BU5W content

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'''People and Operations Management'''
'''People and Operations Management'''
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=People in Organisations=  
=People in Organisations=  
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*Effect of poor morale on communication and vice versa;  
*Effect of poor morale on communication and vice versa;  
*importance of feedback.
*importance of feedback.
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===Barriers to effective communication===
===Barriers to effective communication===
*Attitudes,  
*Attitudes,  
*intermediaries,  
*intermediaries,  
*lack of common language or sense of purpose.
*lack of common language or sense of purpose.
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===Difficulties for larger organisations and possible solutions===
===Difficulties for larger organisations and possible solutions===
*Communication overload,  
*Communication overload,  
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*the use of information technology;  
*the use of information technology;  
*decentralisation.
*decentralisation.
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==Employer/Employee Relations==
==Employer/Employee Relations==
Emphasis should be on recent and potential approaches and initiatives, and be linked to an organisation's underlying approach to motivation or leadership.
Emphasis should be on recent and potential approaches and initiatives, and be linked to an organisation's underlying approach to motivation or leadership.
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===Differing approaches to employee relations at the collective and individual level===
===Differing approaches to employee relations at the collective and individual level===
*Individual versus collective bargaining;  
*Individual versus collective bargaining;  
*secure, full-time, salaried versus temporary and sub-contracted work.
*secure, full-time, salaried versus temporary and sub-contracted work.
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===Employee participation and industrial democracy===
===Employee participation and industrial democracy===
*Works councils;  
*Works councils;  
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*practical problems and benefits of working in teams;  
*practical problems and benefits of working in teams;  
*impact on motivation.
*impact on motivation.
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===The role of trade unions and ACAS===
===The role of trade unions and ACAS===
*Objectives, functions and organisation of unions;  
*Objectives, functions and organisation of unions;  
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*single union and no strike agreements;  
*single union and no strike agreements;  
*the role of ACAS.
*the role of ACAS.
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===Principles of employment law===
===Principles of employment law===
*Individual labour law;  
*Individual labour law;  
*collective labour law;
*collective labour law;
*impact on business of employment legislation.
*impact on business of employment legislation.
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==Human Resource Management==
==Human Resource Management==
This section emphasises the alternative approaches to HRM (dependent upon leadership style) and the criticisms of them. HRM can be a strategy for the personal development of all staff or a control mechanism.
This section emphasises the alternative approaches to HRM (dependent upon leadership style) and the criticisms of them. HRM can be a strategy for the personal development of all staff or a control mechanism.
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===Workforce planning===
===Workforce planning===
As an integrated process bearing in mind production, marketing and corporate plans.
As an integrated process bearing in mind production, marketing and corporate plans.
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===Methods of remuneration===
===Methods of remuneration===
As AS Module:
As AS Module:
*Financial incentives, but with added emphasis on goals of HRM.
*Financial incentives, but with added emphasis on goals of HRM.
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===Measurements of personnel effectiveness (labour productivity, labour turnover, absenteeism and health and safety)===
===Measurements of personnel effectiveness (labour productivity, labour turnover, absenteeism and health and safety)===
*Ability to calculate and evaluate;  
*Ability to calculate and evaluate;  
*causes and effects;  
*causes and effects;  
*importance as indicators of personnel strategy.
*importance as indicators of personnel strategy.
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=Operations Management=  
=Operations Management=  
Candidates are expected to gain an understanding of operations management in an
Candidates are expected to gain an understanding of operations management in an
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*importance of science and technology in innovation and developing product quality;  
*importance of science and technology in innovation and developing product quality;  
*relationship of R & D to product design, product life cycles and market research.
*relationship of R & D to product design, product life cycles and market research.
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===Critical path analysis===
===Critical path analysis===
*Drawing simple networks,  
*Drawing simple networks,  
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*understanding the business implications of CPA,  
*understanding the business implications of CPA,  
especially for efficiency, business decision-making, time-based management and working capital control.
especially for efficiency, business decision-making, time-based management and working capital control.
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==Controlling Operations==
==Controlling Operations==
===Application of IT within and between organisations===
===Application of IT within and between organisations===
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*accounting (especially budgetary control),  
*accounting (especially budgetary control),  
*employment and location, eg teleworking.
*employment and location, eg teleworking.
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==Facilities==
==Facilities==
The focus must be on business based decision-making using methods such as break-even analysis or investment appraisal (but qualitative factors should not be underestimated).
The focus must be on business based decision-making using methods such as break-even analysis or investment appraisal (but qualitative factors should not be underestimated).
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===Regional location===
===Regional location===
The business approach to location decisions, including:
The business approach to location decisions, including:
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*government intervention and
*government intervention and
*qualitative factors.
*qualitative factors.
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===International location===
===International location===
As above plus multinational strategies including:  
As above plus multinational strategies including:  
*avoiding protectionism and  
*avoiding protectionism and  
*achieving high economies of scale.
*achieving high economies of scale.
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Revision as of 13:22, 17 January 2007

