Accrediting & Assessment Bureau for Post-Secondary School (AABPS) Level 5 Certificate and Diploma in Business Management Studies

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Specifications

Accrediting & Assessment Bureau for Post-Secondary School (AABPS)

Level 5 Certificate and Diploma in Business Management Studies

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Specifications

AABPS is an awarding body, offering academic. Qualifications include QCF level 4-7 Certificate and Diploma in Business and Management

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Specifications

Table of Contents

Introduction ... 6

Qualification accreditation numbers ... 7

Qualification Overview ... 8

Level 5 Certificate and Diploma in Business a Management Studies ... 8

Overview of Units ... 11

Unit 1 Business Strategy ... 12

Qualification number: A/601/0796 ... 12

Type: QCF... 12

Level: 5 ... 12

Size: Diploma ... 12

Credit: 15 ... 12

GLH: 20 ... 12

Unit Grading Structure: Pass ... 12

Aim ... 12

Learning Outcomes ... 12

Assessment Criteria ... 12

Suggested Reading ... 13

Unit 2 Principles of Management and Leadership ... 10

Qualification number: R/602/1366 ... 10 Type: QCF... 10 Level: 5 ... 10 Size: Diploma ... 10 Credit: 10 ... 10 GLH: 60 ... 10

Unit Grading Structure: Pass ... 10

Aim ... 10

Learning Outcomes ... 10

Assessment Criteria ... 10

Suggested Reading ... 11

Unit 3 Organisational Behaviour... 13

Qualification number: H/502/4794 ... 13

Type: QCF... 13

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Unit Grading Structure: Pass ... 13

Aim ... 13

Learning Outcome and Assessment Criteria ... 13

Learning Outcome ... 13

Assessment criteria ... 13

Suggested Reading ... 15

Unit 4 Operations Management in Business ... 16

Qualification number: F/601/1092 ... 16 Type: QCF... 16 Level: 5 ... 16 Size: Diploma ... 16 Credit: 15 ... 16 GLH: 60 ... 16

Unit Grading Structure: Pass ... 16

Aim ... 16

Learning Outcome and Assessment ... 16

Learning Outcome ... 16

Assessment Criteria ... 16

Suggested Reading ... 17

Unit 5 Customer Relationship Management ... 18

Qualification number: M/602/2055 ... 18 Type: QCF... 18 Level: 5 ... 18 Size: Diploma ... 18 Credit: 5 ... 18 GLH: 30 ... 18

Unit Grading Structure: Pass ... 18

Aim ... 18

Learning Outcome and Assessment Management ... 18

Learning Outcomes ... 18

Assessment Criteria ... 18

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Specifications

Introduction

This specification contains the units and associated guidance for AABPS Business Management qualification

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Specifications

Qualification accreditation numbers

Qualification Number 600/0637/7 AABPS Level 5 Certificate in Business and Management

Qualification Number 600/0636/5 AABPS Level 5 Diploma in Business and Management

Qualification Type: QCF Qualification Sub: Type None Qualification Level: Level 5 Qualification Sub Level: None EQF Level: Level 5

Regulation Start Date: 28/01/2011 Operational Start Date: 01/02/2011

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Specifications

Qualification Overview

The aim is to provide high quality learning opportunities through flexible qualifications at level 5 that prepare for progression to higher level study, or within a middle manager role. The objective is to develop theoretical concepts relating to business management studies which can be examined externally and which focus on the breadth and depth of managing modern business environment in both generic and specific area.

Level 5 Certificate and Diploma in Business a Management Studies

Certificate Diploma

Notional credit value Minimum 35 credits Minimum 75 credits

Guided learning Minimum 310 hours Minimum 439 hours

Assessment Written assignments Written assignments

Quality control All course is internally marked but externally moderated

All course is internally marked but externally moderated

Entry requirements

These Level 5 qualifications aim to give practising or potential middle managers the foundation for their formal development in this role. The qualifications do this by developing a middle management understanding and assisting participants in gaining the knowledge required at this level. Students do not have to be currently employed to study these qualifications, but may be engaged in appropriate voluntary activity or planning for work. There are no formal entry requirements but participants will have a background that will enable them to benefit from the

programme – which is likely to be Level 3 Key Skills Literacy and Numeracy or their equivalent in the UK, and previous knowledge and/or experience within a business management, perhaps as a first line manager.

