MAB_2 - Business - 4 Assignments

MAB_F2.zip

Home >Business & Finance homework help >Management homework help >MAB_2 - Business - 4 Assignments

MAB_F2/Business and the Business Environment/Module Booklet/a business environment 1.pptx

Company legal structures

Private sector companies

The part of an economy in which goods and services are produces and distributed by individuals and organisations that are not part of the government or state bureaucracy.

A variety of legal structures exist for private sector business organisations depending on where they are located. Individuals can conduct business without necessarily being part of any organisation. The main types of businesses in the private sector are;

Sole trader

the business is owned by just one person. There are no legal formalities needed but once set up they must pay tax and national insurance contributions.

A partnership is when more than one owner shares the responsibility of the business. There are no legal formalities though a deal of partnership may be drawn up which is a contract about the roles and procedure to be divided between the partners. All the active partners all have unlimited liability

Private limited company

Private limited company - They must set out the company’s sector and constitutional procedure in the memorandum of association and the articles of association. They are registered for VAT if turnover exceeds £150,000. Maximum number of members in a private company is restricted to 50 members. It has limited liability with private shares. Private companies may issue stock and have shareholders. However their shares do not trade on public exchanges and are not issued through an initial public offering. In general the shares of these businesses are less fluid

Public limited company

A Public limited company is where shares are open to the public. It is one whose membership is open to general public. The minimum number required to form such a company is seven but there is no upper limit. Such companies can advertise to offer its shares to the general public through a prospectus. These public limited companies are subjected to greater supervision of control. It has limited liability. A public limited company’s stock can be acquired by anyone and holders are only limited to potentially lose the amount paid for the shares. Because of large numbers of investors the risk of loss is divided

A franchise is where a business owner pays a corporation to use their name and receives advice and marketing for the business

A cooperative is where all workers have equal pay and make joint business decisions

Cooperatives

It is owned by and operated for the benefit of those using its services. Cooperatives have been successful in a number of fields including the processing and marketing of farm products, the purchasing of other kinds of equipment and raw materials, in wholesaling, retailing, credit and banking

Voluntary organisation

A voluntary association or union also sometimes called a voluntary organisation or unincorporated association is a group of individuals who voluntarily enter into an agreement to form a body or organisation to accomplish a purpose

Charitable organisation

A charitable organisation is a type of non profit organisation. It may be in areas serving the public interest

MAB_F2/Business and the Business Environment/Module Booklet/BIS - A Guide to Legal Forms for Business.pdf

A GUIDE TO LEGAL FORMS FOR BUSINESS

NOVEMBER 2011

Guide to Legal Forms

Unincorporated legal forms:

The distinguishing feature of unincorporated forms is that they have no separate legal personality. There are three main forms:

Sole Trader This is the simplest way to set up and run a business: ownership and control of the business rests with a single individual. Being a Sole Trader is inherently risky because the individual is not separate from the business and has sole unlimited personal liability for the business, its debts and contractual obligations, and any claims against it. They own all the assets of the business and can dispose of them as they wish, and may employ staff and trade under a business name. However it is unlikely that sole trader status will be suitable for businesses which need more than a small level of external investment – being unincorporated limits borrowing and prevents the business raising equity finance by issuing shares.

Regulation for the Sole Trader is minimal: there is no requirement for a formal constitution for the business, and no need to register or file accounts and returns with Companies House. Sole Traders are treated as self-employed by HMRC and must register and make an annual self assessment tax return – profits from the business are treated as personal income subject to income tax and national insurance contributions.

Unincorporated Association Unincorporated Associations are groups that agree, or ‘contract’, to come together for specific purpose. They normally have a constitution setting out the purpose for which the association has been set up, and the rules for the association and its members. They are typically governed by a management committee. All members of the management committee will again have unlimited personal liability, unless they are specifically indemnified in the constitution. As for a Sole Trader, there is a limitation on raising finance, minimal regulation, and self-employed tax status for management committee members.

Partnership A Partnership is a relatively simple way for two or more legal persons to set up and run a business together with a view to profit. A partnership can arise, without any formal agreement, when people carry on a business in common, but typically there is agreement to trade as a partnership. Partners will usually draw up a legally binding partnership agreement, setting out such matters as the amount of capital contributed by each partner and the way in which they will share the profits (and losses) of the business.

Again the Partnership has no separate legal personality. Partners share the risks, costs and responsibilities of being in business. Because partners generally bear the consequences of each other’s decisions, partners usually manage the business themselves, though they can hire employees. Partners usually raise money for the business out of their own assets, and / or with loans, although again being unincorporated

limits borrowing in practice, and not being a company with a share capital prevents the business itself from raising equity finance by issuing shares.

Each partner is self-employed and pays tax on this basis on their share of the profits: The partnership itself and each individual partner must make annual self-assessment returns to HMRC, and the Partnership must keep records showing business income and expenses.

Legal persons other than individuals – such as Limited Companies or Limited Liability Partnerships – can also be partners in a partnership. They are treated like any other partner except that they have additional tax and reporting obligations – for example companies must pay corporation tax rather than income tax on their profits from the partnership.

Limited Partnership Not to be confused with a Limited Liability Partnership (see below) – a Limited Partnership has two sorts of partner: general partners and limited partners. The form is similar to a Partnership, with the main differences being that the limited partners may not be involved in the management of the business and their liability is limited to the amount that they have invested in the partnership. Note that limited partners are different from ‘sleeping’ partners in a Partnership or Limited Partnership, who do not take part in running the business but remain fully liable for its debts. Limited partnerships must register at Companies House, and do not come into existence until they are registered. Changes to the partnership must also be registered.

Trust Trusts are unincorporated and have no legal identity of their own. They are essentially legal devices for holding assets so as to separate legal ownership from economic interest. A trust holds assets on behalf of an individual or another organisation and governs how they are to be used. A trust is run by a small group of people called trustees who are legally responsible for the administration of the trust and personally liable for any debts or claims against it that cannot be met out of the trust’s own resources. Trusts make their own set of rules – enshrined in a trust deed – which sets the trust’s objectives and may be used to ensure that assets and profits are used for a particular purpose. Trusts do not typically raise finance – they simply manage assets and do not distribute profits. Trusts are often used in conjunction with unincorporated associations, which cannot themselves own property.

Incorporated legal forms

Limited Company The Limited Company is the most common legal form in use for running a business. Companies are ‘incorporated’ to form an entity with a separate legal personality. This means that the organisation can do business and enter into contracts in its own name.

On incorporation under the Companies Act 2006, a company is required to have two constitutional documents:

 a Memorandum, which records the fact that the initial members (the subscribers) wish to form a company and agree to become its members. The Memorandum cannot be amended; and

 Articles of Association – often just referred to as the Articles – which are essentially a contract between the company and its members, setting the legally binding rules for the company, including the framework for decisions, ownership and control. The Companies Act 2006 provides significant flexibility to draw up articles to suit the specific needs of the company, provided it acts within the law.

A Limited Company is owned by its members – those who have invested in the business – and as the name suggests they enjoy limited liability – i.e. the company’s finances are separate from the personal finances of their owners and as a general rule creditors of the business may only pursue the company’s assets to settle a debt. The personal assets of the owners are not at risk. There are two mechanisms for company membership:

Company Limited by Shares Most companies fall into category. Members each own one or more shares in the company and are therefore known as shareholders. Shareholders’ limited liability means that they only stand to lose what they have already invested or committed to invest (amounts unpaid on shares).

Company Limited by Guarantee Members of the company give a guarantee to pay a set sum if the company should go into liquidation.

A company must have at least one member. In a Company Limited by Shares, each share usually has a voting right attached to it so the members are able to vote on important decisions affecting the company. The arrangement is normally one share one vote, although many companies will create different classes of share with different voting rights attached. In a Company Limited by Guarantee the arrangement is usually one member one vote (OMOV).

Day to day management of a company is nominally separate from its ownership and undertaken by a director or board of directors, with the core principle that they act in the interest of the company and its members. However, directors may also be members, thus the simplest form of Limited Company is a single member who owns the whole company and is also its sole director. A company must have at least one director (public companies described below must have two) and at least one director must be a real person.

In a Company Limited by Guarantee, finance comes from the members, from loans or from profits retained in the business as working capital. A Company Limited by Shares can also raise capital from shareholders in return for a stake in the business – any profits from the business are usually distributed to shareholders in the form of dividends, apart from profits retained in the business as working capital. Limited Companies have a greater capacity to finance themselves with loans than unincorporated businesses, as they can use their assets as security for loans, creating a ‘charge’ over the company’s assets. These charges are registered at Companies House, providing transparency about the extent of a company’s secured credit. Lenders, including banks and building societies will therefore typically make incorporation a condition of providing a business loan.

The Limited Company form is subject to stricter regulatory requirements than unincorporated forms: greater accountability and transparency is the price to pay for the benefit of limited liability. Accountability is both to the company’s shareholders and also to the public who may wish to deal with the business. Companies are registered at Companies House, and it is the directors’ responsibility to maintain the company’s public records – including annual accounts and an annual return about the company – and to file them at Companies House. They must notify Companies House of changes in the structure and management of the business.

If a company has any taxable income or profits, it must tell HMRC that it exists and is liable to corporation tax. Companies liable to corporation tax must make annual returns to HMRC.

A Company Limited by Shares is either a Private Limited Company (Ltd) or a Public Limited Company (Plc). The key difference is that the Public Limited Company is permitted to offer shares for sale to the public. The Private Limited Company is the most common legal form used by the vast majority of businesses – ranging from a business with a single shareholder director to large companies which have attracted large investments of private equity capital. Public Limited Companies usually begin life as Private Limited Companies but later go public for the advantage that this provides in raising finance. A Public Limited Company must have at least two directors and a qualified company secretary. It must have issued shares to the public to a value of at least £50,000. Public companies attract stricter regulation than private companies to ensure transparency and protection for the public investor, who is often more separated from the management of the company than in a private company.

A Public Limited Company may also become a Listed Company by floating its shares on a recognised stock exchange, creating a wider market for its shares. Listed companies are subject to even greater regulatory requirements in the form of listing rules and information disclosure requirements put in place to ensure the market works and maintains its integrity.

Limited Liability Partnership (LLP)

A Limited Liability Partnership is a body corporate with a separate legal personality similar to a company. Unlike in a normal partnership, the members of an LLP enjoy limited liability as the name suggests – liability is limited to the amount of money they have invested in the business and to any personal guarantees they have given to raise finance. Each member takes an equal share of the profits, unless the members’ agreement specifies otherwise.

Much like a Partnership, each non-corporate member of an LLP needs to register as self- employed with HMRC, and both the LLP itself and each individual member must make annual self-assessment returns HMRC. Non-corporate members of an LLP pay income tax and national insurance contributions on their share of the profits. Additionally, LLPs must register and file accounts and annual returns at Companies House. At least two members must be “designated members” who hold additional responsibilities – it is they who appoint auditors and sign off and file the accounts at Companies House.

Limited Liability Partnerships have much more freedom than companies over arranging their internal affairs, for example in the way in which decisions are made, and the way in which profits are distributed to members.

Community Interest Company (CIC)

A Community Interest Company (CIC) is a form of company (limited either by shares or by guarantee) created for so called ‘social enterprises’ that want to use their profits and assets for community benefit. CICs are easy to set up and have all the flexibility and certainty of the company form, but with several special features which ensure they serve a community interest:

 First, all companies applying to be registered as CICs must submit a community interest statement to provide the CIC Regulator with evidence that they will satisfy a community interest test defined in law. The company must continue to satisfy the test for as long as it remains a CIC, and must report annually to the Regulator.

 Second, a CIC must have an “asset lock” which restricts the transfer of the company’s assets (including any profits generated by its activities) to ensure that they are used for the benefit of the community.

 Third, CICs are subject to caps on dividends and interest payable – to strike a balance between encouraging people to invest in CICs and the principle that the assets and profits of a CIC should be devoted to the benefit of the community.

Charitable Incorporated Organisation (CIO)

The Charitable Incorporated Organisation (CIO) is a new legal form which will be available to charities in England and Wales from 2012. Currently charities wanting to incorporate normally do so as a Company Limited by Guarantee – which means dual registration with Companies House and the Charity Commission and dual regulation under company law and charity law. CIO status will offer the benefits of incorporation, but the organisation will only be registered with the Charity Commission and regulated under charity law. The new form is expected to be used primarily by small and medium charities. Like any charity the organisation’s profits and assets will be locked in for charitable purposes. Note that charity law and regulation are devolved: similar legislation has been passed in Scotland, but not yet in Northern Ireland.

Industrial and Provident Society

An Industrial and Provident Society (sometimes referred to as an I&P, or IPS) may take one of two forms:

Co-operative Society (Co-op) A Co-operative Society is a membership organisation run for the mutual benefit of its members – serving their interests primarily by trading with them or otherwise providing them with goods, services and facilities – with any surplus usually being ploughed back into the organisation, although profits can be distributed to members. A Co-operative Society may or may not be a social enterprise, depending on its activities and how it distributes its profits.

A Co-operative Society is governed by rules, which must reflect the co-operative values and principles set out by the International Co-operative Alliance. The Alliance defines a co- operative as an autonomous association of persons united voluntarily to meet their common economic, social and cultural needs and aspirations through jointly owned and democratically controlled enterprise.

A Co-operative Society is incorporated – and so has a separate legal personality – and must register and submit annual accounts to the Financial Services Authority (FSA) rather than Companies House. As with a company, the members’ liability is limited to the amount unpaid on shares. They have a principle of open membership and can therefore raise funds by issuing shares to the public.

They are run and managed by their members, usually through a committee of officers, similar to a company’s board, that manages on members’ behalf. However, members always have democratic control on a “one member one vote” (OMOV) basis, regardless of size of respective shareholdings, under the co-operative values and principles.

Community Benefit Society (BenCom) A Community Benefit Society (BenCom) is similar to a Co-operative Society except that it conducts business for the benefit of the community, rather than the members of the society. Indeed a BenCom must be run primarily for the benefit of people who are not members of the society and must also be in the interests of the community at large. Profits are not distributed among members, or external shareholders, but returned to the community. BenComs also often apply an asset lock, which protects their assets for the future benefit of the community. It is unusual for the BenCom to issue more than nominal share capital (eg one share valued at £1 per member. If more than nominal share capital is issued or if members make loans to the BenCom, dividends and interest paid are capped at a reasonable rate needed for the business to retain the capital it needs.

A BenCom can be established as a charity, providing it has exclusively charitable objects that are for the public benefit, allowing them to raise capital through public grants and charitable trusts. If approved, they’re known as exempt charities – reporting only to the Financial Services Authority (FSA), not the Charity Commission. Charitable BenComs must have an asset lock.

Financial Mutuals There are three other types of mutual form, not covered in detail here, that specifically exist to provide financial services. These are also registered with the FSA.

 Building Society Building Societies are mutual financial services institutions, primarily providing residential mortgage lending, but also other financial services such as other forms of lending and investment, money transmission services, banking and insurance services. They are funded substantially by their members.

 Credit Union A credit union is a cooperative financial institution that is owned and controlled by its members and operated for the purpose of providing credit at reasonable rates, and providing other financial services to its members.

 Friendly Society A friendly society is a voluntary mutual organisation whose main purpose is to assist members financially during sickness, unemployment or retirement, and to provide life assurance.

You may re-use this information (not including logos) free of charge in any format or medium, under the terms of the Open Government Licence. Visit www.nationalarchives.gov.uk/doc/open-government-licence, write to the Information Policy Team, The National Archives, Kew, London TW9 4DU, or email: psi@nationalarchives.gsi.gov.uk.

This publication is also available on our website at www.bis.gov.uk

Any enquiries regarding this publication should be sent to:

Department for Business, Innovation and Skills 1 Victoria Street London SW1H 0ET Tel: 020 7215 5000 If you require this publication in an alternative format, email enquiries@bis.gsi.gov.uk, or call 020 7215 5000. URN 11/1399

0BGuide to Legal Forms

1BUnincorporated legal forms:

3BSole Trader
4BUnincorporated Association
5BPartnership
6BLimited Partnership
7BTrust

2BIncorporated legal forms

8BLimited Company
9BLimited Liability Partnership (LLP)

11BCo-operative Society (Co-op)
12BCommunity Benefit Society (BenCom)
10BFinancial Mutuals

MAB_F2/Business and the Business Environment/Module Booklet/Harvard_Referencing.pdf

@ICTM PAGE 1 OF 9

ICON COLLEGE OF TECHNOLOGY AND MANAGEMENT

Harvard Referencing and Citation Guidelines

Referencing:

This is a method used to demonstrate to the assessors that a learner has conducted a thorough

and appropriate literature search. Equally, referencing is an acknowledgement that you have

used the ideas and written material belonging to other authors in your own work. As with all

referencing styles, there are two parts: Citing and the Reference List.

Referencing list format:

This is your list of all the sources that have been cited in the assignment. The list is inclusive showing books, journals, etc., listed in one list, not in separate lists according to source type. The list should be in Alphabetical Order by author/editor/company name, etc. (No bullet

points or numbering)

PRINTED/PUBLISHED SOURCES

Book: by one Author

Author (surname), Initials. (Year) Title of book (Italic). Edition. (only include this if not the first edition) Place of publication (this must be a town or city, not a country): Publisher. Reference List: Where 1st edition

Baron, D. P. (2008) Business and the Organisation. Chester: Pearson. Where 3rd edition Redman, P. (2006) Good essay writing: a social sciences guide. 3rd ed. London: Open University in assoc. with Sage. In text reference:

According to (Baron, 2008) organization structure … Leading social scientist (Redman, 2006; Baron, 2008; Smith, 2008) have noted … Book: by two, three authors The required elements for a reference are: Author, Initials.(Year) Title of book. Edition (only include this if not the first edition). Place: Publisher.

