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Welcome to a transformative journey where you step into the pivotal role of a Care Manager. Beyond the routine, this course, 'Responsibilities of Care Manager,' invites you to embark on a learning experience that transcends traditional care management paradigms. Imagine learning decision-making strategies that are not just theoretical but tailored for real-world care scenarios. Delve into the intricacies of data, information, and intelligence, and discover how they form the bedrock of effective care management. This course isn't just about duties; it's about honing the art of balancing values and priorities, ensuring a holistic approach to care leadership. As you navigate modules crafted to empower, you'll explore the dynamic landscape of stakeholders' roles, mastering the delicate art of collaboration and communication. Reviews and evaluation take center stage, offering you insights into refining processes and enhancing the quality of care. Addressing conflicts, complaints, and duty with finesse becomes second nature. Are you ready to elevate your role as a Care Manager? Enroll now and let the journey begin! Learning Outcomes Acquire decision-making prowess tailored for care management contexts. Navigate the nuances of data, information, and intelligence in healthcare settings. Cultivate a skillset for balancing values and priorities in care leadership. Understand and effectively engage with stakeholders in the care ecosystem. Master the art of conducting insightful reviews and evaluations in care processes. Why choose this Responsibilities of Care Manager course? Unlimited access to the course for a lifetime. Opportunity to earn a certificate accredited by the CPD Quality Standards and CIQ after completing this course. Structured lesson planning in line with industry standards. Immerse yourself in innovative and captivating course materials and activities. Assessments designed to evaluate advanced cognitive abilities and skill proficiency. Flexibility to complete the Course at your own pace, on your own schedule. Receive full tutor support throughout the week, from Monday to Friday, to enhance your learning experience. Unlock career resources for CV improvement, interview readiness, and job success. Who is this Responsibilities of Care Manager course for? Aspiring Care Managers looking to step into leadership roles. Current Care Managers seeking to enhance their decision-making skills. Professionals in the healthcare sector aiming to transition into management roles. Individuals passionate about making a positive impact on healthcare processes. Those desiring a comprehensive understanding of conflicts and complaints resolution. Career path Clinical Services Manager: £40,000 - £60,000 Healthcare Operations Manager: £35,000 - £50,000 Quality Assurance Coordinator: £30,000 - £45,000 Patient Experience Manager: £35,000 - £55,000 Clinical Governance Specialist: £40,000 - £65,000 Healthcare Consultant: £45,000 - £70,000 Prerequisites This Responsibilities of Care Manager does not require you to have any prior qualifications or experience. You can just enrol and start learning.This Responsibilities of Care Manager was made by professionals and it is compatible with all PC's, Mac's, tablets and smartphones. You will be able to access the course from anywhere at any time as long as you have a good enough internet connection. Certification After studying the course materials, there will be a written assignment test which you can take at the end of the course. After successfully passing the test you will be able to claim the pdf certificate for £4.99 Original Hard Copy certificates need to be ordered at an additional cost of £8. Course Curriculum Module 01: Decisions-Making in Care Management Decisions-Making in Care Management 00:13:00 Module 02: Data, Information and Intelligence Data, Information and Intelligence 00:12:00 Module 03: Value & Priority Value & Priority 00:13:00 Module 04: Stakeholders' Role Stakeholders' Role 00:13:00 Module 05: Reviews and Evaluation Reviews and Evaluation 00:13:00 Module 06: Evaluation of Process Used Evaluation of Process Used 00:13:00 Module 07: Conflicts, Complaints & Duty Conflicts, Complaints & Duty 00:16:00

Developing People and Shaping Culture With People Operations (HR) Organizational agility is critical for corporate survival in today's dynamic global economy. Cultural evolution to the adoption of Agile values, principles, and mindset is essential to long-term success and survival.HR (and an HR function) is best equipped to support cultural evolution to Agility and continued long-term sustainability. Unfortunately, HR is not usually considered early on in an Agile transformation when they can be one of the biggest impacts and allies to the success of Agile transformations.This session will explore how HR teams can help seed and nurture the Agile mindset within a transforming organization. We will discuss some of the specific activities HR can and should participate in to support a long-term investment in organizational agility.Let's not forget about HR - one of the best qualified and much needed partners for the journey to agility. Oh, and HR can go Agile too, by the way! This and other IIL Learning in Minutes presentations qualify for PDUs. Some titles, such as Agile-related topics may qualify for other continuing education credits such as SEUs, or CEUs. Each professional development activity yields one PDU for one hour spent engaged in the activity. Some limitations apply and can be found in the Ways to Earn PDUs section that discusses PDU activities and associated policies.

