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ANNEXURE
This is the Annexure to the Course Handbook (for Edexcel Level 5 BTEC Higher National Diploma in Business) Consisting all the relevant details of the core units, including the detailed curriculum, learning outcomes and assessment criteria.
CORE UNITS
Term-I Edexcel Unit No. Unit 01 Unit 02 Unit 03 Unit 10 Unit 06 Unit 19 Unit 21 Unit 07 Unit 14 Unit 44 Unit 04 Unit 08 Unit title Marketing Managing Financial Resources and Decisions Organisations and Behaviour Term-II Managing Professional Development Business Decision Making Marketing Planning Human Resource Management Term-III Business Strategy Working with and Leading People Operations Management Business Environment Term-IV Research Project
COURSE HANDBOOK Edexcel Level 5BTEC Higher National Diploma in Business Pathway course allowing progression to BA(Hons) in Business/Accounting & Financial Management of Univ of Sunderland at Ethames, UK. Page 1
Term-I
Unit 1: Marketing Learning hours: 60 NQF level 5
Description of unit
This unit aims to provide learners with an introduction to the fundamental concepts and principles that underpin the marketing process. In addition, it examines the role and practice of marketing within the changing business environment. This broad-based unit will provide all learners with a concise and contemporary overview of marketing, and give them the knowledge and skills to underpin further study in the specialist field of marketing.
Summary of learning outcomes

To achieve this unit a learner must: 1 Investigate the concept and process of marketing 2 Explore the concepts of segmentation, targeting and positioning 3 Identify and analyse the individual elements of the extended marketing mix 4 Apply the extended marketing mix to different marketing segments and contexts.
Content
1 Concept and process of marketing Definitions: alternative definitions including those of the Chartered Institute of Marketing and the American Marketing Association, satisfying customers needs and wants, value and satisfaction, exchange relationships, the changing emphasis of marketing Marketing concept: evolution of marketing, business orientations, societal issues and emergent philosophies, customer and competitor orientation, efficiency and effectiveness, limitations of the marketing concept Marketing process overview: marketing audit, integrated marketing, environmental analysis, SWOT analysis, marketing objectives, constraints, options, plans to include target markets and marketing mix, scope of marketing Costs and benefits: benefits of building customer satisfaction, desired quality, service and customer care, relationship marketing, customer retention, customer profitability, costs of too narrow a marketing focus, total quality marketing 2 Segmentation, targeting and positioning Macro-environment: environmental scanning, political, legal, economic, socio-cultural, ecological and technological factors
Micro-environment: stakeholders (organisation's own employees, suppliers, customers, intermediaries, owners, financiers, local residents, pressure groups and competitors), direct and indirect competitors, Porters competitive forces Buyer behaviour: dimensions of buyer behaviour, environmental influences, personal variables demographic, sociological, psychological motivation, perception and learning, social factors, physiological stimuli, attitudes, other lifestyle and lifecycle variables, consumer and organisational buying Segmentation: process of market selection, macro and micro segmentation, bases for segmenting markets ie geographic, demographic, psychographic and behavioural; multivariable segmentation and typologies, benefits of segmentation, evaluation of segments and targeting strategies, positioning, segmenting industrial markets, size, value, standards, industrial classification 3 Extended marketing mix Product: products and brands features, advantages and benefits, the total product concept, product mix, product life-cycle and its effect on other elements of the marketing mix, product strategy, new product development, adoption process Place: customer convenience and availability, definition of channels, types and functions of intermediaries, channel selection, integration and distribution systems, franchising, physical distribution management and logistics, ethical issues Price: perceived value, pricing context and process, pricing strategies, demand elasticity, competition, costs, psychological, discriminatory, ethical issues Promotion: awareness and image, effective communication, integrated communication process (SOSTT + 4Ms), promotional mix elements, push and pull strategies, advertising above and below the line including packaging, public relations and sponsorship, sales promotion, direct marketing and personal selling, branding, internet and online marketing The shift from the 4Ps to the 7Ps: product-service continuum, concept of the extended marketing mix, the significance of the soft elements of marketing people, physical evidence and process management 4 Different marketing segments and contexts Consumer markets: fast-moving consumer goods, consumer durables, co-ordinated marketing mix to achieve objectives Organisational markets: differences from consumer markets, adding value through service; industrial, non-profit making, government, re-seller Services: nature and characteristics of service products intangibility, ownership, inseparability, perishability, variability, heterogeneity the 7Ps, strategies, service quality, elements of physical product marketing, tangible and intangible benefits International markets: globalisation, standardisation versus adaptation, the EU, benefits and risks, market attractiveness, international marketing mix strategies
Outcomes and assessment criteria
Outcomes
1 Investigate the concept and process of marketing
Assessment criteria for pass To achieve each outcome a learner must demonstrate the ability to: compare alternative definitions of marketing identify the main characteristics of a marketing oriented organisation explain the various elements of the marketing concept identify and assess the benefits and costs of a marketing approach identify and explain macro and micro environmental factors which influence marketing decisions propose segmentation criteria to be used for two products in different markets outline the factors which influence the choice of targeting strategy explain how buyer behaviour affects marketing activities in two different buying situations describe how products are developed to sustain competitive advantage explain how distribution is arranged to provide customer convenience explain how prices are set to reflect an organisations objectives and market conditions illustrate how promotional activity is integrated to achieve marketing objectives analyse the additional elements of the extended marketing mix recommend marketing mixes for two different segments in consumer markets explain the differences in marketing products and services to organisations rather than consumers explain how and why international marketing differs from domestic marketing
2 Explore the concepts of segmentation, targeting and positioning
Identify and analyse the individual elements of the extended marketing mix
4 Apply the extended marketing mix to different marketing segments and contexts
Guidance
Delivery For many learners this unit will provide their first contact with the main aspects of marketing theory. Delivery should emphasise that the marketing concept underpins the marketing process. Current trends, issues and innovations should be used to identify the application of marketing principles and techniques. In addition, case studies, visiting speakers and visits to other organisations could be used where appropriate to give practical relevance. Assessment Evidence of outcomes may be in the form of written or oral assignments or tests, or by learners building a portfolio of evidence. The assignments may focus on real problems or case studies. Learning and assessment can be across units, at unit level or at outcome level. Evidence could be at outcome level although opportunities exist for covering more than one outcome in an assignment. Learners should also have opportunities for peer and self-assessment in order to develop their skills in being responsible for their own learning and development. Links This unit forms the basis of the Higher National Marketing pathway linking with other marketing units: Unit 17: Marketing Intelligence, Unit 18: Advertising and Promotion, Unit 19: Marketing Planning and Unit 20: Sales Planning and Operations. There is also a link to Unit 4: Business Environment in the areas of stakeholders, effects of demand elasticity on pricing and external market factors. The unit also provides links to Unit 30: Internet Marketing and Unit 50: Contemporary Issues in Marketing Management. Resources Learners should have access to a learning resource centre with a wide range of marketing texts. Texts should be supported by newspaper business sections, as well as trade journals such as Campaign, Marketing Week and Marketing. Support materials Textbooks Adcock D et al Marketing Principles and Practice 4th Edition (Pitman Publishing, 2001) ISBN: 027364677X Brassington F and Pettitt S Principles of Marketing 3rd Edition (FT/Prentice Hall, 2003) ISBN: 0273657917 Jobber D Principles and Practice of Marketing 3rd Edition (McGraw Hill, 2001) ISBN: 0077096134 Kotler P et al Principles of Marketing 3rd European Edition (FT/Prentice Hall, 2001) ISBN: 0273646621 Magazines, journals and newspapers Campaign Harvard Business Review Journal of Marketing Management Marketing Review
Marketing Marketing Business Marketing Week
The Financial Times and other daily newspapers which contain a business section and market
Reports Videos The Marketing Mix at Cadburys (1998, TV Choice) Marketing Decisions (1998, TV Choice) What is Marketing? (2001, TV Choice) Websites www.bized.ac.uk provides case studies appropriate for educational purposes www.cim.co.uk The Chartered Institute of Marketings site contains a useful knowledge centre www.ft.com The Financial Times business sections www.marketing.haynet.com Marketing magazine www.thetimes100.co.uk multimedia resources
Term-I
Learning hours: 60 Unit 2: Managing Financial Resources and Decisions NQF level 5
Description of unit
This unit is designed to give learners a broad understanding of the ways in which finance is managed within a business organisation. Learners will learn how to evaluate the different sources of finance, compare the ways in which these are used and will learn how to use financial information to make decisions. Included will be consideration of decisions relating to pricing and investment, as well as budgeting. Finally, learners will learn techniques for the evaluation of financial performance.

