Assignment l6

op management
businessmanagement
ATTACHED FILE(S)
OTHM LEVEL 6 DIPLOMA IN BUSINESS MANAGEMENT | ASSIGNMENT BRIEFS

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Assignment Briefs
OTHM Level 6 Diploma in
Business Management
Qualification Number: 603/2179/9 | September 2021

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TABLE OF CONTENTS

ASSESSMENT GUIDANCE FOR CRITERION REFERENCED MARKING. ……………………. 3
LEADERSHIP AND PEOPLE MANAGEMENT …………………………………………………………… 5
BUSINESS RESEARCH PROJECT ………………………………………………………………………….. 8
OPERATIONS MANAGEMENT ……………………………………………………………………………… 11
FINANCIAL DECISION MAKING ……………………………………………………………………………. 14
SUSTAINABLE BUSINESS PRACTICES ………………………………………………………………… 21
STRATEGIC HUMAN RESOURCE MANAGEMENT …………………………………………………. 27

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Assessment guidance for criterion referenced marking.
The assessment grading criteria characterises the level of complexity and demand expected of students at each level of qualification. Please note
that these are generic descriptors which apply mainly, though not exclusively, to written academic work.

Any further unit-specific assessment criteria, such as number of words, should be clearly stated in each individual assignment brief.

Result. Level 3Level 4Level 5Level 6Level 7
PassDetailed answers to all
parts of the questions
or tasks.

Clearly structured and
focused, demonstrating
overall coherence and
in-depth understanding
of the unit content and
assessment
requirements.

Evidence of the use of
independently sourced
material, well applied in
all contexts.

Very few errors in
grammar as
appropriate.
Detailed response to all
relevant parts of the
questions or tasks, with
evidence of clear
understanding of the
issues.

Well-structured with
evidence of
independent reading
supporting the
argument.

Clear evidence of a
range of independently
sourced material, well
applied in all contexts.

Very few errors in
referencing or grammar
or syntax as
appropriate.
Very full, independent
response to the
assignment, applying
relevant material well
beyond any module
input, demonstrating
independent study.

Excellent understanding
and application of
relevant theory,
concepts and models.
Very clear logical
structure.

Very few errors in
referencing or grammar
or syntax as
appropriate.
Excellent links between
relevant ideas, theories
and practice.

Evidence of
independent learning
and the ability to
engage critically and
analytically with a wide
range of contextually
relevant resource
material.

Demonstration of
original insights
supported by well-
structured overall
argument.

Very few errors in
referencing or grammar
or syntax as
appropriate.
The work demonstrates
engagement in an
academic debate which
presents clear evidence
of a considered
understanding of the
topics studied.

There is evidence of
clear synthesis of
theoretical issues and
practice.

A critical analysis of
theoretical models
and/or practical
applications has
resulted in originality.

Very few errors in
referencing or grammar
or syntax as
appropriate.

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FailLittle attempt to engage
with assignment brief.
Learning outcomes not
fully met.
Inadequate
demonstration of
knowledge or
understanding of key
concepts, theories or
practice.
Little attempt to engage
with assignment brief.
Learning outcomes not
fully met.
Inadequate demonstration
of knowledge or
understanding of key
concepts, theories or
practice.
Little attempt to engage with
assignment brief.
Learning outcomes not fully
met.
Inadequate demonstration of
knowledge or understanding
of key concepts, theories or
practice.
Little attempt to engage with
assignment brief.
Learning outcomes not fully
met.
Inadequate demonstration
of knowledge or
understanding of key
concepts, theories or
practice.
Whilst some of the
characteristics of a
pass have been
demonstrated, the work
does not address each
of the outcomes for the
specified assessment
task.

The work may be an
overly descriptive
account demonstrating
minimal interpretation,
and there is very
limited evidence of
analysis, synthesis or
evaluation.

No counterarguments
or alternative frames of
reference are
generated or
considered.

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LEADERSHIP AND PEOPLE MANAGEMENT

Unit Title Leadership and People Management
Unit Reference Number H/616/2734
Unit Level Level 6
Assessor
Date issued
Hand in Date
Unit Grading Structure Pass
Assessment Guidance To achieve this unit, learners must achieve the learning
outcomes and meet the standards specified by all
assessment criteria for the unit.

LO LO Description AC AC Description
1 Understand theories of
leadership and people
management.
1.1 Assess the skills and attributes needed for
leadership.
1.2 Evaluate the differences between leadership and
management.
1.3 Compare and contrast leadership styles for
different management positions.
2 Be able to assess ways to
improve motivation and
performance by applying
leadership skills.

2.1 Evaluate ways to motivate staff to achieve
organisational objectives.
2.2 Assess the link between motivational theories and
reward.
2.3 Assess the effectiveness of reward systems in
different types of organisations.
2.4 Evaluate the methods employers use to monitor
employee engagement and performance.
3 Be able to plan and carry out
assessment of individual
work performance and
development.
3.1 Analyse the factors involved in planning the
monitoring and assessment of work performance.
3.2 Plan and deliver the assessment of the
development needs of individuals.
3.3 Evaluate the success of the assessment process.
4 Be able to analyse team
dynamics and its importance
in achieving organisational
goals.

4.1 Evaluate the benefits of team-working for an
organisation.
4.2 Analyse ways in which managers can resolve
conflicts within a team to achieve organisational
goals.
4.3 Review the effectiveness of the team dynamics in
achieving specified goals.

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Scenario

You are a professional blogger working for Leadership and Management Magazine.
You have been tasked to write several blog entries.

