VPQ Level 6 Business, Management and Enterprise
|
|
- Jessie Atkinson
- 8 years ago
- Views:
Transcription
1 VPQ Level 6 Business, Management and Enterprise VPQ Level 6 Certificate in Business, Management and Enterprise The VPQ Level 6 Certificate in Business, Management and Enterprise is a 30 credit qualification. Learners must complete 2 of the 4 Units Unit Title Level Credit GLH Units 6.1 Strategic Management Strategic Planning Managerial Finance Marketing Strategy VPQ Level 6 Diploma in Business, Management and Enterprise The VPQ Level 6 Diploma in Business, Management and Enterprise is a 90 credit qualification. Learners must achieve 4 mandatory units plus 2 optional units Learners must also complete the mandatory Research Project Unit Title Level Credit GLH Mandatory Units 6.1 Strategic Management Strategic Planning Managerial Finance Marketing Strategy Optional Units 6.5 Managing Stakeholder Engagement Customer Focus for Strategic Advantage Corporate Communication Strategies Continuous Improvement in Customer Service Leadership skills Sustainable Business Strategy VPQ Level 6 Extended Diploma in Business, Management and Enterprise The VPQ Level 6 Extended Diploma in Business, Management and Enterprise is a 130 credit qualification. Learners must achieve 5 mandatory units plus 2 optional units Learners must also complete the mandatory Research Project Unit Title Level Credit GLH Mandatory Units 6.1 Strategic Management Strategic Planning Managerial Finance Marketing Strategy
2 6.5 Managing Stakeholder Engagement Optional Units 6.6 Customer Focus for Strategic Advantage Corporate Communication Strategies Continuous Improvement in Customer Service Leadership skills Sustainable Business Strategy Research project Unit Specifications Unit Format Each unit in VPQ s suite of Level 6 Business, Management and Enterprise qualifications is presented in a standard format. This format provides guidance on the requirements of the unit for learners, tutors, assessors and external verifiers. Each unit has the following sections: Unit Title The unit title reflects the content of the unit. The title of each unit completed will appear on a learner s statement of results. The unit aims section summarises the content of the unit. Level All units and qualifications have a level assigned to them which represents the level of achievement. The level of each unit is informed by the level descriptors. Credit Value The credit value is the number of credits that may be awarded to a learner for the successful achievement of the learning outcomes of a unit. Guided Learning Hours (GLH) Guided learning hours are an indicative guide to the amount of input that a tutor will provide to a learner, to enable them to complete the unit. This includes lectures, tutorials and workshops and time spent by staff assessing learners achievement when they are present. Learning Outcomes The learning outcomes set out what a learner is expected to know, understand or be able to do as the result of the learning process. Assessment Criteria
3 The assessment criteria describe the requirements a learner is expected to meet in order to demonstrate that the learning outcome has been achieved.
4 6.1 Strategic Management This unit focuses on the main elements of strategic management. It investigates how strategic analysis lays the foundations for strategy formulation and how strategy is implemented through organisational structures and processes. Candidates will understand the general, competitive and internal organisational environments. The unit also investigates the role of administrative management in strategy formulation and implementation and deals with different approaches to strategic change. Candidates who aspire to management positions involving strategic analysis, strategy formulation and implementation will develop knowledge, understanding and skills necessary for such job roles. 1 Understand the concept of strategic management 1.1 Investigate the concept of strategy 1.2 Identify the elements of the strategic management process 1.3 Analyse critically the role of values, vision and mission statements in organisations 1.4 Evaluate different perspectives on strategy formulation 1.5 Demonstrate how the external and internal environment influence strategy formulation 2 Be able to conduct strategic analysis 2.1 Differentiate between organisations general, competitive and internal environments 2.2 Appraise critically the tools available for the analysis of the general, competitive and internal environments 2.3 Apply appropriate tools to analyse organisational environments 3 Understand how to formulate organisational strategy 4 Understand how to implement organisational strategy 5 Be able to assess the role of administrative management in strategy formulation and implementation 3.1 Differentiate between business and corporate strategy 3.2 Compare and contrast different approaches to business level strategy 3.3 Assess the role of business strategy in achieving competitive advantage 3.4 Demonstrate how markets influence strategy formulation 3.5 Compare and contrast different approaches to corporate level strategy 3.6 Assess organisational strategies suitability, feasibility and acceptability 4.1 Analyse and evaluate different organisational structures and their influence on strategic choice 4.2 Analyse critically the relationship between organisational processes and innovation 4.3 Recommend strategic control and reward systems 4.4 Evaluate different approaches to strategic change 5.1 Analyse critically the role of administrative managers in designing and implementing organisational strategy 5.2 Assess how administrative management facilitates the implementation of strategy across the functional areas of organisations
5 6.2 Strategic Planning This unit provides the learner with an understanding of how to review current organisational management strategies and the skills to develop a strategy plan in an organisational context. Learners will discover how important it is for an organisation to understand what is happening in their external environment and how the environment is changing. This will then enable learners to review an organisation s existing business plans, using appropriate tools and techniques. Having explored the competitive environment, learners will understand how to develop strategic options using modeling tools and then develop a strategic plan, giving due consideration to the core values, vision and mission of the organisation. 1 Understand the external environment affecting an organisation 2 Be able to review existing business plans and strategies of an organisation 3 Be able to develop options for strategic planning for an organisation 4 Be able to construct a strategy plan for an organisation 5 Be able to examine factors affecting an organisational strategy plan 6 Be able to plan for the implementation of a strategy plan 1.1 Explain the importance of external factors affecting an organisation 1.2 Analyse the needs and expectations of stakeholders of an organisation 1.3 Analyse the major changes taking place in the external environment that will affect strategy 2.1 Use appropriate tools to analyse the effects of current business plans 2.2 Review the position of an organisation in its current market 2.3 Evaluate the competitive strengths and weaknesses of an organisation s current business strategies 3.1 Use modelling tools to develop strategic options for an organisation 3.2 Develop a comparative understanding of activity from organisations in the market 3.3 Develop a comparative understanding of activity from organisations in the market 4.1 Propose a suitable structure for a strategy plan that ensures appropriate participation from all stakeholders of an organisation 4.2 Develop criteria for reviewing potential options for a strategy plan 4.3 Propose a suitable structure for a strategy plan that ensures appropriate participation from all stakeholders of an organisation 5.1 Compare core organisational values (ethical, cultural, environmental, social and business) with the current business objectives of an organisation 5.2 Develop appropriate vision and mission statements for an organisation 5.3 Produce agreed future management objectives for an organisation 5.4 Develop measures for evaluating a strategy plan 6.1 Develop a schedule for implementing a strategy plan in an organisation 6.2 Create appropriate dissemination processes to gain commitment from stakeholders in an organisation 6.3 Design monitoring and evaluation systems for the implementation of a strategy plan in an organisation
