Making the case for Leading and Managing People (ethics and social responsibility)

Aim:To develop a critical awareness of current factors affecting leading and managing people and to demonstrate how effective policies can add value to the business’ strategic goals. Learning Outcomes: To be able to Demonstrate critical knowledge and understanding around key and contemporary debates about theory and practice in Leading and Managing People in organisations;Evaluate and analyse relevant models for effective people performance, leadership and management within an organisational context. Critically evaluate and analyse the effectiveness of change management in organisations. Context: You receive an E-mail from a senior manager in your organisation (has no formal qualifications) who has been told he has to send three members of his junior management team on an MBA course. He has received information about the course from the local university but needs clarification on the content of one of the units being offered in year one. He knows you have completed this course. The e-mail says: “I have been reading about this unit, Leading and Managing People. The course information says it is not a subject like Financial Management or Quantitative Methods in Business, but I am not convinced of its purpose. What value will such topics such as: flexibility and the psychological contract, team-working, ethics and social responsibility, organisational change and managing a diverse workforce really add to my staff’s development and how will they ever use any of the concepts learned? The brochure says there are really no right or wrong answers so far as the leadership and management of people are concerned. Are you able to explain to me why this is the case and what this all means please?” Your Task: Formulate a critical and constructive response to this manager in the form of a carefully considered e-mail (no more than 1,400 words) on of the following topic (incorporating evidence-based argument to support your views and to advise what it all means): ethics and social responsibility;
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SHR012-6
Coursework Information Sheet
To be supplied to students when they receive the coursework assignment task
Unit Co-ordinator: Janice Johnson
Unit Name: Leading and Managing People
Unit Code: SHR012-6
Title of Coursework: Assignment 2 – Making the case for LMP
% weighting of final unit grade: 40%
Feedback details
The university policy is that you will receive prompt feedback on your work within 15 working
days of the submission date. Exceptionally where this is not achievable (for example due to staff
sickness) you will be notified as soon as possible of the revised date and the reasons behind the
change.
Submission Date: 2nd January 2018 by noon Oman time
Feedback Date: 23rd January 2018
Details of how to access the feedback:
Individual feedback via BREO Assignments On-line.
1
SHR012-6
Leading and Managing People (SHR012-6)
Aim: To develop a critical awareness of current factors affecting leading and managing people and
to demonstrate how effective policies can add value to the business’ strategic goals.
Learning Outcomes:
To be able to
?
Demonstrate critical knowledge and understanding around key and contemporary debates about theory and practice
in Leading and Managing People in organisations;
?
Evaluate and analyse relevant models for effective people performance, leadership and management within an
organisational context.
? Critically evaluate and analyse the effectiveness of change management in organisations.
Context:
You receive an E-mail from a senior manager in your organisation (has no formal qualifications)
who has been told he has to send three members of his junior management team on an MBA
course. He has received information about the course from the local university but needs
clarification on the content of one of the units being offered in year one. He knows you have
completed this course.
The e-mail says:
“I have been reading about this unit, Leading and Managing People. The course
information says it is not a subject like Financial Management or Quantitative Methods in
Business, but I am not convinced of its purpose. What value will such topics such as:
flexibility and the psychological contract, team-working, ethics and social responsibility,
organisational change and managing a diverse workforce really add to my staff’s
development and how will they ever use any of the concepts learned? The brochure says
there are really no right or wrong answers so far as the leadership and management of
people are concerned. Are you able to explain to me why this is the case and what this all
means please?”
Your Task:
Formulate a critical and constructive response to this manager in the form of a carefully considered
e-mail (no more than 1,400 words) on ONE of the following topics (incorporating evidence-based
argument to support your views and to advise what it all means):
?
?
?
?
?
flexibility and the psychological contract;
team-working;
ethics and social responsibility;
managing organisational change;
managing a diverse workforce.
2
SHR012-6
Assignment Guidance
Section / Title
University Coversheet
Title page
Details / Guidance
Include name, student ID number, unit title and code, assessment
title, date of submission.
Title of e-mail. Address (to/from) and date the e-mail.
Introduction
(around 200 words)
Short introduction to the discussion initially clarifying why Leading and
Managing People is a relevant unit to study and also identifying the
topic you intend to discuss in making the business case for this
assignment.