Task 1 of 4 Blog Post 1 (ACs 1.1, 1.2 & 1.3)

Instructions
Your fist blog post should be titled “Leadership” and contain the following:
• With reference to 2 or more business leaders (past or present), examine the
Knowledge, Skills and Attributes (KSA) of a leader, classifying them between
management and leadership.
• Provide 3 real-life examples of different type of leadership styles that were used in
different situations (successful or not) and reflect on whether a different leadership
style would have been more appropriate.

Delivery and Submission
• 1x Blog Post (750 words) excluding diagrams, references, and appendices.

Task 2 of 4Blog post 2 (ACs 2.1, 2.2, 2.3 & 2.4)

Instructions
Your next blog post should be titled “Motivation” and contain the following:
• Describe the reward systems in place in 2 organisations of your choice and compare
them with the motivational theories of Maslow, McClelland and Vroom.
• Explain how these 2 organisations measure engagement and motivation and reflect
on whether the reward systems are effective.
• Suggests ways to motivate staff.

Delivery and Submission
• 1x Blog Post (750 words) excluding diagrams, references, and appendices.

Task 3 of 4 Blog post 3 (ACs 4.1, 4.2 & 4.3)

Instructions
Your next blog post should be titled “Teamwork”. With reference to one or more of your
experience working in a team and reference to theory:
• Consider the benefits of team working
• Explain what working in a team meant for you and the others in the team
• Evaluate the effectiveness of the team

Delivery and Submission
• 1x Blog Post (1000 words) excluding diagrams, references, and appendices.

Task 4 of 4 Blog post 4 (ACs 3.1, 3.2 & 3.3)

Instructions
With reference to an organisation of your choice (either using your own experience of the
experience of someone you know):
• Describe the process of performance appraisal of the organisation
• Evaluate its usefulness and its success
• Consider the factors involved in planning a performance management system and
propose a new appraisal process (including forms)

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Delivery and Submission
• 1x Blog Post (1000 words) excluding diagrams, references, and appendices.

Referencing:
• You should use and cite a range of academic and reliable sources.
• A comprehensive Harvard style reference list must be included at the end of the
work.

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BUSINESS RESEARCH PROJECT

Unit Title Business Project
Unit Reference Number K/616/2735
Unit Level Level 6
Assessor
Date issued
Hand in Date
Unit Grading Structure Pass
Assessment Guidance To achieve this unit, learners must achieve the learning
outcomes and meet the standards specified by all
assessment criteria for the unit.

LO LO Description AC AC Description
1 Be able to propose a
research project in a
business and management
context.
1.1 Assess the factors that contribute to the process of
research project selection.
1.2 Formulate and record possible research project
outlines and specifications.
1.3 Develop research questions or hypothesis with
rationale.
1.4 Clarify resources efficiently for the research
question or hypothesis.
1.5 Create an agreed SMART timeframe for completion
of the research.
2 Be able to prepare a
research plan and conduct a
literature review.
2.1 Critically appraise literature relevant to the chosen
research context.
2.2 Evaluate research methodologies and provide a
rationale for a chosen research methodology.
2.3 Evaluate data collection methods and provide a
rationale for chosen data collection methods.
2.4Produce a research proposal.
3 Be able to carry out
research according to the
chosen research
specification.
3.1 Carry out the proposed research investigation in
accordance with the research specification.
3.2 Collect and present relevant data as outlined by the
research specification.
3.3 Interpret and analyse the results in relation to the
research specification.
4 Be able to evaluate research
and present results and
conclusion.
4.1 Use appropriate research evaluation techniques to
justify the validity of the research.
4.2 Make recommendations, justifying areas for further
consideration.
4.3 Present the outcomes of the research to an
audience using appropriate media.

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Scenario

There is no scenario for this assignment. Instead, you must conduct an independent
research project investigating an area of interest to you within the business context. You
could select any subject related to business (e.g. Finance, HR, Project Management, CSR,
etc.)
Please check with your tutor that your choice is appropriate.

Task 1 of 2 Research Project Proposal and Plan
(ACs 1.1, 1.2, 1.3,1.4, 1.5, 2.1, 2.2, 2.3 & 2.4)

Instructions
In this task, you will need to produce a research project specification in which you:
1. Identify the aim and objectives of your research
2. Identify factors that contribute to the process of research project selection
3. Review key literature around the subject area
4. Explain and justify your research methods
5. Provide a Gantt Chart providing a timeframe for completion of your research proposal

Delivery and Submission
• A completed research proposal document with a Research Project plan (1000 words)
excluding diagrams, references, and appendices.

Task 2Research Report (ACs 1.3, 3.1, 3.2, 5.1, 5.2 & 5.3)

Instructions
In this task you will need to produce a research report that:
1. Undertake your research and record data accordingly
2. Present, interpret and analyse the data.
3. Make appropriate conclusions
4. Make recommendations and justify areas for further consideration

Delivery and Submission
• A Research report (2500 words) excluding diagrams, references, and appendices.

It is recommended that you structure your report as follow:
o Abstract
o Table of Content
o Chapter 1: Background / Rationale
o Chapter 2: Literature review
o Chapter 3: Research Purpose and objectives
o Chapter 3: Methodology
o Chapter 4: Findings
o Chapter 5: Discussion and Conclusion
o Chapter 6: Recommendations
o References
o Appendices

Please note, although you would already have written a Literature review, purposes,
objectives and methodology in your research proposal, you may want to review/expand
these sections for your final work.

