Unit Title: Managing in Organisations

Unit Reference Number: J/505/7769

Guided Learning Hours: 210
Level: Level 6
Number of Credits: 25
Unit purpose and aim(s):
This unit aims to give learners a critical understanding of:
different approaches to organisation theory
organisational structure and design
managerial processes
organisational strategy and goals
the effects of external and internal pressures
organisational change and development.

Learning Outcome 1
The learner will: Be able to compare and evaluate alternative approaches to organisation
theory.
Assessment Criteria
The learner can:

Indicative Content

1.1 Discuss the

development of
organisation theory.

1.1.1 Describe the main elements of simple and complex

organisations.
1.1.2 Define organisations in relation to their common
features, e.g. production, rules and regulations, division of
labour, chain of authority, information systems.

1.2 Critically evaluate each

of the key alternative
approaches for
understanding
organisations.

1.2.1 Differentiate between classical approaches,

bureaucracy, systems theories and contingency theory.
1.2.2 Discuss action theory and its place in understanding
organisations.

Learning Outcome 2
The learner will: Understand the key elements in organisational structure and design and be
able to compare and evaluate the different types of organisational structure and design.
Assessment Criteria
The learner can:

Indicative Content

2.1 Define and discuss the

elements of structure.

2.1.1 Discuss the common elements of hierarchy and

specialisation.

2.2 Analyse how these

structural elements
facilitate the achievement
of organisational goals.

2.2.1 Examine the ways in which hierarchy and specialisation

facilitate greater levels of organisational activity.

2.3 Critically
evaluate alternative
organisational structures
through which hierarchy
and specialisation may be
operationalised.

2.3.1 Consider different organisational forms including structure

based on product or function, geographically based structures
and market led structures.
2.3.2 Distinguish between mechanistic and organic structures
2.3.3 Discuss the issues of centralisation or decentralisation.

Learning Outcome 3
The learner will: Be able to evaluate managerial processes within an organisational context.
Assessment Criteria
The learner can:

Indicative Content

3.1 Critically assess the

main functions and
processes of management
and their contribution to
the achievement of
organisational goals.

3.1.1 Discuss the management functions of communicating,

co-ordinating, planning, decision-making, leading and
controlling.
3.1.2 Analyse the inter-relationship between these functions.
3.1.3 Analyse how the management functions outlined in 3.1.1
assist in the achievement of organisational goals.

3.2 Appraise alternative

ways in which the
functions and processes of
management may be
conducted.

3.2.1 Discuss the literature relating to each of the functions

and processes described under 3.1.1, showing the different
means by which they may be implemented.

3.3 Assess how the

conduct of the functions
outlined in 3.1 can be
enhanced.

3.3.1 Discuss how the managerial role can be enhanced to

motivate and develop staff.

Learning Outcome 4
The learner will: Be able to assess the concepts of organisational strategy and organisational
goals and their relationship to organisational effectiveness and efficiency.
Assessment Criteria
The learner can:

Indicative Content

4.1 Critically analyse the

concepts of organisational
strategy and organisational
goals.

4.1.1 Define and discuss the term organisational goal.

4.1.2 Define and discuss the term organisational strategy.

4.2 Critically analyse the

concepts of organisational
effectiveness and
organisational efficiency
and relate them to strategy
and goals.

4.2.1 Define and discuss organisational effectiveness.

4.3 Discuss the concept of

pluralism in an
organisational context.

4.3.1 Distinguish between unitary and pluralistic frameworks for

viewing organisations.

4.2.2 Define and discuss organisational efficiency.

4.2.3 Identify and analyse a range of performance measures
including quantitative and qualitative information.

4.3.2 Show how these alternative frameworks inform the

discussion of organisational goals and organisational strategy.

Learning Outcome 5
The learner will: Understand the need for organisational responsiveness to ensure continued
effectiveness in the light of external/internal pressures.
Assessment Criteria
The learner can:

Indicative Content

5.1 Discuss the impact of

the external environment
on organisational
structures and
management processes.

5.1.1 Discuss the environmental context of organisations:

dynamics and complexity.

5.2 Discuss the impact of

the internal environment
on organisational
structures and
management processes.

5.2.1 Analyse the internal environment: resources, operating

systems, products, culture, technology, stakeholders, and
results.

5.1.2 Analyse key factors and trends influencing organisational

structures and management processes using PESTLE.

5.2.2 Show how structures based on function, product,

customer, or geography will reflect environmental forces.
5.2.3 Show how mechanistic and organic structures reflect
environmental forces.
5.2.4 Discuss matrix structures and show how they are
appropriate to particular environments.
5.2.5 Show how environmental demands shape the practice of
the functions of management discussed in 3.1.1 above.

5.3 Explore and discuss

how organisations cope
with dynamic
environments.

5.3.1 Analyse why organisations fail to respond to

environmental pressures.
5.3.2 Discuss the impact of strategy on structure and the impact
of structure on strategy.

5.3.3 Discuss the nature of power and politics in organisations.

Learning Outcome 6
The learner will: Understand and know how to evaluate the processes of organisational
change and organisational development.
Assessment Criteria
The learner can:

Indicative Content

6.1 Identify and explain

external and internal
triggers of change.

6.1.1 Identify and explain the external triggers: PESTLE and

market pressure, the internal pressures of performance,
employee demands and the need for innovation.

6.2 Discuss different

approaches to change and
the effect on an
organisations culture.

6.2.1 Analyse a range of approaches to manage change

successfully.
6.2.2 Outline the role of the manager in establishing new
patterns of behaviour.

6.3 Critically assess how

to manage the change
process and resistance to
change, using current
theory.

6.3.1 Explain the change process: planning, identification of

need and involvement, determining the best strategy, drawing
up plans, and review and evaluation.

6.4 Discuss the scope of

organisational
development strategies.

6.4.1 Distinguish between organisational and management

development.

6.5 Evaluate the differing

approaches to
organisational
development.

6.5.1 Examine the process of action research and alternative

organisational development interventions.

6.6 Critically appraise the

process of organisational
development.

6.6.1 Examine the different characteristics of organisational

development within a business.

6.7 Discuss the capacity of

an organisation to learn
from the context in which it
operates.

6.7.1 Discuss the features of a learning organisation.

6.3.2 Explain why people resist change, and measures that can
be taken to overcome resistance.

Learning Outcome 7
The learner will: Understand and be able to evaluate the ethical dilemmas facing managers
and organisations.
Assessment Criteria
The learner can:

Indicative Content

7.1 Distinguish between

ethics, morals, codes of
conduct and the law and
discuss their significance
to managers in
organisations.

7.1.1 Discuss and distinguish between the terms: ethics, morals

and codes of conduct.

7.2 Evaluate models that

support ethical decision
making and their
limitations.

7.2.1 Discuss models that can be used in business to assist

ethical decision making and analyse their limitations.

7.3 Critically evaluate the

concept of Corporate
Social Responsibility and
its significance to
managers in organisations.

7.3.1 Discuss the concept of Corporate Social Responsibility

(CSR) and how organisations can put this concept into practice.

7.1.2 Discuss the ethical dilemmas facing managers.

Assessment:
Assessment method: written examination (unless otherwise stated).
Written examinations are of three hours duration.
All learning outcomes will be assessed.

Recommended Reading:
Managing in Organisations ABE Study Manual.
Please refer to the Tuition Resources section of the Members Area of the ABE
website (www.abeuk.com) for further recommended reading.