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Plymouth University

Academic Partnerships

CORNWALL COLLEGE, Camborne

Programme Quality HandbookBA (HONS) BUSINESS ENTERPRISE (Top up)

Academic Year 2018-19

1 | P a g eBA(Hons) Business Enterprise (Top up) Handbook (2018-19)

If you require any part of this Handbook in larger print, or an alternative format, please contact:

HE Operations Tel: (01209 616256)

E-mail: ([email protected])

Please note:

All the information in this Handbook is correct at the time of printing.

The Cornwall College Group is proud of its teaching and research and it undertakes all reasonable steps to provide educational services in the manner set out in this Handbook and in any documents referred to within it. It does not, however, guarantee the provision of such services. Should industrial action or circumstances beyond the control of the College interfere with its ability to provide educational services, the University undertakes to use all reasonable steps to minimise the resultant disruption to those services.


1 Welcome and Introduction to BA (Hons) Business Enterprise Management

May we begin by warmly welcoming you to the BA (Hons) Business Enterprise Management. The College is delighted that you have chosen to study with us. We are sure you are going to have a great time here and will get a great deal from the programme.

The course replaces the FdA which in turn replaced the HND in Business at Cornwall College, which was established in September 1991. Our graduates are now employed in a wide range of occupations, including retail management, marketing, management consultancy, business development management, accountancy, teaching, the police, financial services, hotel management, banking, systems analysis and academic research.

We normally expect to recruit about 20 to 30 students to the course. Many of these are from the surrounding area, with most being aged 18 or 19 when they start. We have some students from further afield, however, and over the years have enrolled students from Poland, Lithuania, USA, Hong Kong, Ireland, Nepal, Gambia, Germany, Greece, amongst others. We also recruit a number of mature students, including people returning to paid employment after a period of absence, people leaving the armed forces, plus people who would like to improve their employability with a higher qualification. There is an almost equal split of male and female students.

The programme is approved by Plymouth University, and students are registered as members of the Plymouth University Academic Partnerships Faculty. This programme has been designed to equip you with the skills and knowledge base required to work in your chosen specialism or other graduate opportunities. It is also a platform from which you can undertake additional vocational and academic qualifications.

2 Programme Team

Programme Leader: Dr Bryan Mills. [email protected]

What does your programme leader do? Bryan organises, teaches and completes all of the quality assurance paperwork associated with your programme. Bryan has extensive experience of both teaching, tutoring and coordinating Higher Education courses and the associated administrative processes.

Module Leaders:

Dr Bryan Mills BSO315 Enterprise Portfolio

BABE305 Performance Management

[email protected]


Dr Roger Clough ECN308 Business Management

BABE302 Responsible Enterprise

[email protected]

Warren Evans BABE304 Strategic Marketing Management

BABE306 Human Resource Management and Employment Law

[email protected]

CORPORATE HE ASSISTANT REGISTRAR: Lucy Johnson. What does the HE Assistant Registrar (HEAR) do? The HEAR is your point of contact in HE Operations for all administrative paperwork to do with the programme. She can be contacted on: Telephone: 01209 617757 or Ext 3757.

Email: [email protected]


mailto:[email protected]

PROGRAMME SPECIFICATION1

Programme Title: BA (Hons) Business Enterprise (Top up)

Internal Programme Code: 4073 (Full Time), 6191 (Part Time)

Partner Delivering Institution: Cornwall College, Camborne

State Date: 2017-18

First Award Date:. 2018-19

Date(s) of Revision(s) to this Document:

This programme specification template aligns with recommendations within the UK Quality Code for Higher Education2. The information provided, by the programme proposer, in each section is definitively agreed between the delivering institution and Plymouth University at approval. Therefore any requests for changes to content (post the conditions set at approval) must follow Plymouth University’s procedures for making changes to partnership programmes3.

ContentsPS1.Programme Details.........................................................................................................................3

PS2. Brief Description of the Programme..............................................................................................3

PS3. Details of Accreditation by a Professional/Statutory Body (if appropriate)...................................4

PS4. Exceptions to Plymouth University Regulations.............................................................................4

PS5. Programme Aims...........................................................................................................................4

PS6. Programme Intended Learning Outcomes (ILO)............................................................................4

PS7. Distinctive Features.......................................................................................................................5

PS8. Student Numbers...........................................................................................................................5

PS9. Progression Route(s)......................................................................................................................5

PS10. Admissions Criteria......................................................................................................................7

PS11. Academic Standards and Quality Enhancement..........................................................................8

