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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Case studies.Professional Development for Strategic Managers A. 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. Seminars. • • • • 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.

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

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

Honey and Mumford. Be able to conduct a skills audit to identify learning style Assessment criteria 1. Suggest a strategy to close these gaps and relate this strategy to your personal or professional skill strengths.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.Professional Development for Strategic Managers Use Kolb.1 construct a personal development plan that meets leadership development requirements identified in the skills audit 3. Use a tabulation – one field must be “as evidenced by” and demonstrate with a brief description of your behaviour. Be able to assess personal and professional skills required to achieve strategic goals 2. Learning outcomes: 1. College of Technology London Page 9 .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. 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 use appropriate methods to evaluate personal skills required to achieve strategic goals 1. Learning outcomes: 3. Submission deadline: Check and comply with the assessments schedule in your course handbook.2 use suitable methods to assess the outcomes of a personal development plan against personal work objectives 3. Flemimg’s VAK/VARK and Gregorc Mind Styles.1 carry out a skills audit to evaluate the strategic skills needed to meet current and future leadership requirements 2.2 apply techniques to assess the professional skills required to support the strategic direction of the organization 2. Be able to implement a personal development plan Assessment criteria 3. Be as objective as you can.

management-standards.businesslink. 2nd Edition (Prentice Hall.org www.co. Megginson D and Whitaker V – Continuing Professional Development (CIPD.Professional Development for Strategic Managers • • • • • • Submission type: Check and comply with the assessments schedule in your course handbook. 2007) ISBN 1843981661 4.gov. Thorpe R and Mumford A – Leadership and Management Development (CIPD.uk Chartered Institute of Personnel and Development www. 4. References: Ensure that all references are quoted at the end of any question/document submitted.com) Websites 1. you must apply the Harvard System of Referencing in your work.cipd. www. 2. REFERENCES 1.com Time College of Technology London Page 10 . Gold J.trainingjournal. 2010) ISBN 1843982447 3.uk Chartered Management Institute www. 3. Management Today (Haymarket Business Media) People Management (Chartered Institute of Personnel and Development) Professional Manager (Chartered Management Institute) Training Journal (www. 2003) ISBN 1854182234 2. 2006) ISBN 0077114701 Journals and newspapers 1.5 and alignment should be Justify Ensure that all work has been proof-read and checked prior to submission. 5. Burgoyne J and Boydell T – A Manager’s Guide to Self Development (McGraw-Hill Professional. 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. Allen M and Adair J – The Concise Time Management and Personal Development (Thorogood. Ensure that the layout of your documents is in a professional format G.mindtools.uk www.org. Pedler M. 3. 4.managementhelp. 2. Owen J – How to Lead. 2009) ISBN 027372150X 5.

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

Seminars.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. • • • • • 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 . MODULE SUMMARY Module Code and Title: Developing Strategic Management and Leadership Skills (Core Module) DSL 10 2 assignments Lectures. Case studies. and the skills to be able to apply this understanding. leadership and organisational direction.

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

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

2 analyse the impact of management and leadership styles on strategic decisions 1. You have met the “chairman”. Delivering this change in performance is the new chief executive’s task. Contrast and compare Transformational Leadership with a more conventional Contingent style. Sir L E Solon-Field who had a reputation as a racing driver in the 1960’s. Learning outcomes: 1. Be able to apply management and leadership theory to support organisational direction Assessment criteria 1. He passes you a report produced by the world’s leading management consultants containing unimpeachable marketing research. and a set of meticulously developed set of service standards. 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. Staff and managers want to keep their jobs and like working together. “follow these”. a real planned destination. Staff and managers do not know just how serious their underperformance and yet are happy in this ignorance. imperatives for leadership success. closures or loss of franchises. In the next 2 weeks you visit all the franchises and meet all the managers and staff of the business unit you now lead. focus on the “charismatic” features of Transformational Leadership and the “adaptiveness” of Contingent. Managers have a cynical perception of the information coming from head office. Another gentleman. b. Following this you conclude: a. d. Staffs do not know what they are supposed to do with “service” yet are technically competent. In the longer term they see it as becoming the most profitable business in their leisure corporation. Understand the relationship between strategic management and leadership 2.3 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. You leave the meeting and drive to your new office. Focus the analysis on relating to the following areas: the strategic management challenge of the business. accompanied by two words. 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.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. Bert Dalsavi who holds a post titled “Group Chief Executive” has informed you that there must be no dismissals. the objectives. c.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.1 explain the link between strategic management and leadership 1. College of Technology London Page 15 .1 review the impact that selected theories of management and leadership have on organizational strategy 2.

References: Ensure that all references are quoted at the end of any question/document submitted. Submission type: Check and comply with the assessments schedule in your course handbook. However you are concerned as to what you should say and do to share your inspiration with the individuals reporting to you.1 plan the development of leadership skills for a specific requirement 4. Task Where are you? Where do you want “them” to go? How could you deliver them to the destination? Using your skills. 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 College of Technology London Page 16 . break down the leadership “gaps you would need to close” including both your own and those of your managers. So far you are convinced they see you as an unknown quantity and there is some distance between you and “them”. 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. you set as your goal industry leading service standards. Learning outcomes: 3.2 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. you must apply the Harvard System of Referencing in your work. describe and justify the management leadership strategy you could implement. select.Developing Strategic Management and Leadership Skills Inspired. Fully explain all your choices and decisions using relevant theory. Be able to assess leadership requirements 4. Examine the objective and your resources.2 plan for the development of future situations requiring leadership 4. 2. Submission deadline: Check and comply with the assessments schedule in your course handbook. 3.1 use appropriate methods to review current leadership requirements 3. judgement and imagination Produce 3 documents: 1. An audit of your leadership skills and also perhaps your subordinate managers (based on intelligent assumptions). Plan the likely changes in leadership style you would probably find yourself having to perform. Be able to plan the development of leadership skills Assessment criteria 3.

