Assignment l6

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OTHM LEVEL 6 DIPLOMA IN BUSINESS MANAGEMENT | ASSIGNMENT BRIEFS

Assignment Briefs OTHM Level 6 Diploma in Business Management Qualification Number: 603/2179/9 | September 2021

OTHM LEVEL 6 DIPLOMA IN BUSINESS MANAGEMENT | ASSIGNMENT BRIEFS

TABLE OF CONTENTS

ASSESSMENT GUIDANCE FOR CRITERION REFERENCED MARKING. ......................... 3 LEADERSHIP AND PEOPLE MANAGEMENT ..................................................................... 5 BUSINESS RESEARCH PROJECT ...................................................................................... 8 OPERATIONS MANAGEMENT .......................................................................................... 11 FINANCIAL DECISION MAKING ........................................................................................ 14 SUSTAINABLE BUSINESS PRACTICES ........................................................................... 21 STRATEGIC HUMAN RESOURCE MANAGEMENT .......................................................... 27

OTHM LEVEL 6 DIPLOMA IN BUSINESS MANAGEMENT | ASSIGNMENT BRIEFS

Assessment guidance for criterion referenced marking. The assessment grading criteria characterises the level of complexity and demand expected of students at each level of qualification. Please note that these are generic descriptors which apply mainly, though not exclusively, to written academic work. Any further unit-specific assessment criteria, such as number of words, should be clearly stated in each individual assignment brief.

Result. Level 3 Level 4 Level 5 Level 6 Level 7 Pass Detailed answers to all

parts of the questions or tasks. Clearly structured and focused, demonstrating overall coherence and in-depth understanding of the unit content and assessment requirements. Evidence of the use of independently sourced material, well applied in all contexts. Very few errors in grammar as appropriate.

Detailed response to all relevant parts of the questions or tasks, with evidence of clear understanding of the issues. Well-structured with evidence of independent reading supporting the argument. Clear evidence of a range of independently sourced material, well applied in all contexts. Very few errors in referencing or grammar or syntax as appropriate.

Very full, independent response to the assignment, applying relevant material well beyond any module input, demonstrating independent study. Excellent understanding and application of relevant theory, concepts and models. Very clear logical structure. Very few errors in referencing or grammar or syntax as appropriate.

Excellent links between relevant ideas, theories and practice. Evidence of independent learning and the ability to engage critically and analytically with a wide range of contextually relevant resource material. Demonstration of original insights supported by well- structured overall argument. Very few errors in referencing or grammar or syntax as appropriate.

The work demonstrates engagement in an academic debate which presents clear evidence of a considered understanding of the topics studied. There is evidence of clear synthesis of theoretical issues and practice. A critical analysis of theoretical models and/or practical applications has resulted in originality.

Very few errors in referencing or grammar or syntax as appropriate.

OTHM LEVEL 6 DIPLOMA IN BUSINESS MANAGEMENT | ASSIGNMENT BRIEFS

Fail Little attempt to engage with assignment brief.

Learning outcomes not fully met.

Inadequate demonstration of knowledge or understanding of key concepts, theories or practice.

Little attempt to engage with assignment brief.

Learning outcomes not fully met.

Inadequate demonstration of knowledge or understanding of key concepts, theories or practice.

Little attempt to engage with assignment brief.

Learning outcomes not fully met.

Inadequate demonstration of knowledge or understanding of key concepts, theories or practice.

Little attempt to engage with assignment brief.

Learning outcomes not fully met.

Inadequate demonstration of knowledge or understanding of key concepts, theories or practice.

Whilst some of the characteristics of a pass have been demonstrated, the work does not address each of the outcomes for the specified assessment task. The work may be an overly descriptive account demonstrating minimal interpretation, and there is very limited evidence of analysis, synthesis or evaluation. No counterarguments or alternative frames of reference are generated or considered.

OTHM LEVEL 6 DIPLOMA IN BUSINESS MANAGEMENT | ASSIGNMENT BRIEFS

LEADERSHIP AND PEOPLE MANAGEMENT Unit Title Leadership and People Management

Unit Reference Number H/616/2734

Unit Level Level 6

Assessor

Date issued

Hand in Date

Unit Grading Structure Pass

Assessment Guidance To achieve this unit, learners must achieve the learning outcomes and meet the standards specified by all assessment criteria for the unit.

LO LO Description AC AC Description 1 Understand theories of

leadership and people management.

1.1 Assess the skills and attributes needed for leadership.

1.2 Evaluate the differences between leadership and management.

1.3 Compare and contrast leadership styles for different management positions.

2 Be able to assess ways to improve motivation and performance by applying leadership skills.

2.1 Evaluate ways to motivate staff to achieve organisational objectives.

2.2 Assess the link between motivational theories and reward.

2.3 Assess the effectiveness of reward systems in different types of organisations.

2.4 Evaluate the methods employers use to monitor employee engagement and performance.

3 Be able to plan and carry out assessment of individual work performance and development.

3.1 Analyse the factors involved in planning the monitoring and assessment of work performance.

3.2 Plan and deliver the assessment of the development needs of individuals.

3.3 Evaluate the success of the assessment process. 4 Be able to analyse team

dynamics and its importance in achieving organisational goals.

4.1 Evaluate the benefits of team-working for an organisation.

4.2 Analyse ways in which managers can resolve conflicts within a team to achieve organisational goals.

4.3 Review the effectiveness of the team dynamics in achieving specified goals.

OTHM LEVEL 6 DIPLOMA IN BUSINESS MANAGEMENT | ASSIGNMENT BRIEFS

Scenario You are a professional blogger working for Leadership and Management Magazine. You have been tasked to write several blog entries. Task 1 of 4 Blog Post 1 (ACs 1.1, 1.2 & 1.3) Instructions Your fist blog post should be titled “Leadership” and contain the following:

• With reference to 2 or more business leaders (past or present), examine the Knowledge, Skills and Attributes (KSA) of a leader, classifying them between management and leadership.