1 This Programme Specification contains no information pertaining and/or referring to any individual and is therefore appropriate for dissemination as a public document.2QAA, 2011, Chapter A3: The Programme Level, UK Quality Code for Higher Education: http://www.qaa.ac.uk/en/Publications/Documents/quality-code-A3.pdf , last accessed 28 th July 2014 [n.b. this includes ‘Appendix 2: Working with programme specifications: A leaflet for further education colleges’]3 If required please contact Academic Partnerships Programme Administration for assistance.


http://www.qaa.ac.uk/en/Publications/Documents/quality-code-A3.pdf

PS12. Programme Structure..................................................................................................................9

PS13. Explanation and Mapping of Learning Outcomes, Teaching & Learning and Assessment......11

PS14. Work Based/ Related Learning..................................................................................................11

Appendix.............................................................................................................................................18


PS1. Programme Details

Awarding Institution: Plymouth University

Partner Institution and delivery site (s): Cornwall College, Camborne

Accrediting Body: N/A

Language of Study: English

Mode of Study: Full time

Final Award: BA(Hons)

Intermediate Award: N/A

Programme Title: BA(Hons) Business Enterprise (Top up)

UCAS Code: N192 (1 year Top up)

JACS Code:

Benchmarks: The QAA subject benchmark for “General business and management” in that it allows a variety of organisation types, structures and sizes to be explored, it encourages the student to prepare for a business career, and it develops transferable skills in critical analysis, synthesis, independence, and research and problem solving.

Date of Programme Approval: March 2013

PS2. Brief Description of the ProgrammeThis text is definitively approved at programme approval and therefore may be directly used for promotion of the programme without the need for further confirmation (approx. 200-250 words)

The BA (Hons) Business Enterprise Management (Top-Up) degree is a full-time programme of study, usually delivered over a year two days per week and a part-time programme of study, usually delivered over two years one day per week, which prepares students for entry into employment in a variety of management level roles across a variety of sectors. The degree focuses on the three pillars of business studies namely: marketing, finance and management. Students can expect to develop knowledge and understanding of leadership, motivation, customer segmentation, market types, profit and costs, financial management and corporate social responsibility.


PS3. Details of Accreditation by a Professional/Statutory Body (if appropriate)

N/A

PS4. Exceptions to Plymouth University Regulations(Note: Plymouth University’s Academic Regulations are available internally on the intranet: https://staff.plymouth.ac.uk//extexam/academicregs/intranet.htm)

None

PS5. Programme Aims

This programme will deliver:

A1. Students who are enterprising and proactive in terms of management opportunities and market development.

A2. Students able to develop their critical knowledge and understanding of management and enterprise.

A3. Students prepared for a management role in either their own or another enterprise.A4. Developed transferable skills and autonomy of learning.A5. Emphasise applied aspect of business and management studies. A6. Equip students with a critical understanding of the principles and values which underpin

contemporary business management.A7. Provide an intellectually stimulating and practical framework that will enable students to obtain

and develop careers in industry.

PS6. Programme Intended Learning Outcomes (ILO)

By the end of this programme the student will be able to:

LO1. Understand and critically analyse the nature of management and enterprise. LO2. Manage their own or another enterprise.LO3. Deploy transferable skills and autonomy of learning.LO4. Apply aspects of business and management studies.LO5. Show a critical understanding of the principles and values which underpin contemporary

business management.LO6. Develop careers in industry


https://staff.plymouth.ac.uk//extexam/academicregs/intranet.htm

PS7. Distinctive FeaturesThis text is definitively approved at programme approval and therefore may be directly used for promotion of the programme without the need for further confirmation:

• Focus on enterprising solutions and management that allows students to develop skills and aptitudes which emphasise innovation and market orientation.

• Opportunity to work with local companies on a consultancy project to apply theory to practice

• The analytical, research and group skills which you will develop are highly valued by employers.

• An emphasis on enterprise will produce skills that are useful for own business creation but equally desirable by large companies and the public sector

PS8. Student Numbers

The following provides information that should be considered nominal, and therefore not absolutely rigid, but is of value to guide assurance of the quality of the student experience, functional issues around enabling progression opportunities to occur and staffing and resource planning:

Minimum student numbers per stage = 10

Target student numbers per stage =15

Maximum student numbers per stage =30

PS9. Progression Route(s)

Approved “progression route(s)” are those where successful achievement in this programme enables direct alignment to join a stage of another programme. This is an approach employed primarily for Foundation Degree students to “top-up” to complete a Bachelor degree, but may be employed for other award types.

This is in part an automated admissions criterion and therefore progression may be impacted on by availability of a position on the progression award; however progression opportunity, if not available in the first year of application, is guaranteed within 3 years.

Progression arrangements with institutions other than Plymouth University carry an increased element of risk. It is necessary for the delivering partner institution to obtain formal agreement from that institution to guarantee progression for existing students on the programme. For progression to Plymouth University, should there be the need to withdraw the progression route programme(s) then either this will be delayed to provide progression or appropriate solutions will be found. This arrangement is guaranteed for existing students that complete their programme of study with no suspensions or repeat years and who wish to progress immediately to the University.