Referencing:
• You should use and cite a range of academic and reliable sources.

OTHM LEVEL 6 DIPLOMA IN BUSINESS MANAGEMENT | ASSIGNMENT BRIEFS

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• A comprehensive Harvard style reference list must be included at the end of the
work.
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OPERATIONS MANAGEMENT

Unit Title Operations Management
Unit Reference Number M/616/2736
Unit Level Level 6
Assessor
Date issued
Hand in Date
Unit Grading Structure Pass
Assessment Guidance To achieve this unit, learners must achieve the learning
outcomes and meet the standards specified by all
assessment criteria for the unit.

LO LO Description AC AC Description
1 Understand the nature and
importance of operations
management.
1.1 Explain why operations management is important
for organisations.
1.2 Analyse the operations functions of a selected
organisation.
1.3 Evaluate the operations management process of a
selected organisation using relevant models.
2 Be able to evaluate the link
between operations
management and strategic
planning.

2.1 Appraise the importance of the ‘Three Es’ to
organisations.
2.2 Assess the impact of the tension between cost
minimisation and quality maximisation.
2.3 Evaluate the significance of the five performance
objectives that underpin operations management to
organisation.
3 Be able to assess how to
organise a typical production
process.
3.1 Assess how linear programming adds value to a
given production process.
3.2 Evaluate critical path analysis and network
planning.
3.3 Analyse the need for operational planning and
control in a selected production process.
4 Be able to apply relevant
techniques to the production
of an operational plan for an
organisation.
4.1 Produce a set of clearly defined operational
outcomes for a selected organisation.
4.2 Produce a network plan indicating the resultant
critical path.
4.3 Assess how quality management techniques are
applied to improve operations in a selected
organisation.

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Scenario

You have been shortlisted as a candidate to participate in a new TV programme.in which
contestants are pitched against each other to gain the favours of a John Smith.
John Smith is a billionaire businessman with ventures in fields ranging from banking,
property management as well as retail.
At the end of the programme, only one contestant will be offered a job in one of the new
ventures.

Task 1 of 3 Presentation – 1 (ACs 1.1, 2.1, 2.2, 2.3 & 4.4)

Instructions
All candidates have been asked to prepare a presentation explaining the link between
Strategic Planning and Operations Management.
In particular, you should:
1. Explain how Operation Management fit within Strategic Management and why
Operation Management is so important
2. Consider the value of the Three E’s to an organisation
3. Assess the impact of the tension between cost minimisation and quality maximisation
by providing examples
4. Assess how quality management techniques are applied to improve operations in
organisations
5. Evaluate the significance of the five performance objectives of operations
management

Delivery and Submission
• 1x Power-point presentation (500 words) excluding diagrams, references, and
appendices.

Task 2 of 3 Presentation – 2 (ACs 1.2, 1.3, 4.1 & 4.2)

Instructions
You have got through to the final round and have been offered a position working alongside
John Smith and the Senior Management Team.
You have been asked to prepare a presentation in which you:
1. Select an organisation and analyse its operational functions
2. Evaluate the operations management process and either propose to purchase the
existing company to improve it or launch as a new competitor.
3. As a final conclusion you should then propose new operational outcomes as well as
produce a network plan indicating critical path(s).

Delivery and Submission
• 1x Power-point presentation (500 words) excluding diagrams, references, and
appendices

Task 3 of 3 Reflections (ACs 3.1, 3.2 & 3.3)

Instructions
You have been asked by a popular business magazine to write an article about what went
well and what could have been done better regarding your proposed operational outcomes
and your proposed network plan & critical path(s).
The article should reinforce the need for operational planning and how it adds values.

Delivery and Submission
• 1x 2500 words reflective article excluding diagrams, references, and appendices.

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Referencing:
• You should use and cite a range of academic and reliable sources.
• A comprehensive Harvard style reference list must be included at the end of the
work.

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FINANCIAL DECISION MAKING

Unit Title Financial Decision Making
Unit Reference Number T/616/2737
Unit Level Level 6
Assessor
Date issued
Hand in Date
Unit Grading Structure Pass
Assessment Guidance To achieve this unit, learners must achieve the learning
outcomes and meet the standards specified by all
assessment criteria for the unit.

LO LO Description AC AC Description
1 Understand the role of
financial information and
financial analysis in
business risk assessment
and decision-making.
1.1 Analyse the factors that guide and drive decision
making in business.
1.2 Assess the significance of financial factors in
business decision making.
1.3 Evaluate the characteristics of business risk that
impact on financial and business decisions.
2 Understand how financial
statements and their
structure aid business
decision making.

2.1 Compare the accrual and cash flow approaches to
accounting and financial reporting and the
implications of each for business decision making.
2.2 Evaluate the structure and content of final accounts
and their uses for business decision making.
2.3 Interpret financial information in balance sheets,
income statements as well as sources and
applications of funds statements.
2.4 Differentiate between financial decisions relating to
capital expenditure and those relating to revenue
expenditure.
3 Be able to perform effective
capital expenditure appraisal
using range of techniques.
3.1 Appraise various sources of short-term and long-
term financing for businesses.
3.2 Critically examine key factors affecting the choice
of source of financing.
3.3 Evaluate various techniques used for appraising
and making decisions regarding capital
expenditure.
3.4 Explain the possible benefits and drawbacks of off-
balance sheet financing.
4 Be able to evaluate how
different ownership
structures impact on
financial performance.

