Level 4 Extended Diploma in Business Management

LEVEL4 EXTENDED DIPLOMAIN BUSINESSMANAGEMENT Credits : 120 Duration : 6 months /9 months Londan School of Planning andManagement www.LSPM.org.uk admissions@lspm.org.uk

2 About London School of Planning andManagement London School of Planning and Management (LSPM) LONDON SCHOOL OF PLANNING ANDMANAGEMENT www.LSPM.org.uk

3 Contents 4.1 Business Environment .................................................................................................................04 4.2 Resource Management ................................................................................................................07 4.3 Communication Skills...................................................................................................................10 4.4 People in Organisations ...............................................................................................................13 4.5 Applying Promotional Techniques ................................................................................................17 4.6 Corporate Social Responsibility....................................................................................................20 4.7 Administrative Services ................................................................................................................23 LONDON SCHOOL OF PLANNING ANDMANAGEMENT www.LSPM.org.uk

4 LONDON SCHOOL OF PLANNING ANDMANAGEMENT www.LSPM.org.uk

5 • Purposes of different types oforganisations • Types of organisations: including private, public, government, voluntary,charitable • Purposes: including profit, growth, return on investment (ROI) sales, service customer satisfaction,corporate • responsibility, ethical, environmental and social responsibilities, expressed though vision, mission, aims and objectives, long and short term goals, values,culture • Meeting objectives of differentstakeholders • Stakeholders: including internal and external stakeholders, e.g. financial institutions, other lenders, debtors and creditors, owners/managers/employers, customers and clients, employees, government, trade unions, suppliers, community • Objectives: including financial, corporate, social, ethical and environmental, achieve business plan e.g.meet • customer demand through production/sales of products and services, ensure repeat business through standards of service, ensure commitment of suppliers through payment agreements, generate profit for owners, and meet environmental objectives. • Potential conflict between objectives of differingstakeholders • Responsibilities andstrategies • Responsibilities: meeting legal requirements of country or countries in which it is operating (e.g. consumer legislation, employee legislation, equal opportunities and anti-discriminatory legislation, environmental legislation, health and safety legislation) safety of products and services offered, ethical practices, meeting stakeholder interests, dealing with potential conflicts ofinterest • Strategies to meet responsibilities: e.g. producing and implementing business policies and procedures, utilising quality assurance mechanisms, compliance, communication, timely response, satisfying stakeholderobjectives, • taking account of business and organisation rivals and competitors, dealing with conflicts of interest, recruitment of expertise • 2. Understand the nature of the national environment in which businessesoperate • How economic systems allocateresources • Effective use and distribution of resources, supply and demand, matching type economic system suited to the resource e.g. command, free enterprise, mixed, transitional • The economic environment: size of economy e.g. GDP, GNP; public financesrevenue, • taxation, borrowing, rate of inflation, balance of payments and balance of trade: Business strategye.g. • investment, consumer behaviour e.g. saving,spending • Impact of fiscal and monetary policy on business organisations and theiractivities • Impact of fiscal and monetary policy: level of profit, size and nature of employment, redundancy, imports, exports, trading partners, business behaviour, consumer behaviour, propensity to save, propensity to spend, tastes and preferences, expansion,downsizing • Government Policy and related agencies: including fiscal policy, monetary policy, PFI, central and local government spending, quantitative easing, interest rates, competition commission, sectorregulators • Impact of competition policy on the chosenorganisation • Main aims/impact of competition policy: including to promote competition in markets and price between suppliers, improve markets, contribution to efficiency and competitiveness, wider consumer choices for goods and services, technological innovation • Other regulatory mechanisms: Will differ between country in which organisation located but UK examples include: 4 pillars of competition policy in the UK and European Union (antitrustand LONDON SCHOOL OF PLANNING ANDMANAGEMENT www.LSPM.org.uk

6 • cartels, market liberalisation, state aid control, merger control), Competition Act 1998, Enterprise Act 2002, European Commission, Officeof • Fair Trading, Directorate General for Competition, Ofgem, Ofwat, CivilAviation • Authority, Companies Act, Enterprise, Training and Skills Policies, Public SectorBorrowing • 3. Understand the behaviour of organisations in their market environmentHow • market structures determine pricing andoutput • Market structures: including imperfect competition (assumptions behind a perfectly competitive market), monopoly, duopoly, oligopoly, competitive advantage, change in market demand, strategies and contingencies adopted by firms, regulation of competition • How market forces shape organisationalresponses • Examples of forces: supply and demand, elasticity of demand and supply, customer perceptions and choices leading to responses such as pricing decisions, cost and output decisions, outsourcing, acting on labour market trends, employee skills and upskilling, investment in new or updated technology, research and development, economies of scale, mergers andtakeovers. • Shaping the behaviour oforganisations • Business environments: including banking and financial institutions, market institutions, government agencies, industry associations, religious organisations, coalitions, global organisations, smallbusinesses • Cultural environments: for example national cultures and traditions, personal behaviour of individuals, religious beliefs, risk taking, innovation, ethical and greenissues. • Business behaviour: for example business cycle e.g. growth, stagnation, depression; availability of finance, consumer behaviour, global issues, competition, exchange rates, availability ofresources • Organisational responses: positive e.g. incentivising, rewarding (financial and nonfinancial), target setting, encouragement, praise and recognition; negativee.g. • punishment, admonishment, undervalue • Consumer/customer behaviour in response to: fixed interval, fixed ratio, variable ratio, reinforcement, triggers, repositioning, acting on socialchange • 4. Be able to assess the significance of the global factors that shape national businessactivities • Significance of international trade to UK businessorganisations • Advantages: including prosperity and monetary gains, technical know-how, sales of surplus products, economic progress, trade relations, competition, better quality of goods, more variety, increase employment opportunities, ethical support for developingcountries • Disadvantages: including local production may suffer, carbon footprint, local industries may suffer, unwanted • political influences, differences of opinions in relation to procedures andprocesses • Impact of Global factors on UK businessorganisations • Impact: International trade and growth, market opportunities, World Trade Organisation (WTO), emerging markets, labour movement, labour costs, minimum wages, workforce skills, exchange rates, trading blocs, trade and import duties and levies, taxation, international competitiveness, international business environment, commodity prices, intellectual property, climate change, third world poverty, global financialstability • Impact of European Union policies on UK businessorganisations • EU membership, EU business regulations and their incorporation in to UK law, EU policies, exchangerates, • CAP, regional development funds, theEurozone. LONDON SCHOOL OF PLANNING ANDMANAGEMENT www.LSPM.org.uk