6 6.3 Managerial Finance This unit demonstrates the links between business decision-making, risk assessment and financial information. Once finance is placed in context, the unit covers financial reporting and the way financial performance is measured. It investigates how businesses are financed through their fixed and working capital requirements. It explains how the financial management of each organisation is influenced by its governance and ownership structure as well as accounting standards and the ethical basis on which financial reporting is organised. Candidates who aspire to management positions will develop financial knowledge and understanding needed to make sound and responsible business decisions. 1 Understand the role of financial information and financial analysis in business risk assessment and decisionmaking 1.1 Examine the factors that guide and drive decision-making in business 1.2 Assess the significance of financial factors in business decisionmaking 1.3 Identify the characteristics of business risks that impact on financial and business decisions 1.4 Summarise financial priorities that should be considered in business decision-making 2 Understand how financial statements and their structure provide a sound basis for business decision-making 3 Understand sources of finance and how businesses finance fixed assets and working capital 4 Understand different ownership structures and how they influence and measure financial performance 2.1 Compare the accrual and cash flow approaches to accounting and financial reporting and the implications of each for business decision-making 2.2 Explain the structure and content of final accounts and their uses for business decision-making 2.3 Interpret financial information in balance sheets, income statements and sources and applications of funds statements 2.4 Differentiate between financial decisions relating to capital expenditure and those relating to revenue expenditure 2.5 Calculate financial ratios from final accounts that can be used to support business decision-making 3.1 Differentiate between long - term financing needs and working capital needs for businesses 3.2 Compare the sources of long - term financing and working capital financing for businesses 3.3 Identify why access to working capital is critical to business continuity 3.4 Examine critically the techniques needed to manage cash flow and the key business decisions on which cash flow impacts 3.5 Evaluate methods for making capital expenditure or investment decisions and the criteria that may be applied to these by organisations 3.6 Explain the possible benefits and drawbacks of off-balance sheet financing 4.1 Analyse critically the financial implications of different business ownership structures 4.2 Analyse critically the corporate governance, legal and regulatory environments of different business ownership structures 4.3 Compare and contrast the stakeholder interests of owners and managers in decision-making 4.4 Evaluate the significance of Return on Capital Employed (ROCE) and other overall performance measures for the long -term sustainability of businesses
7 5 Understand how accountability for financial reporting and the integrity of reporting are influenced by ethical, governance and accounting standards 4.5 Examine the importance of Earnings Per Share (EPS) as a measure of business performance 5.1 Differentiate between business ethics, governance and accounting ethics as controls on business accountability 5.2 Assess the role of the accountant as guardian of business ethics 5.3 Analyse the key concepts and principles of corporate governance that may impact on business decisions 5.4 Examine the key national and international financial reporting standards relevant to business decisions 5.5 Examine the key requirements for published accounts of a public limited company (PLC) 6.4 Marketing Strategy This unit examines the strategic role of marketing in business. It discusses how market segmentation, positioning and the marketing mix contribute to competitive advantage. It also explores the common elements and differences between marketing in the commercial and not-for-profit, including public sectors. Candidates who hold or aspire to marketing roles in commercial or not-for-profit organisations will develop knowledge, understanding and skills necessary for such job roles. 1 Understand the concept and strategic role of marketing in business 1.1 Examine the main contexts of marketing 1.2 Analyse the relationship between businesses vision, mission and marketing strategy 1.3 Evaluate the tools and techniques available for analysing key areas of the marketing environment and use them in realistic business situations 1.4 Examine the factors influencing consumer choice and behaviour 1.5 Assess the role of market research in business decision-making 2 Know how to build marketing strategy 3 Understand the concept and role of market segmentation and positioning 4 Understand the principle and 2.1 Analyse critically how strategic market analysis, marketing goals and marketing actions influence marketing strategy 2.2 Demonstrate how an over-all view on the strategic position of businesses and the understanding of their competitors impact on their marketing strategy 2.3 Analyse critically the links between growth strategies and the main types of strategic marketing objectives 2.4 Demonstrate how marketing strategies contribute to sustainable competitive advantage 2.5 Apply the main steps of marketing planning in practical business situations 3.1 Differentiate between market segmentation and product differentiation 3.2 Compare and contrast different targeting approaches 3.3 Examine critically the process and function of positioning 4.1 Assess the role of the marketing mix in the implementation of marketing strategy
8 function of the marketing mix 4.2 Evaluate the role of product development and branding 5 Be able to distinguish between marketing in the commercial and not-for-profit, including public sectors 4.3 Analyse critically the impact costing and pricing decisions have on competitive advantage 4.4 Examine critically the role and purpose of marketing communication as part of the marketing mix 4.5 Explain how retailing and channel management, as part of the marketing mix, contribute to competitive advantage 5.1 Compare and contrast marketing strategies in commercial and notfor-profit organisations, including the public sector 5.2 Demonstrate the use of marketing techniques in the commercial and not-for-profit, including public sectors 5.3 Evaluate the impact of marketing on social and political change 6.5 Managing Stakeholder Engagement To develop the skills, knowledge and attitude to engage with stakeholders. To learn how to manage stakeholders throughout a project or, more generally, for an organisation. The unit is suitable for anyone who needs to deal with stakeholders particularly in relation to public sector organisations GLH 80 Unit Grading Pass Structure 1 Be able to analyse key stakeholders 2 Understand how to build an effective stakeholder engagement strategy to implement policy 1.1 Analyse stakeholders and their needs and expectations for either an organisation or project 1.2 Evaluate and map stakeholder relationships 1.3 Assess the importance of stakeholder engagement 2.1 Analyse methods to engage stakeholders to validate the implementation of policies 2.2 Develop a communications strategy to effectively engage with stakeholders 3 Understand how to build and maintain stakeholder relationships 4 Understand how to engage with the stakeholder groups 3.1 Explain how to build and maintain relationships with stakeholders 3.2 Analyse issues that may affect stakeholder relationships 3.3 Analyse potential conflict situations and possible resolution 3.4 Assess the importance of monitoring and reviewing stakeholder engagement 4.1 Analyse methods to elicit stakeholder views on policy and other issues 4.2 Analyse how to gain stakeholder validation and agreement for policies and plans