Progression Progression is to AABPS level 6

Diploma in Business Management Studies or other equivalent accredited qualifications. Alternatively students may add optional units to meet their employers’ need

Progression is higher education studies at post- graduate level. Alternatively students may add optional units to meet their

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Specifications

Qualification delivery and support

Centres must provide appropriate levels of support to learners before, during and following the programme of learning. This support must include:

• assessing knowledge and competence in relation to learning

outcomes and assessment criteria of each unit within the qualification

• giving learners feedback on their progress and how they may

be able to improve

Centre Requirements The qualification will appear on the Qualifications and Credit Framework (QCF). Centres must provide the following information to AABPS:

 The names of assessors and internal verifiers, their relevant

occupational competence and assessment expertise

 Estimated time lines for delivery of key activities indicated

 How learners will be inducted into and supported within the

programme of learning

 Indicative number of anticipated learners on the programme

 How GLH will be delivered and recorded

The above must be approved by AABPS prior to the start of the programme

Access to assessment Centres must ensure that all learners have access to assessment and are given equal opportunities to demonstrate their achievements. Learners should be informed of the availability of appeals

procedures and how these can be accessed. If a learner has special requirements for assessment, the centre must obtain the relevant approval form from AABPS relating to any variation in assessment arrangements that are being proposed to meet the needs of

learners. Centres should refer to the AABPS Reasonable Adjustments and Special Considerations policy.

Method of Assessment AABPS encourages the use of a range of assessment strategies that will engage learners and give them an opportunity to both

demonstrate their knowledge and understanding of a topic and to evaluate how they might apply that knowledge in a given context. We would recommend avoiding an over-reliance on essay writing and that more varied types of assessment are included. This might include assessment through:

 a research activity resulting in the compilation of a report an

academic paper or article for publication

 the compilation of a case study

 a critical review and evaluation of a chosen company’s

policies, procedures and systems

 a set project completed for an employer (also known as an

„employer-engagement‟ activity)

 the production of a portfolio of evidence relating to a

particular unit

This list is by no means exhaustive, but gives examples of some creative assessment methods that could be adopted

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Specifications

Registering Learners Learners must be registered for the units and qualification in accordance with the procedure outlined in the AABPS Guidelines to Centres.

Award of Qualification Learners will be issued certificates for units and the qualification in accordance with the procedures for registering and awarding certificates, a summary of which are here:

 Certification

 Issue of Replacement Certificates

Malpractice Centres must have a robust Malpractice Policy in place, with a clear procedure for implementation. Centres must ensure that any work submitted for verification can be authenticated as the learner’s own. Centres should refer to the AABPS Malpractice Policy

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Overview of Units

Unit Title Certificate Diploma

Credit GLH M/O M/O

1 Business Strategy 15 60 M M 2 Principles of Management and Leadership 10 60 M M 3 Organisational Behaviour 18 160 M/A M 4 Operations Management in Business 15 60 O M 5 Customer Relationship Management 5 30 O O

6 Establish Risk Management proceed for an

organisation

6 30 O O

7 Promote equality of opportunity, diversity

and inclusion across an organisation

6 30 O O

8 Company Law 15 60 O O

9 Human Resource Development 18 160 O O

10 Management of Change 5 30 O O

11 Manage a budget for own area of activity or

work

7 30 O O

12 Promote the use of technology within an

organisation

6 30 O O

13 Personal development 5 30 O O 14 Marketing Principles for managers 5 30 O O

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Specifications

Unit 1 Business Strategy

Qualification number: A/601/0796

Type: QCF

Level: 5

Size: Diploma

Credit: 15

GLH: 20

Unit Grading Structure: Pass

Aim

The aim of this unit is to develop student’ abilities to evaluate and select strategies appropriate to business organisations. This will involve an analysis of the impacts of the external operating environment and the need to plan organisational strategies to ensure effective business performance