4.1 Critically analyse the corporate governance, legal
and regulatory environments of different business
ownership structures.
4.2 Compare and contrast stakeholder interests of
owners and managers in decision making.
4.3 Evaluate the significance of Return on capital
Employed (ROCE), Earnings Per Share (EPS) and
other overall performance measures for the long-
term sustainability of businesses.
4.4 Differentiate between business ethics, governance

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and accounting ethics as controls on business
accountability.

Scenario

After graduating, you worked as an investment banker, after a long illustrious career you
have now retired.
Thanks to your background you obtained a job as a business columnist in a newspaper and
you’ve been asked to write several feature articles.

Task 1 of 3 Article (ACs 1.1, 1.2, 1.3, 2.1 & 3.2)

Instructions
Write an article in which you should
1. Examine the factors (both financial and non-financial) that drive decisions making in
business,
2. Weigh up the business risks impacting on financial and business decisions
3. Explain the differences between the accrual and cash flow approaches in financial
reporting, and how it might impact business decision making
4. Investigate techniques to manage cash flow

Delivery and Submission
• 1x article (1500 words) excluding diagrams, references, and appendices

Task 2 of 3 Article (ACs 2.2, 2.3, 2.4, 3.1, 3.3, 3.4 & 4.3)

Instructions
Write an illustrated example using Poundland (the data is attached below). You should:
1. Using the data provided concerning Poundland as an example, describe the sections
of the income statement and the balance sheet.
2. Interpret the financial statements of Poundland
3. Assess the value of EPS, ROCE and other overall indicators for the sustainability of
Poundland
4. Describe methods for Poundland to decide whether to invest or make capital
expenditures
5. Provide examples of the types of capital expenditure and revenue expenditures that
could be incurred by Poundland
6. Based on the data for Poundland, estimate its source of long-term financing and
working capital financing
7. Looking at the balance sheet, weigh the pros and cons of off-balance sheet
financing.

Delivery and Submission
• 1x article and annotated Poundland data (1500 words) excluding diagrams,
references, and appendices

Task 3 of 3 Mind Map (ACs 4.1, 4.2 & 4.4)

Instructions
1. Draw a mind map of the main stakeholders, annotate it to identify contrasting
interests between owners, managers and shareholders
2. Differentiate the governance, accounting ethics, legal and regulatory environments
between organisations listed on the FTSE and non-listed Private Limited company.

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Delivery and Submission
• 1x article and annotated mind map data (500 words) excluding diagrams, references,
and appendices.

Referencing:
• You should use and cite a range of academic and reliable sources.
• A comprehensive Harvard style reference list must be included at the end of the
work.

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SUSTAINABLE BUSINESS PRACTICES

Unit Title Sustainable Business Practices
Unit Reference Number A/616/2738
Unit Level Level 6
Assessor
Date issued
Hand in Date
Unit Grading Structure Pass
Assessment Guidance To achieve this unit, learners must achieve the learning
outcomes and meet the standards specified by all
assessment criteria for the unit.

LO LO Description AC AC Description
1 Understand the global
sustainability agenda.
1.1 Evaluate the global sustainability agenda and how
it relates to national practice.
1.2 Analyse the forces for change in the sustainable
business environment.
1.3 Evaluate the impact of current sustainability issues
on businesses.
2 Understand the concept of
the sustainable business
organisation.
2.1 Determine the scope of the sustainable business
organisation.
2.2 Evaluate the impact on business structure and
objectives of becoming a sustainable business
organisation.
3 Be able to review
sustainable strategic
business planning.
3.1 Analyse the concept of the triple bottom line and
review how it is implemented in business
organisations.
3.2 Determine change required within business
organisations to meet a sustainability agenda.
3.3 Review the process of sustainable strategic
business planning.

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Scenario
Primark Case study

This case study was taken from http://businesscasestudies.co.uk/primark/beyond-corporate-
social-responsibility

Introduction

Primark is a subsidiary company of the ABF (Associated British Foods) Group. The company
was launched in 1969 in Ireland trading as Penny’s. By 2000, there were over 100 stores
across Britain and Ireland. By 2012 Primark had 238 branches across the UK, Ireland and
Europe. Primark has become distinctive for offering unbeatable value while never losing its
innovative, fashion-driven edge.
Like many retail fashion businesses, Primark does not manufacture goods itself. Its expertise
lies in understanding its customers and working with its suppliers to produce goods to
Primark’s specification. It then gets the right goods to the right places at the right prices. Its
profitability depends on sheer volume of sales. Primark’s value-for-money prices rely on low
costs. These are achieved in part through economies of scale and efficient distribution.

Primark’s products are mainly sourced from suppliers in Europe and Asia. Its key sourcing
countries are China, India, Bangladesh and Turkey. Putting the manufacturing of garments
into these countries creates jobs. These are often at better rates of pay than other types of
work on offer, improving overall standards of living.

Primark has initiated a programme of activities which supports its corporate social
responsibility (CSR) stance and ensures that its trading meets the company’s values and
ethical standards. Underpinning its programme of activities is Primark’s Code of Conduct
which ensures that all workers making its products are treated decently, paid a fair wage and
work in good working conditions. For more information please visit www.primark-
ethicaltrade.co.uk
This case study looks at Primark’s involvement in the HERproject (Health Enables Returns)
which is raising awareness and delivering healthcare education to female workers in supplier
countries.

What is CSR?

Businesses need to acknowledge and respond to factors in their environment, for example,
changes in available workforce or the business’ impact on its local communities. Corporate
social responsibility represents the responsibility that a business has towards all its
stakeholders, not just to owners or shareholders, to deal with their needs fairly.