9 6.6 Customer focus for Strategic Advantage This unit establishes a framework for the strategic development of customer service in order to gain competitive advantage. It explores the organisational activities and imperatives that come together to create and sustain customer focus. The unit covers processes and concepts that can be used at complete organisation or business unit level. It aims to introduce candidates to the strategic framework which forms the foundation of effective customer focus that and which contributes to competitive advantage in markets where service is especially important to customers. Candidates who aspire to management roles in customer service with or without previous experience in this sector will develop knowledge, understanding and skills necessary for such job roles. 1 Understand the strategic customer service aims of organisations and the customer service values that make the aims achievable 1.1 Analyse critically the links between customer focus and organisational values, vision and objectives 1.2 Analyse customer expectations and preferences in the context of organisations service offer 1.3 Explain the connections between customer service strategy and an organisations market positioning 1.4 Analyse how financial performance and business growth imperatives impact on customer service strategies 2 Understand how being a listening organisation contributes to the achievement of a customer service vision 3 Understand how customer service strategy and objectives contribute to the development of customerdriven processes 4 Understand the links between people development, empowerment and the implementation of customer service strategies 1.5 Compare the importance of customer retention and one-off customer satisfaction when sustaining and developing competitive advantage 2.1 Examine the concept of a listening organisation 2.2 Compare the benefits of different methods of listening to customers 2.3 Evaluate measures that can be used to analyse information collected about customer opinions and experiences 2.4 Demonstrate the importance of customer and employee feedback for achieving organisational customer service vision 3.1 Consider how customer service strategy and objectives lead to the design of customer service processes 3.2 Analyse critically the contribution technology makes to the delivery of effective customer-driven processes 3.3 Explain the importance of continuous improvement and service chains to organisations customer service processes 4.1 Examine critically approaches to people development in the context of customer service strategies 4.2 Assess leadership actions which contribute to empowerment in customer service 4.3 Show the connections between people development, empowerment and customer service strategies 4.4 Consider why empowerment is an important part of continuous improvement in customer service
10 6.7 Corporate Communication Strategies Corporate communication is closely linked to business objectives and strategies. It is the processes an organisation uses to communicate all its messages to key stakeholders. It encodes and promotes a strong corporate culture, a coherent corporate identity, an appropriate and professional relationship with the media, and quick, responsible ways of communicating in a crisis. It is essential if organisations are to inform and influence external stakeholders, including their customers, and harness the efforts of all internal stakeholders towards the successful accomplishment of organisational objectives. This unit gives learners an opportunity to look into the design of a communication system within an organisation such as their own workplace, one to which they are seconded, or through an appropriate case study. It provides the learner with the understanding and skills to support active engagement in the process of developing corporate communication strategies. 1 Understand the importance of corporate communication 2 Be able to conduct an internal corporate communications audit 3 Be able to conduct an external corporate communications audit 4 Be able to plan the development of a corporate communication strategy 1.1 Discuss the purpose of corporate communication strategies 1.2 Assess how corporate communications link to corporate objectives 1.3 Analyse the relationship between corporate communication and corporate branding 2.1 Plan an internal corporate communications audit 2.2 Conduct an internal corporate communications audit 2.3 Critically evaluate the effectiveness of current levels of practice 3.1 Plan an external corporate communications audit 3.2 Conduct an external corporate communications audit 3.3 Critically evaluate the effectiveness of current levels of practice 4.1 Plan the objectives of a corporate communication strategy 4.2 Select the audiences to influence with a corporate communications strategy 4.3 Plan appropriate measures to monitor a planned corporate communications strategy 6.8 Continuous Improvement in Customer Service To introduce the learner to quality management and delivery of excellent customer service. To develop skills in performance and quality measurement and management. (For public service or healthcare management programmes the unit can be delivered in context) 1 Understand how to identify and meet stakeholder needs in service delivery 2 Understand how to manage quality of service delivery 1.1 Identify stakeholder groups and their expectations for service delivery 1.2 Assess the impact of poor service quality for the organisation and stakeholders 1.3 Analyse how stakeholder needs are met 2.1 Analyse the concepts of quality and quality standards in relation to service delivery 2.2 Evaluate approaches to quality management in service delivery
11 3 Understand how to promote continuous improvement of service delivery 2.3 Explain how quality standards are set and monitored 3.1 Analyse the concept of continuous improvement in service delivery 3.2 Evaluate the need for continuous improvement in service delivery 3.3 Explain how continuous improvement can be implemented 6.9 Leadership Skills The primary aim of this unit is to develop essential, practical leadership skills which are useful for candidates in a variety of organisational settings. While completing this unit, candidates practice how to develop the leader-follower relationship in realistic situations and thus support organisational strategy and objectives. Candidates who aspire to lead teams develop capabilities and skills necessary for such job roles. 1 Understand fundamental leadership skills 2 Know how to develop the leader follower relationship 3 Know how to deal with a variety of leadership situations 1.1 Analyse how to learn from past experience of leading individuals and teams in a variety of organisational situations 1.2 Develop active listening skills in order to interpret messages from others in a variety of situations 1.3 Communicate, using the context and medium which meet the needs and expectations of the audience and the organisation 1.4 Demonstrate how to build effective working relationships with peers and superiors 1.5 Analyse critically stress management techniques appropriate to realistic leadership situations 1.6 Demonstrate how to build own credibility with individuals and within teams 2.1 Provide constructive feedback to individuals and groups 2.2 Design processes for receiving feedback from others 2.3 Act upon feedback with a positive and receptive attitude 2.4 Demonstrate how to delegate tasks and responsibilities 2.5 Demonstrate how to build effective work teams 2.6 Demonstrate how to build highly performing executive teams 2.7 Agree and draw up development plans for individuals and teams 2.8 Design strategies for developing informal coaching skills 2.9 Design strategies for empowering others 3.1 Share organisational values, vision and mission with others 3.2 Set goals for individuals and teams in realistic organisational situations 3.3 Demonstrate how to resolve conflicts and solve problems in organisational situations 3.4 Design strategies for improving creativity in organisations 3.5 Design processes for diagnosing problems related to performance 3.6 Design strategies for addressing issues which affect performance
