Btec 5 , 3000 words oxford style all instructions on the pdf
Programme
Pearson BTEC Level 5
Management and Leadership
Module
Principles of Management and Leadership (Unit 1)
Unit Name: Principles of Management and Leadership.
Unit Number: 01
Unit Credit: 07
Internal Verifier: Kazeem Salami
Assessor: Williams Kwayke
General Guidelines
The work you submit must be in your own words. If you use a quote or an illustration from somewhere you must give the source. Include a list of references at the end of your document. You must give all your sources of information. Make sure your work is clearly presented and that you use correct grammar. Wherever possible use a word processor and its -spell-checker-.
Format: Written Report
Notes: To be presented and referenced in a written report of maximum 3,000 words in length (excluding appendices). Please note that we request also tables, figures and charts. Furthermore, fundamental requirements to write the assignment are to follow the scenario and task guidelines, to mention the references and to use the Harvard Referencing. Finally it is fundamental that the learner gives its opinion in third person (for an example: -it is possible to say-; -from the data acquired it is safe to say...- and so on). Failing to follow one or more of these guidelines will automatically fail your assignment.
Late submissions will not be accepted without extenuating circumstances which should be discussed as soon as possible. Unexceptional work pressures and computer problems are not normally accepted as extenuating circumstances. Please see assessment guidelines (student handbook) for further details.
Scenario:
Google LLC is an American multinational technology company that specializes in Internet related services and products, which include online advertising technologies, search engine, cloud computing, software, and hardware.
In this scenario you are a new employee at Google LLC and the senior management, to test you, asked you to distinguish the concepts and nature of management and the function of leadership. After that you will have to evaluate the concepts and definitions of leadership and their influence on management. Before you finishing this first section you will have to evaluate the influence of effective and ineffective leadership and management on team behavior and business performance. After that you will have to analyze the characteristics of different leadership styles. Once you have completed this section you will have to then evaluate the suitability of different leadership style for different purposes and situations. Once you are done with that you will have to evaluate the factors that affect the suitability of different management styles and the ethical dimensions of leadership styles. Once that task is finished you will have to analyze the relationship between job satisfaction, commitment, motivation and business performance. Once that is done you will have to evaluate the implications of motivation and empowerment for an organizations structure and culture. Finally you will have to analyze the implication for employee relations policy of a strategy that empowers a workforce and the principles underpinning a rewarding strategy. In the last part of your report you will have to assess approaches to performance management and appraisal and the factors involved in managing a work - life balance and their implications for individuals. Before you finish you will have to first evaluate the use of tools and techniques to measure human resource interventions and then finally identify areas for improvement through reflection.
With all that in mind the Learner has to:
Task 1
I. Understand leadership and Management theories and principles
1. Distinguish the concepts and nature of management and the function of leadership
2. Evaluate concepts and definitions of leadership and their influence on management
3. Evaluate the influence of effective and ineffective leadership and management on team behavior and business performance.
Task 2
11. Understand leadership styles
1. Analyze the characteristics of different leadership styles
2. Evaluate the suitability of different leadership style for different purposes and situations
3. Evaluate the factors that affect the suitability of different management styles.
4. Evaluate the ethical dimensions of leadership styles.
Task 3
Ill. Understand motivation and empowerment
1. Analyze the relationship between job satisfaction, commitment, motivation empowerment and business performance
2. Evaluate the implications of motivation and empowerment for an organizations structure and culture
3. Analyze the implication for employee relations policy of a strategy that empowers a workforce
4. Analyze the principles underpinning a reward strategy.
Task 4
IV. Understand the management of performance
1. Assess approaches to performance management and appraisal
2. Assess the factors involved in managing a work — life balance and their implications for individuals
3. Evaluate the use of tools and techniques to measure human resource interventions
4. Identify areas for improvement through reflection on their own practice.
Assessment guidance
Learners must meet all assessment criteria to pass the unit.
For learning outcomes 1 and 2, an investigative assignment must be used to review current approaches to management and leadership (AC 1.3, 2.3, 2.4). The assignment must be in the form of a report with supporting materials for a group of management trainees recently recruited to a business. In the presentation there could be an report of management theories and principles as well as management and leadership styles (AC 1.1, 1.2, 2.1, 2.2).