@ICTM PAGE 2 OF 9

Reference List: Barker, R., Kirk, J. and Munday, R.J. (1988) Narrative analysis. 3rd ed. Bloomington: Indiana University Press. In text reference for the above examples:

A new theory (Barker and Munday, 1988) has challenged traditional thinking … Book: by four or more authors Author (surname), Initials. et al (Year) Title of book. Edition (only include this if not the first edition). Place: Publisher. Reference List:

Grace, B. et al. (1988) A history of the world. Princeton, NJ: Princeton University Press. In text reference for the above examples: Leading business fellows Grace et al (1988) noted that… Foreign Book Author (surname), initial. (Year) Title of Book [either as given or an English translation in square brackets] Place of publication Publisher Language of translation in round brackets Reference List: Borges, J. L. (1995) [Ficciones] Madrid: Alianza Editorial.

Book: Translated Author (surname), Initials. (Year) Title of book. Translated from (language) by (name of translator) Place of publication: Publisher.

Canetti, E. (2001) The voices of Marrakesh: a record of a visit. Translated from German by J.A.Underwood. San Francisco: Arion.

Multiple Books by same Author published in the same year Author (surname), Initals.(Year a/b/c) Title of book. Place: Publisher.

Reference List: Soros, G. (1966a) The road to serfdom. Chicago: University of Chicago Press. Soros, G. (1966b) Beyond the road to serfdom. Chicago: University of Chicago Press. In text reference for the above examples:

Soros (1966a) mentioned in his …………… According to Soros (1966b) modern literature……….

@ICTM PAGE 3 OF 9

Chapter of edited book or Secondary reference for Book and Journal

When an author refers to another author’s work and the primary source is not available

Chapter author(s) surname(s) and initials. Year of chapter. Title of chapter followed by In: Book editor(s) initials and surnames with ed. or eds. after the last name. Year of book. Title of book. Place of publication: Publisher. Chapter number or first and last page numbers followed by full-stop.

References List:

Smith, J. (1975) “A source of information.” In: W. Jones, ed. (2000). One hundred and one ways to find information about health. Oxford: Oxford University Press. Ch. 2. Samson, C. (1970) “Problems of information studies in history.” In: S. Stone, ed. (2002). Humanities information research. Sheffield: CRUS, pp. 44-68. In text reference for the above examples: (Smith, 1975) (Samson, 1970)

N.B. You are advised that secondary referencing should be avoided wherever possible and you should always try to find the original work

Journal Articles

Author (surname), Initials. (Year) Title of article. Full Title of Journal, Volume number (Issue/Part number), Page number(if single page then use ‘p’ if more than one page use ‘pp’) References List:

Boughton, J.M. (2002) The Bretton Woods proposal: an in-depth look. Political Science Quarterly, 42(6), pp.564-78.

Foreign Journal

Author (surname), initials. (Year) Title of article [square brackets] Journal title Edition Page number Language of translation (round brackets) References List:

Caballero, D. (2003) [Policing without borders] Cambi16. 1(668) pg. 24 (in Spanish)

Report

Author (surname), initials. (Year) Title of report (underline or italicise) Publisher Report code and number (in brackets) References List:

Dearing, R. (1996) Review of qualifications for 16 – 19 year olds: quality and rigour in A Level examinations. London: SCAA Publications (COM/96/467)

@ICTM PAGE 4 OF 9

Annual Report:

Corporate author, Year of publication. Full title of annual report (if available), Place of Publication: Publisher.

Marks & Spencer (2004) The way forward, annual report 2003-2004, London: Marks & Spencer. For an e-version of an annual report. The required elements for a reference are: Author or corporate author, Year. Title of document or page, [type of medium]Available at: include web site address/URL(Uniform Resource Locator)[Accessed date]

Marks & Spencer (2004) Annual report 2003-2004. [Online] Available at: http://www- marks-and-spencer.co.uk/corporate/annual2003/[Accessed 4 June 2005]. Theses Author (surname), initials. (Year) of submission. Title of theses (underline or italicise) Degree statement Degree-awarding body References List:

Hounsome, I. W. (2001) Factors affecting the design and performance of flexible ducts in trench reinstatements. Unpublished Ph.D. thesis. Napier University.

Newspaper

Article with author

Author (surname), initials. (Year) Article Title (underline or italicise) Name of Newspaper Date (day, month, year) Page number References List:

Ward, L. (2004) Diploma plan to reward lower and higher abilities. The Guardian.18th February, p.4.

Article without an author

Title of publication Year of publication (in brackets) Title of article (underline or italicise) Day and Month Page number References List:

The Guardian (2004) HSBC CEO has come down at last. 23rd November, p. 10.

@ICTM PAGE 5 OF 9

ELECTRONIC SOURCES

Electronic Book (e-book)

Author (surname), initials. (Year) Title of book (underline or italicise) Name of e-book supplier [Online] Available at: URL (Date accessed) References List:

Krug, B. and White, S. E. (2004) EBay secrets: how to create Internet auction listings that make 30% more money while selling every item you list. Amazon [Online]. Available at: http://www.amazon.com/exec/obidos/tg/detail/ (Accessed: 16 August 2004).

Articles in Electronic Journal

Author (surname), initials. (Year) Title of article (in quotation marks) Title of journal (underline or italicise) Volume, issue, page numbers Database Name [Online] Available at: URL of collection (Date accessed). References List:

Haliday, J. (2004) 'Ford dealers test custom cable ads', Advertising age,75 (42), pg. 6. Proquest [Online]. Available at: http://proquest.umi.com/ (Accessed: 23 November 2004).

Article in Internet Journal Database

Author (surname), initials. (Year) Title of article (underline or italicise) Title of Journal (underline or italicise) [Online] Volume, issue Available at: URL of web page (Date accessed). References List:

Lloyd, J. (2001) Blessed are the pure in heart: globalisation. New Statesman, 23 April [Online]. Available at: http://www.findarticles.com/p/articles(Accessed: 23 November 2004).

Online Material in the Internet without Date

Author (surname), initials. (Year) Title of article (underline or italicise) [Online], issue [Online] Available at: URL of web page (Date accessed).

References List:

Lloyd, J. (No Date) Blessed are the pure in heart: globalisation [Online]. Available at: http://www.findarticles.com/p/articles (Accessed: 23 November 2004).

Online Material from Internet without Author’s Name

Name of the Organisation, (Year) Title of article (underline or italicise) [Online] Available at: URL of web page (Date accessed).

References List: Marks & Spencer (2010) Marks and Spencer’s Corporate Strategy [Online]. Available at: http://www.m&s.co.uk/corporate/ (Accessed: 23 November 2004)

@ICTM PAGE 6 OF 9

Name of sender and email address, (Year) Message or subject title from posting line. [type of medium] Recipient's name and email address. Date sent: Including time. Available at: URL (e.g. details of where message is archived). [Accessed date].

Jones, P. (jones@jones.com), (2005) Mobile phone developments. [email] Message to R. G. Schmit (r.g.schmit@syy.ac.uk). Sent Monday 7 June 2005, 08:13. Available at: <http://gog.defer.com/2004_07_01_defer_archive.html> [Accessed 7 July 2005]. N.B: Permission should be sought before these sources are quoted. Copies of such correspondence should be kept, as these may need to be submitted as an appendix in an academic submission

Images from the Internet

Author (surname), initials. (Year) Title of image (underline or italicise) [Online image] Available at: URL (Date accessed) References List:

Marshall, J. (2000) Cathedral clock. [Online image]. Available at: http://www.westminstercathedral.org.uk/art/art_cathclock.html (Accessed 23 November 2004).

OTHER SOURCES

Computer Programme

Author (surname), initials. (Year) Title of programme (underline or italicise) Version (in brackets) Form, i.e. Computer programme [in square brackets] Availability, i.e. distributor, address, order number (if given)

References List:

Sanders, B. and William, B. (2001) Java in 2 semesters. (version 2) [computer programme] Microsoft Inc. New York.

Atlas

As for books, using the title page to find the information

References List:

The times atlas of the world (2004) London: Times Books.

Video / Film

Title of programme/film (underline or italicise) Year of distribution (in brackets) Director [Videocassette] Place of distribution: distribution company

References List

All about Eve (1977) Directed by Joseph Mankiewiez [Film]. United States: Twentieth Century Fox.

@ICTM PAGE 7 OF 9

Television programme Title of programme (underline or italicise) Year of publication (in brackets) Name of channel Date of transmission (day/month/time)

References List

Coronation Street (2004) ITV1, 25 November. 19.00hrs.

Audiocassette/CD/DVD

Author (if available, if not use title first) Year of publication (in brackets) Title of recording (underline or italicise) [Audiocassette] Place of publication: publisher. References List

Buenos: world Spanish (1995) [Audiocassette or CD or DVD]. London: BBC Books.

QUOTATIONS AND CITING INSIDE THE TEXT

Citation: When you use another person’s work in your own work, either by referring to their ideas, or by including a direct quotation, you must acknowledge this in the text of your work. This acknowledgement is called a citation. It is important that information taken from another author’s work is properly cited and referenced, giving credit to the original author. This includes the use of direct quotations as well as summaries, paraphrased information, statements and conclusions. If you do not cite information in the correct way you will be accused of plagiarism. This allows the reader to find the source of all the ideas including direct quotations that are presented in your work in the list provided in the Reference List. The information given at this point should be the author, and the date of the publication. The aim is to keep it short so that it does not detract from the text. There are a range of ways of presenting this and situations that might dictate the style.

You can incorporate references and quotations in a number of ways. The following examples use the Harvard Referencing.

Short quotations of a sentence or two are enclosed with quotation marks (“…”) and included in the main text.

Short Quotation

In this example, you are making a direct quote. Up to two lines can be included in the body of the text and must include the page number.

Smith (2003, p. 11) states that “Harvard referencing has to be done accurately”

@ICTM PAGE 8 OF 9

Longer Quotation

This should be indented in a separate paragraph. If part of the quotation is omitted, then this can be indicated by three dots.

Cottrell (1999, p. 10) in discussing plagiarism states that, plagiarism is using the work of others without acknowledging your sources of information or inspiration. This includes: using words more or else exactly as they……….

N.B: Longer quotations are separated from the text, placed in their own paragraph and do not need to be enclosed in quotation marks. Avoid long quotations as they will be picked up by (Turnitin) as plagiarism. Long words for quotation should be avoided but it is acceptable to include them if they are presented in the following way.

Citations (inside the text)  If the originator’s name occurs naturally in the sentence, the year of publication

should follow in brackets. Example

Smith (2003) found that…or, In a recent study Smith (2003) argued that…

 If the author’s name would not naturally be included in the sentence add the author’s

name and year of publication in brackets i.e. Example

Management theories have become much more diverse (Anderson, 1996)

 For publications by two authors:

Example

In a recent study (Smith & Jones, 2003) it was argued that…

 If you are referring to a particular page or section of a work and the author’s name

would naturally be included in the sentence the date and page numbers follow in brackets i.e.

Example

In a recent study Smith (1996, p.26) argued that….

@ICTM PAGE 9 OF 9

 If the author’s name will not normally be included in the sentence all information is given in brackets i.e.

Example

In a recent study (Smith, 1996, p.26) it was argued that…

 In cases where the name of the author cannot be identified, the item should be referred to by title:

Example

Figures in a recent survey (Tourism trends, 2003. p. 12) showed that…

 In cases where the date of an item cannot be identified, the item should be cited:

Example

The earliest report (Smith, no date, p. 231) showed that…

 If the author and date are unknown:

Example

 When you refer to a corporate publication e.g. a company report, use the Company

Name: Example

A survey (Tourism trends, no date) showed that…

The recession affected………..(Hanson Trust plc, 1990)

MAB_F2/Business and the Business Environment/Module Booklet/Unit 1 BBE SoW - Feb 18.pdf

Page 1 of 5

ICON COLLEGE OF TECHNOLOGY AND MANAGEMENT Pearson BTEC HND in Business (RQF)

Unit 1 Business and the Business Environment Scheme of Work

Session: February 2018

This unit is aimed at achieving the following learning outcomes: LO1: Explain the different types, size and scope of organisations LO2: Demonstrate the interrelationship of the various functions within an organisation and how they link to organisational structure. LO3: Use contemporary examples to demonstrate both the positive and negative influence/impact the macro environment has on business operations. LO4: Determine the internal strengths and weaknesses of specific businesses and explain their interrelationship with external macro factors.

Programme Title: TNA67 Pearson BTEC HND in Business

Level:

Unit number and Title Unit 1 Business and the Business Environment

Unit Type Core

Level 4

Unit Level and Credit Value Level 4 15 Credit

Sessions Learning Outcomes Session Activities

Session 1 Lecture 2 hours Tutorial 2 hours

LO1: To introduce the Unit’s content and the Unit assessment

Introduction to the Unit learning outcome, Syllabus, and assignment briefing Reading, Academic Skill, citation and referencing, group formation.

Session 2 Lecture 2 hours Tutorial 2 hours

LO1: Explain the different types, size and scope of organisations and their legal structures

Different types of organisations: Profit and not for profit and non-government

organisations (NGOs).

Sample activities: Question and answer activity on types of organisations

Group activity: Question and answer activity on

different forms of business

Session 3 Lecture 2 hours Tutorial 2 hours

LO1: Explain the different types, size and scope of organisations and their legal structures Topics: Different types of organisations Legal structures associated with different forms of business

Legal structures associated with different

forms of business

Micro, small, medium-sized enterprises (SMEs).

Sample activities: Question and answer activity on types of organisations

Group activity – Legal structures associated with

different forms of business: sole traders, partnerships

and private limited companies

Session 4: Lecture 2 hours Tutorial 2 hours

LO1: Explain the different types, size and scope of organisations Topic: Size and scope of organisations

Differences between large, medium-sized and small

organisations including objectives and goals, market

share, profit share, growth and sustainability.

Global growth and developments of transnational,

international and global organisations. Differences between franchising, joint ventures and licensing. Industrial structures and competitive analysis. Sample activities: Group activity - each group compares the objectives and goals, market share, profit share, growth and

Page 2 of 5

sustainability of any two organisations Class discussion – Why do organisations go global?

Brief tutor-led overview of assessment requirements.

Open question and answer activity to address general

questions and concerns.

Academic writing and formative feedback.

Session 5: Lecture 2 hours Tutorial 2 hours

LO1: Explain the different types, size and scope of organisations Topic: Market Forces

Market forces and economic operations, e.g., scarcity

and choice, supply and demand, income elasticity. Stakeholders and responsibilities of organisations to meet different stakeholder interests and expectations. Group exercise on stakeholder analysis Formative Feedback

Session 6: Lecture 2 hours Tutorial 2 hours

LO2: Understand the impact of market power on an economy Topic: The various functions within an organisation

The role of marketing, finance, human resource

management and operations within an organisational

context and the interrelationships. How functions relate to overall organisation mission and objectives. Group activity – Discussion of the interrelationships of the different departments

Session 7 Lecture 2 hours Tutorial 2 hours

LO2: Demonstrate the interrelationship of the various functions within an organisation and how they link to organisational structure Topic: Organisational structure

Different structures depending upon the size and scope

of the organisation, including bureaucratic and post-

bureaucratic, parent, strategic business units (SBUs),

matrix and functional levels. Organisation structures and complexities of transnational, international and global organisations. Sample activities: Question and answer activity based on group work on different structures of organisations Group work – Discussion of complexities of transnational, international and global organisations

Session 8 Lecture 2 hours Tutorial 2 hours

LO3: Use contemporary examples to demonstrate both the positive and negative influence/impact the macro environment has on business operations Topic: The context of the macro environment

The application of the PESTLE framework and

how organisations need to monitor and forecast

external influences. How the macro environment influences/impacts upon business activities: the impact of the digital revolution on production and consumption; the impact of social technologies; cybersecurity; emerging BRICS markets, the global shift in economic and social power and ethical and sustainable growth. Sample activities: Question and answer activity – what are the strengths weaknesses of PESTEL analysis? Discussion on how the macro environment influences/impacts upon business activities

Brief tutor-led overview of assessment requirements.

Open question and answer activity to address general

questions and concerns.

Academic requirements and formative feedback.

Session 9: Lecture 2 hours

LO3: Use contemporary examples to demonstrate both the positive and negative

How organisations go through the transformation process and overcome resistance to change in response to the changing market environment.

Page 3 of 5

Tutorial 2 hours influence/impact the macro environment has on business operations Topic: The context of the macro environment

Sample activities: Question and answer based on the transformation process Group discussion – How organisations overcome resistance to change in response to the changing market environment

Session 10: Lecture 2 hours Tutorial 2 hours

LO4: Determine the internal strengths and weaknesses of specific businesses and explain their interrelationship with external macro factors Topic: Frameworks for analysis

Introduction to SWOT and/or TOWS analysis and how they can assist in the decision-making process within organisations. Sample activities: Pair work – Importance of SWOT/TWOS analysis Group activity – Undertake SWOT and/or TOWS analysis of a selected organization Class discussion – Does SWOT/TWOS analysis really assist in the decision-making process within organisations? Guest speaker from the Chamber of Commerce or from a local business person

Session 11 Lecture 2 hours Tutorial 2 hours

LO4: Determine the internal strengths and weaknesses of specific businesses and explain their interrelationship with external macro factors Topic: Frameworks for analysis

Key external macro factors including the competitive environment and government intervention that influence organisations and business. Sample activities: Student debate – Is government intervention good for business?