12 6.10 Sustainable Business Strategy This unit provides the learner with an understanding of the effect of legislation and global integration on decisions, policies, processes and activities undertaken by organisations. It aims to raise awareness of sustainable development issues and how they impact on the strategic development of the business. 1 Understand the global sustainability agenda 2 Understand the concept of the sustainable business organisation 3 Understand sustainable strategic planning 4 Understand the wider implications and effects of global integration on organisations 5 Understand the effects of environmental legislation, directives and guidance on organisations 1.1 Analyse the global sustainability agenda and how it translates into national practice 1.2 Analyse the forces for change in the sustainable business environment 1.3 Evaluate the impact of current sustainability issues on business organisations 2.1 Determine the extended boundaries of the sustainable business organisation 2.2 Evaluate impact on business structure and objectives of becoming a sustainable business organisation 3.1 Determine change required within business organisations to meet sustainability agenda 3.2 Analyse the concept of the triple bottom line and how it is implemented in business organisations 3.3 Review the process of sustainable strategic business planning 4.1 Explain the effects of globalisation on national economies 4.2 Discuss the influence of international institutions on organisations 4.3 Explain the role and responsibility of European Union membership on the workplace 5.1 Discuss the economics of adopting a policy of environmental awareness in organisations 5.2 Explain the actions that need to be taken by organisations to maintain the environment 5.3 Describe the measures that exist to improve workplace health and safety practice 6.11 Research Report This unit is designed to enable learners to become confident using research techniques and methods. It addresses the elements that make up formal research including the proposal, a variety of research methodologies, action planning, carrying out the research itself and presenting the findings. To complete the unit satisfactorily, learners must also understand the theory that underpins formal research. The actual research depends on the learner, the context of their area of learning, their focus of interest and the anticipated outcomes. The unit draws together a range of other areas from within the programme to form a holistic piece of work that will make a positive contribution to the learner s area of interest. Learners should seek approval from their tutors before starting their research project. Unit Level 6 Credit Value 25 Assessment Guidance Submission of 5000 word Research Report Learning Outcomes - The learner Assessment Criteria - The learner can: will: 1.1 Formulate and record possible research project outline specifications
13 1 Understand how to formulate a research specification 2 Be able to implement the research project within agreed procedures and to specification 3 Be able to evaluate the research outcomes 4 Be able to present the research outcomes 1.2 Identify the factors that contribute to the process of research project selection 1.3 Undertake a critical review of key references 1.4 Produce a research project specification 1.5 Provide an appropriate plan and procedures for the agreed research specification 2.1 Match resources efficiently to the research question or hypothesis 2.2 Undertake the proposed research investigation in accordance with the agreed specification and procedures 2.3 Record and collate relevant data where appropriate 3.1 Use appropriate research evaluation techniques 3.2 Interpret and analyse the results in terms of the original research specification 3.3 Make recommendations and justify areas for further consideration 4.1 Use an agreed format and appropriate media to present the outcomes of the research to an audience.
IAM Level 6. Diploma in Business and Administrative Management. Qualification handbook. 2011 edition
IAM Level 6 Diploma in Business and Administrative Management Qualification handbook 2011 edition Published by the IAM IAM 2011 Registered charity number 254807 Published 2011 All rights reserved. This
More informationAVA Level 6 Certificate in Healthcare Management is a 30 credit course
AVA Level 6 Certificate in Healthcare Management is a 30 credit course Unit Title Level Credit GLH Mandatory Units 6.1 International Healthcare Policy 6 15 60 Optional Units 6.2 Managing Quality and Service
More informationLevel 4 Diploma in Advanced Hospitality and Tourism Management (VRQ) Qualification Syllabus
Level 4 Diploma in Advanced Hospitality and Tourism Management (VRQ) Qualification Syllabus Contents Page 1. The Level 4 Diploma in Advanced Hospitality and Tourism Management Syllabus 4 2. Structure of
More informationManagement and Leadership. Level 5 NVQ Diploma in Management and Leadership (QCF)
Management and Leadership Level 5 NVQ Diploma in Management and Leadership (QCF) 2014 Skills CFA Level 5 NVQ Diploma in Management and Leadership (QCF) Page 1 Level 5 NVQ Diploma in Management and Leadership
More informationQUALIFICATION SPECIFICATIONS ILM LEVEL 7 CERTIFICATE IN EXECUTIVE COACHING AND LEADERSHIP MENTORING
QUALIFICATION SPECIFICATIONS ILM LEVEL 7 CERTIFICATE IN EXECUTIVE COACHING AND LEADERSHIP MENTORING QS/L7CECLM/0911 Circulation of Qualification Specifications These Qualification Specifications are provided
More informationIAM Levels 4 and 5. Certificate in Business and Administrative Management. Qualification handbook. 2011 edition
IAM Levels 4 and 5 Certificate in Business and Administrative Management Qualification handbook 2011 edition Published by the IAM IAM 2011 Registered charity number 254807 Published 2011 All rights reserved.
More informationWhat is this Unit about? Who is this Unit for?
H12J 04 (CFAS4.1) Lead a sales team What is this Unit about? This Unit is about how you provide direction to the members of the sales team by motivating and supporting them to achieve their team and individual
More informationIAM Level 4. Diploma in Business and Administrative Management. Qualification handbook. 2011 edition
IAM Level 4 Diploma in Business and Administrative Management Qualification handbook 2011 edition Published by the IAM IAM 2011 Registered charity number 254807 Published 2011 All rights reserved. This
More informationCriteria for the Diploma qualifications in business, administration and finance at levels 1, 2 and 3
Criteria for the Diploma qualifications in business, administration and finance at levels 1, 2 and 3 Version 2 July 2007 QCA/07/3319 Contents Purpose... 4 Aims... 5 Diversity and inclusion... 7 Structure...
