L7 Management People Orgs (MPO) Module Handbook 202324 S1 V3(1) - Tagged

pdf

School

University of the Fraser Valley *

*We aren’t endorsed by this school

Course

MISC

Subject

Management

Date

Nov 24, 2024

Type

pdf

Pages

43

Uploaded by BarristerMetalTrout28

Report
§ Module Handbook 2023/24 Management, People & Orgs School Leeds Business School Level H7 Semester One Credits 20 CRN 10082/ 30082 Module Leader Shakiya Nisa Email Address s.nisa@leedsbeckett.ac.uk Communication Protocol: module staff will reply to student questions within a reasonable time, but this will normally be within office hours only. Students are advised to check this handbook and to see if there are any online/noticeboard announcements or FAQ answers that deal with their enquiry before contacting staff.
Introduction from the Module Leader The module aims to develop the basic managerial skills necessary for effective performance in the workplace and for continuous self-development. The context for developing these skills and understanding is recognised as a world where change is ubiquitous, where organisations face the challenges of increased globalisation of markets, communication and resources and the acceleration of technological change and where the impact on organisations is difficult to predict. In this context the module content has been collated around three themes: Perspectives on People – which looks at individual differences affecting orientation to work and learning Perspectives on Organising – which looks at the development of managerial thinking and at approaches to organisation analysis Strategies for Managing People – which examines strategies for getting, keeping, developing, and motivating the workforce. The module is designed to be thought provoking in respect of how the human capital of organisations, think in terms of employees, is managed, led, and organised. Is the humanity of an organisation perceived by leaders and managers to be a liability, a threat, or a rich resource to be mined and nurtured? Is there “one-best-way” to organise? Your life experience, to date, will have helped shape your thoughts and beliefs on how organisations should be organised. That said, the module content invites you to challenge yourself and you are thinking over the next twelve weeks. Use the time and space the module provides to question some of your held beliefs. This is a time to think critically about the ways in which organisations utilise their major resource: their people. I believe the module content to be highly relevant to you, as a future leader and decision maker with the potential to shape the working lives of others. The module assessments ask you to consider two opposing viewpoints; the success of an organisation being because of the commitment of motivated individuals; or a result of stringent employee controls. There is no right answer. The module aims to nurture your critical thinking skills and enable you to view organisational dilemmas within a pluralistic framework. Shakiya will be delivering the lectures and seminars on the module alongside colleagues (Dr Niaz, Dr Ahmed, Tanbeen, Dr Ola and Michele) will also be delivering tutorials and seminar activities. We recognise that there will be different levels of underpinning knowledge amongst the cohort. We ask that you are pro-active in your studies. Please read the topic content in advance. We anticipate that you carry out your own research of the topics to achieve your learning objectives, to include, online resources; journal articles; textbook chapters etc. Please aim to come to the sessions prepared to contribute to the class discussion. Do not expect to be given all the resources you need within the classroom . Individuals will have different learning needs. The tutors will aim to prompt your interest and raise issues for your consideration. As tutors we can guide you towards resources and answer your questions about individual topics. A useful suggestion is to create a “Mind-Map” or Aide Memoire of the concepts and theoretical perspectives which come to your attention during the taught sessions; to capture the ideas and avenues of thought you may usefully pursue in connection with the module assignments. I hope I have stimulated your interest. If you miss a class then you must ensure that you catch up on any work missed, because every session is important in a different way. The activities in the module are all relevant to the assessments. 2
Please remember that formal module teaching takes place in the classroom, but learning can take place anywhere you allow it to. Your primary commitment must be to your academic studies. For every hour spent in class you are expected to spend a minimum of another four hours in independent study. This includes reading and preparation for the next seminar as well as working both individually and in your action learning sets. If you follow this advice, then you are likely to perform well on this module. Based on student feedback several changes have been made to the module which includes assessment and seminar activities. We have moved from 100% coursework to 40% oral examination and 60% coursework mode. The seminar content has been integrated with broadcasting media as requested. Additional assessment guidance documents will be provided as per student feedback on the module evaluation. Best Wishes Shakiya Nisa (Module Leader) Meet The Module Team Shakiya Nisa Module Leader Seminar Tutor: Full Time Senior Lecturer Email: s.nisa@leedsbeckett.ac.uk Tanbeen Mahtab Seminar Tutor: Full Time Senior Lecturer Email: t.mahtab@leedsbeckett.ac.uk Dr Niaz Mahmud Faysal Seminar Tutor: Full Time Lecturer Email: N.M.Faysal@leedsbeckett.ac.uk Dr Ahmed Younes Seminar Tutor: Part Time Lecturer Email: A.M.Younes@leedsbeckett.ac.uk Dr Ola Folorunsho Seminar Tutor: Full Time Lecturer Email: O.Folorunsho@leedsbeckett.ac.uk Michele Buontempo Seminar Tutor: Part Time Lecturer Email: m.buontempo@leedsbeckett.ac.uk 3
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
  • Access to all documents
  • Unlimited textbook solutions
  • 24/7 expert homework help
Module Aims 1 Perspectives on People – which looks at individual differences affecting orientation to work and learning 2 Perspectives on Organising – which looks at the development of managerial thinking and at approaches to organisation analysis 3 Strategies for Managing People – which examines strategies for recruiting, retaining, developing, and motivating the workforce. Module Learning Outcomes 1 Critically evaluate the different approaches and main theoretical contributions of management practice, organisational dynamics, and interpersonal relations at work. 2 Critically analyse the contribution that strategies, policies, and practices can contribute to organisational effectiveness. 3 Critically evaluate and produce a justifiable realistic strategic action plan for management to follow taking into consideration the organisational working practice and the impact of policy, practice, and organisational outcomes on working relationships. Module Learning Activities The teaching and learning strategy stresses an inter-dependent and independent learning approach in which learners are expected to move from dependence upon tutors towards a position where they are taking increasing responsibility for their own learning and development as self-managing learners. For this reason, the learning sessions will be based primarily around classroom discussions but will also include classroom-based activities in the form of lectures, group exercises, role plays, case studies and videos. In addition, learners are expected to share relevant work issues/problems for scrutiny, comparison, diagnosis, and analysis which will further improve their communication and interpersonal skills. Students will be particularly encouraged to research MPO and relate it to the business policies and procedures of organisations (local / global). The module will introduce students to a range of contemporary and critical readings in addition to a range of introductory texts. This is designed to develop students understanding of the complexity of organisational analysis. Also, to develop the capacities that will enable the students to make sense of and deal with open-ended organisational problems and issues. Students will be required to work both individually and in groups to develop critical understanding of how people within an organisation have individual differences, and how this impacts motivation at work, additionally how group dynamics and team building have an impact on people at work. Then the students go on to explore perspectives on organising and how management is defined and implemented in the world of work, we explore theories of Leadership, how politics, power, authority, and conflict influence organisational behaviour and how this may be linked to culture and Organisational culture 4
Finally, the students will look at strategies for managing people by investigating the link between business strategy and the management of people in organisations, the alternative HRM approaches and their impact this can have on the growth of on business and personal achievement of employees. An exploration into how the contribution HRM policies and activities can make on organisation effectiveness A range of tasks and activities to include group discussions and sharing of specific answers/outcomes with other groups. These activities enable formative feedback, both from peers and from the tutor which will feed forward into the summative assessment, and develops your understanding of the perspectives on people, organising and strategies for managing people. Guidance on independent study will be provided at each tutorial, so that you may attend fully prepared and ready to participate in activities. Independent study Independent study will involve directed reading allocated weekly as specified within the learning support materials / workbooks complemented by access to audio and video recordings. The module is fully supported in the Virtual Learning Environment. You are expected to download your own copies of tutorial slides from the VLE before the weekly session. Three hours contact per week (1 hour lecture and 2 hours seminar) will comprise of formal lecture and tutorial input. You will be given a range of case studies and journal articles in the tutorial sessions. Relevant information is also available within your Course Handbook, which is available via MyBeckett and https://www.leedsbeckett.ac.uk/student-information/course-information/course-handbooks/ Communication All relevant information about the module teaching and learning will be posted on the VLE site (MyBeckett). We will be using MS Teams to host meeting online virtual with students based on request. So, you should regularly check for updates and announcements. If appropriate, the module team may also use Leeds Beckett email and the student portal for communication. You must notify your Course Administrator ( managementadminPG@leedsbeckett.ac.uk ) if you are absent for more than one day (for example, an interview, emergency unforeseen circumstances, or compassionate leave). If you are going to apply for mitigation you will need to provide written evidence of the reason for your absence (see Extenuating Circumstances and Mitigation for further information). Student Email Guidance & Good Patrice Students must always use their student email account to communicate with staff at the University. We will not respond to private email messages. Email Protocol - Writing your email Emails should be written politely and formally when communicating with staff and external agencies using your university email. You can use the following guidelines to help you construct a professional email. Subject line 5
All emails should include a subject line outlining the content of the email. This enables staff to quickly sift through emails and respond to those which may be urgent. For example, if your email is module related, then this should be included in the subject line. If your email is personal, please start the subject line with personal, followed by a brief description of the content of the email. Font style In accordance with the Equality Act 2010 and the University Equality and Diversity Policy, emails should be pre-set in an accessible format, i.e., one of Comic Sans, Arial, or Verdana and at a minimum of font 12. Appropriate salutation Use Dear or Hi (name). Do not use less formal body of text You should write in plain English, being precise and to the point. Do not use text language. Short emails and presenting the facts are much better than lengthy emails. In addition, you need to construct your email to ensure that they are polite and request help, etc., rather than demanding help or feedback. Appropriate sign-off You need to conclude your email with — Appropriate sign-off (e.g., "Regards/Best Wishes/Thanks"). In addition, you must include your full name, student number, course name and level to ensure that a more personal response can be written. Getting a response When emailing staff regarding course matters, the university policy is for staff to respond within five working days. There may be times when you get a response much sooner than this if a staff member is dealing with emails or the matter is urgent. Please expect that responses are likely to take up to the full five working days in most instances. Typical working hours for staff are between 9am and 5pm . If you email after 5pm your response may not be acknowledged until the following day. The five-day turnaround will then commence from 9am on that day. If you email later in the week, please be aware that you may not get a response until the following week as Saturday and Sunday are not formal working days. What do I do if I do not respond within 5 working days? Please check that your original email was written using the guidelines outlined above. If not, a staff member may have decided not to reply to your email as it was inappropriate. Contact Hours Each week you will have a one-hour lecture and a two-hour seminar, a total of 36-hour contact time on the module as per the delivery schedule. A student guide on contact hours is available here: https://www.qaa.ac.uk/docs/qaa/quality-code/contact-hours-student.pdf?sfvrsn=5046f981_8 Key Resources to Support Learning A reading List has been created for the module; it will automatically appear in the left-hand menu in the student view of the module in the Virtual Learning Environment (MyBeckett). Students are expected to explore the subject beyond introductory texts. Your reading should include both critical and contemporary perspectives and research. Practitioner and professional journals will consider key topical issues affecting today's managers while refereed (academic) journals offer more critical and analytical perspectives. 6