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

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

• • • • • 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 .Strategic Change Management A. 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 understanding and skills to support active engagement in the process of strategic change management. Case studies. MODULE SUMMARY Module Code and Title: Code: Credits: Assessments: Teaching Methods: Strategic Change Management (Core Module) SCM 10 1 assignment Lectures.

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

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

4 create a strategy for managing resistance to change 4.3 assess the value of using strategic intervention techniques in organisations 2.000 crew with a letter from its general secretary. Both sides issued conciliatory College of Technology London Page 22 . LEARNING OUTCOMES AND ASSESSMENT CRITERIA Learning Outcomes Assessment Criteria 1. The peace deal being voted on was thrashed out between McCluskey and BA's new chief executive.1 develop appropriate models for change 4. MODULE SCHEDULE The module schedule for the 10 weeks will be provided by your lecturer in class E. The poll on the latest attempt to end the industrial conflict will close on 22 June. after two previous agreements were rejected by Unite.3 assess the resource implications of the organisation not responding to strategic change 3.Strategic Change Management D. they need to understand the issues that drive the need for change in their own organisations. This means that organisations need to have a proactive approach to strategic change management. Consequently.1 examine the need for strategic change in an organisation 2. 18 months after Unite opened its first strike ballot on the dispute. recommending a vote in favour of the agreement. Len McCluskey. This article appeared in the “Guardian” newspaper recently.2 plan to implement a model for change 4.1 discuss models of strategic change 1. So far the only indication of support for the deal is approximate. after hundreds of crew attending a meeting at Heathrow airport this month backed a proposal to put the deal to a wider vote. The Unite trade union is preparing to post ballot papers to nearly 10.2 assess the factors that are driving the need for strategic change in an organisation 2.2 develop a change management strategy with stakeholders 3. 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.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 develop systems to involve stakeholders in the planning of change 3. ASSESSMENTS ASSIGNMENT 1 All organisations are being increasingly challenged by change.2 evaluate the relevance of models of strategic change to organisations in the current economy 1. Keith Williams.3 evaluate the systems used to involve stakeholders in the planning of change 3.

2 evaluate the relevance of models of strategic change to organisations in the current economy 1. International Airlines Group.4 create a strategy for managing resistance to change College of Technology London Page 23 . If we embrace that. has not been reversed. driven by the chief executive.1 discuss models of strategic change 1.3 assess the resource implications of the organisation not responding to strategic change 3. while McCluskey assumed control from the joint general secretaries Tony Woodley and Derek Simpson.Strategic Change Management statements when the agreement was unveiled. In order to successfully complete this assignment. 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. 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. 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. it is a victory for common sense. McCluskey said: "I don't think this is about winning or losing. 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. th Source: Guardian Newspaper 30 May 2011 The dispute has been running for nearly two years and has attracted media attention wordwide.1 examine the need for strategic change in an organisation 2. we are confident that the future will be good.3 assess the value of using strategic intervention techniques in organisations 2. It also gives the Acas conciliation service a role in arbitrating the cases of staff who were sacked or disciplined during the dispute.1 develop systems to involve stakeholders in the planning of change 3. Both sides have resisted sounding triumphalist amid hopes at senior levels that the dispute is coming to an end. A central issue to this dispute is change and how it is managed within BA." said McCluskey. Develop an appropriate model for change.2 develop a change management strategy with stakeholders 3. If there is any victory.2 assess the factors that are driving the need for strategic change in an organisation 2. In order to demonstrate your understanding of these issues. which cost BA £150m. with Unite's leader praising the approach of his BA counterpart this month. Williams replaced Willie Walsh." Its decision to cut staffing levels on long-haul flights. Before the deal was struck. BA passengers faced the threat of summer strikes after crew voted in March for walkouts for the fourth time since the dispute began. Hopes are high that an agreement can finally be reached and the company will be able to forge better working relationships with staff. "There is a change within the management psyche at BA.3 evaluate the systems used to involve stakeholders in the planning of change 3. which Unite had initially opposed. you are required to carry out further research and keep up to date with developments at British Airways." BA said it was pleased to have reached a point where "we can put this dispute behind us. Speaking after recommending the deal to crew at Heathrow this month. 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. which triggered the dispute in 2009. who became chief of BA's parent. BA is also creating a separate fleet of crew on different pay and conditions.