Developing People and Shaping Culture With People Operations (HR) Organizational agility is critical for corporate survival in today's dynamic global economy. Cultural evolution to the adoption of Agile values, principles, and mindset is essential to long-term success and survival.HR (and an HR function) is best equipped to support cultural evolution to Agility and continued long-term sustainability. Unfortunately, HR is not usually considered early on in an Agile transformation when they can be one of the biggest impacts and allies to the success of Agile transformations.This session will explore how HR teams can help seed and nurture the Agile mindset within a transforming organization. We will discuss some of the specific activities HR can and should participate in to support a long-term investment in organizational agility.Let's not forget about HR - one of the best qualified and much needed partners for the journey to agility. Oh, and HR can go Agile too, by the way! This and other IIL Learning in Minutes presentations qualify for PDUs. Some titles, such as Agile-related topics may qualify for other continuing education credits such as SEUs, or CEUs. Each professional development activity yields one PDU for one hour spent engaged in the activity. Some limitations apply and can be found in the Ways to Earn PDUs section that discusses PDU activities and associated policies.

Kanban: Sustainability for Your Teams, Agility for Your Business Credibility is not granted with a job title. Authority, maybe, but credibility must be earned. Leaders are losing credibility in Agile adoptions. They seek training and education for teams asking them to use Scrum or another Agile framework. The very same leaders then announce programs, policies or structures that directly contradict Agile and Scrum values and principles. This can hinder leadership's credibility and subsequently, their organization's Agile adoption. In this session, we explore some of these common leadership mistakes and how they can be avoided for greater success with Agile and Scrum. This and other IIL Learning in Minutes presentations qualify for PDUs. Some titles, such as Agile-related topics may qualify for other continuing education credits such as SEUs, or CEUs. Each professional development activity yields one PDU for one hour spent engaged in the activity. Some limitations apply and can be found in the Ways to Earn PDUs section that discusses PDU activities and associated policies. Fractions of PDUs may also be reported. The smallest increment of a PDU that can be reported is 0.25. This means that if you spent 15 minutes participating in a qualifying PDU activity, you may report 0.25 PDU. If you spend 30 minutes in a qualifying PDU activity, you may report 0.50 PDU.

Are you a Credible Agile Leader? Credibility is not granted with a job title. Authority, maybe, but credibility must be earned. Leaders are losing credibility in Agile adoptions. They seek training and education for teams asking them to use Scrum or another Agile framework. The very same leaders then announce programs, policies or structures that directly contradict Agile and Scrum values and principles. This can hinder leadership's credibility and subsequently, their organization's Agile adoption. In this session, we explore some of these common leadership mistakes and how they can be avoided for greater success with Agile and Scrum. This and other IIL Learning in Minutes presentations qualify for PDUs. Some titles, such as Agile-related topics may qualify for other continuing education credits such as SEUs, or CEUs. Each professional development activity yields one PDU for one hour spent engaged in the activity. Some limitations apply and can be found in the Ways to Earn PDUs section that discusses PDU activities and associated policies. Fractions of PDUs may also be reported. The smallest increment of a PDU that can be reported is 0.25. This means that if you spent 15 minutes participating in a qualifying PDU activity, you may report 0.25 PDU. If you spend 30 minutes in a qualifying PDU activity, you may report 0.50 PDU.