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
  • Access to all documents
  • Unlimited textbook solutions
  • 24/7 expert homework help
Reading List The following introductory texts have been selected as a starting point for reading. E-Books Randall, R. (2020) Work Psychology: Understanding Human Behaviour in the Workplace (7 th edition) Harlow, United Kingdom: Pearson. Arnold, J. & Randall, R. (2016) Work Psychology (6 th edition) Harlow, England: Pearson, Bratton, J. & Gold, J. & Bratton, A. & Steele, L. (2022) Human Resource Management: A Critical Approach (7 th edition) Bratton, J. (2017) Human Resource Management Theory and Practice (6 th edition). New York: Palgrave Macmillan. Buchanan, D. (2019) Organisational Behaviour. Harlow. England. Pearson Education Elsmore, P. (2017) Organisational Culture. London: Routledge Hannagan, T. (2004) Management: Concept and Practice. Pearson. Prentice Hall Mullins, L. & Rees, G. (2023) Management, and organisational behaviour (13 th edition) Harlow. England: Pearson’s Mullins, L. & McLean, J. (2019) Organisational behaviour in the workplace (12th edition). Harlow. England: Pearson’s Storey, J. & Ulrich, D. & Wright, M. (2019) Strategic Human Resource Management: A Research Overview (1 st edition) . London: Routledge Torrington, D. & Hall, L. & Taylor, S. & Atkinson, C. (2020) Human resource management (11 th edition). London. Pearson’s Education. Additional Resources Students are encouraged to read widely around the subject the following are additional useful resources include the following: Books on the library shelf Bratton, J and Gold, J. (2007) Human Resource Management Theory and Practice (4 th edition). New York: Palgrave Macmillan. 7
Bratton, J. & Sawchuk, P. (2010) Work and Organisation Behaviour. New York: Palgrave Macmillan. Watson, T. (2006) Organising and Managing Work. (2 nd edition) London: Pearson Education Ltd. Arnold, J. Robertson, I.T, and Cooper, C. (1998) Work Psychology: Understanding Human Behaviour in the Workplace. (3 rd ed.) London: Pitman. Brown, A. (1998) Organisational Culture, London: Pitman. Buchanan, D. and Huczynski, A. (2007) Organisational Behaviour (6 th ed), London: Prentice-Hall. Burrell, G. (1997) Pandemonium: Towards a Retro-Organisation Theory. London: Sage. Dawson, S. (1996) Analysing Organisations. (3 rd ed), London: Palgrave Macmillan. Deal, T and Kennedy, A. (1982) Corporate Cultures. Reading MA: Addison-Wesley. Foot, M and Hook, C (2002) Introducing Human Resource Management. (3 rd ed) Harlow: Addison Wesley Longman. Hales, C. (2000) Managing Through Organisation. Ohio: Thompson Business Press. Kirton, G and Greene, A.M. (2000) The Dynamics of Managing Diversity, Oxford: Butterworth Heinemann. Morgan, G. (1989) Creative Organisation Theory. London: Sage. Morgan, G. (1997) Images of Organisation. (2 nd ed) London: Sage. Reed, M. (1985) Re-direction in Organisational Analysis. London: Tavistock. Senior, B and Fleming J. (2006) Organisational Change. (3 rd ed) Harlow: Financial Times, Prentice Hall. Smith, W. Higgins, M Parker, M and Lightfoot, G (2001) Science Fiction and Organisation. London: Routledge. Wilson, F.M. (1995) Organisation Behaviour and Gender. London: McGraw-Hill. Some useful journal articles may be found via Discover in: Management Learning Human Resource Management Human Resource Management International Journal of Management Studies Personnel Review People Management 8
Administrative Science Quarterly Harvard Business Review Most of these are available via online electronic search engines. Disability Advice and Support All disabled students requiring additional support or alternative arrangements must declare and provide evidence of their disability to the Disability Advice Team as early as possible: https://www.leedsbeckett.ac.uk/student-information/disability-advice/ 9
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
  • Access to all documents
  • Unlimited textbook solutions
  • 24/7 expert homework help
Weekly Schedule Semester 1. Week Commencing Date Lecture Seminar Reading (Prior to seminar) Directed study and additional resources Week 1 (25/09/2023) Introduction & Assessment Guide Seminar Introduction to the module and structure and seminar Student expectations Introduction to the assessment Assessment Component 1: Individual Report & Annotated Bibliography (60%) Assessment Component 2: Oral Examination (40%) The formulation of Action Learning Sets (ALS) for seminal reading and activities. The same group of students will work together for the next 10 weeks Read the assessment and familiarise yourself with the MyBeckett site and undertake the reading for the seminar indicated in red each week prior to the seminar. Block 1: Perspective on People Week 2 (02/10/2023) Block 1: Perspective on People Session 1: The similarities and differences between individuals Seminar YouTube Video: 1) Daniel Goleman interview (5 minutes) Case Study: Perception: Stephanie's and Martin's perspectives. Activity: Discuss Singh et al (2019) - Emotional intelligence strategies to achieve subjective career success Journal Article Welch (2020) - Leaving your mark Singh et al (2019) - Emotional intelligence strategies to achieve subjective career success Palmer et al (2001) - EI and Effective Leadership E- Book Chapters Mullins & Rees (2023) Chapter 4 -Personality and Diversity YouTube Video: 1) Introduction to personality psychology by Professor of Psychological Science Laura King (4 minutes) 2) Personality & culture by Professor Shige Olshi (7 minutes) Journal Articles Rozell and Scroggins- (2010) - EI and work team Carmeli (2003) - EI and work attitudes among senior managers Books on the library shelf Watson (2006) Chapter 3 Bratton and Sawchuk (2010) Chapters 4, 5 and 8 E- Book Chapters Mullins & McLean (2019) Chapter 4 – Personality & Diversity Arnold * Randall et al, (2016) Chapter 3 - Individual Differences 10
Week 3 (09/10/2023) Block 1: Perspective on People Session 2: Human motivation and orientation to work Seminar YouTube Video: 1) Karl Max Bio (3 minutes) 2) Karl Max on Alienation BBC Radio 4 (2 minutes) Activity Journal Article: Braverman (1974) The degradation of work Please read the above article. In groups discuss the key issues raised in the article. Consider how these issues relate to your experiences in organisations. Marx, K (1975) Alienated Labour Case study: An unmotivated building inspector (Arnold & Randall et al, 2016, p305 - 307) Journal Article Mohanan et al (2019) Employee engagement and motivation: A case study Pemberton et al. Communities of (mal) practice The Learning Organization: Sakyi, E. Implementing Decentralised Management in Ghana Leadership in Health Services E- Book Chapters Mullins & Rees (2023) Chapter 7- Work motivation and satisfaction Arnold & Randall et al (2016) Chapter 7 – Approaches to work motivation and work design YouTube Video: 1) Marx's Capital and the Degradation of Work (30 minutes) Books on the library shelf Watson (2006) Chapters 4 and 8 Bratton and Sawchuk (2010) Chapters 6 and 7 E- Book Chapters Mullins & McLean (2019) Chapter 7- Work motivation and satisfaction Activitie s This activity should take approximately 1 hour Inventory A: What motivates me? Inventory B: How do I learn? Please complete the above inventories and read your profiles. In groups consider your orientations to work and learning. Reflect upon your experiences at work and consider how this reflection might impact upon your performance. Make notes for future reference. Week 4 (16/10/2023) Lecture on Assessment Component 1 & 2 Harvard Referencing Academic Writing Block 1: Perspective on People Session 3: The nature and dynamics of groups and Teams Deadline to confirm selected organisation for assessment component 1: Individual Report & Annotated Bibliography (60%) Seminar Guide on Assessment Component 1: Individual Report & Annotated Bibliography (60%) How to tackle the assessment questions for component 1 Students will have an opportunity to undertake an annotated bibliography in class using the following articles: Case Study : Careless Collaborators Please read the above Case study. Prepare your answers to the following questions. Identify the critical issues for teams raised by the case. Explore the cultural issues in the case drawing upon Gannon's metaphors, Hofstede's dimensions and Trompenaars work. How are these theories applicable to the case? What are the implications for managing groups and teams in contemporary organisations? Activity: Complete Belbin team roles questionnaire (use all three documents on Mybeckett) CIPD Podcast on employee engagement Books on library shelf Bratton and Gold (2007) Chapter 12 Bratton and Sawchuk (2010) Chapter 9 Journal Article Vallas (2003) - Why Teamwork Fails: Obstacles to Workplace Change in Four Manufacturing Plants E- Book Chapter Mullins & McLean (2019) Chapter 8 – Working in Groups and Teams 11
Journal Articles Winsborough (2018) - The Rise of Teams at Work Creasy & Crane (2017) - The effects of workplace bullying on team learning, innovation and project success as mediated through virtual and traditional team dynamics Journal Articles Winsborough (2018) - The Rise of Teams at Work Creasy & Crane (2017) - The effects of workplace bullying on team learning, innovation and project success as mediated through virtual and traditional team dynamics Creasy & Crane (2017) - The effects of workplace bullying on team learning, innovation and project success as mediated through virtual and traditional team dynamics E- Book Chapter Mullins & Rees (2023) Chapter 8 – Working in Groups and Teams Arnold & Randall et al (2016) Chapter 11- Groups, Team and Teamwork Block 2: Perspective on Organising Week 5 (23/10/2023) Block 2: Perspective on Organising Session 1 : Nature of Management Seminar Admin Task: students must book in for one appointment slot for the drop-in session W/C 20 th & 27 th November 2023 to again feedback on draft for the assessment component 1 . YouTube Video: 1) Global Mangers (2 minutes) Case Study : Happy and productive workplace Journal Article Bucker & Poutsma (2009) Global management competencies Discuss key findings Grey, C (1999) We are all Managers now: 'We always were’ Meisiek & Barry 2014 The science of making E- Book Chapter Buchanan (2019) Chapter 14 – Work design Mullins & McLean (2019) Chapter 10 - Managing people at work 12
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
  • Access to all documents
  • Unlimited textbook solutions
  • 24/7 expert homework help
(Mullins & McLean, 2019, p407) Seminar Activity : Research CMI Professional standards (better manager roadmap) Journal Article Bucker & Poutsma (2009) Global management competencies Discuss key findings management an art.pdf E- Book Chapter Mullins & Rees (2023) Chapter 10 - Managing people at work Hannagan, T (2004) Chapter 1 – The challenge of management Chapter 5 – Strategic management YouTube Video: 1) Interview Vismay Sharma Managing Director of L’Oréal UK & Ireland - DIAL Global Fireside Chat (26 minutes) Week 6 (30/10/2023) Block 2: Perspective on Organising Session 2: Theories on Leadership Seminar YouTube Video 1) Simon Sinek -5 Fundamentals of Leadership - Leadership Development (26 minutes) Case Study 1: Robin Hood Case Study 2 : Leadership and policy implantation at SuperCham’s Hamburg plant (Arnold & Randall, 2016, 532-533) Activity : Hersey & Blanchard Situational Leadership Questionnaire (MyBeckett) Journal Article Megheirkouni et al (2019) - Leadership development trends and challenges in the twenty-first century: rethinking the priorities Pearce et al (2014) Is shared leadership the key to responsible leadership? Academy of Management Perspectives Vol. 28 No. 3, 2014 pp. 275-288 E- Book Chapters Mullins & Rees (2023) Chapter 9 – Leadership in work organisations YouTube Video 1) Ted Talk - TikTok CEO Shou Chew on Its Journal Article De Jong, J. How (2007) leaders influence employees' innovative behaviour. European Journal of Innovation Management Vol. 10 No. 1, 2007 pp. 41-64 (c) Emerald Group Publishing Limited Kakabadse, A. (2000) From Individual to Team to Cadre: Tracking leadership for the Third Millennium, Strategic Change. 9:5-16 E- Book Chapters Mullins & McLean (2019) Chapter 9 – Leadership in work organisations 13