2007) ISBN 0791802647 Green M – Change Management Masterclass (Kogan Page. 2008) ISBN 0070137889 Leban B – Managing Organizational Change.5 and alignment should be Justify Ensure that all work has been proof-read and checked prior to submission. Griffiths A and Benn S – Organizational Change for Corporate Sustainability (Routledge. REFERENCES Textbooks Blake I and Bush C – Project Managing Change: Practical Tools and Techniques to Make Change Happen (Financial Times/ Prentice Hall. 2009) ISBN 0230613098 Dunphy D. 2009) ISBN 0838935796 Stewart Black. you must apply the Harvard System of Referencing in your work. 2007) ISBN 0749450711 Nelson S – Implementing for Results (ALA Editions.1 develop appropriate models for change 4. 2008) ISBN 0804758751 Kehoe D – Leading and Managing Change (McGraw-Hill Professional. 2007) ISBN 0749445076 Helms-Mills J. 2008) ISBN 0273720457 Cameron E and Green M – Making Sense of Change Management (Kogan Page. 2008) ISBN 041535577X Herold D M and Fedor D B – Change the Way You Lead Change (Stanford University Press. 5th Edition (Financial Times/Prentice Hall. Dye K and Mills A J – Understanding Organizational Change (Routledge. Submission deadline: Check and comply with the assessments schedule in your course handbook. 2007) ISBN 0415393302 Fullan M – Leading in a Culture of Change (Jossey-Bass. 2009) ISBN 0749453109 Carnall C – Managing Change in Organizations. 2008) ISBN 0132319845 College of Technology London Page 24 . 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 1.3 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. 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. 2007) ISBN 0273704141 Diamond M A and Allcorn. US. 2007) ISBN 0787987662 Goncalves M – Change Management: Concepts and Practice (American Society of Mechanical Engineers.Strategic Change Management 4. Passmore P and Cantore S – Appreciative Inquiry for Change Management (Kogan Page. 2007) ISBN 0470897163 Lewis S. 2nd Edition (John Wiley and Sons.2 plan to implement a model for change 4. Submission type: Check and comply with the assessments schedule in your course handbook. Ensure that the layout of your documents is in a professional format G. S – Private Selves in Public Organizations: The Psychodynamics of Organizational Diagnosis and Change (Palgrave Macmillan. J and Gregersen H B – It Starts with One: Changing Individuals Changes Organizations (Wharton School Publishing. References: Ensure that all references are quoted at the end of any question/document submitted.

12manage.managementhelp.Change management articles and links www.com .The ‘7s’ model of change www.themanager.businessballs.Articles on the framework for change College of Technology London Page 25 .org .Useful articles on strategic change by leading theorists www.Articles on strategic change and further links www.org . 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.com .Lewin’s change management model www.mindtools.changingminds.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.com .org .

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

MODULE SUMMARY Module Code and Title: Code: Credits: Assessments: Teaching Methods: Strategic Human Resource Management SHR 10 3 assignments Lectures. • • • • • 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 . Seminars.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.

succession planning). human capital management. retention. M Patterson. business focus of HRM strategy.Strategic Human Resource Management B. HRM strategy. regional. By examining human resource management. business decline. employee development Human resource requirements: identifying personnel requirements (numbers. labour market competition. UNIT CONTENT 1 Understand how the strategic management of human resources contributes to the achievement of organisational objectives Human resource management (HRM): definition. medium. location of operations. 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. 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. labour cost control. match personnel to organizational requirements. models of HRM eg contingency model. best practice model. alignment of organisational and HRM strategies. there is a legal or regulatory requirement that insists on the existence of these policies. The nature of the changing business environment requires adaptable strategic human resource plans. setting SMART (specific. benefits. 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. re-skilling. developing staff and succession planning. organisations may wish to demonstrate good corporate practice in matters relating to employment. long-term). training. impact of organisational strategy on HRM strategy. Harvard Framework. upskilling. Issues such as the recruitment of staff. qualifications). 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. capital for labour substitution. planning horizons (short. efficient human resource management 2 Be able to develop human resource plans for an organisation Business factors: business growth. Organisations that are good employers are more likely to attract and keep good staff. realistic. industrial. employee development. need to be accommodated in human resource plans. business change. HRM and personnel management Strategy: organisational strategy. internal factors eg labour requirements. benefits of HRM strategy for organisations. influence of HRM strategy on organisational strategy. In many cases. business competition. education. increase in efficiency. creating value. criteria for success. resources required. increase in productivity. government policies eg employment. measurable. experience. time-based) targets College of Technology London Page 28 . supply of labour. the retention of staff. outcomes. D Guest. In other instances. C. 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. external factors eg demand for labour. skill sets. characteristics of HRM approach. impact of technology. The structure and culture of organisations affects human resource management. skill requirements. HRM activities. milestones. labour market competition Human resource planning: purposes (recruitment. workforce profiles. changing nature of work. HRM strategy and organisational performance. achievable. Organisations have a range of human resources policies that explain how human resources are managed. business case eg costs. as well as downsizing and relocation.

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

2 assess the purpose of strategic human resource management activities in an organisation 1.2 assess the human resource requirements in a given situation 2.1 analyse the business factors that underpin human resource planning in an organisation 2. LEARNING OUTCOMES AND ASSESSMENT CRITERIA Learning Outcomes Assessment Criteria 1.Strategic Human Resource Management D. ASSESSMENTS CASE STUDY: OAKS HOTELS Oaks Hotels is a hotel group in the UK with 20hotels. MODULE SCHEDULE The module schedule for the 10 weeks will be provided by your lecturer in class E.1 analyse the impact of an organisational structure on the management of human resources 4.2 analyse the impact of an organisational culture on the management of human resources 4.3 evaluate the contribution of strategic human resource management to the achievement of an organisation’s objectives 2.2 analyse the impact of regulatory requirements on human resource policies in an organisation 4. College of Technology London Page 30 .3 develop a human resources plan for an organization 2.3 examine how the effectiveness of human resources management is monitored in an organisation 4.4 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. 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. It has a distinctive brand within the industry and is understandably proud of its growth. The hotels range from sites that include castles to movie theatres. which has been steady over the last 10 years.1 explain the importance of strategic human resource management in organisations 1. with the company’s motto being “We provide excellent standards that make our customers want to return to our hotels again and again”.1 explain the purpose of human resource management policies in organisations 3.4 critically evaluate how a human resources plan can contribute to meeting an organisation’s objectives 3.