8 • Indicative Content • 1. Understand the key features of resourcemanagement • Organisations • Primary e.g.mining, • Secondary e.g. Manufacturing, electronics,engineering • Tertiary e.g. service industries e.g. tourism, finance, catering Resourcerequirements • Rawmaterials • equipment • Human resources/knowhow • Technology • Facilities • Time • Transport • Requirements • Compliance with legislation , codes ofpractice • Health and Safety e.g. hazardoussubstances • Environmental e.g disposal, impact on environment, • Employment e.g. diversity and inclusion, health and safety atwork • Storagefacilities • Waste/recyclingsystems • Specialisttraining • Management informationsystems • 2. Understand the importance of the effective use of physical resourcesMonitoring • and management of physicalresources • Buying and orderingsystems • Schedules • Preferredsuppliers • Just-in-timemanagement • Stock controlsystems • Impact of resource wastage • Financial costs, reducedprofits • Need for disposal of excess/out of datestock • Poor image e.g. public outcry atwaste • Goods notdelivered/manufactured/supplied • Loss of customerbase • Delays in production • Technological failures, forexample • NHS computersystem • Fire service control centre system • MOD procurementsystem • The businesscase • Business profile/image • Marketing advantage, competitoradvantage • Ethical and sustainable reasons LONDON SCHOOL OF PLANNING ANDMANAGEMENT www.LSPM.org.uk

9 • 3. Understand how to maximise the effectiveness of human resources • Motivationaltheories • Herzberg • McGregor • Maslow • ExpectancyTheory • Human resourceplanning • Respond to change – in the organisation, to externalfactors • Staffturnover • Forecasting HRrequirements • Responding to employmenttrends • At micro level – to organise staff e.g. terms of employment, staff rota’s,holidays • Monitoring and improving employeeperformance • Key performance indicators(KPIs) • Appraisals • Statistics e.g. salesfigures • Targets • Customerfeedback • Training – internal andexternal • Rewardsystems • Performance related pay • Bonuses • Advancement/promotion • Status • Shareoptions • 4. Be able to review the effective use of resources Physical • resources performancemeasures • Budgetrestraints • Statistics e.g. salesfigures • Performance againsttargets • Customer feedback, levels of positive and negative feedback/complaints, levels ofreturns • Repeatsales • Targets • Key performance indicators(KPIs) • Data on employeeperformance • Statistics e.g. salesfigures • Performance againsttargets • Customer feedback, levels of positive and negative feedback/complaints, levels of returns Repeatsales • Report • Written report or oralreport • Recommendations • Physicalresources • Humanresources LONDON SCHOOL OF PLANNING ANDMANAGEMENT www.LSPM.org.uk

11 • Indicative Content • 1. Understand how internal communication takes place withinorganisations • The process ofcommunication • A dynamic process • Sender has anidea • Idea/messagesent • Message transmitted toreceiver • Receiver getsmessage • Receiver gives feedback (responds) tomessage • Modes ofcommunication • Written – letters, bulletins, noticeboards, updates,newsletter • face to face /Oral - briefings, appraisal, meetings (departmental, weekly updates, team meetings; interviews, appraisals, disciplinary, sales, annual generalmeeting • (AGM); extraordinary general meeting(EGM), • Electronic – email, Facebook, twitter,blog • Purposes ofcommunicate • To provide information, to gain information, to generate ideas, to generate team cohesion, tomotivate • To send information vertically (upward and downward)andhorizontally • Internal communication, externalcommunication • To provide information formally andinformally • Barriers • Clarity of written/oral message – readability, language,tone • Technology – poor connections, inappropriateuse • Interpersonal relationships – personalconflict • Non-verbalcommunication • 2. Understand how organisations communicate with customersFormal • communications • Websites, brochures, letters, newsletters, email, emails, telephone calls, face to face, socialmedia • Purpose of communicating by socialmedia • Generatebusiness • Network • Image • Public relations(PR) • Remain up todate • Image • E.g. contemporary; traditional; energised; cuttingedge • 3. Understand the factors that impact on the effectiveness of communications Impactof • personalrelationships • Teamcohesion • Personalconflict • Favouritism • Job satisfaction/dissatisfaction LONDON SCHOOL OF PLANNING ANDMANAGEMENT www.LSPM.org.uk

12 • Impact of non-verbalcommunication • Tone of voice, bodylanguage • Negative and positive, reinforcement of oral message/contradiction of oralmessage • Active listening andfocusing • Impact of technology • Negative – reliance on technology at meetings/presentations; can createstress; • Positive – enhance clarity of information , helps reinforce messages, can help those with differentlearning • styles; • Conventions in writtencommunications • Formal reports, informal reports, emails, letters,texts • Greetings, sign off, tone, punctuation and grammar, use of first or thirdperson • 4. Be able to present oral information effectivelyOral • presentation • Formal presentation to a small group e.g. staff, colleagues,management • Complex information • General -introductory • Complex - facts, figures,data • Technology • Presentationsoftware • ICT e.g. spread sheets,hand-outs • Effectiveness • Was intended purposemet? • Appropriateness of bodylanguage • Audienceresponse • Quality and appropriateness of informationgiven • 5. Be able to communicate effectively inwriting • Communicate complexinformation • In writing e.g. reports, briefing notes, press releases, social media (e.g. Facebook, twitter and blogs), meeting documentation • Purpose e.g. to present results to the board, to launch a marketing campaign, Document ameeting • agenda, minutes,papers • Quantitativedata • E.g. financial results, sales figures, changes in product features, productivity, energyefficiency • Review writtencommunication • For clarity, readability, appropriateness of media, use of visuals (e.g. charts, graphs, pictures); tonelanguage LONDON SCHOOL OF PLANNING ANDMANAGEMENT www.LSPM.org.uk

13 4.4 People inOrganisations UnitAims This unit aims to develop knowledge of those aspects of organisations that concern and support people. This includes communication practices, teamwork, remote working and other organisational structures. Using this knowledge learners will be able to review the impact of workplace practices onpeople UnitLevel 4 Unitcode T/503/7078 GLH 60 CreditValue 15 Unit GradingStructure Pass AssessmentGuidance Assignments in accordance with awarding organisationguidance Learning OutcomesThe learnerwill: Assessment Criteria The learnercan: 1 Understand communication practices within organisations • Analyse the benefits of effective communication to organisations • Analyse policies and procedures that are usedto • enhance communication within organisations • Outline legislation relevant to communication within organisations • Evaluate how the organisational structureimpacts • on the communication methodsused 2 Understand the principles of effective teamwork • Assess the benefits of team working to individuals and organisations • Analyse why teams might fail to meet their objectives • Evaluate the impact of leadership styleson • teamwork • 3.1 Explain the implications of the different ways in 3 Understand the issues associated remote working with • which people work‘remotely’ • Evaluate common working practices used by those working remotely in differentcontexts • Analyse the leadership styles suitable forremote • working • 4.1 Explain how HR departments can providesupport 4 Understand the structures designed to support people within the workplace • to people within the workplace • Assess policies and procedures designed to support people in theworkplace • Assess practices used to support people inthe • workplace • 5.1 Assess workplace practices that impact onpeople 5 Be abletoreviewthe impactof workplace practices onpeople within organisation within organisations 5.2 Make recommendations to improve staffand managers experience of the workplace LONDON SCHOOL OF PLANNING ANDMANAGEMENT www.LSPM.org.uk