Future (watch the first 10 only) how Shou works as a leader Week 7 (06/11/2023) Block 2: Perspective on Organising Session 3 : The nature of conflict, power and authority and their effect on organising Seminar YouTube Video 1) Professor Jeffrey Pfeffer -Stanford Graduate School of Business Power: Why Some People Have It and Others Don't (8 minutes) Case Study: Police custody officer and empowerment (Mullins & McLean, 2019, p553-54) Activity: Complete the following questionnaires 1. Resolving Interpersonal Conflicts. 2. Influencing styles questionnaire. Please complete the 2 questionnaires above and read your profiles. Reflect upon your experiences at work and consider what insights you can draw from your reflections. In groups discuss how Foucault's ideas about surveillance and power affect how we perceive and influence others in the workplace. E-Book Mullin & Rees (2023) Chapter 13 Organisational control and power Journal Articles Avgar, A. (2020) Integrating Conflict: A Proposed Framework for the Interdisciplinary Study of Workplace Conflict and Its Management. In ILR Review. Mar2020, Vol. 73 Issue 2, p281-311 Davey, L (2019) Conflict: An Exercise to Help Your Team Feel More Comfortable with Conflict. In Harvard Business Review Digital Articles. 3/14/2019, p2-5. 4p. Glavas et al, (2019) Leadership and conflict management in production organisations. In Tehnički Glasnik, Vol 13, Iss 4, Pp 356-362 (2019) Grey, C (1999) We are all Managers now: 'We always were - On the Development and Demise of Management, Journal of Management Studies, 36, 5 . YouTube Video 1 ) Organisational Culture interview by Edgar Schein (Explains Culture Fundamentals – 8 minutes) 2) Conflict at work Ted Talk - What productive conflict can offer a workplace by Jess Kutch (6 minutes minutes) Journal Article Mintzberg, H (1985) The Organization as a Political Arena. Journal of Management Studies, 22:2 Foucault (1982) The subject and power. Abridged extracts in Clark, Chandler and Barry (eds) (1994) Organisation and Identities Books on library shelf Bratton and Gold (2007) Chapters 11 and 12 Bratton and Sawchuk (2010) Chapter 16 E-Book Mullins & McLean (2019) Chapter 14 Organisational control and power Block 3: Strategies for Managing People and Organisation 14
Week 8 (13/11/2023) Block 3: Strategies for Managing People and Organisation Session 1: The link between business strategy and the management of people Seminar Case study: Nuclear Decommissioning Authority Activity: Please read the above case study. Prepare your answers to the 4 questions posed at the end of the case. In groups discuss the strengths and limits of the NDA approach to HR in terms of meeting NDA's organisational objectives. E-Books Bratton et al (2022) Chapter 13 International HRM and global capitalism, Chapter 14 Back to the future Torrington et al (2020) chapters 1,2,3,4,5 and 6 Journal Articles: Günter K. Stahla, Chris J. Brewsterb, c, David G. Collingsd, Aida Hajroe (2020) Enhancing the role of human resource management in corporate sustainability and social responsibility: A multi stakeholder, multidimensional approach to HRM. In Sustainable Human Resource Management and the Triple Bottom Line: Multi-Stakeholder Strategies, Concepts, and Engagement, Human Resource Management Review. September 2020 30(3). Sharmila Gope, Gianluca Elia and Giuseppina Passiante (2018) The effect of HRM practices on knowledge management capacity: a comparative study in Indian IT industry. In: Journal of Knowledge Management, 2018, Vol. 22, Issue 3, pp. 649-677.; Emerald Publishing Limited. April 09, 2018. Books on library shelf Bratton and Gold (2007) Chapter 1, 2 and 3 Bratton and Sawchuk (2010) Chapter 17 Journal Article Chow & Lui (2009) The effect of aligning organizational culture and business strategy with HR systems on firm performance in Chinese enterprises.pdf E-Book Bratton (2017) Chapter 1 , & 3 Storey et al (2019) Chapter 1 and 5 Week 9 (20/11/2023) Block 3: Strategies for Managing People and Organisation Session 2 : The contribution that HRM policies and activities can make on organisation effectiveness Seminar: Drop-in session for feedback on draft for assessment component 1 book individual slots Case study 1 : City Bank Activity: Please read the above Case study. Prepare your answers to the 3 questions posed at the end of the Case study. In groups discuss different approaches to managing performance and reward making reference to the Kerr (2003) article on incentives. Case study 2 : HRD and change at FumeGo Ltd. E-Books Mullins & Rees (2023) Chapter 16 -Organizational performance and effectiveness Bratton et al (2022) Chapter 2 Corporate strategy and strategic HRM Books on library shelf Bratton and Gold (2007) Chapter 8, 9 and 10 Journal Articles Houldsworth, E and Machin, S. (2008) Leadership team performance management: the case of BELRON. Team Performance Management Vol. 14 No. 3/4, 2008 pp. 118-133 (c) Emerald Group Publishing Limited. Kerr, S (2003) The Best Laid Incentive Plans. Harvard Business Review, January Vol.81,1 Radnor, Z and Barnes, D. (2007) Historical analysis of performance measurement and management in operations management. International Journal of Productivity and Performance Management Vol. 56 No. 5/6, 2007 pp. 384-396 (c) Emerald Group Publishing 15
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
  • Access to all documents
  • Unlimited textbook solutions
  • 24/7 expert homework help
Torrington et al (2020) Chapter 11 and 14 (also chapter 25, 26 and 27) Story et al (2019) Chapter 3 Journal Articles Ngwenya, B. & Pelser, T. (2020) Impact of psychological capital on employee engagement, job satisfaction and employee performance in the manufacturing sector in Zimbabwe In: SA Journal of Industrial Psychology, Sep 2020, Vol 46, Issue 1, p. 1- 12. Appanah, C, N. & Pillay, A, S. (2020) Investigation into the effectiveness of leadership styles in the performance and retention of millennials. In: Journal of Management & Administration, Jun 2020, Vol 2020, Issue 1, p. 1-23 Gama, N. & McKenna, S. & Peticca-Harris, A. (2012) Ethics and HRM: Theoretical and Conceptual Analysis. In: Journal of Business Ethics. Volume 111 Issue 1, p97-145 Utama, B, Z. Abdullah, T. Widodo, E, S. (2020) Building Organizational Competitiveness by Building Convergence of Business Strategy and HR Strategy. In: Journal of Business and Behavioural Entrepreneurship Volume: 4 Issue 1, p.16-25 Limited. E-Books Mullins & McLean (2019) Chapter 17 - Organizational performance and effectiveness Bratton (2017) Chapter 6 & 7 Torrington et al (2020) Chapter 29, 34 and 35 Story et al (2019) Chapter 5 and 7 Week 10 (27/11/2023) Lecture: Assessment Component 2: Oral Examination (40%) Seminar: One to One drop-in session for feedback on draft for assessment component 1 Week 11 (04/12/2023) No Lecture Seminar Admin Task: Assessment Component 2: Oral Examination (40%) Date and time allocated to each student for the oral examination, Q&A on oral examination 16
Week 12 (11/12/2023) No Lecture Seminar Drop-in session for assessment Component 2: Oral Examination Q&A on oral examination 17
Weekly Schedule Semester 2 Week Commencing Date Lecture Seminar Reading (Prior to seminar) Directed study and additional resources Week 1 (29/01/2024) Introduction & Assessment Guide Seminar Introduction to the module and structure and seminar Student expectations Introduction to the assessment Assessment Component 1: Individual Report & Annotated Bibliography (60%) Assessment Component 2: Oral Examination (40%) The formulation of Action Learning Sets (ALS) for seminal reading and activities. The same group of students will work together for the next 10 weeks Read the assessment and familiarise yourself with the MyBeckett site and undertake the reading for the seminar indicated in red each week prior to the seminar. Block 1: Perspective on People Week 2 (05/02/2024) Block 1: Perspective on People Session 1: The similarities and differences between individuals Seminar YouTube Video: 2) Daniel Goleman interview (5 minutes) Case Study: Perception: Stephanie's and Martin's perspectives. Activity: Discuss Singh et al (2019) - Emotional intelligence strategies to achieve subjective career success Journal Article Welch (2020) - Leaving your mark Singh et al (2019) - Emotional intelligence strategies to achieve subjective career success Palmer et al (2001) - EI and Effective Leadership E- Book Chapters Mullins & Rees (2023) Chapter 4 -Personality and Diversity YouTube Video: 3) Introduction to personality psychology by Professor of Psychological Science Laura King (4 minutes) 4) Personality & culture by Professor Shige Olshi (7 minutes) Journal Articles Rozell and Scroggins- (2010) - EI and work team Carmeli (2003) - EI and work attitudes among senior managers Books on the library shelf Watson (2006) Chapter 3 Bratton and Sawchuk (2010) Chapters 4, 5 and 8 E- Book Chapters Mullins & McLean (2019) Chapter 4 – Personality & Diversity Arnold * Randall et al, (2016) Chapter 3 - Individual Differences Week 3 (12/02/2024) Block 1: Perspective on People Session 2: Human motivation Seminar YouTube Video: Journal Article Mohanan et al (2019) Employee engagement and Books on the library shelf Watson (2006) Chapters 4 and 8 18
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
  • Access to all documents
  • Unlimited textbook solutions
  • 24/7 expert homework help
and orientation to work 3) Karl Max Bio (3 minutes) 4) Karl Max on Alienation BBC Radio 4 (2 minutes) Activity Journal Article: Braverman (1974) The degradation of work Please read the above article. In groups discuss the key issues raised in the article. Consider how these issues relate to your experiences in organisations. Marx, K (1975) Alienated Labour Case study: An unmotivated building inspector (Arnold & Randall et al, 2016, p305 - 307) motivation: A case study Pemberton et al. Communities of (mal) practice The Learning Organization: Sakyi, E. Implementing Decentralised Management in Ghana Leadership in Health Services E- Book Chapters Mullins & Rees (2023) Chapter 7- Work motivation and satisfaction Arnold & Randall et al (2016) Chapter 7 – Approaches to work motivation and work design YouTube Video: 2) Marx's Capital and the Degradation of Work (30 minutes) Bratton and Sawchuk (2010) Chapters 6 and 7 E- Book Chapters Mullins & McLean (2019) Chapter 7- Work motivation and satisfaction Activitie s This activity should take approximately 1 hour Inventory A: What motivates me? Inventory B: How do I learn? Please complete the above inventories and read your profiles. In groups consider your orientations to work and learning. Reflect upon your experiences at work and consider how this reflection might impact upon your performance. Make notes for future reference Week 4 (19/02/2024) Lecture on Assessment Component 1 & 2 Harvard Referencing Academic Writing Block 1: Perspective on People Session 3: The nature and dynamics of groups and Teams Deadline to confirm selected organisation for assessment component 1: Individual Report & Annotated Bibliography (60%) Seminar Guide on Assessment Component 1: Individual Report & Annotated Bibliography (60%) How to tackle the assessment questions for component 1 Students will have an opportunity to undertake an annotated bibliography in class using the following articles: Journal Articles Winsborough (2018) - The Rise of Teams at Case Study : Careless Collaborators Please read the above Case study. Prepare your answers to the following questions. Identify the critical issues for teams raised by the case. Explore the cultural issues in the case drawing upon Gannon's metaphors, Hofstede's dimensions and Trompenaars work. How are these theories applicable to the case? What are the implications for managing groups and teams in contemporary organisations? Activity: Complete Belbin team roles questionnaire (use all three documents on Mybeckett) CIPD Podcast on employee engagement Journal Articles Winsborough (2018) - The Rise of Teams at Work Books on library shelf Bratton and Gold (2007) Chapter 12 Bratton and Sawchuk (2010) Chapter 9 Journal Article Vallas (2003) - Why Teamwork Fails: Obstacles to Workplace Change in Four Manufacturing Plants E- Book Chapter Mullins & McLean (2019) Chapter 8 – Working in Groups and Teams 19
Work Creasy & Crane (2017) - The effects of workplace bullying on team learning, innovation and project success as mediated through virtual and traditional team dynamics Creasy & Crane (2017) - The effects of workplace bullying on team learning, innovation and project success as mediated through virtual and traditional team dynamics Creasy & Crane (2017) - The effects of workplace bullying on team learning, innovation and project success as mediated through virtual and traditional team dynamics E- Book Chapter Mullins & Rees (2023) Chapter 8 – Working in Groups and Teams Arnold & Randall et al (2016) Chapter 11- Groups, Team and Teamwork Block 2: Perspective on Organising Week 5 (26/02/2024) Block 2: Perspective on Organising Session 1 : Nature of Management Seminar Admin Task: students must book in for one appointment slot for the drop-in session w/c 8 th & 15 h April 2024 to again feedback on draft for the assessment component 1 . YouTube Video: 2) Global Mangers (2 minutes) Case Study : Happy and productive workplace (Mullins & McLean, 2019, p407) Journal Article Bucker & Poutsma (2009) Global management competencies Discuss key findings Grey, C (1999) We are all Managers now: 'We always were’ Meisiek & Barry 2014 The science of making management an art.pdf E- Book Chapter Buchanan (2019) Chapter 14 – Work design Mullins & McLean (2019) Chapter 10 - Managing people at work 20
Seminar Activity : Research CMI Professional standards (better manager roadmap) Journal Article Bucker & Poutsma (2009) Global management competencies Discuss key findings E- Book Chapter Mullins & Rees (2023) Chapter 10 - Managing people at work Hannagan, T (2004) Chapter 1 – The challenge of management Chapter 5 – Strategic management YouTube Video: 2) Interview Vismay Sharma Managing Director of L’Oréal UK & Ireland - DIAL Global Fireside Chat (26 minutes) Week 6 (04/03/2024) Block 2: Perspective on Organising Session 2: Theories on Leadership Seminar YouTube Video 2) Simon Sinek -5 Fundamentals of Leadership - Leadership Development (26 minutes) Case Study 1: Robin Hood Case Study 2 : Leadership and policy implantation at SuperCham’s Hamburg plant (Arnold & Randall, 2016, 532-533) Activity : Hersey & Blanchard Situational Leadership Questionnaire (MyBeckett) Journal Article Megheirkouni et al (2019) - Leadership development trends and challenges in the twenty-first century: rethinking the priorities Pearce et al (2014) Is shared leadership the key to responsible leadership? Academy of Management Perspectives Vol. 28 No. 3, 2014 pp. 275-288 E- Book Chapters Mullins & Rees (2023) Chapter 9 – Leadership in work organisations YouTube Video 2) Ted Talk - TikTok CEO Shou Chew on Its Future (watch the first 10 only) how Shou works as a leader Journal Article De Jong, J. How (2007) leaders influence employees' innovative behaviour. European Journal of Innovation Management Vol. 10 No. 1, 2007 pp. 41-64 (c) Emerald Group Publishing Limited Kakabadse, A. (2000) From Individual to Team to Cadre: Tracking leadership for the Third Millennium, Strategic Change. 9:5-16 E- Book Chapters Mullins & McLean (2019) Chapter 9 – Leadership in work organisations 21
