CMI LEVEL 5 UNIT 5002 Assignment [pic] Simon Butterfield Table of contents Section page number Introduction 3 Be able to identify and select sources of data and information 4-5 What is information? 4 Be able to analyse and present information to support decision making 6-9 What is Decision Making 6 Decision making styles 6 Decision making model 6 Group Decision Making 8 Risks to Group Decision Making
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Management and Leadership Level 5 Management and Leadership Contents Page Qualification structures Unit 5001 Unit 5002 Unit 5003 Unit 5004 Unit 5005 Unit 5006 Unit 5007 Unit 5008 Unit 5009 Unit 5010 Unit 5011 Unit 5012 Unit 5013 Personal development as a manager and leader Information based decision making Performance management Resource management Meeting stakeholder and quality needs Conducting a management project Financial control Marketing planning Project development and control Human
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1. Understanding the links and differences between management and leadership 1.1 Discuss the concept of leaders as effective managers Leadership and management go hand in hand but is not the same thing‚ but are linked and compliment each other. There has been debate about the difference between leadership and management. With some believing there is no distinction‚ while others that they should be separated in two defined roles. A common definition is: Management is about the
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NAME Vincent Manjoro STUDENT NO. P4226600 DATE 11th May 2015 INSTITUTE Chartered Management Institute COURSE Level 5 : Managements and Leadership UNIT TITLE 5002 - Information based decision making TOPIC Activities TASK REF 1.1; 1.2; 1.3; THE TASK Personal Introduction My name is Vincent Manjoro; I currently work as Sterile Services Quality Manager for Imperial College Healthcare Trust. My main responsibilities are; to oversee and manage the decontamination and sterile services contracts between
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forward. Personal Development Plans are the investment organisations make to enable individuals to identify skills needed to improve performance to achieve service level objectives which in turn link to the corporate objectives. This “Golden Thread” (see diagram 1 below) is a logical planning framework that enables the cascade of high level priorities into team plans and targets for individual members of staff. Diagram 1 – Canterbury City Council “Golden Thread”
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denote end results. This unit is about providing direction to people in the organisation and enabling‚ inspiring‚ motivating and supporting them to achieve what the organisation has set out to do. It is expected to apply different styles of leadership appropriate to different people and situations. For the purposes of this unit‚ an organisation can mean a self-contained entity such as a private sector company‚ a charity or a local authority‚ or a significant operating unit‚ with a relative degree
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workload‚ or my approachability. I also used a variety of other investigation methods‚ including Myers Briggs and Belbin’s team role questionnaires‚ self-assessment‚ and reflection on a range of management model reading materials supplied by the CMI website‚ to understand how this might be applied to interpret my own behaviour and management style. I also reflected on my notes from previous appraisal meetings‚ informal and formal feedback from my manager and Professional Insight
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LEVEL 5 - MANAGEMENT and LEADERSHIP (AWARD – CERTIFICATE – DIPLOMA) ‘Management Qualification Standards Review’ The information that follows identifies the Units that form the Chartered Management Institute Level 5 qualifications in Management and Leadership. The Units are set out in a format designed to assist in identifying the presence of your current knowledge‚ understanding and capability at this level. To achieve best value in competing the document you should refer to your
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business educational website “businessballs”‚ I found to be the most informative in describing the roles of a manager; 1. Implementing tactical actions 2. Detailed budgeting 3. Measuring and reporting performance 4. Applying rules and policies 5. Implementing disciplinary rules 6. Organizing people and tasks within structures 7. Recruiting people for
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Business With Harley-Davidson Our vision is our corporate conscience and it helps us to eliminate short term thinking‚ such as "cashing in" on the intense demand for our motorcycles by giving quantity precedence over quality to save a few dollars per unit. It also encourages every employee in our organization to be acutely aware of his or her role in satisfying our stakeholders. Harley-Davidson has become the world leader in the
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