14 • Benefits • Accurate and timelyinformation • Efficiency • Good relationships/effective teams • morale • Clear messages • Customer and supplier relationships • Policies andprocedures • Protocols e.g. foremail • Staffbriefings • Newsletters/posters/bulletins/emailgroups • Briefings, regularmeetings • Cascade • Policies e.g. dealing with the media,confidentiality • Legislation • Data Protection Act1998 • Privacy and electroniccommunication • Freedom of InformationAct • Equal opportunity • Confidentiality • Organisationalstructure • Flat/tall • Matrix • Regional • Remoteoffices • Dotted linereporting • 2. Understand the principles of effective teamworkBenefits • Synergy • Motivation • Sense ofbelonging • Efficiency • Creativity • Being able to utilise individual skills andexperience • Opportunity for personaldevelopment • Failure ofteams • Communication • Absence ofindividuals • Conflict or conversely desire not to upset other team colleagues Teammake-up • Poorbrief • Leadershipstyle • Leadershipstyle • McGregor theory x/theoryy LONDON SCHOOL OF PLANNING ANDMANAGEMENT www.LSPM.org.uk

15 • Delegation • Empowerment • Herzberg – motivators and hygienefactors • 3. Understand the issues associated with remoteworking • Remoteworking • Working athome • Working from home(home-based) • Regionaloffices • Virtualworking • Globalworking • Implications • Investment in technology • Feeling remote and lonely • Challenges withcommunication • Working in different timezones • Different ways of behaving and doingthings • Time management and irregularhours • Workingpractices • Teleconferencing • Webinars • Flexible hours (e.g. around personalcommitments) • Regular updates,meetings • Skype • Email • Travel • Leadershipstyle • Mc Gregor theory x/theoryy • Empowerment • Herzberg – motivators and hygienefactors • 4. Understand the structures designed to support people within the workplaceHuman • resources department • Ensuring the correct policies and procedures are in place • Assessing developmental needs • Dealing with disciplinary issues • Supporting in issues concerningconflict • Advisingmanagers • Support for those leaving organisations e.g. retirement,redundancy • Policies andprocedures • Recruitment and selectioncriteria • Job descriptions and personspecifications • Contracts ofemployment • Flexible working/familyfriendly • Termination ofemployment • Induction, appraisal,training • Dataprotection • Personal issues e.g. bereavement,pregnancy LONDON SCHOOL OF PLANNING ANDMANAGEMENT www.LSPM.org.uk

16 • Practices • Coaching • Mentoring • Training • Performancereviews • Appraisals • 5. Be able to review the impact of workplace practices on people within organisationsWorkplace • practices that impact onpeople • Communicationprotocols • Teammeeting • Leadershipstyles • Flexible /remoteworking • Support from HRdepartment • Possibility foradvancement • Culture ofcoaching/mentoring • Culture offear • Recommendations for improvement • Reviewing current practice and making proposals forchange • Consultativegroups • Employee representatives on theBoard • Staffsurveys • Outsideintervention LONDON SCHOOL OF PLANNING ANDMANAGEMENT www.LSPM.org.uk

18 • Indicative Content • 1. Understand the role of promotion in achieving businessobjectives • Aims • Functions of promotion: persuade, remind, inform, sell, respond to competition, increase marketshare • Promotion of corporate identity • Role within marketingmix • Positioning • Success criteria • Increasedsales • Customerrecall • Presscoverage • Customerloyalty • Regulation • Sale of GoodsAct • Trade Descriptions Act • Ofcom – role andfunction • Advertising Standards authority – role andfunction • 2. Understand the range of promotional methods used in business Promotional methods • Above the line/below theline • Advertising • Public relations • Sales promotion • Sponsorship • Productplacement • Directmarketing • Currenttrends • Social media, Twitter, Facebook,LinkedIn • Quick responsecodes • Smart phone applications • Textpromotions • Cross mediapromotions • Branding • Types ofbrands • Brandvalues • Premiumbrands • Differentiation to marketsegment • Role inpositioning • 3. Be able to evaluate an existing promotional campaign for a specific product orservice • Evaluation of a campaign Campaignobjectives • extendreach • communicate message about image, new product, newfeatures • AIDA model e.g. attention, interest, desire,action LONDON SCHOOL OF PLANNING ANDMANAGEMENT www.LSPM.org.uk

19 • Promotionalmix • promotional methods chosen e.g. advertising, personal selling, sales promotion, public relations, corporate image, direct marketing,exhibitions • marketing mix e.g. product, price, place (distribution),promotion • Integration/interrelationship with marketing mix e.g. links to price, product development, positioningand • distributionchannels • Choice ofmedia • Ability to reach targetmarket • Frequency • Likelycost • Previous results • 4. Be able to plan a promotional campaign for a specific business or product Aimsand • objectives • Extendreach • Communicate message about image, new product, newfeatures • AIDAmodel • Choice of targetmarket • Appropriate formessage • Suitable mediachosen • Suitable activities chosen to appeal totarget • Promotionalactivities • Use of advertising, below the line promotions and publicrelations • Links to corporateidentity • Planimplementation • Target market andcoverage • Timing • Frequency • Spend LONDON SCHOOL OF PLANNING ANDMANAGEMENT www.LSPM.org.uk

