CMI Level 4 NVQ Diploma In Management Training Course - Italy

CMI Level 4 NVQ Diploma in Management Training Course Outline

Our CMI Level 4 NVQ Diploma in Management Training Course is thoughtfully structured to meet the 269 Guided Learning Hours requirement, providing delegates with 40 hours of comprehensive course material and 229 hours of interactive e-learning content.  

Qualification Level: Diploma

Credit Value: 53

The below-mentioned topics will be delivered by our professional instructor in the Online Instructor-Led Training.

Unit (M&L 9): Manage Personal and Professional Development (CV: 3)

Module 1: Identify Personal and Professional Development Requirements

• Compare Sources of Information
• Identify Trends and Developments that Influence the Need for Professional Development
• Evaluate Personal and Professional Development Needs

Module 2: Fulfil a Personal and Professional Development Plan

• Benefits of Personal and Professional Development
• Types of Development Actions
• Identify Skills, Knowledge, and Experience Needs Using Skills Gap Analysis
• Agree a Development Plan with Business Needs and Personal Objectives
• Execute the Plan within the Agreed Budget and Timescale
• Take Advantage of Development Opportunities Made Available by Professional Networks or Professional Bodies

Module 3: Maintain the Relevance of a Personal and Professional Development Plan

• Set Specific, Measurable, Achievable, Realistic and Time-Bound (SMART) Objectives
• Performance from a Range of Valid Sources
• Review Progress Toward Objectives
• Amend the Plan in the Light of Feedback Received from Others’

Unit (M&L 26): Provide Leadership and Management (CV: 5)

Module 4: Principles Supporting Leadership and Management

• Analyse How Leadership and Management Theories Applied
• influence of an Organisation’s Culture
• Influence of an Organisation’s Structure
• Analyse How Theories of Motivation Applied in the Practice of Leadership
• Role of Stakeholder Engagement in Leadership and Management
• Assess the Suitability of a Range of Leadership Styles and Management Practices

Module 5: Engage and Inspire Stakeholders and Colleagues

• Behaviours and Attitudes that Show a Commitment
  • Achievement of an Organisation’s Goals
  • Fulfilment of an Organisation’s Vision and the Expression of its Values
• Identify Stakeholders are Nature of their Interest
• Take Action to Ensure that Colleagues and Other Stakeholders Understand their Role
• Win the Trust and Support of Colleagues and Other Key Stakeholders
• Take Action to Maintain Morale
• Secure the On-Going Commitment of Colleagues and Other Key Stakeholders

Module 6: Deliver Results

• Make Planning and Resourcing Decisions
• Use Delegation Techniques Whilst Delivering Targets
• Empower Individuals to Take Responsibility for their Decisions and Actions
• Adapt Plans, Priorities, and Resource

After completing the instructor-led training, we'll move to our Self-Paced Training to complete the certification.

Unit (M&L 27): Develop and Implement an Operational Plan (CV: 5)

Module 7: Principles of Operational Planning

• Use of Risk Analysis Techniques in Operational Planning
• Components of an Operational Plan
• Analyse the Relationship Between Strategic and Operational Plans
• Use of Planning Tools and Techniques in the Operational Planning Process
• How to Carry Out a Cost-Benefit Analysis

Module 8: Develop an Operational Plan

• Identify SMART Bound Objectives and KPIs
• Mechanisms Appropriate to the Plan
• Take Action to Ensure that Plans are Consistent with Organisational Strategy, Objectives, Values, Policies and Procedures
• Develop Proportionate and Targeted Plans to Manage Risks
• Take Action to Ensure that Plans Complement and Maximise Synergy
• Organisational Policies and Procedures, Legal, and Ethical Requirements

Module 9: Implement an Operational Plan

• Implement Plans within Agreed Budgets and Timescales
• Communicate the Requirements of the Plans to those who will be Affected
• Changing Circumstances with Strategic Objectives and Identified Risks

Module 10: Evaluate the Effectiveness of an Operational Plan

• Conduct Periodic Reviews of the Progress and Effectiveness of the Plans
• Report on the Effectiveness of Operational Plans in the Appropriate Format

Unit (M&L 32): Develop Working Relationships with Stakeholders (CV: 4)

Module 11: Working Relationships with Stakeholders

• Analyse Stakeholder Mapping Techniques
• Influencing Skills and Techniques Used to Enhance the Relationship with Stakeholders
• Expectation Management and Conflict Resolution Techniques
• Advantages and Limitations of Different Types of Stakeholder Consultation
• Risks and Potential Consequences of Inadequate Stakeholder Consultation

Module 12: Scope for Collaboration with Stakeholders

• Identify the Stakeholders with Whom Relationships Should Be Developed
• Roles, Responsibilities, Interests, and Concerns of Stakeholders
• Business Benefit from Collaboration with Stakeholders
• Scope and Limitations of Collaborating with Stakeholders

Module 13: Develop Productive Working Relationships with Stakeholders

• Create a Climate of Mutual Trust and Respect
• Take Account of the Advice Provided by Stakeholders
• Minimise the Potential for Friction and Conflict Amongst Stakeholders

