BTEC HND in Business Module Booklet Unit 4 Management and Operations Unit level 4 Unit code D/508/0488 Unit type Core Block Start Date 21/11/2016 Hand out date 21/11/2016 Submission Deadline 12/02/2017 Lectures & Formative Assessments 10 Weeks Summative Assessment & Feedback 2 Weeks Guided learning hours 60 Module Leader Dalton Vincent Lecturer Table of Contents _Toc460843559 1.1 Introduction 3 1.2 Learning Outcome 3 1.3 Essential Content 3 1.4 Scheme of Work 6 1.5 Teaching Ethos 12 1.6 Methods of Delivery 13 1.7 Plagiarism 13 1.8 Assignment brief 14 1.9 Evidence to achieve Pass, Merit and Distinction 17 2.0 Glossary of academic words used in this and other assignments 18 1.1 Introduction The aim of this unit is to help students understand the difference between the function of a manager and the role of a leader. Students will consider the characteristics, behaviours and traits which support effective management and leadership. In addition, this unit will introduce the concept of operations as both a function and a process which all organisations must adopt to conduct business. Students will be introduced to contemporary and historical theories and concepts which will support their learning for this unit. On successful completion of this unit students will have developed sufficient knowledge and understanding of how management and operations make a positive, efficient and effective contribution to an organisation at a junior level. This could be in the role of a team leader or managing a specific aspect of an operation function and/or process. Underpinning all aspects of the content for this unit you will consider topics under two broad headings: management and operations. 1.2 Learning Outcome By the end of this unit a student will be able to: 1. Differentiate between the role of a leader and the function of a manager 2. Apply the role of a leader and the function of a manager in given contexts 3. Demonstrate an appreciation of the role leaders and managers play in the operations function of an organisation. 4. Demonstrate an understanding of the relationship between leadership and management in a contemporary business environment 1.3 Essential Content LO1 Differentiate between the role of a leader and the function of a manager: Management theory: Contemporary and seminal theories of management such as management by objectives, classical management theories, behavioural theory and contingency theory. Leadership vs management: The definitions and differences of both a leader and a manager. Management functions such as planning, organising, controlling and directing. Theories of leadership traits, style and contingency. Transformational and Transactional Leadership. Action Centred Leadership. 'Hard' management skills and 'soft' leadership skills LO2 Apply the role of a leader and the function of a manager in given contexts How situations affect the role of a leader and function of a manager: Situational leadership, systems leadership, task or relationship-orientated approaches. The application of chaos theory and management by objectives LO3 Demonstrate an appreciation of the role leaders and managers play in the operations function of an organisation Theories of operations and operations management: Six sigma, lean production and queuing theory. Different operations management approaches: The use of different management approaches: Principles of Total Quality Management (TQM), Just-in-Time Inventory and the concept of continuous improvement (Kaizen) Operational functions: Control and Distribution Systems. Transformation of raw material into finished goods/services. Process design. Capacity management. Logistics and inventory management. Scheduling. LO4 Demonstrate an understanding of the relationship between leadership and management in a contemporary business environment Different dimensions of contemporary business environment: The relationship that leadership and management have in the context of corporate social responsibility; culture, values, ethics and sustainability. The relationship with stakeholders and meeting stakeholder expectations in the context of encouraging, developing and sustaining entrepreneurship and intrapreneurship. Recommended Resources HILL, A and HILL, T. (2011) Essential Operations Management. London: Palgrave. PETTINGER, R. (2007) Introduction to Management. 4th Ed. London: Palgrave Macmillan. SLACK, N., BRANDON-JONES, A. and JOHNSTON, R. (2013) Operations Management. 7th Ed. Harlow: Pearson. SCHEDLITZKI, D. and EDWARDS, G. (2014) Studying Leadership: Traditional and Critical Approaches. London: SAGE. Carmichael, J. L., Collins, C., Emsell, P. & Haydon, J., (2011) Leadership and Management Development. London: Oxford University Press Links This unit links to the following related units: Unit 12: Organisational Behaviour Unit 17: Understanding and Leading Change 1.4 Scheme of Work Week Session Lecture Schedule Activity/seminar and formative assessment 1 1 Management and Operations Introduction to the unit's content • Introduction to the two unit assignments. • Unit overview. • Outline and define the concepts – leader, manager, operations. • The importance of operations in business. Tutor-led delivery of unit overview and content. • Group activity – what is the function of operations in a business and what is the value of this entity? 2 Underpinning management theories LO1 Issue Assignment • Introduction and briefing for the first assessment. • Explore contemporary and seminal theories of management. • Management by objectives. • Classical management theories. • Behavioural theory. • Contingency theory. Small groups research a theory and present back to the class. • Class discussion – explore and discuss the concept of 'management by objectives' and assess its use in business. • Debate the effectiveness of different theories in different business contexts. 