After completion of the degree students will be able to progress into one of the University’s masters level programmes in business, into the College’s CMI in management Level 7 (assuming relevant work experience), or one of a number of careers. In the past these careers have included local government, sales and


marketing, retail, hotel and leisure, banking, finance, teaching and general management.

The contribution of marks from prior levels of study to the progression award is governed by University regulations.


PS10. Admissions Criteria

Qualification(s) Required for Entry to this Programme:

Details:

Level 2:

GCSE Mathematics Grade C and English C or equivalent plus one of the following

- Key Skills requirement / Higher Level Diploma:

and/or

- GCSEs required at Grade C or above:

Level 3: at least one of the following:

- AS/A Levels180 UCAS points (including a minimum of 160 points from two A levels or a double award);

- Advanced Level Diploma:

- BTEC National Certificate/Diploma:BTEC National Certificate/Diploma: 180 UCAS points (excluding Early Years);

- VDA: AGNVQ, AVCE, AVS:

- Access to HE or Year 0 provision:

Pass course achieving 60 credits with 45 credits at level 3 from a QAA recognised Access to HE course in Business, Humanities or Social Science;

- International Baccalaureate: 28 Points

- Irish / Scottish Highers / Advanced Highers: 180 UCAS points;

Work Experience:By interviews if over 21 years of age. Must be relevant and at manager level.

Other HE qualifications / non-standard awards or experiences:

HNC/D - Pass

APEL / APCL4 possibilities: www.plymouth.ac.uk

Interview / Portfolio requirements:

Independent Safeguarding Agency (ISA) / Disclosure and Barring Service (DBS) clearance required:

NO

4 Accredited Prior Experiential Learning and Accredited Prior Certificated Learning


http://www.plymouth.ac.uk/

PS11. Academic Standards and Quality EnhancementThe Programme Leader/Manager (or the descriptor) leads the Programme Committee in the Plymouth University’s annual programme monitoring process (APM), as titled at the time of approval. APM culminates in the production, maintenance and employment of a programme level Action Plan, which evidences appropriate management of the programme in terms of quality and standards. Any formally agreed changes to this process will continue to be followed by the Programme Leader/Manager (or other descriptor) and their Programme Committee.

Elements of this process include engaging with stakeholders. For this definitive document it is important to define:

Subject External Examiner(s):

An Interim visit by External Examiner (EE) (usually between January and February) will review work that has been marked, consult students and feed back to the programme manager and module leaders and course team.

Subject Assessment Panel (SAP) reviews the assessment marking and is scrutinised by the subject EE. Representatives of the team review and present their module marks for each student on the programme.

The annual Award Assessment Board (AAB) takes place with Programme Manager, the awarding body’s partnership member and the External to receive the students work and confer progression or award.

Additional stakeholders specific to this programme:

Students have the opportunity to discuss the programme independently, twice a year in the Student Review. This forms part of the discussion for the annual programme monitoring in the autumn and spring of each academic year.

The Student Perception Questionnaire (SPQ) is administered during the year and feeds into the programme review.

Students Representatives attend Annual Programme Monitoring (APM) to contribute student views alongside Module Leaders, the Programme Manager and the Assistant Registrar to monitor module delivery and the course provision.

Curriculum meetings take place once a month to review progression, department provision, resources and staffing


PS12. Programme Structure5

The following structure diagram(s) provides the current structure for this programme:

FHEQ level: Level 6 For: Full Time 4073

F/T Route YearWhen in Year? (i.e.

Autumn, Spring etc)

Core or Option Module Credits Module

Year 1

All Core 20 ECN308 Business Management

All Core 20 BABE302 Responsible Enterprise

All Core 20 BSO315 Enterprise Portfolio

All Core 20 BABE305 Performance Management

Students must also choose one of the following modules

All Option 20 BABE306 Human Resource Management and Employment Law

All Option 20 BABE307 Lean for the Whole Enterprise

All Option 20 BABE304 Strategic Marketing Management

5 The provided table includes only a single line. This should be multiplied by copying and pasting to produce the correct number of modules for the level of the programme. For ease of consideration and clarity, please include a separate table for each level by again copying and pasting this table. Colour coding/ shading may be used to differentiate between new modules and existing approved modules shared with other programmes.