To achieve this unit a learner must: 1 Explore the sources of finance available to a business 2 Analyse the implications of finance as a resource within a business 3 Make financial decisions based on financial information 4 Analyse and evaluate the financial performance of a business.
Content
1 Sources of finance Range of sources: sources for different businesses, long term such as share capital, retained earnings, loans, third-party investment, short/medium term such as hire purchase and leasing, working capital stock control, cash management, debtor factoring Implications of choices: legal, financial and dilution of control implications, bankruptcy Choosing a source: advantages and disadvantages of different sources, suitability for purpose eg matching of term of finance to term of project 2 Finance as a resource Finance costs: tangible costs eg interest, dividends; opportunity costs eg loss of alternative projects when using retained earnings; tax effects Financial planning: the need to identify shortages and surpluses eg cash budgeting; implications of failure to finance adequately, overtrading Decision making: information needs of different decision makers Accounting for finance: how different types of finance and their costs appear in the financial statements of a business, the interaction of assets and liabilities on the balance sheet
3 Financial decisions Budgeting decisions: analysis and monitoring of cash and other budgets Costing and pricing decisions: calculation of unit costs, use within pricing decisions, sensitivity analysis Investment appraisal: payback period, accounting rate of return, discounted cashflow techniques ie net present value, internal rate of return Nature of long-term decisions: nature of investment importance of true value of money, cash flow, assumptions in capital investment decisions, advantages and disadvantages of each method 4 Financial performance Terminology: introduction to debit, credit, books of prime entry, accounts and ledgers, trial balance, final accounts Financial statements: basic form, structure and purpose of main financial statements ie balance sheet, profit and loss account, cashflow statement, notes, preparation not required; distinctions between different types of business ie limited company, partnership, sole trader Interpretation: use of key accounting ratios for profitability, liquidity, efficiency, and investment, comparison both external ie other companies, industry standards and internal ie previous periods, budgets

Outcomes Assessment criteria for pass To achieve each outcome a learner must demonstrate the ability to: identify the sources of finance available to a business assess the implications of the different sources select appropriate sources of finance for a business project assess and compare the costs of different sources of finance explain the importance of financial planning describe the information needs of different decision makers describe the impact of finance on the financial statements analyse budgets and make appropriate decisions calculate unit costs and make pricing decisions using relevant information assess the viability of a project using investment appraisal techniques explain the purpose of the main financial statements describe the differences between the formats of financial statements for different types of business analyse financial statements using appropriate ratios and comparisons, both internal and external
1 Explore the sources of finance available to a business
2 Analyse the implications of finance as a resource within a business
3 Make financial decisions based on financial information
4 Analyse and evaluate the financial performance of a business
Guidance
Delivery Understanding will be developed via exposure to a variety of case studies. It will also be useful to look at a number of sets of financial statements. The form and structure of these statements must be understood, although learners are not required to actually prepare the statements. That said, simple examples which do require accounts to be prepared may aid understanding of the formats. Assessment Assessment may be by way of case study or project, based on specific business organisations. The organisations can be simulated, but learners may benefit from the analysis of a variety of real organisations. Assessment of the decision making outcome is likely to require a simulate case study. Links This unit links with other units within the specification: Unit 6: Business Decision Making, Unit 9: Management Accounting: Costing and Budgeting, Unit 10: Financial Reporting, Unit 11: Financial Systems and Auditing and Unit 12: Taxation. This unit also covers some of the underpinning knowledge and understanding for the following units of the NVQ in Accounting at level 4: Contributing to the management of costs and enhancement of value, Contributing to the planning and allocation of resources. The unit covers financial topics essential for learners wishing to make a career in this field and wishing to gain membership of a professional accounting body. Support materials Textbooks Sufficient library resources should be available to enable learners to achieve this unit. Particularly relevant texts are: Cox D and Fardon M Management of Finance (Osborne Books, 2003) ISBN: 1872962238 Dyson J R Accounting for Non-Accounting Learners (Pitman, 2003) ISBN: 0273646834 Journals and newspapers The financial and mainstream press can provide useful background reading, and can also be a useful source of case studies and financial information. Copies of published financial reports are available from companies themselves, or via The Financial Times (a free online ordering service is available). Videos A number of videos is available covering the financial aspects of business.
Websites The professional accounting bodies all have websites with lots of useful information and links. The Financial Times website includes a free service providing copies of financial reports. Biz/ed provides a wealth of useful resources aimed at learners and teachers. www.aat.co.uk www.accountingtechnician.co.uk www.bized.ac.uk purposes www.ft.com The Association of Accounting Technicians Accounting Technician magazine provides case studies appropriate for educational The Financial Times
Term-I
Unit 3: Organisation and Behaviour Learning hours: 60 NQF level 5
Description of unit
This unit provides an introduction to the nature of organisations in relation to management practices. The unit examines the internal nature of organisations from both a theoretical and practical viewpoint. The unit is intended to develop an understanding of the behaviour of people within organisations and the significance of organisational design and characteristics. It also aims to provide the basis for, and to underpin further study in, specialist areas of business.

To achieve this unit a learner must: 1 Explore organisational structure and culture 2 Examine different approaches to management and leadership and theories of organisation 3 Examine the relationship between motivational theories 4 Demonstrate an understanding of working with others, teamwork, groups and group dynamics.
Content
1 Organisational structure and culture Types of organisation and associated structures: functional, product-based, geographically based, multifunctional and multidivisional structures, matrix, centralisation and decentralization Organisational networks and linkages: internal and external network structures, flexible working Organisational culture: classification of organisational culture power culture, role culture, task culture, person culture, cultural norms and symbols, values and beliefs, development of organisational culture Authority and power: organisational charts, spans of control The human resource function: a stakeholder perspective, personnel management roles, personnel policies, strategies and operating plans, strategic goals for personnel Diagnosing behavioural problems: concepts, principles, perspectives, methodology Perception: definition, perceptual selection, perception and work behaviour, attitude, ability and aptitude, intelligence Significance and nature of individual differences: self and self-image, personality and work behaviour, conflict Individual behaviour at work: personality, traits and types, its relevance in understanding self and others
2 Approaches to management and leadership Development of management thought: scientific management, classical administration, bureaucracy, human relations approach, systems approach, contingency approach Functions of management: planning, organising, commanding, co-ordinating, controlling Managerial roles: interpersonal, informational, decisional Nature of managerial authority: power, authority, responsibility, delegation, conflict Frames of reference for leadership activities: opportunist, diplomat, technician, achiever, strategist, magician, pluralistic, transformational, change 3 Motivational theories Motivation theories: Maslows Hierarchy of Needs, Herzbergs Motivation Hygiene theory, Vroom and Expectancy theories, Maccoby, McCrae and Costa personalitydimensions Motivation and performance: rewards and incentives, motivation and managers, rewards monetary and non-monetary Leadership: leadership in organisations, managers and leaders, leadership traits, management style, contingency approach, leadership and organisational culture Leadership and successful change in organisations: pluralistic, transformational, communications, conflict 4 Working with others, teamwork, groups and group dynamics The nature of groups: groups and teams, informal and formal groups, purpose of teams Teams and team building: selecting team members, team roles, Belbins theory, stages in team development, team building, team identity, team loyalty, commitment to shared beliefs, multi-disciplinary teams Team dynamics: group norms, decision-making behaviour, dysfunctional teams, cohesiveness Impact of technology on team functioning: technology, communication, change, networks and virtual teams, global and cross-cultural teams

Outcomes Assessment criteria for pass To achieve each outcome a learner must demonstrate the ability to: compare and contrast different organisational structures and culture analyse the relationship between an organisations structure and culture and the effects on business performance analyse the factors which influence individual behaviour at work analyse how organisational theory underpins principles and practices of organising and of management compare the different approaches to management and theories of organisation used by two organisations discuss different leadership styles and the effectiveness of these leadership approaches explain the different motivational theories and their application within the workplace assess the relationship between motivation theory and the practice of management describe the nature of groups and group behaviour within organisations investigate the factors that lead to effective teamwork and the influences that threaten success evaluate the impact of technology on team functioning within a given organisation
1 Explore organizational structure and culture
2 Examine different approaches to management and leadership and theories of organisation
3 Examine the relationship between motivational theories
4 Demonstrate an understanding of working with others, teamwork, groups and group dynamics
Guidance
Delivery Case studies, role plays and learner-centred learning can all be used to enhance delivery and student learning opportunities exist to link the delivery and assessment of the unit with the human resource management or management units.
Assessment Evidence of outcomes could be by written or verbal presentations. Evidence at outcome level can be selfcontained assignments, or one assignment integrating all outcomes, possibly with a thematic approach. Investigations can use actual organisations or case study material. Links This unit links with Unit 21: Human Resources Management, Unit 22: Managing Human Resources, Unit 23: Human Resources Development and Unit 24: Employee Relations. Support materials Textbooks Sufficient library resources should be available to enable learners to achieve this unit. Particularly relevant texts are: Brooks I OrganisationalBehaviour, Individuals, Groups and Organisation 2nd Edition (Prentice Hall, 2003) ISBN: 0877781265 Huczynski A and Buchanan D OrganisationalBehaviour: An Introductory Text (Prentice Hall, 2000) ISBN: 0273651021 Maccoby M Why Work: Motivating and Leading the New Generation (Simon and Schuster, New York, 1998) ISBN: 067147281X (Outlines the changing nature of the workplace and categorises people into five types, giving the characteristics and sources of motivation and demotivation of each.) Mullins L Management and OrganisationalBehaviour 5th Edition (Pitman Publishing, London, 1999) ISBN: 0273651471 Robbins S Essentials of OrganisationalBehaviour 4th Edition (Prentice Hall International, 2003) ISBN: 0582820758
Term-II
Unit 13: Managing Professional Development Learning hours: 60 NQF level 5
Description of unit
This unit is designed to enable learners to assess and develop a range of professional and personal skills in order to promote future personal and career development. The unit also aims to develop learners abilities to organise, manage and practise a range of approaches to improve their performance as self-organised learners, in preparation for work or further career development. The unit emphasis is on the needs of the individual but within the context of how the development of selfmanagement corresponds with effective team management in meeting objectives.

