Higher Apprenticeship in Management

Chartered Management Institute (CMI) offer the Higher Apprenticeship in Management (Level 5)

“Apprenticeships are structured training programmes undertaken within a working environment. They use the skills and knowledge gained through work to provide learners with recognised qualifications. Apprenticeships can be undertaken by anyone over sixteen and provide a great way of gaining a qualification whilst continuing to earn a wage.

There is no fixed time frame for the completion of an apprenticeship, but each apprenticeship typically takes between one and four years, depending on its size and level of difficulty.

There are currently over 4 million people employed in Management positions in the UK, with a real need to encourage the new generation of young people to progress through the management qualifications to address the future skills needs of organisations in the UK. The Apprenticeship should go some way to addressing those skill needs, providing excellent progression routes through a variety of work based and off the job training, and with an abundance of further and higher education options, such as foundation degrees and degree courses.

Learn with CMI and receive more value for your investment with qualifications standards that are second to none.”

Competence Qualification
CMI Level 5 NVQ Diploma in Management (QCF)

Knowledge Qualification
CMI Level 5 Diploma in Management and Leadership (QCF)

Employee Rights and Responsibilities (ERR) Workbook

Functional Skills

Level 2 Functional Skill in English/Communication

Level 2 Functional Skill in Mathematics

Level 2 Functional Skill in ICT

 

 

 

 

 

 

 

 

 

 

 

 

“Personal Learning and Thinking Skills (PLTS)

Personal Learning and Thinking Skills (PLTS) are generic skills that are essential to life, learning and work. PLTS have a significant impact on a person’s ability to make a confident contribution, both within and outside of their working environment.

The PLTS Framework comprises six groups:

• Independent enquirers
• Creative thinkers
• Reflective learners
• Team workers
• Self-managers
• Effective participants

Some of the PLTS requirements are embedded within the mandatory units of the apprenticeship competence and knowledge qualifications.

CMI are conducting a further mapping exercise to map the remaining PLTS to the CMI Knowledge Qualification, details will be available shortly.

Guided Learning Hours (GLH)

The total on- and off-the-job GLH for the framework is 606 hours.

The total off-the-job GLH is 197 hours (33% of the total GLH).”

Unit 5001 Personal Development as a Manager or Leader

I have recently completed my Assignment for Unit 5001 “Personal Development as a Manager or Leader” as part of my Level 5 Diploma in Management Coaching and Mentoring (via CMI) and have thoroughly enjoyed the process, especially as this was the final Assignment.    I’ve now completed the whole Diploma.

Unit 5001 covers the following:-

Be able to assess and plan for personal professional development

• Explain the importance of continual self-development in achieving organisational objectives
• Assess current skills and competencies against defined role requirements and organisational objectives
• Identify development opportunities to meet current and future defined needs
• Construct a personal development plan with achievable but challenging goals

Be able to plan for the resources required for personal professional development

• Identify the resources required to support the personal development plan

Be able to implement and evaluate the personal development plan

• Discuss the processes required to implement the personal development plan
• Evaluate the impact of the personal development plan on the achievement of defined role requirements and organisational objectives
• Review and update the personal development plan

Be able to support and promote staff welfare

• Discuss the relationship between staff welfare and organisational objectives
• Explain the process for assessing staff welfare
• Identify the actions to be taken by the manager dealing with a staff welfare issue
• Describe how to communicate responsibilities for staff welfare to the team
• Discuss records that may be maintained to demonstrate that staff welfare is supported

Amongst the many and varied resources I used, I found the following books to be particularly relevant and useful:-