Executive Diploma in Management

Executive Diploma in Management

AT SCQF LEVEL 11

© 2008 Chartered Management Institute All rights reserved

http://www.managers.org.uk/

CONTENTS Introduction 1 Prior Learning 1 Relationship to Management and Leadership National Occupational Standards 2 Assessment 2 Guided Learning Hours 3 Support and Help 4 Qualifications Frameworks and Credit Transfer 4 Core Units C51 Developing in your management and leadership role 5 C52 Managing performance 9 C53 Financial and resource management 13 C54 Managing business challenges 16 C55 Managing operations 19 Optional Units O51 Developing and implementing financial plans 23 O52 Managing information systems 26 O53 Developing and implementing human resource plans 30 O54 Developing project specifications and objectives 33 O55 Developing and implementing marketing plans 36


Executive Diploma in Management This is one of a series of progressive management qualifications designed by the Chartered Management Institute. This guide is written primarily for Learners of the qualification. It is focused mainly on the content of the qualification and the learning outcomes that will be achieved. Introduction The above qualification has been credit rated for the Scottish Credit and Qualifications Framework by the Scottish Qualifications Authority. This qualification is intended for the senior manager who has the authority and personal inspiration to translate organisational strategy into effective operational performance. It is equally valuable for the person who aspires to such a role, by helping them to gain the knowledge and understanding necessary. It requires the manager to build on their management skills and to focus on the requirements of implementing the organisation’s strategy. The optional areas enable the Learner to develop greater depth of knowledge in the area chosen. The qualification consists of FIVE units which all Learners have to take, and THREE units selected from a further five units. In most cases, the Approved Centre will have selected the optional units it will offer, and so not all optional units will be available to all Learners at all Centres. The five core units cover:

• Self-development • Managing performance • Finance and resource management • Managing business challenges • Managing operations

and the optional units cover:

• Financial planning • Managing information and systems • Human resource planning • Project specifications and objectives • Marketing plan

Prior Learning This qualification builds on the content and learning contained in the Chartered Management Institute’s Diploma in Management. If you already hold this qualification, and your current or anticipated job role will require you to act in a senior or strategic management capacity, the Executive Diploma in Management is the right qualification for this stage of your career and personal development. Even if you don’t hold the Diploma in Management, this will still be the case if you can show that your prior learning and experience and any qualifications you have are at a comparable level, breadth and depth. Your Centre will be able to help you ensure that you will be able to cope with the demands of the Executive Diploma in Management programme, and will also be able to help determine whether any other experience or learning you have undertaken can be counted towards the achievement of this qualification.

Quals/Sept 08/SEDM Syllabus 1


Relationship to Management and Leadership National Occupational Standards

The table below shows how the units in this qualification relate to the Management and Leadership National Occupational Standards. Each of the units in the Executive Diploma in Management syllabus also indicate the managerial skills and behaviours which underpin effective performance that you will be able to develop as a result of following the Executive Diploma programme. You can find out more about the National Occupational Standards for Management and leadership and how they can help you develop your management performance in the workplace at www.management-standards.org.uk. Executive Diploma in Management Management and Leadership

National Occupational Standards Core Units Unit C51 - Developing in your management and leadership

role A2, A3, B2, C3, C4, C5, C6, D7, F12

Unit C52 - Managing performance B2, D2, D4, E4, F2, F12 Unit C53 - Financial and resource management E3, B4, B8, B10, F2, F9 Unit C54 - Managing business challenges A3, B7, B8, B12, D2, D7, E3, E4, F4,

F9, F10, F12 Unit C55 - Managing operations A2, A3, B8, B10, C3, C4, C5, C6, D4,

E5, E6, E7, F2

Optional Units Unit 051 - Developing and implementing financial plans A3, B2, B4, B10, E3 F2, F12 Unit 052 - Managing information systems B3, B4 Unit 053 - Developing and implementing human resource

plans D3, D4

Unit 054 - Developing project specifications and objectives B7, B10, D2, D4, F2, F9, F12 Unit 055 - Developing and implementing marketing plan A2, A3, B2, B7, B8, B10, B12, C3,

E3, E4, F4, F9, F10 Assessment Chartered Management Institute awards are professional qualifications that demand high standards of knowledge, understanding, reasoning and judgement, coupled with clarity of expression. Our approach to assessment for all our qualifications is built on the following principles:

a) the assessment should, wherever possible, use work-based evidence drawn from the Learner’s own organisational experience

b) Approved Centres will have clearly identified how the organisational dimension to the Learner's evidence and assessment will be incorporated into the assessment process

c) the assessment process will be sufficiently flexible to allow for the diversity of Learner organisational experience to be used, and will take into account special needs of any Learner for whom work-based evidence will be difficult to obtain

d) the assessment process will not compromise or present any risk to Learner, organisational or commercial confidentiality

e) the assessment process will recognise equal opportunity issues, will take due account of the values and ethics of management and will focus on the application of the concepts of management in practice

f) the assessments must be valid, reliable and fair

2 Quals/Sept 08/SEDM Syllabus

http://www.management-standards.org.uk/


We encourage our Centres to develop approaches to assessment which are flexible to meet the needs of their Learners, but we need to be assured that practice and outcomes are consistent in rigour and quality between Centres. One way in which we achieve this is for one unit of the qualification to be assessed to a specification produced by CMI. For the Executive Diploma in Management, Unit C55 – Managing operations will be the independently assessed unit. All the other learning outcomes will be assessed by the Approved Centre to a specification agreed with CMI, and checked by the CMI's External Verifier. The External Verifier will sample Learner work throughout the programme to ensure that all the requirements are met. For the Executive Diploma in Management, CMI requires Learners to complete a management project of 5000-5500 words, within the Centre Assessment programme. You should check with your Centre what the agreed assessment programme is. Guided Learning Hours These are used as a notional measure of the substance of a qualification, and help Centres determine what teaching and learning resources are going to be needed to support Learners. They are based on an estimate of the time that might actually be spent by the Learner being taught or instructed, as well as time Learners spend on structured learning such as directed assignments, assessments on the job or supported individual study or practice. So, as a Learner, you can use these Guided Learning Hours to help you plan effective use of your time to achieve the unit outcomes.