• Provide 3 real-life examples of different type of leadership styles that were used in different situations (successful or not) and reflect on whether a different leadership style would have been more appropriate.

Delivery and Submission

• 1x Blog Post (750 words) excluding diagrams, references, and appendices. Task 2 of 4 Blog post 2 (ACs 2.1, 2.2, 2.3 & 2.4) Instructions Your next blog post should be titled “Motivation” and contain the following:

• Describe the reward systems in place in 2 organisations of your choice and compare them with the motivational theories of Maslow, McClelland and Vroom.

• Explain how these 2 organisations measure engagement and motivation and reflect on whether the reward systems are effective.

• Suggests ways to motivate staff. Delivery and Submission

• 1x Blog Post (750 words) excluding diagrams, references, and appendices. Task 3 of 4 Blog post 3 (ACs 4.1, 4.2 & 4.3) Instructions Your next blog post should be titled “Teamwork”. With reference to one or more of your experience working in a team and reference to theory:

• Consider the benefits of team working • Explain what working in a team meant for you and the others in the team • Evaluate the effectiveness of the team

Delivery and Submission

• 1x Blog Post (1000 words) excluding diagrams, references, and appendices.

Task 4 of 4 Blog post 4 (ACs 3.1, 3.2 & 3.3) Instructions With reference to an organisation of your choice (either using your own experience of the experience of someone you know):

• Describe the process of performance appraisal of the organisation • Evaluate its usefulness and its success • Consider the factors involved in planning a performance management system and

propose a new appraisal process (including forms)

OTHM LEVEL 6 DIPLOMA IN BUSINESS MANAGEMENT | ASSIGNMENT BRIEFS

Delivery and Submission • 1x Blog Post (1000 words) excluding diagrams, references, and appendices.

Referencing:

• You should use and cite a range of academic and reliable sources. • A comprehensive Harvard style reference list must be included at the end of the

work.

OTHM LEVEL 6 DIPLOMA IN BUSINESS MANAGEMENT | ASSIGNMENT BRIEFS

BUSINESS RESEARCH PROJECT Unit Title Business Project

Unit Reference Number K/616/2735

Unit Level Level 6

Assessor

Date issued

Hand in Date

Unit Grading Structure Pass

Assessment Guidance To achieve this unit, learners must achieve the learning outcomes and meet the standards specified by all assessment criteria for the unit.

LO LO Description AC AC Description 1 Be able to propose a

research project in a business and management context.

1.1 Assess the factors that contribute to the process of research project selection.

1.2 Formulate and record possible research project outlines and specifications.

1.3 Develop research questions or hypothesis with rationale.

1.4 Clarify resources efficiently for the research question or hypothesis.

1.5 Create an agreed SMART timeframe for completion of the research.

2 Be able to prepare a research plan and conduct a literature review.

2.1 Critically appraise literature relevant to the chosen research context.

2.2 Evaluate research methodologies and provide a rationale for a chosen research methodology.

2.3 Evaluate data collection methods and provide a rationale for chosen data collection methods.

2.4 Produce a research proposal. 3 Be able to carry out

research according to the chosen research specification.

3.1 Carry out the proposed research investigation in accordance with the research specification.

3.2 Collect and present relevant data as outlined by the research specification.

3.3 Interpret and analyse the results in relation to the research specification.

4 Be able to evaluate research and present results and conclusion.

4.1 Use appropriate research evaluation techniques to justify the validity of the research.

4.2 Make recommendations, justifying areas for further consideration.

4.3 Present the outcomes of the research to an audience using appropriate media.

OTHM LEVEL 6 DIPLOMA IN BUSINESS MANAGEMENT | ASSIGNMENT BRIEFS

Scenario There is no scenario for this assignment. Instead, you must conduct an independent research project investigating an area of interest to you within the business context. You could select any subject related to business (e.g. Finance, HR, Project Management, CSR, etc.) Please check with your tutor that your choice is appropriate. Task 1 of 2 Research Project Proposal and Plan (ACs 1.1, 1.2, 1.3,1.4, 1.5, 2.1, 2.2, 2.3 & 2.4) Instructions In this task, you will need to produce a research project specification in which you:

1. Identify the aim and objectives of your research 2. Identify factors that contribute to the process of research project selection 3. Review key literature around the subject area 4. Explain and justify your research methods 5. Provide a Gantt Chart providing a timeframe for completion of your research proposal

Delivery and Submission

• A completed research proposal document with a Research Project plan (1000 words) excluding diagrams, references, and appendices.

Task 2 Research Report (ACs 1.3, 3.1, 3.2, 5.1, 5.2 & 5.3) Instructions In this task you will need to produce a research report that:

1. Undertake your research and record data accordingly 2. Present, interpret and analyse the data. 3. Make appropriate conclusions 4. Make recommendations and justify areas for further consideration

Delivery and Submission

• A Research report (2500 words) excluding diagrams, references, and appendices.

It is recommended that you structure your report as follow: o Abstract o Table of Content o Chapter 1: Background / Rationale o Chapter 2: Literature review o Chapter 3: Research Purpose and objectives o Chapter 3: Methodology o Chapter 4: Findings o Chapter 5: Discussion and Conclusion o Chapter 6: Recommendations o References o Appendices

Please note, although you would already have written a Literature review, purposes, objectives and methodology in your research proposal, you may want to review/expand these sections for your final work. Referencing:

• You should use and cite a range of academic and reliable sources.