Discussion of topic
(around 1000 words)
Provide a detailed and critical discussion of the topic chosen. Ensure
you define the area clearly and include relevant academic literature,
theories and current thinking about the topic. Evaluate the merits and
disadvantages of this topic area to a business and specifically to the
manager. How well does it work and what causes it to go wrong?
Citations from or references to research and/or other sources of
evidence is expected. It will also be useful to include examples of this
topic in action in current organisations to show how knowledge about
leadership and management has been systematically applied to
improve individual and corporate outcomes. You may also wish to
challenge the manager’s view that there are no ‘right’ answers in the
people leadership/management arena: even if the answers aren’t
absolutely ‘right’, are there some answers which are better than
others?
Conclusion and
recommendations
(around 200 words)
Reference List
Summarise the main findings from your discussion and make your
final suggestions to this manager.
A list of the third-party sources you have consulted and which are
cited directly in the text. All these sources should be properly
identified. Harvard style (see the Learning Resources website:
lrweb.beds.ac.uk/help/guide-to-ref).
Appendices
No appendices are necessary
Word Limit
1,400 words +/- 10%
Submission
Deadline for submission is 2nd January 2018 by noon Oman time.
You should submit your report electronically via BREO Assignments
On-line.
Assessment Criteria
Good Academic
Practice
As illustrated below
Please see appendix A at the end of this brief for guidance on this
issue.
3
SHR012-6
Marking Guidelines
Mark Band: 70-100% (Outstanding/Excellent)
Knowledge
Knowledge of the subject matter concerning the chosen topic area, both the theoretical/academic literature
and the illustrative cases is demonstrably comprehensive. The reader can be confident that this student
‘knows his/her stuff’, with a judicious mix of factual knowledge and critical evaluation.
Understanding
Comprehensive analysis of a range of related concepts and ideas. Evidence based argument demonstrating
an excellent understanding of theory and/or organisational practice. Statements of ‘fact’ and personal belief
supported by citations from an extensive range of appropriate up to date third party sources, research and
relevant literature.
Persuasion
Concepts expressed with exceptional clarity in a convincing and cogent manner. Sensitive to emotional,
attitudinal and political aspects of corporate life. Third-party sources are properly described, and the logic of
the argument throughout the discussion is strongly persuasive.
Presentation
The discussion presented is produced in strict conformity with the guidelines contained in the assignment
brief. The text is wide-ranging, the style mature, the approach measured, the presentation reader-friendly.
Mark Band: 60-69% (Commendable)
Knowledge
The discussion exhibits quite a good understanding of the chosen topic area from both the theoretical and
applied perspectives. The submission is liberally supplied with references to and citations from authoritative
third-party sources.
Understanding
Good analysis of related concepts and ideas. Appropriate evidence based argument demonstrating good
understanding of theory and/or organisational practice. Statements of ‘fact’ and personal belief reinforced by
citations from an appropriate and broad range of third-party sources, research and relevant literature.
Persuasion
The issues of the chosen topic and concepts are clearly and concisely expressed and the subtleties
concerning its operation in practice are discussed in an appropriately logical, confident and persuasive
manner.
Presentation
The overall presentation of the discussion is articulate, lucid, structurally sensible and mature in expression.
The references are organised conscientiously and comprehensively.
Mark Band: 50-59% (Good Pass)
Knowledge
Some of the essential literature and research sources on the chosen topic area have been consulted and are
referenced throughout the discussion. Occasionally the student relies upon some low-level citations; some
third-party material may even be quoted without question. The discussion appears quite strong on
description and narrative but needs more evaluation and critique.
Understanding
Satisfactory analysis of some appropriate concepts. Some evidence based argument demonstrated which
draws on theory and/or organisational practice. Statements of ‘fact’ and personal belief reinforced by
citations from an appropriate, but limited, range of third-party sources, research and relevant literature.
Persuasion
Concepts expressed in a clear and systematic manner however there is scope to make the discussion even
more persuasive.
Presentation
Though the discussion presented is generally systematic, there are improvements that the student should
have implemented, for example, over-long and discursive paragraphs or too short and fragmented
paragraphs which render some pages un-reader-friendly.