Brief tutor-led overview of assessment requirements.

Open question and answer activity to address general

questions and concerns.

Review of academic requirements and submission format.

Session 12 Lecture 2 hours Tutorial 2 hours

Revision Session Presentations

Reserve class to cover any missing class and Presentations

Session 13 Study week

Format feedback

Session 14 Final Assignment Submission

Page 4 of 5

http://www.bookfeeder.com/pdfbook/business-its-environment-7th-edition.pdf Burns, T. and Sinfield, S (2016), Essential Study Skills: The Complete Guide to Success at University, Los Angeles, SAGE. Palmer, A. and Harftley, B. (2011), The Business Environment. 7th Ed., Maidenhead: McGraw-Hill. Weatherley, P. and Otter, D. (Eds) (2014), The Business Environment: Themes and Issues in a Globalised World. 3rd Ed. Oxford: Oxford University Press. Worthington, I. and Britton, C. (2014), The Business Environment. 7th Ed., Harlow Pearson. Swales, J. M and Feak, C, B. (2012), Academic Writing for Graduate Students, Ann Abor, The University of Michigan. Chapters in Books Business Environment - Chapter 1 (61 pages) http://www.newagepublishers.com/samplechapter/001610.pdf Elements of Business Environment – Chapter 1 http://www.arihantbooks.com/chapterdownloads/D530.pdf Business Environment - Chapter 3 http://download.nos.org/srsec319new/319EL3.pdf Videos The Business Environment youtube https://www.youtube.com/watch?v=PCBcdk9hAF0 What is Business Environment and its types? https://www.youtube.com/watch?v=_1a1E4xx6QQ Six Common Types of Businesses https://www.youtube.com/watch?v=ITlNYlK1X0I Episode 167: The External Business Environment https://www.youtube.com/watch?v=rFUs1wYKtKI Journals: Harvard Business Review (available in ICON Library) Economist (available in ICON Library News Papers The Financial Times Business http://www.ft.com/home/uk Evening Standard Business http://www.standard.co.uk/business/

http://www.bookfeeder.com/pdfbook/business-its-environment-7th-edition.pdf

http://www.newagepublishers.com/samplechapter/001610.pdf

http://www.arihantbooks.com/chapterdownloads/D530.pdf

http://download.nos.org/srsec319new/319EL3.pdf

https://www.youtube.com/watch?v=PCBcdk9hAF0

https://www.youtube.com/watch?v=_1a1E4xx6QQ

https://www.youtube.com/watch?v=ITlNYlK1X0I

https://www.youtube.com/watch?v=rFUs1wYKtKI

http://www.ft.com/home/uk

http://www.standard.co.uk/business/

Page 5 of 5

CITY A.M. Business http://www.cityam.com/ Pearson Resources: Student Portal: HN Global Please access HN Global for additional resources support and reading for this unit. For further guidance and support on presentation skills please refer to the Study Skills Unit on HN Global. Link to: https://www.highernationals.com/

http://www.cityam.com/

https://www.highernationals.com/

MAB_F2/Business and the Business Environment/Module Booklet/Unit 1 Business and the Business Environment Assignment Brief Feb 2018 - ZH.pdf

ICON COLLEGE OF TECHNOLOGY AND MANAGEMENT Pearson BTEC HND in Business (RQF)

Unit 1 Business and the Business Environment

Assignment Brief Session: February 2018

Programme title TNA67 Pearson BTEC HND in Business

Unit number and title Unit 1 Business and the Business Environment

Unit Type Core

Unit Level and Credit Value

Level 4 15 Credit

Assessor (s) Dr Reza Aboutalebi; Mr Antony Dilleen, Mr Bekhzod Klichev, Mr Christopher Ngwasiri

Issue Date 3 March 2018

Final assignment submission deadline

11-16 June 2018

Late submission deadline

18-23 June 2018

The learners are required to follow the strict deadline set by the College for submissions of assignments in accordance with the BTEC level 4–7 submission guidelines and College policy on submissions.

Resubmission deadline TBA

Feedback

Formative feedback will be available in class during the semester.

Final feedback will be available within 2 weeks of the assignment submission date.

General Guidelines

 The work you submit must be in your own words. If you use a quote or an illustration from somewhere you must give the source.

 Include a list of references at the end of your document. You must give all your sources of information.

 Make sure your work is clearly presented and that you use correct grammar.

 Wherever possible use a word processor and its “spell-checker”.

Internal verifier Prof Zakir Hossain

Signature (IV of the brief) *

zakir@iconcollege.ac.uk Date 1/3/18

ICON College of Technology and Management Pearson BTEC HND in Business (RQF)

mailto:zakir@iconcollege.ac.uk

Assignment Brief – continued

Unit 1: Business and the Business Environment (L4) Session: February 2018

Coursework Recommended Word limit: 3,000–4,000

This Unit will be assessed by assignment. You are strongly advised to read “Preparation guidelines of the Coursework Document” before answering your assignment. ASSIGNMENT

Assignment Context and Business Scenario

You have been employed as a Business Analyst by a large UK-based organisation of your choice to investigate different types and sizes of business they will have to compete with. You are required to investigate and explain three different types of organisations, their size and

classification to highlight differences between them. This should include their legal structure, size

and scope, as well as their key stakeholders.

For one of the organisations you must then explain the various functions within the business and

create an organisational chart to explain the interrelationships between different functions. You

must also explain how this would be different in the other two organisations.

This will be presented as a report to the Chief Executive Officer and should include the following:

1. Introduction to provide an overview of different types of organisations and the growth of the

international business environment (LO1).

2. An explanation of each of the chosen organisations, including: background details of the

organisation; the products and services they supply; the size and scope of the organisation; their

vision, mission and business objectives; the organisational and legal structure; and information

about their stakeholders (LO2).

3. In detail, explain the functions for one of the chosen organisations, using an organisation

chart to show how the functions interrelate and an explanation of how they relate to structure

(LO2).

4. Use contemporary examples to demonstrate both the positive and negative influence/impact

the macro environment has on business operations (LO3).

5. Determine the internal strengths and weaknesses of specific businesses and explain their

interrelationship with external macro factors (LO4).

Assignment Brief – continued

What you must do

The following tasks are required to be carried out: LO1: Explain the different types of organisations, including their size and scope Explain different types and purposes of organisations; public, private and voluntary sectors and legal structures and explain the size and scope of a range of different types of organisations [P1, P2]. To achieve M1, you should analyse how the structure, size and scope of different organisations link to the business objectives and product and services offered by your chosen organisation. LO2: Demonstrate the interrelationship of the various functions within an organisation and how they link to organisational structure. Explain the relationship between different organisational functions and how they link to organisational objectives and structure [P3]. To achieve M2, you should analyse the advantages and disadvantages of t h e interrelationships between organisational functions and the impact that they can have upon organisational structure. To achieve D1, you should provide a critical analysis of the complexities of different types of business structures and the interrelationships of the different organisational functions. (NB: To obtain D1 you must meet both M1 and M2 criteria).

LO3: Use contemporary examples to demonstrate both the positive and negative influence/impact the macro environment has on business operations Using PESTLE identify the positive and negative impact the macro environment has

upon t he business operations of your chosen organisation. You should support your

answer by specific examples from your chosen organisation [P4].

To achieve M3, you should apply the PESTLE model appropriately to support a detailed analysis of the macro environment that affects the operations of your chosen organisation. LO4: Determine the internal strengths and weaknesses of specific businesses and explain their interrelationship with external macro factors. Using SWOT or TOWS conduct an internal and external analysis of your chosen organisation in order to identify its strengths and weaknesses and explain how strengths and weaknesses interrelate with external macro factors [P5, P6]. To achieve M4, you should apply appropriately SWOT/TOWS analysis and justify how they influence decision-making by your chosen organisation.

To achieve D2, you should critically evaluate the impact that both mi c r o an d macro factors have upon th e business objectives and decision-making of your chosen organisation. (NB: To obtain D2 you must meet both M3 and M4 criteria).

Assignment Brief – continued

Grading Criteria

Learning Outcome Pass Merit Distinction

LO1 Explain the

different types, size

and scope of

organisations.

P1 Explain different

types and purposes of

organisations; public,

private and voluntary

sectors and legal

structures.

P2 Explain the size

and scope of a range

of different types of

organisations.

M1 Analyse how the

structure, size and

scope of different

organisations link to

the business

objectives and product

and services offered

by the organisation.

D1 Provide a critical

analysis of the

complexities of

different types of

business structures

and the

interrelationships of

the different

organisational

functions.

LO2 Demonstrate the

interrelationship of the

various functions within

an organisation and

how they link to

organisational

structure.

P3 Explain the

relationship between

different organisational

functions and how they

link to organisational

objectives and

structure.

M2 Analyse the

advantages and

disadvantages of

interrelationships

between organisational

functions and the

impact that can have

upon organisational

structure.

LO3 Use

contemporary

examples to

demonstrate both the

positive and negative

influence/impact the

macro environment

has on business

operations.

P4 Identify the positive

and negative impacts

the macro environment

has upon business

operations, supported

by specific examples.

M3 Apply appropriately

the PESTLE model to

support a detailed

analysis of the macro

environment within an

organisation.

D2 Critically evaluate

the impacts that both

macro and micro

factors have upon

business objectives

and decision-making.

LO4 Determine the

internal strengths and

weaknesses of specific

businesses and

explain their

interrelationship with

external macro factors

P5 Conduct internal and external analysis of specific organisations in order to identify strengths and weaknesses.

P6 Explain how

strengths and

weaknesses interrelate

with external macro

factors

M4 Apply appropriately SWOT/TOWS analysis and justify how they influence decision- making.

Assignment Brief – continued

Relevant Information Guide to student 1. Preparation guidelines of the Coursework Document

a. All coursework must be word processed. b. Document margins must not be more than 2.54 cm (1 inch) or less than 1.9cm (3/4 inch). c. The assignment should be in a formal business style using single spacing and font size 12. d. Standard and commonly used type face such as Arial should be used. e. All figures, graphs and tables must be numbered. f. Material taken from external sources must be properly referenced using the Harvard

referencing system. g. You should provide references using the Harvard referencing system. h. Do not use Wikipedia as a reference.

2. Plagiarism and Collusion

Any act of plagiarism or collusion will be seriously dealt with according to the College regulations. In this context the definition and scope of plagiarism and collusion are presented below: Plagiarism is presenting somebody else’s work as your own. It includes copying information directly from the Web or books without referencing the material; submitting joint coursework as an individual effort. Collusion is copying another student’s coursework; stealing coursework from another student and submitting it as your own work. Suspected plagiarism or collusion will be investigated and if found to have occurred will be dealt with according to the College procedure. (For details on Plagiarism & Collusion please see the Student Handbook)

3. Submission

a. Initial submission of coursework to the tutors is compulsory in each unit of the course. b. Student must check their assignments on ICON VLE with plagiarism software Turnitin to

make sure the similarity index for their assignment stays within the College approved level. A student can check the similarity index of their assignment three times in the Draft Assignment submission point located in the home page of the ICON VLE.

c. All Final coursework must be submitted to the Final submission point into the unit (not to the Tutor). A student would be allowed to submit only once and that is the final submission.

d. Any computer files generated such as program code (software), graphic files that form part of the coursework must be submitted as an attachment to the assignment with all documentation.

e. Any portfolio for a unit must be submitted as a hardcopy to the Examination Office. f. The student must attach a tutor’s comment in between the cover page and the answer in the

case of Resubmission. 4. Good practice

a. Make backup of your work in different media (hard disk, memory stick, etc.) to avoid distress due to loss or damage of your original copy.

Assignment Brief – continued

5. Extension and Late Submission and Resubmission a. If you need an extension for a valid reason, you must request one using an Exceptional

Extenuating Circumstances (EEC) form available from the Examination Office and ICON VLE. Please note that the tutors do not have the authority to extend the coursework deadlines and therefore do not ask them to award a coursework extension. The completed form must be accompanied by evidence such as a medical certificate in the event of you being sick.

b. Late submission will be accepted and marked according to the College procedure. It is noted that late submission may not be graded for Merit and Distinction.

c. All Late coursework must be submitted to the Late submission point into the unit (not to the Tutor). A student will be allowed to submit only once and that is the final submission.

d. Only one opportunity will be given for reassessment (resubmission) will be permitted and the assessment will be capped at Pass for the unit. In addition, no resubmission will be allowed in any component of the assessment for which a Pass grade or higher has been achieved.

e. Repeat Units – A student who has failed to achieve a Pass in both Final/Late submission and in the Resubmission must retake the unit with full attendance and payment of the unit fee. The overall unit grade for a successfully completed repeat unit is capped at Pass for that unit. Units can only be repeated once.

6. Submission deadlines

Submission deadlines Online to the ICON College VLE Final Submission date: 11-16 June 2018 Late Submission date: 18-23 June 2018

Glossary:

MAB_F2/Human Resource Management/Module Booklet/Harvard_Referencing.pdf

@ICTM PAGE 1 OF 9

ICON COLLEGE OF TECHNOLOGY AND MANAGEMENT

Harvard Referencing and Citation Guidelines

Referencing:

This is a method used to demonstrate to the assessors that a learner has conducted a thorough

and appropriate literature search. Equally, referencing is an acknowledgement that you have

used the ideas and written material belonging to other authors in your own work. As with all

referencing styles, there are two parts: Citing and the Reference List.

Referencing list format:

points or numbering)

PRINTED/PUBLISHED SOURCES

Book: by one Author

@ICTM PAGE 2 OF 9

Reference List: Barker, R., Kirk, J. and Munday, R.J. (1988) Narrative analysis. 3rd ed. Bloomington: Indiana University Press. In text reference for the above examples:

Book: Translated Author (surname), Initials. (Year) Title of book. Translated from (language) by (name of translator) Place of publication: Publisher.

Canetti, E. (2001) The voices of Marrakesh: a record of a visit. Translated from German by J.A.Underwood. San Francisco: Arion.

Multiple Books by same Author published in the same year Author (surname), Initals.(Year a/b/c) Title of book. Place: Publisher.

Soros (1966a) mentioned in his …………… According to Soros (1966b) modern literature……….

@ICTM PAGE 3 OF 9

Chapter of edited book or Secondary reference for Book and Journal

When an author refers to another author’s work and the primary source is not available

References List:

N.B. You are advised that secondary referencing should be avoided wherever possible and you should always try to find the original work

Journal Articles

Boughton, J.M. (2002) The Bretton Woods proposal: an in-depth look. Political Science Quarterly, 42(6), pp.564-78.

Foreign Journal

Author (surname), initials. (Year) Title of article [square brackets] Journal title Edition Page number Language of translation (round brackets) References List:

Caballero, D. (2003) [Policing without borders] Cambi16. 1(668) pg. 24 (in Spanish)

Report

Author (surname), initials. (Year) Title of report (underline or italicise) Publisher Report code and number (in brackets) References List:

Dearing, R. (1996) Review of qualifications for 16 – 19 year olds: quality and rigour in A Level examinations. London: SCAA Publications (COM/96/467)

@ICTM PAGE 4 OF 9

Annual Report:

Corporate author, Year of publication. Full title of annual report (if available), Place of Publication: Publisher.

Hounsome, I. W. (2001) Factors affecting the design and performance of flexible ducts in trench reinstatements. Unpublished Ph.D. thesis. Napier University.

Newspaper

Article with author

Author (surname), initials. (Year) Article Title (underline or italicise) Name of Newspaper Date (day, month, year) Page number References List:

Ward, L. (2004) Diploma plan to reward lower and higher abilities. The Guardian.18th February, p.4.

Article without an author

Title of publication Year of publication (in brackets) Title of article (underline or italicise) Day and Month Page number References List:

The Guardian (2004) HSBC CEO has come down at last. 23rd November, p. 10.

@ICTM PAGE 5 OF 9

ELECTRONIC SOURCES

Electronic Book (e-book)

Author (surname), initials. (Year) Title of book (underline or italicise) Name of e-book supplier [Online] Available at: URL (Date accessed) References List:

Articles in Electronic Journal

Haliday, J. (2004) 'Ford dealers test custom cable ads', Advertising age,75 (42), pg. 6. Proquest [Online]. Available at: http://proquest.umi.com/ (Accessed: 23 November 2004).

Article in Internet Journal Database

Lloyd, J. (2001) Blessed are the pure in heart: globalisation. New Statesman, 23 April [Online]. Available at: http://www.findarticles.com/p/articles(Accessed: 23 November 2004).

Online Material in the Internet without Date

Author (surname), initials. (Year) Title of article (underline or italicise) [Online], issue [Online] Available at: URL of web page (Date accessed).

References List:

Lloyd, J. (No Date) Blessed are the pure in heart: globalisation [Online]. Available at: http://www.findarticles.com/p/articles (Accessed: 23 November 2004).

Online Material from Internet without Author’s Name

Name of the Organisation, (Year) Title of article (underline or italicise) [Online] Available at: URL of web page (Date accessed).

References List: Marks & Spencer (2010) Marks and Spencer’s Corporate Strategy [Online]. Available at: http://www.m&s.co.uk/corporate/ (Accessed: 23 November 2004)

@ICTM PAGE 6 OF 9

Images from the Internet

Author (surname), initials. (Year) Title of image (underline or italicise) [Online image] Available at: URL (Date accessed) References List:

Marshall, J. (2000) Cathedral clock. [Online image]. Available at: http://www.westminstercathedral.org.uk/art/art_cathclock.html (Accessed 23 November 2004).

