60 credits at level HE4
This module provides the student with an understanding of the context and role of Management across all sectors. Students will be made aware of and develop the skills required to critically analyse management performance and development, including their own. The module will provide a general introduction to management that can be applied to the Logistics industry.
The syllabus is to run over the first three years of the Foundation Degree and will incorporate the key subject elements of Operations Management, Marketing, Human Resource Management and Financial Management. Indicative syllabus content is as follows:
1. Value of customers [both internal and external]
2. Quality history of, SPC, TQM, BPR, ISO, Business Excellence Model, Continuous improvement
3. Policies and constraints the economy and how it affects and interacts with Operations Management
4. Planning facilities location, facilities layout, job design, JIC, JIT
5. Capacity planning MRP, MRPII, queuing theory, scheduling
6. Communications within Operations Management
7. Operations Control using IT in Operations Management [CAD, CAM, CIM, DSS, EIS]
8. Monitoring and Evaluating
1. Buyer behaviour and the purchase decision-making process
2. Nature and purpose of marketing information and marketing research
3. Assessing present and potential market demand and size
4. The importance of customer feedback and satisfaction
5. Advertising and promotion marketing communications, the role and importance of advertising, promotion strategies
6. Marketing planning marketing audits, marketing plans and barriers to marketing plans, marketing ethics
7. Sales planning the stages in the selling process, personal selling, sales management, sales environments
Human Resource Management
1. Historical perspective of Personnel compared to Human Resource Management
2. Recruitment, selection, monitoring and rewards
3. Rights and procedures for exiting an organisation
4. Developing flexibility in the workplace
5. Equal Opportunities
6. Learning styles and theories
7. Training and development plans
8. Evaluation and evaluation techniques
9. Government-led initiatives to develop labour market skills
10. Employee relations, conflict resolution, bargaining, negotiation
1. Business costs
2. Budgets and forecasting
3. Monitoring performance against budgets
4. Financial reporting frameworks and financial statements
5. Business accounting systems and management financial control
6. Audits planning and reporting
7. Taxation UK tax environment, personal and corporate tax liabilities, capital gains tax
A variety of academic and work based teaching and learning methods will be employed to include:
Presentations by external individuals
Presentations by students both personal and group
Directed independent study
Distance learning [presently Blackboard but the system will change for September 2006]
Use of videos and case studies
All study will be structured to develop the skills and knowledge of students so as to impart a balance between the attainment of knowledge and the development of opportunities for the student to establish an understanding of the principles of the subject areas.
Typical allocation of working hours would be:
Formal Lectures 42
Assignment Work 210
Directed Reading 90
Workplace study 144
Background Research 72
Total Hours (over 3 years): 600
Assessment is via four separate assignments and one final Case Study assignment [in the third year] that will incorporate aspects from all four of the subject areas such that student understanding and knowledge will be measured against practically-based problems and opportunities that are likely to be found in the workplace
when you have successfully completed this module you will:
to demonstrate that you have achieved the learning outcome you will:
Understand and be able to discuss the value of internal and external customers to the Operations Manager, taking into consideration historical perspectives and experiences from competitor nations
Demonstrate an understanding of the history of Quality and the modern concepts, theories and techniques
Demonstrate an understanding of the basic economic principles that underlie all world economies, and the importance thereof for Operations Managers.
Understand the Capacity Planning concepts and be able to analyse them in line with other planning theories MRP, MRPII, queuing theory, scheduling.
Understand the basic concepts of planning - facilities location, facilities layout, job design, JIC, JIT concepts.
Demonstrate a working knowledge of the importance of clear communications to a successful operations management strategy. Furthermore, incorporate specifically the use of ICT therein.
Demonstrate the ability to Monitor and Evaluate outcomes such that feedback can be effectively used for continuous improvement.
Describe the difference and importance of internal and external customers to Operations Managers, and the importance of historical experiences and those of significant competitor nations.
Evaluate different Quality concepts and show knowledge of individuals that introduced them. Evaluate the effectiveness of different quality concepts from a practical perspective.
Describe the basic economic concepts surrounding interest, inflation, taxation, unemployment and exchange rates. Show an understanding of their interactions and their importance to Operations and planning.
Take part in a practical group exercise to demonstrate the ability to successfully plan for a proposed outcome. This exercise will allow for improvements to be made over a limited period of time in a team-based competition.
Written evidence of ability to both understand and critically evaluate the theoretical and practical aspects of capacity planning.
Analyse various different means of communication, taking into account the need for interdepartmental and inter-site communication, as well as international communications with both internal and external customers.
Demonstrate monitoring and evaluation has taken place in either a practical in-class exercise or work-based scenario such that feedback has been effectively used for future improvement. Illustrate if possible examples of the improvement and their outcomes.
Understanding of buyer behaviour and the purchase decision-making process.
Recognise the nature, purpose and importance of marketing information and research.
Distinguish present and potential market demand and size
Understand the importance of customer feedback and satisfaction
Demonstrate understanding of advertising and promotion marketing communications, the role and importance of advertising, promotion strategies
Exhibit awareness of marketing planning marketing audits, marketing plans and barriers to marketing plans, marketing ethics
Understand and make use of sales planning the stages in the selling process, personal selling, sales management, sales environments
Describe the elements of buyer behaviour on the decision making process.