More informationILM Level 5 QS/L5QSES/0510
QUALIFICATION SPECIFICATIONS ILM Level 5 Qualifications in Social Enterprise Support QS/L5QSES/0510 Circulation of Qualification Specifications These Qualification Specifications are provided to centres
More informationM a r k e t i n g. About managing the doing of marketing for management roles
Professional Diploma in M a r k e t i n g About managing the doing of marketing for management roles Fully sponsored by the HRD Fund for Banking & Financial Sector employees only Professional Diploma in
More informationIAM Level 5. Diploma in Business and Administrative Management. Qualification handbook. 2011 edition
IAM Level 5 Diploma in Business and Administrative Management Qualification handbook 2011 edition Published by the IAM IAM 2011 Registered charity number 254807 Published 2011 All rights reserved. This
More informationGraduate Diploma in. Management. (Grad.Dip.Mgmt)
cmi-ireland.com T: 01 492 7070 Graduate Diploma in Management (Grad.Dip.Mgmt) CMI Page 1 Graduate Diploma in Management About the Course CMI have teamed up with the ICM Institute of Commercial Management
More informationATHE Level 6 Qualifications in Healthcare Management
ATHE Level 6 Qualifications in Healthcare Management ATHE Level 6 Award in Financial Decision Making for Managers (QCF) ATHE Level 6 Award in Leading Organisational Equality and Diversity (QCF) ATHE Level
More informationDiploma of School Business Management
Diploma of School Business Management This document provides additional information about each phase of the programme to assist prospective applicants. At level 5 participants are expected to generate
More informationLONDON SCHOOL OF COMMERCE. Programme Specifications for the. Cardiff Metropolitan University. MSc in International Hospitality Management
LONDON SCHOOL OF COMMERCE Programme Specifications for the Cardiff Metropolitan University MSc in International Hospitality Management 1 Contents Programme Aims and Objectives 3 Programme Learning Outcomes
More informationHawk Training School of Management Working with the Chartered Management Institute
Level 5 Diploma in Management & Leadership Learner Handbook Hawk Training School of Management Working with the Chartered Management Institute January 2015 HAWK TRAINING SCHOOL OF MANAGEMENT, 4 TH Floor
More informationROLE PROFILE. Performance Consultant (Fixed Term) Assistant Director for Human Resources
ROLE PROFILE Job Title Reports to Service area No. of staff responsible for Budget responsibility ( ) Performance Consultant (Fixed Term) Assistant Director for Human Resources HR 0 None Purpose of Job
More informationCustomer Service. Level 3 Diploma in Customer Service (QCF) 2014 Skills CFA Level 3 Diploma in Customer Service (QCF) Page 1
Customer Service Level 3 Diploma in Customer Service (QCF) 2014 Level 3 Diploma in Customer Service (QCF) Page 1 Level 3 Diploma in Customer Service (combined qualification) Qualification Title Credit
More informationPGCert/PGDip/MA Education PGDip/Masters in Teaching and Learning (MTL) Programme Specifications
PGCert/PGDip/MA Education PGDip/Masters in Teaching and Learning (MTL) Programme Specifications Faculty of Education, Law and Social Sciences School of Education December 2011 Programme Specification PG
More informationCOURSE INFORMATION BSB61015 Advanced Diploma of Leadership and Management
COURSE INFORMATION BSB61015 Advanced Diploma of Leadership and Management What is the Australian Qualifications Framework? The Australian Qualifications Framework (AQF) establishes the quality of Australian
More informationManagement. Level 3 Diploma in Management (QCF) 2014 Skills CFA Level 3 Diploma in Management (QCF) Page 1
Management Level 3 Diploma in Management (QCF) 2014 Skills CFA Level 3 Diploma in Management (QCF) Page 1 Level 3 Diploma in Management (combined qualification) Qualification Title Credit Value 55 Level
More informationIntegrated Communication
Integrated Communication Integrated Communication is a 15-credit mandatory module which sits within the suite of Level 4 modules. To gain the CIM Level 4 Certificate in Professional Marketing a pass in
More informationQuality Assurance Framework
1. Context Think s Quality Assurance Framework reflects a strong commitment to evidence-based decision making and continuous improvement. This is consistent with Think s aim to achieve excellence in all
More informationLevel 6 Certificate in Managing the Supply Chain
Level 6 Certificate in Managing the Supply Chain Regulator Ofqual Qualification Reference Number 600/7830/3 Qualification Start Date 1 February 2013 Last Date for Registration 31 December 2017 Available
More informationLeadership & People Management WSQ
Our frontline leaders in SIA are empowered to lead our service teams to achieve the highest levels of service excellence. They are trained in core functional skills as well as given the opportunity to
More informationLevel 4 NVQ in Sales (6770)
Level 4 NVQ in Sales (6770) Standards and assessment requirements V 0.3 Q500/1865/6 www.cityandguilds.com August 2007 Version 3.0 Level 2 NVQ in Sales (6770) 1 About City & Guilds City & Guilds is the
More informationCriteria for the Diploma Qualifications in Business, Administration and Finance at Levels 1, 2 and 3
Criteria for the Diploma Qualifications in Business, Administration and September 2011 Ofqual/11/5051 Contents The criteria... 4 Introduction... 4 Aims... 4 Themes... 5 Structure... 5 Foundation level...