OTHER SOURCES

Computer Programme

References List:

Sanders, B. and William, B. (2001) Java in 2 semesters. (version 2) [computer programme] Microsoft Inc. New York.

Atlas

As for books, using the title page to find the information

References List:

The times atlas of the world (2004) London: Times Books.

Video / Film

Title of programme/film (underline or italicise) Year of distribution (in brackets) Director [Videocassette] Place of distribution: distribution company

References List

All about Eve (1977) Directed by Joseph Mankiewiez [Film]. United States: Twentieth Century Fox.

@ICTM PAGE 7 OF 9

Television programme Title of programme (underline or italicise) Year of publication (in brackets) Name of channel Date of transmission (day/month/time)

References List

Coronation Street (2004) ITV1, 25 November. 19.00hrs.

Audiocassette/CD/DVD

Author (if available, if not use title first) Year of publication (in brackets) Title of recording (underline or italicise) [Audiocassette] Place of publication: publisher. References List

Buenos: world Spanish (1995) [Audiocassette or CD or DVD]. London: BBC Books.

QUOTATIONS AND CITING INSIDE THE TEXT

You can incorporate references and quotations in a number of ways. The following examples use the Harvard Referencing.

Short quotations of a sentence or two are enclosed with quotation marks (“…”) and included in the main text.

Short Quotation

In this example, you are making a direct quote. Up to two lines can be included in the body of the text and must include the page number.

Smith (2003, p. 11) states that “Harvard referencing has to be done accurately”

@ICTM PAGE 8 OF 9

Longer Quotation

This should be indented in a separate paragraph. If part of the quotation is omitted, then this can be indicated by three dots.

Citations (inside the text)  If the originator’s name occurs naturally in the sentence, the year of publication

should follow in brackets. Example

Smith (2003) found that…or, In a recent study Smith (2003) argued that…

 If the author’s name would not naturally be included in the sentence add the author’s

name and year of publication in brackets i.e. Example

Management theories have become much more diverse (Anderson, 1996)

 For publications by two authors:

Example

In a recent study (Smith & Jones, 2003) it was argued that…

 If you are referring to a particular page or section of a work and the author’s name

would naturally be included in the sentence the date and page numbers follow in brackets i.e.

Example

In a recent study Smith (1996, p.26) argued that….

@ICTM PAGE 9 OF 9

 If the author’s name will not normally be included in the sentence all information is given in brackets i.e.

Example

In a recent study (Smith, 1996, p.26) it was argued that…

 In cases where the name of the author cannot be identified, the item should be referred to by title:

Example

Figures in a recent survey (Tourism trends, 2003. p. 12) showed that…

 In cases where the date of an item cannot be identified, the item should be cited:

Example

The earliest report (Smith, no date, p. 231) showed that…

 If the author and date are unknown:

Example

 When you refer to a corporate publication e.g. a company report, use the Company

Name: Example

A survey (Tourism trends, no date) showed that…

The recession affected………..(Hanson Trust plc, 1990)

MAB_F2/Human Resource Management/Module Booklet/Unit 3 HRM Assignment Brief Feb 2018 GZ.pdf

ICON COLLEGE OF TECHNOLOGY AND MANAGEMENT Pearson BTEC HND in Business (RQF) Unit 3 Human Resources Management

Assignment Brief

Session: February 2018

Programme title TNA67 Pearson BTEC HND in Business (RQF)

Unit number and title Unit 3 Human Resources Management

Unit Type Core

Unit Level and Credit Value

Level 4 15 Credit

Assessor (s) Prof Zakir Hossain, Mr Emmanuel Igwe, Mr Andrew Appiah

Issue Date 3 March 2018

Final assignment submission deadline

11-16 June 2018

Late submission deadline

18-23 June 2018

Resubmission deadline TBA

Feedback

Formative feedback will be available in class during the semester.

Final feedback will be available within 2 weeks of the assignment submission date.

General Guidelines

 The work you submit must be in your own words. If you use a quote or an illustration from somewhere you must give the source.

 Include a list of references at the end of your document. You must give all your sources of information.

 Make sure your work is clearly presented and that you use correct grammar.

 Wherever possible use a word processor and its “spell-checker”.

Internal verifier Dr Gilbert Zvobgo

Signature (IV of the brief) *

gilbert@iconcollege.ac.uk Date 1/3/18

mailto:gilbert@iconcollege.ac.uk

Assignment Brief – continued

ICON College of Technology and Management Pearson BTEC HND in Business (RQF)

Unit 3: Human Resources Management Session: February 2018

Coursework Recommended Word limit: 3,000–4,000

This Unit will be assessed by assignment and an individual portfolio. You are strongly advised to read “Preparation guidelines of the Coursework Document” before answering your assignment. ASSIGNMENT Assignment Context and Scenario: As a newly appointed Human Resource Manager for your chosen UK-based organisation, you

have been tasked with leading on the restructuring of the department as part of organisational

change.

The Human Resources (HR) department will be restructured based on the findings of a review

report, which you have been asked to complete. You are to review the effectiveness of the HR

function within the organisation, researching the role and scope of HR and reviewing and

assessing the main HR functions within the organisation. This has to be submitted as a case

study report.

The case study assessment report should cover then following:

1. An overview of the organisation.

2. An explanation on the purpose of the HR function and the key roles and responsibilities of the HR function.

3. An assessment of the approach to workforce planning, recruitment and selection, development and training, performance management and reward systems.

4. The approach to and effectiveness of employee relations and employee engagement, and comment on the adoption of flexible organisation and flexible working practice and ‘employer of choice’.

5. Analysis of the internal and external factors that affect Human Resource Management decision- making, including key areas of employment legislation

6. An application of the Human Resource Management practices in a work-related context. What you must do The following tasks are required to be carried out: LO1 Explain the purpose and scope of Human Resource Management in terms of resourcing in your chosen organisation with talent and skills appropriate to fulfil business objectives. Explain the purpose and the functions of HRM, applicable to workforce planning and resources in your chosen organisation. [P1] To achieve M1, you should assess how the HRM functions in your chosen organisation can provide talent and skills appropriate to fulfil business objectives using appropriate theories and models.

Assignment Brief – continued

Using examples from your chosen organisation, explain the strengths and weaknesses of different approaches to recruitment and selection. [P2] To achieve M2, you should evaluate the strengths and weaknesses of different approaches to recruitment and selection using suitable theories and models. To achieve D1 you should critically evaluate the strengths and weaknesses of different approaches supported by specific examples and independent judgement. (NB: To obtain D1 you must meet both M1 and M2 criteria). LO2 Evaluate the effectiveness of the key elements of Human Resource Management in an organisation

Explain how different HRM practices benefit the management and employees of your chosen

organisation [P3].

To achieve M3, you should identify and analyse the methods using appropriate models and specific

examples of how they benefit both the employers and employees of your chosen organisation. Evaluate the effectiveness of different HRM practices in your chosen organisation in terms of raising organisational profit and productivity [P4].

To achieve D2, you should critically evaluate HRM practices and their application, within the content

of your chosen organisation, using a range of specific examples and coherent and lateral thinking.

(NB: To obtain D2 you must meet both M3 and M4 criteria).

LO3 Analyse internal and external factors that affect Human Resource Management decision- making, including employment legislation

Analyse the importance of employee relations in your chosen organisation in respect to

influencing HRM decision-making. [P5]

Identify the key elements of employment legislation and the impact it has upon HRM decision- making in your chosen organisation. [P6] To achieve M4, you should evaluate the key aspects of employee relations and employment legislations in respect to influencing HRM decision-making with the application of relevant in your chosen organisation. To achieve D3, you should critically evaluate the employee relations and the application of HRM practices that inform and influence decision-making demonstrating convergent/lateral/creative thinking in your organisation. LO4 Apply Human Resource Management practices in a work-related context. As the Human Resource Manager in the Human Resources (HR) department of your chosen

organisation, you have been asked to take part in testing the new recruitment and selection

process. You have been asked to work in a small team (3–4 members) to design a job

specification for a particular job role and then you will take part in an interview simulation for a job

role advertised by another team.

The aim of your team is to test the recruitment and selection process and each complete an

individual document portfolio to submit. The document portfolio should include:

Assignment Brief – continued

1. The design of a job specification for one of a number of given positions in the organisation.

2. A CV for each student, tailored to apply for one of the positions advertised by another team.

3. Documentation of preparatory notes for interviews, interview notes based on selection criteria and a justified decision of the candidate selected.

4. A job offer to the selected candidate.

5. An evaluation of the process and the rationale for conducting appropriate HR practices. Illustrate the application of HRM practices in a work-related context, using specific examples from your chosen organisation [P7]. To achieve M5, you should provide a rationale for the application of specific HRM practices based on your chosen organisation. To achieve D3, you should critically evaluate employee relations and the application of HRM practices that inform and influence decision-making in your organisation.

Grading Criteria

Learning Outcome Pass Merit Distinction

LO1 Explain the purpose and scope of Human Resource Management in terms of resourcing an organisation with talent and skills appropriate to fulfil business objectives

P1 Explain the purpose and

the functions of HRM,

applicable to workforce

planning and resourcing an

organisation.

P2 Explain the strengths

and weaknesses of different

approaches to recruitment

and selection.

M1: Identify and explain

the HR functions to fulfil

business objectives.

M2: Evaluate the

strengths and

weaknesses approaches

to recruitment and

selection

D1: Critically evaluate the

strengths and weaknesses

of approaches to

recruitment and selection

D2: Evaluate the HRM

practices and their

application

LO2 Evaluate the effectiveness of the key elements of Human Resource Management in an organisation

P3 Explain the benefits of

different HRM practices

within an organisation for

both the employer and

employee.

P4 Evaluate the effectiveness of different HRM practices in terms of raising organisational profit and productivity.

M3: Explore different

methods used in HRM

practices

LO3 Analyse internal and external factors that affect Human Resource Management decision- making, including employment legislation

P5 Analyse the importance

of employee relations in

respect to influencing HRM

decision- making.

P6 Identify the key elements of employment legislation and the impact it has upon HRM decision- making.

M4: Identify the key aspects of employee relations management and employment legislations

D3: Critically evaluate employee relations and the application of HRM practices that inform and influence decision-making in an organisational context

LO4 Apply Human Resource Management practices in a work- related context

P7 Illustrate the application of HRM practices in a work- related context, using specific examples.

M5: Provide a rationale for the application of specific HRM

Assignment Brief – continued

Relevant Information Guide to student

1. Preparation guidelines of the Coursework Document

referencing system. g. You should provide references using the Harvard referencing system. h. Do not use Wikipedia as a reference.

2. Plagiarism and Collusion

Any act of plagiarism or collusion will be seriously dealt with according to the College regulations. In this context the definitions and scope of plagiarism and collusion are presented below: Plagiarism is presenting somebody else’s work as your own. It includes copying information directly from the Web or books without referencing the material; submitting joint coursework as an individual effort. Collusion is copying another student’s coursework; stealing coursework from another student and submitting it as your own work. Suspected plagiarism or collusion will be investigated and if found to have occurred will be dealt with according to the College procedure (For details on Plagiarism & Collusion please see the Student Handbook).

3. Submission

a. Initial submission of coursework to the tutors is compulsory in each unit of the course. b. The student must check their assignments on ICON VLE with plagiarism software Turnitin

to make sure the similarity index for their assignment stays within the College approved level. A student can check the similarity index of their assignment three times in the Draft Assignment submission point located in the home page of the ICON VLE.

c. All Final coursework must be submitted to the Final submission point into the Unit (not to the Tutor). The student would be allowed to submit only once and that is the final submission.

d. Any computer files generated such as program code (software), graphic files that form part of the coursework must be submitted as an attachment to the assignment with all documentation.

e. Any portfolio for a Unit must be submitted as a hardcopy to examination office. f. The student must attach the tutor’s feedback from the First submission in between the cover

page and the answer in the case of Resubmission. 4. Good practice

a. Make backup of your work in different media (hard disk, memory stick, etc.) to avoid distress for loss or damage of your original copy.

5. Extension, Late Submission and Resubmission

a. If you need an extension for a valid reason, you must request one using an Exceptional Extenuating Circumstances (EEC) form available from the College examination office and ICON VLE. Please note that the tutors do not have the authority to extend the coursework deadlines and therefore do not ask them to award a coursework extension. The completed form must be accompanied by evidence such as a medical certificate in the event of you being sick, and should be submitted to the Examination Office.

b. Late submission will be accepted and marked according to the College procedure. It should

Assignment Brief – continued

be noted that late submission may not be graded for Merit and Distinction. c. All late coursework must be submitted to the Late submission point into the unit (not to

the Tutor) in the ICON VLE. A student is allowed to submit only once and that is also treated as the final submission.

6. Submission deadlines Online to the ICON College VLE Final Submission date: 11-16 June 2018 Late Submission date: 18-23 June 2018 Glossary:

Apply: practice the knowledge and skills of HRM.

Analyse: Identify separate factors, say how they are related and how each one contribute to the topic. Assess: to determine the importance, size and value of something. Give careful consideration to all the factors or events that apply or identify which are the most important or relevant. Comment: Give your view after you have considered all the evidence. In particular decide the importance of all the positive and negative aspects. Critically evaluate: Point out differences which are particularly significant. Describe: Give a clear description that includes all the relevant features- thin of it as ‘painting a picture with words. Evaluate: review the information then bring it together to form a conclusion. Give evidence of each of your views or statement. Explain: Set out in detail the meaning of something, with reasons. More difficult than describe or list; it can help to give an example to show what you mean. Start by introducing the topic then give the ‘how’ and ‘why’ OR provide details and give reasons and/or evidence to clearly support the argument you are making. Examine: When you evaluate you look at the arguments for and against an issue. Identify: Point out or choose the right one/ give a list of main features. Illustrate: Include examples or a diagram to show what you mean. Provide: Make available for application in practice.

MAB_F2/Human Resource Management/Module Booklet/Unit 3 HRM SoW - Feb 18.pdf

Page 1 of 4

ICON COLLEGE OF TECHNOLOGY AND MANAGEMENT

Pearson BTEC HND in Business (RQF) Unit 3 Human Resource Management

Scheme of Work

Session: February 2018

Course Code TNA67: PEARSON BTEC HND in Business (RQF)

Scheme of Work

This unit is aimed at achieving the following learning outcomes: LO1 Explain the purpose and scope of Human Resource Management in terms of resourcing an orgnisation with talent and skills appropriate to fulfil business objectives. LO2 Evaluate the effectiveness of the key elements of Human Resource Management in an organisation LO3 Analyse internal and external factors that affect Human Resource Management decision-making, including employment legislation LO4 Apply Human Resource Management practices in a work-related context.

Programme Title TNA67 Pearson BTEC in Business

Unit number and Title Unit 3 Human Resource Management

Unit Type Core

Unit Level Level 4 15 Credit

Sessions Learning Outcome Session Activities

Session1 Lecture 2 hours Tutorial 2 hours

LO1: To introduce the Unit’s content and the Unit assessment

Introduction to the module learning outcomes and the structure of the weekly activities. Unit learning outcome , Syllabus, and Assignment briefing

Session 2 Lecture 2 hours Tutorial 2 hours

LO1 Topics: Definitions of HRM, functions and concepts Workforce planning

What are the main functions and activities of HRM? The ‘Best Fit’ approach vs ‘Best Practice’. The hard and soft models of HRM. Sample activities: • Small groups group discussion. • Class discussion – explore and discuss the concept of HRM. Types of labour market, labour market trends and PESTLE. The internal labour market. Analysing turnover, stability and retention. The impact of legal and regulatory frameworks. The impact that advances in technology have had upon improving the efficiency of HR practices Sample activities: • Group discussion on impact of technology on HR practices. • Quizzes on PESTLE • Questions and answer activity on legal and regulatory frameworks

Session 3: Lecture 2 hours Tutorial 2 hours

LO1 Topic: Recruitment, Selection and on-boarding and induction

Sources of recruitment: internal vs external recruitment. Job analysis, job descriptions, personal specifications and competency frameworks Main methods of selection: strengths and weaknesses of each. Reliability and validity as key criteria. The issues affecting successful induction and socialisation of employees. Sample activities: • Group activity – Design the documents for recruitment and selection • Individual task – Design induction programme for newly

Page 2 of 4

appointed employees. Formative Feedback

Session 4: Lecture 2 hours Tutorial 2 hours

LO2 Topic: Learning Development and Training

Differentiating development and training. Identifying training needs − the training gap. Types of training. Evaluation of training. Sample activities: • Individual exercise on identifying training needs. • Question and answer activity • Group exercise on types of training and evaluation

Brief tutor-led overview of assessment requirements.

Open question and answer activity to address general

questions and concerns.

Review of academic requirements and submission format. Formative Feedback

Session 5: Lecture 2 hours Tutorial 2 hours

LO2 Topic: Job and workplace design

Reward management: extrinsic and intrinsic rewards from work. The link between motivational theory and reward. Series of job design-job extension techniques. The flexible organisation: Types of flexibility: numerical, structural and functional flexibility. Models of flexible organisations (e.g. Handy, Atkinson). Flexible working options in modern organisations. Benefits to employers and benefits to employees of flexible working practices. Sample activities: • Group discussion on extrinsic and intrinsic rewards and presenting a report. • Student debate on flexibility in organizations

Session 6 Lecture 2 hours Tutorial 2 hours

LO2 Topic: Performance and reward management

Performance management and methods used to monitor employee performance. Types of payment and reward system. Methods of a determination. Sample activities: • Group exercise on analysing a case study on reward management. Formative Feedback

Session 7 Lecture 2 hours Tutorial 2 hours

LO3 Topic: Employee relations

Maintaining good employee relations. Strategies for building and improving employee relations and engagement.. Sample activities: • workshop and seminar on employee relations • Group activity – How to engage employee.