The Guided Learning Hours for the units of the Executive Diploma in Management are:

Guided Units Learning Hours CORE: C51 Developing in your management and leadership role 30 C52 Managing performance 40 C53 Financial and resource management 40 C54 Managing business challenges 40 C55 Managing operations 40 Core total 190 OPTIONS 051 Developing and implementing financial plans 30 052 Managing information systems 30 053 Developing and implementing human resource plans 30 054 Developing project specifications and objectives 30 055 Developing and implementing marketing plan 30 Qualification total ( 5 core + 3 options) 280

Support and Help As a studying member of CMI, you can access a wide variety of help, information, reading lists and management texts via our website www.managers.org.uk/students Qualifications Frameworks and Credit Transfer This qualification is at postgraduate level. Qualifications at this level recognise highly developed and complex levels of knowledge which enable the development of in-depth and original responses to complicated and unpredictable problems and situations. Learning at this level involves demonstration of high level specialist professional knowledge and is appropriate for senior professionals and managers. Qualifications at this level are at a level equivalent to Masters Degrees, postgraduate certificates and postgraduate diplomas. This qualification is recognised on the Scottish Credit Qualifications Framework SCQF at Level 11 and 45 Credit Points Units Credit Points SCQF Level C51 Developing in your management and leadership role 11 11 C52 Managing performance 14 11 C53 Financial and resource management 14 11 C54 Managing business challenges 14 11 C55 Managing operations 14 11 051 Developing and implementing financial plans 11 11 052 Managing information systems 11 9 053 Developing and implementing human resource plans 11 11 054 Developing project specifications and objectives 11 11 055 Developing and implementing marketing plan 11 11 Project 3 11


http://www.managers.org.uk/students


Unit C51 - Developing in your management and leadership role (SCQF Level 11 Credit Points 11) Overview This unit is about the generic skills and knowledge needed by a manager at this level in order to operate efficiently and effectively. Aims To help you learn how to:

1. Relate your personal objectives and values to the mission, strategic objectives and values of the organisation.

2. Manage your own learning and development, and anticipate the implications of change on your plans.

3. Communicate with, and manage, others. 4. Make decisions, taking a broad perspective, and communicate them.

Unit content Generic skills and knowledge: Understanding:

• the vision, mission and strategic objectives of the organisation • the ethical framework within which the business operates • the importance of effective stakeholder communication and the need to be able to influence

stakeholders • the difference between accountability, authority and responsibility • the importance of delegation and mentoring at this level

How to:

• relate your personal objectives and values to the mission, strategic objectives and values of the organisation

• influence others, including senior managers and external people • decide what can and cannot be delegated, how to delegate effectively, how to monitor and

review delegated tasks • act as a mentor and support others acting as mentors

Personal development planning: Understanding:

• the concept of lifelong learning • your current and required level of performance in line with agreed personal objectives • your development needs to meet personal and organisational objectives • the need to take responsibility for your own learning and development • the importance of encouraging and using feedback



How to:

• identify and prioritise gaps between current and expected levels of performance • plan and monitor your own learning and development • encourage feedback on your own performance • use feedback to improve your own performance

Management level meetings: Understanding:

• the dynamics and politics of meetings at this level • strategies for using and directing meetings to achieve your objectives • the etiquette of meetings and the behaviours relevant to your role

How to:

• plan, run and follow up meetings with managers, customers, project teams • deal effectively with the issues and politics that can arise in such meetings • gain commitment to organisational action plans • ensure the effective recording of discussion at, and outcomes of, meetings

Decision-making tools: Understanding:

• the range of decision making tools available • the importance of a broad perspective prior to making decisions • the impact of decisions throughout the organisation and on stakeholders • the appropriate communication of decisions to stakeholders

How to:

• select and use appropriate decision making tools • balance the needs of various stakeholders in decisions • encourage creative solutions • consider the wider implications when analysing the options • gain agreement to the final choice • communicate the choice in a way that will encourage commitment

Learning outcomes Following completion of this unit, you will know how to:

1. Produce a learning and development plan for yourself that shows: a) the gaps between your current and expected level of performance b) your plan to address these gaps c) how feedback is obtained and used d) how your plan will be monitored and reviewed e) how you relate your personal objectives and values to the missions, strategic objectives

and values of your organisation 2. Make operational decisions using appropriate decision making tools and communicate them

effectively. 3. Review the range of options available to you for influencing others with whom you work (such

as senior managers and external people) and assess the value of the options.



4. Plan, run and follow up on an operational management-level meeting (e.g. involving managers, customers, suppliers, project teams), including dealing with and working within the dynamics and politics of meetings at this level.

5. Delegate effectively, explaining how the job and the person should be selected, how the task should be delegated and how it can best be monitored.

6. Act as a mentor and/or support others when acting as mentors.

Skills you will need to develop to put your learning into practice

• Setting objectives • Planning • Learning • Reviewing • Self-assessment • Time-management • Stress-management • Obtaining feedback • Reflecting • Prioritising • Communicating • Analysing • Thinking strategically • Thinking creatively • Decision-making • Risk-management • Information management • Benchmarking • Thinking systematically • Evaluating

Behaviours you will need to develop to put your learning into practice

• You constantly seek to improve performance • You develop systems to gather and manage information and knowledge effectively, efficiently

and ethically • You constructively challenge the status quo and seek better alternatives • You articulate a vision that generates excitement, enthusiasm and commitment • You use a range of leadership styles appropriate to different people and situations • You recognise the opportunities presented by the diversity of people • You make time available to support others • You encourage and support others to make the best use of their abilities • You inspire others with the excitement of learning • You show integrity, fairness and consistency in decision making • You clearly agree what is expected of others and hold them to account • You work towards a clearly defined vision of the future • You give people opportunities to provide feedback and you respond appropriately • You set demanding but achievable objectives for yourself and others • You inspire others, championing work to achieve common goals • You display a curiosity to learn and try out new things • You recognise changes in circumstances promptly and adjust plans and activities accordingly • You analyse and structure information to develop knowledge that can be shared • You identify strengths, weaknesses, opportunities and threats to current and future work • You identify systemic issues and trends and recognise their impact upon current and future

work • You acknowledge when your own interests are in conflict with common goals



• You state your own position and views clearly and confidently in conflict situations • You clarify your own and other’s expectations of relationships • You model behaviour that shows respect, helpfulness and co-operation • You address multiple demands without losing focus or energy • You prioritise objectives and plan work to make best use of time and resources • You take personal responsibility for making things happen • You agree achievable objectives for yourself and give a consistent and reliable performance • You recognise your own strengths and limitations, play to your strengths and use alternative

strategies to minimise the impact of your limitations • You make best use of available resources and proactively seek new sources of support when

necessary • You reflect regularly on your own experiences and use these to inform future action



Unit C52 - Managing performance (SCQF Level 11 Credit Points 14) Overview This unit is about your role in ensuring that the teams and individuals within your area of responsibility are performing effectively to meet the business targets set. Aims To help you learn how to:

1. Set performance criteria and assess team and individual performance against them. 2. Evaluate whether the overall performance in your area of responsibility is meeting targets and

decide what remedial action is needed. 3. Identify performance development needs and negotiate actions to improve performance. 4. Use variation between actual and expected performance to build on opportunities and

strengths as well as to rectify areas of poor performance. Unit content Performance assessment: Understanding:

• the link to organisational vision, mission and objectives • the characteristics of performance assessment • the ways that people might respond to performance assessment, i.e. acceptance and

resistance • the concepts of managing continuous improvement • the range of tools and techniques available to manage continuous improvement, e.g. Just In