To achieve this unit a learner must: 1 Undertake responsibility for own personal and career development 2 Evaluate progress and achievement of personal development and learning targets 3 Develop a range of interpersonal and transferable business skills 4 Demonstrate self-managed learning in a professional context.
Content
1 Personal and career development Self-appraisal: skills audit, evaluating self-management, leadership and interpersonal skills Development plan: career and personal development, current performance, future needs, aims, objectives, targets, review dates, achievement dates, learning programme/activities, action plans Portfolio building: developing and maintaining a personal portfolio Constructing a CV: writing, maintaining and presenting 2 Evaluate progress Evaluate progress: against original aims, objectives, targets, responding to feedback, resetting aims, objectives and targets 3 Interpersonal and transferable business skills Problem solving: problem analysis, brainstorming, mind mapping, generating solutions, choosing a solution, creative thinking
Verbal communication: effective listening, respect of others opinions, interviewing techniques, negotiation, persuasion, presentation skills, assertiveness Time management: prioritising workloads, setting work objectives, using time effectively, making and keeping appointments, working steadily rather then erratically, time for learning, estimating task time (partitionable tasks, non-partitionable tasks) 4 Self-managed learning Targets: aims and requirements, preferences, personal orientation achievement goals, identification of what has to be learnt, dates for achievement Learning styles: activist, pragmatist, theorist, reflector, Kolbs learning cycle Effective learning: skills of personal assessment, planning, organisation and evaluation Online research methods: use of the internet, use of bulletin boards, newsgroups Assessment of learning: improved ability range with personal learning, evidence of improved levels of skill, learning achievements and disappointments.

Outcomes Assessment criteria for pass To achieve each outcome a learner must demonstrate the ability to: identify, review and assess own performance of current management skills conduct a self-assessment inventory devise and maintain a current CV and/or portfolio of work devise a personal development plan to achieve personal targets and short and long-term learning objectives evaluate learning and development with original aims and objectives set in the development plan reset objectives in the light of evaluation and feedback create or identify solutions to a range of workbased problems communicate in a variety of styles and appropriate manner at various levels identify and evaluate a range of effective time management strategies apply an awareness of how people learn to identify suitable methods for development
1 Undertake responsibility for own personal and career development
2 Evaluate progress and achievement of personal development and learning targets
3 Develop a range of interpersonal and transferable business skills
4 Demonstrate self-managed learning in a professional context
suggest ways in which lifelong learning could be encouraged use a range of research methods and sources give a presentation evaluating progress in achieving learning objectives outlined in the personal development plan
Guidance
Delivery This unit would benefit from a series of skills-based workshops or a residential period to facilitate personal development. Guest speakers from businesses would be helpful in describing their job roles and identifying the skills needed to run and work in a business environment. Assessment For the personal profile the learner should self-evaluate their current skills and experiences using a skills audit and then construct a personal portfolio. Assessment for the career development could be via a personal journal or skills log compiled throughout the programme. It should be based on the learners own personal and career aims and needs. Evidence for interpersonal and transferable skills should involve role play and use examples of real-life situations. Learners should also analyse qualities of existing business entrepreneurs. Links This unit has links with Unit 14: Working with and Leading People, Unit 15: Managing Activities to Achieve Results and Unit 16: Managing Communications, Knowledge and Information. It should be developed throughout the programme in order to influence the selection of an appropriate project and career route. Support materials Sufficient library resources should be available to enable learners to achieve this unit. Particularly relevant texts are: Adair J Effective Leadership (Pan Books, 1988) ISBN: 0330302302 Adair J Effective Time Management (Pan Books, 1989) ISBN: 0330302299 Hartley P Interpersonal Communication (Routledge, 1993) Dubrin A 10 Minute Guide to Leadership (John Wiley & Sons, 1997) ISBN: 0028614062 Glass N Management Masterclass: A Practical guide to the New Realities of Business (Nicholas Brealey Publishing, 1996) ISBN: 1857881079 Godefroy and Clark The Complete Time Management System (Piatkus, 1990) ISBN: 0749910445 Jay How to Write Proposals and Reports That Get Results (FT Prentice Hall 2000) ISBN: 0273622021 Mullins Management and OrganisationalBehaviour(Pitman Publishing, 1996) ISBN: 0415013852 Perkins Killer CVs and Hidden Approaches (FT Prentice Hall 2001) ISBN: 027365246X
Term-II
Unit 06: Business Decision making Learning hours: 60 NQF level 5
Description of unit
In business, good decision making requires the effective use of information. This unit gives learners the opportunity to examine a variety of sources and develop techniques for four aspects of information: data gathering, data storage, and the tools available to create useful information and present it. Computers are used in business for much of this and thus the appreciation and use of appropriate IT software is central to the completion of this unit. Specifically, learners will use spreadsheets and other software for data analysis and the preparation of information. The use of spreadsheets for the manipulation of numbers, and understanding of how to apply the results, are seen as more important than the mathematical derivation of formulae used. They will also gain an appreciation of information systems currently used at all levels in an organisation as aids to decision making.

To achieve this unit a learner must: 1 Use a variety of sources for the collection of data, both primary and secondary 2 Apply a range of techniques to analyse data effectively for business purposes 3 Produce information in appropriate formats for decision making in an organisational context 4 Use software-generated information to make decisions at operational, tactical and strategic levels in an organisation.
Content
1 Sources for the collection of data Primary sources: survey methodology, questionnaire design, sample frame, acceptance sampling methods, sample error Secondary sources: internet research, government and other published data, by-product data 2 Techniques to analyse data Representative values: mean, median, mode, calculation from raw data and frequency distributions and using the results to draw valid conclusions Measures of dispersion: maximum, minimum, standard deviation for small and large samples; typical uses statistical process eg control, buffer stock levels Calculation: use of quartiles, percentiles, correlation coefficient
3 Information in appropriate formats Creation and interpretation of graphs using spreadsheets: line, pie, bar charts and histograms Scatter (XY) graphs and linear trend lines: extrapolation for forecasting reliability Use of appropriate presentation software and techniques and report writing 4 Software-generated information Management information systems: computers and information processing tools for operational, tactical and strategic levels of the organization Inventory control: economic order quantity, continuous and periodic review, Pareto analysis, material requirements, planning for manufacturing Project management: networking and critical path analysis, Gantt and Pert charts Financial tools: indices discounted cash flow, internal rates of return (IRR function)

Outcomes Assessment criteria for pass To achieve each outcome a learner must demonstrate the ability to: prepare and implement a plan for the collection of primary and secondary data for a given business problem describe and justify the survey methodology and frame used develop and use a questionnaire and justify its design for a particular purpose create information for decision making by summarising data using representative values, and use the results to draw valid and useful conclusions in a business context analyse data using measures of dispersion, and use to inform a given business scenario calculate quartiles, percentiles, correlation coefficient, and use to draw useful conclusions in a business context using data from a given business scenario, prepare a range of graphs using spreadsheets line, pie, bar charts and histograms, and draw valid conclusions based on the information derived use trend lines in spreadsheet graphs to assist in forecasting for specified business information and thus inform decision making prepare a business presentation using suitable software and techniques to disseminate information effectively and persuasively prepare a formal business report
1 Use a variety of sources for the collection of data, both primary and secondary
2 Apply a range of techniques to analyse data effectively for business purposes
3 Produce information in appropriate formats for decision making in an organisational context
4 Use software-generated information to make decisions at operational, tactical and strategic levels in an organisation
review management information systems and suggest appropriate information processing tools for operational, tactical and strategic levels of the organisation review and evaluate inventory control systems in an organisation prepare a spreadsheet to enable material requirements planning and calculate economic order quantities prepare a project plan for an activity and determine the critical path use financial tools discounted cash flow and internal rates of return (IRR function) to evaluate the financial viability of proposed investments
Guidance
Delivery Reflecting modern business practice, much of this unit will be delivered using computer software (such as spreadsheets, presentation and project management software and the internet). Delivery is likely to include input to ensure that all learners have a working knowledge of the required IT tools, and subsequent practice tasks, case studies, research activities (individual and group) to develop the particular skills. This may be achieved by delivering the unit at an early stage in the course, ensuring the learner has skills ready to apply in other units, or delivered within units which require specific skills. Assessment Evidence of outcomes may be in the form of assignments specific to the unit, assignments that integrate this unit with others, class-based tests and examinations. To expand on the outcomes activities could include: collection of secondary data for marketing/business planning questionnaires for consumer/employee attitudes and preferences analysis and description of data, use of graphs and forecasting from consumer surveys, operations activities to inform particular strategies investigate business proposals or opportunities and submit responses as formal reports or presentations to lecturers, peers or employers monitor and graph chosen share prices over a period and use forecasting techniques and research of current economic activities to suggest future trends. Links This unit is intended to provide underpinning knowledge for topics which are based on an understanding of quantitative techniques found in other units, in particular those focusing on marketing, finance, operations and strategic management, such as: Unit 1: Marketing, Unit 2: Managing Financial Resources and Decisions, Unit 7: Business Strategy, Unit 9: Management Accounting: Costing and Budgeting, Unit 10: Financial Reporting, Unit 11: Financial Systems and Auditing, Unit 12: Taxation, Unit 17: Marketing Intelligence, Unit 18: Advertising and Promotion, Unit 19: Marketing Planning, Unit 20: Sales Planning and Operations and Unit 30: Internet Marketing.
Resources Computers with internet and appropriate application software such as spreadsheets, presentation, and word-processing packages should be available. Project management software would also be useful. Additional numeracy support should be available if required. Support materials Textbooks Bedward D Quantitative Methods A Business Perspective 1st Edition (Butterworth Heinemann, 1999) ISBN: 0750640936 Curwin and Slater Quantitative Methods for Business Decisions 5th Edition (Chapman Hall, 2001) ISBN: 1861525311 Schultheis R Management Information Systems 4th Edition (McGraw Hill 1998) ISBN: 0071155481 Smailes J and McGrane A Essential Business Statistics (Pearson Education, 2000) ISBN: 0273643339 Waters D Quantitative Methods for Business (FT Prentice Hall, 2001) ISBN: 027364694X Websites For coverage of relevant topics: www.4pm.com/repository.htm Project Management, critical path analysis www.ct-yankee.com Levinson Productivity Systems PC quantitative techniques outlined www.itl.nist.gov National Institute of Statistics variety of quantitative techniques www.mindtools.com Mindtools very useful management tools For research or secondary data: www.bankofengland.co.uk/mfsd/index.htm Bank of England statistics www.bized.ac.uk provides case studies appropriate for educational purposes www.dti.gov.uk/mbp Department of Trade and Industry www.moneyworld.co.uk Moneyworld manage your stocks and shares http://sol.brunel.ac.uk/~jarvis/bola Business Open Learning archive www.statistics.gov.uk UK government statistics www.upmystreet.co.uk Up My Street local information anywhere in UK
Term-II
Unit 19: Marketing Planning Learning hours: 60 NQF level 5
Description of unit
This unit will consolidate and integrate previous knowledge and understanding of marketing and enable the learner to apply and evaluate analytical tools in the development of marketing plans. Upon completion, learners will be able to understand the planning needs of organisation , present a marketing plan to meet target market needs, and achieve specified strategic marketing objectives.