Session 8: Lecture 2 hours Tutorial 2 hours

LO3 Topic: Employee relations and the law

The purpose of employment law. Key legal issues and constraints (e.g. equality, data protection, health and safety, redundancy, dismissal, employment contracts). Ethical and social responsibilities. Sample activities: • Group activity on UK legal and regulatory framework for employment. • Workshop on CSR.

Brief tutor-led overview of assessment requirements.

Open question and answer activity to address general

questions and concerns.

Review of academic requirements and submission format. Formative Feedback

Session 9: Lecture 2 hours Tutorial 2 hours

LO3 Topic: Trade unions and workplace representation.

The role of trade unions − local/national. Collective agreements. Discipline, grievances and redundancy − best practice. Use of some exercise materials. Sample activities: • Group activity on analysing a case study on role of trade union in the UK.

Page 3 of 4

• Workshop on disciplinary procedures. Formative Feedback

Session 10 Lecture 2 hours Tutorial 2 hours

LO4 Topic: Job and person specifications

Preparing job specifications and person specifications applicable to the recruitment context and needs of the organisations, taking into account legislation and company policies. Sample activities: • Group activity – preparing job and person specifications.

Session 11 Lecture 2 hours Tutorial 2 hours

LO4 Topic: Recruitment and selection in practice: The impact of technology on improving the recruitment and selection process; the use of online resources, digital platforms and social networking. Designing and placing job advertisements. Shortlisting and processing applications. Interviewing preparation and best practice. Selection best practice.

The impact of technology on improving the recruitment and selection process; the use of online resources, digital platforms and social networking. Designing and placing job advertisements. Shortlisting and processing applications. Interviewing preparation and best practice. Selection best practice. Sample activities: • Mini exercise: designing job advertisement and mock interviews • Question and answer workshop on recruitment and selection.

Brief tutor-led overview of assessment requirements.

Open question and answer activity to address general

questions and concerns.

Review of academic requirements and submission format. Formative Feedback

Session 12 Assignment workshop and re-cap

Review of student progress on the assessment. Sample activities: • Brief tutor-led overview of assessment requirements. • Open question and answer activity to address general questions and concerns. • Review of academic requirements and submission format. • Individual student queries and questions

Session 13 Study week

Session 14 Final Assignment Submission

Page 4 of 4

Pearson Edexcel Standard Verifier (EE): Cheran Stevens Standard Verifier (EE) Visit Date: TBA Recommended Reading Text Books: Armstrong, M. (2010) Armstrong’s Handbook of Human Resource Management Practice, 11

th edition, Kogan Page

Bailey, S. (2011), Academic Writing – A Handbook for International Students, London, Routledge Bratton, J. and Gold, J. (2007) Human Resource Management: Theory and Practice, Palgrave McMillan Burns, T. and Sinfield, S (2016), Essential Study Skills: The Complete Guide to Success at University, Los Angeles, SAGE. Swales, J. M and Feak, C, B. (2012), Academic Writing for Graduate Students, Ann Abor, The University of Michigan. Torrington, D. et al (2007) Human Resource Management, Pearson/Prentice Hall Butterworth-Heinemann, UK Journals: Harvard Business Review (available at ICON Library) Human Resource Management Journal Journal of Management Studies (available at ICON Library News Paper Broadsheet newspapers have weekly section on human resource management matter. Websites: Pearson Resources: Student Portal: HN Global Please access HN Global for additional resources support and reading for this unit. For further guidance and support on presentation skills please refer to the Study Skills Unit on HN Global. Link to: https://www.highernationals.com/

https://www.highernationals.com/

MAB_F2/Management & Operations/Module Booklet/Harvard_Referencing.pdf

@ICTM PAGE 1 OF 9

ICON COLLEGE OF TECHNOLOGY AND MANAGEMENT

Harvard Referencing and Citation Guidelines

Referencing:

This is a method used to demonstrate to the assessors that a learner has conducted a thorough

and appropriate literature search. Equally, referencing is an acknowledgement that you have

used the ideas and written material belonging to other authors in your own work. As with all

referencing styles, there are two parts: Citing and the Reference List.

Referencing list format:

points or numbering)

PRINTED/PUBLISHED SOURCES

Book: by one Author

@ICTM PAGE 2 OF 9

Reference List: Barker, R., Kirk, J. and Munday, R.J. (1988) Narrative analysis. 3rd ed. Bloomington: Indiana University Press. In text reference for the above examples:

Book: Translated Author (surname), Initials. (Year) Title of book. Translated from (language) by (name of translator) Place of publication: Publisher.

Canetti, E. (2001) The voices of Marrakesh: a record of a visit. Translated from German by J.A.Underwood. San Francisco: Arion.

Multiple Books by same Author published in the same year Author (surname), Initals.(Year a/b/c) Title of book. Place: Publisher.

Soros (1966a) mentioned in his …………… According to Soros (1966b) modern literature……….

@ICTM PAGE 3 OF 9

Chapter of edited book or Secondary reference for Book and Journal

When an author refers to another author’s work and the primary source is not available

References List:

N.B. You are advised that secondary referencing should be avoided wherever possible and you should always try to find the original work

Journal Articles

Boughton, J.M. (2002) The Bretton Woods proposal: an in-depth look. Political Science Quarterly, 42(6), pp.564-78.

Foreign Journal

Author (surname), initials. (Year) Title of article [square brackets] Journal title Edition Page number Language of translation (round brackets) References List:

Caballero, D. (2003) [Policing without borders] Cambi16. 1(668) pg. 24 (in Spanish)

Report

Author (surname), initials. (Year) Title of report (underline or italicise) Publisher Report code and number (in brackets) References List:

Dearing, R. (1996) Review of qualifications for 16 – 19 year olds: quality and rigour in A Level examinations. London: SCAA Publications (COM/96/467)

@ICTM PAGE 4 OF 9

Annual Report:

Corporate author, Year of publication. Full title of annual report (if available), Place of Publication: Publisher.

Hounsome, I. W. (2001) Factors affecting the design and performance of flexible ducts in trench reinstatements. Unpublished Ph.D. thesis. Napier University.

Newspaper

Article with author

Author (surname), initials. (Year) Article Title (underline or italicise) Name of Newspaper Date (day, month, year) Page number References List:

Ward, L. (2004) Diploma plan to reward lower and higher abilities. The Guardian.18th February, p.4.

Article without an author

Title of publication Year of publication (in brackets) Title of article (underline or italicise) Day and Month Page number References List:

The Guardian (2004) HSBC CEO has come down at last. 23rd November, p. 10.

@ICTM PAGE 5 OF 9

ELECTRONIC SOURCES

Electronic Book (e-book)

Author (surname), initials. (Year) Title of book (underline or italicise) Name of e-book supplier [Online] Available at: URL (Date accessed) References List:

Articles in Electronic Journal

Haliday, J. (2004) 'Ford dealers test custom cable ads', Advertising age,75 (42), pg. 6. Proquest [Online]. Available at: http://proquest.umi.com/ (Accessed: 23 November 2004).

Article in Internet Journal Database

Lloyd, J. (2001) Blessed are the pure in heart: globalisation. New Statesman, 23 April [Online]. Available at: http://www.findarticles.com/p/articles(Accessed: 23 November 2004).

Online Material in the Internet without Date

Author (surname), initials. (Year) Title of article (underline or italicise) [Online], issue [Online] Available at: URL of web page (Date accessed).

References List:

Lloyd, J. (No Date) Blessed are the pure in heart: globalisation [Online]. Available at: http://www.findarticles.com/p/articles (Accessed: 23 November 2004).

Online Material from Internet without Author’s Name

Name of the Organisation, (Year) Title of article (underline or italicise) [Online] Available at: URL of web page (Date accessed).

References List: Marks & Spencer (2010) Marks and Spencer’s Corporate Strategy [Online]. Available at: http://www.m&s.co.uk/corporate/ (Accessed: 23 November 2004)

@ICTM PAGE 6 OF 9

Images from the Internet

Author (surname), initials. (Year) Title of image (underline or italicise) [Online image] Available at: URL (Date accessed) References List:

Marshall, J. (2000) Cathedral clock. [Online image]. Available at: http://www.westminstercathedral.org.uk/art/art_cathclock.html (Accessed 23 November 2004).

OTHER SOURCES

Computer Programme

References List:

Sanders, B. and William, B. (2001) Java in 2 semesters. (version 2) [computer programme] Microsoft Inc. New York.

Atlas

As for books, using the title page to find the information

References List:

The times atlas of the world (2004) London: Times Books.

Video / Film

Title of programme/film (underline or italicise) Year of distribution (in brackets) Director [Videocassette] Place of distribution: distribution company

References List

All about Eve (1977) Directed by Joseph Mankiewiez [Film]. United States: Twentieth Century Fox.

@ICTM PAGE 7 OF 9

Television programme Title of programme (underline or italicise) Year of publication (in brackets) Name of channel Date of transmission (day/month/time)

References List

Coronation Street (2004) ITV1, 25 November. 19.00hrs.

Audiocassette/CD/DVD

Author (if available, if not use title first) Year of publication (in brackets) Title of recording (underline or italicise) [Audiocassette] Place of publication: publisher. References List

Buenos: world Spanish (1995) [Audiocassette or CD or DVD]. London: BBC Books.

QUOTATIONS AND CITING INSIDE THE TEXT

You can incorporate references and quotations in a number of ways. The following examples use the Harvard Referencing.

Short quotations of a sentence or two are enclosed with quotation marks (“…”) and included in the main text.

Short Quotation

In this example, you are making a direct quote. Up to two lines can be included in the body of the text and must include the page number.

Smith (2003, p. 11) states that “Harvard referencing has to be done accurately”

@ICTM PAGE 8 OF 9

Longer Quotation

This should be indented in a separate paragraph. If part of the quotation is omitted, then this can be indicated by three dots.

Citations (inside the text)  If the originator’s name occurs naturally in the sentence, the year of publication

should follow in brackets. Example

Smith (2003) found that…or, In a recent study Smith (2003) argued that…

 If the author’s name would not naturally be included in the sentence add the author’s

name and year of publication in brackets i.e. Example

Management theories have become much more diverse (Anderson, 1996)

 For publications by two authors:

Example

In a recent study (Smith & Jones, 2003) it was argued that…

 If you are referring to a particular page or section of a work and the author’s name

would naturally be included in the sentence the date and page numbers follow in brackets i.e.

Example

In a recent study Smith (1996, p.26) argued that….

@ICTM PAGE 9 OF 9

 If the author’s name will not normally be included in the sentence all information is given in brackets i.e.

Example

In a recent study (Smith, 1996, p.26) it was argued that…

 In cases where the name of the author cannot be identified, the item should be referred to by title:

Example

Figures in a recent survey (Tourism trends, 2003. p. 12) showed that…

 In cases where the date of an item cannot be identified, the item should be cited:

Example

The earliest report (Smith, no date, p. 231) showed that…

 If the author and date are unknown:

Example

 When you refer to a corporate publication e.g. a company report, use the Company

Name: Example

A survey (Tourism trends, no date) showed that…

The recession affected………..(Hanson Trust plc, 1990)

MAB_F2/Management & Operations/Module Booklet/Unit 4 Management and Operations Assignment Brief Feb 2018 NN.pdf

ICON COLLEGE OF TECHNOLOGY AND MANAGEMENT Pearson BTEC HND in Business (RQF)

Unit 4 Management and Operations

Session: February 2018

Programme title TNA67 Pearson BTEC HND in Business

Unit number and title Unit 4 Management and Operations

Unit Type Core

Unit Level and Credit value Level 4 15 Credit

Assessors Dr Reza Aboutalebi; Mr Andrew Appiah, Mr David Boyd

Issue Date 3 March 2018

Final assignment submission deadline

11-16 June 2018

Late submission deadline

18-23 June 2018

Resubmission deadline TBA

Feedback

Formative feedback will be available in class during the semester.

Final feedback will be available within 2 weeks of the assignment submission date.

General Guidelines

 The work you submit must be in your own words. If you use a quote or an illustration from somewhere you must give the source.

 Include a list of references at the end of your document. You must give all your sources of information.

 Make sure your work is clearly presented and that you use correct grammar.

 Wherever possible use a word processor and its “spell-checker”.

Internal verifier Prof Nurun Nabi

Signature (IV of the brief) *

nabi@iconcollege.ac.uk Date 1/3/18

mailto:nabi@iconcollege.ac.uk

Assignment Brief – continued

ICON College of Technology and Management Pearson BTEC HND in Business (RQF)

Unit 4: Management and Operations (L4) Session: February 2018

Coursework Recommended Word limit: 3,000–4,000

This Unit will be assessed by assignment. You are strongly advised to read “Preparation guidelines of the Coursework Document” before answering your assignment. ASSIGNMENT

Assignment Context and Business Scenario

You are an Operations Manager of an organisation of your choice and you have been asked by the CEO to investigate the impact of leaders and managers on the operations of this ever-growing organisation. You will need to produce a report for the senior leadership team that includes the following:

1. An introduction to the organisation and management structure.

2. Definition and roles of both managers and leaders, highlighting the differences between management and leadership.

3. The different roles of management and leadership in application to different organisational situations, supported by theories and concepts.

4. How classical theories (for example, scientific management) and behavioural theories (for example, Elton Mayo’s Hawthorne Effect) apply to the organisation and how these have supported growth and sustainable performance.

5. Conclusions on how managers and leaders have made an impact on the organisation and recommendations for future improvements.

Assignment Brief – continued

What you must do

The following tasks are required to be carried out: LO1 Differentiate between the role of a leader and the function of a manager. Using examples from your organisation, define and compare the different roles and characteristics of a leader and a manager [P1]. To achieve M1, you should analyse and differentiate between the role of a leader and function of a manager by effectively applying a range of theories and concepts in your chosen organisation. LO2 Apply the role of a leader and the function of a manager in given contexts. Using examples from your chosen organization, examine examples of how the role of a leader and the function of a manager apply in different situational contexts. [P2]. Using examples from your chosen organization apply different theories and models of approach, including situational leadership, systems leadership and contingency [P3]. To achieve M2, you should assess and evaluate the strengths and weaknesses of different approaches to situations within the work environment. To achieve D1, you should critically analyse and evaluate the different theories and approaches to leadership using examples from your chosen organisation. (NB: To obtain D1 you must meet both M1 and M2 criteria).

LO3 Demonstrate an appreciation of the role leaders and managers play in the

operations function of an organisation.

Using examples from your chosen organisation, explain the key approaches to operations

management and the role that leaders and managers play [P4].

Using examples from your chosen organization explain the importance and value of operations

management in achieving business objectives [PP5].

To achieve M3, you should evaluate how leaders and managers can improve t h e efficiencies of operational management to successfully meet the business objectives of your chosen organisation.

LO4 Demonstrate an understanding of the relationship between leadership and management in a contemporary business environment. Using examples from your chosen organisation, assess the factors within the business environment that impact upon operational management and decision-making by leaders and managers [P6]. To achieve M4, you should analyse how the relationship between leadership and management affects the business environment and wider community of your chosen organisation.

To achieve D2, you should critically evaluate t h e application of operations management in your chosen organisation and t h e factors that impact on the wider business environment. (NB: To obtain D2 you must meet both M3 and M4 criteria).

Assignment Brief – continued

Grading Criteria Learning Outcome Pass Merit Distinction

LO1 Differentiate between the role of a leader and the function of a manager

P1 Define and compare the different roles and characteristics of a leader and a manager.

M1 Analyse and differentiate between the role of a leader and function of a manager by effectively applying a range of theories and concepts.

D1 Critically analyse and evaluate the different theories and approaches to leadership in given contexts.

LO2 Apply the role of a leader and the function of a manager in given contexts.

P2 Examine examples of how the role of a leader and the function of a manager apply in different situational contexts. P3 Apply different theories and models of approach, including situational leadership, systems leadership and contingency.

M2 Assess and evaluate the strengths and weaknesses of different approaches to situations within the work environment.

LO3 Demonstrate an appreciation of the role leaders and managers play in the operations function of an organisation.

P4 Explain the key approaches to operations management and the role that leaders and managers play. P5 Explain the importance and value of operations management in achieving business objectives.

M3 Evaluate how leaders and managers can improve efficiencies of operational management to successfully meet business objectives.

D2 Critically evaluate application of operations management and factors that impact on the wider business environment.

LO4 Demonstrate an understanding of the relationship between leadership and management in a contemporary business environment.

P6 Assess the factors within the business environment that impact upon operational management and decision-making by leaders and managers.

M4 Analyse how these different factors affect the business environment and wider community.

Relevant Information Guide to student 1. Preparation guidelines of the Coursework Document

referencing system. g. You should provide references using the Harvard referencing system. h. Do not use Wikipedia as a reference.