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
  • Access to all documents
  • Unlimited textbook solutions
  • 24/7 expert homework help
Week 7 (11/03/2024) Block 2: Perspective on Organising Session 3 : The nature of conflict, power and authority and their effect on organising Seminar YouTube Video 1) Professor Jeffrey Pfeffer -Stanford Graduate School of Business Power: Why Some People Have It and Others Don't (8 minutes) Case Study: Police custody officer and empowerment (Mullins & McLean, 2019, p553-54) Activity: Complete the following questionnaires 1. Resolving Interpersonal Conflicts. 2. Influencing styles questionnaire. Please complete the 2 questionnaires above and read your profiles. Reflect upon your experiences at work and consider what insights you can draw from your reflections. In groups discuss how Foucault's ideas about surveillance and power affect how we perceive and influence others in the workplace. E-Book Mullin & Rees (2023) Chapter 13 Organisational control and power Journal Articles Avgar, A. (2020) Integrating Conflict: A Proposed Framework for the Interdisciplinary Study of Workplace Conflict and Its Management. In ILR Review. Mar2020, Vol. 73 Issue 2, p281-311 Davey, L (2019) Conflict: An Exercise to Help Your Team Feel More Comfortable with Conflict. In Harvard Business Review Digital Articles. 3/14/2019, p2-5. 4p. Glavas et al, (2019) Leadership and conflict management in production organisations. In Tehnički Glasnik, Vol 13, Iss 4, Pp 356-362 (2019) Grey, C (1999) We are all Managers now: 'We always were - On the Development and Demise of Management, Journal of Management Studies, 36, 5 . YouTube Video 1 ) Organisational Culture interview by Edgar Schein (Explains Culture Fundamentals – 8 minutes) 2) Conflict at work Ted Talk - What productive conflict can offer a workplace by Jess Kutch (6 minutes minutes) Journal Article Mintzberg, H (1985) The Organization as a Political Arena. Journal of Management Studies, 22:2 Foucault (1982) The subject and power. Abridged extracts in Clark, Chandler and Barry (eds) (1994) Organisation and Identities Books on library shelf Bratton and Gold (2007) Chapters 11 and 12 Bratton and Sawchuk (2010) Chapter 16 E-Book Mullins & McLean (2019) Chapter 14 Organisational control and power Block 3: Strategies for Managing People and Organisation Week 8 (18/03/2024) Block 3: Strategies for Managing People and Seminar E-Books Bratton et al (2022) Chapter 13 International HRM Books on library shelf 22
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
  • Access to all documents
  • Unlimited textbook solutions
  • 24/7 expert homework help
Organisation Session 1: The link between business strategy and the management of people Case study: Nuclear Decommissioning Authority Activity: Please read the above case study. Prepare your answers to the 4 questions posed at the end of the case. In groups discuss the strengths and limits of the NDA approach to HR in terms of meeting NDA's organisational objectives. and global capitalism, Chapter 14 Back to the future Torrington et al (2020) chapters 1,2,3,4,5 and 6 Journal Articles: Günter K. Stahla, Chris J. Brewsterb, c, David G. Collingsd, Aida Hajroe (2020) Enhancing the role of human resource management in corporate sustainability and social responsibility: A multi stakeholder, multidimensional approach to HRM. In Sustainable Human Resource Management and the Triple Bottom Line: Multi-Stakeholder Strategies, Concepts, and Engagement, Human Resource Management Review. September 2020 30(3). Sharmila Gope, Gianluca Elia and Giuseppina Passiante (2018) The effect of HRM practices on knowledge management capacity: a comparative study in Indian IT industry. In: Journal of Knowledge Management, 2018, Vol. 22, Issue 3, pp. 649-677.; Emerald Publishing Limited. April 09, 2018. Bratton and Gold (2007) Chapter 1, 2 and 3 Bratton and Sawchuk (2010) Chapter 17 Journal Article Chow & Lui (2009) The effect of aligning organizational culture and business strategy with HR systems on firm performance in Chinese enterprises.pdf E-Book Bratton (2017) Chapter 1 , & 3 Storey et al (2019) Chapter 1 and 5 Easter Break Easter Break Week 9 (08/04/2024) Block 3: Strategies for Managing People and Organisation Session 2 : The contribution that HRM policies and activities can make on organisation effectiveness Seminar: Drop-in session for feedback on draft for assessment component 1 book individual slots Case study 1 : City Bank Activity: Please read the above Case study. Prepare your answers to the 3 questions posed at the end of the Case study. In groups discuss different approaches to managing performance and reward making reference to the Kerr (2003) article on incentives. Case study 2 : HRD and change at FumeGo Ltd. E-Books Mullins & Rees (2023) Chapter 16 -Organizational performance and effectiveness Bratton et al (2022) Chapter 2 Corporate strategy Books on library shelf Bratton and Gold (2007) Chapter 8, 9 and 10 Journal Articles Houldsworth, E and Machin, S. (2008) Leadership team performance management: the case of BELRON. Team Performance Management Vol. 14 No. 3/4, 2008 pp. 118-133 (c) Emerald Group Publishing Limited. Kerr, S (2003) The Best Laid Incentive Plans. Harvard Business Review, January Vol.81,1 Radnor, Z and Barnes, D. (2007) Historical analysis of performance measurement and management in operations management. International Journal of Productivity and 23
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
  • Access to all documents
  • Unlimited textbook solutions
  • 24/7 expert homework help
and strategic HRM Torrington et al (2020) Chapter 11 and 14 (also chapter 25, 26 and 27) Story et al (2019) Chapter 3 Journal Articles Ngwenya, B. & Pelser, T. (2020) Impact of psychological capital on employee engagement, job satisfaction and employee performance in the manufacturing sector in Zimbabwe In: SA Journal of Industrial Psychology, Sep 2020, Vol 46, Issue 1, p. 1- 12. Appanah, C, N. & Pillay, A, S. (2020) Investigation into the effectiveness of leadership styles in the performance and retention of millennials. In: Journal of Management & Administration, Jun 2020, Vol 2020, Issue 1, p. 1-23 Gama, N. & McKenna, S. & Peticca-Harris, A. (2012) Ethics and HRM: Theoretical and Conceptual Analysis. In: Journal of Business Ethics. Volume 111 Issue 1, p97-145 Utama, B, Z. Abdullah, T. Widodo, E, S. (2020) Building Organizational Competitiveness by Building Convergence of Business Strategy and HR Strategy. In: Journal of Business and Behavioural Entrepreneurship Volume: 4 Issue 1, p.16-25 Performance Management Vol. 56 No. 5/6, 2007 pp. 384-396 (c) Emerald Group Publishing Limited. E-Books Mullins & McLean (2019) Chapter 17 - Organizational performance and effectiveness Bratton (2017) Chapter 6 & 7 Torrington et al (2020) Chapter 29, 34 and 35 Story et al (2019) Chapter 5 and 7 Week 10 (15/04/2024) Lecture: Assessment Component 2: Oral Examination (40%) Seminar: One to One drop-in session for feedback on draft for assessment component 1 Week 11 (22/04/2024) No Lecture Seminar Admin Task: Assessment Component 2: Oral Examination (40%) Date and time allocation for each student will be confirmed, for the oral examination 24
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
  • Access to all documents
  • Unlimited textbook solutions
  • 24/7 expert homework help
Q&A on oral examination Week 12 (29/04/2024) No Lecture Seminar Drop-in session for assessment Component 2: Oral Examination Q&A on oral examination 25
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
  • Access to all documents
  • Unlimited textbook solutions
  • 24/7 expert homework help
Assessment Summary The individual written report and annotated bibliography enables all students to demonstrate a holistic understanding of this subject and integrate various taught aspects into the assessments, thus effectively and efficiently covering a range of learning outcomes. It also allows the students to focus on the different areas of management, people and organisation topics and answer questions in more specific detail, allowing greater critical evaluation and analysis pertaining to an organisation and draws on wider reading and research (via the annotated bibliography). The oral examination allows students to articulate and demonstrate deeper understanding of the module learning outcomes and explore subject knowledge. Assessment Component 1 Assessment Method: Re-assessment Method: Component 1 Individual Report & Annotated Bibliography Component Individual Report & Annotated Bibliography Word Count 4000 Word Count 4000 Assessment Deadline Date & Time: Flexible Deadline Date & Time Tuesday 5 th December by 14:00 hours via Turnitin Tuesday 12 th December 2023 by 14: 00 hours via Turnitin Reassessment Deadline Date & Time: Flexible Deadline Date & Time Tuesday 26 th March 2024 by 14:00 hours via Turnitin Tuesday 2 nd April 2024 by 14:00 hours via Turnitin Feedback Method: Oral Feedback via Turnitin Feedback Method: Oral Feedback via Turnitin Feedback Date: 4 working weeks of submission Feedback Date: 4 working weeks of submission Type / Component Weighting: Coursework – 60% Learning Outcomes Assessed: LO2 & LO3 26
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
  • Access to all documents
  • Unlimited textbook solutions
  • 24/7 expert homework help
Assessment Component 2 Assessment Method: Re-assessment Method: Component 2 Oral Examination (In Person) Component 2 Oral Examination (Online) Length 10 minutes Length 10 minutes Assessment Deadline Date & Time: W/C 8 th January 2024 W/C 15 th January 2024 Reassessment Deadline Date & Time: W/C 25 th March 2024 Feedback Method: Written Feedback Feedback Method: Written Feedback Feedback Date: 4 working weeks of submission Feedback Date: 4 working weeks of submission Type / Component Weighting: Practical – 40% Learning Outcomes Assessed: LO1 Assessment Details Detailed guidance on the assessment is provided in the module handbook and on the VLE under the assessment and feedback tab on MyBeckett. All answers should be underpinned by appropriate academic literature wherever applicable. The written assessment submission will be assessed in respect of Academic Integrity and penalties may be applied if the work is in breach of the guidelines. Late submissions will be penalised under the university regulations Assessment Component 1: Individual Report & Annotated Bibliography (60%) Coursework Students are required to select and research an organisation of their choice nationally or globally and attempt the following questions. In the light of the developing global business environment, with reference to the organisation of choice, please attempt the following three tasks. 1. Critically analyse the emergent challenges faced by your chosen organisation, within the context of organisational culture, organisational leadership, and people management (35% - 1, 400 words) 2 Provide critical recommendations of how you intend to overcome the emergent challenges of your chosen organisation, within the context of organisational culture, organisational leadership, and people management (40% - breakdown below) In doing so, critically identify the rationale behind your recommended, policies, practices and interventions supported by good business practices and academic theories (1,200 words) Produce a strategic management action plan for the next 12 month based on the implementation of your outlined recommendation (400 words) 27
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
  • Access to all documents
  • Unlimited textbook solutions
  • 24/7 expert homework help
3 Select 11 most significant references from the bibliography (of your individual report) and produce an annotated bibliography using the template provided. Reflect on the key research findings, debates, discussions, of the 11 most significant references. Each reflection for the annotated bibliography should be clear, concise, and well-articulated (20% - 1,000 words). 4 Academic skills and competences (5%) Clarity, fluency and logical structure and layout of assignment with all work duly referenced in text and a full bibliography good use of Microsoft word. Grammatically well written and researched. Student Instructions for Submission of Coursework This module requires you to submit your work online. You MUST submit your work through MyBeckett using the link set up by the tutor. You must ensure receipt of your work when uploading on Turnitin. Your "Turnitin assignments" in MyBeckett can be set up so that you can check your assignment yourself as you submit it. This checking is done by creating a "Similarity Report". If this report shows that there are some problems with your work, such as un-cited quotations, you should be able to make corrections and re-submit the work again before the due date. More information about Turnitin is available online here: http://libguides.leedsbeckett.ac.uk/mybeckett/turnitin Please note: Tutors will follow up any suspected breach of academic integrity found after the submission date as per university policy. Late penalties will apply as per University Regulations. Submission Guidance: Your Individual report & Annotated Bibliography must be submitted on MyBeckett: Initially submission on Tuesday 5 th December 2023 by 14:00 hours via Turnitin or alternatively The final flexible submission on Tuesday 12 th December 2023 by 14: 00 hours via Turnitin . Electronic copy to be uploaded on Turn tin via VLE. Format & Layout: 1. Report Format, requiring cover page, appropriate headers, appendices, and content inclusions, with a list of references in the bibliography, additionally an annotated bibliography based on 11 references from the report 2. Your individual report and annotated bibliography should not exceed 4000 (+/ - 10%) words in total (excluding references, bibliography, assumptions, and appendices (if any) 3. Double line spacing 2.0 with 25mm margins all round 4. All answers should be underpinned by appropriate academic literature wherever applicable, and Harvard referenced. Clearly signpost each question and subsection in your report. 5. All sources must be referenced using the Harvard referencing style See: Leeds Beckett University guidance and “Quote Unquote” 28
