appropriate context. This may be through part-time work, a work placement or simulation. This experience will enable them to consider how the unit and the programme can contribute to their career development. Learners must ensure that their evidence relates to the travel and tourism sector. Aim: This unit enables learners to gain understanding of behaviour management principles and gain skills to review their managerial potential, show managerial roles and responsibilities and create a career development plan. Key Objectives: 1. Understand principles and practices of management behaviour 2. Be able to review own potential as a prospective manager 3. Be able to show managerial skills within a business and services context 4. Be able to create a career development plan for employment within a business and services context. Learning Outcomes and Assessment Criteria: LO1 Understand principles and practices of management behaviour 1.1 Compare different management styles 1.2 Discuss leadership characteristics 1.3 Evaluate communication processes in selected businesses 1.4 Analyse organisational culture and change in selected businesses LO2 Be able to review own potential as a prospective manager 2.1 Assess own management skills performance 2.2 Analyse personal strengths, weaknesses, opportunities and threats 2.3 Set and prioritise objectives and targets to develop own potential LO3 Be able to show managerial skills within a business and services context 3.1 Lead and motivate a team to achieve an agreed goal or objective 3.2 Justify managerial decisions made to support achievement of agreed goal or objective and recommendations for improvements LO4 Be able to create a career development plan for employment within a business and services context 4.1 Explain how own managerial and personal skills will support career development 4.2 Review career and personal development needs, current performance and future needs to produce development plan Unit Content 1 Understand principles and practices of management behaviour Management theory and styles: Management theory and styles: assumptions and drawbacks, classical theories, main contributors, the influence of informal groups, hierarchy of needs, systems approach to management, contingency approach, leading authorities Leadership characteristics: styles eg autocratic, democratic, laissez-faire, action- orientated; motivation theories, factors affecting motivation and performance, motivation techniques, effectiveness; conflict resolution; the role of partnerships and stakeholders in the business Communication: communications processes, verbal, written, non-verbal; lines of communication, linear, lateral, formal/informal; barriers to effective communication Organisational culture and change: types of organisational structure and culture; factors influencing changes in culture; types of change eg demographic, economic, legislative; planned change theory; managing and measuring the effectiveness of change; sources and types of power; change drivers 2 Be able to review own potential as a prospective manager Self-knowledge and appraisal: Self-knowledge and appraisal: skills audit eg management skills, leadership skills, practical/technical skills, personal skills (eg interpersonal/motivational/communication skills), organising and planning skills, cognitive and creative skills; qualifications (current/planned), strengths and weaknesses analysis; personal learning logs; personal development plans Own potential: aims, objectives, targets, learning programme/activities, action plan, time management, work scheduling, Specific, Measurable, Achievable, Realistic, Time-bound (SMART) objectives, action planning, delegation, decision making, problem solving, management/leadership styles, value awareness, conflict management, giving and receiving feedback, influencing skills, self-confidence, positive thinking, communication, presentation, team building and membership, mentoring, counselling, coaching, facilitation, learning cycle, learning styles, action learning sets, management learning contracts, learning log, review dates, achievement dates 3 Be able to show managerial skills within a business and services context Roles: Roles: leading and motivating staff, communicating, team building, processes and stages in team development, group dynamics, effective/ineffective teams, goals/objectives Responsibilities: customer service, product and service knowledge and development; decision making eg strategic, planning; managerial/operational control, problem solving; authority, delegation and empowerment; effective working relationships with subordinates, peers, managers and other stakeholders Context: eg hospitality, travel, tourism, sports, leisure, recreational industries 4 Be able to create a career development plan for employment within a business and services context Career: Career: relevant managerial skills eg communication, thinking, learning; personal skills eg attitude, behaviour, responsibility, adaptability; aspirations, openings/opportunities Development plan: career development, personal development, current performance, future needs 7 Scheme of Work Awarding Body: Pearson BTEC Course: BTEC HND IN TRAVEL AND TOURISM MANAGEMENT Unit 3: THE DEVELOPING MANAGER Wk Lecture Schedule Outcome of session Activity/seminar and formative assessment Resources 1 Introduction to The Developing Manager Management theory and styles: assumptions and drawbacks, classical theories, main contributors, the influence of informal groups, hierarchy of needs, systems approach to management, contingency approach, leading authorities Introduction to the module, mode of assessment, awareness of the awarding body, assessment criteria and the mode of assessment By the end of the learners will be able to: Define the term management Understand assumptions and draw backs of the various management theories Explain the classical theories to management using theories of Fayol and Taylor Explain the main duties of a manager according to Fayol, explain the human relations school of management - based on the work of Mayo understand modern theories of management with reference to the work of Mintzberg and Drucker, systems approach to management, contingent approach Understand the three managerial roles based on the work of H Mintzberg Role play and individual induction, helping to know each other. Case study addressing AC1.1, Group discussion Module handbook. Power point slides Internet 2 Leadership characteristics: leadership Define the term leadership Discuss the qualities of leader Group discussion, Power point slides 8 styles eg