2 3 Management functions LO1 Definition of a manager. • Related and similar titles and responsibilities e.g. supervisor, team leader, department head etc. • Functions of a manager – planning, organising, controlling and directing. • De Bono's 'Six Thinking Hats' based on manager functions. • Skills requirements of an effective manager. • Student quiz – list different titles and discuss their differences and similarities, and whether the actual function/role is different from a manager. • Group role pay – different students to act out De Bono's different 'Thinking Hats' for reflection and discussion. 4 Leadership vs management LO1 • Definitions and differences between leaders and managers. • Debate overlaps and similarities. • Explore significant leaders and good managers. • Group debate – are leaders and managers the same or not? Explain. • Individual research task – each student to find a significant leader or manager and explain what made him/her successful. 3 5 Leadership theory and skills LO1 • Theories of leadership traits, style and contingency. • Transformational and transactional leadership. • Action-centred leadership. • 'Hard' management skills and 'soft' leadership skills. Sample activities: • Tutor-led explanations of theories, with examples in practice or of known leaders. • Group activity – present different groups with a transactional or transformational task to instruct followers and discuss impact of each style. • Individual research task – identify and list skills required to be a good leader, then discuss. • Student homework – prepare for an in-class quiz. 6 LO1 recap and assessment check Recap of management theory and functions, leadership theory and the differences between managers and leaders. • In class quiz/test to recap and retain learner knowledge. Sample activities: • Tutor to explain and recap LO1 content. • In-class quiz on LO1 content, peer marked with feedback exchanged on the most common faults and incorrect answers. 4 7 Leaders and the management function application LO2 • Re-brief LO2 from assignment. • 'Context' and the influence on leaders/management behaviour. • Situational leadership theory. • Hersey-Blanchard situational leadership model. Sample activities: • Tutor to highlight importance of context when investigating people and behaviours. • Question and answer activity – how does/should leadership change when the work situation changes? • Tutor-led discussion and explanation of the Hersey-Blanchard model whilst students take notes. • Student reflection – do your leaders (if appropriate) adapt to circumstances? Write a short summary for the next session. 8 Leaders and the management function application LO2 • System leadership. • Task- or relationship-orientated approaches. • The application of chaos theory. • The concept of management by objectives. Sample activities: • Group discussion – discuss and assess 'system leadership' and its application. • Student research into chaos theory to present back in small groups. • Student debate on management by objectives and its effectiveness. 5 9 • Review of student progress on the first assessment. . Sample activities: • Brief tutor-led overview of assessment requirements. • Open question and answer activity to address general questions and concerns. • Review of academic requirements and submission format. • Individual student queries and questions 10 Assignment draft review workshop Review of individual student drafts for the first assignment. Sample activities: • Individual appointments to address student queries and questions. 6 11 Theory of operations management LO3 • Introduction and briefing for the second assignment. • Six Sigma principles • Lean production. • Queueing theory and associated approaches. Sample activities: • Pair work – investigate and present back the 'Six Sigma' model. Tutor guidance and peer review to assess research credibility. • Read articles on application lean production and discuss. • Group activity – to research Queueing theory and identify the use of the theories in practice. 12 Operations management approaches LO3 The principles of total quality management (TQM). • Just-in-time (JIT) / Just-in-case (JIC) inventory management. • The concept of continuous improvement (Kaizen). Sample activities: • Tutor-led explanation of the TQM model. • Group activity – investigate and discuss the differences between JIT and JIC management approaches and assess their effectiveness using real scenarios or case studies. • Pair work – reviewing case studies on the application of Kaizen discuss the benefits and present back key points. 7 13 Operational functions to manage LO3 Control and distribution systems. • Raw to finished product – transformation process (value chain). • Capacity management. • Procurement and purchasing. • Logistics, resources and inventory management. • Scheduling and time planning. Sample activities: • Tutor-led delivery on distribution and control systems. • Group activity – discuss the process of a product from raw to final product. Tutor to link this to the value chain analysis model. • Individual research – the concept of capacity management. Assessment through individual targeted questioning. • Tutor-led delivery on the concept of procurement and purchasing. • Individual research – resource management, to explain to the group. • Group activity – apply scheduling to a given scenario and identify the challenges and obstacles of the task. 14 Leadership and management and the dimensions of the business environment LO3 • The relationship between leadership and management. • Corporate social responsibility (CSR). • Organisational culture, values and business ethics. • Sustainability. Sample activities: • Group activity – identify and discuss the different dimensions of a business environment. Prompted and guided by tutor. • Pair work – discussion to establish the link between good leaders/management and the above-mentioned concepts; compare and contrast different examples of organisational culture in different companies. Group activity - research and present case study examples of the impact of sustainability, CSR and business ethics. 