20 4.6 Corporate SocialResponsibility UnitAims To develop an understanding of CSR issues and impacts of CSRpolicy. UnitLevel 4 Unitcode A/503/7082 GLH 60 Credit Value 15 UnitGradingStructure Pass AssessmentGuidance Learners will be required to demonstrate evidence of understanding corporate social responsibility (CSR) issues andthe impact of CSR policies on stakeholders of organisations. They willmake recommendations for responsible business practice. Learning OutcomesThe learnerwill: Assessment Criteria The learnercan: 1 Understand current corporate social 1.1 Define corporate social responsibility (CSR) 1.2 responsibility issues facing business • Describe background and changing attitudes CSR • Describe the regulatory framework forCSR • explain environmental issues inCSR • Explain economic and political issues inCSR • 1.5 Explain social and community issues inCSR to 2 Understand the impact of corporate social responsibilitypolicyon different stakeholders 2.1 Assess the benefits of CSR to employees2.2 • Analyse the impact of CSR on thesupply • Explain how a CSR policy impacts on businessperformance • Explain how CSR impacts onmarketing • strategy • Assess the potential conflicts which may between the needs and expectationsof • stakeholders chain arise different 3 Be abletomakerecommendations for responsible businesspractice • Review the CSR policy of a specific business • Assesstheextent ofvoluntarisminCSR policy • RecommendchangestoCSR policyto benefit differentstakeholders • Assess the potential impact of changesin • CSR on businessperformance LONDON SCHOOL OF PLANNING ANDMANAGEMENT www.LSPM.org.uk

21 • Indicative Content • 1. Understand current corporate social responsibility issues facingbusiness • Definitions • Behavingresponsibly • Contributing to a bettersociety • Integrating social and environmental concerns inbusiness • The Triple Bottom Line – people, planet andprofit • Regulatoryframeworks • ISO 26000 Social responsibility – voluntaryguidance • Environmentalprotection • Health and safetylegislation • Human rightslegislation • Compliance with employmentlegislation • Environmentalissues • Recyclingpolicies • Sustainability • Use ofpackaging • Logistics of delivery,congestion • Use of scarceresources • Pollution • Carbonfootprint • Economic and politicalissues • Location ofsuppliers • Supporting localbusiness • Supporting developingcountries • Fair trade • Non acceptance of global agreements e.g.Kyoto • Social and communityissues • Employing socially disadvantaged and disabledpeople • Sponsorship • Encouraging education andtraining • Volunteering • 2. Understand the impact of corporate social responsibility policy on different stakeholders Benefitsto • employees • Improved workingconditions • Lack ofdiscrimination • Compliance withlegislation • Whistleblowingpolicy • Impacts on supplychain • Ethics in production • Responsiblesourcing • Reduced transportcosts • Reduced carbonfootprint • Use of technology in supply chainmanagement LONDON SCHOOL OF PLANNING ANDMANAGEMENT www.LSPM.org.uk

22 • Impacts on business performance • Improvedsales • Improvedprofits • Conflicts of interest betweenstakeholders • Competitiveedge • Impacts on marketingstrategy • Ethical policies • Branddifferentiation • Recognition of differentcultures • Cause related marketing campaigns • Conflicts • Customers willingness to pay more for ethicalproducts • Shareholders return oninvestment • Increasedcosts • 3. Be able to make recommendations for responsible business practiceExamples • ofbusinesses • Manufacturing • Financialservices • Hospitality • Retail • Not forprofit • Voluntarism • Response to pressuregroups • Effectiveness of voluntary practice • Changes to CSRpolicy • Adapting businesspractice • Ethical leadership • Ethics in production andsales • Engaging in corporatephilanthropy • Codes ofconduct • Environmentalreporting • Differentstakeholders • Customers • Shareholders • Owners • Suppliers • Localcommunities • Impact of changes • Enhanced publicimage • Increasedsales/profits • Risk management • Competitiveedge • Improved recruitment and retention ofstaff LONDON SCHOOL OF PLANNING ANDMANAGEMENT www.LSPM.org.uk

24 • Indicative Content • 1. Understand the range and diversity of administrativeservices • Administrativeservices • Clericalservices • Distributinginformation • Supervising juniorstaff • Record keeping • Managingmail • Diarymanagement • Supporting meetings/conferences andevents • Payroll • Receptionduties • Customerservice • Premisesmanagement • Skills • Communication • Customerservice • IT • Organisation • Timemanagement • Challenges • Managing specific needs of differentmanagers • Adapting to different managementstyles • Planning andprioritising • Utilising technology to streamlineprocesses • Legalrequirements • Data ProtectionAct • Health and Safety at Work Act e.g. Display Screen EquipmentRegulations • Employmentlegislation • 2. Be able to develop organisational systems • Filingsystems • Electronic /cloud • Alphabetic • Geographic • Numeric • Chronological • Subject • Stockcontrol • Barcoding • Radio frequencyidentification • Just in time • First in first out • Purchasing • Budgetcontrol • Auditing • Clientrelationship LONDON SCHOOL OF PLANNING ANDMANAGEMENT www.LSPM.org.uk

25 • Recordkeeping • Sales ledger • Purchaseledger • Financialrecords • Meetingnotes • Emailrecords • 3. Be able to support meetings andevents • Meeting and eventplanning • Physical or virtualvenue • Bookings • Catering • Timings • Planning tobudget • Promotion/invitation • Attendees • Meetingdocumentation • Agenda • Minutes • Distributionlists • Papers for the meeting • Analysis of policies and procedures for meetings andevents • Type ofsystem • Ease ofuse • Budget versuscost • Accessibility • Fitness for purpose • Reportinglines • 4. Understand the importance of effective communication in the workplaceDifferent • communication systems • Meetings: e.g. team, department, wholeorganisation • Meetings schedule • Telephone • Email • Conferences • Informal • Role of technology in supportingcommunication • Internet • Intranet • Virtualmeetings/conferences • Strengths and weaknesses of differenttechnologies LONDON SCHOOL OF PLANNING ANDMANAGEMENT www.LSPM.org.uk

27 • Indicative Content • 1. Be able to develop a proposal for a work based teamproject • Aims andobjectives • Educational • Organisational • Personaldevelopment • Teambuilding • Specific, measurable, achievable, realistic and timed(SMART) • Roles andresponsibilities • Projectmanagement • Finance • Legal/regulatory • Task management • Reporting • Constraints • Financial • Time • Legal • Risk • Physical/resourcebased • Ways of monitoring theproject • Meetings • Reporting • Dataanalysis • Interimappraisals • Ways of evaluating theproject • Success criteria • Self-evaluation • Peerevaluation • Tutor evaluation • 2. Be able to plan the work based team projectPhysical • resources • Centre for projectmanagement • Documentation • ITfacilities • Telephone • Financialresources Budget • Sources offunding • Contingency • Humanresources • Allocation of team members’roles • Jobdescriptions • Externalexpertise LONDON SCHOOL OF PLANNING ANDMANAGEMENT www.LSPM.org.uk