autocratic, democratic, laissez-faire, action-orientated; Explain the situational, functional and contingency approaches to leadership with reference to the theories of Adair, Fiedler, Bennis Explain the leadership styles using the Blake and Mouton grid Discuss the four leadership styles as per Ashridge Apply leadership styles to specific organisations with in the travel and tourism sector Case study and addressing the AC 1.2 White board Internet Case study 3 Case study for the above topic. Motivation theories, factors affecting motivation and performance, motivation techniques, effectiveness; Conflict resolution; The role of partnerships and stakeholders in the business Communication: communications processes, verbal, written, non-verbal; lines of communication, linear, lateral, formal/informal; barriers to effective communication Define motivation Understand various theories of motivation Examine the factors affecting motivation using organisations from travel and tourism Understand motivation techniques Examine the effectiveness of the various motivational techniques Explain how to resolve conflicts using organisations from the travel and tourism sector Define stakeholders Understand the role of partnership and stakeholders in the business Define communications. Explain a simple communication model: sender, message, receiver, feedback, noise. Explain formal and informal communication and assess their importance in the workplace. Identify the consequences of ineffective communication. Describe the attributes of effective communication. Discuss the barriers to effective communication and identify practical steps that may be taken to overcome them. Explain the main methods and patterns of communication Review the assignment, case study Role play, Case study and discussion, Students expected to use their own experience to test the application of the motivational theories Case study, reading, question and answer Case study, group discussion Role play Question and answer Case study , Test effective communication using the Chinese whisper Power point slides, White board, Case study, Module hand book and assignment 9 addressing the AC 1.3, 4 Organisational structure Types of organisational structure and their merits and demerits Organisational culture definition of organisational culture; components and factors influencing change organisational culture Understand various types of organisational structure Identify advantages and disadvantages of each organisational structure Define the term organisational culture Describe the components of organisational culture Explain the factors influencing organisational culture using examples from travel and tourism Describe Schein’s approach to organisational culture Explain Handy’s four cultural types Describe how organisational culture is influenced by national culture by using the Hofstede study Addressing AC 1.4 Reading, case study covering planning at different levels, question and answer Question and answer, Reflective question at the end of the class and a case study for discussion, addressing 1.4 Power point slides, Case study White board 5 Organisational change: Types of organisational change; Planned change theory; managing and measuring the effectiveness of change; sources ; Change drivers, Types of power; Identify various types of change Explain planned change theory Explain the phases of change using the work of Kotler, Explain the Heifetz leadership theory Understand the key issues in the management of successful change Describe how effectiveness of change can be measured Assess the main drivers of change Describe the various types of powers Review task covering AC 1.4 Reading on different methods Case study Practical discussion and feedback Group discussion, addressing 1.4 Power point slides White board Computer lab Assignment brief 6 Self-knowledge and appraisal: skills audited management skills, personal skills Assess personal Strengths and Assess own management and personal skills performance by carrying out a skills audit Question and answer Group discussion Question and answer , students PowerPoint slides White board Case study Internet 10 weaknesses analysis; personal learning logs; personal development plans Review Tasks covering AC 2.1 to carry out a SWOT analysis and discuss it with their neighbours, group discussion, addressing 2.1 7 Self-knowledge and appraisal: skills audited management skills, personal skills Assess personal Strengths and weaknesses analysis; personal learning logs; personal development plans Analyse personal strengths, weaknesses, opportunities and threats Review Tasks covering AC 2.2 Question and answer Group discussion Question and answer , students to carry out a SWOT analysis and discuss it with their neighbours, group discussion, addressing 2.2 PowerPoint slides White board Case study Internet 8 Assess own potential: aims, objectives, targets, learning programme/activities, action plan, Discussion of the assignment and tasks assigned Understand how to set objectives with SMART characteristics Set and prioritise objectives Set targets to develop own potential Develop action plan Develop a learning program Record learning through a learning log Review dates and achievement dates Review of task covering AC 2.3 Case study Video covering current issues related to tourism development Group discussion Question and answer, case study, addressing 2.3 PowerPoint slides: White board, Case study Internet 9 Managerial Roles: leading and motivating staff, communicating, team Explain what is meant by a group Explain what is meant by a team Reading Case study , Power points Case study 11 building, processes and stages in team development, group dynamics, effective/ineffective teams, goals/objectives Discussion of the assignment and tasks assigned Distinguish between a group and a team What is the purpose of a team Explain the different roles played by team members based on Belblin’s theory Explain the stages of team development based on Tuckman’s theory Identify the factors which contributes to an ineffective team and how this may affect your organisation Identify the criteria necessary for a successful team based on Peters and Waterman Identify the criteria to be used to evaluate the team’s success Be able to lead a team to achieve an agreed goal or objective Be able to motivate a team an agreed goal or objective Review of the assignment meeting the AC3.1 Role play Group discussion, question and answer, reflective feedback, addressing 3.1 Internet 11 Managerial Responsibilities in the travel and tourism sector Discussion of the assignment and tasks assigned Identify various