Time, Kaizan, Kanban, Six Sigma, European Quality Foundation Model (EQFM) • performance measurements, their benefits and limitations • financial and non-financial performance criteria • the importance of maintaining confidentiality throughout the process

How to:

• set performance criteria for your area of responsibility, teams and individuals using performance assessment models

• manage performance assessment: a) demonstrate your own commitment to the process

b) gain commitment of individuals and teams c) apply the appropriate model(s) d) select a range of performance criteria e) involve people in the process

Performance evaluation: Understanding:

• the importance of identifying current and potential issues • the importance of individuals’ own contribution to the evaluation process • the need to agree the purpose of the evaluation with stakeholders and participants • the principles of fair and objective evaluation

How to:



• assess performance in your area of responsibility against defined criteria • assess performance of individuals and team(s) against defined criteria • support and encourage the involvement of individuals and teams in the evaluation process • collect and validate the information required • analyse the efficiency and effectiveness of performance • evaluate the data, consider alternative development activities, and select the appropriate

activity or activities • communicate the results of performance evaluation and make justified recommendations

Performance development: Understanding:

• the processes for, and importance of, gaining commitment to proposed performance development

• that improving performance is dependent on the inter-relationship between: a) the purpose of the development activity or activities b) the process(es) used to achieve it c) the people undertaking development, and d) the working environment within which the improved performance is to be demonstrated

How to:

• negotiate commitment of stakeholders and participants to the performance development process

• motivate participants to engage in the planned development activity • manage the implementation of performance development:

a) action plan b) objectives and time-scales c) financial and non-financial resources required d) roles and responsibilities e) control, review and evaluate the development

Managing variances from the agreed development: Understanding:

• the reasons why actual performance might differ from planned performance • the importance of capitalising on what is being done well • the importance of improving the things done less well • the importance of supporting stakeholders and participants in maintaining focus on the plan

and planned targets • the route used in your organisation to feed back into the planning process

How to:

• identify variances in performance and evaluate their significance to the achievement of performance improvement

• build on positive variances and remedy negative variances: a) use methods such as benchmarking to help capitalise on good performance and improve

things being done less well b) ensure that financial and non-financial resources are effectively maintained to achieve the

planned improvements • monitor progress on actions implemented to remedy variances • feed back suggested improvements to the performance management process




1. Specify the links between performance assessment and organisational vision, mission and objectives.

2. Set performance criteria for your area of responsibility, teams, individuals and activities, using a range of performance assessment models and describe: a) the ways people may respond to performance assessment b) the methods of gaining commitment of individuals and teams to performance assessment c) the importance of incorporating a range of financial and non-financial performance

criteria. 3. Identify appropriate performance criteria for your area of responsibility to:

a) collect, evaluate and analyse effectiveness of individual and team performance b) communicate the results of performance evaluation c) suggest and justify relevant performance improvement activities.

4. Monitor actions and activities designed to improve performance, with reference to: a) the significance of performance variances b) positive and negative performance variances c) the methods for supporting individuals and teams in improving performance d) suggested improvements to the performance management process.


• Thinking strategically • Analysing • Decision-making • Communicating • Monitoring • Evaluating • Information management • Reviewing • Providing and obtaining feedback • Leadership • Valuing and supporting others • Problem-solving • Planning • Prioritising • Contingency planning • Balancing competing needs and interests • Questioning • Team-building • Thinking systematically


• You recognise changes in circumstances promptly and adjust plans and activities accordingly • You analyse and structure information to develop knowledge that can be shared • You develop systems to gather and manage information and knowledge effectively, efficiently

and ethically • You identify strengths, weaknesses, opportunities and threats to current and future work • You present information clearly, concisely, accurately and in ways that promote

understanding • You comply with and ensure others comply with legal requirements, industry regulations,

organisational policies and professional codes • You show sensitivity to internal and external politics that impact on your area of work



• You consider the impact of your own actions on others • You use communication styles that are appropriate to different people and situations • You recognise the opportunities presented by the diversity of people • You identify systemic issues and trends and recognise their effect on current and future work • You take decisions in uncertain situations or based on incomplete information when

necessary • You take and implement difficult and/or unpopular decisions, if necessary • You work towards a clearly defined vision of the future • You take personal responsibility for making things happen • You anticipate likely future scenarios based on realistic analysis of trends and developments • You articulate the assumptions made and risks involved in understanding a situation • You take timely decisions that are realistic for the situation • You create a sense of common purpose • You address multiple demands without losing focus or energy • You find practical ways to overcome barriers • You keep people informed of plans and developments • You monitor the quality of work and progress against plans and take appropriate corrective

actions, where necessary • You identify a range of elements in a situation and how they relate to each other • You constantly seek to improve performance • You show a clear understanding of different customers and their needs • You make appropriate information and knowledge available promptly to those who need it

and have a right to it • You articulate a vision that generates excitement, enthusiasm and commitment • You produce and recognise imaginative and innovative solutions • You show sensitivity to stakeholders’ needs and interests and manage these effectively • You use a range of leadership styles appropriate to different people and situations



Unit C53 – Financial and resource management (SCQF Level 11 Credit Points 14) Overview This unit is about your role within your organisation for the management of finance. Aims To help you learn how to:

1. Analyse financial data using budgets, ratio comparisons and forecasts. 2. Prepare budgets based on accurate data that will enable the acquisition of the necessary

finance to achieve objectives and that will enable corrective action to be taken when there are variances.

3. Produce financial proposals yourself and evaluate proposals for expenditure made by other people.

Unit content Obtain and evaluate financial data: Understanding:

• sources of data which affect financial decisions • the nature and types of financial data required by different stakeholders (external and

internal) • the uses of financial data by different stakeholders (external and internal) • tools and techniques used for financial analysis

How to:

• define what data is required and in what format • manage the collection and collation of the required data • check the accuracy, relevance and validity of the data • convert the data into a form, e.g. ratios that enable comparative analysis • conduct comparative analysis against, for example:

a) historical data b) targets/budgets c) trends/forecasts/industry standards

• evaluate the results of analysis and formulate conclusions Budgeting and costing: Understanding:

• legal requirements and accounting conventions • organisational requirements and values • the nature and use of costing:

a) concepts b) techniques c) types of costing d) ‘What if' comparative costing e) the impact of different methods of costing on profitability

• the nature and use of budgeting: a) concepts b) processes, including budgetary review c) types, e.g. outline, detailed, corporate, functional, activity, cash, fixed, flexible



How to:

• cost projects, services and/or activities for which you are responsible • prepare budgets to meet organisational objectives for which you are responsible • negotiate budgets with relevant stakeholders • conduct variance analysis to identify corrective actions

Financial proposals and resource allocation: Understanding:

• the organisational and legal requirements of a financial proposal • financial proposals and their component parts • the individual and team roles in implementing approved financial decisions

How to:

• evaluate proposals for expenditure made by others • produce the financial proposal:

a) background and scope b) resource requirements c) cost benefit analysis; risk analysis d) resource and role allocation, including review and control mechanisms e) contingency plan f) produce documentation with justified recommendation(s)

• present a sound business case to successfully secure the required financial resources Learning outcomes Following completion of this unit, you will know how to:

1. Obtain and analyse financial data on an issue within your area of responsibility; evaluate the results and formulate conclusions.