28 • Riskassessment • Identification of risks • Likelihood ofrisk • Severity of risk • Contingencies • Time managementtools • Critical path analysis • Ganttcharts • PERTanalysis • Prince • 3. Be able to implement the plan for a work based team project Rolesand • responsibilities • individual assignedtasks • support for other teammembers • Activitylog • record of tasks and actions during implementation of theproject • record of problems encountered and actions toresolve • 4. Be able to present the results of the work based team projectData • analysis • Data researched relevant toproject • Sales data • Productiondata • Customer profiledata • Application offindings • Relevance to aims andobjectives • Conclusions • Supportedrecommendations • Communicationskills • Oral presentationskills • Reporting formats • ITskills • use of appropriatemedia • 6. Be able to evaluate the project against the stated objectivesEvaluation • methods • self-assessment • peerassessment • evaluation based on teacherassessment • recommendations LONDON SCHOOL OF PLANNING ANDMANAGEMENT www.LSPM.org.uk

29 4.9 Finance forManagers To introduce learners to practical accounting and financial techniques that are useful to managers in businessorganisations. UnitAims UnitLevel 4 Unitcode M/503/7080 GLH 60 CreditValue 15 Unit GradingStructure Pass AssessmentGuidance Learning OutcomesThe learnerwill: Assessment Criteria The learnercan: 1.1 Explain the purpose and requirementfor 1 Understand the requirementsand techniques for financial recording and reporting keeping financial records 1.2 Analyse techniques for recording financial information in a business organisation 1.3 Analyse the legal and organisational requirements for financial reporting 1.4Evaluate the usefulnessoffinancial statementsto stakeholders 2 Understand how working capital can be effectivelymanaged 2.1 Analyse components of working capital 2.2 Explain how business organisations can effectively manage workingcapital 3.1 Explain the difference betweenmanagement 3 Understand management accounting techniques • and financialaccounting • Explain the budgetary control process • Calculate and interpret variances from budget3.4 Evaluate the useofdifferentcosting methods for pricingpurposes 4 Understand how toevaluate businessprojects • Demonstrate the main methods of project appraisal • Evaluate methods of projectappraisal • Explain how finance might be obtained fora • businessproject LONDON SCHOOL OF PLANNING ANDMANAGEMENT www.LSPM.org.uk

30 • Indicative Content • 1. Understand the requirements and techniques for financial recording andreporting • Purpose and requirement for financial records • Legalrequirements • Tax requirements • Internal controlrequirements • Financialrecording • Double entry bookkeeping (overviewonly) • Day books and ledgers • The trialbalance • Manual and computerisedsystems • Requirements for financialreporting • Financial reporting requirements for sole traders, partnerships, limited companies and public limitedcompanies. • The financial statements (overview – not required to prepare accounts) – statement of financial position, statement of income, cash flow statement, notes toaccounts. • Users/stakeholders • Usefulness of financialstatements • 2. Understand how working capital can be effectively managedWorking • capitalcomponents • Bank and cashbalances • Debtors • Creditors • Stock • Management of workingcapital • Working capital ratios – calculation andevaluation • Ways to manage working capital – payment and collection cycles, stock control, overdraftsetc. • 3. Understand management accountingtechniques • Management and financialaccounts • Users • Outputs – information required by managers • Monthly/quarterlyaccounts • Usefulratios • Budgetarycontrol • Purpose and content ofbudgets • Cash flowforecasts • Budgetary controlprocess • Importance of budgets formanagement • Zero based budgeting, incrementalbudgeting • Advantages and disadvantages ofbudgets • Variances • Flexing thebudget • Calculatingvariances • Explaining variances – financial and non-financialfactors • Reconciliation of budgeted to actualprofit • Advantages and disadvantages of varianceanalysis LONDON SCHOOL OF PLANNING ANDMANAGEMENT www.LSPM.org.uk

31 • Costing andpricing • Classifying costs – direct/indirect,fixed/variable • Calculating unitcost • Dealing with overheads – full absorption costing and overview of other costingmethods • Pricing – cost plus, marginal cost, price takersetc. • Break-even – calculation andexplanation • Marginalcosting • 4. Understand how to evaluate business projectsProject • appraisalmethods • Accounting rate ofreturn • Payback • Net presentvalue • Internal rate of return • Evaluation • Strengths and weaknesses of eachmethod • Non-financial factors – organisational goals and vision, time factorsetc. • Organisationalpreference • Obtaining projectfinance • Sources of finance – internal andexternal • Making a case for finance • Providing assurances and projectprojections LONDON SCHOOL OF PLANNING ANDMANAGEMENT www.LSPM.org.uk

33 • Indicative Content • 1. Understand the different types of businessorganisations • Business types e.g. sole trader, partnerships, companies – unlimited and limited,PLC • Potential benefits – ownership, control, managingrisk • Potential limitations – growth, image, operations,finance • Potential risks – unlimited liability, loss of control e.g. to shareholders,closure, • bankruptcy/insolvency • Types of businessorganisations • Sole trader - Personal finance, savings,profit • Partnership –profits, • Unlimited company - Personal finance, savings,profit • Limited company – profits, share,floating • PLC – shares,reissues • Sources offinance • Savings, loans, profit, share capital, floatation, privateequity • Legalconsiderations • Health andsafety • Environmental • Employment andredundancy • Contract • Insurance • 2. Understand factors that determine market potentialMarket • conditions • PEST (Political, Economic, Social/Ethical,Technical) • Competitor analysis e.g. characteristics and strategies of thecompetition • estimating the marketsize • Gaps • For the new products orservices • Emerging trends e.g. due to aging population, as a result of newtechnology • Changingrequirements • Targetmarkets • Socioeconomic • Age • Gender • Occupation • Sources offinance • Specialfactors • Personalityindicators • Geographical • 4. Be able to develop a businesscase • Develop vision/aims and objectives (in relationto….) • Marketconditions • Targetmarket • Marketgaps LONDON SCHOOL OF PLANNING ANDMANAGEMENT www.LSPM.org.uk

34 • Externalfactors • PEST (political, economic, social,technological) • Gapanalysis • Marketconditions • Specify • The product e.g. details, dimensions, purpose, longevity, target market, international or national market, pricing, distribution and marketing • Business structures andsystems • Organisationalstructure • Resource managementsystems • Communication and customerservice • Technologyrequirements/systems • Forecasts • Financialforecasts • Physicalforecasts • Sales forecasts • Short and longerterm • Business responses • Use of contingencyfunds • Closure • Insolvency andbankruptcy • Newmarkets • Morefunding • 5. Be able to pitch a businessproposal • Pitch • Present persuasivecase • Provide supporting documentation • Presentdocumentation • Vision and aims • Needs and targetmarket • Business systems • Forecasts LONDON SCHOOL OF PLANNING ANDMANAGEMENT www.LSPM.org.uk