OTHM LEVEL 6 DIPLOMA IN BUSINESS MANAGEMENT | ASSIGNMENT BRIEFS

• A comprehensive Harvard style reference list must be included at the end of the work.

OTHM LEVEL 6 DIPLOMA IN BUSINESS MANAGEMENT | ASSIGNMENT BRIEFS

OPERATIONS MANAGEMENT Unit Title Operations Management

Unit Reference Number M/616/2736

Unit Level Level 6

Assessor

Date issued

Hand in Date

Unit Grading Structure Pass

Assessment Guidance To achieve this unit, learners must achieve the learning outcomes and meet the standards specified by all assessment criteria for the unit.

LO LO Description AC AC Description 1 Understand the nature and

importance of operations management.

1.1 Explain why operations management is important for organisations.

1.2 Analyse the operations functions of a selected organisation.

1.3 Evaluate the operations management process of a selected organisation using relevant models.

2 Be able to evaluate the link between operations management and strategic planning.

2.1 Appraise the importance of the ‘Three Es’ to organisations.

2.2 Assess the impact of the tension between cost minimisation and quality maximisation.

2.3 Evaluate the significance of the five performance objectives that underpin operations management to organisation.

3 Be able to assess how to organise a typical production process.

3.1 Assess how linear programming adds value to a given production process.

3.2 Evaluate critical path analysis and network planning.

3.3 Analyse the need for operational planning and control in a selected production process.

4 Be able to apply relevant techniques to the production of an operational plan for an organisation.

4.1 Produce a set of clearly defined operational outcomes for a selected organisation.

4.2 Produce a network plan indicating the resultant critical path.

4.3 Assess how quality management techniques are applied to improve operations in a selected organisation.

OTHM LEVEL 6 DIPLOMA IN BUSINESS MANAGEMENT | ASSIGNMENT BRIEFS

Scenario You have been shortlisted as a candidate to participate in a new TV programme.in which contestants are pitched against each other to gain the favours of a John Smith. John Smith is a billionaire businessman with ventures in fields ranging from banking, property management as well as retail. At the end of the programme, only one contestant will be offered a job in one of the new ventures. Task 1 of 3 Presentation - 1 (ACs 1.1, 2.1, 2.2, 2.3 & 4.4) Instructions All candidates have been asked to prepare a presentation explaining the link between Strategic Planning and Operations Management. In particular, you should:

1. Explain how Operation Management fit within Strategic Management and why Operation Management is so important

2. Consider the value of the Three E’s to an organisation 3. Assess the impact of the tension between cost minimisation and quality maximisation

by providing examples 4. Assess how quality management techniques are applied to improve operations in

organisations 5. Evaluate the significance of the five performance objectives of operations

management Delivery and Submission

• 1x Power-point presentation (500 words) excluding diagrams, references, and appendices.

Task 2 of 3 Presentation - 2 (ACs 1.2, 1.3, 4.1 & 4.2) Instructions You have got through to the final round and have been offered a position working alongside John Smith and the Senior Management Team. You have been asked to prepare a presentation in which you:

1. Select an organisation and analyse its operational functions 2. Evaluate the operations management process and either propose to purchase the

existing company to improve it or launch as a new competitor. 3. As a final conclusion you should then propose new operational outcomes as well as

produce a network plan indicating critical path(s). Delivery and Submission

• 1x Power-point presentation (500 words) excluding diagrams, references, and appendices

Task 3 of 3 Reflections (ACs 3.1, 3.2 & 3.3) Instructions You have been asked by a popular business magazine to write an article about what went well and what could have been done better regarding your proposed operational outcomes and your proposed network plan & critical path(s). The article should reinforce the need for operational planning and how it adds values. Delivery and Submission

• 1x 2500 words reflective article excluding diagrams, references, and appendices.

OTHM LEVEL 6 DIPLOMA IN BUSINESS MANAGEMENT | ASSIGNMENT BRIEFS

Referencing: • You should use and cite a range of academic and reliable sources. • A comprehensive Harvard style reference list must be included at the end of the

work.

OTHM LEVEL 6 DIPLOMA IN BUSINESS MANAGEMENT | ASSIGNMENT BRIEFS

FINANCIAL DECISION MAKING Unit Title Financial Decision Making

Unit Reference Number T/616/2737

Unit Level Level 6

Assessor

Date issued

Hand in Date

Unit Grading Structure Pass

Assessment Guidance To achieve this unit, learners must achieve the learning outcomes and meet the standards specified by all assessment criteria for the unit.

LO LO Description AC AC Description 1 Understand the role of

financial information and financial analysis in business risk assessment and decision-making.

1.1 Analyse the factors that guide and drive decision making in business.

1.2 Assess the significance of financial factors in business decision making.

1.3 Evaluate the characteristics of business risk that impact on financial and business decisions.

2 Understand how financial statements and their structure aid business decision making.

2.1 Compare the accrual and cash flow approaches to accounting and financial reporting and the implications of each for business decision making.

2.2 Evaluate the structure and content of final accounts and their uses for business decision making.

2.3 Interpret financial information in balance sheets, income statements as well as sources and applications of funds statements.

2.4 Differentiate between financial decisions relating to capital expenditure and those relating to revenue expenditure.

3 Be able to perform effective capital expenditure appraisal using range of techniques.

3.1 Appraise various sources of short-term and long- term financing for businesses.

3.2 Critically examine key factors affecting the choice of source of financing.

3.3 Evaluate various techniques used for appraising and making decisions regarding capital expenditure.

3.4 Explain the possible benefits and drawbacks of off- balance sheet financing.

4 Be able to evaluate how different ownership structures impact on financial performance.

4.1 Critically analyse the corporate governance, legal and regulatory environments of different business ownership structures.

