QUALIFICATION HANDBOOK Level 5 Diploma in Leadership for Health and Social Care and Children and Young People’s Services (England) (3978-51/52/53/54/55/56) December 2011 Version 2.1 (July 2011) Qualification at a glance Subject area City & Guilds number Age group approved Entry requirements Assessment Fast track Level 5 Diploma in Leadership for Health and Social Care and Children and Young People’s Services (England) 3978 19+ There are no entry requirements Portfolio of Evidence, Practical
the HR entity so that each functional area of the company has an HR manager assigned to it. The HR managers were expected to be key contributors to their areas by becoming knowledgeable about the business issues faced by their business functional units. Today, HR managers participate in developing business strategies and ensure that human resource dimensions are considered. For instance, the HR manager for manufacturing has HR responsibilities for 600 employees. In that role she contributes to workflow
analysing the strategic issues of specific organisations in much greater depth – and often providing ‘solutions’ to some of the problems or difficulties identified in the case. There are also over 33 classic cases on the Companion Website. These are a selection of cases from recent editions of the book which remain relevant for teaching. The case studies are intended to serve as a basis for class discussion and not as an illustration of either good or bad management practice. They are not intended to be
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3) App. G.1 The project manager App. G.7 Political and social environments F.1 Integration of project management processes [3.1] 6.5.2 Setting a schedule baseline [8.1.4] 6.5.3.1 Setting a resource schedule 6.5.2.4 Resource leveling 7.2 Setting a cost and time baseline schedule (1.3.5) [8.1.3] 6.5.2.3 Critical chain method Chapter 9 Chapter 10 Reducing Project Duration Leadership Chapter 2 Organization Strategy and Project Selection 1.4 Projects and programs (.2) 1.4.1 Managing the portfolio
4.7 4.8 4.9 4.10 Learning objectives Introduction: the changing business environment (or the new marketing reality) Analysing the environment The nature of the marketing environment The evolution of environmental analysis The political, economic, social and technological environments Coming to terms with the industry and market breakpoints Coming to terms with the very different future: the implications for marketing planning Approaches to environmental analysis and scanning Summary 5 Approaches
Departments 12 COMPANY INDEX 14 FROM THE EDITOR 53 2006 MCKINSEY AWARDS AND 2007 MCKINSEY JUDGES 20 What the Boss Wants from You What should CEOs and their direct reports expect from each other? When Larry Bossidy laid out his views to a group of young executives, they couldn’t take notes fast enough. You don’t have to write down what he said, though, because Larry has done it for you here. And it will be on the exam. 88 STRATEGIC HUMOR 111 TOOL KIT The Process Audit Michael Hammer Redesigning
perspectives on the past) Includes bibliographical references. ISBN 978-1-4399-0269-1 (cloth : alk. paper)—ISBN 978-1-4399-0270-7 (paper : alk. paper)—ISBN 978-1-4399-0271-4 (electronic) 1. History, Modern—20th century. 2. Twentieth century. 3. Social history—20th century. 4. World politics—20th century. I. Adas, Michael, 1943– II. American Historical Association. D421.E77 2010 909.82—dc22 2009052961 The paper used in this publication meets the requirements of the American National Standard
including the impact of key social, economic and political trends, and the use of competitive strategy models. It ends with an explanation of two key marketing concepts — the marketing mix and the brand. The topic addresses the following subject learning outcome: describe the marketing and sales functions in a financial institution. Topic learning outcomes On completing this topic, students should be able to: understand each individual’s role as a ‘marketer’ within an organisation define marketing