4
SHR012-6
Mark Band: 40-49% (Satisfactory Pass)
Knowledge
Limited range of literature and research sources on the chosen topic area has been consulted and is
referenced throughout the discussion. There is over-reliance on low-level citations and third-party material
may even be quoted without question. The discussion appears reasonable enough on description and
narrative but needs a more developed approach to establish a good evaluative argument.
Understanding
Limited analysis. Lacks enough evidence based argument. Limited reference to theory and/or organisational
practice or used inappropriately. Statements of ‘fact’ and personal belief insufficiently reinforced by citations
from appropriate third-party sources, research and relevant literature.
Persuasion
Limited expression of concepts clearly, systematically and/or confidently. There is scope to make the
discussions more logical and coherent to persuade much more.
Presentation
Though the discussion presented is reasonably systematic, there are improvements that the student should
have implemented, for example, over-long and discursive sections/paragraphs or too short and fragmented
sections/paragraphs which render some pages un-reader-friendly. There is scope for the work to be better
organised.
Mark Bands: 35-39% (Marginal Fail); 1-34% (Fail)
Knowledge
There is little evidence that the student has undertaken any serious study about the chosen topic area.
Instead, the discussion presented relies upon a very limited number of largely low-level, descriptive and
narrative sources which are presented uncritically. There may be elementary errors and omissions.
Understanding
Inadequate or no analysis. Lacks evidence based argument. Insufficient reference to theory and/or
organisational practice or used inappropriately. Statements of ‘fact’ and personal belief not reinforced by
citations from any appropriate third-party sources, research and relevant literature.
Persuasion
Fails to express concepts clearly, systematically and/or confidently. The work is insufficiently persuasive and
does not reflect robust understanding of how the chosen topic works in practice and makes a contribution to
organisational life.
Presentation
The structure of the discussion presented is unacceptable, as it deviates from the model presented in the
assignment brief yet does so without any attempt to persuade the reader that such deviations might be
legitimate. Section headings are not used, or do not reflect the contents beneath; the references are
confused or omitted. There is scope for the work to be better organised.
Appendix A – Guidance on academic practice
1. Good academic practice
Good academic practice is the use of ideas, research findings and text by a learner in ways that recognise
where these represent the knowledge of others. It is important because it enables learners:
? To demonstrate their breadth of reading by identifying and comparing their sources of information;
? To demonstrate an individual understanding of their findings as they learn, by using their words to
describe and interpret the ideas of others;
? To develop their own originality by synthesising, commenting on and structuring their argument around
the contributions of others;
? To apply their reading and their understanding to a range of subjects and situations in ways that make
clear their process and their conclusions.
To do this, learners are required to:
Recognise the origins of ideas and of statements, where these are not theirs, to recognise the difference
between the two, and to deal with each appropriately within their own work.
? Report accurately the findings of their research (primary and secondary)
5
SHR012-6
Submit work for assessment that represents their individual and independent effort unless otherwise
advised in the assessment brief.
? Doing this is good academic practice.
Referencing systems are used to identify where a writer is using the ideas and words of others. They ensure
that both writer and reader are able to distinguish accurately between a learner’s own ideas, their
interpretation of the ideas and words of others, and their direct use of the ideas and words of others in their
own work.
?
2. Academic practice and learning
The University encourages its learners to demonstrate their reading and their research by making
appropriate reference in their work to the ideas and words of others.
?
?
?
It requires learners to use a referencing system (see http://lrweb.beds.ac.uk/guides/referencing), and it
expects learners to use this system fully and accurately as a way of making clear to readers where the
ideas and words of others have been used.
It recognises that learners need to develop their use of referencing systems as part of their learning
process, within the subject area(s) they are studying.
It also recognises that the importance of acknowledging the ideas and words of others as a requirement
of good academic practice is new to some of its learners.
In this context, the University outlines the responsibilities of learners as follows.
B. The responsibilities of learners
?
?
?
?
?
?
?
?
?
To identify accurately where they have used in their work the words and/or ideas of others.
To use referencing systems accurately in that identification.
To avoid practices that may give rise to academic concern and/or suspicion of academic offence.
To read this policy, and to attend and make use of the guidance and support offered at induction (or the
additional/replacement guidance and support sessions offered for late arriving students).
To make use of the further guidance and support offered at each study stage in advance of the first
deadline for submitted work.
To seek assistance if they are, for any reason, unable to take advantage of the standard guidance and
support offered.