4.2 Compare and contrast stakeholder interests of owners and managers in decision making.

4.3 Evaluate the significance of Return on capital Employed (ROCE), Earnings Per Share (EPS) and other overall performance measures for the long- term sustainability of businesses.

4.4 Differentiate between business ethics, governance

OTHM LEVEL 6 DIPLOMA IN BUSINESS MANAGEMENT | ASSIGNMENT BRIEFS

and accounting ethics as controls on business accountability.

Scenario After graduating, you worked as an investment banker, after a long illustrious career you have now retired. Thanks to your background you obtained a job as a business columnist in a newspaper and you’ve been asked to write several feature articles. Task 1 of 3 Article (ACs 1.1, 1.2, 1.3, 2.1 & 3.2) Instructions Write an article in which you should

1. Examine the factors (both financial and non-financial) that drive decisions making in business,

2. Weigh up the business risks impacting on financial and business decisions 3. Explain the differences between the accrual and cash flow approaches in financial

reporting, and how it might impact business decision making 4. Investigate techniques to manage cash flow

Delivery and Submission

• 1x article (1500 words) excluding diagrams, references, and appendices

Task 2 of 3 Article (ACs 2.2, 2.3, 2.4, 3.1, 3.3, 3.4 & 4.3) Instructions Write an illustrated example using Poundland (the data is attached below). You should:

1. Using the data provided concerning Poundland as an example, describe the sections of the income statement and the balance sheet.

2. Interpret the financial statements of Poundland 3. Assess the value of EPS, ROCE and other overall indicators for the sustainability of

Poundland 4. Describe methods for Poundland to decide whether to invest or make capital

expenditures 5. Provide examples of the types of capital expenditure and revenue expenditures that

could be incurred by Poundland 6. Based on the data for Poundland, estimate its source of long-term financing and

working capital financing 7. Looking at the balance sheet, weigh the pros and cons of off-balance sheet

financing. Delivery and Submission

• 1x article and annotated Poundland data (1500 words) excluding diagrams, references, and appendices

Task 3 of 3 Mind Map (ACs 4.1, 4.2 & 4.4) Instructions

1. Draw a mind map of the main stakeholders, annotate it to identify contrasting interests between owners, managers and shareholders

2. Differentiate the governance, accounting ethics, legal and regulatory environments between organisations listed on the FTSE and non-listed Private Limited company.

OTHM LEVEL 6 DIPLOMA IN BUSINESS MANAGEMENT | ASSIGNMENT BRIEFS

Delivery and Submission • 1x article and annotated mind map data (500 words) excluding diagrams, references,

and appendices. Referencing:

• You should use and cite a range of academic and reliable sources. • A comprehensive Harvard style reference list must be included at the end of the

work.

OTHM LEVEL 6 DIPLOMA IN BUSINESS MANAGEMENT | ASSIGNMENT BRIEFS

SUSTAINABLE BUSINESS PRACTICES Unit Title Sustainable Business Practices

Unit Reference Number A/616/2738

Unit Level Level 6

Assessor

Date issued

Hand in Date

Unit Grading Structure Pass

Assessment Guidance To achieve this unit, learners must achieve the learning outcomes and meet the standards specified by all assessment criteria for the unit.

LO LO Description AC AC Description 1 Understand the global

sustainability agenda. 1.1 Evaluate the global sustainability agenda and how

it relates to national practice. 1.2 Analyse the forces for change in the sustainable

business environment. 1.3 Evaluate the impact of current sustainability issues

on businesses. 2 Understand the concept of

the sustainable business organisation.

2.1 Determine the scope of the sustainable business organisation.

2.2 Evaluate the impact on business structure and objectives of becoming a sustainable business organisation.

3 Be able to review sustainable strategic business planning.

3.1 Analyse the concept of the triple bottom line and review how it is implemented in business organisations.

3.2 Determine change required within business organisations to meet a sustainability agenda.

3.3 Review the process of sustainable strategic business planning.

OTHM LEVEL 6 DIPLOMA IN BUSINESS MANAGEMENT | ASSIGNMENT BRIEFS

Scenario Primark Case study This case study was taken from http://businesscasestudies.co.uk/primark/beyond-corporate- social-responsibility Introduction Primark is a subsidiary company of the ABF (Associated British Foods) Group. The company was launched in 1969 in Ireland trading as Penny's. By 2000, there were over 100 stores across Britain and Ireland. By 2012 Primark had 238 branches across the UK, Ireland and Europe. Primark has become distinctive for offering unbeatable value while never losing its innovative, fashion-driven edge. Like many retail fashion businesses, Primark does not manufacture goods itself. Its expertise lies in understanding its customers and working with its suppliers to produce goods to Primark’s specification. It then gets the right goods to the right places at the right prices. Its profitability depends on sheer volume of sales. Primark's value-for-money prices rely on low costs. These are achieved in part through economies of scale and efficient distribution. Primark’s products are mainly sourced from suppliers in Europe and Asia. Its key sourcing countries are China, India, Bangladesh and Turkey. Putting the manufacturing of garments into these countries creates jobs. These are often at better rates of pay than other types of work on offer, improving overall standards of living. Primark has initiated a programme of activities which supports its corporate social responsibility (CSR) stance and ensures that its trading meets the company’s values and ethical standards. Underpinning its programme of activities is Primark’s Code of Conduct which ensures that all workers making its products are treated decently, paid a fair wage and work in good working conditions. For more information please visit www.primark- ethicaltrade.co.uk This case study looks at Primark’s involvement in the HERproject (Health Enables Returns) which is raising awareness and delivering healthcare education to female workers in supplier countries. What is CSR? Businesses need to acknowledge and respond to factors in their environment, for example, changes in available workforce or the business’ impact on its local communities. Corporate social responsibility represents the responsibility that a business has towards all its stakeholders, not just to owners or shareholders, to deal with their needs fairly. Internal stakeholders include shareholders and employees. Shareholders want a return on their capital and this depends on making a profit. That in turn means by adding value. Employees want job security, good pay and conditions and job satisfaction. External stakeholders include customers, suppliers, non-governmental organisations, workers and the local communities where products are made. All of these have different needs. An organisation therefore needs to be able to respond and demonstrate responsibility in different ways. This might include activities as wide-ranging as encouraging employees to volunteer in community projects; sponsoring and supporting charity work; or contributing time and money to improving its environmental impact.