Internal stakeholders include shareholders and employees. Shareholders want a return on
their capital and this depends on making a profit. That in turn means by adding value.
Employees want job security, good pay and conditions and job satisfaction. External
stakeholders include customers, suppliers, non-governmental organisations, workers and
the local communities where products are made. All of these have different needs.

An organisation therefore needs to be able to respond and demonstrate responsibility in
different ways. This might include activities as wide-ranging as encouraging employees to
volunteer in community projects; sponsoring and supporting charity work; or contributing
time and money to improving its environmental impact.

http://businesscasestudies.co.uk/primark/beyond-corporate-social-responsibility
http://businesscasestudies.co.uk/primark/beyond-corporate-social-responsibility
http://www.primark-ethicaltrade.co.uk/
http://www.primark-ethicaltrade.co.uk/

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Why Primark embraces CSR

As an international business with a global supply chain and a growing retail base, Primark
believes that business has a responsibility to act and trade ethically and that, by doing so, it
can be a force for good. Its business directly contributes to the employment of more than
700,000 workers across three continents. Ensuring that their rights are respected is key to its
continued growth.

Primark does not own the companies or factories that produce its goods, but it does have a
responsibility to the workers in those factories, to its customers and shareholders, to ensure
that its products are made in good working conditions. The HERproject in Bangladesh is an
example of how Primark is actively seeking to make positive changes in the lives of its
supplier workforces.

In Bangladesh, over 50% of the manufacturing workforce is made up of women. The jobs
available to women in garment factories give them greater independence and help to reduce
poverty. However, these women often have little education and low levels of literacy as they
drop out of education early to help their families.

They also lack basic knowledge of health, hygiene and nutrition and an understanding of
how a woman’s body works. Poor hygiene often causes persistent and painful infections.
Childbirth is particularly hazardous and post-birth complications are common. There is little
understanding of the symptoms of sexually transmitted diseases (including HIV) or the
means of preventing transmission. Far more women than men are malnourished, and many
women suffer from anaemia. These issues, often combined with a lack of access to qualified
medical advice, mean that the female workforce is particularly vulnerable.

The HERproject uses education as the key tool against all these interrelated problems. The
programme aims not only to improve the health of female workers through training and
education, but also to give them the tools to help them take charge of their personal and
working lives. These benefits in turn pass on to their families and help to enhance whole
communities.

Making CSR happen

The HERproject is an initiative started by BSR (Business for Social Responsibility), a non-
governmental organisation that works with over 250 companies on environmental, social and
human rights. The HERproject has so far helped over 50,000 women in different countries. It
has done this through working with companies like Primark, Primark’s suppliers and local
health providers.

The HERproject is simple but surprisingly powerful:
 A small number of female staff in a factory (around 10%) is selected to become
health education trainers called ‘peer group educators’.
 The local health service provider trains the peer group educators, who are then
responsible for training the other women based in the workplace, passing on the
message and helping to disseminate what they have learned.

The process emphasises mutual help and encouragement. The women trainers are effective
because they fully understand the local culture. They are not seen as outsiders imposing
strange ideas. Instead, the trainers understand why the women may be reluctant to seek
help with issues that can be sensitive. They can build their self-confidence as well as their
practical knowledge.

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The HERproject is also helping others not directly involved in the project. Outside the
workshops informal learning continues. Women build supportive relationships and talk to
each other out of work. This is reinforced by the project helping to set up factory clinics and
creating vital referral links to local hospitals.

Selina Kamal is a factory quality inspector and a peer educator for HERproject. Through her
own training she is now more aware of the importance of cleanliness for herself and her
children. They all now drink purified water and eat more vegetables. She has already helped
a friend, Shilpi, who is a school teacher.

The value of the HERproject

Improving the health of women workers in Bangladesh and helping to empower and educate
the female workforce is an important ethical goal in its own right. The benefits to
communities can also be seen. Over time, initiatives like this can support key issues such as
reducing infant mortality.

Factories in Bangladesh taking part in HERprojects have seen healthy returns on the money
invested by Primark in the programme. This has been achieved through improvements in
productivity, a more stable workforce, lower absenteeism, decreased labour turnover,
improved quality and a reduction in housekeeping costs. As an example, the managing
director of one factory in Bangladesh found that absenteeism in the factory fell by 55%
during the first six months of the HERproject. Turnover of female workers dropped from over
50% to around 12%.

Mrs Kaniz Fatema is the managing director of a medium-sized factory in Dhaka,
Bangladesh. When the HERproject was introduced to her factory a year ago, she was
unconvinced, viewing it as ‘just another project’. However, just one year later her view has
been transformed. Women’s health is now high on her agenda. A healthier workforce is
literally paying dividends.

Absenteeism and labour turnover are down by a startling 50%. Productivity is up, and even
internal staff communication is more effective. Mrs Kaniz Fatema now employs a female
doctor and has set up a scheme to provide sanitary napkins to her female workers, helping
to embed a new culture within the factory and allowing health education in the factory to
continue after the project ends.

Other benefits are harder to measure but are increasingly recognised by the factory
managers. Getting women to communicate effectively on health matters builds trust and
confidence. This feeds back into better communication with supervisors and managers. This,
in turn, leads to improved teamwork and the motivation to accept more responsibility and
leadership roles in the community.

