Design, plan and justify an appropriate meeting structure, demonstrating an understanding of organisational governance, purpose, roles and expected outcomes.

1 (Knowledge), 3 (Enquiry), 7 (Application)

Professionally chair a meeting, demonstrating effective communication, leadership behaviours, negotiation techniques, conflict management and decision-making.

4 (Analysis), 5 (Problem Solving), 6 (Communication)

Critically evaluate the effectiveness of your meeting, drawing upon reflective models and identifying how your practice aligns with relevant leadership and management theories.

2 (Learning), 8 (Reflection)

Please link Assessment to Learning Outcomes¿

All learning outcomes need to be demonstrated in the one assignment with appendices to evidence application of learning.¿

1. Portfolio of Evidence (100%)

Equivalent to 1,000 words.

The portfolio must contain three discrete components:

Meeting Plan (Pre-Work) – agenda, objectives, roles, governance considerations, resources.

Meeting Minutes / Action Log – demonstrating accurate recording, follow-up actions, compliance and professionalism.

Critical Evaluation & Reflection – structured reflection on effectiveness, negotiation techniques, leadership behaviours, communication, decision-making and professional conduct.

Each component must explicitly reference CMDA KSBs and link to theory/models where appropriate.

This module will cover:

Purpose and governance of meetings in your own organisational contexts

Chair responsibilities, impartiality and professional behaviours required to chair a meeting

Structuring agendas, managing time, ensuring outcomes are met and actioned appropriately

Managing conflict, disagreement and demonstrating negotiation techniques

Inclusive communication, participation and psychological safety when in meetings

Minute-taking, decision-logging and accountability of being a ‘chair’

Reflective evaluation of meeting effectiveness (Kolb, Gibbs, Rolfe etc.)

Linking meeting leadership to CMDA managerial competencies

Ethical, legal and confidentiality considerations when using workplace evidence

Please see marketing’s quick guide for assistance¿

This module enables you to demonstrate your ability to plan, chair and evaluate a professional meeting within your organisation. You will gather workplace evidence, lead a real meeting, and evaluate your effectiveness using recognised leadership and communication frameworks. This is a flexible, self-directed module designed for CMDA apprentices who require an additional 10 credits due to a mix of previous 15- and 20-credit modules.¿

The module will be delivered entirely through guided independent study, allowing apprentices to engage flexibly around their professional commitments. Learning will be centred on self-directed investigation, workplace application and reflective practice, enabling apprentices to plan, chair and evaluate a professional meeting within their organisational context. Learners will access structured guidance, templates and resources through Blackboard and via their Course Leader and Work Based Education Officer, but the emphasis will remain on autonomous learning that is supported by real-world managerial activity. This approach aligns with the work-based nature of the CMDA, allowing each apprentice to generate authentic evidence drawn from live workplace responsibilities while demonstrating higher-level analytical and reflective skills. This learning strategy ensures inclusivity and flexibility, particularly for apprentices with various work patterns, on deployments or that have remote working arrangement. By removing scheduled teaching hours and enabling learners to progress at a pace that suits their operational environment, learners will be successful in their achievements of this module.¿

¿

Armstrong, M. (2020) Armstrong’s Handbook of Management and Leadership. 4th ed. London: Kogan Page.
Available at: https://www.koganpage.com/product/armstrong-s-handbook-of-management-and-leadership-9780749498276

Bolton, G. (2014) Reflective Practice: Writing and Professional Development. 4th ed. London: Sage.
Available at: https://uk.sagepub.com/en-gb/eur/reflective-practice/book241889

CMI (2023) Chartered Manager – Professional Standard. Chartered Management Institute.
Available at: https://www.managers.org.uk/education/providers/resources/professional-standards/

Fisher, R. and Ury, W. (2012) Getting to Yes: Negotiating Agreement Without Giving In. 3rd ed. London: Random House.
Available at: https://www.penguin.co.uk/books/56720/getting-to-yes-by-ury-william-fisher-roger-and-patton-bruce/9781847940933

Hackman, J. R. (2002) Leading Teams: Setting the Stage for Great Performances. Boston: Harvard Business School Press.
Available at: https://www.hbs.edu/faculty/Pages/item.aspx?num=12144

Kolb, D. (1984) Experiential Learning: Experience as the Source of Learning and Development. Englewood Cliffs, NJ: Prentice Hall.
(Archived summaries available at: https://www.simplypsychology.org/kolb.html)

Mintzberg, H. (2013) Simply Managing: What Managers Do – and Can Do Better. San Francisco: Berrett-Koehler.
Available at: https://www.bkconnection.com/books/title/simply-managing

CIPD (2021) Effective Meetings Factsheet. Chartered Institute of Personnel and Development.
Available at: https://www.cipd.org/uk/knowledge/factsheets/effective-meetings/

A computer for accessing library resources and Blackboard¿

¿