BTEC Edexcel Level 7

Extended Diploma in Strategic Management and Leadership
COURSE HANDBOOK June 2011 Intake

TERM 1
CONTENTS

EDSML

1. EDSML Course Structure ........................................................................................................................ 2 2. EDSML Regulations ................................................................................................................................ 2 3. Assessment Schedule ............................................................................................................................. 4 4. Professional Development for Strategic Managers ................................................................................. 5 5. Developing Strategic Management and Leadership Skills .................................................................... 11 6. Strategic Change Management ............................................................................................................. 18 7. Strategic Human Resources Management ........................................................................................... 26 8. Developing Corporate Culture ............................................................................................................... 35 9. Developing Successful Business Teams .............................................................................................. 42 10. Managing Financial Principles and Techniques .................................................................................. 48

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1. EDSML COURSE STRUCTURE
TERM 1:
Modules (80 Credits)
Professional Development for Strategic Managers (Core Module) Developing Strategic Management and Leadership Skills (Core Module) Strategic Change Management (Core Module) Managing Financial Principles and Techniques Strategic Human Resource Management Developing a Corporate Culture Developing Successful Business Teams

TERM 2:
Modules (60 Credits)
Strategic Marketing Management Strategic planning Research Methods for Strategic Managers Creative and Innovative Management Managing Corporate Responsibility in the Wider Business Environment

2. EDSML REGULATIONS
Programme Structure:
Term 1 Term 2 60 credits 60 credits

Progression
Progression from Term 1 to Term 2 • • • The student will be able to progress to the second term if he/she passes five out of the seven modules of term 1 The student has to meet all assessment criteria requirements to be able to pass the module. In the event that all of assessment criteria are not met but the assessor and the IV consider that the student possesses the knowledge to rectify the submission then the assessor may refer the assignment to the student for them to make good. If the student successfully rectifies the shortcomings, the student will pass the module and progress. If not, the student will fail and be required to redo all of the module assessments.

Results
• At the end of each term you will have assessments, feedback for which you will get at the beginning of following term. At the end of every level the University’s Progression Board meets to finalise the results of both semesters of that level. You will receive a transcript of these marks at the beginning of next term. •

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Failure
• Absence/ Non-submission: Students who fail to submit set coursework by the required date(s) will be deemed to have failed in the module(s) in question.

Re-sit/Retake Fees
Re-sit any taught module Re-sit/Retake Fee: £360 per module Note: There will be no charge to re-sit tolerated failure modules. Such modules must be re-sit within a term. Students are required to inform Exam Office of the intention of re-sitting by the deadline. Students will receive an email with notification of the deadline.

Unfair Practice: Plagiarism!
Plagiarism is passing off, or attempting to pass off, another’s work as your own. It includes copying the words, ideas, images or research results of another without acknowledgement, whether those words etc. are published or unpublished. It is plagiarism, for example, to copy the work of another student, of a member of staff or a published article without crediting the author. Persons who allow their work to be plagiarised are also guilty. Coursework, dissertations, or creative work are meant to be your own original work. Obviously you will use the work of others. Not only is this inevitable, it is expected. All scholarship builds on the work of others. The important thing to remember is always to acknowledge your sources. Consult your tutors if you have any problems, in particular with the method of citing books and articles, which may differ from subject to subject. There are no penalties for asking for advice and guidance; there are severe penalties for plagiarism! Unfair practice detected first time will be recorded as first offence and any subsequent work submitted and suspected of unfair practice will be automatically referred for an investigation and could lead to the termination of your studies. Please refer to a Student Resources Portal for more information: http://resources.ctlondon.ac.uk. Please ensure you access the student portal for general information, in particular the student handbook and course timetables.

Lateness and Early Leaving
If a student does not arrive by the published start time for a timetabled class, they will be prevented from entering the class and only permitted to enter after the attendance register has been marked for that session. • The student should see the lecturer at the end of the session only to obtain a LATE mark on the attendance register. • Two late class arrivals will be treated and marked as one absence. • Leaving early is considered the same as a late arrival. If you arrive late to your classes, it is your responsibility to ensure the lecturer adds your ‘presence’ to the attendance register at the end of the class •

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3. ASSESSMENT SCHEDULE
COLLEGE OF TECHNOLOGY LONDON EDSML - Extended Diploma in Strategic Management and Leadership - Assessment Schedule
SUMMER INTAKE (June 2011) Module Code Assignment 1 Module name Due Professional Development for Strategic Managers (Core Module) Developing Strategic Management and Leadership Skills (Core Module) Strategic Change Management (Core Module) Managing Financial Principles and Techniques Strategic Human Resource Management Developing a Corporate Culture Developing Successful Business Teams 29-July-11 12-Aug-11 19-Aug-11 26-Aug-11 29-July-11 26-Aug-11 19-Aug-11 Submission Type OTS OTS OTS OTS OTS OTS OTS 12-Aug-11 OTS 26-Aug-11 OTS Assignment 2 Due 12-Aug-11 26-Aug-11 Submission Type OTS OTS Assignment 3 Due Submissio n Type

S. No.

1 2 3 4 5 6 7

PDS DSL SCM MFP SHR DCC DSB

OTS - Turn-it-in submission. ‘’Turnitin Tutorial For Students’’ available under Unfair Practice category on the Students Resources Portal. EMS - Email submission. Please email the assignment soft-copy to assignments@ctlondon.ac.uk by 4:00 pm of the submission deadline Refer to the Students Resources Portal (http://resources.ctlondon.ac.uk) for the detailed Submission Type instructions NOTE: THERE IS NO LATE SUBMISSION – IF YOU MISS SUBMISSION DEADLINE YOUR ASSESSMENT WILL NOT BE MARKED

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4. PROFESSIONAL DEVELOPMENT FOR STRATEGIC MANAGERS
TERM 1

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• • • • By the end of the sessions students should be able to: Assess personal and professional skills required to achieve strategic goals Conduct a skills audit to identify learning style Implement a personal development plan Learning Outcomes: College of Technology London Page 6 . MODULE SUMMARY Module Code and Title: Code: Credits: Assessments: Teaching Methods: Professional Development for Strategic Managers (Core Module) PDS 5 2 assignments Lectures. Seminars. Level: Terms Taught: 7 1 Number of Lectures/workshops per week: 2 hours Contact Hours: 20 hours Aim: This unit provides the learner with the methods and techniques to assess the development of their own skills to support the achievement of strategic direction. Case studies.Professional Development for Strategic Managers A.

delivering effective presentations Achieving strategic goals: importance eg to ensure that staff can perform their job effectively. identifying learning and development needs to meet strategic objectives Identify preferred learning style: methods such as learning style inventories and questionnaires. Learners can achieve this through analysing their current skills and preparing and implementing a personal development plan.Professional Development for Strategic Managers B. Evidence for this unit needs to be generated continuously throughout the qualification. personal SWOT (strengths. multi-tasking. using occupational standards to identify competencies. identifying opportunities for improvement or career progression. This unit will also enable learners to evaluate the effectiveness and impact of their learning against the achievement of strategic goals and their chosen career path. This unit highlights the importance of seeking feedback from others to improve performance by continuously reviewing learning needs. dealing with time wasters. effective delegation. Fleming’s VAK/VARK model (visual. weaknesses. customers. stress management. realistic. to improve flexibility and adaptability when responding to change. psychometric testing eg Kolb (converger. questioning. auditory. measurable. management development and Continuing Professional Development (CPD) programmes 2 Be able to conduct a skills audit to identify learning style Skills audit: to assess skills and competencies against organisational and personal objectives. time-based) objectives. threats) analysis – listing strengths. theorist. C. continuing self-development to meet requirements for professional bodies eg learning new skills and knowledge. Learners will conduct a skills audit to evaluate the strategic skills they need to meet current and future leadership requirements and then use it to identify their preferred learning style. to provide opportunities to meet individual learning needs. kinesthetic). personal profile using appropriate self-assessment tools. Honey and Mumford (activist. methods eg using conceptual tools to identify own strengths and limitations. to ensure business success. developing personal networks. enabling learners to take ownership of their development needs. Learners will need to demonstrate that they have a regularly updated and realistic personal development plan that fits with their preferred learning style. handling conflict Professional skills: counselling and mentoring to support staff with their own learning and development requirements. effective communication eg active listening. line manager. problem solving. criticisms of learning style theories College of Technology London Page 7 . assimilator. defining the gap. analysing time spent to improve productivity. achievable. diverger. identifying threats to progress. leadership skills. reflector. Myers-Briggs Type Indicator (MBTI). setting SMART (specific. The development of appropriate personal and professional skills will allow learners to cope with demanding responsibilities and career progression. performance review. decision making. developing in current and future job roles. importance of feedback from others eg peers. MODULE INTRODUCTION This unit is designed to enable learners to take responsibility for their learning and development needs to gain the personal and professional skills needed to support the strategic direction of an organisation. assessment against relevant National Occupational Standards (NOS) and NVQ competence standards. methods of feedback eg appraisal. pragmatist). leading and chairing meetings. prioritising work tasks. psychometric testing. UNIT CONTENT 1 Be able to assess personal and professional skills required to achieve strategic goals Personal skills: time management eg using time effectively. opportunities. supervision. coaching skills. to create a learning culture. mentoring. This will also inform the structure of a personal development plan. reading/writing. weaknesses. accommodator).

LEARNING OUTCOMES AND ASSESSMENT CRITERIA Learning Outcomes Assessment Criteria 1. MODULE SCHEDULE The module schedule for the 10 weeks will be provided by your lecturer in class E. to help manage learning. identifying obstacles to achieving objectives and how to overcome them. compare achievements against original objectives. ASSESSMENTS ASSIGNMENT 1 Perform a Personal and Professional Skills Audit Use feedback from others. setting objectives for life and career planning.2 apply techniques to assess the professional skills required to support the strategic direction of the organisation 2. agree whether objectives were achieved or not. the importance of self-review. providing a reflective record of management experience.Professional Development for Strategic Managers 3 Be able to implement a personal development plan Personal development plan: importance of having a plan – to provide a systematic or structured approach to decisions about what is needed to learn and how to plan to learn it. to develop a clear understanding of strengths and areas for development of leadership skills.1 construct a personal development plan that meets leadership development requirements identified in the skills audit 3. to become a critical. as well as interviews to identify the relevant skill sets to your job and your personal assets. Evaluate your skills using a personal SWOT. reviewing and monitoring plan. gaining support from others to achieve goals and work objectives Monitoring and evaluation: importance of keeping a working document.1 carry out a skills audit to evaluate the strategic skills needed to meet current and future leadership requirements 2. set date for next review.2 apply appropriate techniques to identify preferred learning style 3.1 use appropriate methods to evaluate personal skills required to achieve strategic goals 1. reflect on learning. set new objectives when others have been achieved D. identifying resources and support needed and available to meet objectives. Produce a simple tabulation of your skills profile. Assess your performance against these skill areas. Using a handful of models of learning styles evaluate your learning style.3 evaluate the impact of own learning against the achievement of strategic goals LO1 Be able to assess personal and professional skills required to achieve strategic goals LO2 Be able to conduct a skills audit to identify learning style LO3 Be able to implement a personal development plan F. College of Technology London Page 8 . self-directed learner. record results.2 use suitable methods to assess the outcomes of a personal development plan against personal work objectives 3. review on regular basis. NSO and NVQ materials. to evaluate progress of achievement towards goals.