2. Prepare a budget to meet objective(s) for which you are responsible and explain how it would be negotiated and monitored.

3. Evaluate a financial proposal made by another person, using clear criteria and taking account of the need to support organisation’s strategies, values, objectives and policies.

4. Produce a financial proposal and present a sound business case to secure the required financial resources.


• Information management • Analysing • Assessing • Thinking strategically • Forecasting • Presenting information • Decision-making • Managing conflict • Planning • Problem-solving • Questioning • Influencing and persuading • Contingency planning • Prioritising



• Scenario building • Thinking systematically • Monitoring • Leadership • Risk-management • Communicating • Involving others


• You analyse and structure information to develop knowledge that can be shared • You develop systems to gather and manage information and knowledge effectively, efficiently

and ethically • You anticipate likely future scenarios based on a realistic analysis of trends and

developments • You identify the implications or consequences of a situation • You articulate the assumptions made and risks involved in understanding a situation • You address multiple demands without losing focus or energy • You recognise changes in circumstances promptly and adjust plans and activities accordingly • You find practical ways to overcome barriers • You present information clearly, concisely, accurately and in ways that promote

understanding • You identify a range of elements in a situation and how they relate to each other • You show sensitivity to stakeholders’ needs and interests and manage them effectively • You identify people’s information needs • You use communication styles that are appropriate to different people and situations • You balance risks against the benefits that may arise from taking risks • You comply with, and ensure others comply with, legal requirements, industry regulations,

organisational policies and professional codes • You take personal responsibility for making things happen • You identify and raise ethical concerns • You are vigilant for potential risks • You make appropriate information and knowledge available promptly to those who need it

and have a right to it • You work towards a clearly defined vision of the future • You take opportunities when they arise to achieve longer-term aims • You constantly seek to improve performance • You take and implement difficult and/or unpopular decisions, if necessary



Unit C54 – Managing business challenges (SCQF Level 11 Credit Points 14) Overview This unit is about your role in meeting the challenges facing your organisation, and how you contribute to steering the organisation through change to achieve improved operational efficiency. Aims To help you learn how to:

1. Approach the challenges facing the organisation creatively and objectively. 2. Develop your understanding of the organisation’s likely response to change and to plan for

change to meet the challenges within it. 3. Adopt techniques that will enable effective implementation of the changes needed to meet the

challenges. Unit content Identifying and evaluating business challenges: Understanding:

• the concepts of strategy • the need for change/improvement • environmental analysis techniques • trends and patterns • a range of planning models • the application of creative thinking in identifying opportunities

How to:

• recognise opportunities for improvement by: a) identifying and analysing the current position b) identifying the proposed position, linked to strategic plans c) identifying and evaluating possible routes to achieve the proposed position

Propose and plan change: Understanding:

• the principles underpinning the management of change • the importance of consultation • the importance of planning for the management of change • the implications of change for people

How to:

• recommend and justify the route(s) to achieve the desired change • gain approval for the chosen route(s) • plan the implementation of the chosen route(s) and monitor progress • plan for contingencies • negotiate and agree the implementation of change

Implement change:



Understanding:

• the implications of the planned change for the organisation and its external environment • the resource implications of the planned change • the importance of clear communication in the management of change • the importance of monitoring and evaluating change

How to:

• clearly communicate and gain commitment to the implementation plan • support people through the change • monitor progress against plan • make necessary refinements to ensure the objective(s) are achieved


1. Analyse and evaluate the current strategic position of your organisation or strategic business unit, and the challenges facing it.

2. Consider the implications and impact of different ways of tackling these challenges and recommend the most appropriate routes to meet strategic needs.

3. Plan and control the implementation of the changes required to achieve the recommended strategy.


• Thinking strategically • Leadership • Analysing • Planning • Risk management • Innovating • Delegating • Prioritising • Setting objectives • Networking • Involving others • Communicating • Decision-making • Balancing competing needs and interests • Consulting • Negotiating • Influencing and persuading • Monitoring • Problem solving • Presenting information • Evaluating




• You constantly seek to improve performance • You generate and recognise imaginative and innovative solutions • You reflect regularly on your own and other’s experiences, and use these to inform future

action • You balance risks against the benefits that may arise from taking risks • You balance agendas and build consensus • You consider the impact of your own actions on others • You take opportunities when they arise to achieve longer-term aims • You create a sense of common purpose • You find practical ways to overcome barriers • You show sensitivity to stakeholders needs and interest and manage these effectively • You work to turn unexpected events into opportunities rather than threats • You recognise changes in circumstances promptly and adjust plans and activities accordingly • You respond positively and creatively to setbacks • You work towards a clearly defined vision of the future • You take and implement difficult and/or unpopular decisions, if necessary



Unit C55 - Managing operations (SCQF Level 11 Credit Points 14) Overview This unit is about your role in the day-to-day operational activities of your organisation, including managing quality, meeting legislative requirements and appreciating how what you do contributes to the strategic objectives of the organisation. Aims To help you learn how to:

1. Set realistic objectives that take account of the demands of the supply chain and the organisation’s strategic objectives.

2. Use management tools and techniques to ensure operations meet requirements for efficiency and effectiveness.

3. Apply quality standards to the performance of your organisation. 4. Ensure compliance with quality, legislative and regulatory requirements.

Unit content Concepts of managing operations: Understanding:

• the types and nature of operations: product, service and product-service mix • how operations inter-link with and support strategic objectives • the concept of the supply chain:

a) the nature of supply and demand b) the constituent parts of the supply chain and its stakeholders (suppliers, core operations,

distributors, customers/clients) c) circular flows within the supply chain

• the importance of continuity of movement of information, products and services into and out of the organisation

• roles and responsibilities for managing the operations, products and services How to:

• set objectives for operational activities in line with strategic objectives • manage the internal operational activities for which you are responsible • plan for variations to the expected performance of the supply chain, e.g. non-delivery,

incorrect delivery, variations from specification, changed customer requirements • maintain effective communication with relevant stakeholders in the supply chain

Tools and techniques for managing operations: Understanding:

• the use of tools and techniques such as flow process charts and network charts, to achieve operational objectives

• loading - maximum resource availability less downtime • activity sequencing and workload scheduling to use resources to meet stated objectives • the comparison of available and attainable resources • the principles of managing capacity - stock control, warehousing • the principles of procurement - purchasing, buying, Materials Requisition Planning (MRP)

How to:



• plan operations to meet the stated objectives • calculate loading • produce activity sequences and workload schedules • manage resource capacity and movements against demand • procure resources within your area of responsibility to maintain operations

The management of quality systems: Understanding:

• the principles of quality and their application: a) how quality can contribute to the organisation’s strategic objectives b) the need to promote the importance and benefits of quality c) the need to monitor organisational performance and the tools through which this can be

monitored d) how to assess the impact of trends e) the difference between the desired, actual and perceived quality of the organisation’s

activities and outputs • the concepts of managing continuous improvement:

a) the range of tools and techniques available to manage continuous improvement, e.g. Just In Time, Kaizan, Kanban, Six Sigma, European Quality Foundation Model (EQFM), performance measurements

b) the need to promote continuous quality improvement in products, services and processes How to:

• promote the importance and benefits of quality by: a) communicating quality requirements b) motivating internal and external stakeholders to achieve quality objectives c) seeking feedback to improve quality performance

• manage continuous improvement by: a) implementing Total Quality Management b) responding to the need for change identified via feedback c) sharing perspectives on quality to ensure improvement

Legislation / Health & safety: Understanding:

• the impact of legislation on business in general • industry regulation and industry guidelines, e.g. voluntary codes of practice, Advertising

Standards Authority, accounting guidelines • the range of legislation that impacts upon your area of responsibility • the extent of liability within the area of your managerial responsibility • the principles underpinning health and safety law

How to:

• ensure the operations comply with legislation and regulations, including the maintenance of records

• manage and respond to risk assessment • take action on non-compliances on legislation and regulations within your area of

responsibility • respond to contradictions between legislative requirements and organisational constraints • communicate effectively, internally and externally, on legislative and regulatory matters • provide support to colleagues to ensure compliance




1. Explain the types and nature of operations (product, service and product-service mix) within your organisation and: a) explain how your operations inter-link with and support strategic objectives b) describe the constituent parts of your organisation’s supply chain c) identify the roles and responsibilities for managing the operations d) make recommendations for change that could improve the organisational supply chain.

2. Identify, analyse and evaluate the range of tools and techniques you use for managing operations.

3. Promote the importance and benefits of quality as a contribution to the organisation's strategic objectives through: a) communicating quality requirements b) identifying the difference between the desired, actual and perceived quality of the

organisation's activities and outputs c) suggesting improvements to improve quality performance.

4. Describe the range of legislation that impacts upon both your area of responsibility and that of your organisation, and how to use help and support to rectify non-compliance or deviations from such legislation.


• Setting objectives • Planning • Reviewing • Reflecting • Questioning • Information management • Communicating • Involving others • Analysing • Monitoring • Assessing • Leadership • Thinking systematically • Thinking creatively • Problem-solving • Prioritising • Team building • Negotiating • Delegating • Influencing • Managing conflict • Stress-management • Valuing and supporting others • Balancing competing needs and interests • Contingency planning • Presenting information • Acting assertively


• You address multiple demands without losing focus or energy



• You recognise changes in circumstances promptly and adjust plans and activities accordingly • You prioritise objectives and plan work to make best use of time and resources • You take personal responsibility for making things happen • You take pride in delivering high quality work • You make best use of available resources and proactively seek new sources of support when

necessary • You encourage others to share information and knowledge within the constraints of

confidentiality • You identify and raise ethical concerns • You make appropriate information and knowledge available promptly to those who need it

and have a right to it • You show sensitivity to stakeholders’ needs and manage these effectively • You balance risks against the benefits that may arise from taking risks • You comply with, and ensure others comply with, legal requirements, industry regulations,

organisational policies and professional codes • You constantly challenge the status quo and seek better alternatives • You give people opportunities to provide feedback and you respond appropriately • You clearly agree what is expected of others and hold them to account • You use a range of leadership styles appropriate to different people and situations • You identify the implications or consequences of a situation • You take and implement difficult and/or unpopular decisions, if necessary • You find practical ways to overcome barriers • You present information clearly, concisely, accurately and in ways that promote

understanding • You set demanding but achievable objectives for yourself and others • You make time available to support others • You recognise when there are conflicts, acknowledge the feelings and views of all parties,

and redirect people’s energy towards a common goal • You work towards a clearly defined vision of the future • You recognise the achievements and the success of others • You take decisions in uncertain situations or based on incomplete information when

necessary • You respond quickly to crises and problems with a proposed course of action • You are vigilant for possible risks and hazards • You act within the limits of your authority • You show integrity, fairness and consistency in decision-making • You monitor the quality of work and progress against plans and take appropriate corrective

action, where necessary



Unit O51 – Developing and implementing financial plans (SCQF Level 11 Credit Points 11) Overview This unit is designed for senior managers who have specific needs to develop their understanding of the strategic role and also of financial management in sustaining and developing organisations, especially when there is a perceived need for capital investment or significant change programmes. It is about reviewing the organisation’s financial management strategy to identify capacity for investment and change, evaluating options to meet strategic and organisational requirements, selecting routes to finance; developing and implementing financial plans, and monitoring their effectiveness. Aims To help you learn how to:

1. Identify the finance needed to fund the organisation’s current and proposed activities. 2. Evaluate the costs, benefits and risks to the organisation of current and proposed financial

streams. 3. Present fully costed proposals to decision-makers. 4. Negotiate agreements and contracts. 5. Implement the proposals and monitor their effectiveness.

Unit Content Finance and your organisation: Understanding:

• the current and proposed activities of the organisation which require sustained or additional funding

• how the financial requirements impact of the vision, objectives, plans and values of the organisation

• why your organisation might need additional finance for the proposed activities How to:

• obtain and evaluate information on the organisation’s financial needs • identify the types and providers of finance appropriate for your organisation • access and use specialist financial expertise

Obtaining finance and negotiating contracts: Understanding:

• different types and providers of finance • the importance of identifying and managing risk within an organisation’s financial strategy • the importance of consulting with key stakeholders on financial proposals and

recommendations • the components and presentation of proposals and bids for finance for current and proposed

activities • the legal and contractual requirements which affect finance

How to:



• evaluate, assess and select appropriate financial options for your organisation • work out the full costs of financial proposals • submit and progress clear proposals, bids and applications for finance to meet

organisational objectives • negotiate and agree formal contracts relating to the financial requirements of the

organisation, within legal, regulatory and ethical requirements Implementing and monitoring proposals: Understanding:

• why it is necessary to put contingency plans in place, and what sort of contingencies might occur

• the importance and methods of monitoring proposals once they are implemented How to:

• establish an effective mechanism for implementing financial plans • put systems in place for monitoring the effectiveness of financial agreements and plans • identify what changes are needed to make improvements for the future

Learning Outcomes Following completion of this unit, you will know how to:

1. Identify finance requirement to fund organisational activities. 2. Seek and make effective use of specialist financial expertise. 3. Evaluate the costs, benefits and uses of current and proposed sources of finance used by the

organisation. 4. Select appropriate types and sources of finance. 5. Present fully listed proposals and recommendations for financial proposals to relevant people. 6. Put final agreements in place for finance, and establish contingency plans to deal with any

problems/changes to monitor the effectiveness of financial plans.