Assignment Brief – continued

2. Plagiarism and Collusion Any act of plagiarism or collusion will be seriously dealt with according to the College regulations. In this context the definition and scope of plagiarism and collusion are presented below: Plagiarism is presenting somebody else’s work as your own. It includes copying information directly from the Web or books without referencing the material; submitting joint coursework as an individual effort. Collusion is copying another student’s coursework; stealing coursework from another student and submitting it as your own work. Suspected plagiarism or collusion will be investigated and if found to have occurred will be dealt with according to the College procedure. (For details on Plagiarism & Collusion please see the Student Handbook)

3. Submission

a. Initial submission of coursework to the tutors is compulsory in each unit of the course. b. Student must check their assignments on ICON VLE with plagiarism software Turnitin to

c. All Final coursework must be submitted to the Final submission point into the unit (not to the Tutor). A student would be allowed to submit only once and that is the final submission.

d. Any computer files generated such as program code (software), graphic files that form part of the coursework must be submitted as an attachment to the assignment with all documentation.

e. Any portfolio for a unit must be submitted as a hardcopy to the Examination Office. f. The student must attach a tutor’s comment in between the cover page and the answer in the

case of Resubmission. 4. Good practice

a. Make backup of your work in different media (hard disk, memory stick, etc.) to avoid distress due to loss or damage of your original copy.

5. Extension and Late Submission and Resubmission

a. If you need an extension for a valid reason, you must request one using an Exceptional Extenuating Circumstances (EEC) form available from the Examination Office and ICON VLE. Please note that the tutors do not have the authority to extend the coursework deadlines and therefore do not ask them to award a coursework extension. The completed form must be accompanied by evidence such as a medical certificate in the event of you being sick.

b. Late submission will be accepted and marked according to the College procedure. It is noted that late submission may not be graded for Merit and Distinction.

c. All Late coursework must be submitted to the Late submission point into the unit (not to the Tutor). A student will be allowed to submit only once and that is the final submission.

Assignment Brief – continued

6. Submission deadlines

Submission deadlines Online to the ICON College VLE Final Submission date: 11-16 June 2018 Late Submission date: 18-23 June 2018

Glossary:

Analyse: Break an issue or topic into smaller parts by looking in depth at each part. Support each part with arguments and evidence for and against (Pros and cons). Break something down into its components, examine factors methodically and in detail to recognise patterns by applying concepts and making connections to predict consequences. Apply: Use a particular method/technique to solve a problem Compare: Estimate, measure or note the similarity or dissimilarity between one thing and another…(compare something to) draw an analogy between one thing and another for the purpose of explanation or clarification. Critically Evaluate/Analyse: When you critically evaluate you look at the arguments for and against an issue. Decide the degree to which a statement is true or the importance or value of something by reviewing the information. Include precise and detailed information and assess possible alternatives, and consider strengths and weaknesses if they were applied instead. Assess: Evaluate or estimate the nature, ability, or quality of something. Provide sufficient detail and/or understanding in responses. Learners will break something down into its components, examine factors methodically and in detail to present logical and coherent reasoning. Define: State or describe exactly the nature, scope, or meaning of something - establish the character of something; mark out the boundary or limits of something. Differentiate: The state of being strikingly different from something else, typically something in juxtaposition or close association. Point out the differences between at least two phenomena. Demonstrate: Show that you can do a particular activity or skill. Provide several relevant examples or related evidence which clearly support the arguments you are making. Evaluate: Examine in detail the meaning or essential features of a theme, topic or situation; break something down into its components; examine factors methodically and in detail, identify separate factors, say how they are related and how each one contributes to the topic to make reasoned judgements and conclusions. Review the information then bring it together to form a conclusion. Examine: Inspect (someone or something) in detail to determine the nature or condition. Explain: When you explain you must say why it is important or not important. Clarify a topic by giving a detailed account as to how and why it occurs, or what is meant by the use of this term in a particular context. Provide sufficient detail and/or understanding in responses.

MAB_F2/Management & Operations/Module Booklet/Unit 4 Mangmt and Operations - SoW - Feb 18.pdf

Page 1 of 4

ICON COLLEGE OF TECHNOLOGY AND MANAGEMENT Pearson BTEC HND in Business (RQF)

Unit 4 Management and Operations Scheme of Work

Session: February 2018 Course Code TNA67: PEARSON BTEC HND in Business (RQF)

Scheme of Work

This unit is aimed at achieving the following learning outcomes: LO1: Be able to use recruitment, selection and retention procedures LO2: Understand the styles and impact of leadership LO3: Be able to work effectively in a team LO4: Be able to assess the work and development needs of individual

Programme Title: TNA67 Pearson BTEC in Business

Unit number and Title 4 Management and Operations

Unit Type: Core

Unit Level and Credit Value Level 4 15 Credit

Sessions Learning Outcome Session Activities

Session1 Lecture 2 hours Tutorial 2 hours

LO1 To introduce the Unit’s content and the Unit assessment

Introduction to the module learning outcomes and the structure of the weekly activities. Unit learning outcome , Syllabus, and Assignment briefing Reading, Academic Skill, citation and referencing , group discussion

Session 2 Lecture 2 hours Tutorial 2 hours

LO1 Topic: Management functions Topic: Underpinning management theories Leadership vs management

Explore contemporary and seminal theories of management. • Classical management theories. • Behavioural theory. • Contingency theory. Definition of a manager. • Related and similar titles and responsibilities e.g. supervisor, team leader, department head etc. • Functions of a manager – planning, organising, controlling and directing. • De Bono’s ‘Six Thinking Hats’ based on manager functions. • Skills requirements of an effective manager. Definitions and differences between leaders and managers. • Debate overlaps and similarities. • Explore significant leaders and good managers Sample activities: • Student quiz – list different titles and discuss their differences and similarities, and whether the actual function/role is different from a manager. • Group debate – are leaders and managers the same or not? Explain. • Individual research task – each student to find a significant leader or manager and explain what made him/her successful. Formative Feedback

Session 3: Lecture 2 hours Tutorial 2 hours

Topic: Leadership theory and skills recap and assessment check

Theories of leadership traits, style and contingency. • Transformational and transactional leadership. • Action-centred leadership. • ‘Hard’ management skills and ‘soft’ leadership skills. Sample activities: • Tutor-led explanations of theories, with examples in practice or of known leaders.

Page 2 of 4

• Group activity – present different groups with a transactional or transformational task to instruct followers and discuss impact of each style. • Individual research task – identify and list skills required to be a good leader, then discuss.

Session 4: Lecture 2 hours Tutorial 2 hours

LO2 Topic: Leaders and the management function application

Context’ and the influence on leaders/management behaviour. • Situational leadership theory. • Hersey-Blanchard situational leadership model. Sample activities: • Tutor to highlight importance of context when investigating people and behaviours. • Question and answer activity – how does/should leadership change when the work situation changes? • Tutor-led discussion and explanation of the Hersey- Blanchard model whilst students take notes. • Student reflection – do your leaders (if appropriate) adapt to circumstances? Write a short summary for the next session

Brief tutor-led overview of assessment requirements.

Open question and answer activity to address general

questions and concerns.

Academic writing and a review of academic requirements and submission format. Formative Feedback

Session 5: Lecture 2 hours Tutorial 2 hours

Topic: Leaders and the management function application

System leadership. • Task- or relationship-orientated approaches. • The application of chaos theory. • The concept of management by objectives. Sample activities: • Group discussion – discuss and assess ‘system leadership’ and its application. • Student research into chaos theory to present back in small groups. • Student debate on management by objectives and its effectiveness Formative Feedback

Session 6 Lecture 2 hours Tutorial 2 hours

LO3 Topic: Theory of operations management

Introduction and briefing for the second assignment. • Six Sigma principles • Lean production. • Queueing theory and associated approaches. Sample activities: • Pair work – investigate and present back the ‘Six Sigma’ model. Tutor guidance and peer review to assess research credibility. • Read articles on application lean production and discuss. • Group activity – to research Queueing theory and identify the use of the theories in practice

Session 7 Lecture 2 hours Tutorial 2 hours

Topic: Operations management approaches

The principles of total quality management (TQM). • Just-in-time (JIT) / Just-in-case (JIC) inventory management. • The concept of continuous improvement (Kaizen). Sample activities: • Tutor-led explanation of the TQM model. • Group activity – investigate and discuss the differences between JIT and JIC management approaches and assess their effectiveness using real scenarios or case studies. • Pair work – reviewing case studies on the application of Kaizen discuss the benefits and present back key points.

Session 8: Lecture 2 hours Tutorial 2 hours

Topic: Operational functions to manage (Part 1)

Page 3 of 4

between JIT and JIC management approaches and assess their effectiveness using real scenarios or case studies. • Pair work – reviewing case studies on the application of Kaizen discuss the benefits and present back key points.

Brief tutor-led overview of assessment requirements.

Open question and answer activity to address general

questions and concerns.

Academic writing and a review of academic requirements and submission format. Formative Feedback

Session 9: Lecture 2 hours Tutorial 2 hours

LO4 Topic: Operational functions to manage (Part 2)

Procurement and purchasing. • Logistics, resources and inventory management. • Scheduling and time planning. Sample activities: • Tutor-led delivery on the concept of procurement and purchasing. • Individual research – resource management, to explain to the group. • Group activity – apply scheduling to a given scenario and identify the challenges and obstacles of the task.

Session 10 Lecture 2 hours Tutorial 2 hours

Leadership and management and the dimensions of the business environment

The relationship between leadership and management. • Corporate social responsibility (CSR). • Organisational culture, values and business ethics. • Sustainability. Sample activities: • Group activity – identify and discuss the different dimensions of a business environment. Prompted and guided by tutor. • Pair work – discussion to establish the link between good leaders/management and the above-mentioned concepts; compare and contrast different examples of organisational culture in different companies. Group activity - research and present case study examples of the impact of sustainability, CSR and business ethics

Session 11 Lecture 2 hours Tutorial 2 hours

Stakeholder relations

Leadership/management relations with stakeholders. • Stakeholder analysis and expectations. • Developing, encouraging and sustaining entrepreneurship and intrapreneurship. Sample activities: • Student ‘quick presentations’ – who are stakeholders? List stakeholders for a given business. • Small groups – understand a stakeholder analysis and apply it to a given scenario. • Group discussion – establish the link between effective leadership and good entrepreneurial culture

Brief tutor-led overview of assessment requirements.

Open question and answer activity to address general

questions and concerns.

Academic writing and Formative Feedback

Session 12 Assignment workshop and re-cap

Review of student progress on the assessment. Review of academic requirements and submission format. Individual student queries and questions

Session 13 Study week

Session 14 Final Assignment Submission

Page 4 of 4

Pearson Edexcel Standard Verifier (EE): Cheran Stevens Standard Verifier (EE) Visit Date: TBA Recommended Reading Bailey, S. (2011), Academic Writing – A Handbook for International Students, London, Routledge Burns, T. and Sinfield, S (2016), Essential Study Skills: The Complete Guide to Success at University, Los Angeles, SAGE. Leigh A and Maynard M. (2002), Leading Your Team: How to Involve and Inspire Teams, Nicholas Brealey Publishing Mullins J L (2007), Management and Organisational Behaviour, 8

th Edition, Financial Times/Prentice Hall

Roberts G. (2005), Recruitment and Selection - Developing Practice, 2

nd Edition, CIPD

Swales, J. M and Feak, C, B. (2012), Academic Writing for Graduate Students, Ann Abor, The University of Michigan. Journals Personnel Today (Reed Business Information) People Management (Chartered Institute of Personnel and Development) Management Today (Haymarket Business Media) European Management Journal (Elsevier) British library Harvard Business Review (Harvard Business Publishing) available in ICON library Journal of Business Strategy (Emerald) British Library Journal of Management Studies (John Wiley and Sons) available in ICON library Economist (available in ICON Library Websites: Pearson Resources: Student Portal: HN Global Please access HN Global for additional resources support and reading for this unit. For further guidance and support on presentation skills please refer to the Study Skills Unit on HN Global. Link to: https://www.highernationals.com/ www.thetimes100.co.uk Free materials and case studies www.cipd.co.uk Chartered Institute of Personnel and Development www.businessballs.com Businessballs - a free ethical learning and development resource. Free materials, articles and ideas for team roles and leadership www.belbin.com Belbin’s website with team role profiles www.acas.org.uk Advisory, Conciliation and Arbitration Service website with guidance on legal requirements for recruitment and selection

https://www.highernationals.com/

http://www.thetimes100.co.uk/

http://www.businessballs.com/

http://www.belbin.com/

http://www.acas.org.uk/

MAB_F2/Marketing Essentials/Module Booklet/Harvard_Referencing.pdf

@ICTM PAGE 1 OF 9

ICON COLLEGE OF TECHNOLOGY AND MANAGEMENT

Harvard Referencing and Citation Guidelines

Referencing:

This is a method used to demonstrate to the assessors that a learner has conducted a thorough

and appropriate literature search. Equally, referencing is an acknowledgement that you have

used the ideas and written material belonging to other authors in your own work. As with all

referencing styles, there are two parts: Citing and the Reference List.

Referencing list format:

points or numbering)

PRINTED/PUBLISHED SOURCES

Book: by one Author

@ICTM PAGE 2 OF 9

Reference List: Barker, R., Kirk, J. and Munday, R.J. (1988) Narrative analysis. 3rd ed. Bloomington: Indiana University Press. In text reference for the above examples:

Book: Translated Author (surname), Initials. (Year) Title of book. Translated from (language) by (name of translator) Place of publication: Publisher.

Canetti, E. (2001) The voices of Marrakesh: a record of a visit. Translated from German by J.A.Underwood. San Francisco: Arion.

Multiple Books by same Author published in the same year Author (surname), Initals.(Year a/b/c) Title of book. Place: Publisher.

Soros (1966a) mentioned in his …………… According to Soros (1966b) modern literature……….

@ICTM PAGE 3 OF 9

Chapter of edited book or Secondary reference for Book and Journal

When an author refers to another author’s work and the primary source is not available

References List:

N.B. You are advised that secondary referencing should be avoided wherever possible and you should always try to find the original work

Journal Articles

Boughton, J.M. (2002) The Bretton Woods proposal: an in-depth look. Political Science Quarterly, 42(6), pp.564-78.

Foreign Journal

Author (surname), initials. (Year) Title of article [square brackets] Journal title Edition Page number Language of translation (round brackets) References List:

Caballero, D. (2003) [Policing without borders] Cambi16. 1(668) pg. 24 (in Spanish)

Report

Author (surname), initials. (Year) Title of report (underline or italicise) Publisher Report code and number (in brackets) References List:

Dearing, R. (1996) Review of qualifications for 16 – 19 year olds: quality and rigour in A Level examinations. London: SCAA Publications (COM/96/467)

@ICTM PAGE 4 OF 9

Annual Report:

Corporate author, Year of publication. Full title of annual report (if available), Place of Publication: Publisher.

Hounsome, I. W. (2001) Factors affecting the design and performance of flexible ducts in trench reinstatements. Unpublished Ph.D. thesis. Napier University.

Newspaper

Article with author

Author (surname), initials. (Year) Article Title (underline or italicise) Name of Newspaper Date (day, month, year) Page number References List:

Ward, L. (2004) Diploma plan to reward lower and higher abilities. The Guardian.18th February, p.4.

Article without an author

Title of publication Year of publication (in brackets) Title of article (underline or italicise) Day and Month Page number References List:

The Guardian (2004) HSBC CEO has come down at last. 23rd November, p. 10.

@ICTM PAGE 5 OF 9

ELECTRONIC SOURCES

Electronic Book (e-book)

Author (surname), initials. (Year) Title of book (underline or italicise) Name of e-book supplier [Online] Available at: URL (Date accessed) References List:

Articles in Electronic Journal

Haliday, J. (2004) 'Ford dealers test custom cable ads', Advertising age,75 (42), pg. 6. Proquest [Online]. Available at: http://proquest.umi.com/ (Accessed: 23 November 2004).

Article in Internet Journal Database

Lloyd, J. (2001) Blessed are the pure in heart: globalisation. New Statesman, 23 April [Online]. Available at: http://www.findarticles.com/p/articles(Accessed: 23 November 2004).

Online Material in the Internet without Date

Author (surname), initials. (Year) Title of article (underline or italicise) [Online], issue [Online] Available at: URL of web page (Date accessed).

References List:

Lloyd, J. (No Date) Blessed are the pure in heart: globalisation [Online]. Available at: http://www.findarticles.com/p/articles (Accessed: 23 November 2004).

Online Material from Internet without Author’s Name

Name of the Organisation, (Year) Title of article (underline or italicise) [Online] Available at: URL of web page (Date accessed).

References List: Marks & Spencer (2010) Marks and Spencer’s Corporate Strategy [Online]. Available at: http://www.m&s.co.uk/corporate/ (Accessed: 23 November 2004)

@ICTM PAGE 6 OF 9

Images from the Internet

Author (surname), initials. (Year) Title of image (underline or italicise) [Online image] Available at: URL (Date accessed) References List:

Marshall, J. (2000) Cathedral clock. [Online image]. Available at: http://www.westminstercathedral.org.uk/art/art_cathclock.html (Accessed 23 November 2004).

OTHER SOURCES

Computer Programme

References List:

Sanders, B. and William, B. (2001) Java in 2 semesters. (version 2) [computer programme] Microsoft Inc. New York.

Atlas

As for books, using the title page to find the information

References List:

The times atlas of the world (2004) London: Times Books.

Video / Film

Title of programme/film (underline or italicise) Year of distribution (in brackets) Director [Videocassette] Place of distribution: distribution company

References List

All about Eve (1977) Directed by Joseph Mankiewiez [Film]. United States: Twentieth Century Fox.