3 evaluate the impact of own learning against the achievement of strategic goals Word limit suggested: GUIDANCE FOR THE ASSIGNMENT Instructions: • • • • You must following the assessment criteria above to ensure that you meet all of the criteria in order to pass the module.Professional Development for Strategic Managers Use Kolb. Honey and Mumford. Learning outcomes: 3. Be able to implement a personal development plan Assessment criteria 3.1 construct a personal development plan that meets leadership development requirements identified in the skills audit 3. Submission deadline: Check and comply with the assessments schedule in your course handbook. Be able to assess personal and professional skills required to achieve strategic goals 2.1 use appropriate methods to evaluate personal skills required to achieve strategic goals 1.2 apply appropriate techniques to identify preferred learning style Word limit suggested: ASSIGNMENT 2 Produce a Personal Development Plan Identify gaps for skills development taking into account any personal or professional objectives.2 apply techniques to assess the professional skills required to support the strategic direction of the organization 2.2 use suitable methods to assess the outcomes of a personal development plan against personal work objectives 3. Be as objective as you can. Suggest a strategy to close these gaps and relate this strategy to your personal or professional skill strengths. College of Technology London Page 9 . Flemimg’s VAK/VARK and Gregorc Mind Styles. Be able to conduct a skills audit to identify learning style Assessment criteria 1. Your assignment should be in report format You must include in your assignment a cover page with your details and your course details using the template provided.1 carry out a skills audit to evaluate the strategic skills needed to meet current and future leadership requirements 2. Use a tabulation – one field must be “as evidenced by” and demonstrate with a brief description of your behaviour. Learning outcomes: 1.

uk Chartered Management Institute www. 5. 3.trainingjournal. Megginson D and Whitaker V – Continuing Professional Development (CIPD. you must apply the Harvard System of Referencing in your work.5 and alignment should be Justify Ensure that all work has been proof-read and checked prior to submission. Ensure that the layout of your documents is in a professional format G. REFERENCES 1. Management Today (Haymarket Business Media) People Management (Chartered Institute of Personnel and Development) Professional Manager (Chartered Management Institute) Training Journal (www.cipd.businesslink.uk www.management-standards. Owen J – How to Lead.managementhelp.Professional Development for Strategic Managers • • • • • • Submission type: Check and comply with the assessments schedule in your course handbook. 4.uk Chartered Institute of Personnel and Development www. Gold J.mindtools. Burgoyne J and Boydell T – A Manager’s Guide to Self Development (McGraw-Hill Professional.gov. 3. References: Ensure that all references are quoted at the end of any question/document submitted. 2007) ISBN 1843981661 4.org. Allen M and Adair J – The Concise Time Management and Personal Development (Thorogood. 2010) ISBN 1843982447 3. 2009) ISBN 027372150X 5. Referencing guidelines are available on the Students Resources Portal Ensure that font style should be Arial or Times New Roman and font size should be 12 in all Assignments Ensure that (in paragraph) line spacing should be 1.co. 2006) ISBN 0077114701 Journals and newspapers 1. 4. Pedler M. 2nd Edition (Prentice Hall. www.com Time College of Technology London Page 10 . 2.com) Websites 1. 2.org www. Thorpe R and Mumford A – Leadership and Management Development (CIPD. 2003) ISBN 1854182234 2.

DEVELOPING STRATEGIC MANAGEMENT AND LEADERSHIP SKILLS TERM 1 College of Technology London Page 11 .5.

leadership and organisational direction. and the skills to be able to apply this understanding. • • • • • By the end of the sessions students should be able to: Understand the relationship between strategic management and leadership Apply management and leadership theory to support organisational direction Assess leadership requirements Plan the development of leadership skills Learning Outcomes: College of Technology London Page 12 . Seminars. Case studies. MODULE SUMMARY Module Code and Title: Developing Strategic Management and Leadership Skills (Core Module) DSL 10 2 assignments Lectures.Developing Strategic Management and Leadership Skills A. Level: Terms Taught: 7 1 Code: Credits: Assessments: Teaching Methods: Number of Lectures/workshops per week: 2 hours Contact Hours: 20 hours Aim: This unit provides the learner with an understanding of the links between strategic management.

organisations and subunits.Developing Strategic Management and Leadership Skills B. charismatic leadership (Weber. regulatory compliance. Learners will develop analytical and long-term planning skills through the use of case studies and research. economic climate. This unit gives an organisational perspective. impact of styles on strategic decisions. integrity leadership. improving organisational performance. but it offers learners an insight into how it can contribute to development of their strategic management and leadership skills through assessing requirements for their current or future job roles and measuring these against relevant National Occupational Standards. Conger and Kanungo). characteristics of the manager/leader. changes in reporting and control. C. The unit will help learners understand the impact of management and leadership styles on strategic decisions in differing situations. Applying management and leadership theories and models to specific situations will enable learners to assess their impact on organisational strategy. drivers. Higgs and Dulewicz Applicability to support organisational direction: factors eg efficiency. ethics and corporate social responsibility. interim leadership. strategic decision making. partnerships and alliances. turnaround leadership. including the influence of emotional intelligence on leadership effectiveness. innovation. Transactional Leadership (Bennis. through examining the competences and styles of successful leaders. Bass). contingency theory eg Fiedler. link between strategic management and leadership eg the skills of the leader to achieve the strategic objectives. tri-dimensional leadership theory (Yukl) Emotional intelligence: influence on leadership effectiveness. developing and leading high performance teams. followership. charismatic. College of Technology London Page 13 . cultural issues 3 Be able to assess leadership requirements Assess leadership requirements: generic challenges eg virtual organisations. definitions of leadership eg Mintzberg’s 10 Managerial Roles. Management and leadership style: style eg autocratic. reliability. size and stage of development of organisation eg business start-up versus established business. mergers and takeovers. influences on style eg culture of organisation. particularly the skills a leader needs to support organisational direction. diverse teams. The unit will draw on a selection of established principles. diversity. Finally. globalisation. creating. direct versus indirect leadership. situational theories eg Hersey and Blanchard. persuasive. studies on Emotional Quotient (EQ) eg Goleman. e-leadership. adaptation and human resources in sectors. bureaucratic. Vroom and Yetton. this unit will enable learners to research a range of management and leadership development methods and evaluate their in meeting the skills requirements for effective leadership. They will examine the links between strategic management and leadership. new technology. adapting management and leadership styles in different situations 2 Be able to apply management and leadership theory to support organisational direction Theories: universal theories such as Transformational Leadership. Learners will gain an insight into the current thinking on leadership from an organisational perspective. communicating and implementing change. UNIT CONTENT 1 Understand the relationship between strategic management and leadership Strategic management and leadership: functions of strategic management eg reviewing strategic aims and objectives. This will enable learners to assess how organisations can plan to meet current and future leadership requirements. participative. world threats. MODULE INTRODUCTION The main aim of this unit is to investigate how current thinking on leadership influences an organisation’s planning to meet current and future leadership requirements. restructuring. laissez-faire. constrainers and enablers.

emotional intelligence. developmental assessment centres. social intelligence. seminars. benefits of self-help activities eg learning from mistakes.Developing Strategic Management and Leadership Skills 4 Be able to plan the development of leadership skills Development of leadership skills: different methods of developing leaders through formal learning. changing methodology in leadership development programmes. College of Technology London Page 14 . the service environment is captivatingly pleasant. D. selfdirected learning. systems thinking. The situation is “an opportunity” to restore value.1 explain the link between strategic management and leadership 1. mentoring. viewing events from multiple perspectives. leadership competencies eg thinking and acting strategically. ability to learn. An under-performing book store chain has been acquired by a large leisure business. developing leaders versus recruiting as needed. the business has consistently been the strongest performer of a declining music and entertainment corporation. model for assessing future leadership requirements eg Council for Excellence in Leadership and Management diagnostic tools.2 create a leadership strategy that supports organisational direction 3. companies’ own universities. MODULE SCHEDULE The module schedule for the 10 weeks will be provided by your lecturer in class E. selfhelp and developmental activities eg training courses. The systems are competitive. Despite the high market awareness and some customers exhibiting considerable loyalty. The staff in the head office as well as all the store managers and staff are de-motivated.2 analyse the impact of management and leadership styles on strategic decisions 1.2 report on the usefulness of methods used to plan the development of leadership skills LO1 Understand the relationship between strategic management and leadership LO2 Be able to apply management and leadership theory to support organisational direction LO3 Be able to assess leadership requirements LO4 Be able to plan the development of leadership skills F.2 plan for the development of future situations requiring leadership 4.3 evaluate how leadership styles can be adapted to different situations 2. A manager (chief executive) for the business has been recruited.1 use appropriate methods to review current leadership requirements 3. job rotation. partnership with key academics.1 plan the development of leadership skills for a specific requirement 4. ASSESSMENTS ASSIGNMENT 1 Discuss the leadership approach alternatives identified below within the context of the following situation.1 review the impact that selected theories of management and leadership have on organizational strategy 2. reading articles. LEARNING OUTCOMES AND ASSESSMENT CRITERIA Learning Outcomes Assessment Criteria 1. the business still seriously underperforms. executive coaching. creating a learning climate. action learning.

2 create a leadership strategy that supports organisational direction Word limit suggested: 1500 – 2000 words ASSIGNMENT 2 You have been appointed CEO/MD of a chain of full service motor dealers covering several franchises. Bert Dalsavi who holds a post titled “Group Chief Executive” has informed you that there must be no dismissals. a real planned destination. the objectives.1 review the impact that selected theories of management and leadership have on organizational strategy 2. Sir L E Solon-Field who had a reputation as a racing driver in the 1960’s. Learning outcomes: 1. d. Focus the analysis on relating to the following areas: the strategic management challenge of the business. closures or loss of franchises. In the longer term they see it as becoming the most profitable business in their leisure corporation. and a set of meticulously developed set of service standards. He passes you a report produced by the world’s leading management consultants containing unimpeachable marketing research. College of Technology London Page 15 . accompanied by two words. Another gentleman. You leave the meeting and drive to your new office. Following this you conclude: a. He during the brief meeting with you has charged you with making them “Number One” before quickly disappearing into his walnut panelled multi secretaried office. Staffs do not know what they are supposed to do with “service” yet are technically competent.2 analyse the impact of management and leadership styles on strategic decisions 1. You have met the “chairman”. and where/when you feel the management team might be able to use or adapt the leadership style to achieve further profit maximisation goals possibly concentrating at the store level.3 evaluate how leadership styles can be adapted to different situations 2. Deduce under which situations one may be preferred over the others Following this discuss and evaluate which approach may be superior. c.1 explain the link between strategic management and leadership 1. Managers have a cynical perception of the information coming from head office. Contrast and compare Transformational Leadership with a more conventional Contingent style. Staff and managers want to keep their jobs and like working together. imperatives for leadership success. Delivering this change in performance is the new chief executive’s task.Developing Strategic Management and Leadership Skills The objective of the new owners is to make the business an atmospheric exciting place for the book buyer to go. b. Be able to apply management and leadership theory to support organisational direction Assessment criteria 1. In the next 2 weeks you visit all the franchises and meet all the managers and staff of the business unit you now lead. “follow these”. Understand the relationship between strategic management and leadership 2. Staff and managers do not know just how serious their underperformance and yet are happy in this ignorance. focus on the “charismatic” features of Transformational Leadership and the “adaptiveness” of Contingent.

5 and alignment should be Justify College of Technology London Page 16 . 2.2 report on the usefulness of methods used to plan the development of leadership skills Word limit suggested: 1500 – 2000 words GUIDANCE FOR THE ASSIGNMENT Instructions: • • • • • • • • You must following the assessment criteria above to ensure that you meet all of the criteria in order to pass the module. So far you are convinced they see you as an unknown quantity and there is some distance between you and “them”. Task Where are you? Where do you want “them” to go? How could you deliver them to the destination? Using your skills. Submission deadline: Check and comply with the assessments schedule in your course handbook. select.Developing Strategic Management and Leadership Skills Inspired. An audit of your leadership skills and also perhaps your subordinate managers (based on intelligent assumptions). Be able to plan the development of leadership skills Assessment criteria 3. References: Ensure that all references are quoted at the end of any question/document submitted. Referencing guidelines are available on the Students Resources Portal Ensure that font style should be Arial or Times New Roman and font size should be 12 in all Assignments Ensure that (in paragraph) line spacing should be 1.1 plan the development of leadership skills for a specific requirement 4. Fully explain all your choices and decisions using relevant theory. you set as your goal industry leading service standards. Submission type: Check and comply with the assessments schedule in your course handbook. Examine the objective and your resources.2 plan for the development of future situations requiring leadership 4. 3. However you are concerned as to what you should say and do to share your inspiration with the individuals reporting to you. you must apply the Harvard System of Referencing in your work. Plan the likely changes in leadership style you would probably find yourself having to perform.1 use appropriate methods to review current leadership requirements 3. Your assignment should be in report format You must include in your assignment a cover page with your details and your course details using the template provided. Learning outcomes: 3. break down the leadership “gaps you would need to close” including both your own and those of your managers. Be able to assess leadership requirements 4. judgement and imagination Produce 3 documents: 1. describe and justify the management leadership strategy you could implement.