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
  • Access to all documents
  • Unlimited textbook solutions
  • 24/7 expert homework help
6. All submitted work will be assessed in terms of your adherence to Academic Integrity guidelines. See guidance in drop-down box of Module Content in My Beckett 7. Late submissions will be penalised under the university regulations. The following assessment criteria will be used for assessment component 1 Component 1: Individual Report & Annotated Bibliography (60%) Will be assessed on the following criteria: Assessment Criteria % Weighting Learning Outcomes Knowledge & Understanding Critical analysis of the range of management, people organisation and issues pertinent to the chosen organisation and critical evaluation of their relative importance in the internal and external environmental context 35% LO3: Critically evaluate organisational working practice and consider the impact of policy, practice, and organisational outcomes on working relationships Argument, analysis, synthesis & evaluation Critical analysis of the management, people and organisations concepts within the chosen organisation and a critical evaluation of the contextual complexities and challenges associated with the successful strategic implementation of management, people and organisational practices and policies in contemporary organisations 20% Awareness of Employer’s Needs Critical evaluation of conclusions and recommendations based upon logical, focused, and sound judgement necessary to bring about successful implementation of management, people and organisational policy choices, outlining strategic management action plan 20% LO2: Critically analyse the contribution that HRM strategies, policies and practices can make to organisational effectiveness and thus produce and justify realistic strategic action plans for management to follow. Opportunity to demonstrate academic skills and competences Annotated bibliography Evidence wider reading and research via the annotated bibliography, articulated and refined piece of coursework 20% 29
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
  • Access to all documents
  • Unlimited textbook solutions
  • 24/7 expert homework help
Academic skills and competences Clarity, fluency and logical structure and layout of assignment with all work duly referenced in text and a full bibliography good use of Microsoft word. Grammatically well written and researched. 5% Opportunity to demonstrate academic skills and competences Assessment Component 2 – Oral Examination (40%) Practical The assessment enables the students to demonstrate their criticality in applying theory to practice and evaluate the effectiveness of managing people in an organisational context. The oral examination should incorporate the basis of your evaluation and demonstrate a critical engagement with theory and reading. The oral examination will assess the following questions: Students will be tested on national and global awareness of the chosen organisation, industry/sector by providing a rationale for their choice. During the oral examination, the student will be required to articulate a good level of understanding (from assessment component 1), of the key selected issues and address the recommendation (by justifying the applications of academic models and possible criticisms). If alternative models were considered and why. The student will be asked to justify the usefulness and relevance of the good business particle examples evidence within the world of work (as evidenced in assessment component 1), and how up to date and relevant this is today. The students would be asked to explore and define which policy they executed and how this influences the strategic management action plan for the next 12 months. The student will address how they have undertaken wider reading and research by justifying their selection of the 11 referenced used for their annotated bibliography. Student Instructions for Practical (Oral Examination) Students are required to undertake a 10-minute oral examination, this examination builds on the work students have undertaken in assessment component 1 (individual report & annotated bibliography-60%) The examiners are a part of the module teaching team. Week commencing 4 th December 2023 each student will be allocated a date and time for the oral examination. The oral examination will take place week commencing 8 th January 2024 . Students will be informed of date and time. Each oral examination will be recorded on Panopto. Students are not allowed to take notes into the oral examination. 30
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
  • Access to all documents
  • Unlimited textbook solutions
  • 24/7 expert homework help
The following assessment criteria will be used Component 2: Oral examination (40%) will be assessed on the following criteria: Assessment Criteria % Weighting Learning Outcomes Knowledge & Understanding Demonstration of the ability to understand the contextual issues within the selected organisation and evaluate a range of appropriate theoretical concepts by articulating your thoughts on national and global issues for the chosen organisation, industry/sector by providing a rationale for the issues addressed 25% LO1: Critically evaluate the different approaches and main theoretical contributions of management practice, organisational dynamics, and interpersonal relations at work. Argument, analysis, synthesis & evaluation Evidence a good level of understanding on the implementation of the selected academic models and possible criticisms. If alternative models were considered and why 25% LO3: Critically evaluate organisational working practice and consider the impact of policy, practice, and organisational outcomes on working relationships Awareness of Employer’s Needs Justify the usefulness and currency of good business practice evidenced within the report, and how up to date and relevant these examples and learning is today within organisations Evidence policy execution and how this influences the strategic management action plan for the next 12 months evaluation addressing the tensions between cost effectiveness and how this will influence business growth. 25% Academic skills and competences Clarity, fluency, and logical structure provided in the oral examination. Clear articulation of personal input. Wider reading and research are evidenced. Well-articulated oral examination Well-presented and researched information discussed while showing a range of skills which could include, systematic and clear communication skills, evaluative analysis. 25% Opportunity to demonstrate academic research skills and competences against LO1 and LO3 by justifying why the student selected the 11 most significant references from their bibliography from assessment component 1. To produce the annotated bibliography 31
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
  • Access to all documents
  • Unlimited textbook solutions
  • 24/7 expert homework help
Assessment Title: Individual Report & Annotated Bibliography Weighting: 60% Pass Fail Criteria and Weighting 100-86%** Distinction 85-70% Distinction 69-60% Merit 59-50% Pass 49-40% Fail 39 Fail -30% 29-15% Fail 14-0% Fail Knowledge & Understanding 35% Critical analysis of the range of management, people organisation and issues pertinent to the chosen organisation and critical evaluation of their relative importance in the internal and external environmental context LO3 Comprehensive knowledge with exceptionally thorough understanding of the topics and very explicit critical analysis of the range of emergent management, people challenge pertinent to the organisation of choice and excellent critical evaluation of their relative importance in the organisation’s internal and external environmental context Outstanding knowledge and understanding of the topics and very explicit critical analysis on the range of emergent management and people challenges pertinent to the organisation of choice. Very good knowledge of the topic with critical understanding of the impact of broader management, people and organisations impacting challenge pertinent to the organisation of choice and excellent critical evaluation of their relative importance in the organisation’s internal and external environmental context Excellent knowledge and understanding of the topic with good analytical understanding of the impact of broader management, people and organisations and matters impacting the successful management of organisational practices and policies good critical evaluation of their relative importance in the organisation’s internal and external environmental context Good knowledge and understanding of the topic with some analytical understanding of the impact of broader management, people and organisations and matters impacting the successful management of organisational practices and policies. Some critical evaluation of their relative importance in the organisation’s internal and external environmental context Insufficient evidence of knowledge of the topics with some analytical understanding and limited ability to identify topic areas and of some limitations understanding broader management, people and organisations and matters impacting the successful management of organisational practices and policies. Insufficient acknowledgement of the importance in the organisation’s internal and external environmental context Some indications of a limited ability and knowledge of the emerging topic areas with limited understanding broader management, people and organisations and matters impacting the successful management of organisational practices and policies. Limited importance in the organisation’s internal and external environmental context Little knowledge or understanding of any of the topic areas with little or no understanding of HR issues pertinent to the organisation and their importance in the organisation’s internal and external environmental context Very little knowledge or understanding of any of the topic areas with little or no understanding of management, people and organisation issues pertinent to the organisation and their importance in the organisation’s internal and external environmental context Argument, analysis, synthesis & evaluation 20% Critical analysis of the management, people and organisations concepts within the chosen organisation and a critical evaluation of the contextual complexities and challenges associated with the successful strategic implementation of management, people Exemplarily thorough analysis and evaluation of management, leadership and HR concepts within the chosen organisation context which clearly critiques the contextual complexities and challenges associated with successful Leadership and HRM and practices and policies. A range of appropriate theoretical perspectives and research methods used to support robust and Very good, deep, detailed, systematic critical analysis around the context which clearly critiques the contextual complexities and challenges associated with successful practices and policies in contemporary organisations as obtained through appropriate research, focusing on specific challenges faced by the chosen Very good analysis and evaluation of the management, people, and organisations concepts within the case study context with good discussion on the contextual complexities and challenges associated with the successful implementation of strategic management, people and organisational practices and policies in contemporary Good analysis Some evidence of analysis and evaluation of the management, people and organisations concepts within the case study context with partial critique of the contextual complexities and challenges associated with the successful implementation of strategic organisational practices and policies in contemporary Insufficient and/or inadequate evidence of analysis and evaluation of the management, people, and organisations concepts within the case study context with limited evaluation of the contextual complexities and challenges associated with the successful implementation of strategic management, people and organisational practices and policies in contemporary organisations as obtained through appropriate research Some indication of a limited ability to analysis and evaluate the management, people and organisations concepts within the case study context with limited understanding of the contextual complexities and challenges associated with the successful implementation of strategic management, people and organisational practices and policies Little ability to analysis and evaluate the HR concepts within the chosen organisational context with limited understanding of the contextual complexities and challenges associated with successful management and people practices and policies in contemporary organisations as obtained through very limited research No ability to analyse and evaluate the management, people and organisational concepts within the case study context with extremely limited understanding of the contextual complexities and challenges associated with successful management & HRM practices and policies in contemporary organisations 32
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
  • Access to all documents