Learning Outcome 1. Current concerns regarding the movement of Eastern European workers are topical for Oaks.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.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. It is accepted by the senior management that to ensure the on. Understand how the strategic management of human resources contributes to achievement of organisational objectives Assessment criteria 1. HR Manager.2 assess the purpose of strategic human resource management activities in an organisation 1. 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. Accounts Manager and employs approximately 150 staff with an average of 40 bedrooms. There is no overall group strategy towards Human Resource Management activities. 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. Food Services Manager. Reception Manager. mostly in the London area.1 explain the importance of strategic human resource management in organisations 1. Each hotel has a Hotel Manager. 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 . Housekeeping Manager. 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. The one challenge for the group is the need to reduce staff turnover which is not below 56% overall. training and performance management are carried out. This leads to varying levels of staff turnover with some hotels reporting 20% and others nearly 80%.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. 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.

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.Absence . if any.Attendance/ punctuality College of Technology London Page 32 .1 explain the purpose of human resource management policies in an organisation 3.Customer satisfaction results for each hotel . the line manager will decide the amount of increase. 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. 1. Understand human resources policy requirements in an organisation Assessment criteria 2.3 develop a human resources plan for an organisation 2. Learning Outcomes 2. 2. It has been recognised that a more formal and structured human resource planning process needs to be developed. Explain the purpose of human resource planning and how it can support Oaks Hotels achieve its recruitment needs. 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. the proposed increases will be forwarded to the hotel manager for his/ her approval. As the Group HR Manager you need to develop a performance management system for Oaks Hotels that will create this alignment. 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. 3.1 analyse the business factors that underpin human resource planning in an organisation 2.2 assess the human resource requirements in a given situation 2.4 critically evaluate how a human resources plan can contribute to meeting an organisation’s objectives 3. the performance of all the employees is reviewed by their respective line manager in each hotel. Be able to develop human resource plans for the organisation 3.Strategic Human Resource Management previous experience working in restaurants. The criteria that are used to measure individual performance are as follows: . Each line manager has a budget and once they have completed their reviews. Based on their individual performance. There is no formal performance management system currently in place and once a year. Individual performance needs to be aligned with organisational performance so introducing a more rigorous approach that measures individual performance against organisational performance is required. that an employee will receive.

Lewis P. Submission deadline: Check and comply with the assessments schedule in your course handbook. Be able to examine human resources management in an organisation Assessment criteria 4. Ensure that the layout of your documents is in a professional format G. you must apply the Harvard System of Referencing in your work. 2008) ISBN 0750680172 Saunders M. Based on the SWOT analysis.5 and alignment should be Justify Ensure that all work has been proof-read and checked prior to submission. Carry out a SWOT analysis that links to the culture and structure of the organisation andreflects the company motto. REFERENCES Textbooks th Armstrong M – Strategic Human resource Management: A Guide to Action. Submission type: Check and comply with the assessments schedule in your course handbook.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. Learning Outcome 4. 2nd Edition (Butterworth-Heinemann. 2008) ISBN 0749453753 Holbeche L – Aligning Human Resources and Business Strategy. 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. 2007) ISBN 027368163X Journals/newspapers Management Today (Haymarket Business Media) College of Technology London Page 33 . identify and justify 5 performance indicators that will align with the company motto and fit with the culture and structure of CTL Software. References: Ensure that all references are quoted at the end of any question/document submitted. Millmore M.1 analyse the impact of an organisational structure on the management of human resources 4. Thornhill A and Morrow T – Strategic Human Resource Management: Contemporary Issues (Financial Times/Prentice Hall. 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 1.3 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.2 analyse the impact of an organisational culture on the management of human resources 4. The performance management system will apply to all employees in each hotel. 4 Edition (Kogan Page.

uk .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.businesslink.uk .gov.managementhelp.Business Link – information on human resource management policies www.co.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.cipd.

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

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 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.Developing Corporate Culture A. 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 .