This demonstrates the principles of the Hawthorne effect theory of motivation. Theorist Elton
Mayo found that factory workers with long hours of routine work were motivated by someone
taking an interest in them and their work. Feeling that they mattered as individuals, they
experienced a new connection with the job. As a result, productivity improved. In a similar
way, by focusing on the women workers and their health issues, the HERproject is also
delivering improved motivation. See the HERproject video at http://www.primark-
ethicaltrading.co.uk/ourwork/c/womens_health

http://www.primark-ethicaltrading.co.uk/ourwork/c/womens_health
http://www.primark-ethicaltrading.co.uk/ourwork/c/womens_health

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Conclusion

The industrialised countries of the world benefit from the lower costs of labour in countries
such as Bangladesh and India.
However, more consumers are now asking if this is ethical and questioning its sustainability.
home trade-offs between stakeholder needs are inevitable. CSR does not come free. It
involves a real commitment of resources, management time and energy. On the other hand,
as studies of the HERproject in other countries have shown, each dollar invested in the
health of female employees can yield more than three dollars in business benefits. In
addition, the improvements in human well-being are incomparable.

Despite criticism of globalisation, business and trade can be a force for good. This is
increasingly recognised in the ways that consumers assign values to brands. Primark is
making progress in taking on wider responsibilities and devising relevant projects that work
on the ground. It has done this with help from NGOs and organisations such as BSR. Its
approach with the HERproject is not purely about business benefits but focused on making a
difference to the lives of its supplier workers.

To date, 4,500 women in Primark’s factories have been trained under the HERproject in
Bangladesh. The project results have shown such benefit that the project is being rolled out
to Primark’s suppliers in China and India. Primark’s ongoing involvement with the women
workers in Bangladesh and other supplier countries will help to provide it with a sustainable
and ethical business model.

Task 1 of 2 Presentation (ACs 1.1, 1.2 & 1.3)

Scenario
You are working for Bargainum, a competitor of Primark. After reading the above case study,
your manager asked you to investigate the feasibility of doing something similar or better.

Instructions
Prepare a presentation to brief the director about the importance of sustainability:
1. Investigate the current global sustainability agenda and issues (e.g. fair trade,
poverty, environment, etc.) by providing examples
2. Review the impact of the current issues on businesses (e.g. effect on consumers,
effects on profitability, etc.)
3. Analyse the reasons for UK organisation to adopt sustainable practices (e.g. brand
recognition, legislation, etc.)

Delivery and Submission
• 1x Power-point presentation and executive summary (1500 words) excluding
diagrams, references, and appendices

Task 2 of 2 Report(ACs 2.1, 2.2, 3.1, 3.2 & 3.3)

Scenario
Your pitch was convincing, and the Operations Director asked you to write a short report for
more details and to build a case for it.

Instructions
With reference to the case study and other organisations,
1. Determine what being a sustainable business organisation means
2. Explain the changes (strategic and operational) that are being required to become a
sustainable business organisation

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3. Explain the principle of the triple bottom line and how it can be implemented, using
examples such as Primark and other organisations
4. Provide a flowchart and review the strategic sustainable planning process (e.g. set
sustainable vision, assess current situation, create a financial plan, etc.)

Delivery and Submission
• 1x Report (2000 words) excluding diagrams, references, and appendices

Referencing:
• You should use and cite a range of academic and reliable sources.
• A comprehensive Harvard style reference list must be included at the end of the
work.

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STRATEGIC HUMAN RESOURCE MANAGEMENT

Unit Title Strategic Human Resource Management
Unit Reference Number F/616/2739
Unit Level Level 6
Assessor
Date issued
Hand in Date
Unit Grading Structure Pass
Assessment Guidance To achieve this unit, learners must achieve the learning
outcomes and meet the standards specified by all
assessment criteria for the unit.

LO LO Description AC AC Description
1 Understand the role and
importance of human
resource management in
achieving organisational
effectiveness.
1.1 Illustrate key concepts and models governing
Strategic Human Resource Management.
1.2 Evaluate the role and importance of Strategic
Human Resource Management in organisations.
1.3 Analyse the frameworks of Strategic Human
Resource Management.
2 Understand the formulation
and implementation of
human resource strategies.
2.1 Analyse the strategic human resource process.
2.2 Assess the approaches of Strategic Human
Resource Management.
2.3 Analyse the development and implementation of
human resource strategies.
3 Be able to critically analyse
the use and application of a
range of HR strategies
designed to improve
employee and organisational
performance.
3.1 Evaluate appropriate human resource strategies for
an organisation.
3.2 Assess human resource strategies and their
application in an organisation.
4 Be able to critically evaluate
various key perspectives
within Strategic Human
Resource Management.
4.1 Review current literature and perspectives on
Strategic Human Resource Management.
4.2 Evaluate contemporary issues affecting Strategic
Human Resource Management.

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Scenario

This Case study is taken from http://businesscasestudies.co.uk/coca-cola-great-
britain/creating-an-effective-organisational-structure/introduction.html

1.Introduction

The Coca‐Cola Company is truly global, and its main product is recognised and consumed
worldwide. The Company organises and structures itself in a way that reflects that fact. At
the same time, the Company looks to meet the particular needs of regional markets
sensitively and its structure also needs to reflect that fact.
This Case Study illustrates the way in which the Company has built an organisational
structure that is robust and yet also flexible enough to meet these particular requirements.