For learning outcomes 3 and 4, the case study must be used to consider performance management. Learners could produce a guide for managers in a business were performance management needed to be improved, and how, if at all, motivation and empowerment can influence performance (AC 3.1, 3.4, 4.2, 4.3, 4.4).
Learning outcomes and assessment criteria
On completion of this unit a learner should:
Learning outcomes Assessment criteria
I Understand leadership and management theories and principles 1.1
1.2
1.3 Characterise the concepts and nature Of management and the function of leadership
Evaluate concepts and definitions Of leadership and their influence on management
Evaluate the influence of effective and ineffective leadership and management on team behaviour and business performance
2 Understand leadership styles 2.1
2.2
2.3
2.4 Analyse the characteristics Of different leadership styles
Evaluate the suitability Of different leadership styles for different purposes and situations
Evaluate the factors that affect the suitability Of different management styles
Evaluate the ethical dimensions Of leadership styles
3 Understand motivation and empowerment 3.1
3.2
3.3
3.4 Analyse the relationship between job satisfaction, commitment, motivation, empowerment and business performance
Evaluate the implications Of motivation and empowerment for an organisations structure and culture
Analyse the implications for employee relations policy Of a strategy that empowers a workforce
Analyse the principles underpinning a reward strategy
Learning outcomes Assessment criteria
4 Understand the management Of performance 4.1 Assess approaches to performance management and appraisal
4.2 Assess the factors involved in managing a work-life balance and their implications for individuals
4.3 Evaluate the use Of tools and techniques to measure human resource interventions
4.4 Identify areas for improvement through reflection on their own practice
Unit content
1. Understand leadership and management theories and principles Leadership and management: leadership principles; strategic vision creation; mission; aims; inspiring others; influencing others; establishing culture; establishing structure; determining policy framework; providing direction; leadership theories, e.g. trait theory, behavioural theory; transformational leadership; management principles; implement vision to achieve objectives; plan; co-ordinate; monitor; control; optimise; management theories, e.g. scientific management (F W Taylor); human relations (G E Mayo); behavioural (e.g. D M McGregor); systems theory (L von Bertalanffy), contingency (F E Fielder); chaos theory (T Peters); differences between management and leadership Business performance: improving business performance; developing and leading; effective management of resources; innovation; implementing change, reviewing objectives; reviewing performance; stakeholder engagement; negative impact of ineffective leadership and management, e.g. loss of competitive advantage; stagnation; decline
2. Understand leadership styles Leadership and management styles: management and leadership style, e.g. autocratic, charismatic, persuasive, participative; influences on style, e.g. organisational culture; values of managers/leaders; emotional leadership styles, e.g. D Goleman Six Leadership Styles, Hay-McBer Emotional Competence Inventory, V Dulewicz and M Higgs Leadership Dimensions; R Blake and J Moutons Managerial Grid; differentiation between management and leadership styles in given situations adapting management and leadership styles in given situations; impact of styles on decision making Ethical dimensions: ethical issues; corporate governance; responsibility; accountability; moral hazard; external factors, e.g. legislation, codes of conduct; social obligations; corporate citizenship; internal, e.g. ownership model; values; vision; mission; culture; sustainability; leadership and management responses
3. Understand motivation and empowerment Motivation: purpose, e.g. productivity, engagement, commitment, job satisfaction; theories of motivation; sources of motivation (intrinsic, extrinsic); content theories, e.g. A Maslow Hierarchy of Needs, D M McGregor Theory and Theory Y, F Herzberg Motivation-Hygiene theory, C Alderfer Existence, Relatedness and Growth (ERG) theory; process theories, e.g. V Vroom Expectancy theory, R House and G Dessler Path-Goal theory; F Heider Attribution theory; E Deci and M Ryan Self-determination theory; motivational techniques, e.g. rewards (financial, non-financial), praise, encouragement, recognition, celebration of achievement, clear goals, feedback, learning and development Empowerment: delegation (power, authority, tasks, decision making); impact of structure (flat and matrix structures, lines of management, reporting lines, communication channels); impact on culture (autonomy, responsibility, decision making, accountability, motivation, job satisfaction); productivity gains; support business objectives Reward strategy: purposes, e.g. recruit, retain, remunerate; engage, motivate; productivity; short-term rewards; long-term rewards; employee recognition; link rewards to business results; financial rewards, non-financial rewards; external competitiveness
4. Understand the management of performance Performance management: purpose; improve employee performance; improve team performance; improve business performance; performance plans; performance indicators, e.g. productivity, output, attitude, commitment; gathering performance information; appraisal; causes of effective performance and underperformance; review; rewarding good performance; remedying poor performance, e.g. mentoring; counselling, training, development, discipline, termination of employment Personal development: work-life balance; personal development plans; professional development plans; implications; resource requirements; targets; milestones; review; reflection
Guide to student:
1. Preparation guidelines of the Coursework Document
All coursework must be word processed.