and technologies are supported by a culture that reinforces consistently what the organization is about. Johnson and Scholes cultural web. The unit explores cultural issues at national and organisational levels and the differences between culture. This unit focuses on the importance of understanding culture and climate in a globalised. customs and language. continual review Values: values or core values as a part of organisational culture. 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. can influence it. cultural shock. professional cultures Models of organisational culture: Charles Handy – power. 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. models of culture eg Trompenaars’s implicit-explicit factors. buyer behaviour. values. practices and customs. difference between climate and culture. culture at ascending levels. understanding the climate that is required. team commitment. successful and unsuccessful cases. and how to develop a climate appropriate to the desired culture. responsibility. diverse and repeatedly restructured working environment. Learners will find out that establishing an organisation's vision and values is an important step in developing the desired culture. and how a manager can interact effectively in different cultural settings and influence the development of a desired organisational culture. standards. effectiveness. C. They will have the opportunity to investigate the development of these values. clarity. organisational change programmes – activities. procedures. the intention is that learners apply their learning to specific organisations and situations. negotiation. role.Developing Corporate Culture B. Learners will explore work that has already been carried out to develop an understanding of both national and organisational cultural dimensions. effective communications and rationale. national and supranational culture. sub-cultures. the climate in the workplace and the extent to which they. 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 . This will include the development of communications strategies for stakeholders that take into account of differences in beliefs. as managers. They will develop realistic strategies for interacting effectively with people from different cultures and for contributing to the development of organisational culture. climate and values. definitions of organisational culture. Hofstede and Trompenaars Impact on achievement of organisational objectives: areas of differences and potential misunderstandings – communications. Although the unit is underpinned by an exploration of relevant theory. links to organisational objectives Organisational culture: industry culture. This understanding will allow them to consider how this affects their interaction with stakeholders from different cultural groups. understanding management styles. impact of management practices on climate. MODULE INTRODUCTION The development of an appropriate culture is vital to the success of an organisation. This unit gives learners the opportunity to explore the dynamic link between an organisation’s objectives and its desired culture. rewards. person and task cultures. It could be said that all the best policies. misinterpreting conflicting cultural signals eg work of Trompanaars and Hampden-Turner 1998. management. UNIT CONTENT 1 Understand how the characteristics of corporate culture affect the achievement of organisational objectives Culture: culture as shared values. key aspects of organisational climate eg flexibility. Schein’s three levels National cultures: methods of classifying national culture eg the work of Laurent.

business partnerships and alliances – the increasing need to cooperate with people from different cultural groupings (including beliefs. diverse and repeatedly restructured working environment. developing self-awareness of own and organisational culture. and how to develop a climate appropriate to the desired culture.1 evaluate the existing climate of an organisation 2. 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.2 evaluate the effectiveness of an organisation’s existing communication strategies 3. employees. intercultural communication skills D. MODULE SCHEDULE The module schedule for the 10 weeks will be provided by your lecturer in class E.3 propose a framework of organisational values that meet the specific strategic and operational needs of an organisation 3.Developing Corporate Culture 3 Be able to develop strategies to communicate with stakeholders of an organisation who belong to different cultural groups Stakeholders: customers. governments.2 recommend ways to improve corporate climate in an organisation 2.3 develop new communication strategies for stakeholders of an organisation that address differences in belief.1 explain how models of organisation culture can be used to achieve organizational objectives 1.4 discuss the impact of an organisation’s corporate culture in achieving its objectives 2. identifying potential barriers and ensuring strategies overcome them. communities. values. values. LEARNING OUTCOMES AND ASSESSMENT CRITERIA Learning Outcomes Assessment Criteria 1. ASSESSMENT This module requires you to consider the importance of understanding culture and climate in a globalised. consumers. 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 . customs and language) Communicating effectively: strategies.3 analyse the corporate cultural profile in an organisation 1. benefits of a diverse workforce.1 identify internal and external stakeholders of an organisation 3. This article appeared in the “Guardian” newspaper recently. shareholders.2 explain the difference between organisational and national culture 1. acculturation programmes.

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

Brooks I – Organisational Behaviour: Individuals. Groups and Organisations. References: Ensure that all references are quoted at the end of any question/document submitted. REFERENCES Textbooks 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. 4th Edition (Financial Times/Prentice Hall. Submission type: Check and comply with the assessments schedule in your course handbook.2 recommend ways to improve corporate climate in an organisation 2.3 analyse the corporate cultural profile in an organisation 1. 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. 2008) ISBN 0273715364 2.1 identify internal and external stakeholders of an organisation 3.3 develop new communication strategies for stakeholders of an organisation that address differences in belief. Be able to propose organizational values that will influence corporate climate 3.2 evaluate the effectiveness of an organisation’s existing communication strategies 3. Be able to develop strategies to communicate with stakeholders of an organisation who belong to different cultural groups Assessment criteria 1. 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. Understand how the characteristics of corporate culture affect the achievement of organizational objectives 2.1 explain how models of organisation culture can be used to achieve organizational objectives 1.4 discuss the impact of an organisation’s corporate culture in achieving its objectives 2. Brown A – Organisational Culture. Ensure that the layout of your documents is in a professional format G.5 and alignment should be Justify Ensure that all work has been proof-read and checked prior to submission. values.Developing Corporate Culture 1. 4th Edition (Prentice Hall. Submission deadline: Check and comply with the assessments schedule in your course handbook. Chaney L and Martin J – Intercultural Business Communication. 2nd Edition (Financial Times/Prentice Hall. 1998) ISBN 0273631470 3.3 propose a framework of organisational values that meet the specific strategic and operational needs of an organisation 3. 2005) ISBN 0131860097 College of Technology London Page 40 . you must apply the Harvard System of Referencing in your work.1 evaluate the existing climate of an organisation 2.2 explain the difference between organisational and national culture 1.