More informationCompetency Requirements for Executive Director Candidates
Competency Requirements for Executive Director Candidates There are nine (9) domains of competency for association executives, based on research conducted by the American Society for Association Executives
More informationIQ Level 3 NVQ Diploma in Management (QCF) Specification
IQ Level 3 NVQ Diploma in Management (QCF) Specification Regulation No: 600/6699/4 Page 1 of 94 IQB/0.2/115 Version 1.0 10/10/2012 Author CZ Contents Page Introduction... 4 About this Qualification (Description,
More informationSetting Standards Achieving Success
Setting Standards Achieving Success Resolve F1 customer service problems Manage a project B5 Provide B10 leadership for your team Manage risk F5 team E14 Support E1 Manage a budget team and virtual working
More informationJanuary 2016. Communications Manager: Information for Candidates
January 2016 Communications Manager: Information for Candidates Thank you for expressing interest in the role of Communications Manager. We have compiled this information pack to tell you more about The
More informationHEANTUN HOUSING ASSOCIATION LTD
Job Title Responsible to Purpose of Job Key Tasks Training and additional duties Head of Business Systems & Skills Director of Corporate Resources (DCR) To ensure that the business systems of the Group
More informationCentre for Learning and Development
The Leadership and Management Development Strategy was developed to endorse learning and development opportunities to strengthen the leadership and management capacity of the Newfoundland and Labrador
More informationDiploma of Local Government (Elected Member)
Diploma of Local Government (Elected Member) Nationally recognised training for Elected Members walgatraining.com.au Contact WALGA Training on (08) 9213 2089 or email training@walga.asn.au for more information.
More informationProfessional Diploma in Marketing Syllabus
Professional Diploma in Marketing Syllabus 05/06 www.cim.co.uk/learningzone 1: Marketing Research & Information Aim The Marketing Research and Information subject covers the management of customer information
More informationPearson Edexcel BTEC Level 7 Diploma in Strategic Management and Leadership
Pearson Edexcel BTEC Level 7 Diploma in Strategic Management and Leadership at the London College of Business Programme Title Awarding Body Pearson Edexcel BTEC Level 7 Diploma in Strategic Management
More informationAchieve. Performance objectives
Achieve Performance objectives Performance objectives are benchmarks of effective performance that describe the types of work activities students and affiliates will be involved in as trainee accountants.
More informationContribute to performance management in a contact centre
Overview What this standard is about Efficiency and effectiveness in contact centres rely on close management of performance. With defined business objectives, clear procedures and many repeated transactions
More informationThe ICMCI CMC Competence Framework - Overview
This CMC Competence Framework specifies the cluster of related abilities, commitments, knowledge, and skills that a management consultant should demonstrate in practice in order to successfully complete
More informationVolunteer Managers National Occupational Standards
Volunteer Managers National Occupational Standards Contents 00 Forward 00 Section 1 Introduction 00 Who are these standards for? 00 Why should you use them? 00 How can you use them? 00 What s in a Standard?
More informationEDI Level 3 NVQ in Customer Service
EDI Level 3 NVQ in Customer Service Candidate Pack Effective from: 1 August 2006 Accreditation Number: 100/6105/8 Subject code : N2263 ASNC1235 Vision Statement Our vision is to contribute to the achievements
More informationPEARSON BTEC LEVEL 5 HND DIPLOMA IN BUSINESS MODULE SYNOPSIS
PEARSON BTEC LEVEL 5 HND DIPLOMA IN BUSINESS MODULE SYNOPSIS 1. Business Environment The aim of this unit is to provide learners with an understanding of different organisations, the influence of stakeholders
More informationMiddlesbrough Manager Competency Framework. Behaviours Business Skills Middlesbrough Manager
Middlesbrough Manager Competency Framework + = Behaviours Business Skills Middlesbrough Manager Middlesbrough Manager Competency Framework Background Middlesbrough Council is going through significant
More informationEvent Management. www.fetac.ie. Module Descriptor
The Further Education and Training Awards Council (FETAC) was set up as a statutory body on 11 June 2001 by the Minister for Education and Science. Under the Qualifications (Education & Training) Act,
More informationEXHIBIT CC. Identifying Management Level Knowledge, Skills and Abilities. Executive Core Competencies (ECCs)
EXHIBIT CC Identifying Management Level Knowledge, Skills and Abilities Executive Core Competencies (ECCs) ECC One: Leading Change ECC Two: Leading People ECC Three: Results Driven ECC Four: Business Acumen
More informationSpecification. Edexcel NVQ qualification. Edexcel Level 3 NVQ Certificate in Management (QCF)
Specification Edexcel NVQ qualification Edexcel Level 3 NVQ Certificate in Management (QCF) For first registration August 2010 Edexcel, a Pearson company, is the UK s largest awarding organisation offering
More informationLEADERSHIP DEVELOPMENT FRAMEWORK
LEADERSHIP DEVELOPMENT FRAMEWORK February 13, 2008 LEADERSHJP PERSPECTIVE I consider succession planning to be the most important duty I have as the Director of the NOAA Corps. As I look toward the future,
More informationTAE50211 Diploma of Training Design and Development
TAE50211 Diploma of Training Design and Development Release: 1 TAE50211 Diploma of Training Design and Development Modification History Version Comments TAE50211 Released with TAE10 Training and Education
More informationCertificate in procurement and supply operations Unit content guide. Leading global excellence in procurement and supply
Certificate in procurement and supply operations Unit content guide Leading global excellence in procurement and supply Introduction The Chartered Institute of Procurement & Supply qualifications ladder
More informationHume Community Housing Association MARKETING COMMUNICATIONS SPECIALIST
Position Title: Reports To: Marketing Communications Specialist CEO initially Department: Business Services Direct Reports: NA Location: Fairfield or Parramatta Position Purpose: This position is responsible
More informationBSB61015 Advanced Diploma of Leadership Management. Release Number 1. Online Flexible Delivery
BSB61015 Advanced Diploma of Leadership Management Release Number 1 Online Flexible Delivery Course Guide Course BSB61015 Advanced Diploma of Leadership and Management Release Number 1 Currency Current
More informationAccredited Training in Sales and Marketing
Accredited Training in Sales and Marketing...invest in a Brighter Future academy 2 academy s Introduction What Ethos Academy can offer 03 06 Course Details Level 1 Award in Sales and Marketing 07 08 09
More informationHigher National Unit Specification. General information for centres. Occupational Therapy Support: Audit. Unit code: F3NE 34
Higher National Unit Specification General information for centres Unit code: F3NE 34 Unit purpose: This Unit is designed to enable candidates to develop the competences required to audit an aspect of
More informationIAM Level 6 Extended Diploma in Business and Administrative Management
IAM Level 6 Extended Diploma in Business and Administrative Qualification handbook Autumn 2012 edition Published by the IAM IAM 2012 Registered charity number 254807 Published 2012 All rights reserved.
