Computing Skills Assignment Help
This unit focuses on learners’ personal development and their career in management. It explores a range of management behaviour principles and practices. Learners can then apply this knowledge to self-appraisal, examining their potential as a prospective manager.
Using the knowledge developed throughout this qualification, learners will have the opportunity to actively demonstrate the roles and responsibilities of a manager in an appropriate context. This may be through part-time work, a work placement or simulation. This experience will enable them to consider how the unit and the programme can contribute to their career development.
Aim:
This unit enables learners to gain understanding of behaviour management principles and gain skills to review their managerial potential, show managerial roles and responsibilities and create a career development plan.
LO1 Understand principles and practices of management behaviour
Compare different management styles
Discuss leadership characteristics
Evaluate communication processes in selected businesses
Analyse organisational culture and change in selected businesses
LO2 Be able to review own potential as a prospective manager
Assess own management skills performance
Analyse personal strengths, weaknesses, opportunities and threats
Set and prioritise objectives and targets to develop own potential
LO3 Be able to show managerial skills within a business and services context
Lead and motivate a team to achieve an agreed goal or objectiv
Justify managerial decisions made to support achievement of agreed goal or objective and recommendations for improvements
LO4 Be able to create a career development plan for employment within a business and services context
Explain how own managerial and personal skills will support career development
Review career and personal development needs, current performance and future needs to produce development plan
Unit Content
1. Understand principles and practices of management behaviour Management theory and styles:
Management theory and styles: assumptions and drawbacks, classical theories, main contributors, the influence of informal groups, hierarchy of needs, systems approach to management, contingency approach, leading authorities
Leadership characteristics: styles eg autocratic, democratic, laissez-faire, action- orientated; motivation theories, factors affecting motivation and performance, motivation techniques, effectiveness; conflict resolution; the role of partnerships and stakeholders in the business
Communication: communications processes, verbal, written, non-verbal; lines of communication, linear, lateral, formal/informal; barriers to effective communication
Organisational culture and change: types of organisational structure and culture; factors influencing changes in culture; types of change eg demographic, economic, legislative; planned change theory; managing and measuring the effectiveness of change; sources and types of power; change drivers
Self-knowledge and appraisal: skills audit eg management skills, leadership skills, practical/technical skills, personal skills (eg interpersonal/motivational/communication skills), organising and planning skills, cognitive and creative skills; qualifications (current/planned), strengths and weaknesses analysis; personal learning logs; personal development plans
Own potential: aims, objectives, targets, learning programme/activities, action plan, time management, work scheduling, Specific, Measurable, Achievable, Realistic, Time- bound (SMART) objectives, action planning, delegation, decision making, problem solving, management/leadership styles, value awareness, conflict management, giving and receiving feedback, influencing skills, self-confidence, positive thinking, communication, presentation, team building and membership, mentoring, counselling,coaching, facilitation, learning cycle, learning styles, action learning sets, management learning contracts, learning log, review dates, achievement dates
3.Be able to show managerial skills within a business and services context Roles:
Roles: leading and motivating staff, communicating, team building, processes and stages in team development, group dynamics, effective/ineffective teams, goals/objectives
Responsibilities: customer service, product and service knowledge and development; decision making eg strategic, planning; managerial/operational control, problem solving; authority, delegation and empowerment; effective working relationships with subordinates, peers, managers and other stakeholders
Context: eg hospitality, travel, tourism, sports, leisure, recreational industries
4. Be able to create a career development plan for employment within a business and services context Career:
Career: relevant managerial skills eg communication, thinking, learning; personal skills eg attitude, behaviour, responsibility, adaptability; aspirations, openings/opportunities
Development plan: career development, personal development, current performance, future needs
Scheme of Work
Awarding Body: Pearson BTEC
Course: Pearson BTEC HND IN TRAVEL AND TOURISM MANAGEMENT Unit 3: THE DEVELOPING MANAGER
| | Wk | Lecture Schedule | Outcome of session | Activity/seminar and formative assessment | Resources |
| 1 | AM | Introduction to The Developing Manager LO1 Understand principles and practices of management behaviour Management theory and styles: assumptions and drawbacks, classical theories, main contributors, the influence of informal groups, hierarchy of needs, systems approach to management, contingency approach, leading authorities | Introduction to the module, mode of assessment, awareness of the awarding body, assessment criteria and the mode of assessment By the end of the learners will be able to: Define the term management Understand assumptions and draw backs of the various management theories Explain the classical theories to management using theories of Fayol and Taylor Explain the main duties of a manager according to Fayol, Explain the human relations school of management - based on the work of Mayo understand modern theories of management with reference to the work of Mintzberg and Drucker, systems approach to management, contingent approach | Role play and individual induction, helping to know each other. Case study addressing AC1.1, Group discussion | Module handbook. Powerpoint slides Internet |
| | | | Understand the three managerial roles based on the work of Mintzberg Review Tasks covering AC 1.1 | | |
| PM | Leadership characteristics: leadership styles eg autocratic, democratic, laissez-faire, action- orientated; Case study for the above topic. | Define the term leadership Discuss the qualities of leader Explain the situational, functional and contingency approaches to leadership with reference to the theories of Adair, Fiedler, Bennis Explain the leadership styles using the Blake and Mouton grid Discuss the four leadership styles as per Ashridge Apply leadership styles to specific organisations within the travel and tourism sector Review Tasks covering AC 1.2 | Group discussion, Case study and addressing the AC 1.2 One hour workshop | Powerpoint slides Whiteboard Internet Case study | |
| 2 | AM | Motivation theories, factors affecting motivation and performance, motivation techniques, effectiveness; Conflict resolution; The role of partnerships and stakeholders in the business Communication: communications processes, verbal, written, non- verbal; lines of communication, linear, lateral, formal/informal; barriers to effective communication | Define motivation Understand various theories of motivation Examine the factors affecting motivation using organisations from travel and tourism Understand motivation techniques Examine the effectiveness of the various motivational techniques Explain how to resolve conflicts using organisations from the travel and tourism sector Define stakeholders Understand the role of partnership and stakeholders in the business Define communications. | Role play, Case study and discussion, Students expected to use their own experience to test the application of the motivational theories Case study, reading, question and answer Case study, group discussion Role play Question and answer | Powerpoint slides, Whiteboard, Case study, Module handbook and assignment |