  • Unlimited textbook solutions
  • 24/7 expert homework help
and organisational practices and policies in contemporary organisations LO3: detailed interpretation contextualised within organisational practice. The consideration of complex ideas is robust and sustained throughout organisation and its impact on management and HRM resulting in well- reasoned conclusions that extend the sum of knowledge in the area. Theoretical perspectives and research methods used to support robust recommendations. Creatively demonstrates new concepts, ideas and/ or theories contextualised within organisational practice organisations organisations with evidence of some research in contemporary organisations as obtained through limited research Awareness of Employer’s Needs 20% Critical evaluation of conclusions and recommendations based upon logical, focused, and sound judgement necessary to bring about successful implementation of management, people, and organisational policy choices, outlining strategic management action plan LO2 Outstanding concluding section resulting in recommendations linked to bringing about successful implementing management, people, and organisational policy within the context of the case study resulting in recommendations linked to bringing about highly successful policy implementation outlined in the strategic management action plan Excellent and very thorough concluding section resulting in recommendations linked to bringing about successful policy implementation as well as good business practice using practitioner-based evaluations. Integrating the strategic management action plan Very good concluding section resulting in recommendations linked to bringing about policy implementation with critical evaluation linking Consistent reasoned, justification of alternative views and perspectives outlined in the strategic management action plan Good concluding section resulting in recommendations linked to bringing about some level policy implementation Contains some independent thinking and justification linking it to the strategic management action plan There may be some development required in the combining of ideas and critically engaging with the evaluation of alternative views from alternative sources Inadequate concluding section resulting in recommendations unlikely to result in policy with no implementation or integration of the strategic management action plan Very Inadequate concluding section resulting in major limitations when postulating recommendations to inform implementation of management people and organisational policy dismissal of the strategic management action plan Poor concluding section resulting in highly unrealistic and unimplementable recommendations for policy implementation no consideration for the strategic management action plan Very poor concluding section resulting. No implementable policy Very poor concluding section resulting in serious limitations and no consideration for the strategic management action plan when postulating Annotated Bibliography 20% Evidence wider reading and research via the annotated bibliography, articulated and refined piece of coursework LO2 Outstanding approach to the annotated bibliography with a clear reflections outlined well- articulated analysis based on selection of key articles based on choice of topic. Excellent approach to the annotated bibliography and clear reflections outlined. A systematic approach to the selection of key articles based on choice of topic. Very good understanding demonstrated of the annotated bibliography and clear reflections outlined. Logical approach to the selection of key articles based on choice of topic. Good use of the annotated bibliography and clear reflections outlined Clear approach to the selection of key articles based on choice of topic. Limited approach to the annotated bibliography no clear reflection limited analysis based on the selection of key articles based on choice of topic. Poor approach to the annotated bibliography no clear reflection ad hoc selection of key articles based on choice of topic. Limited referencing with numerous errors and omissions no annotated bibliography and reflection provided. There is very little or no referencing. Any referencing is inaccurate. No annotated bibliography nor reflection provided. Academic skills and competences 5% Outstanding structure and presentation with precise, full and appropriate references Excellent structure and presentation with precise, full, and appropriate Very good structure and presentation with precise, full, and appropriate Good structure and presentation with precise, full, and appropriate references Inadequate structure and presentation with some errors, inconsistencies, or omissions in referencing. Understandable use of language but some significant errors in Very inadequate structure and presentation with references, but may Poor structure and presentation with poor standard of basic English. Imprecise Very poor structure and presentation with very poor standard of basic English. Writing 33
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
  • Access to all documents
  • Unlimited textbook solutions
  • 24/7 expert homework help
Clarity, fluency and logical structure and layout of assignment with all work duly referenced in text and a full bibliography, wider reading and research evidenced via the annotated bibliography. Good use of Microsoft word. Grammatically well-articulated and refined piece of coursework Opportunity to demonstrate academic skills and competences and subtle use of language expressing a high degree of thought with clarity and precision to a level appropriate for submission for publication. references and subtle use of language expressing a high degree of thought with clarity and precision to a level with potential for submission for publication. references and subtle use of language expressing a high degree of thought with clarity and precision which furthers and enhances the argument. Appropriate, complete, and consistent references which may only have minor inaccuracies. with minor or insignificant errors with clear and precise use of language allowing a complex argument to be easily understood and followed. expression affecting overall clarity. contain multiple inconsistencies, errors, or omissions. Serious errors in the use of language which makes meaning unclear or imprecise. academic writing style which makes meaning unclear. is not of an academic standard. Meaning is impossible to decipher. Please note, from August 2022 the threshold pass mark for taught postgraduate modules is 50%. **Work in the 86-100% band meets and often exceeds the standard for distinction, as described in the 70-85% band, across all the Level 7 domains listed in our LBU assessment taxonomy Assessment Title: Oral Examination Weighting: 40% 34
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
  • Access to all documents
  • Unlimited textbook solutions
  • 24/7 expert homework help
Pass Fail Criteria and Weighting 100-86%** Distinction 85-70% Distinction 69-60% Merit 59-50% Pass 49-40% Fail 39 Fail -30% 29-15% Fail 14-0% Fail Knowledge & Understanding 25% Demonstration of the ability to understand the contextual issues within the selected organisation and evaluate a range of appropriate theoretical concepts by articulating your thoughts on national and global issues for the chosen organisation, industry/sector by providing a rationale for the issues addressed . LO1: Comprehensive ability to orally go thorough, explicit knowledge of the contextual issues with a critical understanding of the impact of broader management people and organisations matters impacting on the successful management of organisational practices form a national and global context, applying theoretical concepts Outstanding ability to orally demonstrate knowledge of the contextual issues with critical understanding of the impact of broader management, people and organisations and matters impacting the successful management of organisational practices form a national and global context, applying theoretical concepts Excellent ability to orally demonstrate knowledge of the contextual issues with good analytical understanding of the impact of broader management, people and organisations and matters impacting the successful management of organisational practices form a national and global context, applying theoretical concepts Good ability to orally evidence of knowledge of the contextual issues with some analytical understanding of the impact of broader management, people and organisations and matters impacting the successful management of organisational practices form a national and global context, applying theoretical concepts Insufficient evidence to orally demonstrate of knowledge of the contextual issues with some analytical understanding and limited ability to identify topic areas and of some limitations understanding broader management, people and organisations and matters impacting the successful management of organisational practices insufficient acknowledgement of the form a national and global context, applying theoretical concepts Some indications of a limited ability to identify contextual issues and some limitations understanding broader management, people and organisations and matters impacting the successful management of organisational practices form a national and global context, applying theoretical concepts Signs of an emerging knowledge of the contextual issues a with limited understanding broader management, people and organisations and matters impacting the successful management of organisational practices form a national and global context, applying theoretical concepts Little knowledge or understanding of any of the contextual issues or broader management, people and organisations and matters impacting the successful management of organisational practices form a national and global context, applying theoretical concepts Argument, analysis, synthesis & evaluation 25% Evidence a good level of understanding on the implementation of the selected academic models and possible criticisms. If alternative models were considered and why LO3 Exemplary oral ability to analyse and evaluate the implemented recommendations management, people and organisations concepts within the context which clearly critiques the contextual complexities and challenges associated with the successful strategic implementation of management, people and organisational practices critiquing academic models addressing merits and limitations Very good oral ability to deeply analyse and evaluate the implemented recommendation for management, people and organisations concepts which clearly critiques the contextual complexities and challenges associated with the successful implementation of strategic management, people and organisational practices and policies using academic models addressing merits and limitations Good oral ability to analyse and evaluate the implemented recommendations for management, people, and organisations concepts with good discussion on the contextual complexities and challenges associated with the successful implementation of strategic management, people and organisational practices and policies in contemporary organisations addressing academic models addressing merits and limitations Some ability to evidence orally the implemented recommendations within the context of management, people, and organisations with partial critique of the contextual complexities and challenges associated with the successful implementation of strategic organisational practices and policies addressing academic models addressing merits and limitations Insufficient and/or inadequate oral ability evidence of the implementation of recommendations management, people, and organisations for concepts within the case study context with limited evaluation of the contextual complexities and challenges associated with the successful implementation of strategic management, people and organisational practices and policies in contemporary organisations as obtained through appropriate research with limited integration of academic models Indications of a limited oral ability to analysis and evaluate and implement recommendations for the management, people, and organisations concepts within the context with limited evaluation of the contextual complexities and challenges associated with the successful implementation of strategic management, people and organisational practices and policies exploring academic models addressing merits and limitations A limited oral ability to analyse and evaluate the implemented recommendations for management, people, and organisations concepts within context with limited understanding of the contextual complexities and challenges associated with the successful implementation of strategic management, people and organisational practices and policies in contemporary organisations models addressing merits and limitations Little or no oral ability to analysis and evaluate the implemented recommendations the management, people and organisations concepts within the context with extremely limited understanding of the contextual complexities and challenges associated with the successful management of management, people and organisations practices and policies models addressing merits and limitations Awareness of Employer’s Needs Exceptional ability to orally justify and Excellent ability to orally express a given Very good ability to orally express a given Good ability to orally express a given content Some indications of an ability to orally express a given content through its Limited ability to orally express a given Very little ability to orally express a given Very poor ability to orally express a given 35
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
  • Access to all documents
  • Unlimited textbook solutions
  • 24/7 expert homework help
