Unit 1: Administrative Systems in the Organisation

Section 1: Problem Solving
1.1 Basic concepts, approaches and processes
1.1.1 Problem solving
1.1.2 Problem solving tools
1.1.3 Decision-making: a process of problem-solving
1.1.4 Group decision-making
1.2 Nature and levels of problems
1.3 Application of hard systems and soft systems analysis to problem solving
1.3.1 Hard systems approaches
1.3.2 Soft system approaches

Section 2: Designing effective systems
2.1 Philosophy and ethos of managing quality
2.1.1 Total quality
2.1.2 Theories of quality
2.1.3 Development cycle of quality theories
2.1.4 Concept of customer focus
2.2 Design, implementation and management of effective systems
2.3 Quality improvement techniques
2.3.1 Quality standards
2.3.2 Quality circles and slice groups
2.3.3 Continuous improvement

Section 3: Objectives and measurements of operations improvement
3.1 Models for performance improvement
3.1.1 Business excellence model
3.1.2 Key performance indicators (KPIs)
3.1.3 Balanced scorecard (BSC)
3.2 Improvement techniques
3.2.1 Critical success factors (CSFs) or key success factors (KSFs)
3.2.2 Business re-engineering
3.2.3 Value-chain analysis

Section 4: Systems approaches and models
4.1. Systems concepts
4.1.1 Elements, properties and boundaries
4.1.2 Single and double-loop feedback
4.2 Types of systems
4.2.1 Open systems
4.2.2 Closed systems
4.2.3 Adaptive systems
4.2.4 Sub-systems and control
4.2.5 Relationship to general systems theory (GST)
4.2.6 Systems thinking
4.3 Essential properties of models
4.3.1 Mathematical and logical modelling
4.3.2 Interpretive modelling

Unit 2: Strategic issues in administration

Section 1: The organisational environment
1.1 The evolution of management and organisational theory
1.1.1 Scientific management
1.1.2 The human relations school
1.1.3 The contingency approach
1.1.4 Focus on leadership
1.1.5 Management work today
1.1.6 Delegation
1.1.7 Empowerment
1.1.8 Appropriate organisation
1.2 The organisational environment
1.2.1 Start-up and growth
1.2.2 Complexity, control and coordination
1.2.3 Bureaucracy
1.2.4 Renewal
1.3 The changing environment
1.3.1 Organisational change drivers
1.3.2 Responding to change drivers
1.3.3 The impacts of technology
1.3.4 Focus on processes
1.3.5 The virtue organisation
1.4 Globalisation
1.4.1 Global commerce
1.4.2 The cultural implications of globalisation
1.4.3 Understanding cultural differences
1.4.4 Learning from others
1.5 OrOrganisational values
1.5.1 Accountability and responsibility
1.5.2 The profit motive
1.5.3 Business ethics
1.5.4 Corporate social responsibility (CSR)

Section 2: Introduction to strategic thinking
2.1 The strategic perspective
2.1.1 Levels of management
2.1.2 The nature of strategy
2.1.3 The manager as strategist
2.2 The strategic planning process
2.2.1 Purpose and direction
2.2.2 Strategic analysis
2.2.3 Strategic choices
2.2.4 Strategic capability
2.3 Forming and implementing strategy
2.3.1 Developing strategy
2.3.2 Implementing the strategy
2.4 Strategy in practice
2.4.1 Value chain analysis
2.4.2 Business process re-engineering (BPR) revisited
2.4.3 Supply chain management
2.4.4 E-business

Section 3: The customer-focused organisation
3.1What is marketing?
3.1.1 Marketing as a philosophy
3.1.2 Buyers and markets
3.1.3 Marketing as a set of tools
3.2 The concept of ‘customer’
3.2.1 Market research
3.2.2 Types of research
3.2.3 Building relationships
3.3 Customer relationship management (CRM)
3.3.1 Segmentation
3.3.2 CRM in practice
3.3.3 Internal customers
3.4 The marketing mix
3.4.1 Product
3.4.2 Place or distribution
3.4.3 Price
3.4.4 Promotion
3.5 Marketing planning
3.5.1 Where are we now?
3.5.2 Where do we want to be?
3.5.3 How can we get there?
3.5.4 How will we implement the strategy
3.5.5 Are we getting there? Have we arrived?
3.6 ICTs in marketing

Section 4: Managing change and culture
4.1 Models of organisational change
4.1.1 Change as a strategic issue
4.1.2 Planned change
4.1.3 Incremental change
4.1.4 Emergent Change
4.1.5 Continual improvement
4.2 Resistance to change
4.2.1 Nature of resistance
4.2.2 Causes of resistance
4.2.3 Employee stress
4.2.4 Stress prevention
4.3 The role of the change agent
4.3.1 Change readiness
4.3.2 Choosing a change agent
4.3.3 Influencing the change process
4.3.4 Management style
4.3.5 Employee involvement
4.4 Cultural change
4.4.1 Impact of culture on change
4.4.2 Bureaucratic culture
4.4.3 The culture-excellence model
4.4.4 Culture that facilitates change