Management Today (Haymarket Business Media) 2.managementhelp.uk .net . 2010) ISBN 0273724088 Journals 1. Thorpe R and Mumford A – Leadership and Management Development (CIPD. 2008) ISBN 0787984922 5. Ensure that the layout of your documents is in a professional format G.peterhoney.Articles and blogs on leadership challenges 3. Kouzes J M and Posner.co.com) Websites 1.org .com .org. Gold J. www.Chartered Institute of Personnel and Development 2. 9th Edition (Financial Times/Prentice Hall. www.uk .The Strategic Management Society College of Technology London Page 17 . 2009) ISBN 0330504193 2. 2009) 0749454806 3.Free management library for articles and blogs on leadership development planning 4.trainingjournal.Chartered Management Institute 5. Adair J – Effective Leadership: How to be a Successful Leader (Pan. People Management (Chartered Institute of Personnel and Development) 3.com . www. Professional Manager (Chartered Management Institute) 4.Questionnaires and trainer packs 6. Mullins L J – Management and Organisational Behaviour.cipd. www. Training Journal (www. 2010) ISBN 1843982447 4.leadershipnow. www.managers. REFERENCES Textbooks 1.Developing Strategic Management and Leadership Skills • • Ensure that all work has been proof-read and checked prior to submission. B Z – The Leadership Challenge. 4th Edition (Jossey-Bass. www. Adair J – How to Grow Leaders: The Seven Key Principles of Effective Leadership Development (Kogan Page.strategicmanagement.

STRATEGIC CHANGE MANAGEMENT TERM 1 College of Technology London Page 18 .6.

Level: Terms Taught: 7 1 Number of Lectures/workshops per week: 2 hours Contact Hours: 20 hours Aim: This unit provides the learner with the understanding and skills to support active engagement in the process of strategic change management. MODULE SUMMARY Module Code and Title: Code: Credits: Assessments: Teaching Methods: Strategic Change Management (Core Module) SCM 10 1 assignment Lectures. Seminars. Case studies.Strategic Change Management A. • • • • • By the end of the sessions students should be able to: Understand the background to organisational strategic change Understand issues relating to strategic change in an organization Lead stakeholders in developing a strategy for change Plan to implement models for ensuring ongoing change Learning Outcomes: College of Technology London Page 19 .

buildings. competitive edge. established economies in the western world. particularly those who feel that the change will have no positive benefits for them. systems modelling. organisational and external environment interventions 2 Understand issues relating to strategic change in an organisation Need for change: reasons for change eg changes in markets. vehicles. redundancy costs. Almost inevitably. technological advances. redundancies. demographics. Learners will develop an understanding of the models of strategic change and the role that stakeholders play in this process. shared values. Kurt Lewin’s change management model . re-engineering Factors driving the change: change drivers eg economics. C. They will then examine the need for change in a selected organisation and plan the implementation of a model for change. input transformation-output modelling. Once in place. autocratic versus participative style. multiple cause diagrams. contingency theory. mergers. but now change itself is changing at a fast rate. The phenomenal pace of change in countries such as China and India is impacting on older. economic downturns. can no longer sit back. physical resources eg equipment. even those in the public sector where ‘steady state’ was ever the watchword. change in mission. stakeholders need to have the opportunity to contribute to the development of the change strategy. skills. All organisations are being increasingly challenged by change. staff) framework. gap analysis Strategic interventions: teambuilding consensus and conflict. new programmes such as Total Quality Management (TQM). refurbishment of existing buildings 3 Be able to lead stakeholders in developing a strategy for change Systems to involve stakeholders: stakeholder analysis. progress towards change will need to be monitored. style.unfreeze. desire. budget pressures. action research. human process interventions. financial pressures. Burke-Litwin’s causal change model. knowledge. interviewing and hiring. environmental. structure. With such change comes uncertainty and insecurity. transition to a new chief executive. training. funding cuts. loss of markets. game play. Strategic change management is most effective when an organisation actively seeks the participation of all relevant stakeholders. proactive and reactive.Strategic Change Management B. need to be competitive Resource implication: human resources eg restructuring. Consequently. changes in global markets. transition and refreeze. If they are to have a sense of ownership. Organisations. size. restructuring operations. ability. This means that organisations need to have a proactive approach to strategic change management. relocation costs. new building. systems. reinformcement) model. change will generate resistance from some. legislation. Other people may resist change simply because they prefer the status quo. acquisitions. systems and sub-systems. Strategic change impacts on the human resources structure of the organisation and this often means a restructuring of the workforce or changes in working practices. UNIT CONTENT 1 Understand the background to organisational strategic change Models: John P Kotter's eight steps to successful change. configuration. College of Technology London Page 20 . human resources management interventions. A change management strategy will be effective only if it has the support of all stakeholders. MODULE INTRODUCTION Alvin Toffler’s famous comment ‘There is only one constant today and that is change’ was made some decades ago. McKinsey’s 7S (strategy. Kübler-Ross five stages transition (grief) cycle. customer expectations. creating synergy. Prosci’s five building blocks ADKAR (awareness. new technologies. rightsizing. technostructural interventions. they need to understand the issues that drive the need for change in their own organisations. new markets. political factors. ‘tropics’ factors. Organisations need to ensure that they have strategies in place to manage resistance to change and this should be part of the overall model that they adopt for managing the change. financial resources eg costs of training. major collaborations.

style. adjustments. structure. cultural web. group facilitation. flexibility Develop appropriate measures to monitor progress: eg goal-based evaluation. push and pull strategies. monitor changes). meetings. desire. optimise their support. communicate the vision. team building. develop an engagement strategy. resistance to the content of change. McKinsey’s 7S (strategy. Kübler-Ross five stages transition (grief) cycle. commitment development Involving stakeholders in the change management strategy: six steps stakeholder circle (identify stakeholders. direct versus indirect. matrix organisations. addressing needs. awareness raising. deadlines College of Technology London Page 21 . methods of involvement eg dialogue with individuals and groups. prioritise stakeholders. Strategies: eg open communications. empowerment. quality circles. gap analysis Plan to implement a model for change: organisational development. Prosci’s five building blocks ADKAR (awareness. contextual planning. milestones. education. minor versus major. regular reports. images of organisations. influencing skills. reinforcement) model. ability. developing and sharing a change plan Resistance to change: types of resistance eg individual versus collective. team development. systems.unfreeze. skills. Business Process Re-Engineering (BPR). knowledge. adhocracy. virtual organisation. consultation. functional and divisional structures. learning organisation. shared values. contingency planning. transition and refreeze. involvement. action research. Kaizen. forums. focus on the positives. presentations. delegating. behavioural versus verbal or attitudinal. progress reviews. meetings. change champions. listening to stakeholders. resistance to the process of change. delivering training programmes 4 Be able to plan to implement models for ensuring ongoing change Plan to develop appropriate models for change: choice of appropriate model eg John P Kotter's eight steps to successful change. feedback. Burke-Litwin’s causal change model. getting the support of all key power players. Kurt Lewin’s change management model . coaching. passive versus active. transformational leadership. staff) framework. delayering and right-sizing. network organisations. conflict handling. map their profiles. ownership of the change. outcome-based evaluation. process-based evaluation.Strategic Change Management divergence and convergence.

This article appeared in the “Guardian” newspaper recently.2 plan to implement a model for change 4. after hundreds of crew attending a meeting at Heathrow airport this month backed a proposal to put the deal to a wider vote. after two previous agreements were rejected by Unite. they need to understand the issues that drive the need for change in their own organisations.000 crew with a letter from its general secretary. The peace deal being voted on was thrashed out between McCluskey and BA's new chief executive. Keith Williams. Len McCluskey. Both sides issued conciliatory College of Technology London Page 22 . This means that organisations need to have a proactive approach to strategic change management.1 develop appropriate models for change 4.2 evaluate the relevance of models of strategic change to organisations in the current economy 1. ASSESSMENTS ASSIGNMENT 1 All organisations are being increasingly challenged by change. MODULE SCHEDULE The module schedule for the 10 weeks will be provided by your lecturer in class E.1 discuss models of strategic change 1. So far the only indication of support for the deal is approximate. The Unite trade union is preparing to post ballot papers to nearly 10. BA cabin crew vote this week to end 18 months of strife The agreement includes a two-year pay deal and the return of travel perks for staff who took part in walkouts last year British Airways cabin crew will begin voting on a peace deal this week that could end the airline's worst industrial dispute. LEARNING OUTCOMES AND ASSESSMENT CRITERIA Learning Outcomes Assessment Criteria 1.2 develop a change management strategy with stakeholders 3. The poll on the latest attempt to end the industrial conflict will close on 22 June.Strategic Change Management D.3 develop appropriate measures to monitor progress LO1 Understand the background to organisational strategic change LO2 Understand issues relating to strategic change in an organization LO3 Be able to lead stakeholders in developing a strategy for change LO4 Be able to plan to implement models for ensuring ongoing change F.1 examine the need for strategic change in an organisation 2.2 assess the factors that are driving the need for strategic change in an organisation 2.1 develop systems to involve stakeholders in the planning of change 3. recommending a vote in favour of the agreement.4 create a strategy for managing resistance to change 4.3 assess the resource implications of the organisation not responding to strategic change 3. 18 months after Unite opened its first strike ballot on the dispute. Consequently.3 assess the value of using strategic intervention techniques in organisations 2.3 evaluate the systems used to involve stakeholders in the planning of change 3.

3 assess the resource implications of the organisation not responding to strategic change 3.1 discuss models of strategic change 1. Hopes are high that an agreement can finally be reached and the company will be able to forge better working relationships with staff. In order to demonstrate your understanding of these issues.Strategic Change Management statements when the agreement was unveiled. driven by the chief executive. you are required to write a report that considers the following issues: • • • Analyse the recent history of British Airways and explain why changes have or are happening. BA is also creating a separate fleet of crew on different pay and conditions.2 evaluate the relevance of models of strategic change to organisations in the current economy 1. A central issue to this dispute is change and how it is managed within BA. has not been reversed. Learning outcomes: 1 Understand the background to organisational strategic change 2 Understand issues relating to strategic change in an organization 3 Be able to lead stakeholders in developing a strategy for change 4 Be able to plan to implement models for ensuring ongoing change Assessment criteria 1. Williams replaced Willie Walsh.1 examine the need for strategic change in an organisation 2." Its decision to cut staffing levels on long-haul flights. th Source: Guardian Newspaper 30 May 2011 The dispute has been running for nearly two years and has attracted media attention wordwide. we are confident that the future will be good. who became chief of BA's parent. It also gives the Acas conciliation service a role in arbitrating the cases of staff who were sacked or disciplined during the dispute. The agreement includes a two-year pay deal and the return of travel perks for thousands of staff who took part in 22 days of walkouts last year.4 create a strategy for managing resistance to change College of Technology London Page 23 . which Unite had initially opposed. BA passengers faced the threat of summer strikes after crew voted in March for walkouts for the fourth time since the dispute began.2 develop a change management strategy with stakeholders 3.1 develop systems to involve stakeholders in the planning of change 3. which cost BA £150m. If we embrace that. you are required to carry out further research and keep up to date with developments at British Airways. "There is a change within the management psyche at BA." BA said it was pleased to have reached a point where "we can put this dispute behind us. Develop an appropriate model for change. McCluskey said: "I don't think this is about winning or losing. Hopes for a resolution to the most high-profile industrial dispute since the 2002 firefighters' strike rose after a change at the top of Unite and BA. which triggered the dispute in 2009. If there is any victory. incorporating issues related to the changes that have or are happening within BA Make recommendations about developing a strategy for change and how BA can plan to implement the chosen model for change. Before the deal was struck. International Airlines Group. while McCluskey assumed control from the joint general secretaries Tony Woodley and Derek Simpson. In order to successfully complete this assignment." said McCluskey.3 evaluate the systems used to involve stakeholders in the planning of change 3. it is a victory for common sense.2 assess the factors that are driving the need for strategic change in an organisation 2.3 assess the value of using strategic intervention techniques in organisations 2. Speaking after recommending the deal to crew at Heathrow this month. with Unite's leader praising the approach of his BA counterpart this month. Both sides have resisted sounding triumphalist amid hopes at senior levels that the dispute is coming to an end.