http://businesscasestudies.co.uk/primark/beyond-corporate-social-responsibility

http://www.primark-ethicaltrade.co.uk/

OTHM LEVEL 6 DIPLOMA IN BUSINESS MANAGEMENT | ASSIGNMENT BRIEFS

Why Primark embraces CSR As an international business with a global supply chain and a growing retail base, Primark believes that business has a responsibility to act and trade ethically and that, by doing so, it can be a force for good. Its business directly contributes to the employment of more than 700,000 workers across three continents. Ensuring that their rights are respected is key to its continued growth. Primark does not own the companies or factories that produce its goods, but it does have a responsibility to the workers in those factories, to its customers and shareholders, to ensure that its products are made in good working conditions. The HERproject in Bangladesh is an example of how Primark is actively seeking to make positive changes in the lives of its supplier workforces. In Bangladesh, over 50% of the manufacturing workforce is made up of women. The jobs available to women in garment factories give them greater independence and help to reduce poverty. However, these women often have little education and low levels of literacy as they drop out of education early to help their families. They also lack basic knowledge of health, hygiene and nutrition and an understanding of how a woman’s body works. Poor hygiene often causes persistent and painful infections. Childbirth is particularly hazardous and post-birth complications are common. There is little understanding of the symptoms of sexually transmitted diseases (including HIV) or the means of preventing transmission. Far more women than men are malnourished, and many women suffer from anaemia. These issues, often combined with a lack of access to qualified medical advice, mean that the female workforce is particularly vulnerable. The HERproject uses education as the key tool against all these interrelated problems. The programme aims not only to improve the health of female workers through training and education, but also to give them the tools to help them take charge of their personal and working lives. These benefits in turn pass on to their families and help to enhance whole communities. Making CSR happen The HERproject is an initiative started by BSR (Business for Social Responsibility), a non- governmental organisation that works with over 250 companies on environmental, social and human rights. The HERproject has so far helped over 50,000 women in different countries. It has done this through working with companies like Primark, Primark’s suppliers and local health providers. The HERproject is simple but surprisingly powerful:  A small number of female staff in a factory (around 10%) is selected to become

health education trainers called ‘peer group educators’.  The local health service provider trains the peer group educators, who are then

responsible for training the other women based in the workplace, passing on the message and helping to disseminate what they have learned.

The process emphasises mutual help and encouragement. The women trainers are effective because they fully understand the local culture. They are not seen as outsiders imposing strange ideas. Instead, the trainers understand why the women may be reluctant to seek help with issues that can be sensitive. They can build their self-confidence as well as their practical knowledge.

OTHM LEVEL 6 DIPLOMA IN BUSINESS MANAGEMENT | ASSIGNMENT BRIEFS

The HERproject is also helping others not directly involved in the project. Outside the workshops informal learning continues. Women build supportive relationships and talk to each other out of work. This is reinforced by the project helping to set up factory clinics and creating vital referral links to local hospitals. Selina Kamal is a factory quality inspector and a peer educator for HERproject. Through her own training she is now more aware of the importance of cleanliness for herself and her children. They all now drink purified water and eat more vegetables. She has already helped a friend, Shilpi, who is a school teacher. The value of the HERproject Improving the health of women workers in Bangladesh and helping to empower and educate the female workforce is an important ethical goal in its own right. The benefits to communities can also be seen. Over time, initiatives like this can support key issues such as reducing infant mortality. Factories in Bangladesh taking part in HERprojects have seen healthy returns on the money invested by Primark in the programme. This has been achieved through improvements in productivity, a more stable workforce, lower absenteeism, decreased labour turnover, improved quality and a reduction in housekeeping costs. As an example, the managing director of one factory in Bangladesh found that absenteeism in the factory fell by 55% during the first six months of the HERproject. Turnover of female workers dropped from over 50% to around 12%. Mrs Kaniz Fatema is the managing director of a medium-sized factory in Dhaka, Bangladesh. When the HERproject was introduced to her factory a year ago, she was unconvinced, viewing it as ‘just another project’. However, just one year later her view has been transformed. Women's health is now high on her agenda. A healthier workforce is literally paying dividends. Absenteeism and labour turnover are down by a startling 50%. Productivity is up, and even internal staff communication is more effective. Mrs Kaniz Fatema now employs a female doctor and has set up a scheme to provide sanitary napkins to her female workers, helping to embed a new culture within the factory and allowing health education in the factory to continue after the project ends. Other benefits are harder to measure but are increasingly recognised by the factory managers. Getting women to communicate effectively on health matters builds trust and confidence. This feeds back into better communication with supervisors and managers. This, in turn, leads to improved teamwork and the motivation to accept more responsibility and leadership roles in the community. This demonstrates the principles of the Hawthorne effect theory of motivation. Theorist Elton Mayo found that factory workers with long hours of routine work were motivated by someone taking an interest in them and their work. Feeling that they mattered as individuals, they experienced a new connection with the job. As a result, productivity improved. In a similar way, by focusing on the women workers and their health issues, the HERproject is also delivering improved motivation. See the HERproject video at http://www.primark- ethicaltrading.co.uk/ourwork/c/womens_health