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***Accounting & Finance - Level 5*** Accounting and finance assist businesses in measuring, monitoring, and planning their operations. This Accounting & Finance - Level 5 course has been designed to provide a thorough introduction to business Accounting and Finance as both an idea and a profession. This Accounting & Finance - Level 5 course will equip you with in-demand accounting and finance skills as well as the ability to complete practicable processes while working in an organisation. This could be tricky, especially if this is your first consignment in the accounting and finance sector. Our Accounting & Finance - Level 5 course provides a solid understanding of accounting and financial methods, concepts, and duties to properly prepare you for a career in the accounting and finance sector. ***Others Benefits of this Accounting & Finance - Level 5 Course Free One PDF Certificate Lifetime Access Unlimited Retake Exam Tutor Support [ Note: Free PDF certificate as soon as completing the course ] ***Accounting & Finance - Level 5*** Detailed Course Curriculum of this Accounting & Finance - Level 5 Course: Module 1: Essentials of Accounting and Finance Identify the Non-Financial Manager's Concern with Finance The Importance of Finance Financial and Operating Environment Module 2: Types of Cost Data and Cost Analysis The Importance of Cost Data Types of Costs How Do Your Costs Behave? Segregating Fixed Cost and Variable Cost Cost Allocation Cost Analysis What You Can Learn from the Japanese? Module 3: Contribution Analysis Should You Accept a Special Order? How Do You Determine a Bid Price? Determining Profit from Year to Year Are You Utilising Capacity? Module 4: Break-Even and Cost-Volume-Profit Analysis What is Cost-Volume-Profit Analysis? What and Why of Break-Even Sales? What is the Margin of Safety? Cash Break-Even Point What is Operating Leverage? Sales Mix Analysis Module 5: Relevant Cost and Making Short-Term Decisions What Costs Are Relevant to You? Accepting or Rejecting a Special Order Pricing Standard Products Determining Whether to Sell or Process Further Adding or Dropping a Product Line Utilising Scarce Resources Don't Forget the Qualitative Factors Module 6: Forecasting Cash Needs and Budgeting Forecasts Using Forecasts Preparing Financial Forecasts Budgets The Sales Budget The Production Budget The Direct Material Budget The Direct Labour Budget The Factory Overhead Budget The Ending Inventory The Selling and Administrative Expense Budget The Cash Budget The Budgeted Income Statement The Budgeted Balance Sheet A Shortcut Approach to Formulating the Budget Module 7: Cost Control and Variance Analysis Defining a Standard The Usefulness of Variance Analysis Setting Standards Determining and Evaluating Sales Variances Cost Variances Labour Variances Overhead Variances The Use of Flexible Budgets in Performance Reports Standards and Variances in Marketing Sales Standards Variances in Warehousing Costs Module 8: Managing Financial Assets Working Capital Financing Assets Managing Cash Properly Getting Money Faster Delaying Cash Payments Opportunity Cost of Foregoing a Cash Discount Volume Discounts Module 9: Managing Accounts Receivable and Credit Credit References Credit Policy Analysing Accounts Receivable Module 10: Managing Inventory Inventory Management Considerations Inventory Analysis Determining the Carrying and Ordering Costs The Economic Order Quantity (EOQ) Avoiding Stock Outs Determining the Reorder Point or Economic Order Point (EOP) The ABC Inventory Control Method Supply Chain Management Module 11: The Time Value of Money Future Values - How Money Grows Future Value of an Annuity Present Value - How Much Money is Worth Now? Present Value of Mixed Streams of Cash Flows Present Value of an Annuity Perpetuities Applications of Future Values and Present Values Module 12: Capital Budgeting Decisions Types of Investment Projects What Are the Features of Investment Projects? Selecting the Best Mix of Projects With a Limited Budget Income Taxes and Investment Decisions Types of Depreciation Methods How Does MACRS Affect Investment Decisions? The Cost of Capital Module 13: Improving Managerial Performance What is Return on Investment (ROI)? What Does ROI Consist of? - Du Pont Formula ROI and Profit Objective ROI and Profit Planning ROI and Return on Equity (ROE) Module 14: Sources of Short-Term Financing Trade Credit Cash Discount When are Bank Loans Advisable? Working with a Bank Issuing Commercial Paper Using Receivables for Financing Using Inventories for Financing Module 15: Considering Term Loans and Leasing Intermediate-Term Bank Loans Using Revolving Credit Insurance Company Term Loans Financing with Equipment Leasing Module 16: Long-Term Debt and Equity Financing Types of Long-Term Debt Equity Securities How Should You Finance? Module 17: Accounting Conventions and Recording Financial Data Double Entry and the Accounting Equation Assessment Method After completing each module of the Accounting & Finance - Level 5 course, you will find automated MCQ quizzes. To unlock the next module, you need to complete the quiz task and get at least 60% marks. Once you complete all the modules in this manner, you will be qualified to request your certification. Certification After completing the MCQ/Assignment assessment for this Accounting & Finance - Level 5 course, you will be entitled to a Certificate of Completion from Training Tale. It will act as proof of your extensive professional development. The certificate is in PDF format, which is completely free to download. A printed version is also available upon request. It will also be sent to you through a courier for £13.99. Who is this course for? Accounting & Finance - Level 5 This Accounting & Finance - Level 5 course is ideal for: Candidates interested to start a career in accountancy Business owners seeking to look after their own accounts Existing accountancy workers in seeking higher positions or promotion Accountancy workers with no formal qualifications Anyone wishing to boost their career prospects. Requirements Accounting & Finance - Level 5 There are no specific requirements for Accounting & Finance - Level 5 course because it does not require any advanced knowledge or skills. Students who intend to enrol in this Accounting & Finance - Level 5 course must meet the following requirements: Good command of the English language Must be vivacious and self-driven Basic computer knowledge A minimum of 16 years of age is required Career path Accounting & Finance - Level 5 This Accounting & Finance - Level 5 course may lead you to a variety of career opportunities. Accounts Assistant Accounts Payable & Expenses Supervisor Accounts Payable Clerk Audit Trainee Payroll Administrator / Supervisor Tax Assistant / Accountant. Accounting Clerk Auditing Clerk Accounts Receivable Clerk Certificates Certificate of completion Digital certificate - Included

In this series we will be joined by a collection of creators and exploring their career including education, career steps and challenges.