2.A global and local strategy

The Coca‐Cola Company is the world’s largest beverage company and is the leading
producer and marketer of soft drinks. The Company markets four of the world’s top five soft
drinks brands: Coca‐Cola, Diet Coke, Fanta and Sprite.
The success of The Coca‐Cola Company revolves around five main factors:
a. A unique and recognised brand ‐ Coca‐Cola is among the most recognised
trademarks around the globe
b. Quality ‐ consistently offering consumers products of the highest quality
c. Marketing ‐ delivering creative and innovative marketing programmes worldwide
d. Global availability ‐ Coca‐Cola products are bottled and distributed worldwide
e. Ongoing innovation ‐ continually providing consumers with new product offerings e.g.
Diet Coke (1982), Coca‐Cola Vanilla (2002).

The illustration shows the worldwide distribution of sales of Coca‐Cola products by quantity
in 2003. Although CocaCola is a global product with universal appeal, the Company actually
operates in local environments around the world, with each country having its own unique
needs and requirements.

So, while Coca‐Cola is probably the only product in the world that is universally relevant in
every corner of the globe, the Company feels that its responsibility is to ensure that with
every single can or bottle of Coca‐Cola sold and enjoyed, individual connections are made
with their consumer. That can only be achieved at a local level.
The challenge facing The Coca‐Cola Company today is therefore to continue to build an
organisational structure that will deliver a global and local strategy.

http://businesscasestudies.co.uk/coca-cola-great-britain/creating-an-effective-organisational-structure/introduction.html
http://businesscasestudies.co.uk/coca-cola-great-britain/creating-an-effective-organisational-structure/introduction.html

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3.The relationship between strategy and structure

An organisation’s strategy is its plan for the whole business that sets out how the
organisation will use its major resources. An organisation’s structure is the way the pieces of
the organisation fit together internally. It also covers the links with external organisations
such as partners.

For the organisation to deliver its plans, the strategy and the structure must be woven
together seamlessly.The goal of The Coca‐Cola Company is ‘to be the world’s leading
provider of branded beverage solutions, to deliver consistent and profitable growth, and to
have the highest quality products and processes.’To achieve this goal, the Company has
established six strategic priorities and has built these into every aspect of its business:
a. Accelerate carbonated soft drinks growth, led by Coca‐Cola
b. Broaden the family of products, wherever appropriate e.g. bottled water, tea, coffee,
juices, energy drinks
c. Grow system profitability & capability together with the bottlers
d. Creatively serve customers (e.g. retailers) to build their businesses
e. Invest intelligently in market growth
f. Drive efficiency & cost effectiveness by using technology and large-scale production
to control costs enabling our people to achieve extraordinary results every day.

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There are many ways to structure an organisation. For example, a structure may be built
around:
 Function: reflecting main specialisms e.g. marketing, finance, production,
distribution
 Product: reflecting product categories e.g. bread, pies, cakes, biscuits
 Process: reflecting different processes e.g. storage, manufacturing, packing,
delivery.
Organisational structures need to be designed to meet aims. They involve combining
flexibility of decision making, and the sharing of best ideas across the organisation, with
appropriate levels of management and control from the centre.

Modern organisations like The Coca‐Cola Company, have built flexible structures which,
wherever possible, encourage teamwork. For example, at Coca‐Cola Great Britain any new
product development (e.g. Coca‐Cola Vanilla) brings together teams of employees with
different specialisms.At such team meetings, marketing specialists clarify the results of their
market research and testing, food technologists describe what changes to a product are
feasible, financial experts report on the cost implications of change.

4. The corporate segment ‐ Head Office

The Coca‐Cola Company
has a corporate (Head Office) segment that is responsible for giving the Company an overall
direction and providing support to the regional structure.

Key strategic decisions at The Coca‐Cola Company are made by an Executive Committee of
12 Company Officers. This Committee helped to shape the six strategic priorities set out
earlier. The Chair of the Executive Committee acts as a figurehead for the Company and
chairs the board meetings. He is also the Chief Executive Officer (CEO) and as such he is
the senior decision maker. Other executives are responsible either for the major regions
(e.g. Africa) or have an important business specialism e.g. the Chief Financial Officer.

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Regional structure that combines centralisation and localisation

As a company whose success rests on its ability to connect with local consumers, it makes
sense for The Coca‐Cola Company to be organised into a regional structure which combines
centralisation and localisation. The Company operates six geographic operating segments ‐
also called Strategic BusinessUnits (SBUs) ‐ as well as the corporate (Head Office)
segment.

Each of these regional SBUs is sub‐divided into divisions. Take the European Union, SBU,
for example. The UK fits into the Northwest Europe division. This geographical structure
recognises that:
 Markets are geographically separated
 Tastes and lifestyles vary from area to area. As do incomes and consumption patterns
 Markets are at different stages of development.

At a more local level the management of The Coca‐Cola Company involves a number of
functional specialisms. The management structure for Great Britain illustrates this. The
structure of Coca‐Cola Great Britain combines elements of centralisation and
decentralisation. Divisions and regions operate as business unit teams, with each Director
reporting to the General Manager, i.e. Division President.

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However, there is a matrix structure for each function e.g. the Finance Director in the GB
Division reports to the GB President, but also to (dotted line) the Finance Director of North
West Europe Division. In addition, functions within the Company operate across
geographical boundaries to share best practice.

To take another example of local decision making at a regional (local) level the various
SBUs are responsible for region‐specific market research, and for developing local
advertising, e.g. using the languages of the countries in which The Coca‐Cola Company
operates. A major region like Great Britain has its own marketing structure, organised as
shown on the diagram.