35 4.11 Customer RelationshipManagement To develop an understanding of the scope and importance of CRM and to explore how effective CRM is achieved. UnitAims UnitLevel 4 Unitcode T/503/7081 GLH 60 CreditValue 15 Unit GradingStructure Pass AssessmentGuidance To achieve this unit, learners must achieve the learning outcomes and meet the standards specified by the assessment criteria for theunit. Additional assessment guidance is provided on the ATHE sample assignment brief. Learners will approach this unit from a theoretical perspective but examples from organisations are required tohelp demonstrate the understanding required by the LOs. This is particularly the case for LO4 where the learner will need to relate their work toa specific chosen organisation. In this LO the learner will need to createa plan for improvements so must have detailed information aboutthe chosen organisation. Learning OutcomesThe learnerwill: Assessment Criteria The learnercan: 1.1 Explain the key aspects of customerrelationship 1 Understand the importance of customer relationship management to business • management • Analyse the benefits of good customer relationship management • Analyse the impact of quality management systems • on customer relationship • management 2 Understand how good customer relationship managementis achieved • Explain the processes necessary for achieving effective customer relationshipmanagement • Explain the role of internal staff in achieving effective customer relations • Assess the role of external stakeholdersin • achieving effective customerrelations 3 Understand the use of loyalty schemes in customer relationship management • Analyse the use of loyalty schemes to gain information aboutcustomers • Explain how the information gained is usedto • inform marketing and customer servicepolicy 4 Be able to plan improvements to customer relationshipmanagement • Review customer relationship management in an organisation • Propose improvements to processes forcustomer • relationship management • Propose improvements to the role of staff in promoting good customerrelationships • Produce a plan for the implementationof • improvements LONDON SCHOOL OF PLANNING ANDMANAGEMENT www.LSPM.org.uk

36 • Indicative Content • 1. Understand the importance of customer relationship management tobusiness • Aspects • Definition e.g. strategies to learn more about customers and improve relationships withthem • Collecting customer information • Systems to store customerinformation • Access to information for appropriatepersonnel • Analysis of customerbehaviour • Use of data to inform marketing, customer service and qualitysystems • Benefits • Increasedprofits • Competitiveadvantage • Increased sales due to better understanding of customerrequirements • Effective marketing targeted at known customerprofiles • Personalised approach to customers • Increased customer satisfaction • Increased customer retention • QualityManagement • Total qualitymanagement • ISO standards • BalancedScorecard • 2. Understand how good customer relationship management is achievedProcesses • Creating a customerculture • Collecting and processing customerinformation • Making systems customerbased • Supporting with effectiveIT • Complaints procedures • Internalstaff • Seniormanagement • IT managers • Operationalmanagers • Frontline • Administration • Roles • Determination of aims and objectives ofCRM • Choice ofsystem • Implementation and management of system • Liaison with softwaresuppliers • Analysis and use ofdata • Implementing customer service policies andprocesses • Understanding of customer service as a keyresponsibility • Role model • Training LONDON SCHOOL OF PLANNING ANDMANAGEMENT www.LSPM.org.uk

37 • Externalstakeholders • Shareholders • Suppliers • Communitygroups • Customers • Roles • Agreeing strategies • Reporting • Sharinginformation • Complying with customer service policies Givingfeedback•Actinginpartnership • 3. Understand the use of loyalty schemes in customer relationship managementInformation • from loyalty schemes • Purchasinghabits • Opinions • Preferences • Profiles ofcustomers • Use ofinformation • Targeting groups ofcustomers • Product development to meet customerneeds • Adapting marketingmix • Personalisingmarketing • Choice of media forpromotion • 4. Be able to plan improvements to customer relationship managementReview • Systems in use • Current role ofstaff • Service policies inuse • Quality benchmarksused • Quality of customer service • Available data on customersatisfaction • Potential improvements toprocesses • New softwaresystems • Customer servicepolicies • Working towards recognised qualitystandards • Introduction of mystery shoppers • Introduction of a CSRdepartment • Potential improvements to the role ofstaff • Recruitment of right staffTraining • Clear vision andmission • Appropriate access to customer data LONDON SCHOOL OF PLANNING ANDMANAGEMENT www.LSPM.org.uk

38 4.12 StudySkills UnitAims This unit will develop learners understanding of the research process, good academic practice and the potentialpitfalls. Learners will develop and understanding of the types and sources of information and the skills to use them and to communicate their findings following good academic practice. Leaners will also develop their understanding of how to continue their personal development throughthe process of self-reflection. UnitLevel 4 Unitcode T/503/4455 GLH 24 CreditValue 10 Unit GradingStructure Pass AssessmentGuidance The assessment of the unit will be 100%portfolio-based. Learning OutcomesThe learnerwill: Assessment Criteria The learnercan: 1.1 To identify and access informationresources 1 Understand and utilise different sourcesof informationtosupport learning. • needed to fulfil different academictasks • Identify and utilise different sources of primary and secondaryinformation • Explain and demonstrate competence in the use of electronic learningresources • Evaluate the merits of different sources of information and resources available to supportthe • learningprocess • 2.1 Explain and utilise a repertoire of reading andnote- 2 Understand and apply a range of key learning skills. • making skills and techniques • Demonstrate a competency in all stages of the academic writing process from initial research through composition to revision ofdrafts • Evaluate and demonstrate competency in different forms of communication used inan • academicenvironment 3 Understand the principles and values of good academicpractice • Explain different forms of plagiarism and unfair academic practice and their seriousness • Explain and deploy the Harvard system of • referencing to ensure consistent and appropriate referencing of sources • Evaluate and use anti-plagiarism software as atool • to improve academicpractice LONDON SCHOOL OF PLANNING ANDMANAGEMENT www.LSPM.org.uk

40 • Indicative Content • Understand and utilise different sources of information to supportlearning • Informationresources • Learning resourcecentre • Libraries • Internet • Journals • Supervisor • Other academics, technical staff, post graduate colleagues • Computer based research programmes • Primary and Secondaryinformation Primary • Experiments • Interviews • Observation • Questionnaires • Secondary • Journals,texts • Internet • Other publishedliterature • Electronic Learningresources • Tutorials • Courses • E-books • E-journals • Notes, guidance,essays • Access to on linelibraries • Merits of sources of information andresources • Authenticity /validity • Accessibility • Price • Level of expertise /training required (e.g. for electronictools) • Understand and apply a range of key learningskills • Reading and note making skills andtechniques • Accurate recording ofresults/data • Unbiased recording ofresults/data • Detailed keeping record ofdetails • Clarity • Regular note taking • Regular transfer into format suitable for inclusion in finalreport/thesis • Use of recordcard/notebook • Date allrecords • Codingsystems • Skimreading LONDON SCHOOL OF PLANNING ANDMANAGEMENT www.LSPM.org.uk