http://www.primark-ethicaltrading.co.uk/ourwork/c/womens_health

OTHM LEVEL 6 DIPLOMA IN BUSINESS MANAGEMENT | ASSIGNMENT BRIEFS

Conclusion The industrialised countries of the world benefit from the lower costs of labour in countries such as Bangladesh and India. However, more consumers are now asking if this is ethical and questioning its sustainability. home trade-offs between stakeholder needs are inevitable. CSR does not come free. It involves a real commitment of resources, management time and energy. On the other hand, as studies of the HERproject in other countries have shown, each dollar invested in the health of female employees can yield more than three dollars in business benefits. In addition, the improvements in human well-being are incomparable. Despite criticism of globalisation, business and trade can be a force for good. This is increasingly recognised in the ways that consumers assign values to brands. Primark is making progress in taking on wider responsibilities and devising relevant projects that work on the ground. It has done this with help from NGOs and organisations such as BSR. Its approach with the HERproject is not purely about business benefits but focused on making a difference to the lives of its supplier workers. To date, 4,500 women in Primark’s factories have been trained under the HERproject in Bangladesh. The project results have shown such benefit that the project is being rolled out to Primark’s suppliers in China and India. Primark’s ongoing involvement with the women workers in Bangladesh and other supplier countries will help to provide it with a sustainable and ethical business model. Task 1 of 2 Presentation (ACs 1.1, 1.2 & 1.3) Scenario You are working for Bargainum, a competitor of Primark. After reading the above case study, your manager asked you to investigate the feasibility of doing something similar or better. Instructions Prepare a presentation to brief the director about the importance of sustainability:

1. Investigate the current global sustainability agenda and issues (e.g. fair trade, poverty, environment, etc.) by providing examples

2. Review the impact of the current issues on businesses (e.g. effect on consumers, effects on profitability, etc.)

3. Analyse the reasons for UK organisation to adopt sustainable practices (e.g. brand recognition, legislation, etc.)

Delivery and Submission

• 1x Power-point presentation and executive summary (1500 words) excluding diagrams, references, and appendices

Task 2 of 2 Report (ACs 2.1, 2.2, 3.1, 3.2 & 3.3) Scenario Your pitch was convincing, and the Operations Director asked you to write a short report for more details and to build a case for it. Instructions With reference to the case study and other organisations,

1. Determine what being a sustainable business organisation means 2. Explain the changes (strategic and operational) that are being required to become a

sustainable business organisation

OTHM LEVEL 6 DIPLOMA IN BUSINESS MANAGEMENT | ASSIGNMENT BRIEFS

3. Explain the principle of the triple bottom line and how it can be implemented, using examples such as Primark and other organisations

4. Provide a flowchart and review the strategic sustainable planning process (e.g. set sustainable vision, assess current situation, create a financial plan, etc.)

Delivery and Submission

• 1x Report (2000 words) excluding diagrams, references, and appendices

Referencing: • You should use and cite a range of academic and reliable sources. • A comprehensive Harvard style reference list must be included at the end of the

work.

OTHM LEVEL 6 DIPLOMA IN BUSINESS MANAGEMENT | ASSIGNMENT BRIEFS

STRATEGIC HUMAN RESOURCE MANAGEMENT Unit Title Strategic Human Resource Management

Unit Reference Number F/616/2739

Unit Level Level 6

Assessor

Date issued

Hand in Date

Unit Grading Structure Pass

Assessment Guidance To achieve this unit, learners must achieve the learning outcomes and meet the standards specified by all assessment criteria for the unit.

LO LO Description AC AC Description 1 Understand the role and

importance of human resource management in achieving organisational effectiveness.

1.1 Illustrate key concepts and models governing Strategic Human Resource Management.

1.2 Evaluate the role and importance of Strategic Human Resource Management in organisations.

1.3 Analyse the frameworks of Strategic Human Resource Management.

2 Understand the formulation and implementation of human resource strategies.

2.1 Analyse the strategic human resource process. 2.2 Assess the approaches of Strategic Human

Resource Management. 2.3 Analyse the development and implementation of

human resource strategies. 3 Be able to critically analyse

the use and application of a range of HR strategies designed to improve employee and organisational performance.

3.1 Evaluate appropriate human resource strategies for an organisation.

3.2 Assess human resource strategies and their application in an organisation.

4 Be able to critically evaluate various key perspectives within Strategic Human Resource Management.

4.1 Review current literature and perspectives on Strategic Human Resource Management.

4.2 Evaluate contemporary issues affecting Strategic Human Resource Management.

OTHM LEVEL 6 DIPLOMA IN BUSINESS MANAGEMENT | ASSIGNMENT BRIEFS

Scenario This Case study is taken from http://businesscasestudies.co.uk/coca-cola-great- britain/creating-an-effective-organisational-structure/introduction.html 1. Introduction The Coca‐Cola Company is truly global, and its main product is recognised and consumed worldwide. The Company organises and structures itself in a way that reflects that fact. At the same time, the Company looks to meet the particular needs of regional markets sensitively and its structure also needs to reflect that fact. This Case Study illustrates the way in which the Company has built an organisational structure that is robust and yet also flexible enough to meet these particular requirements. 2. A global and local strategy The Coca‐Cola Company is the world's largest beverage company and is the leading producer and marketer of soft drinks. The Company markets four of the world's top five soft drinks brands: Coca‐Cola, Diet Coke, Fanta and Sprite. The success of The Coca‐Cola Company revolves around five main factors:

a. A unique and recognised brand ‐ Coca‐Cola is among the most recognised trademarks around the globe

b. Quality ‐ consistently offering consumers products of the highest quality c. Marketing ‐ delivering creative and innovative marketing programmes worldwide d. Global availability ‐ Coca‐Cola products are bottled and distributed worldwide e. Ongoing innovation ‐ continually providing consumers with new product offerings e.g.