management responsibilities Understand the three levels of planning Be able to solve organisational problems Maintain effective relationships with subordinates justify managerial decisions made to support achievement of agreed goal or objectives make recommendations for improvements Review of the assignment meeting the AC3.2 Reading, Question and answer , group discussion reflective work, Group discussion, addressing 3.2 Power point slide, White board, assignment brief 12 Career Development : relevant managerial skills Define career development and career management Case study, question and Power point 12 eg communication, thinking, learning; personal skills eg attitude, behaviour, responsibility, adaptability; aspirations, openings/opportunities Discussion of the assignment and tasks assigned Identify relevant managerial skills Review of the assignment meeting the AC4.1 answer, Group discussion, addressing 4.1 slide, White board, Case study, assignment brief 13 Career Development : relevant managerial skills eg communication, thinking, learning; personal skills eg attitude, behaviour, responsibility, adaptability; aspirations, openings/opportunities discussion of the assignment and tasks assigned Identify relevant personal skills explain how own managerial and personal skills will support career development Review of the assignment meeting the AC4.1 Case study, question and answer, Group discussion, addressing 4.1 Power point slide, White board, Case study, assignment brief 14 Development plan: career development, personal development, current performance, future needs discussion of the assignment and tasks assigned Define career development plan Define personal development Review career and personal development needs Review current performance Review future career needs produce a career development plan Question and answer, presentation, addressing 4.2 Power point slide, White board, Case study, assignment brief 13 Review of the assignment meeting the AC4.2 15 Revision Revision of the material Discussion and reflective feedback, Question and answer Computer lab 16 Assignment support Formative feedback addressing LO1, LO2, LO3 and LO4 Assignment brief 17 Assignment support Formative feedback addressing LO1, LO2, LO3 and LO4 Assignment brief 18 Assignment support Formative feedback addressing LO1, LO2, LO3 and LO4 Assignment brief 19 Assessment and feedback 20 Assessment and feedback 21 Assessment and feedback Recommended text and links: Boddy D and Paton R (2008) — Management: An Introduction, 4 th Edition Pearson Education Ltd, Essex Institute of Management (1999) — Personal Effectiveness and Career Development , Hodder and Stoughton, Cole (2004), Management Theory and Practices, 6 th Edition, South Western, Cengage Learning Daft R (2003), Management 6 th Edition, Thomson, South Western, USA Robinson P. ED,(2009) Operations Management in the Travel Industry, CABI Oxfordshire Young T (2007) — The Handbook of Project Management , 2 nd Edition, Kogan Page, Jackson T (2000), Career development, CIPD Publishing Websites www.bized.ac.uk A business and economics service for learners, tutors and lecturers www.dfes.gov.uk Department for Education and Skills www.instituteofcustomerservice.com Institute of Customer Service 14 www.workplacelaw.net Workplace law network Teaching and Learning Activities The module tutor(s) will aim to combine lectures with tutorial activities. This environment will provide opportunities for the student to understand the course material through case study and text and to apply it in a practical way. The intent is to facilitate interactive class activities, and discussion about the significant role of research in a global and local business environment. Teaching Ethos The college’s approach towards teaching and learning is simple and effective. The main aim of UKCBC is to assist learners in maximising their potential by ensuring that they are taught clearly and effectively. This will enable students to engage in the learning environment and promote success in both their academic studies and subsequent career. Methods of Delivery: LECTURES: These will be developed around the key concepts as mentioned in the indicative course content and will use a range of live examples and cases from business practice to demonstrate the application of theoretical concepts. This method is primarily used to identify and explain key aspects of the subject so that learners can utilise their private study time more effectively. SEMINARS: These are in addition to the lectures. The seminars are designed to give learners the opportunity to test their understanding of the material covered in the lectures and private study with the help of reference books. This methodology usually carries a set of questions identified in advance. Seminars are interactive sessions led by the learners. This method of study gives the learner an excellent opportunity to clarify any points of difficulty with the tutor and simultaneously develop their oral communication skills. CASE STUDIES: 15 An important learning methodology is the extensive use of case studies. They enable learners to apply the concepts that they learn in their subjects. The learners have to study the case, analyse the facts presented and arrive at conclusions and recommendations. This assists in the assessment of the learner’s ability to apply to the real world the tools and techniques of analysis which they have learnt. The case study serves as a supplement to the theoretical knowledge imparted through the course work. Plagiarism: Any act of plagiarism will be seriously dealt with according to the colleges and awarding bodies’ regulations. In this context the definition and scope of plagiarism are presented below: Plagiarism is presenting someone’s work as your won. It includes copying information directly from the web or books without referencing the material; submitting joint coursework as an individual effort; copying another student’s coursework; stealing coursework form another student and submitting it as your own work. Suspected plagiarism will be investigated and if found to have occurred will be dealt with according to the college procedure. (For further details please refer to the plagiarism policy and the student code of conduct.) Assessment: The module will be assessed meeting all the LO as specified by the awarding body, Pearson BTEC. Please read the instructions carefully while addressing the tasks specified. Contribution: 100% of the module. Details enclosed in the assignment brief. 16 ASSIGNMENT BRIEF Unit Number and title The Developing Manager Qualification BTEC HND in Travel and