessary in theconstruction of a project plan

3. Understand how to implement theproject plan and evaluate the

outcome(s)

3.1 Describe the process of gainingproject implementation agreement

3.2 Assess the methods for securingstakeholder support for projectimplementation and operations

3.3 Describe the evaluation process tomeasure project performance (on-going/hand-over) to meet strategicobjectives


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Title: Organisational change

Unit aim: This unit is about identifying and developing changestrategies to meet organisational objectives.


Unit number: 7010 QCA unit number: H/501/5027




1. Understand how to apply solutions toorganisational change

1.1 Identify a range of organisationalchange, models or frameworks

1.2 Apply a range of creative problemsolving techniques to address changechallenges

1.3 Identify and justify change solutionsthat link to organisational strategicplans

2. Understand how to develop a changestrategy using implementationmodels

2.1 Evaluate a range of changeimplementation models

2.2 Identify the criteria to select achange implementation model thatsupports organisational change

3. Be able to analyse an organisationalresponse to change

3.1 Demonstrate the use of analyticaltools to monitor the progress and the

effect of change

3.2 Assess monitoring and measurementtechniques to change within anorganisation

3.3 Analyse strategies to minimiseadverse effects of change

4. Understand how to evaluate theimpact of change strategies

4.1 Identify the processes to review theimpact of the change

4.2 Analyse the results of the impactreview

4.3 Present the findings of the changeanalysis


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Student Guide

28

Title: Strategic planning

Unit aim: This unit is about the purpose, direction andimplementation of strategic plans.


Unit number: 7011 QCA unit number: M/501/5029




1. Be able to understand the purpose ofa strategic plan

1.1 Identify the organisational strategicaims and objectives

1.2 Determine the alternative strategicoptions available

1.3 Assess the impact of stakeholderexpectations on a strategic plan

2. Be able to select a strategic directionfrom analysis of alternative strategicoptions

2.1 Determine the alternative strategicoptions available

2.2 Assess priorities and the feasibility ofalternative options

2.3 Carry out a risk assessment ofpreferred alternatives

2.4 Identify and justify the selectedstrategic directions

2.5 Produce a strategic plan to achieve

the selected strategic directions

3. Be able to implement, evaluate,monitor and review the strategicplan

3.1 Assess the factors to be considered inthe implementation of the strategicplan

3.2 Determine the processes required tomonitor and review the strategicplan

3.3 Determine the impact of thestrategic plan


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29

Title: Human resource planning

Unit aim: This unit is about the role of human resource planning andthe links with strategic objectives.


Unit number: 7012 QCA unit number: H/501/5030




1. Understand how the HR plan supportsthe strategic objectives

1.1 Assess the strategic importance ofcurrent, future and anticipated HRrequirements

1.2 Analyse how HR planning impacts onthe strategic plan

2. Understand the legal andorganisational frameworks for theemployment of staff

2.1 Evaluate the current legalrequirements influencing a HR plan

2.2 Describe a process for recruitmentand selection of new staff (externalcandidates) that complies withcurrent legislation and organisationrequirements

3. Understand the effect of theorganisational environment on staff

3.1 Discuss how organisational cultureaffects recruitment and retention ofstaff

3.2 Assess work life balance issues andthe changing patterns of workpractices

4. Understand the grievance, disciplineand dismissal process

4.1 Identify the process to be followed ina grievance situation

4.2 Describe the stages of a disciplineissue that results in dismissal

4.3 Explain the role of ACAS,Employment Tribunals and otherexternal agencies that could be

involved in grievance, discipline anddismissal processes


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Student Guide

30

Title: Being a strategic leader

Unit aim: This unit is about strategic leadership skills and theunderstanding of ethical and cultural issues within theorganisation.

Level: 7 Credit value: 7Unit number: 7013 QCA unit number: K/501/8138




1. Understand the organisations ethicaland value-based approach toleadership

1.1 Analyse the impact of theorganisations culture and values onstrategic leadership

1.2 Discuss how organisational specific,

legal, regulatory and ethicalrequirements impact on strategicleadership demands

1.3 Evaluate current and emerging socialconcerns and expectations impactingon strategic leadership in theorganisation

2. Be able to understand strategicleadership styles

2.1 Evaluate the relationship betweenstrategic management and leadership

2.2 Evaluate leadership styles and their

impact on strategic decisions2.3 Discuss why leadership styles need to

be adapted in different situationsand evaluate the impact on theorganisation

3. Be able to understand leadershipstrategies and the impact onorganisation direction

3.1 Evaluate two differing leadershipstrategies

3.2 Determine situational variableswhich could cause a change inleadership strategy

3.3 Analyse a leadership strategy to

support organisational direction


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31

Title: Strategic leadership practice

Unit aim: This unit is about the links between strategic managementand leadership, key leadership principles, theory andorganisational strategy.