To achieve this unit a learner must: 1 Compile marketing audits 2 Examine the main barriers to marketing planning 3 Formulate a marketing plan for a product or service 4 Examine ethical issues in marketing.
Content
1 Marketing audits Changing perspectives: changing perspectives in marketing planning, market-led strategic Change Assessment of capability: evaluate issues relating to the aspects of competing for the future and balancing strategic intent and strategic reality Organisational auditing: evaluating and coming to terms with organisational capability: balancing strategic intent and strategic reality, the determinants of capability, managerial, financial, operational, human resource and intangible (brand) capability, approaches to leveraging capability, aspects of competitive advantage Environmental auditing: approaches to environmental analysis, the identification and evaluation of key forces using the PEST framework, the implications for marketing planning of different environmental types, Porters five forces, identifying the organisations competitive position and relating this to the principal opportunities and threats, market, product and brand life-cycles 2 Barriers to marketing planning Barriers: objective/strategy/tactics confusion, isolation of marketing function, organisational barriers, organisational culture, change management, ethical issues, McDonalds Ten S approach 3 Marketing plan The role of marketing planning in the strategic planning process: the relationship between corporate objectives, business objectives and marketing objectives at operational level; the planning gap and its impact on operational decisions
The strategic alternatives for new product development: an overview of the marketing planning process, SWOT, objectives in differing markets, products and services, product modification through to innovation, evaluation of product and market match, use of Ansoff matrix in NPD and meeting customer needs, product failure rates and implications for screening ideas against company capabilities and the market, product testing, test marketing, organisational arrangements for managing new product development, unit costs, encouraging and entrepreneurial environment, the importance of celebrating failure Pricing policy: price taking versus price making, the dimensions of price, approaches to adding value, pricing techniques cost-based versus market-oriented pricing; the significance of cash flow, the interrelationships between price and the other elements of the marketing mix, taking price out of the competitive equation Distribution: distribution methods, transport methods, hub locations and distribution centres, choice of distribution medium to point-of-sale, distribution and competitive advantage Communication mix: evaluation of promotional mix to influence purchasing behaviour, media planning and cost, advertising and promotional campaigns and changes over the PLC, field sales planning Implementation: factors affecting the effective implementation of marketing plans, barriers to implementation and how to overcome them, timing, performance measures financial, non-financial, quantitative, qualitative; determining marketing budgets for mix decisions included in the marketing plan; methods of evaluating and controlling the marketing plan; how marketing plans and activities vary in organisations that operate in virtual marketplace 4 Ethical issues Ethical issues in marketing: ethics and the development of the competitive stance, different perspectives on ethics across nations, ethical trade-offs and ethics and managerial cultures Ethics of the marketing mix: management of the individual elements of the marketing mix Product: gathering market research on products, identification of product problems and levels of customer communication, product safety and product recall Price: price fixing, predatory pricing, deceptive pricing, price discrimination Promotion: media message impact, sales promotion, personal selling, hidden persuaders and corporate sponsorship Distribution: abuse of power restriction of supply Counterfeiting: imitation, faking, pre-emption, prior registration Consumer ethics: warranty deception, misredemption of vouchers, returns of merchandise, recording of music and videos, software copying, false insurance claims

Outcomes Assessment criteria for pass To achieve each outcome a learner must demonstrate the ability to: appraise the processes and techniques used for auditing the marketing environments apply organisational and environmental auditing techniques in a given situation identify the main barriers to marketing planning suggest how organisations may overcome barriers to marketing planning explain the need to be innovative in the market or services identify and assess techniques for developing products make recommendations for pricing, distributing and communicating a product or service specify measures to monitor and review marketing performance present a marketing plan for a product or service investigate two different organisations responses to ethics in marketing identify ethical issues in marketing describe the implications of ethical issues on the marketing mix for an organisation
1 Compile marketing audits
2 Examine the main barriers to marketing planning 3 Formulate a marketing plan for a product or service
4 Examine ethical issues in marketing
Guidance
Delivery This unit can be delivered as a stand-alone unit or as a component of the marketing pathway. It is designed to be linked to the Unit 1: Marketing and Unit 17: Marketing Intelligence and can be delivered and assessed in the form of an integrated case study on a real or tutor-devised organisation, product or service. Efforts should be made to ensure that learners gain a good understanding of the theoretical underpinning and practical application of marketing planning and produce credible responses Assessment Evidence of outcomes may be in the form of written or oral assignments or tests. The assignments may focus on real problems or case studies. Learning and assessment can be at unit level as an integrated unit or at outcome level. Evidence could be at outcome level although opportunities exist for covering more than one outcome in an assignment Links This unit is a part of the marketing pathway and forms a direct link with the marketing units in the HN Business programmes: Unit 1: Marketing, Unit 17 Marketing Intelligence, Unit 18: Advertising and
Promotion and Unit 20: Sales Planning and Operations. The unit is also linked with Unit 4: Business Environment and Unit 7: Business Strategy. Resources Access should be available to a learning resource centre with a wide range of marketing texts and companions. Texts should be supported by use of journals, company reports and government statistics. Case studies, videos and documented examples of organisations and their marketing, auditing and planning techniques should illustrate the topical nature of this unit.Support materials Textbooks Sufficient library resources should be available to enable learners to achieve this unit. Particularly relevant texts are: DibbS et al Marketing: Concepts and Strategies 4th Edition (Houghton Mifflin, 2001) ISBN: 0395962447 Fifield P Marketing Strategy 2nd Edition (Butterworth Heinemann, 1998) ISBN: 075063284 Hatton A The Definitive Guide to Marketing Planning (FT/Prentice Hall, 2000) ISBN: 0273649329 McDonald M Marketing Plans: How to Prepare Them, How to Use Them 5th Edition (Butterworth Heinemann, 2002) ISBN: 0434912301 Journals and newspapers Campaign
The Financial Times and other daily newspapers which contain a business section and market
reports Harvard Business Review Journal of Marketing Journal of Marketing Management Journal of Services Marketing Marketing Marketing Business Marketing Review Marketing Week Videos Marketing Decisions (1998, TV Choice) marketing problems faced by three companies The Marketing Mix at Cadburys (1998, TV Choice) the thinking, planning and advertising behind the launch of the Fuse chocolate bar Websites www.bized.ac.uk provides case studies appropriate for educational purposes www.cim.co.uk The Chartered Institute of Marketings site contains a useful knowledge centre www.ft.com The Financial Times business sections www.marketing.haynet.com Marketing magazine www.thetimes100.co.uk multimedia resources
Term-II
Unit 21: Human Resource Management Learning hours: 60 NQF level 5
Description of unit
This unit provides an introduction to the concepts and practices of human resource management within the United Kingdom. The aim of the unit is to provide an understanding of the human resource management role and function within the key areas of resourcing, reward, development and relations.

To achieve this unit a learner must: 1 Investigate the traditional view of personnel management and the new approach of human resource management 2 Evaluate the procedures and practices used for recruiting and selecting suitable employees 3 Establish the effectiveness of principles and procedures for monitoring and rewarding the employee 4 Explore rights and procedures on exit from an organisation.
Content
1 Personnel management and the new approach of human resource management The nature and development of personnel management and human resource management: historical development of personnel management; the change in context which has led to the term human resource management The roles and tasks of the human resource management function: the range of tasks and activities of the human resource management practitioner eg recruitment and selection, payroll administration and reward management, training and development and performance management and employee relations; the changing roles of human resource specialists eg the move from reactive/welfare to proactive/strategic and increasing requirement to work in partnership with the business; the involvement of line managers in human resource practices eg selection, disciplinary handling, absence management, coaching and appraising 2 Procedures and practices used for recruiting and selecting suitable employees Human resource planning: definition, purpose, processes and stages involved, the types of data needed as a basis for human resource planning, limiting factors eg supply and demand for labour, The systematic approach to recruitment: recruitment policies, recruitment procedures, job analysis, job description, person specification, recruitment methods and media including design of application form The systematic approach to selection: aims and objectives of the selection process; the interview advantages and disadvantages, interviewer skills and questioning techniques; alternative selection ethods to supplement the interview eg assessment centres, psychological testing, work simulations, references
The legislative framework and benchmark evidence guiding the recruitment and selection process: reference to Sex Discrimination Act (1975), Race Relations Act (1976), Equal Pay Act (1970), Disability Discrimination Act (1995); exploration of a range of organizational approaches to recruitment and selection highlighting best practice 3 Principles and procedures for monitoring and rewarding the employee Reward management: the process of job evaluation and the main factors determining pay, different types of reward systems, the relationship between motivation theories and reward, approaches to monitoring and managing performance 4 Rights and procedures on exit Tribunals: role, composition, powers and procedure Dismissal: wrongful, unfair, justified Termination of employment: resignation, retirement, termination of contract Redundancy: definition, procedures, selection, redeployment, retraining Management of exit: procedures, notice, counselling, training