• Thinking strategically • Planning • Leadership • Innovating • Problem-solving • Risk-management • Influencing and persuading • Decision-making • Scenario building • Thinking systematically • Analysing • Negotiating • Information management • Benchmarking

Behaviours you will need to develop to put your learning into practice • You recognise changes in circumstance promptly and adjust plans and activities accordingly • You analyse and structure information to develop knowledge that can be shared



• You develop systems to gather and manage information and knowledge effectively, efficiently and ethically

• You identify systemic issues and trends and recognise their impact upon current and future work

• You anticipate likely future scenarios based on realistic analysis of trends and developments • You articulate the assumptions made and risks involved in understanding a situation • You work to turn unexpected events into opportunities rather than threats • You work towards a clearly defined vision of the future • You take opportunities when they arise to achieve longer-term aims • You take and implement difficult and/or unpopular decisions, if necessary • You identify the implications or consequences of a situation • You balance risks against the benefits that may arise from taking risks • You comply with, and ensure others comply with, legal requirements, industry regulations,

organisational policies and professional codes • You balance agendas and build consensus • You address multiple demands without losing focus or energy • You find practical ways to overcome barriers • You present information clearly, concisely, accurately and in ways that promote

understanding • You create a sense of common purpose • You identify a range of elements in a situation and how they relate to each other • You constantly seek to improve performance • You constructively challenge the status quo and seek better alternatives • You articulate a vision that generates excitement, enthusiasm and commitment • You produce and recognise imaginative and innovative solutions • You show sensitivity to stakeholders’ needs and interests and manage these effectively



Unit O52 – Managing information systems (SCQF Level 11 Credit Points 9) Overview This unit is about your role in management and the use of information systems within your area of responsibility. As a manager, you need to be able to ensure effective use of the available information and information management systems. As a user of these systems, you need to be able to make effective judgements about their suitability for purpose. Aims To help you learn how to:

1. Appreciate the impact of information and information systems on management activities and

decisions. 2. Ensure the ongoing availability of the information you need to fulfil your own role. 3. Judge the value and relevance of the information available to you. 4. Use information effectively in the management decisions that you have to make.

Unit content Management Information Systems (MIS) concepts: Understanding:

• the place, need and role of MIS within organisations, including: a) how and why MIS integrate functional information systems within an organisation, e.g.

marketing, production, finance, human resources b) how and why MIS within an organisation relate to external information systems, e.g.

customers, suppliers, government c) the different applications of traditional and Information and Communications Technology

(ICT) methods within MIS • the effect of e-technology on business, its uses, benefits and disadvantages • the availability and application of computer-based tools for management information • the effect of legislation on MIS • the ethics of handling information, and the need for confidentiality in specific situations

How to:

• manage the process of handling information to support decisions within your role: a) gather relevant information and check validity, reliability and sufficiency b) collate and store c) access and retrieve d) apply to the decision making process e) review impact of information and update records

• research information for decisions, using traditional methods and e-technology: a) develop a research strategy encompassing:

(i) internal and external sources (ii) new and existing information

b) traditional methods, e.g. paper-based, people-based c) technology, e.g. Internet, e-mail, video/film, CD-Rom, databases

Review use of information: Understanding:

• the importance, range and use of information at operational level and within your role



• analytical techniques: a) qualitative and quantitative b) identifying patterns and trends c) forecasting future scenarios

• the handling and processing of information • the process of sharing information with relevant people at different stages of the decision

making process How to:

• identify information needs • assess the value and characteristics of information:

a) the differences between fact and opinion b) contradictory or ambiguous information

• select and use a range of analytical techniques, e.g. forecasting, time series, critical path analysis appropriate to the issue under consideration

• use the information extracted from MIS in forecasting and control • draw conclusions on the basis of analysing information • use the results of information analysis to make recommendations • communicate outcomes from the use and analysis of information, e.g. reports, visuals, verbal

Apply MIS to management decision making: Understanding:

• the ways in which information can be used to influence management decisions • the need for, and role of, integrated MIS in supporting management decisions • practical and applied knowledge of developments in MIS and impact on management

decisions • the application of information to a range of management contexts:

a) managing information, processes, customers, internal people b) improving effectiveness of management information

• the application of Information and Communications Technology (ICT) in management decisions

• the boundaries of your authority in the decision making process How to:

• use the information, within the context of the relevant organisational values, policies, guidelines and procedures, to influence decisions

• use the information and analysis to identify and evaluate options to resolve stated issues • use the information extracted from MIS to make decisions • justify decisions and ensure they are consistent with the information available and the results

of analysis • communicate organisational decisions and recommendations to the relevant people using an

appropriate format: a) develop and present a reasoned case to justify them b) seek and use feedback on their quality and relevance

Review information management and communication systems: Understanding:

• the need to keep MIS under review, e.g. in the face of changing organisational policy and operations, technology, legislation, competitor activity, user experience, industry standards

• the sources of information for review • the implications of changing MIS systems



How to:

• monitor and review MIS systems and ensure their accuracy, currency, sufficiency and relevance

• recommend and justify changes to MIS systems to achieve specific objectives


1. Manage the process of handling information to support decisions within your role, namely gather, check, collate, store, access, retrieve, apply, review and update information.

2. Use traditional methods and e-technology to research new and existing information from a variety of sources to address specific operational issues: a) identify information needs b) obtain and analyse the necessary information c) draw conclusions and formulate recommendations d) develop and present a reasoned case to justify these recommendations to

relevant parties 3. Monitor and review a management information system; make

recommendations for improvement, taking account of the implications of the proposed change(s).


• Information management • Communicating • Thinking systematically • Analysing • Decision-making • Prioritising • Presenting information • Planning • Evaluating • Thinking strategically • Involving others • Thinking with a focus on customers • Leadership • Reviewing • Forecasting • Innovating



• Behaviours you will need to develop to put your learning into practice

• You constantly seek to improve performance • You develop systems to gather and manage information and knowledge effectively, efficiently

and ethically • You make appropriate information and knowledge available promptly to those who need it

and have a right to it • You produce and recognise imaginative and innovative solutions • You show sensitivity to stakeholders’ needs and interests and manage these effectively • You show a clear understanding of different customers and their needs • You analyse and structure information to develop knowledge that can be shared • You develop systems to gather and manage information and knowledge effectively, efficiently

and ethically • You recognise changes in circumstances promptly and adjust plans and activities accordingly • You prioritise objectives and plan work to make best use of time and resources • You identify clearly the value and benefits to people of a proposed course of action • You anticipate likely future scenarios based on realistic analysis of trends and developments • You articulate the assumptions made and risks involved in understanding a situation • You take timely decisions that are realistic for the situation • You use communication styles that are appropriate to different people and situations • You use a range of leadership styles appropriate to different people and situations • You comply with, and ensure others comply with, legal requirements, industry regulations,

organisational policies and professional codes • You present information clearly, concisely, accurately and in ways that promote

understanding • You act within the limits of your authority • You make complex things simple for the benefit of others • You encourage others to share information and knowledge within the constraints of

confidentiality



Unit O53 – Developing and implementing human resource plans (SCQF Level 11 Credit Points 11) Overview This unit is about your role within the organisation in respect of the human resources (HR) used by the organisation. Aims To help you learn how to:

1. Ensure that strategic and organisational objectives make effective and proper use of the human resource available to the organisation.