Unit 3: Administrative management of resources

Section 1: Managing projects
1.1 Project management
1.1.1 Benefits of network or critical path analysis
1.1.2 Drawing network diagrams
1.1.3 Time analysis
1.1.4 Gantt charts
1.2 Risk management
1.2.1 Risk analysis and contingency planning
1.2.2 Risk management strategies
1.2.3 Information security threats and risks
1.2.4 Health and safety risks
1.3 Events management
1.3.1 Role of the events manager
1.4 Time management
1.4.1 Obstacles to time management
1.4.2 Symptoms of time management problems
1.4.3 Absence of time management
1.4.4 Effective time management

Section 2: Managing financial resources
2.1 Financial management and sources of finance
2.1.1 Sources of finance for private sector organisations
2.1.2 Sources of finance for public sector organisations
2.2 Analysis and interpretation of financial statements
2.2.1 Analysis and interpretation – ratio analysis
2.2.2 Cash flow statement
2.3. Capital investment appraisal
2.3.1 Payback period
2.3.2 Discounted cash flow

Section 3: Managing expenditure
3.1 Budget statements and variances
3.1.1 Standard costing
3.1.2 Possible reasons for variances
3.2 Marginal costing and breakeven analysis
3.2.1 The concept of contribution
3.2.2 Breakeven analysis
3.2.3 Other formulae
3.3. Inventory management
3.3.1 Objectives and attributes of inventory control
3.3.2 Economic order quantity (EOQ)3.3.3 Pareto analysis (ABC analysis)
3.3.4 Just-in-time (JIT)

Section 4: Managing facilities
4.1 Activities and functions of facilities management
4.1.1 The development of facilities management
4.2 Techniques and strategies for managing facilities
4.2.1 Property
4.2.2 Communications
4.2.3 Workplace facilities
4.2.4 Space management
4.2.5 Building maintenance
4.2.6 Access and security
4.2.7 Contracts
4.2.8 Computer-aided facilities management
4.3 Impact and application of the regulations in the provision of facilities management
4.3.1 Workplace management
4.3.2 Technology
4.3.3 Health and safety
4.3.4 Environmental issues
4.3.5 External areas
4.3.6 Property and buildings
4.3.7 Revenue and capital expenditure budgets

Unit 4: Human resource management and practice

Section 1: HRM in context and practice
1.1 Evolution of HRM
1.1.1 Defining personnel management
1.1.2 Personnel management: an operational role
1.1.3 Defining HRM
1.1.4 The strategic side of managing people
1.1.5 Humans as a valuable asset
1.1.6 Influences on the development of HRM
1.2 Models of HRM
1.2.1 Soft HRM
1.2.2 Hard HRM
1.2.3 Contrasting Models of HRM
1.3 Strategic HRM
1.3.1 Human resource planning (HRP)
1.3.2 Employee turnover
1.3.3 Recruitment and selection
1.4 Managing diversity and equality of opportunity
1.4.1 The management of diversity equality of opportunity
1.4.2 The management of diversity
1.4.3 Worldwide equal opportunities
1.4.3 Employee relations and the employment relationship
1.4.5 Grievance and discipline
1.4.6 The contract of employment
1.5 Organisational structures and change
1.5.1 The work of Burns and Stalker
1.5.2 Features of structure
1.5.3 Developments in organisation structure
1.5.4 Change, culture and structure

Section 2: Leading and motivating teams and individuals
2.1 Leadership
2.1.1 Leadership theory
2.1.2 Contingency theory of leadership
2.1.3 Strategic leadership
2.1.4 Differences between management and leadership
2.2 Motivation theory
2.2.1 Content theories
2.2.2 Process theories
2.2.3 Alternative models of motivation
2.3 Group dynamics
2.3.1 Group formation and development
2.4 The manager as leader and motivator

Section 3: Learning and development
3.1 Learning and development in context
3.1.1 The theory of learning
3.1.2 Learning by doing
3.2 The role of HRD in the organisation
3.2.1 Systematic learning and development
3.3 Continuing professional development and lifelong learning
3.3.1 Lifelong learning
3.4 The learning organisation (LO) and knowledge management
3.4.1 Senge’s model of the LO
3.4.2 Knowledge management

Section 4: Performance and Reward
4.1 Performance management
4.1.1 The performance management system
4.2 Performance measurement
4.2.1. Types of metric
4.2.2 Types of organisational measures
4.2.3 Types of individual measures
4.3 Reward in the organisation
4.3.1 Reward policies and systems
4.3.2 Job evaluation
4.3.3 Motivation and reward
4.3.4 Accountability and empowerment in performance management
4.4 Managing underperformers
4.4.1 Strategies for dealing with underperformers
4.4.2 Counselling underperformers

Unit 5: Case study

Section 1: What you are aiming for
1.1. Case study: carefree curtains ltd
1.2. Specimen answers
1.3. Examiner’s comments

Section 2: Dealing with cases
2.1 An approach
2.1.1 Get an overall ‘fee’ of the case
2.1.2 Identify your tasks
2.1.3 Identify the case problems
2.1.4 The external business environment
2.1.5 Factors inside the business
2.1.6 develop a questioning style
2.1.7 Evaluate and develop solutions
2.1.8 Writing up your answers
2.1.9 Keywords used in examinations

Section 3: Case to develop your expertise
3.1 International advanced diploma case study
3.1.1 Examiner’s comments