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

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

Team goals should be the foundation for developing successful business teams. • • • • 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. Only then will they be able to work effectively as a team and meet their objectives. Goals should be College of Technology London Page 43 . This requires a commitment to open communication throughout the team. successful teams do not happen as a matter of chance. For example. 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.Developing Successful Business Teams A. Case studies. Developing individual team members includes assigning personal goals that suit the strengths and skills of the individual. Team dynamics are concerned with how teams evolve and the processes that determine whether the team is successful or not. However. MODULE INTRODUCTION Many organisations now focus on teams as a key element in their organizational structure. Signs of conflict in a team need to be resolved quickly as they can affect the stability and purpose of the team. 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. Maintaining levels of motivation in all team members is a crucial aspect of successful business teams. MODULE SUMMARY Module Code and Title: Code: Credits: Assessments: Teaching Methods: Developing Successful Business Teams DSB 5 1 assignments Lectures. Building and maintaining a successful business team involves fostering constructive relationships between team members. Seminars. They have to be planned and supported if they are to become successful. Planning to establish a successful business team requires an understanding of team dynamics and the importance of leading and developing of a team. and ensuring that each member feels that their contribution to the team's overall task is valued.

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

did not actively manage the Shop Managers to the extent that sales targets were not reached. thought-shower/buzz group techniques.3 encourage open communication between team members to support team development 2. 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. setting and re-setting SMART objectives. model of good practice (Leigh and Maynard’s Fun. 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. evaluating performance against SMART objectives. Carol is new to management but she has recently completed her management training and is very keen to put her new knowledge into practice. teambuilding activities.3 analyse the value of using theoretical models when building successful business teams 2. MODULE SCHEDULE The module schedule for the 10 weeks will be provided by your lecturer in class E.2 plan how to motivate team members to achieve given objectives 2. involvement of team in reviewing performance. importance of celebrating achievements. Regular. The Company culture is very much about team working. The previous Regional Managerleft the organisation and in the two months prior to leaving. LEARNING OUTCOMES AND ASSESSMENT CRITERIA Learning Outcomes Assessment Criteria 1.1 explain the stages of team development 2. 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. She also has previous experience in the retail sector and knows the industry well. benchmarks. The more experienced Shop Managers have achieved bonus and this is causing friction within the team. training and development D.4 evaluate ways of resolving conflict between team members 3.2 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. absence levels were high and generally the store performance targets were not being met. follow-up actions.Developing Successful Business Teams Improving performance against given objectives: measuring performance. Challenging and Energising).2 assess the importance of team roles in successful business teams 1. Open. good practice in giving feedback (Leigh and Maynard’s Effective Feedback). She knows she has to improve the Shop Manager’s performance and levels of morale College of Technology London Page 45 . targets.1 describe the characteristics of successful business teams 1. corrective action. sharing in success and valuing each individual’s contribution to ensure the continuing growth and profitability of the organisation. It employs 130 people with the majority employed as Sales assistants who work in the retail outlets.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. complete the following tasks: 1.1 describe the characteristics of successful business teams 1.2 plan how to motivate team members to achieve given objectives 2.3 analyse the value of using theoretical models when building successful business teams 2.2 assess the importance of team roles in successful business teams 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. . 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. Ensure that the layout of your documents is in a professional format Page 46 College of Technology London . References: Ensure that all references are quoted at the end of any question/document submitted. This is creating a real divide within the small team which is causing ill. Submission type: Check and comply with the assessments schedule in your course handbook. Based on the case study above.4 evaluate ways of resolving conflict between team members 3. As the Regional Manager. 3. (Carol White) what actions would you take to support the development of the team? You answer should include reference to relevant theories and models.5 and alignment should be Justify Ensure that all work has been proof-read and checked prior to submission.1 explain the stages of team development 2. you must apply the Harvard System of Referencing in your work. Submission deadline: Check and comply with the assessments schedule in your course handbook. 2. 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.feeling and resentment and generally the team isfeeling very disillusioned.Developing Successful Business Teams and motivation because her job could be at risk if she fails to do so.1 monitor the performance of a team against given objectives 3.3 encourage open communication between team members to support team development 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.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. 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.

com . www. 2010) ISBN 0324782195 5.Developing Successful Business Teams G.Short article on building winning teams 4. 2007) ISBN 0865345384 9. Runde C and Flanagan T A – Building Conflict Confident Teams (Jossey-Bass. Division of Thomson Learning.managementhelp. Clutterbuck D – Coaching the Team at Work (Nicholas Brealey Publishing. 2009) ISBN 1856174999 4. People Management (Chartered Institute of Personnel and Development) 4.12 tips for winning teams 3. 4th Edition (South. www. Clutterbuck D and Megginson D – Further Techniques for Coaching and Mentoring (ButterworthHeinemann. 2007) ISBN 0978222156 10. 2004) ISBN 098023859 8. McCreary J S – Creating the ‘I’ in Team: Building Superior Teams with Intelligence.businessknowhow. Initiative and Integrity (Sunstone Press.com . Management Today (Haymarket Business Media) 3.Overview of leadership theories and models 5. www. REFERENCES Textbooks 1. Vogt J W – Recharge your Team: The Grounded Visioning Approach (Praeger Publishers Inc. 2008) ISBN 0070137900 6. www. Leigh A and Maynard M – Leading Your Team: How to Involve and Inspire Teams. 2008) ISBN 0313355428 Journals 1.2nd Edition (Nicholas Brealey Publishing. Parker B – The Pit Crew Challenge: Winning Customers Through Teaming (Ecw Press.belbin.leadership-studies.Belbin’s team roles theory 2.Articles and further links on building successful business teams College of Technology London Page 47 . Leader to Leader (Leader to Leader Institute) 2. Dufrene D and Lehman C – Building High-Performance Teams. 2008) ISBN 0470189479 11. www. 2008) ISBN 0273721836 2.com . Boynton A and Fischer B – Virtuoso Teams: The Extraordinary Stories of Extraordinary Teams (Financial Times/Prentice Hall.com . 2007) ISBN 1904838081 3. Kehoe D – Developing High Performance Teams (McGraw-Hill Professional. Martin Hays J – Building High-performance Teams: A Practitioner's Guide (Argos Press.org .businesstown.Western. 2002) ISBN 1857883047 7. Professional Manager (Chartered Management Institute) Websites 1.