FHEQ level: Level 6 For: Part Time 6191

P/T Route YearWhen in Year? (i.e. Autumn, Spring etc)

Core or Option Module Credits Module

Year 1

Core 20 BABE302 Responsible Enterprise

All Core 20 BSO315 Enterprise Portfolio

Year 2

All Core 20 ECN308 Business Management

All Core 20 BABE305 Performance Management

Students must also choose one of the following modules

All Option 20 BABE306 Human Resource Management and Employment Law

All Option 20 BABE307 Lean for the Whole Enterprise

All Option 20 BABE304 Strategic Marketing Management


PS13. Explanation and Mapping of Learning Outcomes, Teaching & Learning and Assessment

Developing graduate attributed and skills, at any level of HE , is dependent on the clarity of strategies and methods for identifying the attributes and skills relevant to the programme and where and how these are operationalised. The interrelated factors of Teaching, Learning and Assessment and how these are inclusive in nature, are fundamentally significant to these strategies and methods, as are where and how these are specifically distributed within the programme.

Ordered by graduate attributes and skills, the following table provides a map of the above, plus an exposition to describe and explain the ideas and strategy of each. Therefore, subsequent to the initial completion for approval, maintenance of this table as and when programme structure changes occur is also important:

FHEQ level: Level 6

Definitions of Graduate Attributes and Skills Relevant to this Programme

Teaching and Learning Strategy / Methods

Prog Aims

Prog intended Learning Outcomes

Range of AssessmentsRelated Core Modules

Knowledge / Understanding:

The FHEQ requirements are already given here in italics: 3.2, 3.5, 3.6, 3.7

By the end of this level of this programme the Primary: 1,2,4,5 1,2,4,5. Key knowledge and CORC320


students will be able to demonstrate for a threshold pass:

•understanding of the holistic nature of business in its broadest sense.

•ability to use an appropriate theoretical model to explain the elements and integrated nature of the national and international context within which businesses operate.

•knowledge and understanding of the key functional areas.

•understanding of inputs, processes and outcomes of strategic decision making and business planning.

•knowledge of communication / information technology used in the workplace.

•knowledge & understanding in order to be able to make sense of the workplace.

•understanding of the nature of enterprise and entrepreneurship and the need for innovation in decision making.

•appreciation of the nature of globalisation and the implications for business.

•understanding of the influence of differing cultures on international business.

understanding of the significance of corporate social responsibility and ethics on business practice.

Lectures and Tutorials

Directed independent learning.

The primary foci is strategic decision making and enterprise.

Develop students understanding of the holistic nature of business activity.

Secondary/Supplementary:

Case studies

Problem solving exercises

Project based activity

business games & simulations

understanding is assessed via a combination of multiple choice tests, examinations, essays, presentations and seminar performances.

CORC321

CORC322

CORC319

CORC324


An explanation for embedding Knowledge and Understanding through Teaching & Learning and Assessment at this level of the programme:

Learners will have demonstrated an ability to apply knowledge and understanding developed within the course to industry related scenarios and will be required to complete a range of assessment.

Cognitive and Intellectual Skills:

The FHEQ requirements are already given here in italics: 3.9,a,b,c,d,e,f,g,h,I,j

By the end of this level of this programme the students will be able to demonstrate for a threshold pass:

•the ability to critique rival frameworks and theories

•abstract analysis, critical thinking and synthesis skills

•the ability to intelligently apply appropriate principles in assessing policy or practice

•problem solving, creative thinking and research methods skills

•the ability to evaluate data using appropriate techniques

Primary:

Library, other research exercises

Group-work awareness and practice

Computer-based learning and assessment


Policy and practice analysis in surgeries

Computer-based practicals on data and measurement problems

1,2,4,5,6 1,4 Assessed discussions

Essays/projects/dissertations

Examinations/tests

Coursework/groupwork on practical application questions

CORC320

CORC321

CORC322

CORC323

CORC324

An explanation for embedding Cognitive and Intellectual Skills through Teaching & Learning and Assessment at this level of the programme:



Key Transferable Skills:

The FHEQ requirements are already given here in italics:


•the ability to access a range of learning resources and self manage learning with guidance

•the ability to work effectively with others in a team

•effective communication skills (Oral /Written /CIT)

•the ability to acquire and manage information and use appropriate research strategies

•numeracy/Quantitative skills

•learning skills (Reflection/Problem Solving/Evaluation/ Synthesis)

Primary:

Library, other research exercises

Group-work awareness and practice

Computer-based learning and assessment


Class and seminar interactions and feedback

1,2,3,4,6 2,3,6 Coursework of all types

Examination preparation and completion

Assessed discussions

Group work assessments

CORC321

CORC324

An explanation for embedding Key Transferable Skills through Teaching & Learning and Assessment at this level of the programme:


Employment Related Skills:


The FHEQ requirements are already given here in italics: 2.1, 2.3


•project management skills

•personal development planning skills

•action planning skills

•the ability to reflect on practice

•career awareness and planning skills

Primary:

Business engagement activities

Live project work

Business games / role-play/ simulations

Reflective learning


Problem solving exercises

Class and seminar activities

1,2 6 Project and assignment work

Presentations

Reflective reports

CORC324

An explanation for embedding Employment Related Skills through Teaching & Learning and Assessment at this level of the programme:


Practical Skills:

The FHEQ requirements are already given here in italics:



•Computer and Information Management Technology Skills

•Presentation and oral communication skills - selling and pitching

•Written Communication skills

Primary:

Projects and assignments

Designated tasks

Lectures / Tutorials / Seminars and Surgeries


None

1,2,3,4 3 Project work

Competence in a range of business-related communication techniques

CORC324

An explanation for embedding Practical Skills through Teaching & Learning and Assessment at this level of the programme:



PS14. Work Based/ Related LearningWBL is an essential element of Foundation Degrees and therefore needs to be detailed here. However, for all types of HE Programmes there should be an element of employability focus through, at least, Work Related Learning, and therefore the following is applicable for all:

FHEQ level: 6

WBL/WRL Activity: Logistics Prog Aim Prog Intended LO Range of AssessmentsRelated Core Module(s)

Plan, design and execute practical activities using appropriate techniques and procedures

Undertake fieldwork with due regard for safety and risk assessment

Throughout the programme

Levels 4, 5and 6

Apply graduate attributes and skills;

apply career management skills: apply lifelong learning skills:

business and organisational awareness

demonstrate an international outlook

Key knowledge and understanding is assessed via a combination of :

Essays/projects/dissertations

Examinations/tests

Coursework/group work on practical application questions

Reflective assignments

ALL Core Modules

An explanation of this map:

Work Based Learning is embedded throughout level 4,5 and 6 of this programme. Many assignments require students to complete observations, reflect on practice and apply theory to practice. These activities make a clear link between academic theoretical learning and that of professional practice.


Appendix 1 Module Records

SECTION A: DEFINITIVE MODULE RECORD . Proposed changes must be submitted via Faculty Quality Procedures for approval and issue of new module code.

MODULE CODE: ECN308 MODULE TITLE: Business Management

CREDITS: 20 FHEQ Level: 6 JACS/HECoS CODE: N100/100088

PRE-REQUISITES: None CO-REQUISITES: None COMPENSATABLE: No

SHORT MODULE DESCRIPTOR: (max 425 characters)The module is largely student centred and designed to enable student involvement with real business issues. Students work in small teams to produce one or more consultancy-style reports.

ELEMENTS OF ASSESSMENT Use HESA KIS definitions]WRITTEN EXAMINATION COURSEWORK PRACTICAL

E1 (Examination) % C1 (Coursework) 100% P1 (Practical) % or Pass/Fail (delete as appropriate)

E2 (Clinical Examination)

% A1 (Generic Assessment)

%

T1 (Test) %

SUBJECT ASSESSMENT PANEL Group to which module should be linked: Camborne

Professional body minimum pass mark requirement: N/A

MODULE AIMS:•To strengthen vocational skills by providing students with an opportunity to engage with the business world and further develop an understanding of practical strategic management issues.•To develop students capacity for individual and group research.

ASSESSED LEARNING OUTCOMES: (additional guidance below)At the end of the module the learner will be expected to be able to:1. Select and apply appropriate techniques of organisational and environmental analysis to

detailed cases2. Perform and disseminate research for business briefs3. Demonstrate an ability to marry theoretical concepts to the practical reality of business

situations4. Develop appropriate detailed implementation and evaluation strategies

DATE OF APPROVAL: 01 Feb 2006 FACULTY/OFFICE: Academic PartnershipsDATE OF IMPLEMENTATION: 01 Sep 2008 SCHOOL/PARTNER: Cornwall CollegeDATE(S) OF APPROVED CHANGE: TERM/SEMESTER: All Year

Additional notes (for office use only):

SECTION B: DETAILS OF TEACHING, LEARNING AND ASSESSMENTItems in this section must be considered annually and amended as appropriate, in conjunction with the Module Review Process. Some parts of this page may be used in the KIS return and published on the extranet as a guide for prospective students. Further details for current students should be provided in module guidance notes.ACADEMIC YEAR: 2018-19 NATIONAL COST CENTRE: 133

MODULE LEADER: Dr Roger Clough OTHER MODULE STAFF: None

SUMMARY of MODULE CONTENT•Introduction to the consultancy process – briefs, method and problems•Strategic analysis: application of strategic analysis to an ‘in-house’ case study.•Consultancy report for an external client based in the local region or its equivalent

SUMMARY OF TEACHING AND LEARNING [Use HESA KIS definitions]Scheduled Activities Hours Comments/Additional InformationLecture 20 Core Material DeliveryProject Supervision 25 Additional support sessions

Guided Independent Study 155 Students are expected to put in time outside of taught sessions.