In this new series we will be exploring the culture of personal brands and how creators position themselves.

Innovation Project Management: On-Demand Companies need growth for survival. Companies cannot grow simply through cost reduction and reengineering efforts. This program describes the relationship that needs to be established between innovation, business strategy, and project management to turn a creative idea into a reality. We will explore the importance of identifying the components of an innovative culture, existing differences, challenges, and the new set of skills needed in innovation project management. Companies need growth for survival. Companies cannot grow simply through cost reduction and reengineering efforts. Innovation is needed and someone must manage these innovation projects. Over the past two decades, there has been a great deal of literature published on innovation and innovation management. Converting a creative idea into reality requires projects and some form of project management. Unfortunately, innovation projects, which are viewed as strategic projects, may not be able to be managed using the traditional project management philosophy we teach in our project management courses. There are different skill sets needed, different tools, and different life-cycle phases. Innovation varies from industry to industry and even companies within the same industry cannot come to an agreement on how innovation project management should work. This program describes the relationship that needs to be established between innovation, business strategy, and project management to turn a creative idea into a reality. We will explore the importance of identifying the components of an innovative culture, existing differences, challenges, and the new set of skills needed in innovation project management. What you Will Learn Explain the links needed to bridge innovation, project management, and business strategy Describe the different types of innovation and the form of project management each require Identify the differences between traditional and innovation project management, especially regarding governance, human resources management challenges, components of an innovative culture and competencies needed by innovation project managers Establish business value and the importance of new metrics for measuring and reporting business value Relate innovation to business models and the skills needed to contribute in the business model development Recognize the roadblocks affecting innovation project management and their cause to determine what actions can be taken Determine the success and failure criteria of an innovation project Foundation Concepts Understanding innovation Role of innovation in a company Differences between traditional (operational) and strategic projects Innovation management Differences between innovation and R&D Differing views of innovation Why innovation often struggles Linking Innovation Project Management to Business Strategy The business side of innovation project management The need for innovation targeting Getting close to the customers and their needs The need for line-of-sight to the strategic objectives The innovation enterprise environmental factors Tools for linking Internal Versus External (Co-creation) Innovation Open versus closed innovation Open innovation versus crowdsourcing Benefits of internal innovation Benefits of co-creation (external) innovation Selecting co-creation partners The focus of co-creation The issues with intellectual property Understanding co-creation values Understanding the importance of value-in-use Classification of Innovations and Innovation Projects Types of projects Types of innovations Competency-enhancing versus competency-destroying innovations Types of innovation novelty Public Sector of Innovation Comparing public and private sector project management Types of public service innovations Reasons for some public sector innovation failures An Introduction to Innovation Project Management Why traditional project management may not work The need for a knowledge management system Differences between traditional and innovation project management Issues with the 'one-size-fits-all' methodology Using end-to-end innovation project management Technology readiness levels (TRLs) Integrating Kanban principles into innovation project management Innovation and the Human Resources Management Challenge Obtaining resources Need for a talent pipeline Need for effective resource management practices Prioritizing resource utilization Using organizational slack Corporate Innovation Governance Types of innovation governance Business Impact Analysis (BIA) Innovation Project Portfolio Management Office (IPPMO) Using nondisclosure agreements, secrecy agreements, confidentiality agreements, and patents Adverse effects of governance decisions Innovation Cultures Characteristics of a culture for innovation Types of cultures Selecting the right people Linking innovation to rewards Impact of the organizational reward system Innovation Competencies Types of innovation leadership The need for active listening Design thinking Dealing with ambiguity, uncertainty, risks, crises, and human factors Value-Based Innovation Project Management Metrics Importance of innovation project management metrics Understanding value-driven project management Differences between benefits and value - and when to measure Traditional versus the investment life cycle Benefits harvesting Benefits and value sustainment Resistance to change Tangible and intangible innovation project management metrics Business Model Innovation Business model characteristics Impact of disruptive innovation Innovation Roadblocks Roadblocks and challenges facing project managers Ways to overcome the roadblocks Defining Innovation Success and Failure Categories for innovation success and failure Need for suitability and exit criteria Reasons for innovation project failure Predictions on the Future of Innovation Project Management The Six Pillars of changing times Some uses for the new value and benefits metrics