8 15 Stakeholder relations LO4 • Leadership/management relations with stakeholders. • Stakeholder analysis and expectations. • Developing, encouraging and sustaining entrepreneurship and intrapreneurship. Sample activities: • Student 'quick presentations' – who are stakeholders? List stakeholders for a given business. • Small groups – understand a stakeholder analysis and apply it to a given scenario. • Group discussion – establish the link between effective leadership and good entrepreneurial culture. 16 Assignment workshop • Review of student progress on the first assessment. Sample activities: • Brief tutor-led overview of assessment requirements. • Open question and answer activity to address general questions and concerns. • Review of academic requirements and submission format. • Individual student queries and questions. 9 Assignment support week • Students preparing second assignment for review with tutor. 10 Assignment support week • Review of individual student drafts for final assignment. Assignment submission 1.5 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. The module tutor(s) will aim to combine lectures, workshops and 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. 1.6 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 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. 1.7 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.) 1.8 Assignment brief Unit 4 Management and Operations Unit code D/508/0488 Unit type Core Block Start date 21/11/2016 Assignment/hand-out date 21/11/2016 Deadline/hand-in date 12/02/2017 Assignment title Operations management in the food industry Word count Approximately 3000 to 4000 words Task 1 – Case problem You work for an organisation in the food industry (choose any organisation) and your organisation has asked you to prepare a report on adopting a Leadership and Management Development programme. They require more background to the exact difference between what the experts term 'Leadership' and 'Management'. They would also like to see your recommendations on what you feel about the Situational and Contingency theories of leadership and how they could adopt the key principles into an appropriate programme of development for the organisation Answer Framework – You are expected to prepare a 1500 to 2000 word report, suitable for consideration at the next top management meeting. This report is to present the results of your research into the issues, to explain the concept of leadership and management. You need to highlight the differences and similarities, also the inter-changeability of the principles. You also need to apply 2 or 3 of the main theories of leadership (situational leadership, systems leadership and contingency) and to make recommendations concerning the action required. This will enable your organisation to ensure that its approach to leadership and management development is aligned to the organisation's culture and values, whilst giving a contemporary viewpoint. Pass criteria: To achieve a pass you need to: a) Define and compare the different roles and characteristics of a leader and a manager b) Examine with examples how the role of a leader and the function of a manager is applied in different situations within your organisation c) Apply theories and models of leadership approach including situational leadership, systems leadership and contingency in specific situations within your organisation. Merit criteria (optional) To achieve Merit criteria (M1 and M2) you need to; d) Analyse and differentiate between the role of a leader and function of a manager by effectively applying a range of theories and concepts. e) Assess the strengths and weaknesses of different approaches to situations within the work environment. Distinction criteria (optional) To achieve Distinction criterion (D1) you need to; f) Critically analyse and evaluate the different theories and approaches to leadership in the given context. *Please note Merit and Distinction criterial IS NOT additional questions but the quality of your answers must address the action verbs. Task 2 - Case problem (same organisation as above) Your organisation is reviewing its operations and how it is managed to seek to increase the quality, efficiency, and responsiveness of the firm to become more competitive by reducing cost and improving on service targets. You have been given the task to review the current processes (activities, decisions and responsibilities) which ensure the production and delivery of products and services to its customers. You are expected to prepare a 1500 to 2000 word report, suitable for consideration at the next top management meeting. Your report should cover theories of operations and operation management; application of different operations management approaches and operational functions. The report should also include recommendations for improvement. Pass criteria: To achieve a pass you need to: a) Explain the key approaches to operations management and the role that leaders and managers play b) Explain the importance and value of operations management in achieving business objectives c) Assess the factors within the business environment that impact upon operational management and decision-making by leaders and managers. Merit criteria To achieve Merit criteria (M3 and M4) you need to; d) Evaluate how leaders and managers can improve efficiencies of operational management to successfully meet the business objectives. e) Analyse how different factors in (c) affect the business environment and wider community Distinction criteria To achieve Distinction criterion (D2) you need to; f) Critically evaluate application of operations management and factors that impact on the wider business environment for your organisation. *Please note Merit and Distinction criterial IS NOT additional questions but the quality of your answers must address the action verbs. To present an excellent work, your answers should show:  Your understanding of the issues involved;  Your method of approach and analysis;  The quality and relevance of the information gathered and used;  The models and principles employed;  The structure, presentation and style of your material;  The feasibility and credibility of your conclusions and recommendations.  Using Harvard Referencing System for literature references.  List of Appendices and tables 1.9 Evidence to achieve Pass, Merit and Distinction Pass Merit Distinction LO1 Differentiate between the role of a leader and the function of a manager LO1 & 2 D1 Critically analyse and evaluate the different theories and approaches to leadership in given contexts. P1 Define and compare the different roles and characteristics of a leader and a manager. M1 Analyse and differentiate between the role of a leader and function of a manager by effectively applying a range of theories and concepts. LO2 Apply the role of a leader and the function of a manager in given contexts P2 Examine examples of how the role of a leader and the function of a manager apply in different situational contexts. P3 Apply different theories and models of approach, including situational leadership, systems leadership and contingency. M2 Assess the strengths and weaknesses of different approaches to situations within the work environment. LO3 Demonstrate an appreciation of the role leaders and managers play in the operations function of an organisation LO3 & 4 D2 Critically evaluate application of operations management and factors that impact on the wider business environment. P4 Explain the key approaches to operations management and the role that leaders and managers play. P5 Explain the importance and value of operations management in achieving business objectives. M3 Evaluate how leaders and managers can improve efficiencies of operational management to successfully meet business objectives. LO4 Demonstrate an understanding of the relationship between leadership and management in a contemporary business environment P6 Assess the factors within the business environment that impact upon operational management and decision-making by leaders and managers. M4 Analyse how these different factors affect the business environment and wider community. 2.0 Glossary of academic words used in this and other assignments Account for Give reasons for: explain why something happens. Analyse Examine something in very close detail and from a number of angles. Identify the important points and chief features, and understand their relationships. Argue Present a case for and against a proposal or statement and present your own opinion at the end. Compare Show how two or more things are similar. Contrast Look at two or more things and draw out differences. State whether the differences are significant. Critically evaluate Weigh arguments for and against something, assess the strength of evidence on both Faisales. Define Give the exact meaning of. Describe Give a detailed account of the main features or characteristics ... Discuss Write about the most important characteristics of something. Give arguments for and against, look at it from a variety of perspectives. Distinguish Identify the differences between two items. Evaluate Assess the worth or usefulness of something. Use evidence to support your opinion. Examine Look at something in detail. You may be expected to 'critically evaluate' it as well. Explain Make it clear why something happens or why it is the way it is. Identify Recognise name and briefly describe something. Illustrate Use examples to further explain or justify something. Could be visual or verbal. Interpret Explain the meaning or significance of information or data that you are presenting. Justify Provide evidence that supports an argument or idea. Outline Give only the main points, show only the main structure. Prove Present evidence in a logical structure to support an argument for a point of view. Relate (Two meanings) 1. Show how ideas / theories/ events etc are linked or connected. 2. Tell a story. Explain something in a narrative fashion. Review Survey and comment on the key aspects of something or a range of things. State Give the main features clearly and simply. Summarise Draw out the main points, omitting detail and examples. To what extent… How far is something true, or contributes to a final outcome. Also how far is it not true? In academic writing the answer is usually somewhere in the middle. Trace Describe the development of something; follow the order of different stages in an event or process. Adapted from Cottrell.S.(2003) The Study Skills Handbook. Basingstoke. Palgrave.