2007) ISBN 0749450711 Nelson S – Implementing for Results (ALA Editions. 2007) ISBN 0273704141 Diamond M A and Allcorn. 2008) ISBN 0070137889 Leban B – Managing Organizational Change. Referencing guidelines are available on the Students Resources Portal Ensure that font style should be Arial or Times New Roman and font size should be 12 in all Assignments Ensure that (in paragraph) line spacing should be 1. 2007) ISBN 0470897163 Lewis S. Submission deadline: Check and comply with the assessments schedule in your course handbook. References: Ensure that all references are quoted at the end of any question/document submitted. 2007) ISBN 0787987662 Goncalves M – Change Management: Concepts and Practice (American Society of Mechanical Engineers. 2009) ISBN 0838935796 Stewart Black.1 develop appropriate models for change 4. 2007) ISBN 0749445076 Helms-Mills J.3 develop appropriate measures to monitor progress Word limit suggested: 3000 words GUIDANCE FOR THE ASSIGNMENT Instructions: • • • • • • • • • • You must following the assessment criteria above to ensure that you meet all of the criteria in order to pass the module. Passmore P and Cantore S – Appreciative Inquiry for Change Management (Kogan Page. Dye K and Mills A J – Understanding Organizational Change (Routledge. 2007) ISBN 0415393302 Fullan M – Leading in a Culture of Change (Jossey-Bass.Strategic Change Management 4. 2008) ISBN 0132319845 College of Technology London Page 24 .5 and alignment should be Justify Ensure that all work has been proof-read and checked prior to submission. Ensure that the layout of your documents is in a professional format G. 2009) ISBN 0749453109 Carnall C – Managing Change in Organizations. Your assignment should be in report format You must include in your assignment a cover page with your details and your course details using the template provided. REFERENCES Textbooks Blake I and Bush C – Project Managing Change: Practical Tools and Techniques to Make Change Happen (Financial Times/ Prentice Hall. 5th Edition (Financial Times/Prentice Hall. US. 2nd Edition (John Wiley and Sons.2 plan to implement a model for change 4. 2008) ISBN 0804758751 Kehoe D – Leading and Managing Change (McGraw-Hill Professional. J and Gregersen H B – It Starts with One: Changing Individuals Changes Organizations (Wharton School Publishing. Griffiths A and Benn S – Organizational Change for Corporate Sustainability (Routledge. S – Private Selves in Public Organizations: The Psychodynamics of Organizational Diagnosis and Change (Palgrave Macmillan. you must apply the Harvard System of Referencing in your work. 2009) ISBN 0230613098 Dunphy D. 2007) ISBN 0791802647 Green M – Change Management Masterclass (Kogan Page. 2008) ISBN 0273720457 Cameron E and Green M – Making Sense of Change Management (Kogan Page. Submission type: Check and comply with the assessments schedule in your course handbook. 2008) ISBN 041535577X Herold D M and Fedor D B – Change the Way You Lead Change (Stanford University Press.

businessballs.Articles on the framework for change College of Technology London Page 25 .com .12manage. Berkeley) European Management Journal (Elsevier) Harvard Business Review (Harvard Business Publishing) Journal of General Management (Braybrooke Press Ltd) Journal of Management Studies (John Wiley and Sons) Management Today (Haymarket Business Media) MIT Sloan Management Review (Massachusetts Institute of Technology) Websites www.themanager.The ‘7s’ model of change www.com .managementhelp.Articles on strategic change and further links www.Strategic Change Management Journals Academy of Management Journal (Academy of Management) British Journal of Management (John Wiley and Sons) California Management Review (University of California.org .changingminds.Change management articles and links www.org .Useful articles on strategic change by leading theorists www.mindtools.org .com .Lewin’s change management model www.

7. STRATEGIC HUMAN RESOURCES MANAGEMENT TERM 1 College of Technology London Page 26 .

MODULE SUMMARY Module Code and Title: Code: Credits: Assessments: Teaching Methods: Strategic Human Resource Management SHR 10 3 assignments Lectures. Seminars. • • • • • By the end of the sessions students should be able to: Understand how the strategic management of human resources contributes to the achievement of organisational objectives Develop human resource plans for an organization Understand human resources policy requirements in an organization Examine human resources management in an organisation Learning Outcomes: College of Technology London Page 27 .Strategic Human Resource Management A. Case studies. Level: Terms Taught: 7 1 Number of Lectures/workshops per week: 2 hours Contact Hours: 20 hours Aim: This unit provides the learner with an understanding of how the effective strategic management of human resources supports the achievement of organizational purposes and provides the skills to apply this understanding in an organizational context.

increase in productivity. employee development Human resource requirements: identifying personnel requirements (numbers. location of operations. milestones. Organisations that are good employers are more likely to attract and keep good staff. UNIT CONTENT 1 Understand how the strategic management of human resources contributes to the achievement of organisational objectives Human resource management (HRM): definition. MODULE INTRODUCTION Strategic human resource management is concerned with the management of human resources in ways that support an organisation’s strategy and contribute to the achievement of organisational goals. skill requirements. industrial. training. HRM strategy. business competition. business focus of HRM strategy. regional. resources required. characteristics of HRM approach. D Guest. Human resource planning provides the mechanisms through which organizations can ensure that they have sufficient staff of the right quality now and in the future to enable their successful functioning. The structure and culture of organisations affects human resource management. impact of organisational strategy on HRM strategy. experience. criteria for success. measurable. internal factors eg labour requirements. alignment of organisational and HRM strategies. capital for labour substitution. increase in efficiency. time-based) targets College of Technology London Page 28 . creating value. labour market competition. human capital management. In other instances. developing staff and succession planning. labour market competition Human resource planning: purposes (recruitment. medium. organisations may wish to demonstrate good corporate practice in matters relating to employment. upskilling. workforce profiles. the retention of staff. there is a legal or regulatory requirement that insists on the existence of these policies. government policies eg employment.Strategic Human Resource Management B. changing nature of work. business decline. HRM strategy and organisational performance. In many cases. M Patterson. HRM activities. It takes a long-term perspective on how human resources can be matched to organisational requirements and considers broader matters such as the quality and commitment of the human resource to an organisation. match personnel to organizational requirements. The nature of the changing business environment requires adaptable strategic human resource plans. efficient human resource management 2 Be able to develop human resource plans for an organisation Business factors: business growth. long-term). qualifications). benefits. Organisations have a range of human resources policies that explain how human resources are managed. re-skilling. influence of HRM strategy on organisational strategy. models of HRM eg contingency model. C. skill sets. setting SMART (specific. labour cost control. HRM and personnel management Strategy: organisational strategy. outcomes. realistic. succession planning). as well as downsizing and relocation. learners will understand how human resource strategy and policies enable personnel to work in ways that contribute to the overall effectiveness of organisations in both the short and long term. By examining human resource management. best practice model. The publication of lists of companies that are good employers indicates how structure and culture affect personnel and how the perceptions of other parties are shaped by how employees feel about working for particular organisations. employee development. planning horizons (short. achievable. supply of labour. external factors eg demand for labour. business change. education. impact of technology. need to be accommodated in human resource plans. retention. business case eg costs. Harvard Framework. benefits of HRM strategy for organisations. Issues such as the recruitment of staff.

European Working Time Directive. whistleblowing/protected disclosures. HRM service level agreements and standards. National Minimum Wage Act 1998. Race Relations Amendment Act 2000. utility analysis to evaluate the costs and benefits of HRM activities. decentralisation. forms of structure and the impact on HRM eg functional. Handy. benchmarking HR performance. Mintzberg. evaluating HRM performance using performance indicators. quantitative measures eg productivity.Strategic Human Resource Management 3 Understand human resources policy requirements in an organisation Human resource management policies: recruitment and selection. gathering information about HRM performance. discipline. equality. Sex Discrimination Act 1995/1997. Data Protection Act 1998 4 Be able to examine human resources management in an organisation Structure and culture: theories of organisational structure eg Weber. stakeholder perspectives. performance improvement. proposing improvements College of Technology London Page 29 . relationships between culture and the HRM function Effectiveness: HRM components to be monitored (HRM strategy. Race Relations Act 1992. centralisation. working time and time off. HRM policies. geographical. product based. human resource use. Employment Relations Act 2004. developing performance indicators. contractual terms and conditions and data protection (up-to-date legislation must be used) – Employment Act 2008. benefits and expenses. discrimination. organisational culture. divisional. Equal Pay Act 1970. bullying and harassment. dismissal and grievance. HRM operations). Schein. confidentiality of information. change management. Work and Families Act 2006. matrix. output per person. health and safety. contribution of HRM to achievement of organisational goals. employee retention. inefficiencies. cost savings. smoking. training and development. Disability Discrimination Acts 1995 and 2005. copyrights). maternity/paternity. purposes of policies Employment legislation: legal and regulatory requirements relating to pay. rewards. employment rights and responsibilities. costs. benefits. intellectual property (patents. pay. Hofstede. qualitative measures eg employee attitude surveys. equality and diversity. theoretical models of culture eg Handy. Employment Rights Act 1996. drugs and alcohol. staff turnover. efficiencies.

The Oaks Hotels’ executive board is determined to retain the group’s status in the market via a strong cost leadership strategy backed up with strong customer service values and the Board have instructed the senior management (operational management) team to ensure that the motto is reflected in all the hotels policies and procedures. College of Technology London Page 30 .1 explain the importance of strategic human resource management in organisations 1. MODULE SCHEDULE The module schedule for the 10 weeks will be provided by your lecturer in class E. ASSESSMENTS CASE STUDY: OAKS HOTELS Oaks Hotels is a hotel group in the UK with 20hotels. It has a distinctive brand within the industry and is understandably proud of its growth.3 examine how the effectiveness of human resources management is monitored in an organisation 4. which has been steady over the last 10 years.1 analyse the business factors that underpin human resource planning in an organisation 2.2 assess the human resource requirements in a given situation 2.3 evaluate the contribution of strategic human resource management to the achievement of an organisation’s objectives 2.1 explain the purpose of human resource management policies in organisations 3.2 analyse the impact of an organisational culture on the management of human resources 4.2 assess the purpose of strategic human resource management activities in an organisation 1.Strategic Human Resource Management D.3 develop a human resources plan for an organization 2.2 analyse the impact of regulatory requirements on human resource policies in an organisation 4. with the company’s motto being “We provide excellent standards that make our customers want to return to our hotels again and again”.1 analyse the impact of an organisational structure on the management of human resources 4. The hotels range from sites that include castles to movie theatres. LEARNING OUTCOMES AND ASSESSMENT CRITERIA Learning Outcomes Assessment Criteria 1.4 critically evaluate how a human resources plan can contribute to meeting an organisation’s objectives 3.4 make justified recommendations to improve the effectiveness of human resources management in an organisation LO1 Understand how the strategic management of human resources contributes to the achievement of organisational objectives LO2 Be able to develop human resource plans for an organization LO3 Understand human resources requirements in an organisation policy LO4 Be able to examine human resources management in an organisation F.

Strategic Human Resource Management The senior management is keen that the management of each hotel remains local and Hotel Managers are expected to run their hotel with this in mind whilst maintaining specific group standards. Each hotel has a Hotel Manager.3 evaluate the contribution of strategic human resource management to the achievement of an organisation’s objectives Word limit suggested: 1000 words Assignment 2 Assignment brief The company is planning to open 3 new hotels in the coming 12 months and needs to develop a strong recruitment and selection process in order to attract and retain the high calibre of staff required to reflect the company’s motto. training and performance management are carried out. As part of the expansion there will be a need to recruit 90 restaurant staff and currently there is no standard job description or person specification so restaurant staff is recruited based only on their College of Technology London Page 31 . There is a need for a more strategic approach to be taken towards Human Resource Management together with looking at how related activities such as reward.1 explain the importance of strategic human resource management in organisations 1. This leads to varying levels of staff turnover with some hotels reporting 20% and others nearly 80%. There is no overall group strategy towards Human Resource Management activities. mostly in the London area. Reception Manager. Currently the HR Managers in each hotel are responsible for the recruitment and selection of staff and there is no set recruitment procedure adopted throughout the organisation. Understand how the strategic management of human resources contributes to achievement of organisational objectives Assessment criteria 1. It is accepted by the senior management that to ensure the on. Accounts Manager and employs approximately 150 staff with an average of 40 bedrooms.2 assess the purpose of strategic human resource management activities in an organisation 1. Housekeeping Manager. Learning Outcome 1. as not only does this affect the local labour market but also because the Eastern European workers frequently leave after a few months resulting in high labour turnover in several hotels. Assignment 1 Assignment brief Explain the importance of strategic human resources management to Oaks Hotels and then go on to assess the purpose of Human Resources Management activities to the organisation and how these can contribute to the achievement of the organisational objectives. HR Manager. Food Services Manager.going reputation of the group that they need to improve the current recruitment and selection processes to attract high quality staff and encourage higher levels of staff retention through competitive reward strategies and high quality training. The one challenge for the group is the need to reduce staff turnover which is not below 56% overall. Current concerns regarding the movement of Eastern European workers are topical for Oaks.