Total 200 (NB: 1 credit = 10 hours or learning; 10 credits = 100 hours, etc)

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E_ %Total = 100%

T_ %Total = 100%

Coursework C1 Assignment 100%Total = 100%

Written assignment to cover all ALOs.

Practical P_ %Total = 100%

Updated by:Dr Bryan Mills

Date:25/08/15

Approved by:Dr Bryan Mills

Date:25/08/15

Recommended Texts and Sources:


MODULE CODE: BABE302 MODULE TITLE: Responsible Enterprise



SHORT MODULE DESCRIPTOR: (max 425 characters)An introduction to ethical issues such as corporate social responsibility, stakeholder management, individual and corporate decision-making, human resource management, sustainability and globalisation.





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T1 (Test) %



MODULE AIMS:To demonstrate the importance and influence of the ethical dimension to underpin individual, group and corporate behaviour.

ASSESSED LEARNING OUTCOMES: (additional guidance below)At the end of the module the learner will be expected to be able to:5. Critically analyse problems and choose appropriate methods for their resolution.6. Interact effectively within a team/learning group.7. Take responsibility for own learning.8. Communicate effectively and in an appropriate manner.9. Reflect and act with increasing autonomy within defined guidelines.

DATE OF APPROVAL: 01 May 09 FACULTY/OFFICE: Academic PartnershipsDATE OF IMPLEMENTATION: 01 Sep 09 SCHOOL/PARTNER: Cornwall CollegeDATE(S) OF APPROVED CHANGE: TERM/SEMESTER: All Year



MODULE LEADER: Dr Roger Clough OTHER MODULE STAFF: None

SUMMARY of MODULE CONTENT•Understanding of how values inform individual, group and corporate behaviour•Ability to analyse and evaluate alternative ethical standpoints•Capacity to identify and justify best practice

SUMMARY OF TEACHING AND LEARNING [Use HESA KIS definitions]Scheduled Activities Hours Comments/Additional InformationLecture 45 Core material delivery



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Coursework C1Written AssignmentReflections

70%30%

Total = 100%



Date:25/08/15


Date:25/08/15

Recommended Texts and Sources:Boatright, J. (2000) Ethics and the Conduct of Business, 3rd ed., New Jersey, Prentice Hall.Crane, A. and Matten, D. (2007) Business Ethics, 2nd ed., Oxford, Oxford University.Mullins, L. (2007) Management and Organisational Behaviour, 8th ed., Harlow, FT Prentice Hall.Sharp, D. (2006) Cases in Business Ethics, London, Sage.Wyburd, G. (1998) Competitive and Ethical?, London, Kogan Page.Department for Business, Enterprise and Regulatory Reform: http://www.berr.gov.uk/Fairtrade Foundation: http://www.fairtrade.org.uk/Institute of Business Ethics: http://www.ibe.org.uk/Sustainable Development Commission: http://www.sd-commission.org.uk/


MODULE CODE: BS0315 MODULE TITLE: Enterprise Portfolio



SHORT MODULE DESCRIPTOR: (max 425 characters)The ‘Enterprise Portfolio’ is an individual project- based assignment which aims to integrate a critical evaluation of the enterprise concept with active learning centred on an enterprising activity or initiative and a forward looking personal evaluation.





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MODULE AIMS:The aims of this module are to develop students’ personal understanding of what it means to be enterprising; to develop their enterprising behaviours, skills and attributes through undertaking an enterprising activity or initiative and; to develop their capacity for critical self-evaluation and personal development planning.

ASSESSED LEARNING OUTCOMES: (additional guidance below)At the end of the module the learner will be expected to be able to:10. Critically analyse the concept of enterprise and evaluate enterprising behaviour.11. Plan, undertake, manage and critically appraise an enterprising activity through a project based

study.12. Critically reflect on the learning experience and undertake a critical self-evaluation of enterprise

skills, attributes and behaviours.13. Identify current and future personal development needs.14. Use appropriate information sources and research methodologies to develop a coherent and

well-presented portfolio of work.