25% Justify the usefulness and currency of good business practice evidenced within the report, and how up to date and relevant these examples and learning is today within organisations Evidence policy execution and how this influences the strategic management action plan for the next 12 months evaluation addressing the tensions between cost effectiveness and how this will influence business growth. LO3 express a given content through its organisation and coherence, level of analysis and syntheses, through exceptional use of appropriate communication skills, policy execution evidence strategic management action plan for the next 12 using good business practice examples addressing the tensions between cost effectiveness and how this will influence business growth content through its organisation and coherence, level of analysis and syntheses, through excellent use of appropriate communication skills, policy execution evidence strategic management action plan for the next 12 using good business practice examples addressing the tensions between cost effectiveness and how this will influence business growth content through its organisation and coherence, level of analysis and syntheses, through very good use of appropriate communication skills, policy execution evidence strategic management action plan for the next 12 using good business practice examples. addressing the tensions between cost effectiveness and how this will influence business growth through its organisation and coherence, level of analysis and syntheses, with good use of appropriate communication skills, Policy execution evidence strategic management action plan for the next 12 using good business practice examples addressing the tensions between cost effectiveness and how this will influence business growth organisation and coherence, level of analysis and syntheses, with some use of appropriate communication skills, policy execution evidence strategic management action plan for the next 12 using good business practice examples addressing the tensions between cost effectiveness and how this will influence business growth content through its organisation and coherence, level of analysis and syntheses, and limited in reference to the use of appropriate communication skills, policy execution evidence strategic management action plan for the next 12 using good business practice examples addressing the tensions between cost effectiveness and how this will influence business growth content through its organisation and coherence, level of analysis and syntheses, with very little use of appropriate communication skills, policy execution evidence strategic management action plan for the next 12 using good business practice examples addressing the tensions between cost effectiveness and how this will influence business growth content through its organisation and coherence, level of analysis and syntheses, with very poor or no use of appropriate communication skills, policy execution evidence strategic management action plan for the next 12 using good business practice examples addressing the tensions between cost effectiveness and how this will influence business growth Academic skills and competences 25% Clarity, fluency and logical structure provided in the oral examination. Clear articulation of personal input. Wider reading and research are evidenced. Well- articulated oral examination LO1 and LO3 Exceptional use of academic theory within the oral examination via the annotated bibliography Very well-presented and researched information discussed demonstrating a comprehensive range of skills which include, systematic and clear communication skills, evaluative analysis. Opportunity to demonstrate academic research skills and competences by justifying why the student selected the 11 most significant references from their bibliography from assessment component 1. To produce the annotated bibliography with precise use of references with an Excellently use of academic theory within the oral examination via the annotated bibliography. Well- presented and researched information discussed demonstrating a wide range of skills which include, systematic and clear communication skills, evaluative analysis. Opportunity to demonstrate excellent academic research skills and competences by justifying why the student selected the 11 most significant references from their bibliography from assessment component 1. To produce the annotated Very Good use of academic theory within the oral examination with precise use of references via the annotated bibliography present and research information discussed demonstrating a good range of skills which include, systematic and clear communication skills, evaluative analysis. Opportunity to demonstrate a good rage of academic research skills and competences by justifying why the student selected the 11 most significant references from their bibliography from assessment component 1. To produce the annotated Good use of academic theory within the oral examination with precise use of references with an extensive supporting bibliography. Attempted to present and research information discussed demonstrating some skills which include, systematic and clear communication skills, evaluative analysis. Opportunity to demonstrate some academic research skills and competences by justifying why the student selected the 11 most significant references from their bibliography from assessment component 1. To produce the annotated bibliography with precise use of references with an extensive supporting justification for the selection of the 11 Insufficient use of appropriate theory via the oral examination, references, or bibliography at H7 to condone a pass mark no real attempt at researching an ah hoc approach undertaken to justify the why the student selected the 11 most significant references from their bibliography from assessment component 1. To produce the annotated bibliography Insufficient use of appropriate theory, via the oral examination on the annotated bibliography the references at H7 to condone a pass mark a poor approach as the student did not select the appropriate number of significant references for the annotated bibliography Insufficient use of appropriate theory outlined via the oral examination via the annotated bibliography, bibliography at H7 to condone a pass mark a poor approach as the student did not select the appropriate number of significant references for the annotated bibliography Insufficient use of appropriate theory, references, or bibliography at H7 to condone a pass mark a poor approach as the student did not select the appropriate number of significant references for the annotated bibliograph 36
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
  • Access to all documents
  • Unlimited textbook solutions
  • 24/7 expert homework help
extensive supporting justification for the selection of the 11 references bibliography with precise use of references with an extensive supporting justification for the selection of the 11 references bibliography with precise use of references with an extensive supporting justification for the selection of the 11 references references Student Name: Student ID Course : 37
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
  • Access to all documents
  • Unlimited textbook solutions
  • 24/7 expert homework help
Module Title: Management, People & Organisations Level: H7 Semester: Assessment Title: Assessment Component 2: Oral Examination Weighting: 40% Assessment Component 2: Oral Examination Feedback Sheet (Individually Marked) Assessment Component 2: Oral Examination Feedback Sheet (Individually Marked) Assessment Criteria Feedback and Comments Knowledge & Understanding 25% Demonstration of the ability to understand the contextual issues within the selected organisation and evaluate a range of appropriate theoretical concepts by articulating your thoughts on national and global issues for the chosen organisation, industry/sector by providing a rationale for the issues addressed. . 38
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
  • Access to all documents
  • Unlimited textbook solutions
  • 24/7 expert homework help
Argument, analysis, synthesis & evaluation 25% Evidence a good level of understanding on the implementation of the selected academic models and possible criticisms. If alternative models were considered and why Awareness of Employer’s Needs 25% Justify the usefulness and currency of good business practice evidenced within the report, and how up to date and relevant these examples and learning is today within organisations Evidence policy execution and how this influences the strategic management action plan for the next 12 months evaluation addressing the tensions between cost effectiveness and how this will influence business growth Academic skills and competences 25% Clarity, fluency and logical structure provided in the oral examination. Clear articulation of personal input. Wider reading and research are evidenced. Well-articulated oral examination Well-presented and researched information discussed while showing a range of skills which could include, systematic and clear communication 39
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
  • Access to all documents
  • Unlimited textbook solutions
  • 24/7 expert homework help
skills, evaluative analysis. Opportunity to demonstrate academic research skills and competences by justifying why the student selected the 11 most significant references from their bibliography from assessment component 1. To produce the annotated bibliography General Feedback Internal Examiner Name: 40
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
  • Access to all documents
  • Unlimited textbook solutions
  • 24/7 expert homework help
Signature: Date: Internal Moderators Name: General Feedback Signature: Date: 41
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
  • Access to all documents
  • Unlimited textbook solutions
  • 24/7 expert homework help
Feedback on Your Assessments Feedback forms a large part of your learning experience and is vital to your personal and professional development. Whatever your academic level, building on your feedback is vital. Noting and acting on feedback is key to independent learning, continued progress and long-term success. https://libguides.leedsbeckett.ac.uk/skills-for-learning/building-on-feedback Please attend scheduled drop-in sessions for both assessments. Tutor will provide formative feedback over your draft face to face verbally. Summative feedback will be provided through My Beckett after submission of report. That will be written feedback. Understanding Your Assessment Responsibilities Please refer to Course Handbook Extenuating Circumstances and Mitigation If you are experiencing problems which are adversely affecting your ability to study (called 'extenuating circumstances'), then you can apply for mitigation. You can find full details of how to apply for mitigation at: https://www.leedsbeckett.ac.uk/student-information/exams-assessments-and-awards/mitigation-and- extenuating-circumstances/ . For students requiring 5-day extensions on coursework submissions, you do not have to apply for this. Instead, you will be permitted to submit up to 5 working days after the deadline without incurring a late penalty. This will be called the flexible submission period. Full details of this policy can be found here . The University operates a fit to sit/fit to submit approach to extenuating circumstances which means students who take their assessment are declaring themselves fit to do so. More information is available at the above link and here: https://www.leedsbeckett.ac.uk/student-information/exams-assessments-and- awards/examinations/ Late Submission Without any form of extenuating circumstances, standard penalties apply for late submission of assessed work. Full details of the penalties for late submission of course work are available at https://www.leedsbeckett.ac.uk/our-university/public-information/academic-regulations/ . Academic Integrity Academic integrity is a fundamental principle within the University and is strongly linked to good academic practice. All assessments must be submitted with due attention to issues of academic integrity, expression, and good academic practice, including clarity in grammar, semantics and syntax. Any suspected breach of academic integrity will be investigated by the University and could have serious consequences on your studies. Breaches of academic integrity include (but are not limited to) plagiarism, self-plagiarism, collusion and contract cheating. Definitions and the potential consequences of an admitted or found breach of academic integrity are detailed in the Academic Regulations at: https://www.leedsbeckett.ac.uk/our-university/public-information/academic-regulations/ . There are a range of resources available to help you understand what is and what is not permitted and how to use other people’s ideas in your assessed work. These include the LBU Academic Integrity tutorial,
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
  • Access to all documents
  • Unlimited textbook solutions
  • 24/7 expert homework help
which is available on Academic Integrity Tutorial for 2023/24 and the Skills for Learning website which you can access here https://libguides.leedsbeckett.ac.uk/skills-for-learning/ . An Academic Integrity Factsheet for Students is available to view at: https://www.leedsbeckett.ac.uk/student-information/academic-skills- and-advice/academic-integrity/ . Your Feedback on the Module A mid-module review will be timetabled into your module by week 7. This is an opportunity to resolve modular issues promptly early on in the module. In addition, you will have the opportunity to provide feedback formally at the end of your module-. These comments will be reviewed by your course team and some may be considered via the course monitoring and enhancement process, in which your Course Representative is involved.
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
  • Access to all documents
  • Unlimited textbook solutions
  • 24/7 expert homework help