2. Ensure that the recruitment, use and redeployment of people meet both legislative and organisational requirements.

3. Understand how to deal with grievance, discipline and dismissal. Unit content Impact of management decisions: Understanding:

• organisational cultures and the impact on HR management • the relationship between strategy and operational activities • the changing world of work:

a) life/work balance, plus work and stress b) new work patterns

• employment legislation: a) current and forthcoming b) organisational policy and procedures

• the rights of the individual • the importance of communicating effectively

How to:

• operate within the legislative HR framework • seek and use advice from appropriate professionals • influence HR decisions and feed back the effect of decisions to the strategic team • communicate HR decisions to the operational team

Recruitment and redeployment: Understanding:

• how the HR strategy fits with overall corporate strategy • the recruitment and selection process and how it fits in with the strategic HR plan • when redeployment may be appropriate and justifiable • equal opportunities, confidentiality and consultation when planning redeployment • legislation relating to redeployment

How to:

• identify and agree the people (number, knowledge and skills) required to meet your departmental/functional needs in line with organisational objectives

• construct and present a positive case for redeployment • plan redeployment in line with organisational values and objectives



• estimate the resources required to implement redeployment • manage redeployment effectively

Grievance, discipline and dismissal: Understanding:

• the nature of grievance, disciplinary and dismissal procedures • the legal requirements, processes and documentation relating to the above • the organisational values and policies relevant to grievance, discipline and dismissal • the roles and responsibilities (internal and external) relevant to grievance, discipline and

dismissal • the importance of fairness, respect for the individual, impartiality, confidentiality and

timeliness in dealing with grievance, discipline and dismissal • when the advice and support of others may be required in the grievance, disciplinary and

dismissal processes • the importance of explaining to the individual and relevant people the reasons for actions

being taken, and the implications for the individual and for the organisation

How to:

• access the advice and support of relevant individuals or organisations • keep relevant people informed of what is happening/will happen • conduct grievance, disciplinary and dismissal procedures • maintain comprehensive, accurate records for use in grievance, discipline and dismissal • evaluate actions taken and, where appropriate, suggest improvements to procedures and

policies


1. Describe your organisational culture and its impact on the management of human resources and: a) why it is important to recognise the balance between life, work and stress b) the potential impact of changing work patterns on your organisation c) the requirement to operate within the legislative HR framework d) where and when to seek and use advice from appropriate professionals.

2. a) Illustrate and comment upon your organisational processes for recruitment, selection and redeployment, making reference to:

i. equal opportunities ii. confidentiality iii. consultation iv. the legal framework v. influences on the HR decision.

b) Identify and agree the people (number, knowledge and skills) required to meet your departmental/functional needs in line with organisational objectives.

3. Explain your organisational values and policies relevant to grievance, discipline and dismissal, identifying: a) the roles and responsibilities of individuals involved b) where support and advice may be required and obtained c) the need to inform others of actions and outcomes d) the importance of maintaining comprehensive and accurate records e) the role of ACAS and the Employment Tribunal and, where appropriate,

suggesting improvements.




• Planning • Thinking strategically • Prioritising • Contingency planning • Information management • Monitoring • Evaluating • Decision making • Communicating • Analysing • Thinking creatively • Balancing competing needs and interests


• You recognise the opportunities presented by the diversity of people • You are vigilant for potential risks • You identify systemic issues and trends and recognise their effect on current and future work • You anticipate likely future scenarios based on realistic analysis of trends and developments • You take decisions in uncertain situations or based on incomplete information when

necessary • You take and implement difficult and/or unpopular decisions, if necessary • You work towards a clearly defined vision of the future • You use communication styles that are appropriate to different people and situations



Unit O54 – Developing project specifications and objectives (SCQF Level 11 Credit Points 11) Overview This unit is about your role in developing specifications and objectives for projects within your area of responsibility for which you are the project sponsor. Aims To help you learn how to:

1. Appreciate the role of projects and project management at a strategic level. 2. Devise project specifications to fit with organisational strategy. 3. Define project objectives.

Strategic focus of projects and project management: Understanding:

• the nature of projects and their ‘fit’ with strategic objectives • the nature of projects and their contrasts with ongoing operators • the purpose of project management • the impact of the external environment and the internal organisation on the strategic focus of

projects How to:

• identify the strategic impact of projects on organisational effectiveness and achievement • use projects effectively to achieve strategic requirements • work with stakeholders to gain their “buy in” to projects

Project specification: Understanding:

• the project environment, in terms of complexity, completeness, competitiveness and customer/client needs and expectations

• stakeholder, participant and user expectations and issues • the process of identifying project need and the factors for success • the opportunities the project presents for innovation, and improvement in current practice • the need for projects to be valid and viable.

How to:

• define and agree the project specifications and boundaries • incorporate all project phases within the specification • use relevant formats for the specification of requirements



Defining project objectives: Understanding:

• the need to link objectives to the project specification and to stakeholder/customer/client/user needs

• techniques for defining and agreeing objectives in terms of measurable outcomes relating to: a) Achievement, progress, stakeholder/client/customer and user satisfaction b) Resource usage, finance, time, health and safety factors, compliance with regulations

• the need to define objectives and performance measures to meet strategic, tactical and operational needs

How to:

• specify objectives relating to project management, viability, profit, costs, quality, finance, time, resources, procurement, health and safety regulatory requirements

• develop objectives which meet the specified needs and requirements • involve stakeholders/clients/customers and users in determining objectives and measures of

success • include contingency arrangements to allow for critical or uncertain factors relating to

achievement of project objectives Learning Outcomes Following completion of this unit, you will know how to:

1. Develop project specifications. 2. Assess factors affecting the achievement of project objectives. 3. Develop and agree project objectives which will meet the specified needs. 4. Identify the project environment, the project phases and project activities. 5. Identify and allow for critical or uncertain factors in the realisation of the project. 6. Define relevant performance measures to monitor success.