Attendance/ punctuality College of Technology London Page 32 .Customer satisfaction results for each hotel . As the Group HR Manager you need to develop a performance management system for Oaks Hotels that will create this alignment. It has been recognised that a more formal and structured human resource planning process needs to be developed. Human Resource Planning activities need to link to the wider Human Resource Management policies as indicated earlier in the case study. Recruitment has tended to be by word of mouth and personal recommendation and only very occasionally do hotels advertise for staff. The criteria that are used to measure individual performance are as follows: .1 explain the purpose of human resource management policies in an organisation 3. the performance of all the employees is reviewed by their respective line manager in each hotel. Based on their individual performance. Each line manager has a budget and once they have completed their reviews.2 assess the human resource requirements in a given situation 2.1 analyse the business factors that underpin human resource planning in an organisation 2. Be able to develop human resource plans for the organisation 3.Absence . 1.2 analyse the impact of regulatory requirements on human resource policies in an organisation Word limit suggested: 1000 words Assignment 3 Assignment brief Oaks Hotels is at the stage in their growth where they realise that they must align the overall business strategy with the Human Resources strategy and that the performance of the employees is critical to organisational success. if any. the proposed increases will be forwarded to the hotel manager for his/ her approval. 3. Understand human resources policy requirements in an organisation Assessment criteria 2. Explain the human resource management policies that will need to be established to support Oaks Hotels in the future taking into account any relevant legislation. Individual performance needs to be aligned with organisational performance so introducing a more rigorous approach that measures individual performance against organisational performance is required.4 critically evaluate how a human resources plan can contribute to meeting an organisation’s objectives 3. 2.3 develop a human resources plan for an organisation 2. Develop a human resources plan based on the recruitment requirements for the technical engineers and then evaluate the plan to demonstrate how it will meet the needs for the organisation. Explain the purpose of human resource planning and how it can support Oaks Hotels achieve its recruitment needs. that an employee will receive. Learning Outcomes 2.Strategic Human Resource Management previous experience working in restaurants. the line manager will decide the amount of increase. There is no formal performance management system currently in place and once a year.

2007) ISBN 027368163X Journals/newspapers Management Today (Haymarket Business Media) College of Technology London Page 33 . Lewis P. Submission deadline: Check and comply with the assessments schedule in your course handbook. 2. Submission type: Check and comply with the assessments schedule in your course handbook. 2008) ISBN 0749453753 Holbeche L – Aligning Human Resources and Business Strategy. Carry out a SWOT analysis that links to the culture and structure of the organisation andreflects the company motto. Thornhill A and Morrow T – Strategic Human Resource Management: Contemporary Issues (Financial Times/Prentice Hall. 2008) ISBN 0750680172 Saunders M. References: Ensure that all references are quoted at the end of any question/document submitted. identify and justify 5 performance indicators that will align with the company motto and fit with the culture and structure of CTL Software. Ensure that the layout of your documents is in a professional format G.2 analyse the impact of an organisational culture on the management of human resources 4. Learning Outcome 4. REFERENCES Textbooks th Armstrong M – Strategic Human resource Management: A Guide to Action. Referencing guidelines are available on the Students Resources Portal Ensure that font style should be Arial or Times New Roman and font size should be 12 in all Assignments Ensure that (in paragraph) line spacing should be 1.Strategic Human Resource Management To enable you to put forward your proposals for a performance management system you need to carryout the following tasks: 1. 4 Edition (Kogan Page.3 examine how the effectiveness of human resources management is monitored in an organisation Word limit suggested: 1000 words GUIDANCE FOR THE ASSIGNMENT Instructions: • • • • • • • • • • You must following the assessment criteria above to ensure that you meet all of the criteria in order to pass the module. Be able to examine human resources management in an organisation Assessment criteria 4. you must apply the Harvard System of Referencing in your work. Your assignment should be in report format You must include in your assignment a cover page with your details and your course details using the template provided. The performance management system will apply to all employees in each hotel. Based on the SWOT analysis.5 and alignment should be Justify Ensure that all work has been proof-read and checked prior to submission. Millmore M. 2nd Edition (Butterworth-Heinemann.1 analyse the impact of an organisational structure on the management of human resources 4.

co.businesslink.org .Free management library with links to human resource management articles College of Technology London Page 34 .The Chartered Institute of Personnel and Development has a range of material on strategic human resource management www.uk .managementhelp.Strategic Human Resource Management People Management (Chartered Institute of Personnel and Development) Professional Manager (Chartered Management Institute) The Economist (The Economist Newspaper Ltd) has articles on human resource related topics from time to time Websites www.cipd.Business Link – information on human resource management policies www.gov.uk .

DEVELOPING CORPORATE CULTURE TERM 1 College of Technology London Page 35 .8.

Level: Terms Taught: 7 1 Number of Lectures/workshops per week: 2 hours Contact Hours: 20 hours Aim: This unit provides the learner with an understanding of the importance of corporate culture in an organisation’s success. Seminars. MODULE SUMMARY Module Code and Title: Code: Credits: Assessments: Teaching Methods: Developing Corporate Culture DCC 5 3 assignments Lectures. Case studies. and the managerial skills to influence the achievement of that culture • • • • By the end of the sessions students should be able to: Understand how the characteristics of corporate culture affect the achievement of organizational objectives Propose organizational values that will influence corporate climate Develop strategies to communicate with stakeholders of an organisation who belong to different cultural groups Learning Outcomes: College of Technology London Page 36 .Developing Corporate Culture A.

values. understanding management styles. professional cultures Models of organisational culture: Charles Handy – power. importance of developing cohesive culture in merged organizations 2 Be able to propose organisational values that will influence corporate climate Climate profile: how climate is defined. C. effectiveness. can influence it. difference between climate and culture. negotiation. Although the unit is underpinned by an exploration of relevant theory. crisis of ethics in business and the new emphasis on value leadership – framework for developing and supporting strong corporate core values College of Technology London Page 37 . definitions of organisational culture. management. diverse and repeatedly restructured working environment. customs and language. and how to develop a climate appropriate to the desired culture.Developing Corporate Culture B. role. successful and unsuccessful cases. procedures. This unit focuses on the importance of understanding culture and climate in a globalised. They will have the opportunity to investigate the development of these values. Johnson and Scholes cultural web. models of culture eg Trompenaars’s implicit-explicit factors. links to organisational objectives Organisational culture: industry culture. climate and values. and technologies are supported by a culture that reinforces consistently what the organization is about. effective communications and rationale. MODULE INTRODUCTION The development of an appropriate culture is vital to the success of an organisation. national and supranational culture. the climate in the workplace and the extent to which they. culture at ascending levels. Learners will find out that establishing an organisation's vision and values is an important step in developing the desired culture. Hofstede and Trompenaars Impact on achievement of organisational objectives: areas of differences and potential misunderstandings – communications. The unit explores cultural issues at national and organisational levels and the differences between culture. understanding the climate that is required. They will develop realistic strategies for interacting effectively with people from different cultures and for contributing to the development of organisational culture. buyer behaviour. It could be said that all the best policies. organisational change programmes – activities. practices and customs. Learners will explore work that has already been carried out to develop an understanding of both national and organisational cultural dimensions. key aspects of organisational climate eg flexibility. as managers. This will include the development of communications strategies for stakeholders that take into account of differences in beliefs. cultural shock. impact of management practices on climate. person and task cultures. impact of climate on efficiency and effectiveness Methods of improving climate: recognising that ‘improve’ may mean change because a particular climate is no longer appropriate. team commitment. Schein’s three levels National cultures: methods of classifying national culture eg the work of Laurent. This understanding will allow them to consider how this affects their interaction with stakeholders from different cultural groups. and how a manager can interact effectively in different cultural settings and influence the development of a desired organisational culture. rewards. standards. sub-cultures. UNIT CONTENT 1 Understand how the characteristics of corporate culture affect the achievement of organisational objectives Culture: culture as shared values. continual review Values: values or core values as a part of organisational culture. This unit gives learners the opportunity to explore the dynamic link between an organisation’s objectives and its desired culture. clarity. the intention is that learners apply their learning to specific organisations and situations. misinterpreting conflicting cultural signals eg work of Trompanaars and Hampden-Turner 1998. responsibility.

2 recommend ways to improve corporate climate in an organisation 2.2 explain the difference between organisational and national culture 1.3 develop new communication strategies for stakeholders of an organisation that address differences in belief. customs and language) Communicating effectively: strategies. MODULE SCHEDULE The module schedule for the 10 weeks will be provided by your lecturer in class E. communities.1 evaluate the existing climate of an organisation 2.2 evaluate the effectiveness of an organisation’s existing communication strategies 3. This article appeared in the “Guardian” newspaper recently. employees.3 analyse the corporate cultural profile in an organisation 1. intercultural communication skills D. customs and language LO1 Understand how the characteristics corporate culture affect the achievement organizational objectives of of LO2 Be able to propose organizational values that will influence corporate climate LO3 Be able to develop strategies to communicate with stakeholders of an organisation who belong to different cultural groups F. ASSESSMENT This module requires you to consider the importance of understanding culture and climate in a globalised. diverse and repeatedly restructured working environment. consumers. governments. acculturation programmes.1 explain how models of organisation culture can be used to achieve organizational objectives 1. business partnerships and alliances – the increasing need to cooperate with people from different cultural groupings (including beliefs. BA cabin crew vote this week to end 18 months of strife The agreement includes a two-year pay deal and the return of travel perks for staff who took part in walkouts last year College of Technology London Page 38 . and how to develop a climate appropriate to the desired culture. values.Developing Corporate Culture 3 Be able to develop strategies to communicate with stakeholders of an organisation who belong to different cultural groups Stakeholders: customers. values.4 discuss the impact of an organisation’s corporate culture in achieving its objectives 2.3 propose a framework of organisational values that meet the specific strategic and operational needs of an organisation 3. developing self-awareness of own and organisational culture.1 identify internal and external stakeholders of an organisation 3. benefits of a diverse workforce. LEARNING OUTCOMES AND ASSESSMENT CRITERIA Learning Outcomes Assessment Criteria 1. identifying potential barriers and ensuring strategies overcome them. shareholders.

Williams replaced Willie Walsh. which cost BA £150m. So far the only indication of support for the deal is approximate. Both sides issued conciliatory statements when the agreement was unveiled. it is a victory for common sense. has not been reversed. Hopes are high that an agreement can finally be reached and the company will be able to forge better working relationships with staff. models and techniques. In order to demonstrate your understanding of these issues. The Unite trade union is preparing to post ballot papers to nearly 10. you are required to carry out further research and keep up to date with developments at British Airways. 18 months after Unite opened its first strike ballot on the dispute. Keith Williams. while McCluskey assumed control from the joint general secretaries Tony Woodley and Derek Simpson. which triggered the dispute in 2009. The poll on the latest attempt to end the industrial conflict will close on 22 June. after hundreds of crew attending a meeting at Heathrow airport this month backed a proposal to put the deal to a wider vote. International Airlines Group. The peace deal being voted on was thrashed out between McCluskey and BA's new chief executive." BA said it was pleased to have reached a point where "we can put this dispute behind us. make recommendations for new organisational values that will influence the corporate climate Develop strategies to effectively communicate these values with stakeholders of British Airways.Developing Corporate Culture British Airways cabin crew will begin voting on a peace deal this week that could end the airline's worst industrial dispute. BA is also creating a separate fleet of crew on different pay and conditions. BA passengers faced the threat of summer strikes after crew voted in March for walkouts for the fourth time since the dispute began. Your answer should make reference to appropriate academic reading. Speaking after recommending the deal to crew at Heathrow this month." said McCluskey.000 crew with a letter from its general secretary. If there is any victory. theories. Using this knowledge and referring to appropriate reading. McCluskey said: "I don't think this is about winning or losing. If we embrace that. after two previous agreements were rejected by Unite. th Source: Guardian Newspaper 30 May 2011 The dispute has been running for nearly two years and has attracted media attention worldwide. It also gives the Acas conciliation service a role in arbitrating the cases of staff who were sacked or disciplined during the dispute. A key factor for success will be the development of an appropriate corporate culture . Len McCluskey. • In order to successfully complete this assignment. Before the deal was struck. Learning Outcome College of Technology London Page 39 ." Its decision to cut staffing levels on long-haul flights. recommending a vote in favour of the agreement. The agreement includes a two-year pay deal and the return of travel perks for thousands of staff who took part in 22 days of walkouts last year. Recognise that they will belong to different cultural groups. Explain how it could affect the achievement of organisational objectives. driven by the chief executive. "There is a change within the management psyche at BA. theories. which Unite had initially opposed. Hopes for a resolution to the most high-profile industrial dispute since the 2002 firefighters' strike rose after a change at the top of Unite and BA. Both sides have resisted sounding triumphalist amid hopes at senior levels that the dispute is coming to an end. with Unite's leader praising the approach of his BA counterpart this month. we are confident that the future will be good. who became chief of BA's parent. models and techniques • Carry out some further research into current practices and outline any recent changes that may impact on the corporate culture. you are required to write a report that considers the following issues: • Outline the characteristics of the current corporate culture at Britiah Airways .