41 • Academic writing process • Planning – length, concepts/findings to convey, background info required, data, format/structure, style, number and content ofillustrations • Drafting to a formal structure – o Abstract o Introduction o Results and Discussion o Conclusions o Use of figures diagrams and tables o Bibliographyo • References • Redrafting • Proof reading – for logic/flow of ideas, content, style, grammar,format • Forms of communicationused • Progress reports • Summaries ofresearch • Abstracts • Draft manuscripts of papers • Reports/thesis • Presentations • Vivavoce • 3. Understand the principles and values of good academic practice Plagiarism and unfair academicpractice • Quoting others without acknowledgement including text, statistics, tablesetc., • Summarising or paraphrasing withoutacknowledging • Copying from anotherstudent • Collaborating and presenting others work asown • ‘Buying’ work and presenting asown • Harvardsystem • Within text • Referencelist • Bibliography including e-books, internetpages • Anti-plagiarismsoftware • Selectsoftware • How touse • Producereport LONDON SCHOOL OF PLANNING ANDMANAGEMENT www.LSPM.org.uk

42 5.7 EmployabilitySkills UnitAims UnitLevel 5 Unitcode A/601/0992 GLH 60 CreditValue 15 Unit GradingStructure Pass AssessmentGuidance N/A Learning OutcomesThe learnerwill: Assessment CriteriaThe learnercan: 1 Be able to determine own responsibilities andperformance • Develop a set of own responsibilities and performanceobjectives • Evaluate own effectiveness against defined objectives • Make recommendations for improvement 1.4 Review how motivational techniques canbe • used to improve quality ofperformance 2 Be able to develop interpersonal and transferableskills 2.1 Develop solutions to work-based problems 2.1 Communicate in a variety of styles and appropriate manner at various levels 2.3Identify effectivetime-management strategies 3 Understand the dynamics of working others with • Explain the roles people play in a team and how they can work together toachieve • goals • Analyse teamdynamics • Suggest alternative ways to completetasks • and achieve teamgoals shared 4 Be able to develop strategies for solving problem 4.1 Evaluate tools and methods fordeveloping solutions to problems 4.2 Develop an appropriate strategy for resolving a particularproblem 4.3Evaluatethepotentialimpact on thebusiness of implementing thestrategy LONDON SCHOOL OF PLANNING ANDMANAGEMENT www.LSPM.org.uk

43 • Indicative Content • 1. Be able to determine own responsibilities andperformance • Own responsibilities and performanceobjectives • Personal responsibilities: Direct and indirect positive relationships, internal and external communication, adaptability and flexibility, open to learning and development, communication and interpersonal relationships, • Professional responsibilities: business ethics, employment legislation, employment rightsand • responsibilities, problem solving, decisionmaking • Performance objectives: Career and professional planning (short, medium and long term planning),targets • e.g. for improvement andpromotion • Evaluateeffectiveness • monitoring performance objectives: planning, self-reflection, asking forfeedback • Self-appraisal and staff appraisal: including uses of performance appraisals salary levels and bonus payments, promotion strengths and weaknesses, training needs, organisationalcriteria/data • Recommendations for improvement • recommendations: including leadership and management development, further and continuing training, communication and interpersonal relationships, time management, stress management, ability toprioritise • Based on self-knowledge and feedback from others: including staff,management • Motivation andperformance • Motivational techniques: including empowering, incentivising, praise, rewarding, promoting, improving facilities (Herzberg’s hygienefactors) • Application of motivational techniques: including team briefing, appraisal, spending money,empowering • Quality of performance: including increased productivity, self-motivation and jobsatisfaction • 2. Be able to develop interpersonal and transferable skillsSolutions • to workplaceproblems • Training: refreshing skills and techniques, development training(CPD), • Team building: improving staff relations andcommunication • Use of professional expertise: external contractors, technical, financial, troubleshootingexpertise • Additional recruitment: staff,management • Re-organisation: change of staff and managementstructure • Problem solving: problem analysis, researching and information gathering of changes and issues inthe • workplace, acting on the information, generating solutions, choosing asolution • Communicate in a variety of styles and appropriatemanner • Verbal and non-verbal: open and positive, formal and informal, responsive andproactive • Body language: awareness and use of bodylanguage • IT and social media: Email, Skype, Facebook, Twitter, Asynchronousmethods • Situations: Meetings e.g. management, team briefings and meetings, customer/consumerfacing • Appropriate manner: Interpersonal skills including personal effectiveness, working with others, use ofinitiative, • negotiating skills, assertiveness skills, social skills • Time managementstrategies • Strategies: Prioritising workload, setting work objectives, making and keeping appointments, working steadily rather than erratically, not procrastinating, making time for learning, reliable estimate of task time, work-life balance, delegation, communication of workload issues toothers LONDON SCHOOL OF PLANNING ANDMANAGEMENT www.LSPM.org.uk

44 • 3. Understand the dynamics of working with others Working with others to achieve sharedgoals • Roles within a team: Leader, motivator, facilitator, organiser, challenger, co-operator, optimist,pessimist • Situations: informal and formal settings, team/grouppurpose • Teamdynamics • Dynamics: positive, negative, easy going, friendly, challenging, conflicting, supportive, management style (e.g. authoritative, consultative, laissez faire), impact on team/levels of motivation, levels ofdominance • Alternativeways • Changes to: action planning; monitoring and feedback, coaching skills used, ethics, leadership styles, standards set, motivation techniques used, innovation and innovating styles, responsiveness, styles of communication reliability, consistency, procedures used selection of team members e.g. specialist roles, skill and style/approach mixes, identification of team/work group roles, stages in team development e.g. team building, identity, loyalty, commitment to sharedbeliefs • 4. Be able to develop strategies for problem solving Toolsand • methods for developingsolutions • Identification of the problem: definition of the problem, analysis andclarification • Tools and methods: use of evaluative data and documentation, problem solving methods and tools, verbal andnon- • verbal information gathering, observation, interviews, focusgroups • Strategies for resolvingproblems • Strategies: Identification of the problem: definition of the problem, analysis and clarification, solution methodologies, selection of appropriate actions including timescales, stages, resources required, contingencies and risk management, assessment of various alternative outcomes to gain asolution • Potential impact on the business of implementingstrategies • Evaluation: based on critical success factors, measurement of solution against specification and desired outcomes, sustainability of problem solvingstrategy • Impact: Success or failure e.g. changes to production, growth, innovation, employee/employer satisfaction/motivation, changes to processes andprocedures LONDON SCHOOL OF PLANNING ANDMANAGEMENT www.LSPM.org.uk