Learning Outcome and Assessment Criteria

Learning Outcomes

Assessment Criteria

1 Understand the process of strategic planning

1.1 explain strategic contexts and terminology

missions, visions, objectives, goals, core competencies 1.2 review the issues involved in strategic planning 1.3 explain different planning techniques

2. Be able to formulate a new strategy

2.1 produce an organisational audit for a given organisation

2.2 carry out an environmental audit for a given organisation

2.3 explain the significance of stakeholder analysis 3. Understand approaches to

strategy evaluation and selection

3.1 analyse possible alternative strategies relating to substantive growth, limited growth or retrenchment 3.2 select an appropriate future strategy for a given organisation

4. Understand how to implement a chosen strategy

4.1 compare the roles and responsibilities for strategy implementation

4.2 evaluate resource requirements to implement a new strategy for a given organisation

4.3 discuss targets and timescales for achievement in a given organisation to monitor a given strategy

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Specifications

Suggested Reading

M Coulter M (2001), Strategic Management, Prentice Hall, 2001 2nd Edition G Johnson and K Scholes (2002), Exploring Corporate Strategy, Prentice Hall. R Lynch (199), Corporate Strategy, Prentice Hall, 1999

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Specifications

Unit 2 Principles of Management and Leadership

Qualification number: R/602/1366

Type: QCF

Level: 5

Size: Diploma

Credit: 10

GLH: 60

Unit Grading Structure: Pass

Aim

The aim of this unit is to provide students with an understanding of the development of management, the functions of management and the role of managers. The nature of leadership. Leaders as special people, leaders as followers. Leadership context, culture and changing leadership style. Students will examine the relationship between management and leadership, why these two concepts are often used interchangeably and the different perspectives, particularly in relation to the behaviour of managers/leaders.

Learning Outcomes and Assessment Criteria

Learning Outcomes

Assessment Criteria

1. Understand the link between management and leadership

1.1 explain the relationship between management and leadership

1.2 analyse how management and leadership style impacts on the achievement of organisational objectives 2. Understand the skills and styles of

management and leadership

2.1 explain the personal and professional skills required for effective management

2.2 compare the skills and styles of successful leaders assess the expected impact of own leadership styles on work groups

3. Be able to apply theory in an organisational context

3.1 select appropriate theories of management and leadership to identify management and leadership requirements in given situations

3.2 report on the usefulness of using theories for gaining insights into leadership requirements in given situations

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Specifications

4. Be able to plan for the development of leadership and management skills

4.1 use appropriate methods to assess the skills needed by a leader in a given situation

4.2 plan the development of management and leadership skills for a given job role

4.3 make justified evaluations of the management and leadership development methods selected

Suggested Reading

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Specifications

John P. Kotter (1999), A force for change, the difference between leadership and management, The Free Press; 1st Edition edition

Jo Owen (2009), How to lead: what you actually need to do manage, lead and succeed,

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Specifications

Unit 3 Organisational Behaviour

Qualification number: H/502/4794

Type: QCF

Level: 5

Size: Diploma

Credit: 18

GLH: 160

Unit Grading Structure: Pass

Aim

This unit aims to provide students with an introduction to the nature of organisations in relation to management practices. The unit examines the internal nature of

organisations from both a theoretical and practical viewpoint. The unit is intended to develop an understanding of the behaviour of people within organisations and the significance of organisational design and characteristics. It also aims to provide the basis for, and to underpin further study in, specialist areas of business.