Outcomes Assessment criteria for pass To achieve each outcome a learner must demonstrate the ability to: distinguish between personnel management and human resource management and discuss the historical development and changing context in which they operate assess the role, tasks and activities of the human resource practitioner evaluate the role and responsibilities of line managers in human resource practices
1 Investigate the traditional view of personnel management and the new approach of human resource management
2 Evaluate the procedures and practices used for recruiting and selecting suitable employees
analyse the need for human resource planning, the information required and the stages involved in this process compare the structured process for recruitment in two organisations and evaluate the methods and media that can be used evaluate the interview as a selection technique and discuss a range of alternative selection methods available evaluate selection practices and procedures in two organisations comparing these to best practice
3 Establish the effectiveness of principles and procedures for monitoring and rewarding the employee
4 Explore rights and procedures on exit from an organisation
evaluate the process of job evaluation and the main factors determining pay identify a range of reward systems egerformancerelated pay and its benefits and limitations explain the link between motivational theory and reward explore organisational approaches to monitoring performance evaluate exit procedures used by two organisations, comparing these to best practice analyse selection criteria for redundancy
Guidance
Delivery Learners understanding of human resource management can be developed through the use of a variety of learning methods including lectures, discussions, seminars, videos, role plays, case studies and learner-led presentations. Investigations of human resource management policies and practices within organisations and talks from human resource management practitioners can both develop understanding and provide support for the knowledge and skill base established within the unit. Assessment Evidence of outcomes may be assessed as follows: use of presentations as a context for conveying understanding of human resource management issues; learners could use their own experiences and commercial contacts as a basis for collection and analysis of human resource management policies and practices use of role plays to simulate interview practice case studies to assess learners understanding of human resource management issues eg disciplinary and grievance handling, reward systems, training interventions written assignments to test knowledge and understanding. Links The unit forms a direct link with other human resource units in the HN Business programme such as Unit 3: Organisations and Behaviour, Unit 22: Managing Human Resources, Unit 23: Human Resources Development and Unit 24: Employee Relations. Links are also to be found with Unit 25: English Legal System, which covers employment protection legislation. The unit covers some of the underpinning knowledge and understanding for the following units of the NVQ in Operational Personnel at level 4: Mandatory units Area A Resourcing and Retention.
Support materials Textbooks Sufficient library resources should be available to enable learners to achieve this unit. Particularly relevant texts are: Armstrong M A Handbook of Human Resource Practice (Kogan Page, 2001) ISBN: 0749433930 BPP Business Basics: Human Resource Management 2nd Edition (BPP Publishing, London, 1997) ISBN: 0751720763 Corbridge M and Pilbeam S Employment Resourcing (FT Prentice Hall, 1998) ISBN: 0273625276 Dransfield R/Howkins S/Hudson F and Davies W Human Resource Management for Higher Awards (Heinemann, 1996) ISBN: 0435455281 Foot, M and Hook, C Introducing Human Resource Management 3rd Edition (FT Prentice Hall, Harlow, 2002) ISBN: 0273651439 Torrington D/Hall L and Taylor S Human Resource Management 5th Edition (FT Prentice Hall, Harlow, 2002) ISBN: 027364397 Journals and newspapers Human Resource Management Journal People Management Personnel Review Personnel Today The Guardian and any other quality broadsheet newspapers Training Videos Companies such as Video Arts and Melrose produce a variety of videos, which may be useful in covering human resource management topics. Television current affairs programmes can also provide a useful additional resource. Websites www.acas.org.uk Advisory, Conciliation and Arbitration Service www.bized.ac.uk provides business case studies appropriate for educational purposes www.cipd.co.uk Chartered Institute of Personnel and development website with a range of learning resources www.compactlaw.co.uk employment questions and answers www.cre.org.uk Commission for Racial Equality www.drc-gb.org.uk Disability Rights Commission www.dti.gov.uk Department of Trade and Industry www.employment-studies.co.uk Institute for Employment Studies www.eoc.org.uk Equal Opportunities Commission www.guardian.co.uk provides links to news items and reports
www.hse.gov.uk Health and Safety Executive www.incomesdata.co.uk up-to-date intelligence on employment issues (Incomes Data Services) www.peoplemanagement.co.uk bi-monthly journal of the Chartered Institute of Personnel and Development www.personneltoday.com relevant articles and statistics www.trainingjournal.com relevant articles on current training and development topics For recruitment and selection learners could access websites such as: www.bbc.co.uk/jobs gives details of vacancies at the BBC www.jobability.com gives details of job opportunities for disabled people www.monster.co.uk gives details of job opportunities and careers advice www.totaljobs.com gives details of job opportunities and careers advice
Term-III
Unit 07: Business Strategy Learning hours: 60 NQF level 5
Description of unit
The aim of this unit is to develop learners abilities to evaluate and select strategies appropriate to business organisations. This will involve an analysis of the impacts of the external operating environment and the need to plan organisational strategies to ensure effective business performance.

To achieve this unit a learner must: 1 Analyse how the business environment is considered in strategy formulation 2 Understand the process of strategic planning 3 Examine approaches to strategy evaluation and selection 4 Analyse how strategy implementation is realised.
Content
1 Strategy formulation Strategic contexts and terminology: role of strategy, missions, visions, strategic intent, objectives, goals, core competencies, strategic architecture, strategic control Stakeholder analysis: stakeholder significance grid, stakeholder mapping Environment auditing: political, economic, socio-cultural, technological, environmental and legal analysis (PESTEL), Porters 5 force analysis, the threat of new entrants, the power of buyers, the power of suppliers, the threat of substitutes, competitive rivalry and collaboration Strategic positioning: the Ansoff matrix, growth, stability, profitability, efficiency, market leadership, survival, mergers and acquisitions, expansion into the global market place The organisational audit: benchmarking, SWOT analysis, product positions, value-chain analysis, demographic influences, scenario planning, synergy culture and values
2 Strategic planning Strategic thinking: future direction of the competition, needs of customers, gaining and maintaining competitive advantage, Ansoff's growth-vector matrix, portfolio analysis Planning systems: informal planning, top-down planning, bottom-up planning, behavioural approaches Strategic planning issues: impact on managers, targets, when to plan, who should be involved, role of planning Strategic planning techniques: BCG growth-share matrix, directional policy matrices, SPACE, PIMS
3 Strategy evaluation and selection Market entry strategies: organic growth, growth by merger or acquisition, strategic alliances, licensing, franchising Substantive growth strategies: horizontal and vertical integration, related and unrelated Diversification Limited growth strategies: do nothing, market penetration, market development, product development, innovation Disinvestment strategies: retrenchment, turnaround strategies, divestment, liquidation Strategy selection: considering the alternatives, appropriateness, feasibility, desirability 4 Strategy implementation The realisation of strategic plans to operational reality: communication selling the concepts, project teams, identification of team and individual roles, responsibilities and targets, programme of activities, benchmark targets at differing levels of the organization Resource allocation: finance, human resources, materials, time Review and evaluation: an evaluation of the benchmarked outcomes in a given time period of corporate, operational and individual targets

Outcomes Assessment criteria for pass To achieve each outcome a learner must demonstrate the ability to: define the contexts of business strategy explain the significance of stakeholder analysis conduct an environmental and organisational audit of a given organisation apply strategic positioning techniques to the analysis of a given organisation demonstrate an ability to think strategically prepare a strategic plan for a given organisation, based on previous analysis evaluate possible alternative strategies substantive growth, limited growth or retrenchment select an appropriate future strategy for a given organisation compare the roles and responsibilities for strategy implementation in two different organisations identify and evaluate resource requirements to implement a new strategy for a given organisation propose targets and timescales for achievement in a given organisation to monitor a given strategy
1 Analyse how the business environment is considered in strategy formulation
2 Understand the process of strategic planning
3 Examine approaches to strategy evaluation and selection
4 Analyse how strategy implementation is realised
Guidance
Delivery This unit is best taught using a case study approach. Wherever possible, a link should be made between the academic underpinning knowledge and its practical application. The evaluation of strategy formulation should be developed using an identified or given organisation. This could be achieved via a tutor-developed case study, a case study taken from a recent publication (which may need consent from the author) or an evaluation of a local organisation. There are excellent case studies available in the publications listed in Resources which can be used for classroom discussion. Some of the texts also have online tutor support. Typical class sessions may begin with an explanation of the relevant theories followed by a learner-led discussion on how these theories have been applied in the case study. This may entail learners being asked to read the case study in advance of the class. Depending on the time available, this an then be backed up by an appropriate video showing how strategies are applied in prac ice. Tracking studies via newspapers should also be considered to monitor the strategic moves of organisations, such as mergers and fragmentation. Outside speakers and visits to organisations could be used where appropriate to give practical examples of how organisations are monitoring and producing strategies to ensure business success. Assessment Assessments should ideally be based on real-life case studies. For a first assessment it may be suitable to ask learners to work in groups to produce and present a report covering out comesone and two. This can then be followed up by an individual piece of work analysing the evaluation, selection and implementation of an appropriate strategy. To achieve a merit in this unit a learner should, in the individual piece of work, apply different models and theories to the analysis of the data and show an understanding of the application of those models. For a distinction a learner would be expected to show evaluation and synthesis of these models and theories and be able to communicate the ideas coherently. Links This unit is intended to be linked with the other core units in the programme. It draws upon the underpinning knowledge gained across the core and specialist units in the programme. Support materials Textbooks Sufficient library resources should be available to enable learners to achieve this unit. Particularly relevant texts are: HNC/HND BTEC Business Course Book, Core Unit 8 Business Strategy (BPP Publishing, London, 2000) ISBN: 0751770388 Coulter M Strategic Management 2nd Edition (Prentice Hall, 2001) ISBN: 0130400068 Johnson G and Scholes K Exploring Corporate Strategy (Prentice Hall, 2002) ISBN: 0273651129 Lynch R Corporate Strategy (Prentice Hall, 1999) ISBN: 0273643037 Thompson J L Understanding Corporate Strategy (Thomson Learning, 2001)
ISBN: 1861527551 Newspapers The Financial Times and other quality newspapers Videos Blood on the Carpet series The Business Trouble at the Top series Trouble Shooter series (John Harvey Jones) Websites www.bloomberg.com Bloomberg, provider of worldwide financial information www.emerald-library.com/EMR provides access to journals www.ft.com The Financial Times www.hemscott.net provides company information
Term-III
Unit 14: Working with and Leading People Learning hours: 60 NQF level 5
Description of unit
This unit develops the knowledge and skills needed to work with and lead people. The unit ecognises that leadership operates within the internal framework of organisational values, culture, policies and practices. It also recognises that, externally, leadership should meet the requirements of current legislation and ensure ethical and environmentally friendly behaviour. The unit also considers the requirements for recruitment, selection and retention. It examines team working and leadership roles and identifies the work and development needs of individuals in the workplace.

