Qualification Structure

Within the Professional Management and Leadership Practice qualifications there is currently the choice of studying two different qualifications. The qualification selected will be determined by your personal development needs and the organisational requirements. They are:

• Certificate - the Level 6 Certificate in Advanced Management and Leadership gives you a broader knowledge of strategic management skills while focusing on the specific leadership areas appropriate to you and your workplace.
• Diploma - the Level 6 Diploma in Advanced Management and Leadership gives you a wide knowledge of strategic management and leadership skills. You can select the units most appropriate to your individual and organisational needs.

To achieve a Certificate you need to complete any combination of units to 13 credits.

To achieve a Diploma you need to complete any combination of units to 37 credits.

Assessment

To achieve success in a particular unit you need to show that you are able to meet the assessment criteria. There are a number of ways in which you can do this. These include your day-to-day work activities and the learning opportunities that you undertake as part of your normal professional development.

Many of the things you do as part of your development and applying this to your work will give you evidence that shows you fulfill the assessment criteria. How you get your evidence assessed is in the section: How do I get my work assessed?

You will be provided with evidence documents that you need to complete.

The assessment process considers your evidence and is specific to each qualification. This evidence is drawn from your day-to-day activities and the learning journey you are undertaking.

Your work can take up to 6 weeks to be assessed and feedback will be given to you.

Study Resources

ManagementDirect

https://premier.md.cmi.org.uk

It's fast, comprehensive and free to registered learners undertaking a qualification with Premier Partnership.

Management Direct is a complete online library of comprehensive and up-to-date material that addresses current management practice, supports studying and those looking to develop their skills.

• 220 Management Checklists and 60 Management Thinker profiles
• One page overviews of key Management Models
• Multimedia resources - 400 Leader Videos and e-learning modules
• CMI research and Professional Manager articles
• Authoritative definitions of management terms
• Over 11,000 articles and 600 ebooks to read online when you need them
• Learning Journey playlists for many units giving you easy access to resources specifically selected to support your studies
• Resources to develop your Study Skills, including factsheets on assignment writing, references and citations, learning styles, note taking and avoiding plagiarism.

All these resources are freely available to members from one source. Definitions give you a headline understanding of topic; Checklists and Models provide the essentials; and books and articles enable you to research further. Depending on your needs, you choose how far you want to go.

For any learning related enquiries, or to provide feedback on any of the learning you complete, please contact the ODP Central Team at learningandaccreditationteam.centralodp@hmrc.gov.uk

