CMI Level 5 Management and Leadership Cleeve Langdon 5001 Personal development as a manager and leader | 1. Be able to assess and plan for personal professional development | 1.1 Explain the importance of continual self-development in achieving organisational objectives1.2 Assess current skills and competencies against defined role requirements and organisational objectives1.3 Identify development opportunities to meet current and future defined needs1.4 Construct a personal development plan
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Ian Hufton‚ CMI First Line Management Level 3‚ North Notts Tech‚ November 2012‚ Unit 3005- Developing individuals and teams. Introduction As a team leader it is important that I know what is required in order to develop both individuals and teams. Within this assignment I aim to demonstrate my understanding of the factors involved when leading a team to achieve agreed objectives. I will show how to evaluate the current competencies of my team and how to develop those competencies into building
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debate. However‚ sometime we need to make trade-offs between the best theoretical method and the feasibility when we put it in practice. People tend to think that students study in EMI schools is a privilege and superior to those students studying in CMI schools in terms of coping with tertiary education. And I am not with it The ideal case mentioned above cannot apply to all situations. Let us look into the statistic of the medium of instructions of secondary school in Hong Kong carried out by Educational
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Industries (CMI) is one of the largest metal manufacturers in the world. The company evolved from selling metal as a finished product to one that used it as a raw material‚ increasing sales from $250‚000 in 1963 to over $18‚500‚000 in 1979. Currently‚ CMI relies heavily on SlipSeal‚ which is used as a high-temperature sealant in automobiles. Although CMI dominates the market for this product‚ corporate sales figures decreased over the last year. As a result‚ the management at CMI realized the
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Background: Cumberland Metal Industries (CMI) was one of the largest manufacturers of curled metal products in the country.Their sales grew from $250‚000 in 1963 to over 18‚500‚000 by 1979.It originally custom fabricated components for chemical process filtration and other highly technical applications. The company’s philosophy soon evolved from selling the metal as a finished product to selling products that used it as a raw material . Earlier CMI used to sell exaust gas recirculation(EGR) valves
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a price for the product‚ as he has promised to call Colerick Foun dation Company by the end of the week. Effectively pricing these pads and following a well defined market strategy could place CMI as a perennial market leader. The successful development of the new product is especially important to CMI because the firm is facing possible financial difficulties c Simpson is uncertain how he should market the pads in order to reach potential influencers and cust omers. Furthermore‚ there are no
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EXTERNAL ASSIGNMENT UNIT 5004 – RESOURCE MANAGEMENT To address the Learning Outcomes you are required to make statements as a manager and leader or a potential manager and leader. Your statements are to be prefixed with the specific Learning Outcome and should demonstrate how you manage resources within your work area or in an organisation with which you are familiar. The Assessment Criteria will act as a guide to help you put into context your statements to fulfil the Learning Outcomes. Your statements
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Introduction Curled Metal Inc (CMI) is a company whose strategy evolves selling products that used certain types of metal as a raw material. CMI rapidly grow in the last decade due to Slip-Seal‚ a product that meet the demanding specification of the automaker imposed by US strict environment legislation. In order to diversify offer from auto industry‚ CMI’s management decided to examine a new application for curled metal technology. Situation Analysis Company Business Model and Competitive
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introducing CMI‚ they have to pursue product-quality leadership which is to offer “affordable luxuries” for now and consider about maximizing profit later. ②The second stage is to determine demand. So‚ Cumberland has to consider consumers’ price sensitivity - in this case sensitive to quality. Therefore‚ we should think about the benefit to consumers (in question 1-2 EVC) ③Third step is to estimate costs. Since the average number of CMI pads need per year is 204‚750(question 2)‚ the number of CMI pads
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substitute product) 3. The potential market demand for pads could range between 174‚000 to 234‚000 per year 4. The traditional distribution structure for asbestos cushion pads is not well established. The company must be aware a key characteristic CMI of market players and influencers in order to tailor their marketing strategy. 5. The critical issues that company shall prepare a sound solutions for relate to product
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