1. Understand the relationship betweenstrategic management and leadership

1.1 Analyse the concept of managers aseffective leaders

1.2 Analyse the concept of leaders aseffective managers

1.3 Analyse the balance needed betweenthe demands of strategicmanagement and the demands ofstrategic leadership

2. Understand leadership principles thatsupport organisational values

2.1 Evaluate the role of the strategicleader in the creation of theorganisations vision, mission andvalues, and in the communication ofthese to others

2.2 Analyse how personal energy, self-

belief and commitment impactleadership styles and theirapplication in the strategicenvironment

2.3 Discuss how ethical leadershipengenders empowerment and trust,and identify its impact onorganisational practice

3. Be able to understand leadershipstrategies and the impact onorganisation direction

3.1 Evaluate transformational leadershipand identify its impact onorganisational strategy

3.2 Evaluate transactional leadership andidentify its impact on organisationalstrategy

3.3 Evaluate situational leadership andidentify its impact on organisationalstrategy


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Student Guide

32

Title: Introduction to Strategic Management and Leadership

Unit aim: This unit is about the foundation skills and knowledge of astrategic manager and leader, for those who are new tothe role.





1. Be able to understand therelationships and construction of apersonal development plan

1.1 Evaluate the impact and relationshipof a personal development plan onown development and achievementof organisation objectives

1.2 Construct a personal developmentplan to address short, medium andlong term needs

1.3 Analyse how the development planaffects, or could affect, achievementof organisational objectives

2. Be able to understand data andinformation and apply knowledge tothe skills of quantitative analysis

2.1 Determine the data and informationavailable to the strategic managerfor decision making

2.2 Identify core financial data, analyse

the data and draw conclusions2.3 Discuss methods to recommend a

course of action, or organisationalimprovement, as the result ofconclusions, including methods ofpresenting the recommendation

3. Be able to understand coremarketing concepts, the need forstaff increases and the evaluationand support of others

3.1 Outline the core marketing conceptsrelevant to the role of a strategicmanager

3.2 Explain methods to be used toidentify and agree an increase in

staffing levels3.3 Analyse methods or processes to

assess, or evaluate, the performanceof others, and to supportperformance improvement


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33

Title: Strategic Risk Management

Unit aim: This unit is about assessing risk, developing anorganisational risk management strategy, aligning this tobusiness objectives, communicating and resourcing riskmanagement strategies, and evaluating outcomes.


Unit number: 7022 QCA unit number: K/601/2883




1. Be able to understand the concept ofrisk, roles and responsibilities for riskmanagement, and risk management

tools and models

1.1 Explain the meaning of riskmanagement to an organisation

1.2 Determine the roles and

responsibilities for risk managementat senior management level

1.3 Evaluate risk management models

2. Be able to understand the resourcingand implementation of riskmanagement strategy

2.1 Evaluate risk management criteriaagainst which risk can be assessed

2.2 Critique techniques to identify andquantify risk, including riskinterdependencies

2.3 Develop strategies to eliminate,mitigate, deflect or accept risk

2.4 Determine a process forcommunicating, resourcing andmanaging risk management strategies

3. Be able to understand the evaluationand management of risk managementstrategies

3.1 Evaluate the outcomes of riskmanagement strategies

3.2 Determine actions to respond tooutcomes of risk strategies

3.3 Devise a disaster recovery plan

3.4 Examine influences that would affecta review of the disaster plan


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Student Guide

34

Title: Strategic Corporate Social Responsibility

Unit aim: This unit is about developing an organisational CorporateSocial Responsibility strategy, aligning this with businessobjectives, implementing the strategy, measuringoutcomes and reinforcing the Corporate Social

Responsibility strategy.


Unit number: 7023 QCA unit number: Y/601/2880




1. Be able to understand thedevelopment and alignment of a

Corporate Social Responsibilitystrategy

1.1 Develop arguments for CorporateSocial Responsibility that comply with

internal and external organisationalobjectives

1.2 Determine the impact of a CorporateSocial Responsibility strategy oninternal and external organisationalstakeholders

1.3 Review the organisations strategy foralignment with a Corporate SocialResponsibility strategy

1.4 Develop a Corporate SocialResponsibility strategy that supports

internal and external organisationalobjectives

2. Be able to understand theimplementation of a CorporateSocial Responsibility strategy

2.1 Analyse the organisational value chainfor alignment with the Corporate SocialResponsibility strategy

2.2 Determine methods for agreement andengagement with all stakeholders forthe Corporate Social Responsibilitystrategy

2.3 Devise an implementation plan for theCorporate Social Responsibility strategy

3. Be able to understand theevaluation, impact andreinforcement of the CorporateSocial Responsibility strategy

3.1 Analyse internal reportingmeasurements that can evaluate theimpact of the Corporate SocialResponsibility strategy

3.2 Examine external reportingmeasurements that can evaluate theimpact of the Corporate SocialResponsibility strategy

3.3 Evaluate methods to refresh andreinforce the Corporate Social

Responsibility strategy


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More information

For further information please contact:

Chartered Management InstituteManagement HouseCottingham RoadCorbyNorthantsNN17 1TT

Study Resource Centre website: www.managers.org.uk/practical-

support/study-support

Email: [email protected]

Tel: 01536 207400

Documents

L7 StudentGuide