46 • Indicative Content • 1. Understand how self-managed learning can enhance lifelong development • Self-managed and lifelonglearning • Approaches to learning continuing professional development e.g. off-site training, onthe-job training, mentoring and coaching, research based learning, team learning, and professionalnetworks. • Learning theory - Kolb learning cycle; learning stylesanalysis • Managing learning - Identifying and setting learning goals and aims; planning how to achieve these, setting timescales and reviewpoints. • Industry learning – specific qualifications, training, apprenticeships etc. required and available for specific jobroles • and where to findinformation. • How lifelong learning might beencouraged • Explanation of the benefits, incentives such as promotion, time off work to study, payment offees • Organisational culture where learning is valued, encouraged andfacilitated • Availability and ease of access, creditaccumulation • Benefits of self-managedlearning • Benefits to self – self-confidence, career progression, personal development- improvement in knowledge, understanding andskill. • Benefits to organisation – delivering business results more effectively andefficiently • e.g. skilled employees, meets succession planning needs, satisfied employees, staff retention, attractingnew • employees. • 2. Be able to take responsibility for own personal and professional developmentSkills • auditing • Personalprofile • Identifying skills and attributes – personal skills, industry and job skills, management and leadership skillsetc. • Matching skills and attributes to industry/current job/desired job role, including identification of skillgaps • Personal development needs and activities required to meetthem • Development needs and opportunities available –training available, learning programmes andactivities • Mentoring,coaching • Career progression, secondments, jobswops • Personal developmentplan • Setting aims and objectives for a personal development plan, for example identifying the purposes of the development and thegoals • Setting timescales for achievement, monitoring progress with achievinggoals • Actionplans • 3. Be able to implement and continually review own personal and professional developmentplan • Implementing developmentplans • Time planning/ planning learning sessions • Consideration of what forms of training/learning are available and appropriate e.g. shortcourse, • distance learning, blended learning, full-time or part-timestudy • Organising and undertakingactivities • Availability offunding • Practical issues – time away from worketc. • Study skills – note taking,self-assessment LONDON SCHOOL OF PLANNING ANDMANAGEMENT www.LSPM.org.uk

47 • Documentingprogress • Evidence – suitable evidence of formal, informal, on-the-joblearning • Portfolio building: how to build a portfolio; meeting evidence requirements; CVs;transcripts. • Reviewing and updating developmentplans • Reviewing and evaluating achievements against aims and objectives andtimescales • Reflective learning, reflectivediaries • Obtaining and usingfeedback • Evidence ofachievements • Reviewing and amending learningplans • Building in reviewdates • Setting criteria for measuring achievement – for formal and informal developmentactivities • 4. Be able to demonstrate acquired interpersonal and transferable skillsProblem • identification and solutionselection • Problem identification e.g. relationships with colleagues, line manager, difficulties with aspects of role, interaction with other departments, time management, conflictresolution • Problemsolving • Taking time to properly understand the problem and clarifying yourthinking • Decisionmaking • Initiative and taking control of aproblem • Acting within boundaries of ownauthority • Communication • Verbal communication skills – speaking skills, discussion skills, presentationskills • Non-verbal communication – body language, gestures, expressions etc. Using and reading non-verbalsigns. • Written communication skills appropriate to the media used e.g. formal reports, emails Effective listeningskills • Negotiationskills • Working effectively with others – team building, discussions, socialskills • Timemanagement • Prioritising work - distinguishing between urgent and important. Taking account of who asks for the work to be completed. • Taking account of availability ofothers • Taking account of resourcesrequired • Setting workobjectives • Meeting objectives - estimating times for tasks, using time effectively including planning when particular activities need to be workedon • Sharing workloads, delegatingtasks LONDON SCHOOL OF PLANNING ANDMANAGEMENT www.LSPM.org.uk

49 • Indicative Content • 1. Understand different ethical perspectives inbusiness • The history and development ofethics • Modern ethics: teleological, deontological, utilitarianism and pragmaticethics • Applied ethics: How ethical problems are resolved in the context of the business or corporate and individual conduct • Normative and descriptive businessethics • Institutions and frameworks: The Society of Ethics, the European Business Ethics Network(EBEN) • Absolute v. relativeethics • Public morality and ethicalcodes • Absolute v.relative • Contextualethics • Ethical issue in businessoperations • Values in business activities • Corporate socialresponsibility • Trade • Workplace and humanrights • Environmentalism andsustainability • Professional conduct andstandards • Individual responsibility andconduct • CorporateGovernance • Legal and regulatorycompliance • 2. Understand business objectives from an ethical perspectiveBusiness • objectives and ethics • Business objectives such as shareholder value, profit, meeting customer and employee expectations, increasing market shareetc. • How these objectives are affected by ethical considerations such as compliance, environment, CSR, human rights, sustainability ethical treatment of suppliers, workers, investors and otherstakeholders • Implications for business and itsstakeholders • Stakeholders such as employees, customers, owners, suppliers, widerpopulation • Implications: designing ethical processes and relationships; responding to ethical pressures; ethical policy; ethics and responsibility reporting; reputation; ethical trade; compliance with legislation and codes ofpractice. • 3. Understand ethics in workplace relationshipsThe • business as moral agent • Stakeholder/business responsibilities, obligations andduties • Moral obligations • Psychologicalcontract • Transparency andaccountability • Mechanisms for employee involvement and empowerment • Employer/employeerelations • Workers councils, employee ownership e.g. John Lewis, unionisation and employeraccountability • Discrimination and human resource policies e.g. equalopportunities • Individual ethical rights, behaviours andresponsibilities • 4. Be able to assess a current ethical issue in a businessResearch • Ethical Issues such as globalization, labour issues, outsourcing, fair trade, sustainability, environmentalism, global warming, energy security, access to resources, e.g. water, timber, bio-fuels, community relations, intellectual property, social networking and personalinformation LONDON SCHOOL OF PLANNING ANDMANAGEMENT www.LSPM.org.uk

50 • Report on ways to improve such as whistleblowing policies, contribution to the community, ethics in sales and marketing, ethics inIP • Design of ethical code including ethical auditing for example supply chain; ethical environmental and social reporting; business processes and design; ethical practices, standards and codes ofconduct LONDON SCHOOL OF PLANNING ANDMANAGEMENT www.LSPM.org.uk

Level 4 Extended Diploma in Business Management