More informationRevision Number: 1. SIRXSLS006A Lead a sales team
Revision Number: 1 SIRXSLS006A Lead a sales team SIRXSLS006A Lead a sales team Modification History Not applicable. Unit Descriptor Unit descriptor This unit describes the performance outcomes, skills
More informationBritish School of Commerce
British School of Commerce Programme Specification for the Cardiff Metropolitan University Master of Business Administration (MBA) Major Project Stage 1 Contents Page 1 Programme Aims and Objectives 3
More informationManagement. Level 4 NVQ Diploma in Management (QCF) 2014 Skills CFA Level 4 NVQ Diploma in Management (QCF) Page 1
Management Level 4 NVQ Diploma in Management (QCF) 2014 Skills CFA Level 4 NVQ Diploma in Management (QCF) Page 1 Level 4 NVQ Diploma in Management Qualification Title Credit Value Level 4 Structure Reference
More informationLondon School of Commerce. Programme Specification for the. Cardiff Metropolitan University. Bachelor of Arts (Hons) in Business Studies
London School of Commerce Programme Specification for the Cardiff Metropolitan University Bachelor of Arts (Hons) in Business Studies 1 Contents Page 1. Aims and Objectives 3 2. Programme Learning Outcomes
More informationPerformance objectives
Performance objectives are benchmarks of effective performance that describe the types of work activities students and affiliates will be involved in as trainee accountants. They also outline the values
More informationRelease: 1. CPPDSM5032A Market the agency
Release: 1 CPPDSM5032A Market the agency CPPDSM5032A Market the agency Modification History Not Applicable Unit Descriptor Unit descriptor This unit of competency specifies the outcomes required to develop
More informationQualification Outline
Qualification Outline Diploma of Business BSB50207 Get it done. Get it done well Web: www.kneedeep.com.au/certification.html Phone: +61 8 7127 4885 Email: admin@kneedeep.com.au Address: Suite 203, Level
More informationPROGRAMME SPECIFICATION
PROGRAMME SPECIFICATION Course Title: Masters in Business Administration (MBA) /Postgraduate Diploma/Postgraduate Certificate in Business Administration Modes of Study: Full Time/Part Time (Executive Variant)/Distance
More informationRelease: 3. TAE80210 Graduate Diploma of Management (Learning)
Release: 3 TAE80210 Graduate Diploma of Management (Learning) TAE80210 Vocational Graduate Diploma of Management (Learning) Modification History Version Comments Release 3 Released with TAE10 Training
More informationPROGRAMMME SPECIFICATION FOR MA in LEADERSHIP AND MANAGEMENT (HEALTH AND SOCIAL CARE SERVICES)
PROGRAMMME SPECIFICATION FOR MA in LEADERSHIP AND MANAGEMENT (HEALTH AND SOCIAL CARE SERVICES) MA in LEADERSHIP AND MANAGEMENT (HEALTH AND SOCIAL CARE SERVICES) 1. Award 2. Route Management (Health and
More informationFull Name.Employee No. Immediate Supervisor Sign. & Date. Job Holder Sign. & Date. Ministry.Position. Action. Date Started Present Job Period Covered
PERFORMANCE MANAGEMENT FOR THE CIVIL SERVICE OF LESOTHO PERFORMANCE AGREEMENT FORM FOR TOP MANAGEMENT (PRINCIPAL SECRETARIES, DEPUTY PRINCIPAL SECRETARIES, DIRECTORS AND OTHER HEADS OF DEPARTMENTS INCLUDING
More informationLevel 5 Diploma in Managing the Supply Chain (QCF) Qualification Specification
Level 5 Diploma in Managing the Supply Chain (QCF) Qualification Specification Created: May 2012 Version: 1.0 Accreditation Number: 600/5605/8 Qualification Start Date: 1 st June 2012 Qualification Last
More informationTAE80210 Vocational Graduate Diploma of Management (Learning)
TAE80210 Vocational Graduate Diploma of Management (Learning) Revision Number: 1 TAE80210 Vocational Graduate Diploma of Management (Learning) Modification History Not applicable. Approved Page 2 of 10
More informationDiploma In Coaching For High Performance & Business Improvement
THE HOUSTON EXCHANGE POWERFUL, PROFITABLE CONVERSATIONS Diploma In Coaching For High Performance & Business Improvement A professional coaching qualification for Leaders, Managers and HR professionals
More informationAccredited Training in Sales and Marketing
Accredited Training in Sales and Marketing...invest in a Brighter Future academy 2 academy s Introduction 03 Profile of Ethos Academy s head tutor 06 Course Details Level 1 Award in Sales and Marketing
More informationChartered Manager Degree Apprenticeship Assessment Plan
Chartered Manager Degree Apprenticeship Assessment Plan Crown copyright 2015 You may re-use this information (not including logos) free of charge in any format or medium, under the terms of the Open Government
More informationBlackburn College Teaching, Learning and Assessment Strategy. 25 August 2015
Blackburn College Teaching, Learning and Assessment Strategy 25 August 2015 1 Introduction This document provides a Teaching, Learning and Assessment Strategy covering all of the College s Further Education
More informationBusiness and Management Masters Degree (MBA)
Business and Management Masters Degree (MBA) Module Specification Booklet Page 1 of 33 Contents Level 7 Modules... 3 Management: Principles and Practices... 4 Financial Decision Making... 6 Marketing Principals
More informationAll available Global Online MBA routes have a set of core modules required to be completed in order to achieve an MBA.
All available Global Online MBA routes have a set of core modules required to be completed in order to achieve an MBA. Those modules are: Building High Performance Organisations Management and Organisational
More informationCOURSE INFORMATION BSB50415 Diploma of Business Administration
COURSE INFORMATION BSB50415 Diploma of Business Administration What is the Australian Qualifications Framework? The Australian Qualifications Framework (AQF) establishes the quality of Australian qualifications.