@ICTM PAGE 7 OF 9

Television programme Title of programme (underline or italicise) Year of publication (in brackets) Name of channel Date of transmission (day/month/time)

References List

Coronation Street (2004) ITV1, 25 November. 19.00hrs.

Audiocassette/CD/DVD

Author (if available, if not use title first) Year of publication (in brackets) Title of recording (underline or italicise) [Audiocassette] Place of publication: publisher. References List

Buenos: world Spanish (1995) [Audiocassette or CD or DVD]. London: BBC Books.

QUOTATIONS AND CITING INSIDE THE TEXT

You can incorporate references and quotations in a number of ways. The following examples use the Harvard Referencing.

Short quotations of a sentence or two are enclosed with quotation marks (“…”) and included in the main text.

Short Quotation

In this example, you are making a direct quote. Up to two lines can be included in the body of the text and must include the page number.

Smith (2003, p. 11) states that “Harvard referencing has to be done accurately”

@ICTM PAGE 8 OF 9

Longer Quotation

This should be indented in a separate paragraph. If part of the quotation is omitted, then this can be indicated by three dots.

Citations (inside the text)  If the originator’s name occurs naturally in the sentence, the year of publication

should follow in brackets. Example

Smith (2003) found that…or, In a recent study Smith (2003) argued that…

 If the author’s name would not naturally be included in the sentence add the author’s

name and year of publication in brackets i.e. Example

Management theories have become much more diverse (Anderson, 1996)

 For publications by two authors:

Example

In a recent study (Smith & Jones, 2003) it was argued that…

 If you are referring to a particular page or section of a work and the author’s name

would naturally be included in the sentence the date and page numbers follow in brackets i.e.

Example

In a recent study Smith (1996, p.26) argued that….

@ICTM PAGE 9 OF 9

 If the author’s name will not normally be included in the sentence all information is given in brackets i.e.

Example

In a recent study (Smith, 1996, p.26) it was argued that…

 In cases where the name of the author cannot be identified, the item should be referred to by title:

Example

Figures in a recent survey (Tourism trends, 2003. p. 12) showed that…

 In cases where the date of an item cannot be identified, the item should be cited:

Example

The earliest report (Smith, no date, p. 231) showed that…

 If the author and date are unknown:

Example

 When you refer to a corporate publication e.g. a company report, use the Company

Name: Example

A survey (Tourism trends, no date) showed that…

The recession affected………..(Hanson Trust plc, 1990)

MAB_F2/Marketing Essentials/Module Booklet/Sample Marketing Plan.pdf

Sample Marketing Plan

1.0 Executive Summary

Mobile News Games LLC (MNG) develops mobile games relating to current news events. This marketing plan illustrates our market segments and the strategies we are employing to get customers and create a solid revenue stream. We are not just any mobile game developer. Our unique focus of creating games with a news twist gives us an advantage over our competitors by giving customers a new outlet to enjoy mobile games. This fills a read need of not just traditional gamers but expands our reach to people who would normally not play mobile games yet are amused by the comical angle we use.

We will fund development of our own games by providing consulting services to create similar games for corporations who are looking to create mobile games for promotional purposes. These consulting assignments will come from advertising sponsorship relationships that we will establish with companies who are interested in embedding their brand and offers inside our other games and would also like something more custom that they can offer as their own game. In the first 3 years of the business, we expect consulting to constitute a large portion of our revenue stream.

1.1 Vision

Our vision is to provide people with a brief escape of fun over the course of their normal day. We do this by providing them with timely interactive games that they can access on their mobile devices - games that are easy to play and have some connection with current pop culture news.

MNG leverages our team's software development experience to create timely games quickly. Our marketing challenge is to attract visibility quickly and we intend to accomplish this by leveraging a multi-pronged approach that involves social media, email marketing and search engine optimization strategies to gain market share. As we gain traction in the marketplace, word of mouth will lift our game downloads significantly.

1.2 Objectives

1. Generate over $400,000 in sales by the end of year 1.

2. Increase sales by 100% by the end of year 2.

3. Land 4 custom consulting game development projects within 12 months.

2.0 Target Markets

Our ideal customer is between the ages of 13 and 25 who enjoys playing video games and has a mobile phone that allows applications to be downloaded, such as the iPhone, Android or Blackberry. They often have an Xbox, Wii, Playstation or other TV-based video game unit at home. They may also have a portable gaming unit such as the DS/DSi and other portable gadgets such as an iPod.

Customers are typically single and male and own or have access to a home computer, PC or Mac. They have a wide range of disposable income. Some are teenagers living at home, others are college students or those who have joined the workforce in the last 5 years.

Our game design consulting customer is the VP of marketing or equivalent position of a medium to large organization who is looking for creative promotional methods for their products and services.

2.1 Market Definition and Segmentation

We target two segments: mobile game users and organizations that want to reach them. In both of these segments, customers are computer and mobile phone savvy and enjoy creative experiences.

1. Mobile Game Users

There are two types of customers that define the demographic of mobile gamers: teens (including pre-teens) and young adults, which for the purposes of this marketing plan will include teenagers age 18 and above as they are considered young adults by the general population as well as by the law. The primary difference between the two demographic segments is who provides the money for game purchases.

Free mobile games:

 We offer trimmed back versions of our games for free so that users can get a taste of the full game without committing any money up front.>

 Some features of free versions are disabled and advertising is displayed in some strategic locations within the game so that users are not bothered or distracted by the ads. For example, a

http://www.morebusiness.com/marketing-plan-pro

soda company may pay for a sponsorship and we might embed their name as a clickable (tappable) billboard that appears as if it is part of the game itself.

Paid mobile games:

 Our paid mobile games contain a broader set of features. The price range is between $1.99 and $4.99 in order to create very low price resistance for customers.

 Paid games are also monetized via clickable (tappable) ad sponsorships embedded within the games.

Games are available via instant download on their appropriate mobile platform (i.e., Apple's Appstore for the iPhone).

2. Organizations That Want to Reach Youth and Young Adults

Additionally, there is typically one type of customer who purchases custom mobile game development services: VP of Marketing or Chief Marketing Officer. Their intent is to promote their brand and products to the demographic that overlaps with mobile game users.

2.2 Target Market Segment Strategy

Our strategy focuses on developing an initial set of libraries containing game attributes that can be combined to create new games. Upon launching the first set of games, we will stay in regular contact with our customers via numerous online methods, including social media and email marketing. After creating these libraries and games, we will be able to market fast-turnaround consulting services to organizations who would like their own promotional games.

2.3 Target Market: Mobile Game Users

Our mobile games have a timely connection to current news events. We release new games within two weeks of major news stories. For example, if a politician is involved in a scandal, we can leverage one of our current game architectures and customize it with the names of people involved in the scandal and even make a comical interactive spoof out of events. If a celebrity makes a foolish comment, we access our library of features to put together a game that pokes fun at the celebrity. The mobile game user market enjoys interacting with games that give them a sense of power and excitement, allowing them in some way to live vicariously through the game.

2.3.1 Needs and Requirements

Mobile game users get tired of games quickly and are constantly looking for new games to play. With the plethora of news events always in circulation, we will target the news media so they discuss games related to the stories they are covering. The games we develop will target stories that are covered by the types of media outlets this demographic consumes.

The users in this segment also has limited financial capacity. Teens typically get their money to make game purchases from their parents, which can be in the form of gifts or allowances, or from low paying jobs. Older teens and young adults also have limited financial capacity yet choose to spend part of their disposable income on games as one of their sources of entertainment.

Very frequently, these customers talk to each other about which games they enjoy, including strategies for playing and winning. They also participate in online forums and discussion groups to gather tips and other information to help them play or to find new challenges. Additionally, they enjoy being listed as the "high score" when there is a public setting available for players. We intend to offer this public setting by allowing the customer to upload their score to our web site for each game. The highest scores will be posted, giving the player worldwide "bragging rights". As a result, the word of mouth potential for timely games is explosive.

2.3.2 Distribution Channels

iPhone games are distributed through the Appstore which is currently controlled by Apple. One of the obstacles we have to overcome is the speed with which Apple approves applications for downloading, which will be important for us since our games have a time sensitive nature to them as they will be popular as long as a news story is in circulation.

Google's Android offers an open source model so they will likely surpass the iPhone in the number of applications available soon. This also eliminates the need for review and allows us to post new applications quickly. As more applications come out for this device, it will gain marketshare. We want to be positioned so that we provide excellent games for this community.

Blackberry applications are controlled by Blackberry through Blackberry App World. Their users tend to be older and more focused on business uses for their mobile devices. Because of this, we will not focus our initial efforts on Blackberry. However, we do have the expertise to build Blackberry applications and will create custom games for this device for consulting clients who would like them.

2.3.3 Competitive Forces

There are many mobile game developers. However, few are actual companies. Most games are developed by one person who does not have the marketing savvy to integrate advertising sponsorships into their games as we have outlined in this marketing plan. Our unique twist on the types of games is also an advantage because we will not have to spend as much time and energy thinking of the game themes - the news of the day will provide that fodder so our efforts can be concentrated on developing that real-life story into a game.

2.3.4 Communications

We will leverage social media and word of mouth for the vast majority of our marketing using platforms such as Twitter, Facebook, Orkut and MySpace. These platforms are widely used by the customers in our demographic market. We will make announcements via regular tweets and updates to our fan page on Facebook.

The newsworthy component of our mobile games also makes it enticing for traditional media to publicize a game that is related to a current news story.

We will also use our email marketing list which is comprised of people who have expressed interest in knowing when we release new games. We have segmented our email list so that we can send appropriate emails to media and different ones to actual gamers, our customers.

2.3.5 Keys to Success

Each of our postings to social media sites will include a trackable link so we know how many people click on each post. Using online tools like link redirectors (i.e., bit.ly, tr.im and others), we can also see how many of readers and followers repost or forward such links. We will also include trackable links within our email marketing messages.

Those who click to find more information about a game will be directed to landing pages, which are web pages that contain more information about a specific game, including details and links to download the games. These landing pages will be optimized for search engines (we have SEO, search engine optimization, expertise) so that when Internet users search on various keywords, our pages will rank highly in their search results.

Using online analytics tools, we will be able to see how many people click on various links in our media campaigns to go to the landing pages and how many click to download each game. However, online clicks cannot track users who use their mobile phone to download the apps directly, which may comprise the bulk of our downloads. For those, tracking of downloads is provided by the platform such as Appstore.

2.4 Target Market: Organizations Who Want to Reach Youth and Young Adults

Mobile game users consist of young people. Since the youth and young adult demographic is so large, it is also very lucrative. There are countless products targeting this demographic, from soda manufacturers to clothing designers to hair product companies. This segment can also consist of recruiters, which can be for military service or other jobs. Companies who already spend millions of dollars on marketing to this group are regularly looking for newer, more creative ways to reach this market to reinforce their brand and sell products.

2.4.1 Needs and Requirements

Organizations who want to reach males (and females, though it is a smaller proportion of our defined customer base) between 13 and 25 realize that this group has a lot of spending power. This age group is not yet used to saving money so they typically spend a lot of what they earn. Vice Presidents and Chief Marketing Officers of these organizations want to reach this market early and need to do so in catchy, creative ways.

Much to the dismay of an older generation, teens and young adults are reading less and spending more time in front of a screen, whether it be television, a computer or a mobile phone with a variety of applications. The VP or CMO needs to reach their target market where they hang out. They typically have large budgets to spend on marketing and are not afraid to try new things, as long as they show results.

The typical tenure of a VP or CMO is about 3 years so there is a good deal of industry churn. This is a good thing for us in the sense that when a senior executive like this leaves to go to another company and they have had a good experience with our products and services, they are likely to hire us to create similar results for them in their new position.

Our job is to make them look good to their superiors by getting them more entrenched with the demographic they are trying to reach.

2.4.2 Distribution Channels

Reaching senior marketing executives is typically done through a variety of means. Since we have limited resources and need to manage our finances very effectively, we will focus on two: advertising and networking. The advertising will primarily be online via search engine ads so we can see the results within days instead of not knowing whether a print ad has any effect. We have identified 4 trade shows and 3 conferences that these executives typically attend over the course of a year. Part of our marketing plan is to attend these events to network with these potential buyers. We also will submit responses to calls for papers to be speakers at some of the events when possible.

2.4.3 Competitive Forces

As with the mobile game user segment, there are a lot of software developers targeting organizations to build custom games. Some are developing games overseas at lower costs. Even some of the larger domestic companies outsource portions of their game development. In order to keep up with pricing pressures, we have established ties with two overseas organizations to help us with game development. That will enable our domestic staff to focus on marketing and on project management as we release new games and create the game component libraries.

2.4.4 Communications

To get these high level executives, we will develop an online ad campaign with landing pages containing lead generation forms that visitors can fill out to get whitepapers on using mobile gaming to attract customers. Our white papers will include the concept of embedding advertising within the games as well as examples of custom games created just for a specific organization.

We also will network at major trade shows and conferences, including obtaining speaking engagements where we can discuss case studies to expose our concepts and strategies to the right level of buyer.

2.4.5 Keys to Success

The primary key to success is to be able to show case studies in which other companies leveraged the power of mobile games to reach their market. This can be tracked using metrics such as the number of times a gamer clicked on an ad embedded into a game, the number of times a custom game was downloaded or an increase in sales of the product being promoted. Success can also be tracked by industry buzz.

For example, fast food chain Burger King created a Facebook application that allowed users to earn points for "unfriending" one of their friends. The application would show the image of the friend burning. Upon burning 10 friends, the user would be entitled to a free burger. Word of this application spread very quickly and quite a few Facebook users enjoyed participating. This campaign did two things: generated traffic into restaurants and generated a tremendous amount of media buzz. It cost significantly less than a paid advertising campaign involving television time purchases.

3.0 Marketing Plan Strategy

Gamers like to share notes with other gamers. On our web site, we will create a forum where people can post and respond to comments freely as well as offer suggestions for new games.

Forums will require registration and users who post more frequently will be rewarded with a special tag, a gold star, next to their avatar to show other users that they are a "super contributor" to the forums. For our demographic, this is a badge of honor that they try to attain proudly.

3.1 Emphasize Creativity, Service and Speed to Market

Since our games will be tied to current news events, we will emphasize our focus on creativity along with spectacular service and speed of development for our consulting clients. It is important for us to get to market quickly in order to capitalize on the news event that is associated with the game. The longer the delay between game conception and game release, the less the penetration of that game.

3.2 Emphasize Fun

Our goal is to establish a reputation for games that poke fun at what many would consider humerous or ridiculous actions by well-known people. Each game will contain a link to our web site where users can find out about more games and subscribe to our email list and follow us on Twitter and Facebook.

Additionally, to help promote games via word of mouth, each game has the option to notify a friend. So, a user can send a text message to a friend instantly to share their excitement or recommendation about the game.

4.0 Expense Budget Summary

Marketing expenses are mostly for staff required to do the marketing activities listed. The vast majority of the software tools needed to implement the activities, such as analytics and landing page creation, are available for free. The exceptions to this are for specific tools like email marketing and forums.

4.1 Expense Budget by Month - Year 1

We do not expect an increase in marketing staff requirements during year 1 because one person can actually do a lot of these activities. Once they have put marketing plan processes into place, the marketing activities upkeep becomes easier and can be handled by junior staff. Below is a breakdown of marketing expenses by month for year 1.

4.2 Expense Budget by Year

We anticipate second and third year marketing expenses to increase, again mostly for covering the cost of additional staff to help facilitate the additional requirements for marketing activities. We expect sales and marketing expenses to be around 15% of total sales.

Table: Marketing Expense Budget

5.0 Sales Forecast

Sales will come from three sources:

1. Game downloads - this includes free and paid downloads. The free downloads are monetized from embedded advertising sponsorships

2. Embedded Advertising Sponsorships - ads embedded in both free and paid games

3. Custom games developed for companies - this would be consulting projects to develop iPhone, Blackberry and Android promotional games

Sales costs relate to the fees charged by our channel partners for carrying the games, such as Appstore, or for our estimated costs for staff to sell ad sponsorships or develop custom games.

5.1 Sales Forecast by Month - Year 1

Below is our first year's sales forecast broken down by product type, estimated unit pricing and costs:

6.0 Progress Measurement and Monitoring

In order to make sure that we are on track, we have created a variety of key metrics that we will measure on a regular basis. These may require adjustments and fine tuning as we progress. They are our best estimates based on currently available market research.

6.1 Key Marketing Metrics

We estimate that 1 of every 10 people who visit the landing page or see a tweet or Facebook post will download a game. Other metrics include the average sale price estimated based on paid downloads as well as sales of advertising sponsorships and custom game development.

Table: Key Marketing Metrics

Below is a breakdown of key marketing metrics measured by month for year 1:

6.2 Other Success Metrics

Other key metrics we will measure to monitor our success are as follows:

 Number of speaking engagements

 Five star game reviews

 Industry awards

 Number of games developed

 Number of game feature libraries created

 Number of deals with channel partners

 Email list size

We will also pay attention to the number of tweets we make and the number of followers on Twitter as well as the number of Facebook fans we get. Below is a breakdown of other success metrics by month for year 1:

7.0 Marketing Organization

Mobile News Games is a small company with very focused aspirations. Our team is comprised of two unique individuals who have a solid background in mobile communications and marketing. Together with a team of local and international software development staff, we are able to bring to market a wide array of unique mobile games that provide an experience that other gaming companies do not.

Bill Philips, President, oversees the general management, including game development, of MNG. Prior to forming the company, he was Vice President of Products at a major wireless telecommunications provider for 5 years. He is also a member of the Mobile Marketing Association.