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

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. including forecasting.Managing Financial Principles and Techniques A. MODULE SUMMARY Module Code and Title: Code: Credits: Assessments: Teaching Methods: Managing Financial Principles and Techniques MFP 15 1 assignment Lectures. capital appraisal. Case studies. budgeting. • • • • • • • 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 . Seminars. financial appraisal and analysis.

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

1 explain the importance of costs in the pricing strategy of an organisation 1. calculation of key ratios reflecting business liquidity. difficulties with introducing cost reduction programmes. behavioural issues relating to budgeting eg management participation authority. taxation and project appraisal. time value of money and allowance for inflation in money and real rates of discount. flexible and fixed budgets.2 assess the sources of funds available to an organisation for a specific project 3. capital and revenue expenditure.2 participate in the creation of a master budget for an organisation 3. balance sheet and cash flow statement. activity-based budgeting.1 select appropriate budgetary targets for an organization 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. Total Quality Management (TQM). financial profiles of organisations.3 propose improvements to the costing and pricing systems used by an organisation 2. sensitivity analysis Investment appraisal: accounting rate of return. measuring the costs of quality Activity-based costing: development of activity-based costing (ABC). use in calculating costs and pricing policy. 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. quality and value. merits and limitations of these systems 5 Be able to use financial appraisal techniques to make strategic investment decisions for an organisation Investment: definition.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 .2 design a costing system for use within an organisation 1. payback period and cash flows. discounted cash flow – net present value and internal rate of return. use of spreadsheets in financial planning. value analysis and value engineering. types and interaction with risk. accounting for and investigating variances. 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. financial resource audits and the use of balanced scorecards – Kaplan and Norton Financial ratios: employment of financial ratios internally and externally. zero-based budgeting Monitoring process: budgeted and actual figures.1 apply forecasting techniques to make cost and revenue decisions in an organisation 2.Managing Financial Principles and Techniques Budgets: types. 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). favourable and adverse variances. the need for prompt and relevant corrective action.

4 evaluate budgetary monitoring processes in an organization 4. Using the results from your calculations.2 make a justified strategic investment decision for an organisation using relevant financial information 5.1 apply financial appraisal methods to analyse competing investment projects in the public and private sector 5.2 evaluate the potential for the use of activitybased costing 5.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. Explain the importance of costing method used in the pricing strategy of an organisation (AC1.2) College of Technology London Page 52 . Variable non-production overheads vary in total with the number of units sold.2 apply financial ratios to improve the quality of financial information in an organisation’s financial statements 6. Required: (a) Prepare a profit statement for the period using both absorption costing and marginal costing techniques. 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 46.1 analyse financial statements to assess the financial viability of an organisation 6. ASSESSMENT TASK 1 Quantum Limited has estimated the following costs for its product known as the Beta.3 make recommendations on the strategic portfolio of an organisation based on its financial information F.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 (AC1.000 units Sales 45.600 units (at £12·00 per unit) There was no finished stock at the beginning of the period.3 report on the appropriateness of a strategic investment decision using information from a postaudit appraisal 6.1 recommend processes that could manage cost reduction in an organisation 4. based on planned production and sales of 46.

000 300.000 30. medium term and Long term sources of business funds.000 Based on the forecasted sales above. Assess the sources of funds available to this business (you are required to critically discuss short term.3) TASK 2 Scenario: Introduction Amber Plc is a manufacturing company producing a product called the ban. manufacturing organisations. Organisations need to set budgetary targets at the beginning of the year.Managing Financial Principles and Techniques (d) Propose improvements to the costing system and pricing systems used by the organisation (AC1.000 Using regression techniques forecast the sales revenue of the company when advertising expenditure is: a) £50. 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 50. (AC 3.2) TASK 3 Budgeting is a very important activity for Businesses.000 240.000 b) £100.000 60. make recommendations to the management of the company regarding their attitude towards advertising expenditure (AC 2.1) (b) Alpha Limited produces three different types of chocolates. -milky bar -egg chocolate -bendy bar For the coming accounting period.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. budgets are to be prepared using the following information: College of Technology London Page 53 .000 Sales £ 170. production units and Labour costs.000 220. especially. including their advantages and disadvantages) (AC 2.000 260. The marketing department is investigating the effect of advertising on the sales of the product.000 250.000 40. Required: (a) Explain the factors considered by organisations when selecting appropriate budgetary targets for: • • • sales volume.000 40.

Managing Financial Principles and Techniques Budgeted sales: -milky bar -egg chocolate -bendy bar 2.000 units at £100 each 4. The cutting department cuts the shapes.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. (AC 3. It uses a standard costing system to control costs. £ 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 . 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 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.000 9.000 Chocolate paste ( kg) 10. The standard cost card for a set of toy animals is given below. The process is very labour intensive and requires highly skilled labour to minimise the wastage of the expensive hardwood used.000 18.000 units at £150 each The three products use the same raw materials.000 units at £130 each 3.000 units bendy bar 700 units 800 units Opening inventory Closing inventory Inventory of raw materials are as follows: Sugar (kg) 21. which are sold as toy animals.