To achieve this unit a learner must: 1 Explore recruitment, selection and retention procedures 2 Understand how to build winning teams 3 Evaluate the styles and impact of leadership 4 Analyse the work and development needs of individuals considering performance monitoring and assessment.
Content
1 Recruitment, selection and retention procedures Procedures: legislation and requirements relating to recruitment and selection; internal and external recruitment processes; selection processes including job descriptions and person specifications, interviewing, use of CVs, assessment centres; diversity issues, including legal requirements and obligations and business and ethical cases regarding diversity; legislation and requirements relating to employment, workers welfare and rights, healthand safety, retention, succession planning 2 Build winning teams Building teams: conflict resolution processes, flexible working practices, theories of team formation, structures and interactions; politics of working relationships, diversity issues within teams, working cultures and practices; promotion of anti-discriminatory practices and behaviours, team building processes, support, supervision, monitoring and evaluation 3 eadership Theories, models and styles of leadership and their application to different situations: impact of leadership styles, theories and practices of motivating, influencing and persuading others, influence of cultural environment within the organisation, differences between leadership and management, leadership power and control, delegation
4 Work and development needs of individuals considering performance monitoring and Assessment Identifying development needs, learning styles and processes: supporting individual learning and encouraging lifelong learning, planning, recording, monitoring and evaluating; group development processes and behavior Planning, work orientation and job design: application of motivation theories and empowerment techniques, communication styles and techniques, delegation techniques and processes, supervision styles, working culture and practices, regulations and codes of practice, diversity issues Performance monitoring and evaluation: measuring effective performance, providing feedback, appraisal processes, benchmarking performance processes, mentoring and counselling, methods of correcting under-performance, legislation, codes of practice and procedures relating to disciplinary situations, diversity issues, management principles, promotions of anti-discriminatory practices and behaviours

Outcomes Assessment criteria for pass To achieve each outcome a learner must demonstrate the ability to: identify characteristics of the person(s) required and inform potential applicants suggest suitable methods for selection contribute to the selection process apply legal, regulatory and ethical considerations to the selection process identify the mix of knowledge, skills and experience necessary for a team to fulfil its functions analyse dynamics within teams and stimulate and promote a team spirit which helps motivate and provides support to its members clarify expectations of relationships encourage team members to develop roles during team assignments empower teams to develop their own ways of working independently and to rely on their own capabilities within pre-set boundaries evaluate theories and styles of leadership effectively communicate visions, goals and values to colleagues and promote understanding of how delegated objectives support these enthuse and motivate colleagues to achieve objectives promote confidence among colleagues to engage with change empower colleagues to present their own ideas, develop their own ways of working within agreed boundaries and to provide a lead in their own areas of expertise
1 Explore recruitment, selection and retention procedures
2 Understand how to build winning teams
3 Evaluate the styles and impact of leadership
4 Analyse the work and development needs of individuals considering performance monitoring and assessment
plan or analyse work activities using appropriate objective-setting techniques and processes negotiate assignments with colleagues using suitable delegation techniques to motivate and enable colleagues review development needs and activities and evaluate the effectiveness of activities use suitable methods, with clearly defined and relevant criteria and objectives, to assess the performance of colleagues identify factors affecting the quality of performance and use these to provide clear and constructive feedback on performance to colleagues incorporate results of assessments into personal development plans and other organisational procedures for dealing with performance issues
Guidance
Delivery Delivery will normally be through a mixture of lectures and seminars. Learners will be required to work on case studies and to participate in role play to allow them to practise skills. Tutors should be aware that this unit is intended to cover the requirements of general managers working with and leading people, rather than being concerned with the needs of human resource management as a specialist function. Assessment Evidence could be generated through assignments, examinations and/or case studies and may encompass performance in role-play situations. Learners who are in work or who are able to participate in relevant work experiences may be able to generate evidence from real workplace situations. Where the working situation of a learner renders this impractical, learners should be encouraged to use a host organisation or a job situation with which they are familiar to simulate the role of a manager. Good use could be made of managerial situations even if theseare unpaid and/or part-time in nature. Links This unit has links with Unit 13: Managing Professional Development, Unit 15: Managing Activities to Achieve Results and Unit 16: Managing Communications, Knowledge and Information. There may also be links with units in the Human Resources Management pathway and with Unit 56: Project Management. The unit links with the following units from the Management Standards Centre National Occupational Standards: Unit B5: Provide leadership for your team Unit D3: Recruit, select and keep colleagues Unit D5: Allocate and check work in your team Unit D6: Allocate and monitor the progress and quality of work in your area of responsibility Unit D7: Provide learning opportunities for colleagues.
Support materials Textbooks Biddle D and Evenden R Human Aspects of Management 2nd Edition (Chartered Institute of Personnel and Development, 1989) ISBN: 0852923953 Huczynski A and Buchanan D OrganisationalBehaviourAn Introductory Text (Pearson Higher Education, 2003) ISBN: 0582843219 Maund L An Introduction to Human Resource Management: Theory and Practice (Palgrave Macmillan, 2001) ISBN: 033391242X Mullins L Management and OrganisationalBehaviour 6th Edition (FT Prentice Hall, 2004) ISBN: 0273651471 Price A Human Resource Management in a Business Context 2nd Edition (Thomson Learning, 2004) ISBN: 186152966X Other reading A daily broadsheet egThe Times, The Guardian Management Today People Management Websites Websites can provide reports on research and current theories as well as case study materials. The following are examples of useful websites. www.belbin.com Website of R M Belbin, expert on team building www.cipd.co.uk Chartered Institute of Personnel and Development www.eoc.org.uk Equal Opportunities Commission www.greatplacetowork.gov.uk Advice on involving and developing personnel to achieve results www.human-resources.org Human resources learning centre www.humanresources.about.com Advice on human resources issues www.managing-people-performance.com Advice on performance management and appraisal www.peoplemanagement.co.uk Online magazine of Chartered Institute of Personnel and Development
Term-III
Unit 44: Operations Management Learning hours: 60 NQF level 5
Description of unit
The aim of this unit is to enable learners to grasp an understanding of the operations function within an organisation. They can then develop this knowledge to include elements of product and job design, planning and control and methods for improvement.

To achieve this unit a learner must: 1 Examine the operations function 2 Understand the importance of strategic operations management 3 Examine the organisation of the operations process 4 Understand how planning and control are used in operations.
Content
1 Operations function Operations management: basic definitions, various types of operations, tasks of operations Managers Context of operations management: the focus of operations management, how operations management interlinks with other functions Importance of operations management: the key environmental factors affecting operations management, value chain analysis, five performance objectives 2 Strategic operations management Operations strategies: macro and micro operations, internal influences on operations, external influences on operations The process of operations strategy: operations management as a transformation process, the importance of the five performance objectives Operations strategy decisions: strategic importance of operations management, content of operations management strategies, decision areas in operations management
3 Organisation of the operations process Design objectives: environmental sensitivity of design, process types in manufacturing and Services
Product and service design: design and competitive advantage, process organisation, designing for production, design evaluation, prototyping, interactive design Networking and the operations layout: the network prospective, long-term capacity management, types of layout, designing the layout Design and work measurement: objectives of job design, approaches to job design, empowerment, role of process technologies, work measurement 4 Planning and control in operations Capacity planning: nature of demand and supply, volume and variety effects, measuring demand and capacity, operations scheduling, choosing a capacity planning and control approach Inventory planning and logistics: stock control methods, benefits and costs of inventory control, physical distribution management, supply chain management, concepts of integration Further inventory and production control techniques: MRP, optimised production technologies, the philosophy of JIT, hybrid systems Project management and quality control: what is project management, network planning, why quality is important, measurement of quality, control of quality, quality improvement, international standards