Diet Coke (1982), Coca‐Cola Vanilla (2002).

The illustration shows the worldwide distribution of sales of Coca‐Cola products by quantity in 2003. Although CocaCola is a global product with universal appeal, the Company actually operates in local environments around the world, with each country having its own unique needs and requirements. So, while Coca‐Cola is probably the only product in the world that is universally relevant in every corner of the globe, the Company feels that its responsibility is to ensure that with every single can or bottle of Coca‐Cola sold and enjoyed, individual connections are made with their consumer. That can only be achieved at a local level. The challenge facing The Coca‐Cola Company today is therefore to continue to build an organisational structure that will deliver a global and local strategy.

http://businesscasestudies.co.uk/coca-cola-great-britain/creating-an-effective-organisational-structure/introduction.html

OTHM LEVEL 6 DIPLOMA IN BUSINESS MANAGEMENT | ASSIGNMENT BRIEFS

3. The relationship between strategy and structure An organisation's strategy is its plan for the whole business that sets out how the organisation will use its major resources. An organisation's structure is the way the pieces of the organisation fit together internally. It also covers the links with external organisations such as partners. For the organisation to deliver its plans, the strategy and the structure must be woven together seamlessly. The goal of The Coca‐Cola Company is 'to be the world's leading provider of branded beverage solutions, to deliver consistent and profitable growth, and to have the highest quality products and processes.' To achieve this goal, the Company has established six strategic priorities and has built these into every aspect of its business:

a. Accelerate carbonated soft drinks growth, led by Coca‐Cola b. Broaden the family of products, wherever appropriate e.g. bottled water, tea, coffee,

juices, energy drinks c. Grow system profitability & capability together with the bottlers d. Creatively serve customers (e.g. retailers) to build their businesses e. Invest intelligently in market growth f. Drive efficiency & cost effectiveness by using technology and large-scale production

to control costs enabling our people to achieve extraordinary results every day.

OTHM LEVEL 6 DIPLOMA IN BUSINESS MANAGEMENT | ASSIGNMENT BRIEFS

There are many ways to structure an organisation. For example, a structure may be built around:  Function: reflecting main specialisms e.g. marketing, finance, production,

distribution  Product: reflecting product categories e.g. bread, pies, cakes, biscuits  Process: reflecting different processes e.g. storage, manufacturing, packing,

delivery. Organisational structures need to be designed to meet aims. They involve combining flexibility of decision making, and the sharing of best ideas across the organisation, with appropriate levels of management and control from the centre. Modern organisations like The Coca‐Cola Company, have built flexible structures which, wherever possible, encourage teamwork. For example, at Coca‐Cola Great Britain any new product development (e.g. Coca‐Cola Vanilla) brings together teams of employees with different specialisms. At such team meetings, marketing specialists clarify the results of their market research and testing, food technologists describe what changes to a product are feasible, financial experts report on the cost implications of change. 4. The corporate segment ‐ Head Office The Coca‐Cola Company has a corporate (Head Office) segment that is responsible for giving the Company an overall direction and providing support to the regional structure. Key strategic decisions at The Coca‐Cola Company are made by an Executive Committee of 12 Company Officers. This Committee helped to shape the six strategic priorities set out earlier. The Chair of the Executive Committee acts as a figurehead for the Company and chairs the board meetings. He is also the Chief Executive Officer (CEO) and as such he is the senior decision maker. Other executives are responsible either for the major regions (e.g. Africa) or have an important business specialism e.g. the Chief Financial Officer.

OTHM LEVEL 6 DIPLOMA IN BUSINESS MANAGEMENT | ASSIGNMENT BRIEFS

Regional structure that combines centralisation and localisation

As a company whose success rests on its ability to connect with local consumers, it makes sense for The Coca‐Cola Company to be organised into a regional structure which combines centralisation and localisation. The Company operates six geographic operating segments ‐ also called Strategic Business Units (SBUs) ‐ as well as the corporate (Head Office) segment.

Each of these regional SBUs is sub‐divided into divisions. Take the European Union, SBU, for example. The UK fits into the Northwest Europe division. This geographical structure recognises that:  Markets are geographically separated  Tastes and lifestyles vary from area to area. As do incomes and consumption patterns  Markets are at different stages of development.

At a more local level the management of The Coca‐Cola Company involves a number of functional specialisms. The management structure for Great Britain illustrates this. The structure of Coca‐Cola Great Britain combines elements of centralisation and decentralisation. Divisions and regions operate as business unit teams, with each Director reporting to the General Manager, i.e. Division President.

OTHM LEVEL 6 DIPLOMA IN BUSINESS MANAGEMENT | ASSIGNMENT BRIEFS

However, there is a matrix structure for each function e.g. the Finance Director in the GB Division reports to the GB President, but also to (dotted line) the Finance Director of North West Europe Division. In addition, functions within the Company operate across geographical boundaries to share best practice. To take another example of local decision making at a regional (local) level the various SBUs are responsible for region‐specific market research, and for developing local advertising, e.g. using the languages of the countries in which The Coca‐Cola Company operates. A major region like Great Britain has its own marketing structure, organised as shown on the diagram.