1 identify internal and external stakeholders of an organisation 3.3 propose a framework of organisational values that meet the specific strategic and operational needs of an organisation 3. Chaney L and Martin J – Intercultural Business Communication. Be able to propose organizational values that will influence corporate climate 3.1 explain how models of organisation culture can be used to achieve organizational objectives 1. Submission type: Check and comply with the assessments schedule in your course handbook.2 recommend ways to improve corporate climate in an organisation 2. Your assignment should be in report format You must include in your assignment a cover page with your details and your course details using the template provided.Developing Corporate Culture 1. Brooks I – Organisational Behaviour: Individuals. 4th Edition (Financial Times/Prentice Hall. 2nd Edition (Financial Times/Prentice Hall. Understand how the characteristics of corporate culture affect the achievement of organizational objectives 2. Be able to develop strategies to communicate with stakeholders of an organisation who belong to different cultural groups Assessment criteria 1.3 develop new communication strategies for stakeholders of an organisation that address differences in belief. values.2 evaluate the effectiveness of an organisation’s existing communication strategies 3. REFERENCES Textbooks 1. 2005) ISBN 0131860097 College of Technology London Page 40 . 2008) ISBN 0273715364 2. 4th Edition (Prentice Hall.2 explain the difference between organisational and national culture 1. 1998) ISBN 0273631470 3. Groups and Organisations. customs and language Word limit suggested: 3000 words GUIDANCE FOR THE ASSIGNMENT Instructions: • • • • • • • • • • You must following the assessment criteria above to ensure that you meet all of the criteria in order to pass the module.4 discuss the impact of an organisation’s corporate culture in achieving its objectives 2. you must apply the Harvard System of Referencing in your work.1 evaluate the existing climate of an organisation 2. Submission deadline: Check and comply with the assessments schedule in your course handbook. Ensure that the layout of your documents is in a professional format G. References: Ensure that all references are quoted at the end of any question/document submitted. Referencing guidelines are available on the Students Resources Portal Ensure that font style should be Arial or Times New Roman and font size should be 12 in all Assignments Ensure that (in paragraph) line spacing should be 1.5 and alignment should be Justify Ensure that all work has been proof-read and checked prior to submission. Brown A – Organisational Culture.3 analyse the corporate cultural profile in an organisation 1.

Business Strategy Review (John Wiley and Sons) 3. Schein E H – Organizational Culture and Leadership. 3rd Edition (Jossey-Bass. Websites 1. Handy C – Understanding Organizations (Allen Lane.org.Extracts from Harvard Business Review articles 4.co.ccl.edu . 2nd Edition (Financial Times/Prentice Hall. 2nd Edition (Sage.uk .Developing Corporate Culture 4.Hay Group – information on assessing climate in work groups 3. 2001) ISBN 0803973233 8.org . Hofstede G and Hofstede G J – Cultures and Organizations: Software for the Mind (McGraw-Hill Professional.managers. www. Goffee R and Jones G – The Character of a Corporation (Profile Business.harvard. Handy C – Gods of Management (Souvenir Press Ltd. Hofstede G – Culture’s Consequences.uk .The Chartered Management Institute – searchable database which members can use to access journal articles and other publications 5. Academy of Management Perspectives (Academy of Management) 2. Rollinson D – Organisational Behaviour and Analysis: An Integrated Approach. Harvard Business Review (Harvard Business Publishing) 4. People Management (Chartered Institute of Personnel and Development) 8. 2009) ISBN 0285638440 7. 2004) ISBN 0071439595 9. www. Journal of World Business (Elsevier) 6.nationmaster. Copies of articles from the above journals can be obtained from the CharteredManagement Institute. 2003) ISBN 1861976399 5.com International statistics on a variety of subjects College of Technology London Page 41 .Center for Creative Leadership – a nonprofit educational institution offering research findings in areas of creative leadership 2. Management Today (Haymarket Business Media) 7. 2005) ISBN 0713997796 6. 2004) ISBN 0787968455 Journals 1.hbsp. www. www. www.haygroup. International Journal of Project Management (Elsevier) 5. 2003) ISBN 0582820766 10.

9. DEVELOPING SUCCESSFUL BUSINESS TEAMS TERM 1 College of Technology London Page 42 .

Seminars. This requires a commitment to open communication throughout the team.Developing Successful Business Teams A. Developing individual team members includes assigning personal goals that suit the strengths and skills of the individual. and ensuring that each member feels that their contribution to the team's overall task is valued. MODULE SUMMARY Module Code and Title: Code: Credits: Assessments: Teaching Methods: Developing Successful Business Teams DSB 5 1 assignments Lectures. • • • • By the end of the sessions students should be able to: Understand the features of successful business teams affect the achievement of organizational objectives Support team development Monitor the performance of teams Learning Outcomes: B. team member satisfaction will be derived not only from the achievement of tasks but also from the quality of team relationships and the more social aspects of teamwork. Case studies. For example. Signs of conflict in a team need to be resolved quickly as they can affect the stability and purpose of the team. Team goals should be the foundation for developing successful business teams. MODULE INTRODUCTION Many organisations now focus on teams as a key element in their organizational structure. Planning to establish a successful business team requires an understanding of team dynamics and the importance of leading and developing of a team. Only then will they be able to work effectively as a team and meet their objectives. They have to be planned and supported if they are to become successful. Team dynamics are concerned with how teams evolve and the processes that determine whether the team is successful or not. successful teams do not happen as a matter of chance. Goals should be College of Technology London Page 43 . Level: Terms Taught: 7 1 Number of Lectures/workshops per week: 2 hours Contact Hours: 20 hours Aim: This unit provides the learner with an understanding of the factors needed to create successful business teams and enables them to develop skills for effective management and participation in successful business teams. Building and maintaining a successful business team involves fostering constructive relationships between team members. Maintaining levels of motivation in all team members is a crucial aspect of successful business teams. However.

gathering information. agreeing the problem. communication through knowledge. importance of fairness and openness College of Technology London Page 44 . characteristics of successful business teams eg participative leadership. milestones. Herzberg’s Motivation-Hygiene theory. performing). thought-showers/buzz groups. self-managed team. measurable framework whilst being flexible and adaptable in the light of changing circumstances. performance data. loyalty. proportion of work checked). building inter. Transformational Leadership. training. making adjustments to plans. succeeding. contribution of team roles to the team. shared goals and objectives. Bass) 2 Be able to support team development Stages of team development: models of developmental stages eg Tuckman (forming. perceived lack of fairness. timing. Honey’s chaotic. Hersey-Blanchard Situational Leadership model. learning. quantity-based measures (level of production. differences between team roles. Maslow’s Hierarchy of Needs. shared responsibility. development Open communication and team development: participative decision making. Transactional Leadership (Bennis. communication channels.Developing Successful Business Teams SMART and provide a clear. building trust 3 Be able to monitor the performance of teams Monitoring the performance of the team against given objectives: setting SMART objectives. Alderfer’s ERG theory. contingency/situational models eg Adair’s Action Centred Leadership model. theories of motivation eg McGregor’s Theory X and Theory Y. cooperation between members. observing. Vroom’s Expectancy theory. reflect on how they work and look for ways of improving their performance. personal grievances against other team members. number of customer enquiries processed. keeping people and problems separate. shared vision. communication through goals. meetings. regular reporting systems). Fielder’s contingency model. sampling. quantity of scrap. opinions. clear feedback. customer feedback. team briefings. thought-showers/buzz groups. trust. celebration of achievement. Successful business teams monitor their activities. conflict resolution methods eg communication channels. win-win theory. sorting. formal and skilful.and intra-team and organizational relationships. synergy Ways of resolving conflict: causes of conflict eg dissatisfaction with workload. McGregor’s theory X and Y model. difference between a group and a team. Goals need to provide scope for individual and team development whilst enabling organisational tasks to be achieved. insufficient sharing of information. access to information. matrix. Deci and Ryan’s self-determination theory. error rate. importance of continuous feedback relating to objectives (listening. dealing with problems. motivation Team roles in successful business teams: Belbin’s team role theory. contract. taking corrective action. qualitative measures (views. types of team eg functional. groupthink. principle of setting quantified standards. collaboration. Leigh and Maynard’s starting. importance of negotiation and bargaining skills for motivation. stabilising. factors that motivate people to perform eg praise. project. importance of contingency plans. UNIT CONTENT 1 Understand the features of successful business teams Characteristics of successful business teams: definition of team. encouragement. common purpose. listening skills. C. progress review meetings. sharing information. stopping. speed of response). Tannenbaum and Schmidt’s Leadership Continuum. methods of collecting and interpreting data on performance (work schedules. storming. clear goals. mentoring Motivating team members to achieve given objectives: importance of motivation. recognition. team building eg team development activities. perceived lack of appreciation. balanced teams Theoretical models: behavioural models eg Blake and Mouton’s Managerial Grid. asking others). open communication importance of addressing issues for the whole team. norming. team leader role in facilitating development at each stage. data sharing. open communication. consensus. Myers-Briggs Type Indicator (MBTI). comparison of performance with standards. strengths and weaknesses.

involvement of team in reviewing performance.2 assess the importance of team roles in successful business teams 1.2 recommend how to improve performance against given objectives LO1 Understand business teams the features of successful LO2 Be able to support team development LO3 Be able to monitor the performance of teams F. The more experienced Shop Managers have achieved bonus and this is causing friction within the team.1 monitor the performance of a team against given objectives 3.4 evaluate ways of resolving conflict between team members 3. MODULE SCHEDULE The module schedule for the 10 weeks will be provided by your lecturer in class E. good practice in giving feedback (Leigh and Maynard’s Effective Feedback). sharing in success and valuing each individual’s contribution to ensure the continuing growth and profitability of the organisation. The Company culture is very much about team working. targets. ASSESSMENT Case Study Home Crafts is a retail chain which started business in 1990 has grown quickly over the last 6 years and now has 10 shops in the Greater London area.3 analyse the value of using theoretical models when building successful business teams 2. benchmarks. It employs 130 people with the majority employed as Sales assistants who work in the retail outlets.1 explain the stages of team development 2. She knows she has to improve the Shop Manager’s performance and levels of morale College of Technology London Page 45 . model of good practice (Leigh and Maynard’s Fun.1 describe the characteristics of successful business teams 1. did not actively manage the Shop Managers to the extent that sales targets were not reached. Open. absence levels were high and generally the store performance targets were not being met. Regular. corrective action. importance of celebrating achievements. The previous Regional Managerleft the organisation and in the two months prior to leaving. Challenging and Energising). setting and re-setting SMART objectives. thought-shower/buzz group techniques. follow-up actions.2 plan how to motivate team members to achieve given objectives 2. She also has previous experience in the retail sector and knows the industry well.Developing Successful Business Teams Improving performance against given objectives: measuring performance. Motivation levels are low because bonuses are paid out on the achievement of sales targets and half of the Shop Managers have not achieved bonus for the last 9 months. teambuilding activities. training and development D. LEARNING OUTCOMES AND ASSESSMENT CRITERIA Learning Outcomes Assessment Criteria 1. Carol is new to management but she has recently completed her management training and is very keen to put her new knowledge into practice.3 encourage open communication between team members to support team development 2. evaluating performance against SMART objectives. Carol White has been with the company for 3 years and has recently been promoted to Regional Manager and she has management responsibility for the 10 Shop managers.