Related Documents

WI.docx
social psychology (1).docx
Strategic Management (1).docx
small business case study assignment part 5.pdf
Assessment.docx
tsegi.doc
Strategic Workforce Plan.pdf
2771866(1).docx
Order ID 396787060.docx
Mitigating The Chaos of Change.docx
2228931179 - B, A student_id_BHL5007_-_WRIT1.docx
Difference between Matters of Law and Matters of Ethics in Business Situations (Report).docx
Recommended textbooks for you
Text book image
Understanding Business
Management
ISBN:9781259929434
Author:William Nickels
Publisher:McGraw-Hill Education
Text book image
Management (14th Edition)
Management
ISBN:9780134527604
Author:Stephen P. Robbins, Mary A. Coulter
Publisher:PEARSON
Text book image
Spreadsheet Modeling & Decision Analysis: A Pract...
Management
ISBN:9781305947412
Author:Cliff Ragsdale
Publisher:Cengage Learning
Text book image
Management Information Systems: Managing The Digi...
Management
ISBN:9780135191798
Author:Kenneth C. Laudon, Jane P. Laudon
Publisher:PEARSON
Text book image
Business Essentials (12th Edition) (What's New in...
Management
ISBN:9780134728391
Author:Ronald J. Ebert, Ricky W. Griffin
Publisher:PEARSON
Text book image
Fundamentals of Management (10th Edition)
Management
ISBN:9780134237473
Author:Stephen P. Robbins, Mary A. Coulter, David A. De Cenzo
Publisher:PEARSON
SEE MORE TEXTBOOKS
Recommended textbooks for you
Text book image
Understanding Business
Management
ISBN:9781259929434
Author:William Nickels
Publisher:McGraw-Hill Education
Text book image
Management (14th Edition)
Management
ISBN:9780134527604
Author:Stephen P. Robbins, Mary A. Coulter
Publisher:PEARSON
Text book image
Spreadsheet Modeling & Decision Analysis: A Pract...
Management
ISBN:9781305947412
Author:Cliff Ragsdale
Publisher:Cengage Learning
Text book image
Management Information Systems: Managing The Digi...
Management
ISBN:9780135191798
Author:Kenneth C. Laudon, Jane P. Laudon
Publisher:PEARSON
Text book image
Business Essentials (12th Edition) (What's New in...
Management
ISBN:9780134728391
Author:Ronald J. Ebert, Ricky W. Griffin
Publisher:PEARSON
Text book image
Fundamentals of Management (10th Edition)
Management
ISBN:9780134237473
Author:Stephen P. Robbins, Mary A. Coulter, David A. De Cenzo
Publisher:PEARSON
SEE MORE TEXTBOOKS