Module 14: Evaluate Relationships with Stakeholders

• Monitor Relationships and Developments with Stakeholders
• Address Changes that Effect on Stakeholder Relationships
• Recommend Improvements Based on Analyses of the Effectiveness of Stakeholder Relationships

Unit (M&L 40): Manage a Project (CV: 7)

Module 15: Management of a Project

• How to Carry Out a Cost-Benefit Analysis for a Project?
• Use of Risk Analysis Techniques
• Project Planning and Management Tools and Techniques
• Impact of Changes to Project Scope, Schedule, Finance, Risk, Quality and Resources
• Analyse the Requirements of Project Governance Arrangements

Module 16: Plan a Project

• Analyse How a Project fits with an Organisation’s Overall Vision, Objectives, Plans and Programmes of Work
• Agree the Objectives and Scope of Proposed Projects with Stakeholders
• Assess the Interdependencies and Potential Risks within a Project
• Develop a Project Plan with SMART Bound Objectives, KPIs, and Evaluations Mechanisms Appropriate to the Plan
• Develop Proportionate and Targeted Plans to Manage Identified Risks and Contingencies
• Apply Project Lifecycle Approaches to the Progress of a Project

Module 17: Manage a Project

• Allocate Resources in Accordance with the Project Plan
• project Team Members on their Roles and Responsibilities
• Implement Plans within Agreed Budgets and Timescales
• Communicate the Requirements of the Plans to those who will be Affected
• Revise Plans in the Light of Changing Circumstances in Accordance with Project Objectives and Identified Risks
• Keep Stakeholders Up to Date with Developments and Problems
• Complete Close-Out Actions in Accordance with Project Plans
• Adhere to Organisational Policies and Procedures, Legal, and Ethical Requirements when Managing a Project

Module 18: Evaluate the Effectiveness of a Project

• Conduct Periodic Reviews of the Progress and Effectiveness of a Project Using Information from a Range of Sources
• Evaluate the Effectiveness of Capturing and Managing Project-Related Knowledge
• Report on the Effectiveness of Plans

Unit (M&L 38): Manage a Budget (CV: 4)

Module 19: Identify Financial Requirements

• calculate the Estimated Costs of Activities, Resources and Overheads Needed to Achieve Objectives
• Analyse the Components of a Business Case to Meet Organisational Requirements
• Analyse the Factors to be Taken into Account to Secure the Support of Stakeholders
• Describe the Business Planning and Budget-Setting Cycle

Module 20: Set Budgets

• Purposes of Budget-Setting
• Analyse the Information Needed to Enable Realistic Budgets to be Set
• Address Contingencies
• organisational Policies and Procedures on Budget-Setting

Module 21: Manage a Budget

• Use the Budget to Control Performance and Expenditure
• Identify the Cause of Variations from Budget
• Actions to be Taken to Address Variations from Budget
• Propose Realistic Revisions to Budget, Supporting Recommendations with Evidence
• Provide Budget-Related Reports and Information within Agreed Timescales
• Actions to be Taken in the Event of Suspected Instances of Fraud or Malpractice

Module 22: Evaluate the Use of a Budget

• Identify Successes and Areas for Improvement in Budget Management
• Make Recommendations to Improve Future Budget Setting and Management

Unit (M&L 37): Conduct Quality Audits (CV: 3)

Module 23: Principles Underpinning the Management of Quality

• Analyse the Principles of Quality Management
• Purpose and Requirements of a Range of Quality Standards
• Advantages and Limitations of a Range of Quality Techniques
• Management of Quality Contributes to the Achievement of Organisational Objectives

Module 24: Prepare to Carry out Quality Audits

• Establish the Quality Requirements Applicable to the Work Being Audited
• Develop a Plan for a Quality Audit
• Prepare the Documentation Needed to Undertake a Quality Audit
• Specify Data Requirements to those who will Support the Audit

Module 25: Conduct Quality Audits

• Confirm that any Previously Agreed Actions have been Implemented
• Analyse Information Against Agreed Quality Criteria
• Identify instances where Business Processes, Quality Standards, and/or Procedures Could be Improved
• Agree Actions and Timescales that will Remedy Non-Conformance or Non-Compliance

Unit (M&L 11): Manage Team Performance (CV: 4)

Module 26: Management of Team Performance

• Use of Benchmarks in Managing Performance
• Range of Quality Management Techniques to Manage Team Performance
• Constraints on the Ability to Amend Priorities and Plans

Module 27: Allocate and Assure the Quality of Work

• Identify the Strengths, Competences and Expertise of Team Members
• Allocate Work on the Basis of the Strengths, Competences and Expertise of Team Members
• Identify Areas for Improvement in Team Members’ Performance Outputs and Standards
• Amend Priorities and plans to Take Account of Changing Circumstances
• Recommend Changes to Systems and Processes to Improve the Quality of Work