Product support The way The Coca‐Cola Company works reflects the many countries and cultures in which it does business. It owns or licences nearly 400 brands in non‐alcoholic beverages serving consumers in over 200 countries. An essential part of the organisation's structure therefore focuses on ensuring that individual products are given the best possible support in regional markets. Within the Company, different teams concentrate on particular products and use their specialist knowledge of the brands and consumer needs to support the sales and promotional effort. In some cases, a product is developed solely for local consumption and an example of this is the product Lilt, which is only available in Great Britain and Ireland. Examples of other products available in Great Britain include:  Carbonated soft drinks- Coca‐Cola, Fanta, Sprite  Juice & juice drinks‐ Schweppes' Tomato Juice Cocktail, Oasis, Five Alive  Waters‐ Malvern  Energy drinks‐ Burn  Sports drinks‐ Powerade  Squashes/cordials‐ Kia‐Ora, Rose's Lime Cordial.

OTHM LEVEL 6 DIPLOMA IN BUSINESS MANAGEMENT | ASSIGNMENT BRIEFS

4. Structure and culture Structuring an organisation is not only about organising internal relationships, but it also involves external ones. The Coca‐Cola Company has built well‐structured relationships with a range of external groups including bottling partners. People often assume that The Coca‐Cola Company bottles and distributes its own beverages. For the most part, it does not. The Company's primary business consists of manufacturing and selling beverage concentrates and syrups ‐ as well as some finished beverages ‐ to bottling and canning operations and other distributors. The concentrates and syrups are generally sold to bottling partners, which are authorised to manufacture, distribute and sell branded products. The business system consisting of The Coca‐Cola Company and bottling partners is referred to as 'the Coca‐Cola system'. The relationship The Coca‐Cola Company has with its bottlers worldwide is a key source of strength. The Company works together with them to ensure that concentrates and syrups are made into finished beverages that are produced and distributed to consumers around the globe with unmatched quality and service. Every organisation has not only a structure but also a culture. 'Culture' describes the typical way an organisation does things, including patterns of behaviour and relationships. Important aspects of culture at Coca‐Cola Great Britain (which reflect the culture of The Coca‐Cola Company as a whole) are an emphasis on teamwork, and empowerment. Coca‐Cola Great Britain sees its employees as its most important asset. Motivated employees provide the engine that drives the Company's growth. Organising people into teams (e.g. marketing, sales or product teams) encourages people to feel valued. Within a team they are encouraged to contribute ideas and to be innovative. If they feel that something could be done better, they are encouraged to voice that opinion. By creating a friendly, innovative culture, Coca‐Cola Great Britain is able to depend on a high-quality workforce that helps it to maintain brand leadership in Great Britain and in every other market in which it operates. Trust is at the heart of every relationship, whether it be:  Customers' and consumers' trust that the Company will provide the highest level of

service and attention to their needs  Bottling partners' trust that the Company is operating in the best interests of the

Coca‐Cola system  Employees' trust that their contribution is being valued in an open culture.

Open communication channels provide the means to support a culture based on relationships. Coca‐Cola has a number of communication channels, including:  monthly leadership team meeting (involving function heads)  weekly department team meetings  monthly employee team briefing sessions  consultative employee groups for each region (with representatives meeting in a

European Council)  Surveys to monitor employee views and feelings.

5. Conclusion The CocaCola Company has built internal and external structures to support the delivery of its business goals. The regional structure is the best way of supporting this growth, allowing attention to local requirements while at the same time building on a clear strategic direction from the centre. A culture of innovation, teamwork and partnership means that the Company has a firm foundation of relationships and open communication channels on which to build its growth.

OTHM LEVEL 6 DIPLOMA IN BUSINESS MANAGEMENT | ASSIGNMENT BRIEFS

Task 1 of 3 (ACs 1.1, 1.2, 1.3, 2.1. 2.2 & 2.3) Instructions

1. With reference to the Coca Cola case study or another organisation of your choice, describe what Strategic Human Resources Management is and analyse its role within both organisations

2. With reference to Coca Cola or another organisation, examine how Human Resources Strategies are planned, developed and implemented as well as the possible approaches they could have taken.

3. Analyse the HRM processes used by Coca Cola or another organisation. You will need to find more details than the information in the case study since you will need to analyse:  Workforce planning  Recruitment  Human Resources Development  Performance Management  Talent management

Delivery and Submission

• 1x Essay (1000 words) excluding diagrams, references, and appendices Task 2 of 3 Report (ACs 3.1, 3.2 and 3.3) Instructions With reference to Coca Cola or another organisation of your choice:

1. Identify and analyse the HR strategies that were used 2. Compare the HR strategies in used to other strategies that could have been used

Delivery and Submission

• 1x Report (1500 words) excluding diagrams, references, and appendices Task 3 of 3 Essay (ACs 4.1, 4.2 and 4.3) Instructions With reference to Coca Cola (or another organisation of your choice), write an essay in which identify and analyse (at least 3) contemporary issues that can affect Strategic Human Resources Management. Make sure you use theory to support your arguments. Delivery and Submission

• 1x Essay (1500 words) excluding diagrams, references, and appendices. Referencing:

• You should use and cite a range of academic and reliable sources. • A comprehensive Harvard style reference list must be included at the end of the

work.

Assessment guidance for criterion referenced marking.
LEADERSHIP AND PEOPLE MANAGEMENT
BUSINESS RESEARCH PROJECT
OPERATIONS MANAGEMENT
FINANCIAL DECISION MAKING
SUSTAINABLE BUSINESS PRACTICES
STRATEGIC HUMAN RESOURCE MANAGEMENT