• Thinking strategically • Communicating • Influencing and persuading • Leading by example • Planning • Problem-solving • Managing conflict • Evaluating • Reviewing • Prioritising • Contingency planning • Information management • Thinking systematically • Balancing competing needs and interests • Leadership • Analysing • Acting assertively • Decision-making • Negotiating • Questioning



• Time management • Team building • Benchmarking


• You create a sense of common purpose • You take personal responsibility for making things happen • You present information clearly, concisely, accurately and in ways that promote

understanding • You act within the limits of your authority • You make complex things simple for the benefit of others • You constantly seek to improve performance • You identify people’s information needs • You identify the implications or consequences of a situation • You use communication styles that are appropriate to different people and situations • You balance risks against the benefits that may arise from taking risks • You comply with, and ensure others comply with, legal requirements, industry regulations,

organisational policies and professional codes • You work towards win-win solutions • You show sensitivity to internal and external politics that impact on your area of work • You keep promises and honour commitments • You recognise the opportunities presented by the diversity of people • You identify systemic issues and trends and recognise their effect on current and future work • You anticipate likely future scenarios based on realistic analysis of trends and developments • You take decisions in uncertain situations or based on incomplete information when

necessary • You work towards a clearly defined vision of the future • You address multiple demands without losing focus or energy • You recognise changes in circumstances promptly and adjust plans and activities accordingly • You find practical ways to overcome barriers • You keep people informed of plans and developments • You monitor the quality of work and progress against plans and take appropriate corrective

action, where necessary • You identify a range of elements in a situation and how they relate to each other • You analyse and structure information to develop knowledge that can be shared • You develop systems to gather and manage information and knowledge effectively, efficiently

and ethically • You articulate the assumptions made and risks involved in understanding a situation • You constructively challenge the status quo and seek better alternatives • You show a clear understanding of different customers and their needs • You make appropriate information and knowledge available promptly to those who need it

and have a right to it • You articulate a vision that generates excitement, enthusiasm and commitment • You produce and recognise imaginative and innovative solutions • You show sensitivity to stakeholders’ needs and interests and manage these effectively • You use a range of leadership styles appropriate to different people and situations



Unit O55 – Developing and implementing marketing plans (SCQF Level 11 Credit Points 11) Overview This unit is about effectively developing, implementing and reviewing marketing plans. It will help you to explore the role of a marketing manager and carry out the activities needed to develop, implement and review an effective marketing plan. Aims To help you learn how to:

1. Create effective marketing plans to achieve agreed objectives and strategy. 2. Identify the resources needed to implement marketing plans and the controls to be employed.

Unit content Marketing perspectives: Understanding:

• the cultural environment within which the marketing activity will operate • various applications of marketing, including:

a) consumer marketing b) industrial/business-to-business marketing c) marketing of services d) ‘not-for-profit’/charity marketing e) public sector marketing

• the impact of environmental and green issues on marketing • the ethics surrounding the use and application of marketing • the effect of information and communications technology (ICT) on marketing • the need for marketing to internal customers • international marketing considerations

How to:

• source information on these issues and validate it • analyse and evaluate information to make marketing decisions • incorporate relevant information into marketing plans • market to internal customers

Analyse the market environment: Understanding:

• the stages of marketing plan development - from feasibility to completion • the concepts of market forecasting/market sensing • the nature and role of a management information system (MIS) and a marketing information

system (MKIS) • use of ICT in supporting marketing activities and decision making • how the marketing plan can be affected by external factors and events



How to:

• analyse the external (market) environment of an organisation • analyse the internal environment of an organisation • conduct a marketing audit • identify and prioritise risks and constraints

Identify and evaluate marketing options: Understanding:

• how marketing plan elements inter-link with and support internal strategic and operational objectives

• the concepts, applications, benefits and limitations of strategic option analysis tools How to:

• develop marketing objectives • establish and review the feasibility of the options

Produce a marketing plan: Understanding:

• the nature and objectives of the marketing plan and the factors which impact on it • the importance of agreeing and recording the marketing plan with relevant people • the limits of authority of personnel in relation to the plan • marketing planning tools and models • the roles, competencies, responsibilities and accountabilities of the marketing team and its

internal and external associates • organisational, supplier, client/customer and legal requirements relevant to managing the

marketing plan • the integration of marketing activities with each other, with other functions and with external

contacts • the need for effective marketing activity and resource control • contingency planning principles

How to:

• plan the effective implementation of the marketing plan • manage the integration of marketing activities with each other, with other functions and with

external contacts • negotiate with relevant people • prepare an effective marketing plan • allocate project roles and tasks appropriately:

a) what needs to be done in manageable, achievable and measurable terms b) the sequence and schedule of activities needed c) the marketing resource requirements

• allocate marketing team roles and tasks to the plan appropriately • establish and review the feasibility of the marketing plan • identify and implement relevant control method(s) • control all relevant marketing resources • identify the contingencies needed to deal with the identified risks




1. Source, analyse and evaluate information on the macro, micro and internal environments of your organisation or strategic business unit.

2. Conduct a marketing audit of your organisation or strategic business unit. 3. Develop marketing objectives from the results of a market analysis, then establish and review

the feasibility of options to meet those objectives. 4. Prepare a marketing plan for your organisation or strategic business unit and explain how you

would manage its implementation and control.


• Communicating • Thinking strategically • Thinking with a focus on customers • Evaluating • Monitoring • Motivating • Leadership • Empowering • Building consensus • Reviewing • Information management • Analysing • Assessing • Forecasting • Innovating • Networking • Presenting information • Decision-making • Setting objectives • Planning • Problem-solving • Consulting • Involving others • Prioritising • Contingency planning • Thinking creatively • Balancing competing needs and interests • Risk management • Scenario building • Leading by example


• You constantly seek to improve performance • You find practical ways to overcome barriers • You show a clear understanding of different customers and their needs • You give people opportunities to provide feedback and you respond appropriately • You develop systems to gather and manage information and knowledge effectively, efficiently

and ethically • You articulate a vision that generates excitement, enthusiasm and commitment • You advocate customer’s interests within your organisation



• You analyse and structure information to develop knowledge that can be shared • You anticipate likely future scenarios based on a realistic analysis of trends and

developments • You identify the implications or consequences of a situation • You articulate the assumptions made and risks involved in understanding a situation • You seek out and act on new business opportunities • You prioritise objectives and plan work to make best use of time and resources • You identify clearly the value and benefits to people of a proposed course of action • You demonstrate a clear understanding of different customers and their needs • You identify systemic issues and trends and recognise their effect on current and future work • You take decisions in uncertain situations or based on incomplete information when

necessary • You work towards a clearly defined vision of the future • You use communication styles that are appropriate to different people and situations • You balance risks against the benefits that may arise from taking risks • You constantly challenge the status quo and seek better alternatives • You recognise the opportunities presented by the diversity of people • You treat individuals with respect and act to uphold their rights • You show integrity, fairness and consistency in decision making • You comply with, and ensure others comply with, legal requirements, industry regulations,

organisational policies and professional codes • You show sensitivity to stakeholders’ needs and interests and manage them effectively • You identify people’s information needs • You are vigilant for potential risks and hazards • You take personal responsibility for making things happen • You balance agendas and build consensus • You create a sense of common purpose • You present information clearly, concisely, accurately and in ways that promote

understanding • You act within the limits of your authority • You model behaviour that shows respect, helpfulness and co-operation


Executive Diploma in Management

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