2 assess the importance of team roles in successful business teams 1. 2. References: Ensure that all references are quoted at the end of any question/document submitted.4 evaluate ways of resolving conflict between team members 3.2 recommend how to improve performance against given objectives Word limit suggested: 2000 words GUIDANCE FOR THE ASSIGNMENT Instructions: • • • • • • • • • • You must following the assessment criteria above to ensure that you meet all of the criteria in order to pass the module. This is creating a real divide within the small team which is causing ill. you must apply the Harvard System of Referencing in your work. The Shop Managers have received very little training that is regularly provided and Carol accepts that the Shop Managers are not working together and sharing their experiences and knowledge.feeling and resentment and generally the team isfeeling very disillusioned.1 monitor the performance of a team against given objectives 3. Using relevant theoretical models describe and analyse the characteristics of successful teams and their importance to the organisation. Ensure that the layout of your documents is in a professional format Page 46 College of Technology London . Your assignment should be in report format You must include in your assignment a cover page with your details and your course details using the template provided. Referencing guidelines are available on the Students Resources Portal Ensure that font style should be Arial or Times New Roman and font size should be 12 in all Assignments Ensure that (in paragraph) line spacing should be 1. What actions would you undertake to encourage and improve levels of performance within the team? Learning Outcome 1 Understand the features of successful business teams 2 Be able to support team development 3 Be able to monitor the performance of teams Assessment criteria 1.1 explain the stages of team development 2. More experienced Shop Managers are not sharing their experiences or knowledge of the retail sector so the newer Shop Managers sales figures are generally much lower when compared to the more experienced Shop Managers sales figures. Submission type: Check and comply with the assessments schedule in your course handbook.Developing Successful Business Teams and motivation because her job could be at risk if she fails to do so.2 plan how to motivate team members to achieve given objectives 2. 3.3 analyse the value of using theoretical models when building successful business teams 2.3 encourage open communication between team members to support team development 2. As the Regional Manager.1 describe the characteristics of successful business teams 1. (Carol White) what actions would you take to support the development of the team? You answer should include reference to relevant theories and models. complete the following tasks: 1. Submission deadline: Check and comply with the assessments schedule in your course handbook. . Based on the case study above.5 and alignment should be Justify Ensure that all work has been proof-read and checked prior to submission.

www. 2008) ISBN 0070137900 6.com .2nd Edition (Nicholas Brealey Publishing. www. 2004) ISBN 098023859 8.managementhelp.Belbin’s team roles theory 2.com . 2008) ISBN 0313355428 Journals 1.com . Professional Manager (Chartered Management Institute) Websites 1.org . Runde C and Flanagan T A – Building Conflict Confident Teams (Jossey-Bass. 2008) ISBN 0470189479 11.Western. 2009) ISBN 1856174999 4. Division of Thomson Learning. Initiative and Integrity (Sunstone Press.12 tips for winning teams 3. Management Today (Haymarket Business Media) 3. Leigh A and Maynard M – Leading Your Team: How to Involve and Inspire Teams. 2007) ISBN 1904838081 3. 2010) ISBN 0324782195 5. Vogt J W – Recharge your Team: The Grounded Visioning Approach (Praeger Publishers Inc. Clutterbuck D – Coaching the Team at Work (Nicholas Brealey Publishing. McCreary J S – Creating the ‘I’ in Team: Building Superior Teams with Intelligence.leadership-studies. Leader to Leader (Leader to Leader Institute) 2. Martin Hays J – Building High-performance Teams: A Practitioner's Guide (Argos Press. People Management (Chartered Institute of Personnel and Development) 4.Articles and further links on building successful business teams College of Technology London Page 47 . Parker B – The Pit Crew Challenge: Winning Customers Through Teaming (Ecw Press.Developing Successful Business Teams G. 2008) ISBN 0273721836 2.Short article on building winning teams 4. Clutterbuck D and Megginson D – Further Techniques for Coaching and Mentoring (ButterworthHeinemann. www. Boynton A and Fischer B – Virtuoso Teams: The Extraordinary Stories of Extraordinary Teams (Financial Times/Prentice Hall.belbin. 4th Edition (South. REFERENCES Textbooks 1. www.Overview of leadership theories and models 5. 2002) ISBN 1857883047 7.com . 2007) ISBN 0978222156 10. 2007) ISBN 0865345384 9. Kehoe D – Developing High Performance Teams (McGraw-Hill Professional.businessknowhow. www.businesstown. Dufrene D and Lehman C – Building High-Performance Teams.

10. MANAGING FINANCIAL PRINCIPLES AND TECHNIQUES TERM 1 College of Technology London Page 48 .

Level: Terms Taught: 7 1 Number of Lectures/workshops per week: 2 hours Contact Hours: 20 hours Aim: This unit provides the learner with the skills to apply financial principles relevant to strategic management in an organisational context. budgeting. MODULE SUMMARY Module Code and Title: Code: Credits: Assessments: Teaching Methods: Managing Financial Principles and Techniques MFP 15 1 assignment Lectures. • • • • • • • By the end of the sessions students should be able to: Apply cost concepts to the decision-making process Apply forecasting techniques to obtain information for decision making Participate in the budgetary process of an organization Recommend cost reduction and management processes for an organization Use financial appraisal techniques to make strategic investment decisions for an organization Interpret financial statements for planning and decision making Learning Outcomes: College of Technology London Page 49 . financial appraisal and analysis. including forecasting. capital appraisal.Managing Financial Principles and Techniques A. Seminars. Case studies.

forecasting problems and limitations. cash flow forecasts. variance calculations. An important resource for decision making is financial information and it is important for managers to be able to interpret. and the development of cost reduction and management procedures and processes. the steps in the process from subsidiary/functional to master budget. time series methods. job costing. and introduces them to the analysis and control or reduction of costs in a range of situations. computer-assisted processes College of Technology London Page 50 . the consideration of financial statements and making judgements on the validity of information sources used in the decision-making process. accountable management. scatter graphs. function. process costing. investment centres. Learners will study issues of cost. These important decision-making skills will be enhanced further through the use and validation of forecasting techniques. opportunity cost. product/service and behaviour. the potential investment of resources and the interpretation of financial statements. responsibility and control in the contexts of management accounting and the management process. accuracy and completeness of cost-based information and influence others to make decisions that are based on well-researched options. supporting proposals for obtaining funds internally and externally. It encourages learners to explore the nature of cost-based financial data and information. appraisal and financial reporting procedures. realism. C. It also focuses on the management of these costs through the use of forecasting. nature. differences and use in pricing. Learners will also apply strategies associated with determining sound management information with reference to sources of funds. This unit will give learners a foundation in financial principles and techniques relevant to the strategic management process. forecasting and price movement. batch costing. linear regression. gearing ratios. This unit gives learners the opportunity to enhance their competency in the construction. similarities. place of qualitative data. organisational objectives Process: importance to management. standard costing. relationship to pricing policy. variance analysis and management by exception Responsibility and control of systems: cost centre. profit centres. review and evaluation of cost-based financial information. MODULE INTRODUCTION Organisations operate in a very competitive and continually changing environment where effective decision making is crucial if an organisation is to survive or even be profitable.Managing Financial Principles and Techniques B. planning and control methods 2 Be able to apply forecasting techniques to obtain information for decision making Forecasting techniques: forecasting costs. selecting appropriate sources of funds for different projects – comparison of costs 3 Be able to participate in the budgetary process of an organisation Target setting: comparison to previous years. One of the main objectives of this unit is for learners to develop the confidence to apply. links between targets. influences on pricing strategy Cost systems: classifications in terms of object. effect of different types of funding on shareholder and market perception. limitations of index numbers. resource utilisation and profitability. relationship to cost and quality control. analyse and evaluate this information effectively. analyse and evaluate financial and cost information. recommendations Funds: sources. contract costing. the impact of the budgeting process on the organisation. recording and analysing costs. Learners will develop the ability to judge the sources. using indices. UNIT CONTENT 1 Be able to apply cost concepts to the decision-making process Costs and prices: absorption and marginal costing – their nature.

merits and limitations of these systems 5 Be able to use financial appraisal techniques to make strategic investment decisions for an organisation Investment: definition. taxation and project appraisal. post-audit 6 Be able to interpret financial statements for planning and decision making Statements: estimates and assumptions relating to the profit and loss account. types and interaction with risk. difficulties with introducing cost reduction programmes. LEARNING OUTCOMES AND ASSESSMENT CRITERIA Learning Outcomes Assessment Criteria 1. MODULE SCHEDULE The module schedule for the 10 weeks will be provided by your lecturer in class E.Managing Financial Principles and Techniques Budgets: types. accounting for and investigating variances.2 design a costing system for use within an organisation 1. flexible and fixed budgets. measuring the costs of quality Activity-based costing: development of activity-based costing (ABC).1 explain the importance of costs in the pricing strategy of an organisation 1. favourable and adverse variances. capital and revenue expenditure. sensitivity analysis Investment appraisal: accounting rate of return. performance evaluation 4 Be able to recommend cost reduction and management processes for an organisation Cost reduction: purpose compared with cost control (standard costing and budgetary control).1 apply forecasting techniques to make cost and revenue decisions in an organisation 2.2 participate in the creation of a master budget for an organisation 3.3 compare actual expenditure and income to the Page 51 LO1 Be able to apply cost concepts to the decision-making process LO2 Be able to apply forecasting techniques to obtain information for decision making LO3 Be able to participate in the budgetary process of an organization College of Technology London . use in calculating costs and pricing policy. financial resource audits and the use of balanced scorecards – Kaplan and Norton Financial ratios: employment of financial ratios internally and externally. calculation of key ratios reflecting business liquidity. discounted cash flow – net present value and internal rate of return. use of spreadsheets in financial planning. time value of money and allowance for inflation in money and real rates of discount.3 propose improvements to the costing and pricing systems used by an organisation 2.2 assess the sources of funds available to an organisation for a specific project 3. efficiency and profitability Interpretation and limitations of ratio analysis: emphasis on the interpretation of ratios and encouragement of the use of contingency and risk analysis to justify and make strategic portfolio decisions D. the need for prompt and relevant corrective action. activity-based budgeting. quality and value. Total Quality Management (TQM). value analysis and value engineering.1 select appropriate budgetary targets for an organization 3. financial profiles of organisations. behavioural issues relating to budgeting eg management participation authority. balance sheet and cash flow statement. zero-based budgeting Monitoring process: budgeted and actual figures. payback period and cash flows.

2 apply financial ratios to improve the quality of financial information in an organisation’s financial statements 6.3 make recommendations on the strategic portfolio of an organisation based on its financial information F.Managing Financial Principles and Techniques LO4 Be able to recommend cost reduction and management processes for an organisation LO5 Be able to use financial appraisal techniques to make strategic investment decisions for an Organization LO6 Be able to interpret financial statements for planning and decision making master budget of an organisation 3. Required: (a) Prepare a profit statement for the period using both absorption costing and marginal costing techniques. Explain the importance of costing method used in the pricing strategy of an organisation (AC1.1 apply financial appraisal methods to analyse competing investment projects in the public and private sector 5. Variable non-production overheads vary in total with the number of units sold.2) College of Technology London Page 52 .4 evaluate budgetary monitoring processes in an organization 4.600 units (at £12·00 per unit) There was no finished stock at the beginning of the period. Using the results from your calculations. based on planned production and sales of 46.000 units Sales 45.3 report on the appropriateness of a strategic investment decision using information from a postaudit appraisal 6.1 analyse financial statements to assess the financial viability of an organisation 6.2 evaluate the potential for the use of activitybased costing 5. Variable costs per unit and total fixed costs in the period were as planned.000 units in the coming period: Cost per unit Prime costs Production overhead – all fixed Non-production overhead: variable costs Fixed cost Total cost per unit £ 5·20 2·80 0·65 1·70 10·35 Actual production and sales in the period were as follows: Production 46.2 make a justified strategic investment decision for an organisation using relevant financial information 5. ASSESSMENT TASK 1 Quantum Limited has estimated the following costs for its product known as the Beta.1) (b) (c) Based on the two costing methods Design and explain which costing system should be used within the organisation in order to improve financial performance (AC1.1 recommend processes that could manage cost reduction in an organisation 4.

