Level 5 Spec

1 Level 5 AABPS Specifications

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

Level 5 Certificate and Diploma in Business Management Studies

Specifications


AABPS is an awarding body, offering academic. Qualifications include QCF level 4-7

Certificate and Diploma in Business and Management


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


Aim .............................................................................................................................................................. 10




Unit 3 Organisational Behaviour................................................................................................................. 13

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

Type: QCF.................................................................................................................................................... 13

Level: 5 ........................................................................................................................................................ 13


Size: Diploma .............................................................................................................................................. 13

Credit: 18 .................................................................................................................................................... 13

GLH: 160 ..................................................................................................................................................... 13


Aim .............................................................................................................................................................. 13

Learning Outcome and Assessment Criteria .............................................................................................. 13

Learning Outcome ...................................................................................................................................... 13

Assessment criteria .................................................................................................................................... 13


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


Aim .............................................................................................................................................................. 16

Learning Outcome and Assessment ........................................................................................................... 16

Learning Outcome ...................................................................................................................................... 16



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


Aim .............................................................................................................................................................. 18

Learning Outcome and Assessment Management ..................................................................................... 18





Introduction

This specification contains the units and associated guidance for AABPS Business

Management qualification

Each unit sets out the required learning outcomes, assessment criteria and content.


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


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 employers needs.


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 companys 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

10

Level 5 AABPS 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 learners own.

Centres should refer to the AABPS Malpractice Policy

11


Overview of Units

Unit Number

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 15 Financial awareness for managers 5 30 O O

12


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

13


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

J L Thompson (2001), Understanding Corporate Strategy, Thomson Learning,


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


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


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

John Adair (2002), 100 Greatest Ideas for Effective Leadership and Management, Capstone.


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,

Prentice Hall 2nd edition.


Unit 3 Organisational Behaviour

Qualification number: H/502/4794


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 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 individuals 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.


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.


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

International, 4th edition


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 Es (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


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.

D L Waller D L (1999), Operations Management A Supply Chain Approach, Thompson.


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


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


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.


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 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


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.


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 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.


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 organisations 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.


Unit 14 Marketing Principles for Managers

Qualification number: K/602/1482


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


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


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.

N T Wood (2010), Marketing in Virtual Worlds, Prentice Hall.


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


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


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 Managers Guide to Self-Development,

5th Edition, McGraw-Hill Professional


.

Level 5 Spec

Documents

Transcript of Level 5 Spec