Product support

The way The Coca‐Cola Company works reflects the many countries and cultures in which it
does business. It owns or licences nearly 400 brands in non‐alcoholic beverages serving
consumers in over 200 countries. An essential part of the organisation’s structure therefore
focuses on ensuring that individual products are given the best possible support in regional
markets.

Within the Company, different teams concentrate on particular products and use their
specialist knowledge of the brands and consumer needs to support the sales and
promotional effort. In some cases, a product is developed solely for local consumption and
an example of this is the product Lilt, which is only available in Great Britain and Ireland.
Examples of other products available in Great Britain include:
 Carbonated soft drinks- Coca‐Cola, Fanta, Sprite
 Juice & juice drinks‐ Schweppes’ Tomato Juice Cocktail, Oasis, Five Alive
 Waters‐ Malvern
 Energy drinks‐ Burn
 Sports drinks‐ Powerade
 Squashes/cordials‐ Kia‐Ora, Rose’s Lime Cordial.

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4.Structure and culture

Structuring an organisation is not only about organising internal relationships, but it also
involves external ones. The Coca‐Cola Company has built well‐structured relationships with
a range of external groups including bottling partners. People often assume that The
Coca‐Cola Company bottles and distributes its own beverages. For the most part, it does
not. The Company’s primary business consists of manufacturing and selling beverage
concentrates and syrups ‐ as well as some finished beverages ‐ to bottling and canning
operations and other distributors.

The concentrates and syrups are generally sold to bottling partners, which are authorised to
manufacture, distribute and sell branded products. The business system consisting of The
Coca‐Cola Company and bottling partners is referred to as ‘the Coca‐Cola system’. The
relationship The Coca‐Cola Company has with its bottlers worldwide is a key source of
strength. The Company works together with them to ensure that concentrates and syrups
are made into finished beverages that are produced and distributed to consumers around
the globe with unmatched quality and service.

Every organisation has not only a structure but also a culture. ‘Culture’ describes the typical
way an organisation does things, including patterns of behaviour and relationships.

Important aspects of culture at Coca‐Cola Great Britain (which reflect the culture of The
Coca‐Cola Company as a whole) are an emphasis on teamwork, and empowerment.
Coca‐Cola Great Britain sees its employees as its most important asset. Motivated
employees provide the engine that drives the Company’s growth. Organising people into
teams (e.g. marketing, sales or product teams) encourages people to feel valued. Within a
team they are encouraged to contribute ideas and to be innovative. If they feel that
something could be done better, they are encouraged to voice that opinion.By creating a
friendly, innovative culture, Coca‐Cola Great Britain is able to depend on a high-quality
workforce that helps it to maintain brand leadership in Great Britain and in every other
market in which it operates. Trust is at the heart of every relationship, whether it be:
 Customers’ and consumers’ trust that the Company will provide the highest level of
service and attention to their needs
 Bottling partners’ trust that the Company is operating in the best interests of the
Coca‐Cola system
 Employees’ trust that their contribution is being valued in an open culture.

Open communication channels provide the means to support a culture based on
relationships. Coca‐Cola has a number of communication channels, including:
 monthly leadership team meeting (involving function heads)
 weekly department team meetings
 monthly employee team briefing sessions
 consultative employee groups for each region (with representatives meeting in a
European Council)
 Surveys to monitor employee views and feelings.
5.Conclusion

The CocaCola Company has built internal and external structures to support the delivery of
its business goals. The regional structure is the best way of supporting this growth, allowing
attention to local requirements while at the same time building on a clear strategic direction
from the centre.
A culture of innovation, teamwork and partnership means that the Company has a firm
foundation of relationships and open communication channels on which to build its growth.

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Task 1 of 3 (ACs 1.1, 1.2, 1.3, 2.1. 2.2 & 2.3)

Instructions
1. With reference to the Coca Cola case study or another organisation of your choice,
describe what Strategic Human Resources Management is and analyse its role within
both organisations
2. With reference to Coca Cola or another organisation, examine how Human Resources
Strategies are planned, developed and implemented as well as the possible
approaches they could have taken.
3. Analyse the HRM processes used by Coca Cola or another organisation. You will need
to find more details than the information in the case study since you will need to
analyse:
 Workforce planning
 Recruitment
 Human Resources Development
 Performance Management
 Talent management

Delivery and Submission
• 1x Essay (1000 words) excluding diagrams, references, and appendices

Task 2 of 3 Report(ACs 3.1, 3.2 and 3.3)

Instructions
With reference to Coca Cola or another organisation of your choice:
1. Identify and analyse the HR strategies that were used
2. Compare the HR strategies in used to other strategies that could have been used

Delivery and Submission
• 1x Report (1500 words) excluding diagrams, references, and appendices

Task 3 of 3 Essay(ACs 4.1, 4.2 and 4.3)

Instructions
With reference to Coca Cola (or another organisation of your choice), write an essay in
which identify and analyse (at least 3) contemporary issues that can affect Strategic Human
Resources Management.
Make sure you use theory to support your arguments.

Delivery and Submission
• 1x Essay (1500 words) excluding diagrams, references, and appendices.

Referencing:
• You should use and cite a range of academic and reliable sources.
• A comprehensive Harvard style reference list must be included at the end of the
work.

Assessment guidance for criterion referenced marking.
LEADERSHIP AND PEOPLE MANAGEMENT
BUSINESS RESEARCH PROJECT
OPERATIONS MANAGEMENT
FINANCIAL DECISION MAKING
SUSTAINABLE BUSINESS PRACTICES
STRATEGIC HUMAN RESOURCE MANAGEMENT

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