Units

Level 6	Unit	Credits
Unit 601	Professional Management and Leadership Practice An outstanding professional manager and leader is typified by someone who has the ability to select and apply knowledge, skills, values and behaviours effectively in their working role. Whilst many of these attributes can be developed through experiential learning, these can be sharpened and amplified through an in-depth exploration of the topic. The aim of this unit is to enable the professional manager and leader to consider the influence of an organisation's context on how individuals are managed and led. They will reflect on the values, behaviours, knowledge and skills required, not only to deliver successful organisational outcomes, but to lead individuals with confidence.	6
Unit 602	Developing, Managing and Leading Individuals and Teams Individuals and teams are a highly prized resource which, if developed, managed and led effectively, can transform an organisation's reputation, productivity and success. The aim of this unit is for the professional manager and leader to understand the principles for developing, managing and leading individuals and teams. On completion of the unit, learners will understand the multi-dimensional factors which influence the way individuals and teams are developed and led. They will examine the role of organisational structures for managing human resources and be given the opportunity to research classic and contemporary approaches to the management and development of individuals and teams. Ultimately, this unit will culminate in an assessment of the skills required to lead and develop individuals and teams in a manner that not only achieves results but is ethical, fair, empowering and collaborative.	6
Unit 603	Organisational Culture Culture matters. Beliefs, principles, ideologies, behaviours and values have the power to influence an organisation's success. Culture is emergent, it develops over time and is influenced by the cultural identity of staff and stakeholders and the approaches taken to lead and manage others. It is also influenced by an organisation's history, purpose, activities, vision, mission and values. The aim of this unit is to equip professional managers and leaders with an understanding of the role and impact of culture within organisations and the approaches to make and sustain cultural change.	5
Unit 604	Strategic Programme and Project Management Programme and project management is an essential skill for a professional manager and leader to develop. Whilst a project is singular, programmes will encompass a range of projects. The reality of managing programmes and projects is complicated. There are a broad range of multi-dimensional issues which influence how these are led; not least the impact of stakeholder involvement, financing, resourcing and appetite for risk. Ultimately, the success of a programme or project is judged on the achievement of goals within the parameters of cost, quality, resources used and timescales. The aim of this unit is to equip professional managers and leaders with an understanding of how to proactively respond to the demands of project and programme management, regardless of their type, size and complexity.	9
Unit 605	Innovation and Change The ability to drive innovation and change is an essential skill for a professional manager and leader. Innovation, defined simply as 'doing something new or different', is a powerful catalyst for change. It can revolutionise an organisation's operational activities, create dynamic new opportunities, and contribute to the achievement of strategic goals. Change occurs in many forms and leaders must be able to respond to changes which are radical, incremental or evolutionary. This unit has been designed to enable the professional manager and leader to understand innovation and change within organisational contexts. It explores the rationale for innovation and change, such as the impact of technology and digitalisation. Most importantly it focuses on the knowledge, values and behaviours that ultimately will equip the professional managers and leaders to successfully drive innovation and change.	7
Unit 606	Developing and Leading Strategy Organisational strategy is often seen as a blueprint which guides an organisation's path. It can be created to provide stakeholders with the organisation's direction for the future, as well as enabling an organisation to measure and monitor its success. Organisational strategy may evolve over time to respond to different circumstances, new opportunities or unexpected challenges. Ultimately, successful outcomes result from the way the organisational strategy is led, managed and implemented. The aim of this unit is to enable professional managers and leaders to understand approaches to developing organisational strategy and how to formulate and lead operational strategy to achieve a strategic aim.	6
Unit 608	Strategic Corporate Responsible and Sustainability Corporate Social Responsibility (CSR) and sustainability are topics keenly related to organisational accountability. Definitions and approaches taken to manage and lead CSR and sustainability vary according to the type and purpose of an organisation and its governance. Approaches typically include the development of aims and objectives, policy and strategy, with the intent to address the impact of an organisation's activity on society, the environment and a commitment to ethical and responsible conduct. The aim of this unit is to enable professional managers and leaders to understand CSR and sustainability in an organisational context. They will assess the enablers, constraints and barriers to its success, present a case for organisational engagement, identify approaches for its implementation and ultimately, identify strategies to gain ongoing stakeholder commitment.	6
Unit 609	Leading Quality Management Effective quality management is critical to meeting stakeholder needs and expectations, developing trust and reputation. It impacts on profitability, processes and procedures and the achievement of strategic objectives. Quality is not something that occurs by chance. It is reliant on strategic and operational planning and the commitment and drive by professional managers, leaders, teams and individuals to make it a success. The aim of this unit is to enable professional managers and leaders to understand the rationale and approaches to quality management. Critically, the unit focuses on how quality and continuous improvement can be instilled into all aspects of working practice.	7
Unit 613	Leading Equality, Diversity and Inclusion The ability to lead equality, diversity and inclusion in an organisational context requires insight, knowledge and a commitment to valuing individuals regardless of their similarities and differences. Whilst an in-depth understanding of the legal and regulatory frameworks is essential, managers and leaders must constantly keep abreast of changes and influences which impact on how equality, diversity and inclusion is led and managed. To do this effectively, managers and leaders need to create an environment where individuals and teams feel able to have honest conversations and share their needs, expectations and opinions in an open and constructive way. The aim of this unit is to equip professional managers and leaders with the understanding and knowledge of how to lead equality, diversity and inclusion with confidence.	7
Unit 614	Principles and Practices of Ethical Decision Making The ability to make ethical decisions under pressure is a fundamental requirement of a professional manager and leader. Ethical decision making is not easy, especially when decisions are under the spotlight of stakeholder opinion, constrained by organisational, legal and regulatory requirements, where ambiguity exists, where risks are high or where the outcome of decisions will be unpopular. All decisions involve some form of value-based judgement and could involve ethical considerations. Whilst mechanistic decision making is the ability to select an action from different alternatives, ethical decision-making focuses on value-based judgements and a wider range of issues that are typically more complicated in nature. The aim of this unit is to equip professional managers and leaders with the understanding of how to make ethical decisions in different organisational contexts.	6