Document margins must not be more than 2.54 cm (1 inch) or less than 1.9cm (3/4 inch).
The assignment should be in a business style using single spacing and font size 12.
Standard and commonly used type face such as Arial should be used.
All figures, graphs and tables must be numbered.
Material taken from external sources must be properly referenced using the Harvard referencing system.
You should provide references using the Harvard referencing system. Do not use Wikipedia as a reference.
2. Plagiarism and Collusion
Any act of plagiarism or collusion will be seriously dealt with according to the College regulations. In this context, the definition and scope of plagiarism and collusion are presented below:
Plagiarism is presenting somebody elses work as your own. It includes copying information directly from the Web or books without referencing the material; submitting joint coursework as an individual effort.
Collusion is copying another students coursework; stealing coursework from another student and submitting it as your own work.
Suspected plagiarism or collusion will be investigated and if found to have occurred will be dealt with according to the College procedure. (For details on Plagiarism & Collusion please see the Student Handbook).
3. Submission
Initial submission of coursework to the tutors is compulsory in each unit of the course.
Student must check their assignments with plagiarism software Turnitin to make sure the similarity index for their assignment stays within the College approved level.
All Final coursework must be submitted to the Final submission point into the unit (not to the Tutor). A student would be allowed to submit only once and that is the final submission. Any computer files generated such as program code (software), graphic files that form part of the coursework must be submitted as an attachment to the assignment with all documentation.
Any portfolio for a unit must be submitted as a hardcopy to the Examination Office.
The student must attach a tutors comment in between the cover page and the answer in the case of Resubmission.
4. Good practice
Make backup of your work in different media (hard disk, memory stick, etc.) to avoid distress due to loss or damage of your original copy.
5. Extension and Late Submission l and Resubmission
If you need an extension for a valid reason, you must request one using an Exceptional Extenuating Circumstances (EEC) form available from the Examination Office and VLE. Please note that the tutors do not have the authority to extend the coursework deadlines and therefore do not ask them to award a coursework extension. The completed form must be accompanied by evidence such as a medical certificate in the event of you being sick.
Late submission will be accepted and marked according to the institutions procedure.
All Late coursework must be submitted to the late submission point into the unit (not to the Tutor). A student will be allowed to submit only once and that is the final submission.
Only one opportunity will be given for reassessment (resubmission) will be permitted and the assessment will be capped at Pass for the unit. In addition, no resubmission will be allowed in any component of the assessment for which a Pass grade or higher has been achieved.
Repeat Units - A student who has failed to achieve a Pass in both Final/Late submission and in the Resubmission, must retake the unit the full attendance and payment of the unit fee.
6. Report Structure
Cover
Title Page
Contents page
Abstract/Executive (Tasks)
Conclusion
References (including weblioreferencing) Bibliography (including webliography).
For Late Submission policy, please refer to your student course handbook available on Global Edulinks Online Portal
Glossary:
Analyse: Break an issue or topic into smaller parts by looking in depth at each part. Support each part with arguments and evidence for and against (Pros and cons). Break something down into its components; examine factors methodically and in detail to recognise patterns by applying concepts and making connections to predict consequences.
Apply: Use a particular method/technique to solve a problem Critically Evaluate/Analyse.
Conduct: To do or carry out, to organise and perform a particular activity. Show that you can do a particular activity or skill.
Explain: When you explain you must say why it is important or not important.
Clarify: Giving a detailed account as to how and why it occurs, or what is meant by the use of this term in a particular context.
Identify: When you identify you look at the most important points. Establish or indicate the origin, nature or definitive character of something.
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