Outcomes Assessment criteria for pass To achieve each outcome a learner must demonstrate the ability to: define operations management explain the focus of operations management identify the key environmental factors affecting operations management discuss differing operations strategies analyse and evaluate an operations strategy appropriate to a given situation identify the strategic importance of operations management in the decision-making process identify the key factors affecting the design of products or services and possible benefits to be gained from good design discuss possible layouts for a given situation explain the different perceptions of work measurement analyse a given situation and select a capacity planning and control approach for a given situation discuss various methods of inventory planning and the likely costs and benefits identify approaches used for project management and quality control
1 Examine the operations function
2 Understand the importance of strategic operations management
3 Examine the organisation of the operations proc
4 Understand how planning and control are used in operations
Guidance
Delivery This unit is best taught using a case study approach. Wherever possible, a link should be made between the academic underpinning knowledge and its practical application. This could be achieved via a tutordeveloped case study, a case study taken from a recent publication (which may need consent from the author) or an evaluation of a local organisation. Outside speakers and visits to organisations could be used where appropriate to give practical examples of operations management. Books available on this topic often have mini-case studies for classroom discussion. Thus the class can be taught by a tutor-led explanation of the theories and how they may be applied followed by a learner-led discussion of how the theories have been applied in the relevant case study. Assessment Assessments should ideally be based on real-life case studies. Ideally two assessments will be necessary to cover all four outcomes, although it may be possible to cover some criteria in a classroom situation. To achieve a merit in this unit a learner should, in individual work research the information required using a variety of methods, apply different models and theories to the analysis of the data and show an understanding of the application of those models. For a distinction a learner would be expected to show evaluation and synthesis of these models and theories and be able to communicate the ideas coherently. Links This unit has particular links to Unit 7: Business Strategy. The two units are best taught alongside each other. Support materials Textbooks Sufficient library resources should be available to enable learners to achieve this unit. Particularly relevant texts are: Brown S et al Strategic Operations Management (Butterworth Heinemann, 2000) ISBN: 0750642572 Galloway L et al Operations Management in Context (Butterworth-Heinemann, 2000), ISBN: 07506 42807 Heizer J and Render B Operations Management (Prentice Hall, 2003) ISBN: 013018604X Slack N et al Operations Management (Pitman, 2000) ISBN: 0273626884 Waller D L Operations Management A Supply Chain Approach (Thompson, 1999) ISBN: 1861524153 Journals and newspapers The Financial Times and other quality newspapers Trade journals as appropriate
Videos Business Studies Managing Projects Managing Resources for the Market The Business series Trouble shooter series Other business programmes Websites www.emerald-library.com/EMR Emerald, publishes journals in management, and information services www.ft.com The Financial Times website
Term-III
Unit 4: Business Environment Learning hours: 60 NQF level 5
Description of unit
The aim of the unit is to encourage learners to identify the objectives of organisations and the influence of stakeholders. Learners are also encouraged to investigate the operation of organisations in relation to the local, national and global environment. The unit also provides learners with a solid base of understanding of the parameters within which organisations act that can be built upon in further units.

To achieve this unit a learner must: 1 Identify the mission, objectives and responsibilities of an organisationwithin its environment 2 Investigate the economic, social and global environment in which organisations operate 3 Investigate the behaviour of organisations and the market environment 4 Explore the significance of international trade and the European dimension for UK businesses.
Content
1 Objectives and responsibilities of an organization Categories of organisation: size, sector/type private, public, voluntary, charitable; activity primary, secondary tertiary Mission, objectives and values of organisations: concept of corporate mission or vision, underlying values/philosophy, profit, market share, ROCE, sales, growth, level of service, customer/user perceptions and audits Stakeholders: identification of stakeholders, stakeholder groups, conflict of expectations, attitude, powerinfluence matrix; satisfying stakeholder objectives, measuring performance Responsibilities of organisations: to stakeholders, key legal responsibilities eg consumer, employment, disability discrimination and health and safety, diversity and equal opportunities, stakeholder pensions; wider responsibilities including ethical, environmental; ethical practice 2 Economic, social and global environment Resource issues and types of economic system: basic economic problem, effective use of resources; type of economic systems command, free enterprise, mixed, including transitional economies, public and private sector initiatives; private finance initiatives Government policy: fiscal policy in the UK, monetary policy in the UK; MPC, industrial policy in the UK; social welfare policy in the UK; economic growth, economic performance/indicators influence of the CBI TUC stakeholder and interest groups, the influence of the global economy trends, uncertainties, growth, impact on the economy, UK multinationals, World Bank
3 Behaviour of organisations and the market environment Market types: perfect competition, monopoly, monopolistic competition, oligopoly, duopoly; competitive advantage, behaviour/strategies adopted by firms; role of Competition Commission, and regulatory bodies egOftel, Ofgas, Ofwat Market forces and organisational responses: supply and demand, elasticity, customer perceptions and actions, issues relating to supply, cost and output decisions short run and long run, economies of scale, growth of organisations: reasons, methods, financing, MNCs/ TNCs joint ventures, outsourcing; core markets/skills, technology and innovation, labour market trends, cultural environment 4 International trade and the European dimension The importance of international trade: to the UK economy, businesses, balance of payments, patterns and trends in international trade, UK trade with the EU, USA and other countries, trading blocs throughout the world, UK membership of the EU, enlargement of EU, direct/indirect exporting methods, trading opportunities, importance of global markets, implications for businesses of emerging markets, cultural diversity and clusters, TNCs, the economies of Europe EMU, EU budget import duties and levies, agricultural levies, VAT, competitor policy, European Single Market Act, social policy, The Social Chapter, tax harmonisation, CAP, regional policy

Outcomes Assessment criteria for pass To achieve each outcome a learner must demonstrate the ability to: identify the mission, values and key objectives of an organisation and assess the influence of stakeholders evaluate the extent to which an organisation achieves the objectives of three stakeholders explain the responsibilities of an organisation and strategies employed to meet them explain how economic systems attempt to allocate and make effective use of resources discuss the impact of social welfare and industrial policy initiatives on organisations and the wider community evaluate the impact of macro economic policy measures and the influence of the global economy on UK-based organisations and stakeholders explain how market structures in practice deviate from the model of perfect competition use a range of examples to illustrate the relationship between market forces and rganisational responses explain the behaviour and competitive strategies employed by an organisation and discuss the role of the Competition Commission and regulatory bodies
Identify the mission, objectives and responsibilities of an organisationwithin its environment
2 Investigate the economic, social and global environment in which organisations operate
3 Investigate the behaviour of organisations and the market environment
4 Explore the significance of international trade and the European dimension for UK businesses
discuss the importance of international trade, economic integration and global markets to UK business organisations analyse the impact of two policies of the European Union on UK business organisations explain the economic implications for the UK of entry into EMU
Guidance
Delivery This unit will probably be delivered as a stand-alone unit, but there are opportunities for some integration of assignments with the units identified in the Links section below. The extent to which this can be achieved will depend on whether learners are completing a Higher National Diploma or Higher National Certificate and if Unit 42: European Business forms part of the programme. In the case of the latter unit, outcome 4 clearly provides a basis for linkage. In making decisions about linked assignments, consideration will need to be given to the order in which units are delivered. Assessment Evidence of outcomes may be in the form of written or oral assignments and/or time constrained activities. Evidence is likely to be produced at outcome level although opportunities exist for the design of assignments that adopt a thematic approach covering several outcomes. Stimulus material could include case study material, and investigations into actual business organisations. Case studies could be issued prior to the adoption of any time constrained assignments. Learners must demonstrate their understanding of organisational missions, objectives and the influence of stakeholders. Investigation of organisations within their environment at local, national and global level and the impact of government policies and the European dimension must also be covered. Links This unit provides for the development of a solid base of understanding of the parameters within which organisations act. This can be built on in further units, particularly Unit 7: Business Strategy and Unit 42: European Business. Resources The European Parliament Office in London has a website and will also supply multiple copies of materials on Europe. Also the European newspaper, Euromonitorand The Economist Intelligence Unit are useful sources of information. Other resources include The UK Economy Explained (CD-Rom) by HSBC; The Times 100 Companies (CD-Rom) and Trigon produce useful economic data. Support materials Textbooks There is a large number of textbooks available covering the areas in the unit. Examples include: BPP Organisations, Competition and Environment (BPP Publishing, 2003)
ISBN: 0751712469 Brewster D Business Economics (International Thompson Business P, 1998) ISBN: 1861524250 Dawes B International Business: A European Perspective (Nelson Thornes Publishers, 1995) ISBN: 0748718605 Dicken P Global Shift Transforming the World Economy (Paul Chapman Publishing, 1998) ISBN: 1853963674 Dunnett A The Macroeconomic Environment (Prentice Hall, 1997) ISBN: 0582305810 Griffiths A and Wall S Applied Economics (Financial Times Prentice Hall, 2001) ISBN: 0582025036 Hill B The European Union (Heinemann, 1998) ISBN: 0435332147 Hornby W Business Economics (Financial Times Prentice Hall, 2001) ISBN: 0273646036 Hurl B Privatisation and the Public Sector (Heinemann, 1995) ISBN: 0435330322 Lipsey R Principles of Economics (Oxford University Press, 1999) ISBN: 0198775881 Needham D et al Business for Higher Awards (Heinemann, 1999) ISBN: 0435453149 Parkin M European Economics (Pearson Education, 2002) ISBN: 0201596083 Samuelson P Economics (McGraw Hill, 2001) ISBN: 0071180648 Sloman J Economics (Financial Times Prentice Hall, 2002) ISBN: 0273655744 Journals British Economy Survey basic subscription and also single-user electronic and network electronic subscription (YPS Ltd, York) Harvard Business Review The Economist Websites www.bized.ac.uk provides case studies appropriate for educational purposes www.carol.co.uk provides company annual reports online http://catalogue.bized.ac.uk part of Bized website, provides useful web links www.census.gov/ipc/www Census data www.corporateinformation.com provides corporate information and company reports www.ecowin.com global financial and economic data www.ermuk.com/ERM/LOC/erm_uk.NSF website of ERM, environmental management consultancy www.google.co.uk/advanced_search?hl=en Google advanced search www.oheschools.org Economics of Health Care www.sosig.ac.uk Social Science Information Gateway www.statistics.gov.uk National Statistics
Term-IV
Unit 08: Marketing Learning hours: 60 NQF level 5
Description of unit
This unit is designed to introduce learners to the techniques and methods of research. The unitaddresses a variety of research methodologies, including the opportunity to carry out interventionist or action research. Learners will be required to produce a project report based on independent research into an area of professional business practice that interests them and will add to their professional development. The study should use both primary and secondary sources of information, and should be an exploration of a current major issue. The study undertaken should build on knowledge, skills and understanding that have been achieved in other units. Tutor approval should be sought before commencing study.