Module 28: Manage Communications within a Team

• Team Members the Lines of Communication and Authority Levels
• Communicate Individual and Team Objectives, Responsibilities and Priorities
• Use Communication Methods that are Appropriate to the Topics, Audience and Timescales
• Provide Support to Team Members When they Need it
• Agree with Team Members a Process for Providing Feedback on Work Progress and Any Issues Arising
• Review the Effectiveness of Team Communications and make Improvements

Unit (M&L 17): Manage Conflict within a Team (CV: 5)

Module 29: Principles of Conflict Management

• Suitability of Different Methods of Conflict Management in Different Situations
• Personal Skills Needed to Deal with Conflict Between Other People
• Potential Consequences of Unresolved Conflict within a Team
• Role of External Arbitration and Conciliation in Conflict Resolution

Module 30: Reduce the Potential for Conflict within a Team

• Communicate to Team Members their Roles, Responsibilities, Objectives and Expected Standards of Behaviour
• Team Members the Constraints Under which Other Colleagues Work
• Review Systems, Processes, Situations and Structures that are Likely to Give Rise to Conflict in Line with Organisational Procedures
• Minimise the Potential for Conflict within the Limits of their Own Authority
• How Team Members’ Personalities and Cultural Backgrounds May Give Rise to Conflict

Module 31: Deal with Conflict within a Team

• Assess the Seriousness of Conflict and its Potential Impact
• Treat Everyone Involved with Impartiality and Sensitivity
• Action that Offers Optimum Benefits
• Importance of Engaging Team Members’ Support for the Agreed Actions
• Communicate the actions to be taken who May Be Affected by it
• Adhere to Organisational Policies and Procedures, Legal, and Ethical Requirements when Dealing with Conflict within a Team

Unit (B&A 42): Negotiate in a Business Environment (CV: 4)

Module 32:  Principles Underpinning Negotiation

• Requirements of a Negotiation Strategy
• Use of Different Negotiation Techniques
• Research on the Other Party can be Used in Negotiations
• Cultural Differences Might Affect Negotiations

Module 33: Prepare for Business Negotiations

• Identify the Purpose, Scope, and Objectives of the Negotiation
• Scope of their Own Authority for Negotiating
• Prepare a Negotiating Strategy
• Prepare Fall-Back Stances and Compromises with the Negotiating Strategy and Priorities
• Assess the Likely Objectives and Negotiation Stances of the Other Party
• Research the Strengths and Weaknesses of the Other Party

Module 34: Carry Out Business Negotiations

• Carry out Negotiations within Responsibility Limits in a Way that Optimises Opportunities
• Adapt the Conduct of the Negotiation in Accordance with Changing Circumstances
• Maintain Accurate Records of Negotiations, Outcomes, and Agreements Made
• Adhere to Organisational Policies and Procedures, and Legal and Ethical Requirements when Carrying Out Business Negotiations

Unit (B&A 41): Contribute to the Improvement of Business Performance (CV: 6)

Module 35: Principles of Resolving Business Problems

• Use of Different Problem-Solving Techniques
• Organisational and Legal Constraints Relating to Problem-Solving
• Role of Stakeholders in Problem-Solving
• Steps in the Business Decision-Making Process
• Analyse the Implications of Adopting Recommendations and Implementing Decisions to Solve Business Problems

Module 36: Improvement Techniques and Processes

• Purpose and Benefits of Continuous Improvement
• Analyse the Features, Use and Constraints of Different Continuous Improvement Techniques and Models
• Carry Out a Cost-Benefit Analysis
• Importance of Feedback from Customers and Other Stakeholders in Continuous Improvement

Module 37: Solve Problems in Business

• Scope and Scale of a Problem
• Analyse the Possible Courses of Action that can be Taken in Response to a Problem
• Use Evidence to Justify the Approach to Problem-Solving
• Develop a Plan and Success Criteria that are Appropriate to the Nature and Scale of a Problem
• Obtain Approval to Implement a Solution to a Problem
• Take Action to Resolve or Mitigate a Problem
• Evaluate the Degree of Success and Scale of the Implications of a Solved Problem

Module 38: Contribute to the Improvement of Activities

• Identify the Nature, Scope, and Scale of Possible Contributions to Continuous Improvement Activities
• Measure Changes Achieved Against Existing Baseline Data
• Calculate Performance Measures Relating to Cost, Quality, and Delivery
• Justify the Case for Adopting Improvements Identified with Evidence
• Develop Standard Operating Procedures and Resource Plans that are Capable of Implementing Agreed Changes

Unit (MK3-1): Analyse Competitor Activity (CV: 3)

Module 39: Identifying Competitor Activity

• Identify Organisations Competing for the Same Customers
• Identify Potentially Threatening Competitor Activity
• Identify Competitors’ Objectives
• Identify Valid Sources of Information on Competitors and Their Activity
• Advantages and Disadvantages of Sources of Information on Competitors and their Activity

Module 40: Determine the Nature of the Threat Posed by Competitor Activity

• Assess the Strengths and Weaknesses of Competitor Activity Against Agreed Criteria
• Assess the Strengths and Weaknesses of Competitors’ Products and/or Services Against Agreed Criteria
• Determine the Nature and Extent of the Possible Threat Posed by Competitor Activity and Products and/or Services