MODULE LEADER: Dr Bryan Mills OTHER MODULE STAFF: None

SUMMARY of MODULE CONTENTThe module will be supported mainly through staff supervision, delivered through regular group ‘learning sets’. Additional support will be in the form of lectures and/or workshops to address topics including:

Introduction to the project process, including ethical considerations of project work to be undertakenConcepts of enterpriseEnterprise skills, attributes and behavioursReport writing and presentation skills

SUMMARY OF TEACHING AND LEARNING [Use HESA KIS definitions]Scheduled Activities Hours Comments/Additional InformationLecture 20 Core material deliveryProject Supervision 20 Additional support sessions

Guided Independent Study 160 Students are expected to put in time outside of taught sessions


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E_ %Total = 100%

T_ %Total = 100%

Coursework C1 Portfolio 100%Total = 100%

To cover all ALOs



Date:25/08/15

Approved by:HE Operations

Date:25/08/15

Recommended Texts and Sources:


MODULE CODE: BABE305 MODULE TITLE: Performance Management


PRE-REQUISITES: None CO-REQUISITES: None COMPENSATABLE: Yes

SHORT MODULE DESCRIPTOR: (max 425 characters)This module provides students with understanding of the issue relating to and techniques involved in the measurement of performance in contemporary business settings





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MODULE AIMS:This module aims to develop critical understanding and practical ability in the subject of financial and performance management within a contemporary business setting. Students will develop their existing understanding of both financial and non-financial performance measurement tools and applications and a knowledge of the management of such metrics.

ASSESSED LEARNING OUTCOMES: (additional guidance below)At the end of the module the learner will be expected to be able to:15. Critically analyse the links between performance assessment and organisational vision, mission

and objectives.16. Understand how managers take account of various factors affecting investment appraisal e.g.

inflation, uncertainty, risk, cost of capital17. Understand how businesses raise long term finance18. Understand how a company can calculate its cost of capital19. Employ the various techniques used in the valuation of businesses20. Critically evaluate a range of financial and non-financial performance measures





SUMMARY of MODULE CONTENTRelationship between strategy/vision/mission and metrics. Environmental measures of performance. Staff appraisal and performance management. Performance variance. Financial performance measures. Investment Appraisal. The management of performance

SUMMARY OF TEACHING AND LEARNING [Use HESA KIS definitions]Scheduled Activities Hours Comments/Additional InformationLectures 40 Core material delivery



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Coursework C1Case StudyWritten Assignment

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Report



Date:25/08/15


Date:25/08/15

Recommended Texts and Sources:Berry, A. J., Broadbent, J. and Otley, D. (eds) (2005), Management Control: Theories, issues and Performance, 2nd ed, Basingstoke, Palgrave Macmillan.Gray, R. H., Owen, D. L. and Adams, C. (1996) Accounting and Accountability: Changes and Challenges in Corporate Social and Environmental Reporting, London, Prentice Hall.McLaney, E. J. (2006) Business Finance: Theory and Practice, 7th ed, London, FT Prentice Hall.


MODULE CODE: BABE306 MODULE TITLE: Human Resource Management and Employment Law

CREDITS: 20 FHEQ Level: 6 JACS/ HECoS CODE: N600/100085


SHORT MODULE DESCRIPTOR: (max 425 characters)To develop knowledge of theoretical background and models of HRM in relation to strategic business planning. To develop an awareness of individual employment rights and the sources of those rights. To consider the links to practical applications in the management of people.





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MODULE AIMS:To develop an appreciation of ways in which people are managed. To develop an understanding of employment rights and the resolutions of disputes

ASSESSED LEARNING OUTCOMES: (additional guidance below)At the end of the module the learner will be expected to be able to:21. Demonstrate knowledge of various internal and external factors that influence Human Resource

strategies, policies and practices22. Critically review a range of HR models, theories and legal principles23. Identify and critically evaluate a range of organisational practices relating to the management of

HR and Employment Law within an organisation24. Identify the legal principles upon which EL problems may be resolved25. Suggest appropriate responses for the resolution of legal & people management issues




MODULE LEADER: Warren Evans OTHER MODULE STAFF: None

SUMMARY of MODULE CONTENT•Organisational culture & structure in relation to HRM and EL•HR Strategy & policies in relationship to business strategy, values and practice•Resourcing, planning, working patterns, diversity, recruitment and selection, discrimination & equal opportunities•Managing performance , development, assessment and reward management•Employee relations, communications, consultation and negotiation processes•Sources of Employment law•Termination of employment, dismissal & redundancy




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Coursework C1Assignment 1Assignment 2

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Date:25/08/15


Date:25/08/15

Recommended Texts and Sources:ACAS (www.acas.org.uk) Disciple at workArmstrong M. (2003) A handbook of Human Resource Management, 10th edition BlackwellBeardwell L & Holden J (2004) Human Resource Management, 4th edition FT/Prentice HallHarrison R (2005) Learning and Development, 4th edition CIPDLeat M (2001) Exploring Employee Relations, 2nd edition Butterworth-Heinemann

Lewis D & Sargeant M (2001) Essential of Employment Law, 9th edition CIPDMarchington M & Wilkinson A (2002) People Management and Development 2nd edition CIPDMullins L (2004) Management & Organisational Behaviour, 8th edition FT/Prentice HallPainter R & Holmes A (2008) Employment Law (Cases & Materials), 6th edition OxfordSelwyn, N. (2004) Selwyn’s Law of Employment, 14th edition OxfordTorrington, D. Hall, L. & Taylor (2004) Human Resource Management, 6th edition FT/Prentice Hall


MODULE CODE: BABE307 MODULE TITLE: Lean for the Whole Enterprise



SHORT MODULE DESCRIPTOR: (max 425 characters)This module takes an holistic approach to Lean transformation of a business. It argues that whilst specific tools and techniques will improve areas of the business, it is only through an integrated companywide implementation from strategic planning downwards and supply chain planning horizontally, that full sustained benefits are achieved.