To achieve this unit a learner must: 1 Prepare a research proposal relating to a specified area of business 2 Conduct research using primary and secondary sources of information 3 Carry out the research project into a specified area of business 4 Present and evaluate the findings with regard to the initial proposal.
Content
1 Research proposal Research methodologies: intervention, non-intervention, action research Hypothesis: definition, suitability, skills and knowledge to be gained, aims, objectives, terms of reference, duration, ethical issues Action plan: rationale for research question or hypothesis, task dates, review dates, monitoring/reviewing process, strategy 2 Primary and secondary sources Primary: questionnaires type, layout, distribution, original research data gathered by the learner; interviews, selecting interviewees, bias, verification of data, time, place, style Secondary: eg books, journals, library search, use of IT, internet, media 3 Research project Preparation: identifying ideas/topics/areas of investigation, research question(s), scope and feasibility, hypothesis, literature search, agreeing the process, targets, milestones, action plan, timetable and procedure, monitoring and revision
Methodology: literature search, eg library, internet, sector data sources; pure and applied research, developmental, longitudinal, survey, case study, research and development, concepts and theories, terminology, validity and reliability Qualitative data analysis: interpreting transcripts, coding techniques, categorisation, relationships, trends, use of computers; presentation of data Quantitative data analysis: coding/values, manual/electronic methods, specialist software; presentation of data, eg bar/pie charts, graphs, statistical tables; comparison of variables, trends, forecasting 4 Present and evaluate Presentation: eg formal written format, by viva voce or oral presentation, diagrammatic or graphical figures Methodology: presentation, eg IT, audio, visual aids, time, pace; delivery critique of the methods used in the study, recommendations, eg using the findings, recommendations for the future, areas for future research Evaluation: planning, objectives, focus, benefits, difficulties Criteria: purpose, editing, format, sequencing success, critical analysis, discussion of evidence and findings

Outcomes Assessment criteria for pass To achieve each outcome a learner must demonstrate the ability to: identify a research question or hypothesis and justify choice justify the chosen methodology in terms of the research question prepare an action plan with target dates and methods for monitoring and updating devise a code of ethics for the conduct of the study undertake primary and secondary research relating to the proposal describe and justify the chosen methodology prepare for the research project and agree process and action plan with supervisor monitor and revise schedule when required collect and review data using appropriate methods, including primary and secondary research techniques analyse and interpret appropriate qualitative and quantitative data record findings in an accepted format present and summarise the findings using suitable methods
1 Prepare a research proposal relating to a specified area of business
2 Conduct research using primary and secondary sources of information 3 Carry out the research project into a specified area of business
4 Present and evaluate the findings with regard to the initial proposal
evaluate the methodology used and critically analyse the findings propose recommendations based on the findings which identify and justify areas for future research
Guidance
Delivery Learners may have developed a range of investigative skills during the programme of study, but this unit formalises the research into a style similar to a thesis. It is important that learners understand the elements that make up formal research, including the different methodologies, the proposal, action planning, carrying out the research itself and presenting their findings. Tutors will need to cover the theory underpinning formal research to enable learners to complete this unit satisfactorily. The research project itself is dependent on the learner, the context of their area of learning, their focus of interest and the anticipated outcomes. The unit should draw together a range of other areas of content within the programme of study to form a holistic piece of work that makes a positive contribution to commercial practice. To accomplish this, learners will need to establish relationships with commercial and industrial organisations in order to generate data that will lead them to such conclusions. It is essential for the tutor to monitor the development of individual research projects closely to ensure they are following the correct guidelines and working towards agreed objectives. Learners will need further guidance to support the presentation and evaluation of their work. The presentation of their research should follow formal presentation practice, with correct referencing and bibliography details. Tutors should deliver an appropriate session to underpin this approach, but the teaching of presentation skills should not be the focus of this area of work. Assessment Evidence for this unit should be generated through a written assignment or report, demonstrating a sound understanding of research methods and protocol. The study should show evidence of both primary and secondary research. It should look at the present day and the current culture and operation of the service, with a view on the issues which impact most strongly upon it. There should also be an appreciation of historical events which impact most strongly on current structure and operations. The learner will need to demonstrate the ability to work independently, and to provide evidence of an individual approach in the finished work. Learners will require close supervision and organised tutor support in order to design a study which is realistic, achievable and economically viable within the scope of the unit. Tutor approval should be sought before beginning the study. Links This unit may be linked to a single unit or several units, depending on the research topic and area chosen. In particular it can be linked to Unit 49: Industry Experience and gives the learner the opportunity to undertake research in the same organisation in which they undertook their placement.
Resources Tutors will need to establish the availability of resources to support the independent study before allowing the learner to proceed with the proposal. Where learners are engaged in primary research, the tutor must check that access has been negotiated and that ethical research procedures are being followed. Learners will need access to IT and to appropriate commercial organisations. Learners will need access to ICT when analysing their findings and writing up their reports. Support materials Textbooks Bell J Doing your Research Project 3rd Edition (Open University Press, 1999) ISBN: 0335203892 Best J Research in Education (Prentice Hall, 1997) ISBN: 0137740182 Cohen L and Manion L Research Methods in Education (RoutledgeFalmer, 2000) ISBN: 0414195411 Coolican H Introduction to Research Methods and Statistics in Psychology (Hodder and Stoughton, 1996) ISBN: 0340679379 Elliott J Action Research for Educational Change (Open University Press, 1991) ISBN: 0335096891 Gill J and Johnson P Research Methods for Managers 2nd Edition (Paul Chapman Publishing Ltd, 1997) ISBN: 185396350X Hoinville G and Jowell R Survey Research Practice (Heinemann, 1978) ISBN: 0435824198 Kane E Doing Your Own Research (Marion Boyars, 1997) ISBN: 0714528439 Lock D Project Management (Gower publications, 2000) ISBN: 056608225X Marshall L A Guide to Learning Independently 2nd Edition (Open University Press 1996) ISBN: 0335191711 McNiff J Action Research: Principles and Practice (RoutledgeFalmer, 2001) ISBN: 0415219949 Robson, C Real World Research (Blackwell Publications, 2001) ISBN: 0631213058 Saunders M/Lewis P and Thornhill A Research Methods for Business Students (Pitman Publishing, 1997) ISBN: 0273620177

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ANNEXURE

Summary of learning outcomes

Outcomes and assessment criteria

1 Investigate the concept and process of marketing

2 Explore the concepts of segmentation, targeting and positioning

Marketing Marketing Business Marketing Week

Summary of learning outcomes

Outcomes and assessment criteria

1 Explore the sources of finance available to a business

2 Analyse the implications of finance as a resource within a business

3 Make financial decisions based on financial information

4 Analyse and evaluate the financial performance of a business

Summary of learning outcomes

Outcomes and assessment criteria

1 Explore organizational structure and culture

2 Examine different approaches to management and leadership and theories of organisation

3 Examine the relationship between motivational theories

Summary of learning outcomes

Outcomes and assessment criteria

1 Undertake responsibility for own personal and career development

2 Evaluate progress and achievement of personal development and learning targets

3 Develop a range of interpersonal and transferable business skills

4 Demonstrate self-managed learning in a professional context

Summary of learning outcomes

Outcomes and assessment criteria

2 Apply a range of techniques to analyse data effectively for business purposes

3 Produce information in appropriate formats for decision making in an organisational context

Summary of learning outcomes

Outcomes and assessment criteria

1 Compile marketing audits

4 Examine ethical issues in marketing

Summary of learning outcomes

Outcomes and assessment criteria

4 Explore rights and procedures on exit from an organisation

Summary of learning outcomes

Outcomes and assessment criteria

1 Analyse how the business environment is considered in strategy formulation

2 Understand the process of strategic planning

3 Examine approaches to strategy evaluation and selection

4 Analyse how strategy implementation is realised

Summary of learning outcomes

Outcomes and assessment criteria

1 Explore recruitment, selection and retention procedures

2 Understand how to build winning teams

3 Evaluate the styles and impact of leadership

Summary of learning outcomes

Outcomes and assessment criteria

1 Examine the operations function

2 Understand the importance of strategic operations management

3 Examine the organisation of the operations proc

4 Understand how planning and control are used in operations

Summary of learning outcomes

Outcomes and assessment criteria

Identify the mission, objectives and responsibilities of an organisationwithin its environment

3 Investigate the behaviour of organisations and the market environment

Summary of learning outcomes

Outcomes and assessment criteria

1 Prepare a research proposal relating to a specified area of business

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