Donna Paster, VP Marketing, is responsible for all areas of marketing. She co-founded MNG with Bill Philips. Donna's prior experience includes developing the key marketing plan that launched several mobile versions of games for a large video game producer. Donna will be assisted by 2 marketing interns hired from local universities as co-op students throughout the year. These students will handle the more routine aspects of the marketing efforts while Donna focuses on the key strategic relationships.

http://www.morebusiness.com/templates_worksheets/bplans/printpre.brc (22/4/17)

http://www.morebusiness.com/templates_worksheets/bplans/printpre.brc

MAB_F2/Marketing Essentials/Module Booklet/Unit 2 Marketing Essentials Assignment Brief Feb 2018 - GZ.pdf

ICON COLLEGE OF TECHNOLOGY AND MANAGEMENT Pearson BTEC HND in Business (RQF)

Unit 2 Marketing Essentials

Session: February 2018

Programme title TNA67 Pearson BTEC HND in Business

Unit number and title Unit 2 Marketing Essentials

Unit Type Core

Unit Level and Credit Value Level 4 15 Credit

Assessor (s) Dr Moshahid Rahman, Mr Anthony Dilleen, Mr Christopher Ngwasiri,

Issue Date 3 March 2018

Final assignment submission deadline

11-16 June 2018

Late submission deadline

18-23 June 2018

Resubmission deadline TBA

Feedback

Formative feedback will be available in class during the semester.

Final feedback will be available within 2 weeks of the assignment submission date.

General Guidelines

 The work you submit must be in your own words. If you use a quote or an illustration from somewhere you must give the source.

 Include a list of references at the end of your document. You must give all your sources of information.

 Make sure your work is clearly presented and that you use correct grammar.

 Wherever possible use a word processor and its “spell-checker”.

Internal verifier Dr Gilbert Zvobgo

Signature (IV of the brief) *

gilbert@iconcollege.ac.uk Date 1/3/18

mailto:gilbert@iconcollege.ac.uk

Assignment Brief – continued

ICON College of Technology and Management Pearson BTEC HND in Business (RQF)

Unit 2: Marketing Essentials (L4) Session: February 2018

Coursework Recommended Word limit: 3,000–4,000 (LO1: 1,500–2,000, LO2: 1,000–1,500)

This Unit will be assessed by assignment You are strongly advised to read “Preparation guidelines of the Coursework Document” before answering your assignment. ASSIGNMENT

Assignment Context and Business Scenario

You are applying for the role of Marketing Manager within a UK-based organisation of

your choice (subject to the approval by your tutor) and as part of the interview process

you are required to discuss the concept of marketing as well as its role within the

organisation. Further to this you will have to explain how marketing interrelates with other

functions within the business.

Assignment Brief – continued

What you must do

The following tasks are required to be carried out: LO1 Explain the role of marketing and how it interrelates with other functional units of an organisation. You are applying for the role of Marketing Manager within a UK-based organisatiopn of your choice and as part of the interview process you are required to discuss the concept of marketing as well as its role within the organisation. Further to this you will have to explain how marketing interrelates with other functions within the business. LO1 Using examples from your chosen organisation, explain the key roles and responsibilities of the marketing function how roles and responsibilities of marketing relate to the wider organisational context [P1, P2]. To achieve M1, you should analyse the roles and responsibilities of marketing in the context of the marketing environment of your chosen organisation.

To achieve M2, you should analyse the significance of the interrelationships between marketing and other functional units of your chosen organisation. To achieve D1, you should critically analyse and evaluate the key elements of the marketing function and how they interrelate with other functional units of your chosen organisation. (NB: To obtain D1 you must meet both M1 and M2 criteria).

Following your application for the position of a Marketing Manager, you have now been

appointed a new Marketing Manager for your chosen organization. The first objective set

for you is to research the competition and produce a marketing plan based on your

findings. This assignment has two parts (LO2 and LO3):

LO2 Compare ways in which organisations use elements of the marketing mix

(7Ps) to achieve overall business objectives

Using your chosen organisation and another organisation, compare how organisations use the various elements of the 7Ps marketing mix in the marketing planning process to achieve business objectives. This will be submitted as a briefing paper for the marketing team. [P3]. To achieve M3, you should evaluate different tactics applied by organisations to demonstrate how business objectives have been achieved. LO3 Develop and evaluate a basic marketing plan. (NB: A marketing plan template is available in the VLE, but it is not mandatory to use this). Using your chosen organisation, produce and evaluate a basic marketing plan to meet

marketing goals and objectives. The marketing plan should include all elements of the 7Ps

marketing mix, with an action plan and measures for monitoring and evaluating progress and

meeting of your chosen organisation’s goals and objectives [P4].

To achieve M4, you should produce a detailed, coherent evidence-based marketing plan for your chosen organisation.

Assignment Brief – continued

To achieve D2, you should design a strategic marketing plan that tactically applies the use of the 7Ps to achieve overall marketing objectives. (NB: To obtain D2 you must meet both M3 and M4 criteria).

Grading Criteria

Learning Outcome Pass Merit Distinction

LO1 Explain the role of marketing and how it interrelates with other functional units of an organisation.

P1 Explain the key roles and responsibilities of the marketing function.

P2 Explain how roles and responsibilities of marketing relate to the wider organisational context.

M1 Analyse the roles and responsibilities of marketing in the context of the marketing environment.

M2 Analyse the significance of interrelationships between marketing and other functional units of the organisation

D1 Critically analyse and evaluate the key elements of the marketing function and how they interrelate with other functional units of an organisation.

LO2 Compare ways in which organisations use elements of the marketing mix (7Ps) to achieve overall business objectives

P3 Compare the ways in which different organisations apply the marketing mix to the marketing planning process to achieve business objectives.

M3 Evaluate different tactics applied by organisations to demonstrate how business objectives have been achieved.

D2 Design a strategic marketing plan that tactically applies the use of the 7Ps to achieve overall marketing objectives.

LO3 Develop and evaluate a basic marketing plan.

P4 Produce and evaluate a basic marketing plan for an organisation.

M4 Produce a detailed, coherent evidence- based marketing plan for an organisation.

Relevant Information Guide to student 1. Preparation guidelines of the Coursework Document

referencing system. g. You should provide references using the Harvard referencing system (including the Power

Point Presentations). h. Do not use Wikipedia as a reference.

Assignment Brief – continued

Collusion is copying another student’s coursework; stealing coursework from another student and submitting it as your own work. Suspected plagiarism or collusion will be investigated and if found to have occurred will be dealt with according to the College procedure. (For details on Plagiarism & Collusion please see the Student Handbook)

3. Submission

a. Initial submission of coursework to the tutors is compulsory in each unit of the course. b. Student must check their assignments on ICON VLE with plagiarism software Turnitin to

c. All Final coursework must be submitted to the Final submission point into the unit (not to the Tutor). A student would be allowed to submit only once and that is the final submission.

d. Any computer files generated such as program code (software), graphic files that form part of the coursework must be submitted as an attachment to the assignment with all documentation.

e. Any portfolio for a unit must be submitted as a hardcopy to the Examination Office. f. The student must attach a tutor’s comment in between the cover page and the answer in the

case of Resubmission. 4. Good practice

a. Make backup of your work in different media (hard disk, memory stick, etc.) to avoid distress due to loss or damage of your original copy.

5. Extension and Late Submission and Resubmission

b. Late submission will be accepted and marked according to the College procedure. It is noted that late submission may not be graded for Merit and Distinction.

c. All Late coursework must be submitted to the Late submission point into the unit (not to the Tutor). A student would be allowed to submit only once and that is the final submission.

6. Submission deadlines

Submission deadlines Online to the ICON College VLE Final Submission date: 11-16 June 2018 Late Submission date: 18-23 June 2018

Assignment Brief – continued

Glossary:

Analyse: Break an issue or topic into smaller parts by looking in depth at each part. Support each part with arguments and evidence for and against (Pros and cons). Break something down into its components; examine factors methodically and in detail to recognise patterns by applying concepts and making connections to predict consequences. Apply: Use a particular method/technique to solve a problem Critically Evaluate/Analyse: When you critically evaluate you look at the arguments for and against an issue. You look at the strengths and weaknesses of the arguments. Compare: Estimate, measure or note the similarity or dissimilarity between one thing and another…(compare something to) draw an analogy between one thing and another for the purpose of explanation or clarification. Determine: Find a solution by argument, making clear your reasoning (e.g., determine the type of event that has occurred, based on the data provided”) (application) or “Determine the most appropriate course of action for the company, within the given constraints” (higher order skills). Design: Create a plan, proposal or outline to illustrate a straightforward concept or idea. Develop: Progress/expand/initialise from a starting point Evaluate: Examine in detail the meaning or essential features of a theme, topic or situation; break something down into its components; examine factors methodically and in detail, identify separate factors, say how they are related and how each one contributes to the topic to make reasoned judgements and conclusions. Review the information then bring it together to form a conclusion. Explain: When you explain you must say why it is important or not important. Clarify a topic by giving a detailed account as to how and why it occurs, or what is meant by the use of this term in a particular context. Produce: To bring to existence. Give rise to by intellectual or creative ability: to make or manufacture.

MAB_F2/Marketing Essentials/Module Booklet/Unit 2 Marketing Essentials SoW - Feb 18.pdf

Page 1 of 5

ICON COLLEGE OF TECHNOLOGY AND MANAGEMENT

Pearson BTEC HND in Business (RQF) Unit 2 Marketing Essentials

Scheme of Work Session: February 2018

Course Code TNA67: PEARSON BTEC HND in Business (RQF)

Scheme of Work

This unit is aimed at achieving the following learning outcomes: LO1: Explain the role of marketing and how it interrelates with other functional units of an

organisation. LO2: Compare ways in which organisations use elements of the marketing mix (7Ps)

to achieve overall business objectives. LO3: Develop and evaluate a basic marketing plan.

Programme Title: TN67 Pearson BTEC in Business

Unit number and Title Unit 2 Marketing Essentials

Unit Type Core

Unit Level and Credit Value Level 4 15 Credit

Sessions Learning Outcomes Session Activities

Session1 Lecture 2 hours Tutorial 2 hours

LO1: To introduce the Unit’s content and the Unit assessment

Introduction to the Unit learning outcome, Syllabus, and assignment briefing Reading, Academic Skill, citation and referencing, group formation.

Session 2 Lecture 2 hours Tutorial 2 hours

LO1: Explain the role of marketing and how it interrelates with other functional units of an organisation Topics: Definitions and the marketing concept The role of marketing

Definitions of marketing and the nature of marketing. The development of the marketing concept, including current and future trends. How the external environment influences and impacts upon marketing activity. The structure and operations of marketing departments. Overview of marketing processes that include analysis,

strategic planning and the marketing mix. The different roles of marketing within both a B2C and B2B context. Sample activities:

Question and answer activity on marketing process

Group activity – Different types of marketing concepts

Group activity – different roles of marketing within both a B2C and B2B context.

Session 3: Lecture 2 hours Tutorial 2 hours

LO1: Explain the role of marketing and how it interrelates with other functional units of an organisation Topic: The interrelationships of functional units

Marketing as a business function. The different roles of business units and the interrelationships between these functional units and marketing. Sample activities: Group activity - each group explains the different roles of business units and the interrelationships between these functional units and marketing.

Page 2 of 5

Class discussion – What is the importance of the marketing function in an organisation?

Session 4: Lecture 2 hours Tutorial 2 hours

LO2: Compare ways in which organisations use elements of the marketing mix (7Ps) to achieve overall business objectives Topic: The 7Ps marketing mix

Product: Differences between products and services,

importance of brands, product development and

product lifestyle. Price: Pricing context, pricing strategies and tactics. Place: Channel management, supply chain management and logistics. Promotion: Integrated communication mix and promotional tools. Group exercise on the use of the marketing mix to achieve overall business objectives

Brief tutor-led overview of assessment requirements.

Open question and answer activity to address

general questions and concerns.

Academic writing and a review of academic requirements and submission format. Formative Feedback

Session 5: Lecture 2 hours Tutorial 2 hours

LO2: Compare ways in which organisations use elements of the marketing mix (7Ps) to achieve overall business objectives Topic: The 7Ps marketing mix: The additional 3Ps

People: The different roles of ‘people’ in marketing,

including customer interfacing and support personnel.

The different skills, attitudes and behaviour of people

delivering the product or service to customers. Physical evidence: The tangible aspects of service

delivery − visual, aural and olfactory elements. Process: Systems and processes involved in delivering a consistent service. Different types of processes used to expedite the marketing function Group activity – Discussion of the importance of the additional 3Ps in achieving overall business objectives

Session 6 Lecture 2 hours Tutorial 2 hours

LO2: Compare ways in which organisations use elements of the marketing mix (7Ps) to achieve overall business objectives Topic: Achieving overall business objectives

The shift from the 4Ps to the 7Ps and the

significance of the extended marketing mix. An overview of the marketing planning process (Analysis, Planning, Implementation and Control) and marketing strategy Sample activities: Question and answer activity based on group work on the significance of the extended marketing mix. Group work – Discussion of the importance of a marketing planning

Session 7 Lecture 2 hours Tutorial 2 hours

LO3: Develop and evaluate a basic marketing plan Topic: Marketing planning

The importance and value of marketing plans. The links between marketing plans, marketing objectives and marketing strategies. Sample activities: Question and answer activity – what are the strengths weaknesses of marketing plan? Discussion on the importance of marketing plans, marketing objectives and marketing strategies

Session 8: Lecture 2 hours Tutorial 2 hours

LO3: Develop and evaluate a basic marketing plan Topic: Marketing planning

Evaluating and monitoring marketing plans using appropriate control and evaluation techniques such as sales analysis, market-share analysis, efficiency ratios and cost-profitability analysis. Sample activities: Question and answer based on the importance of evaluating a marketing plan

Page 3 of 5

Group discussion – What are the advantages and disadvantages of the evaluation techniques such as sales analysis, market-share analysis, efficiency ratios and cost-profitability analysis

Brief tutor-led overview of assessment requirements.

Open question and answer activity to address

general questions and concerns.

Academic writing and a review of academic requirements and submission format. Formative Feedback

Session 9: Lecture 2 hours Tutorial 2 hours

LO3: Develop and evaluate a basic marketing plan Topic: Structure and development of marketing plans

Market segmentation and target market selection Sample activities: Pair work – Importance of segmentation Group activity – Discuss segmentation strategies Class discussion – What are the advantages and disadvantages of market segmentation?

Session 10 Lecture 2 hours Tutorial 2 hours

LO3: Develop and evaluate a basic marketing plan Topic: Marketing planning

Setting goals and objectives, situational analysis tools and techniques, creating a marketing strategy and allocation of resources and monitoring and control measures Sample activities: Pair work – Importance of organisational setting objectives Group activity – Create a marketing strategy and allocation of resources. Highlight implementation problems.

Brief tutor-led overview of assessment requirements.

Open question and answer activity to address

general questions and concerns.

Academic writing and a review of academic requirements and submission format. Formative Feedback

Session 11 Lecture 2 hours Tutorial 2 hours

Revision Session Reserve class to cover any missing class or Revision lecture

Session 12 Presentations

Study week

Session 13 Study week

Session 14 Final Assignment Submission

Page 4 of 5

Pearson Edexcel Standard Verifier (EE) Cheran Stevens Standard Verifier (EE): Visit Date: TBA Recommended Reading Text Books: Bailey, S. (2011), Academic Writing – A Handbook for International Students, London, Routledge Brassington, F. and Pettitt, S. (2012) Essentials of Marketing. 3rd Ed. Harlow: Pearson. Burns, T. and Sinfield, S (2016), Essential Study Skills: The Complete Guide to Success at University, Los Angeles, SAGE. Groucutt, J. and Hopkins, C. (2015) Marketing (Business Briefings). London: Palgrave Macmillan. Jobber, D. and Chadwick, F. (2012) Principles and Practice of Marketing. 7th Ed. Maidenhead: McGraw- Hill. Kotler, P. and Armstrong, G. (2013) Principles of Marketing. London: Prentice Hall. McDonald, M. and Wilson, H. (2011) Marketing Plans: How to Prepare Them, How to Use Them. 7th Ed. Chichester: John Riley and Sons. Swales, J. M and Feak, C, B. (2012), Academic Writing for Graduate Students, Ann Abor, The University of Michigan. Journals Journal of Marketing (available in ICON Library) Harvard Business Review (available in ICON Library) Websites American Marketing Association www.ama.org Chartered Institute of Marketing (UK) www.cim.co.uk Write a Simple Marketing Plan https://www.entrepreneur.com/article/60000 Free Marketing samples http://www.mplans.com/sample-marketing-plans.php#.WPQb0dLyuUl News Papers The Financial Times Business http://www.ft.com/home/uk Evening Standard Business http://www.standard.co.uk/business/ CITY A.M. Business http://www.cityam.com/ Websites:

http://www.ama.org/

http://www.cim.co.uk/

https://www.entrepreneur.com/article/60000

http://www.mplans.com/sample-marketing-plans.php#.WPQb0dLyuUl

http://www.ft.com/home/uk

http://www.standard.co.uk/business/

http://www.cityam.com/

Page 5 of 5

Pearson Resources: Student Portal: HN Global Please access HN Global for additional resources support and reading for this unit. For further guidance and support on presentation skills please refer to the Study Skills Unit on HN Global. Link to: https://www.highernationals.com/

https://www.highernationals.com/