Learning Outcome and Assessment Criteria

Learning Outcome

Assessment criteria

1. Understand the importance of organisational behaviour in successfully managing a dynamic environment

1.1 Compare the primary roles, functions and activities of different management levels including their

interface with organisational behaviour. 1.2 Explore the concepts of organisation and behaviour and explain the characteristics of organisational culture

2. Understand the individual’s contribution to organisational behaviour and performance by recognising the importance of personality, perception, attitudes and learning.

2.1 Identify individual contribution and assess alternative approaches to personality and its measurement.

2.2 Explain the process of perception and any distortions that may arise.

2.3 Examine the concept of attitudes and the problems of attitude change including solutions like the learning process and its key theories.

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Specifications

3. Understand motivation, the various content and process theories and their implications for management, and job re-design approaches to improve

motivation.

3.1 Compare and contrast need theories, behavioural models and process approaches.

3.2 Examine the problems of motivation and the implications for management of the different theories. 3.3 Explain the main approaches and recent

developments in improving job design. 4. Understand about job

satisfaction and its relationship to job performance together with stress, frustration reactions and the necessary management action to overcome them

4.1 Examine the concepts of morale and job satisfaction and their relationship to performance. 4.2 Explain the sources of and reactions to frustration and alienation at work.

4.3 Analyse stress, appreciate its links to personality and recognise how best to handle stressful situations. 5. Understand the nature, skills,

significance and effectiveness of groups in organisations.

5.1 Distinguish formal and informal groups and their effects on behaviour.

5.2 Identify the key characteristics and functions of effective workgroups and the process of group development.

5.3 Examine the roles or skills associated with effective teams and explore the nature of team spirit.

6. Understand leadership theories and examine the key variables that determine the effectiveness of leadership in practice.

6.1 Distinguish leadership from management and the exercise of power as distinct from authority.

6.2 Compare and contrast leadership theories based on traits, styles and situation.

6.3 Explain the variables driving leadership effectiveness.

7. Understand the nature of conflict and various approaches to securing conflict resolution

7.1 Explain the nature and causes of conflict between individuals, groups and the organisation.

7.2 Examine the role of leaders/ managers in

managing conflict and identify strategies or techniques for its resolution.

7.3 Identify specific conflict situations and compare alternative procedural arrangements for preventing or reducing conflict.

8. Understand formal and informal communication processes and networks and examine the potential barriers to effective communication

8.1 Examine the nature and importance of formal and informal communication and communication

processes in organisations.

8.2 Compare group networks and recognise the importance to management of networking.

8.3 Analyse barriers to effective communication and techniques to reduce them.

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Specifications

Suggested Reading

David Buchanan and Andrej Huczynski (2000), Organisational Behaviour: An Introductory Text, Pentice Hall.

Laurie J Mullins (1999), Management and Organisational Behaviour,

Prentice HallS Robbins (2003), Essentials of Organisational Behaviour, Prentice Hall

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Specifications

Unit 4 Operations Management in Business

Qualification number: F/601/1092

Type: QCF

Level: 5

Size: Diploma

Credit: 15

GLH: 60

Unit Grading Structure: Pass

Aim

The aim of this unit is to enable students to grasp an understanding of the operations function within an organisation. They can then develop this knowledge to include

elements of product and job design, planning and control and methods for improvement.

Learning Outcome and Assessment

Learning Outcome

Assessment Criteria

1 Understand the nature and importance of

operational management

1.1 explain the importance of Operational Management 1.2 explain the need to produce safely; on time; to cost; to quality and within the law.

1.3 explain the link between operations management and strategic planning.

1.4 produce a systems diagram to illustrate a typical business 2 Understand the link

between operations management and strategic planning

2.1 explain the Three E’s (economy, efficiency and effectiveness)

2.2 explain the tension between cost minimisation and quality maximisation.

2.3 evaluate the significance of the five performance objectives that underpin operations management 3 Understand how to

organise a typical production process

3.1 explain linear programming.