More informationGENERIC CORE MANAGEMENT CRITERIA (CMC) AND STANDARDS (SELECT WHICH ONES ARE APPLICABLE)
ANNEXURE B GENERIC CORE MANAGEMENT CRITERIA (CMC) AND STANDARDS (SELECT WHICH ONES ARE APPLICABLE) CRITERIA Description Generic Stards for Fully Effective Performance 1. Strategic Provides a vision, sets
More informationPart Time Psychology Lecturer. 17.58-23.03 per hour. 33.5 hours per week. Sixth Form Centre. Cheltenham. Head of Sixth Form
Post number: P017 Closing date: 10:00pm on Sunday 11 October 2015 Interview Date: Wednesday 21 October 2015 We are committed to ensuring all individuals are valued and work in a safe environment, promoting
More informationStart Your Own Business
The Further Education and Training Awards Council (FETAC) was set up as a statutory body on 11 June 2001 by the Minister for Education and Science. Under the Qualifications (Education & Training) Act,
More informationSTRATEGIC PLAN FRAMEWORK. A guide for arts organisations
STRATEGIC PLAN FRAMEWORK A guide for arts organisations Strategic planning for arts organisations The more uncertain and shifting the environment becomes the more important it is for arts organisations
More informationASAE s Job Task Analysis Strategic Level Competencies
ASAE s Job Task Analysis Strategic Level Competencies During 2013, ASAE funded an extensive, psychometrically valid study to document the competencies essential to the practice of association management
More informationPeople & Organisational Development Strategy
2013-2018 People & Organisational Development Strategy Delivering excellent research Delivering an excellent student experience Enhancing global reach and reputation 1. Introduction Glasgow 2020: A global
More informationInternational Business Communications (IBC)
International Business Communications (IBC) Follow us on facebook www.facebook/mlscollege and check our website mls-college.co.uk for up-to-date information on all our courses MLS International College,
More informationJanuary 2016. Brand and Campaigns Executive: Information for Candidates
January 2016 Brand and Campaigns Executive: Information for Candidates Thank you for expressing interest in the role of Brand and Campaigns Executive. We have compiled this information pack to tell you
More informationDiploma in Management Level 4
Diploma in Management Level 4 This qualification is accredited by OFQUAL as being Stand Alone and part of Apprenticeships. Learners must achieve 37 credits and above to gain the Diploma qualification.
More informationDigital Strategy is a 15-credit elective module which sits within the suite of Level 6 modules.
Module Specification: Digital Strategy Digital Strategy is a 15-credit elective module which sits within the suite of Level 6 modules. To gain the CIM Level 6 Diploma in Professional Marketing a pass in
More informationManagement & Leadership
Management & Leadership Overview The Management and Leadership qualifications aim to contribute to the skills, knowledge and overall performance of management and aid career progression. The qualifications
More informationIMCPM04 Project Scheduling and Cost Control. Course Outline
IMCPM04 Project Scheduling and Cost Control Course Outline January 2012 Project Scheduling and Cost Control Course Aim Project Scheduling and Cost Control is a five-day (5 day) course which provides participants
More informationStrategy Manager: Business and Performance Management
Job Title: Strategy Manager: Business and Performance Management Job Grade: Band 7 Directorate: Job Reference Number: Schools, Children and Families P00905 The Role Deputise for the Head of Early Years
More informationAll available Global Online MBA routes have a set of core modules required to be completed in order to achieve an MBA. Those modules are:
All available Global Online MBA routes have a set of core modules required to be completed in order to achieve an MBA. Those modules are: Management and Organizational Change (P.4) Leading Strategic Decision
More informationDFID CORE COMPETENCY FRAMEWORK
DFID CORE COMPETENCY FRAMEWORK DFID s Core Competency Framework presents competencies in three clusters as shown below. The red cluster groups the work-related competencies, the green has peoplerelated
More informationCustomer Engagement Strategy 2015/16-2017/18
Customer Engagement Strategy 2015/16-2017/18 1 Our Vision To provide a great quality customer engagement service that is accessible to all our customers and offers a wide range of opportunities to work
More informationNational Occupational Standards. Compliance
National Occupational Standards Compliance NOTES ABOUT NATIONAL OCCUPATIONAL STANDARDS What are National Occupational Standards, and why should you use them? National Occupational Standards (NOS) are statements
More informationAdvanced Higher Business Management Course Specification (C710 77)
Advanced Higher Business Management Course Specification (C710 77) Valid from August 2015 This edition: April 2015, version 2.0 This specification may be reproduced in whole or in part for educational
More informationCHANGE MANAGEMENT PLAN
Appendix 10 Blaby District Council Housing Stock Transfer CHANGE MANAGEMENT PLAN 1 Change Management Plan Introduction As part of the decision making process to pursue transfer, the Blaby District Council
More informationQualification Outline
Qualification Outline Certificate IV in Project Management Practice BSB41513 Get it done. Get it done well Web: www.kneedeep.com.au/certification.html Phone: +61 8 7127 4885 Email: admin@kneedeep.com.au
More informationLearning Outcome 1 The learner will: Understand the contribution Customer Service makes to achieving organisational objectives.
Unit Title: Managing the Customer Relationship Unit Reference Number: R/601/3378 Guided Learning Hours: 160 Level: Level 5 Number of Credits: 18 Learning Outcome 1 The learner will: Understand the contribution
More informationSuite Overview...2. Glossary...8. Functional Map.11. List of Standards..15. Youth Work Standards 16. Signposting to other Standards...
LSI YW00 Youth Work National Occupational Standards Introduction Youth Work National Occupational Standards Introduction Contents: Suite Overview...2 Glossary......8 Functional Map.11 List of Standards..15
More informationKenya Revenue Authority (KRA)
Kenya Revenue Authority (KRA) Chief Manager - HR Development and Performance Management Job details Reference Number: KRA/HR02/14 Job Title: Chief Manager - HR Development and Performance Management Supervisor:
More informationWHO GLOBAL COMPETENCY MODEL
1. Core Competencies WHO GLOBAL COMPETENCY MODEL 1) COMMUNICATING IN A CREDIBLE AND EFFECTIVE WAY Definition: Expresses oneself clearly in conversations and interactions with others; listens actively.
More informationJob Grade: Band 5. Job Reference Number:
Job Title: Business Analyst Job Grade: Band 5 Directorate: Job Reference Number: People and Transformation P01216 The Role: This is a challenging role working with and across all services to support the
More information