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. The data below shows information relating to the two contracts: College of Technology London Page 55 .000 direct labour hours were worked and paid at £9·25 per hour. 8. choose an organisation in the manufacturing sector. 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. In the most recent month 14. Using this organisation: a) explain how Value analysis (value engineering) could be implemented as a cost reduction process in the organisation (AC 4.800 cubic metres of hardwood at £150 per cubic metre.Managing Financial Principles and Techniques Fixed overhead absorption rates are based upon budgeted monthly fixed overheads of £26. 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 3.2) In order to meet outcomes 4.4) You are required to explain how variances can be used to monitor and achieve the budgetary targets set by the organisation.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.000 sets of animals. Actual fixed overheads were £23.1 and 4. The company is appraising two investment proposals (project A and project B). All stocks are recorded at standard cost. (AC 3.000 for the month.600 cubic metres of hardwood. TASK 5 For this part of the assignment. TASK 6 Scenario: Introduction Amat PLC is a manufacturing company which make a product called XL.1) b) Evaluate the potential for the use of activity-based costing in that organisation (AC 4. Purchases for the period were 1.000 and a budgeted monthly output of 13. The product has performed well in test marketing trials conducted by the research and development department.000 sets of animals were made using 1.

and Discounted payback period (b) Based on the results of the calculations in 5.2) College of Technology London Page 56 . in line with the company’s policy of not keeping any inventory of finished goods.000 2 70.000 4 40.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 £170.000 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. The company’s cost of capital is 10% and has a target accounting rate of return (ARR) of 30% per annum.000 2 60.000 4 45.000 3 120.000 3 110.000 at the end of the four years when the production of product XL is planned to end.1 above make a justified strategic investment decision for the organisation. PROJECT B: All the information remains the same except the following: 1) Initial investment cost £1million and the scrap value will be £100.000 2) The selling price will be £15 per unit 3) Year Demand(units) 1 50. make a decision on the financial viability of each project (AC 5.000 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. The company pays tax at the rate of 30% and has capital allowance at the rate of 25% . The scrap value of the machinery is expected to be £200.1) i) ii) Net present value (NPV) Internal rate of return (IRR) iii) iv) Accounting rate of return (ARR) based on the average investment cost. Based on each method.000 It is expected that all the units produced will be sold.The Company requires all projects to payback within 3 years.

finance providers (e.2) In this part of the assignment you are required to assess the ratios and comment on which year the company is performing better. Profitability 2. Shareholders can also decide whether to sell their shares or to buy more shares in a particular company. Explain the basis of your decision (AC 5. All the users of the Financial accounting information need information about the financial performance of the company. Required Write a report to the management assessing the financial performance of Tesco Plc for the two financial years in the following areas: 1. 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 . Again.1) b) Apply the financial ratios to improve the quality of financial information in the organisation’s financial statements (AC 6.3) You are required to explain in which year the management have performed better in terms of strategic choices and decisions.3) TASK 7 The users of the Financial accounting information include: • Shareholders • Potential investors • Finance providers and • The general public. banks) can decide whether or not to lend to the company.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. for example. This enables them to make important strategic decisions. are always eager to know how the company is performing financially.g. 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. 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. Liquidity 3. Gearing 4. The management. c) Make recommendations on the strategic portfolio of the organisation based on its financial information (AC 6.

1 recommend processes that could manage cost reduction in an organisation 4.Managing Financial Principles and Techniques 6 Be able to interpret financial statements for planning and decision making Assessment criteria 1. 2005) ISBN 1844802515 College of Technology London Page 58 . Ensure that the layout of your documents is in a professional format G.3 propose improvements to the costing and pricing systems used by an organisation 2.1 apply financial appraisal methods to analyse competing investment projects in the public and private sector 5. References: Ensure that all references are quoted at the end of any question/document submitted.3 compare actual expenditure and income to the master budget of an organisation 3.1 explain the importance of costs in the pricing strategy of an organisation 1. Berry A and Jarvis R – Accounting in a Business Context. you must apply the Harvard System of Referencing in your work.1 apply forecasting techniques to make cost and revenue decisions 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.2 make a justified strategic investment decision for an organisation using relevant financial information 5.2 design a costing system for use within an organisation 1.4 evaluate budgetary monitoring processes in an organization 4. 4th Edition (Cengage Learning EMEA.1 select appropriate budgetary targets for an organization 3. Submission type: Check and comply with the assessments schedule in your course handbook. 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 1.3 report on the appropriateness of a strategic investment decision using information from a postaudit appraisal 6.3000 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.3 make recommendations on the strategic portfolio of an organisation based on its financial information Word limit suggested: 2500 . Atrill P and McLaney E – Management Accounting for Non-specialists.2 assess the sources of funds available to an organisation for a specific project 3. 2002) ISBN 0273655914 2.5 and alignment should be Justify Ensure that all work has been proof-read and checked prior to submission.1 analyse financial statements to assess the financial viability of an organisation 6. 3rd Edition (Financial Times/Prentice Hall. Submission deadline: Check and comply with the assessments schedule in your course handbook.2 evaluate the potential for the use of activity-based costing 5.2 participate in the creation of a master budget for an organisation 3.2 apply financial ratios to improve the quality of financial information in an organisation’s financial statements 6. REFERENCES Textbooks 1.

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

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