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MODULE AIMS:To introduce whole business transformation concepts, considering Lean in all areas of the business. To consider the validity of established Lean tools in a contextual manner. To look at the roles of senior and middle management in terms of education, understanding and leadership. To consider Lean business within the supply chain.

ASSESSED LEARNING OUTCOMES: (additional guidance below)At the end of the module the learner will be expected to be able to:26. Approach business change from an enterprise wide perspective.27. Critically assess the viability of Lean tools and approaches in differing situations.28. Critically analyse Lean approaches and change within an enterprise.29. Assess supply chain position with respect to changing customer requirements





SUMMARY of MODULE CONTENT•Hoshin Kanri in association with strategic tools•Lean management roles, Demming’s approach•Continuous improvement, Kaizen, and Critical assessment of development tools•Tool based implementation and sustainability issues•Systems approach to Lean analysis in varying environments•Focusing the supply chain from the customers perspective




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Coursework C1Group PresentationReport

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To peers and Staff



Date:25/08/15


Date:25/08/15

Recommended Texts and Sources:Seddon, J. (2003) Freedom from Command and Control, Buckingham, Vanguard.Deming, W. E. (1982) Out of Crises, Cambridge, Mass, MIT.Bicheno, J. (2008) The Lean Toolbox for Service Systems, Buckingham, Picsie Books.Womack, J. P. and Jones, D. T. (1998) Lean Thinking, 2nd ed, London, Touchstone Books, Simon & Schuster.Henderson, B. A. and Larco, J. L. (2000) Lean Transformation, 5th ed, Richmond Virginia, The Oaklea Press.

Bicheno, J. (2000) The Lean Toolbox, Buckingham, PICSIE Books: Goldratt, E.M. (1992) The Goal, Aldershot, Gower Publishing.


MODULE CODE: BABE304 MODULE TITLE: Strategic Marketing Management



SHORT MODULE DESCRIPTOR: (max 425 characters)To provide participants with a good understanding of the concepts of marketing strategy and competitive positioning.





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MODULE AIMS:This module is designed to provide participants with the principles of market led strategic management. The marketing planning process will be explored as a means of setting and achieving organisational objectives. The course will focus on aspects of planning including the assessment and selection of marketing opportunities, competitive positioning strategies, programmes and implementation. The role of marketing in various contexts will be explored. Examination of the role of selling and creativity.

ASSESSED LEARNING OUTCOMES: (additional guidance below)At the end of the module the learner will be expected to be able to:30. Evaluate tools, concepts and techniques for developing a marketing plan31. Ensure that the marketing plan is compatible with overall organisational objectives.32. Judge the appropriateness of given concepts, techniques and tools in developing and managing

the marketing mix33. Determine the relationship between development of the marketing mix and its impact upon

performance




MODULE LEADER: Warren Evans OTHER MODULE STAFF: None

SUMMARY of MODULE CONTENT Market-led strategic management Competitive Market Analysis. The identification of current and future competitive positions Competitive positioning strategies. Offensive and defensive competitive strategies Competing through strategic alliances and networks

SUMMARY OF TEACHING AND LEARNING [Use HESA KIS definitions]Scheduled Activities Hours Comments/Additional InformationLectures 20 Core Material Delivery

Seminars 20 Student-led discussion sessions and case study reviews



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Coursework C1CourseworkReport

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Strategic marketing plan.Report on marketing plan



Date:25/08/15


Date:25/08/15

Recommended Texts and Sources:BooksBeamish K & Ashford R (2008) Marketing Planning, Oxford: Butterworth-HeinemannHughes G & Fill C (2008) Marketing Communications, Oxford: Butterworth-HeinemannHooley, G., Piercy, N.F. and Nicouland, B. (2008), Marketing Strategy and Competitive Positioning, 4th

ed., London, FT Prentice Hall.Williams J & Curtis T (2008) Marketing Management in Practice, Oxford: Butterworth-Heinemann

Gay R, Charlesworth A and Esen R (2007), Online Marketing A customer-led approach, Oxford: Oxford University Presswww.themarketer.co.ukwww.davechaffey.com