3.2 evaluate Critical Path Analysis and Network Planning 3.3 explain the need for Operational Planning and Control

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Specifications

4 To be able to apply relevant techniques to the production of an

operational plan for a typical business.

4.1 produce a set of clearly defined operational outcomes. 4.2 produce a Network Plan and indicate the resultant critical path

4.3 explain how quality could be defined and maintained

Suggested Reading

S Brown et al (2000), Strategic Operations Management, Butterworth Heinemann. L Galloway L et al (2000), Operations Management in Context, Butterworth-Heinemann. J Heizer and B Render (2003), Operations Management, Prentice Hall.

N Slack et al (2000), Operations Management, Pitman.

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Specifications

Unit 5 Customer Relationship Management

Qualification number: M/602/2055

Type: QCF

Level: 5

Size: Diploma

Credit: 5

GLH: 30

Unit Grading Structure: Pass

Aim

This unit provides the students with an understanding of the importance of customer relationship management in organisations and the skills to be able to recognise where improvements can made.

Customer relationship management (CRM) is a strategy used to learn about customer needs and their behaviour in order to build relationships with them. Customer relationship management encompasses marketing, sales, customer service, after sales service and technical support. The use of technology has enhanced the organisation, development and harmonisation of customer relationship management processes.

By considering customer relationship management learners will understand how the use of customer-related activities, and the associated customer involvement, contributes to the achievement of organisational purposes

Learning Outcome and Assessment Management

Learning Outcomes

Assessment Criteria

1. Understand the importance of customer relationship management in organisations

1.1 explain the importance of customer relationship management in organisations

1.2 discuss the movement from industrial to post-industrial economy in the development of customer relationship management

1.3 compare the benefits of market and customer orientation processes when managing customer relationships

1.4 explain the link between effective customer relationship management and competitive advantage

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Specifications

2. Be able to propose ways to improve the

management of customer relationships in an

organisation

2.1 evaluate customer relationship management in an organisation

2.2 propose ways to improve the management of customer relationships in an organisation 3. Be able to evaluate improvements to the management of customer relationships in an organisation

3.1 develop measures for monitoring a recently implemented 3.2 improvement to the management of customer

relationships in an organisation

3.3 monitor a recently implemented improvement to the management of customer relationships in an organisation

Suggested Reading

K Anderson and C Kerr (2001) Customer Relationship Management, McGraw-Hill Professional.

F Buttle (2008), Customer Relationship Management: Concepts and Technologies, 2nd Edition, Butterworth-Heinemann.

Harvard Business Review on Customer Relationship Management (2001), Harvard Business School Press.

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Specifications

Unit 8 Company Law

Qualification number: M/602/2055

Type: QCF

Level: 5

Size: Diploma

Credit: 5

GLH: 30

Unit Grading Structure: Pass

Aim

The aim of this unit is to provide students with an introduction to company law. It focuses on company formation and documentation, capital, debentures, meetings, shareholders, directors, minority protection and dissolution

Learning Outcome and Assessment Criteria

Learning Outcome

Assessment Criteria

1. evaluate the outcomes of a recently implemented

improvement to the management of customer relationships in an organisation

1.1 Explain the concept of corporate personality and lifting the veil.

1.2 analyse the advantages and disadvantages of incorporation

1.3 describe the law on promoters and pre- incorporation contracts

1.4 explain the requirements for registration and commencement of trading

2. Be able to draw up the constitution of a company

2.1 apply the requirements for the memorandum to a given scenario

2.2 draw up the articles of association in a given scenario

2.3 evaluate the doctrine of ultra vires and its effect 2.4 explain the contents of a prospectus and listing particulars

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Specifications

3. Understand share capital and capital maintenance

3.1 explain the different types of capital

3.2 assess the law on issue of shares, class rights and dividends

3.3 discuss the law applicable to capital maintenance and insider dealing

4. Understand about

shareholders, directors, charges and insolvency

4.1 describe the duties and powers of directors

4.2 explain the rules on the different types of meetings 4.3 discuss the law on minority protection

4.4 evaluate the rights of shareholders and debenture holders

4.5 discuss rights on liquidation

Suggested Reading

S Barber (2001), Company Law: Textbook, Old Bailey Press. I Brown et al (2000), Commercial Law, Butterworth.