Describe the nature, purpose and importance of marketing information and research for a given list of organisations.
Explain present and potential market demand and size for a given organisation.
Describe the importance of customer feedback and satisfaction, and the role marketing plays in finding accurate levels thereof. The need for this information to be relayed back into Operations Management is paramount.
Demonstrate an understanding of advertising and promotion, making use of a variety of organisations as examples.
Demonstrate ability to analyse information such that a marketing plan and audit can be performed. Furthermore, highlight the potential barriers that exist for a given marketing plan.
Demonstrate ability to create a sales plan for a given organisation.
|3.||HUMAN RESOURCE MANAGEMENT
Understand and be able to discuss the historical perspectives of Personnel compared to Human Resource Management
Understand and be able to apply the concepts of recruitment, selection, monitoring and rewards
Provide evidence of knowledge of the rights and procedures for leaving an organisation
Developing flexibility in the workplace
Learning styles and theories
Training and development plans
Evaluation and evaluation techniques
Government-led initiatives to develop labour market skills
Employee relations, conflict resolution, bargaining, negotiation
Distinguish between personnel management and HRM and discuss the historical development and changing context in which they operate. Assess and evaluate the roles of the HR professional and responsibilities of line managers in HR procedures.
Evaluate the need for HR planning as well as the information required and the stages involved in the process.
Consider the recruitment process in an organisation and analyse the interview procedure as a means of selection.
Evaluate job evaluation, factors that affect pay, rewards, benefits, motivation theories and performance monitoring techniques. Consider their effectiveness.
Provide evidence of knowledge of the rights and procedures for leaving a named organisation and compare to best practice.
Evaluate the need for flexibility models and how they are used in practice.
Explain the different types of discrimination that occur.
Consider how the law, initiatives and practices affect Equal Opportunities.
Understand theories and undergo personal Learning Styles questionnaires. Understand the use and benefits that can be gained through their effective use.
Understand concepts behind training and development.
Demonstrate the ability to evaluate [with reference to relevant techniques].
Show awareness of Government-led initiatives to develop labour market skills
Demonstrate understanding and use of skills to assist employee relation, conflict resolution, bargaining and negotiation.
Find and evaluate costing information within a given business or case study. Make recommendations as to how to reduce costs and augment value within the business.
Develop budgets and forecasts for a given business or case study
Monitor performance against budgets and forecasts for a given business or case study.
Describe the regulatory framework within which financial reporting operates.
Prepare a financial statement in an accepted format.
Understand financial statements.
Consider the effectiveness and benefits of financial audits, and perform an audit [for either a given organisation or that presented in a case study].
Explain the workings of the tax system in the UK.
Be able to calculate personal tax liabilities.
Understand and calculate capital gains tax for companies and individuals.
Find and evaluate different types of costs. Discuss the need for different costing models. Perform calculations making use of suitable practices.
Whilst explaining the purpose and nature of the budgeting process, make use of appropriate methods of forecasting and budgeting for the chosen business.
Consider variables and reasons for differences against budgets. Make suggestions for corrective action. Produce an operating statement that resolves the difference between the actual and budgeted results.
Describe the regulatory framework within which financial reporting operates.
Prepare a financial statement in an accepted format for either, a limited company, sole trader or partnership.
Making use of accounting calculations, consider the workings and financial position of a given business. Write a report that provides evidence of understanding and interpreting accounting ratios.
Provide evidence such that the candidate understands the rationale behind financial audits and the benefits they should bring about. Perform an audit [real or simulated] such that internal and external dealings are clearly defined, and scope, materiality and risk are dealt with adequately. Make use of suitable audit assessments. Ensure the audit is conducted and recorded in an appropriate way.
Explain the reasons and types of taxation in the UK tax system. Describe the UK taxation system. Explain the duties of a tax practitioner in the UK.
Demonstrate the ability to calculate tax liabilities for individuals, partnerships and limited companies, taking into account tax allowances, income and expenses. Making use of Inland Revenue documentation, provide evidence that documentation and returns can be completed accurately.
Demonstrate the ability to understand and calculate capital gains tax, making full use of allowances.
Your achievement of the learning outcomes for this module will be tested as follows:
|Description||Operations Management||Marketing||HRM||Fiance and Case study|
There are no prerequisites for this module.
No restrictions apply.
Operations Management, Nigel Slack, Stuart Chambers, Robert Johnston, FT Prentice Hall, ISBN: 0273679066
Marketing Logistics (second edition), Martin Christopher and Helen Peck. Butterworth Heinemann.
Strategic HRM: The Key to Improved Business Performance (Developing Practice S.). Michael Armstrong, Angela Baron. Chartered Institute of Personnel & Development. ISBN: 0852929234.
Management Accounting for Decision Makers. Peter Atrill, Eddie McLaney (Paperback - December 6, 2004). FT Prentice Hall. ISBN: 0273688677
|Host Subject Group:||Business, Logistics & Information Systems|
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