To complete and sign the assignment coversheet for each piece of work submitted, confirming that they
understand this policy and its requirements
To take full responsibility for work that is submitted in their name
To bring to the attention of an invigilator any circumstance or event that might be evidence of, or
suggest, a breach of academic discipline.
6
SHR012-6
Coursework Information Sheet
To be supplied to students when they receive the coursework assignment task
Unit Co-ordinator: Janice Johnson
Unit Name: Leading and Managing People
Unit Code: SHR012-6
Title of Coursework: Assignment 2 – Making the case for LMP
% weighting of final unit grade: 40%
Feedback details
The university policy is that you will receive prompt feedback on your work within 15 working
days of the submission date. Exceptionally where this is not achievable (for example due to staff
sickness) you will be notified as soon as possible of the revised date and the reasons behind the
change.
Submission Date: 2nd January 2018 by noon Oman time
Feedback Date: 23rd January 2018
Details of how to access the feedback:
Individual feedback via BREO Assignments On-line.
1
SHR012-6
Leading and Managing People (SHR012-6)
Aim: To develop a critical awareness of current factors affecting leading and managing people and
to demonstrate how effective policies can add value to the business’ strategic goals.
Learning Outcomes:
To be able to
?
Demonstrate critical knowledge and understanding around key and contemporary debates about theory and practice
in Leading and Managing People in organisations;
?
Evaluate and analyse relevant models for effective people performance, leadership and management within an
organisational context.
? Critically evaluate and analyse the effectiveness of change management in organisations.
Context:
You receive an E-mail from a senior manager in your organisation (has no formal qualifications)
who has been told he has to send three members of his junior management team on an MBA
course. He has received information about the course from the local university but needs
clarification on the content of one of the units being offered in year one. He knows you have
completed this course.
The e-mail says:
“I have been reading about this unit, Leading and Managing People. The course
information says it is not a subject like Financial Management or Quantitative Methods in
Business, but I am not convinced of its purpose. What value will such topics such as:
flexibility and the psychological contract, team-working, ethics and social responsibility,
organisational change and managing a diverse workforce really add to my staff’s
development and how will they ever use any of the concepts learned? The brochure says
there are really no right or wrong answers so far as the leadership and management of
people are concerned. Are you able to explain to me why this is the case and what this all
means please?”
Your Task:
Formulate a critical and constructive response to this manager in the form of a carefully considered
e-mail (no more than 1,400 words) on ONE of the following topics (incorporating evidence-based
argument to support your views and to advise what it all means):
?
?
?
?
?
flexibility and the psychological contract;
team-working;
ethics and social responsibility;
managing organisational change;
managing a diverse workforce.
2
SHR012-6
Assignment Guidance
Section / Title
University Coversheet
Title page
Details / Guidance
Include name, student ID number, unit title and code, assessment
title, date of submission.
Title of e-mail. Address (to/from) and date the e-mail.
Introduction
(around 200 words)
Short introduction to the discussion initially clarifying why Leading and
Managing People is a relevant unit to study and also identifying the
topic you intend to discuss in making the business case for this
assignment.
Discussion of topic
(around 1000 words)
Provide a detailed and critical discussion of the topic chosen. Ensure
you define the area clearly and include relevant academic literature,
theories and current thinking about the topic. Evaluate the merits and
disadvantages of this topic area to a business and specifically to the
manager. How well does it work and what causes it to go wrong?
Citations from or references to research and/or other sources of
evidence is expected. It will also be useful to include examples of this
topic in action in current organisations to show how knowledge about
leadership and management has been systematically applied to
improve individual and corporate outcomes. You may also wish to
challenge the manager’s view that there are no ‘right’ answers in the
people leadership/management arena: even if the answers aren’t
absolutely ‘right’, are there some answers which are better than
others?
Conclusion and
recommendations
(around 200 words)
Reference List
Summarise the main findings from your discussion and make your
final suggestions to this manager.
A list of the third-party sources you have consulted and which are
cited directly in the text. All these sources should be properly
identified. Harvard style (see the Learning Resources website:
lrweb.beds.ac.uk/help/guide-to-ref).
Appendices
No appendices are necessary
Word Limit
1,400 words +/- 10%
Submission
Deadline for submission is 2nd January 2018 by noon Oman time.
You should submit your report electronically via BRE …
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