What do I need to produce?

Each qualification, Award, Certificate or Diploma has its own requirement for evidence. You will be guided to the evidence field for that qualification by clicking on the link to the units you have enrolled for. You will find these links in the password-protected area.

Each unit section will give you details of the process you need to follow and any documentation you need to complete.

How is my work assessed?

You will be provided with evidence documents that you need to complete.

The assessment process considers your evidence and is specific to each qualification. This evidence is drawn from your day-to-day activities and the learning journey you are undertaking.

The assessment will use the following:

• Naturally occurring documents completed as part of the job role
• Evidence produced through carrying out learning activities and exercises outlined in a Civil Service Learning Workplace Learning Activity
• Completed exercises in a workbook
• Activities and action points recorded when completing e-learning
• Attendance at workshops and outcomes of activities completed as part of face-to-face workshops (for example, writing a SMART team objective based on organisation information based on an exercise)
• Personal development action plan completed during workshop
• Feedback from skills practise sessions
• Discussions with your Line Manager
• Written answers to questions

Your work can take up to 6 weeks to be assessed, as it has to go through three stages of marking. The first being the marking of your work, the second is the verification of your work and the assessors marking and the third stage is sign off by CMI.

What support will I have?

Premier Partnership

As well as handling the technical aspects of the accreditation process, Premier Partnership is committed to providing additional learner support, for example if you have any queries about your registration with CMI or if you have any special requirements.

You can contact Premier Partnership directly at quals@premier-partnership.co.uk or by telephoning the help desk on 01302 361226.

Telephone enquiries will be responded to in normal working hours (09:00 to 17:00 Monday to Friday) or for messages left outside of normal working hours within one working day.

Emails will normally be responded to within 48 hours.

CMI website

As a registered learner with CMI you have access to a wealth of learning resources. These include:

• Quick find study resources directly linked to your qualification
• Access to checklists, e-learning tools and much more

You can access this through the Management Direct resource website

Your Line Manager

Your Line Manager already plays an important role in your professional development. As you progress towards your qualification, your Line Manager will support you in a number of ways. These include:

• Approving your request to start the pathway
• Agreeing with you what are the most appropriate development opportunities
• Having regular discussions with you, including reviews of any workshops you have attended or learning activities that you have undertaken

The Line Manager Guide clarifies their role in supporting you through the qualification.

Central ODP Team

For any learning related enquiries, or to provide feedback on any of the learning you complete, please contact the ODP Central Team at learningandaccreditationteam.centralodp@hmrc.gov.uk

Policies and Codes of Practice

Both CMI and Premier Partnership work in accordance with a number of policies and codes of practice to ensure that they carry out their responsibilities in a fair, equitable and legal manner.

Policies and procedures that are particularly relevant to you as a learner are:

CMI

• Complaints and Appeals Policy
• Complaints and Appeals Procedure
• Reasonable Adjustments Policy
• Diversity and Equality Policy

Premier Partnership

• Complaints and Appeals Policy
• Diversity and Equality Policy

Policies and procedures are based on ACAS guidelines and codes of practice. You may request copies of these by contacting Premier Partnership directly at quals@premier-partnership.co.uk