S Judge (1998), Business Law.

L Mead (1995), Practical Company Law: An Introductory Text, Elm Publications. G Morse et al (1999), Charlesworth & Morse Company Law, Sweet & Maxwell, 1999. M Ottley (2002), Briefcase on Company Law, Cavendish.

F Rose (2001), Nutshells Company Law, Sweet & Maxwell. Smith and Keenan (2000), Advanced Business Law, Prentice Hall.

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Specifications

Unit 9 Human Resource Development

Qualification number: H/601/7502

Type: QCF

Level: 5

Size: Diploma

Credit: 18

GLH: 160

Unit Grading Structure: Pass

Aim

This aim of the unit is to provide students with an introduction to the concepts and practices of human resource management within the United Kingdom and to provide an understanding of the human resource management role and function within the key areas of resourcing, reward, development and relations.

Learning Outcome and Assessment Criteria

Learning Outcome

Assessment Outcome

1. Understand the role of human resource development within organisations

1.1 Compare and contrast a variety of definitions of human resource development.

1.2 Evaluate the need for human resource development in organisations.

1.3 Evaluate the internal and external barriers to Learning and Development.

2. Be able to critically analyse learning and development theory

2.1 Evaluate learning and development theories. 2.2 Evaluate the concepts of Personal and Organisation Development.

2.3 Identify and explain factors influencing demand in the tourist destination area.

2.4 Review theories and models relevant to tourist motivation.

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Specifications

3. Understand the organisational factors that influence learning and development.

3.1 Analyse the influence of organisation leadership and culture on learning and development

3.2 Critically analyse the impact of an organisation’s environment on human resource development. 3.3 Critically analyse the impact of organisation strategy on human resource development. 4. Know how to develop an

effective performance management programme

4.1 Analyse the nature of a performance management programme and assess the links with learning and development.

4.2 Apply effective performance measures in a variety of given circumstances

4.3 Critically evaluate a range of motivation theories. 5. Understand the importance of

Human Resource Development.

5.1 Evaluate the growing recognition of the importance of human resource development in enhancing organisation performance.

5.2 Demonstrate an understanding of processes relating to human resource development. 6. Understand the purposes,

relevance and value of specific management development initiatives and programmes.

6.1 Assess the importance of management development to organisation performance

Suggested Reading

M Armstrong (2001), A Handbook of Human Resource Practice, Kogan Page.

BPP — Business Basics: Human Resource Management 2nd Edition (BPP Publishing, London, 1997)

M Corbridge and S Pilbeam S (1998) Employment Resourcing, FT Prentice Hall.

R Dransfield, S Howkins, F Hudson and Davies W (1996), Human Resource Management for Higher Awards, Heinemann, 1996.

M Foot, C and Hook (2002), Introducing Human Resource Management 3rd Edition, FT Prentice Hall, Harlow.

D Torrington L Hall and S Taylor (2002), Human Resource Management 5th Edition (FT Prentice Hall, Harlow.

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Specifications

Unit 14 Marketing Principles for Managers

Qualification number: K/602/1482

Type: QCF

Level: 5

Size: Diploma

Credit: 18

GLH: 160

Unit Grading Structure: Pass

Aim

The unit aims to provide students with an understanding of marketing principles. How this will help managers appreciate how to identify potential customers, place and price their products compared to the competition, and position the company in the marketplace. It will also help identify future promotional opportunities. The application of marketing principles and techniques, such as developing effective marketing mix strategies, are crucial tools in helping organisations to achieve their corporate and marketing objectives. Through careful segmentation and targeting, businesses can often achieve competitive production and marketing costs, and become the preferred choice of customers and distributors. It is important that organisations deliver marketing activities that reflect the desired positioning of their products and services. In doing so, organisations also need to recognise the importance of establishing their brand values in the marketplace.