000 60. The market department has recorded expenditure on advertising and resulting sales for six months as follows: Month January February March April May June advertising expenditure £ 20.000 240.2) TASK 3 Budgeting is a very important activity for Businesses. The marketing department is investigating the effect of advertising on the sales of the product. especially.1) c) The management of the company has observed that the company’s cash position is deteriorating and this is going to continue for the next few years. Assess the sources of funds available to this business (you are required to critically discuss short term. (AC 3.000 30.000 Sales £ 170.000 Using regression techniques forecast the sales revenue of the company when advertising expenditure is: a) £50. manufacturing organisations. -milky bar -egg chocolate -bendy bar For the coming accounting period. budgets are to be prepared using the following information: College of Technology London Page 53 . Organisations need to set budgetary targets at the beginning of the year.000 b) £100.000 40.000 300. make recommendations to the management of the company regarding their attitude towards advertising expenditure (AC 2.000 50.Managing Financial Principles and Techniques (d) Propose improvements to the costing system and pricing systems used by the organisation (AC1.3) TASK 2 Scenario: Introduction Amber Plc is a manufacturing company producing a product called the ban.1) (b) Alpha Limited produces three different types of chocolates.000 260. including their advantages and disadvantages) (AC 2.000 220.000 40. production units and Labour costs. Required: (a) Explain the factors considered by organisations when selecting appropriate budgetary targets for: • • • sales volume.000 250. medium term and Long term sources of business funds.000 Based on the forecasted sales above.

000 Opening inventory Closing inventory Labour: each labour hour is paid at the rate of £6 per hour milky bar 4 egg chocolate 6 bendy bar 8 Standard hours per unit Prepare the following budgets as a way of participating in the creation of a master budget in a manufacturing organisation. It uses a standard costing system to control costs. The standard cost card for a set of toy animals is given below.000 units bendy bar 700 units 800 units Opening inventory Closing inventory Inventory of raw materials are as follows: Sugar (kg) 21.000 18.Managing Financial Principles and Techniques Budgeted sales: -milky bar -egg chocolate -bendy bar 2. (AC 3.000 units at £100 each 4. The standard usage of the raw materials is as follows: Sugar (per kg) Product milky bar egg chocolate bendy bar Standard cost of raw material Chocolate paste (per kg) 5 3 2 £8 2 2 1 £4 Inventory of finished goods are as follows: milky bar 500 units 600 units egg chocolate 800 units 1.000 9.000 units at £150 each The three products use the same raw materials. The process is very labour intensive and requires highly skilled labour to minimise the wastage of the expensive hardwood used. £ Hardwood 0·1 cubic metres at £160 per cubic metre 16·00 Direct labour 30 minutes at £9 per hour 4·50 Fixed overhead 30 minutes at £4 per direct labour hour 2·00 –––––– Total cost 22·50 College of Technology London Page 54 .2) (1) Sales budgets (quantity) (2) Sales budgets (total revenue) (3) Production budgets (units) (4) Material usage budget (quantity) (5) Material purchases budget (quantity and total cost) (6) Labour budget (total hours and total cost) TASK 4 Omega plc manufactures wooden toys. which are sold as toy animals.000 units at £130 each 3.000 Chocolate paste ( kg) 10. The cutting department cuts the shapes.

000 for the month.4) You are required to explain how variances can be used to monitor and achieve the budgetary targets set by the organisation.000 sets of animals were made using 1. Purchases for the period were 1. TASK 6 Scenario: Introduction Amat PLC is a manufacturing company which make a product called XL.3) (i) Raw material price (ii) Raw material usage (iii) Labour rate (iv) Labour efficiency (v) Fixed overhead expenditure (vi) Fixed overhead volume (vii) Fixed overhead capacity (viii) Fixed overhead efficiency (b) Explain how variances can be used to evaluate budgetary monitoring processes in an organisation.Managing Financial Principles and Techniques Fixed overhead absorption rates are based upon budgeted monthly fixed overheads of £26.600 cubic metres of hardwood. Using this organisation: a) explain how Value analysis (value engineering) could be implemented as a cost reduction process in the organisation (AC 4. Required: (a) Compare the actual expenditure and income to the master budget of the Organisation and calculate the following variances from standard cost for the most recent month: (AC 3.1) b) Evaluate the potential for the use of activity-based costing in that organisation (AC 4. 8. In the most recent month 14.1 and 4. choose an organisation in the manufacturing sector.2: • • • You are required to describe the processes Explain how they work And explain what steps must be taken before they can be implemented in a manufacturing organisation. All stocks are recorded at standard cost.2) In order to meet outcomes 4.000 and a budgeted monthly output of 13. TASK 5 For this part of the assignment.800 cubic metres of hardwood at £150 per cubic metre.000 direct labour hours were worked and paid at £9·25 per hour. The company is appraising two investment proposals (project A and project B). Project A involves a contract to supply its product to a leading supermarket chain while project B involves a contract to supply to an organisation in the public sector.000 sets of animals. The data below shows information relating to the two contracts: College of Technology London Page 55 . (AC 3. Actual fixed overheads were £23. The product has performed well in test marketing trials conducted by the research and development department.

Based on each method.1 above make a justified strategic investment decision for the organisation. The company’s cost of capital is 10% and has a target accounting rate of return (ARR) of 30% per annum.000 Required: (a) Calculate the following values for the investment project A and project B and apply them to assess the viability of the project (AC 5.000 It is expected that all the units produced will be sold. in line with the company’s policy of not keeping any inventory of finished goods. The company pays tax at the rate of 30% and has capital allowance at the rate of 25% .000 4 45.000 2 60.000 2) The selling price will be £15 per unit 3) Year Demand(units) 1 50.000 per annum 4% per annum The research and development department has prepared the following demand forecast as a result of its test marketing trials: Year Demand(units) 1 60.000 3 110.2) College of Technology London Page 56 . make a decision on the financial viability of each project (AC 5.000 4 40.000 3 120.The Company requires all projects to payback within 3 years.1) i) ii) Net present value (NPV) Internal rate of return (IRR) iii) iv) Accounting rate of return (ARR) based on the average investment cost.000 2 70. and Discounted payback period (b) Based on the results of the calculations in 5.000 at the end of the four years when the production of product XL is planned to end.Managing Financial Principles and Techniques PROJECT A: Initial investment Selling price (current price terms) Expected selling price inflation Variable operating costs (current price terms) Fixed operating costs (current price terms) Expected operating cost inflation(fixed and variable costs) £2 million £20 per unit) 3% per annum £8 per unit £170. PROJECT B: All the information remains the same except the following: 1) Initial investment cost £1million and the scrap value will be £100. The scrap value of the machinery is expected to be £200.

Shareholders can also decide whether to sell their shares or to buy more shares in a particular company. The management. This enables them to make important strategic decisions. are always eager to know how the company is performing financially. All the users of the Financial accounting information need information about the financial performance of the company. Gearing 4.3) TASK 7 The users of the Financial accounting information include: • Shareholders • Potential investors • Finance providers and • The general public. Profitability 2. Learning Outcome 1 Be able to apply cost concepts to the decision-making process 2 Be able to apply forecasting techniques to obtain information for decision making 3 Be able to participate in the budgetary process of an organization 4 Be able to recommend cost reduction and management processes for an organisation 5 Be able to use financial appraisal techniques to make strategic investment decisions for an organization College of Technology London Page 57 . Required Write a report to the management assessing the financial performance of Tesco Plc for the two financial years in the following areas: 1. c) Make recommendations on the strategic portfolio of the organisation based on its financial information (AC 6. Assume that you are a financial consultant and have been approached by the management who have requested you to compare the financial performance of Tesco Plc for the 2009 and 2010 financial years.2) In this part of the assignment you are required to assess the ratios and comment on which year the company is performing better.1) b) Apply the financial ratios to improve the quality of financial information in the organisation’s financial statements (AC 6. Liquidity 3. Explain the basis of your decision (AC 5. banks) can decide whether or not to lend to the company. for example.Managing Financial Principles and Techniques (c) report on the appropriateness of a strategic investment decision using information from a post audit appraisal In this part of the assignment you are required to write a report and give an overall decision on which project should be accepted. Investor ratios Your report should seek to achieve the following: a) Analyse the financial statements of the company to assess its financial viability for the 2009 and 2010 financial years (AC 6. Again.3) You are required to explain in which year the management have performed better in terms of strategic choices and decisions.g. finance providers (e.

2 participate in the creation of a master budget for an organisation 3.3 compare actual expenditure and income to the master budget of an organisation 3. References: Ensure that all references are quoted at the end of any question/document submitted.1 explain the importance of costs in the pricing strategy of an organisation 1. Berry A and Jarvis R – Accounting in a Business Context.3 report on the appropriateness of a strategic investment decision using information from a postaudit appraisal 6.4 evaluate budgetary monitoring processes in an organization 4.1 apply forecasting techniques to make cost and revenue decisions in an organisation 2. Submission type: Check and comply with the assessments schedule in your course handbook.3 make recommendations on the strategic portfolio of an organisation based on its financial information Word limit suggested: 2500 .1 analyse financial statements to assess the financial viability of an organisation 6.2 design a costing system for use within an organisation 1.1 select appropriate budgetary targets for an organization 3. you must apply the Harvard System of Referencing in your work.1 recommend processes that could manage cost reduction in an organisation 4. Submission deadline: Check and comply with the assessments schedule in your course handbook. 4th Edition (Cengage Learning EMEA. Atrill P and McLaney E – Management Accounting for Non-specialists. 2002) ISBN 0273655914 2. 2005) ISBN 1844802515 College of Technology London Page 58 .Managing Financial Principles and Techniques 6 Be able to interpret financial statements for planning and decision making Assessment criteria 1.5 and alignment should be Justify Ensure that all work has been proof-read and checked prior to submission.2 make a justified strategic investment decision for an organisation using relevant financial information 5.3000 words GUIDANCE FOR THE ASSIGNMENT Instructions: • • • • • • • • • • You must following the assessment criteria above to ensure that you meet all of the criteria in order to pass the module. Ensure that the layout of your documents is in a professional format G. Your assignment should be in report format You must include in your assignment a cover page with your details and your course details using the template provided.1 apply financial appraisal methods to analyse competing investment projects in the public and private sector 5.2 evaluate the potential for the use of activity-based costing 5.3 propose improvements to the costing and pricing systems used by an organisation 2. 3rd Edition (Financial Times/Prentice Hall.2 apply financial ratios to improve the quality of financial information in an organisation’s financial statements 6. Referencing guidelines are available on the Students Resources Portal Ensure that font style should be Arial or Times New Roman and font size should be 12 in all Assignments Ensure that (in paragraph) line spacing should be 1.2 assess the sources of funds available to an organisation for a specific project 3. REFERENCES Textbooks 1.

uk .cipfa.Association of Accounting Technicians 2.com . www.co.icsa. Perrin J. White G I.bized.uk . 1999) ISBN 0273644912 13. Budgets and Forecasts. www. 2003) ISBN 186152904X 7.Learning materials and a wide range of company information 3. 1997) ISBN 872962238 5. 3rd Edition (Financial Times/Prentice Hall. Brookson S – Managing Budgets (Dorling Kindersley.companies-house.Example broadsheet newspaper website 8. 2003) ISBN 0471375942 14.uk . Harris R and Sollis R – Applied Time Series Modelling and Forecasting (John Wiley and Sons. Wheelwright S C and Hyndman R J – Forecasting.Institute of Chartered Secretaries and Administrators 10. 3rd Edition (John Wiley and Sons. Innes J and Mitchell F – Strategic Value Analysis (Financial Times/Prentice Hall. Cox D and Fardon M – Management of Finance (Osborne Books.co. 3rd Edition (Thomson Learning. www.org.thetimes100.Institute of Chartered Accountants in England and Wales 9.org. Makridakis S. 1995) ISBN 1563270684 10.uk . 4th Edition (Cengage Learning EMEA. www.aat. 2000) ISBN 1861526075 9. www. 2009) ISBN 1408017717 6. 2000) ISBN 0751307718 4.co. Secrett M – Mastering Spreadsheets. 3rd Edition (John Wiley and Sons. www.Example of company website containing information on its published accounts 7.Chartered Institute of Management Accountants 4.marksandspencer.Company case studies College of Technology London Page 59 . 1998) ISBN 0471532339 11.uk . 003) ISBN 0470844434 8.icaew.Chartered Institute of Public Finance and Accountancy 5. Yoshikawa T.gov. Pettinger R – Investment Appraisal: A Managerial Approach (Palgrave Macmillan.uk . Drury C – Management Accounting for Business.uk .guardian. Lumby S and Jones C – The Fundamentals of Investment Appraisal (Thomson Learning. Murphy M and Abraham A – Accounting for Managers. http://corporate. 2000) ISBN 0333800591 12. www.com . 2002) ISBN 0273654292 Websites 1.co. www.Managing Financial Principles and Techniques 3. www. Sondhi A C and Fried D – The Analysis and Use of Financial Statements.uk .cimaglobal.Companies House 6. Monden Y – Cost Reduction Systems: Target Costing and Kaizen Costing (Productivity Press. Glynn J.co.

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