People and Operations Management

Contents

People in Organisations

Candidates are expected to gain an understanding of people at work in an integrated context within the organisation and the wider environment. They are required to understand the interrelationships between organisational structure, leadership style and motivation in a business, and to evaluate the implications of these for the effective planning and management of human resources.

Management Structure and Organisation, and Motivation are covered in the People in Organisations section of AS Module 2. Both topics are part of the full A Level specification, though no further content need be taught. The topics should be revisited to provide theoretical underpinning to the new material on Communication, Employer/Employee Relations and Human Resource Management.

Communication

Relationship between motivation and communication

  • Effect of poor morale on communication and vice versa;
  • importance of feedback.
Term Explanation
d R

Barriers to effective communication

  • Attitudes,
  • intermediaries,
  • lack of common language or sense of purpose.
Term Explanation
d R

Difficulties for larger organisations and possible solutions

  • Communication overload,
  • many layers of hierarchy,
  • over-reliance on written;
  • the use of information technology;
  • decentralisation.
Term Explanation
d R

Employer/Employee Relations

Emphasis should be on recent and potential approaches and initiatives, and be linked to an organisation's underlying approach to motivation or leadership.

Term Explanation
d R

Differing approaches to employee relations at the collective and individual level

  • Individual versus collective bargaining;
  • secure, full-time, salaried versus temporary and sub-contracted work.
Term Explanation
d R

Employee participation and industrial democracy

  • Works councils;
  • employee shareholders;
  • autonomous work groups;
  • practical problems and benefits of working in teams;
  • impact on motivation.
Term Explanation
d R

The role of trade unions and ACAS

  • Objectives, functions and organisation of unions;
  • industrial disputes and methods of resolution (including conciliation and arbitration);
  • single union and no strike agreements;
  • the role of ACAS.
Term Explanation
d R

Principles of employment law

  • Individual labour law;
  • collective labour law;
  • impact on business of employment legislation.
Term Explanation
d R

Human Resource Management

This section emphasises the alternative approaches to HRM (dependent upon leadership style) and the criticisms of them. HRM can be a strategy for the personal development of all staff or a control mechanism.

Term Explanation
d R

Workforce planning

As an integrated process bearing in mind production, marketing and corporate plans.

Term Explanation
d R

Methods of remuneration

As AS Module:

  • Financial incentives, but with added emphasis on goals of HRM.
Term Explanation
d R

Measurements of personnel effectiveness (labour productivity, labour turnover, absenteeism and health and safety)

  • Ability to calculate and evaluate;
  • causes and effects;
  • importance as indicators of personnel strategy.
Term Explanation
d R

Operations Management

Candidates are expected to gain an understanding of operations management in an integrated context within the organisation and the wider environment. The material set out below should be related to that of the AS Subject Content, especially the Operations Management section of Module 2. Candidates are required to analyse and evaluate the use of different operations management tools to enhance decision-making in order to improve efficiency and quality.

Productive Efficiency

Research and Development

  • Function of R & D;
  • importance of science and technology in innovation and developing product quality;
  • relationship of R & D to product design, product life cycles and market research.
Term Explanation
d R

Critical path analysis

  • Drawing simple networks,
  • calculating Earliest Start Times and Latest Finish Times,
  • identifying the critical path,
  • calculating total float;
  • understanding the business implications of CPA,

especially for efficiency, business decision-making, time-based management and working capital control.

Term Explanation
d R

Controlling Operations

Application of IT within and between organisations

Impact on:

  • stock control,
  • production eg CAD/CAM,
  • communications eg Internet,
  • accounting (especially budgetary control),
  • employment and location, eg teleworking.
Term Explanation
d R

Facilities

The focus must be on business based decision-making using methods such as break-even analysis or investment appraisal (but qualitative factors should not be underestimated).

Term Explanation
d R

Regional location

The business approach to location decisions, including:

  • costs,
  • resources,
  • infrastructure,
  • the market,
  • government intervention and
  • qualitative factors.
Term Explanation
d R

International location

As above plus multinational strategies including:

  • avoiding protectionism and
  • achieving high economies of scale.
Term Explanation
d R
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