Learning Assessment and Outcome Criteria

Learning Outcomes

Assessment Criteria

1 Understand the

contribution of marketing principles in achieving organisational aims and objectives

1.1 explain how marketing principles can be used to achieve organisational aims and objectives

1.2 analyse the contribution of marketing principles in a given organisation to the achievement of their aims and objectives

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Specifications

2 Be able to produce marketing mix proposals for marketing opportunities

2.1 analyse the marketing mix of an identified marketing opportunity

2.2 develop a proposal to meet the needs of a defined group in the marketing mix

2.3 apply the concept of segmentation to a target market 3 Be able to develop

strategies for implementing marketing mix proposals

3.1 identify the resources required to implement a marketing mix proposal

3.2 use marketing tools to inform the approach to branding in a marketing mix proposal

3.3 create a strategy for implementing a marketing mix proposal

Suggested Reading

G Armstrong et al (2009), Marketing: An Introduction, Financial Times/Prentice Hall, P Baines, C Fill and K Page (2008), Marketing, Oxford University Press.

J Blythe (2008), Essentials of Marketing, 4th Edition, Financial Times/Prentice Hall. D Grewel and M Levy (2007), Value-Based Marketing, McGraw-Hill Higher Education, D Jobber (2009), Principles and Practice of Marketing, 6th Edition, McGraw-Hill Higher Education.

R Kerin et al (2006), Marketing, McGraw-Hill.

P Kotler et al (2010), Principles of Marketing, 5th Edition Financial Times/Prentice Hall. M Levens (2009), Marketing (Pearson Education.

W F Pride and O C Ferrell (2007), Marketing, Houghton Mifflin.

M R Solomon et al (2009), Marketing: Real People, Real Decisions, Financial Times/Prentice Hall, 2009.

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Specifications

Unit 13 Personal Development

Qualification number: J/602

Type: QCF

Level: 5

Size: Diploma

Credit: 5

GLH: 30

Unit Grading Structure: Pass

Aim

This unit introduces students to the importance of continuous personal and professional development through self-learning and analysis. It focuses on learners understanding how to enhance the skills needed for effective management to meet work and personal objectives, as well as improving their performance for future career development. Students will have the opportunity to identify their own development needs through carrying out a skills audit to inform the personal development planning process

Learning Outcomes and Assessment Criteria

Learning Outcomes

Assessment Criteria

1 Be able to review time management skills.

1.1 explain the benefits of effective time management 1.2 Review time management skills to achieve organisational and personal objectives.

1.3 Use appropriate tools to conduct a time management analysis to recognise areas for improvement.

1.4 Develop a technology strategy to increase productivity through the promotion of technology in line with

organisational values and customer needs.

1.5 Develop criteria to evaluate the success of the technology strategy.

2 Be able to complete a skills audit

2.1 explain the importance of continual self-development 2.2 use appropriate methods to assess skills and

competencies against organisational and personal objectives 2.3 make suggestions for filling identified skills gaps

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Specifications

3 Be able to produce a personal development plan

3.1 produce a personal development plan against SMART objectives

3.2 plan resources needed to implement the personal development plan

4 Be able to implement a personal development plan

4.1 describe the importance of monitoring a personal development plan

4.2 use appropriate techniques to review the aims and objectives of a personal development plan

4.3 update the aims and objectives of a personal development plan

Suggested Reading

J Adair and M Allen (2003), Time Management and Personal Development,

Thorogood, C Evans (2008), Time Management for Dummies,John Wiley and Sons. D Megginson and V Whitaker (2007), Continuing Professional Development, 2nd Edition, Chartered Institute of Personnel and Development,

M Pedler, J Burgoyne and T Boydell (2006) A Manager’s Guide to Self-Development, 5th Edition, McGraw-Hill Professional

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Specifications