Accrediting & Assessment Bureau for Post-Secondary School (AABPS)

Level 5 Certificate and Diploma in Business Management Studies

Specifications

Level 5 AABPS
Specifications

AABPS is an awarding body, offering academic. Qualifications include QCF level 4-7
Certificate and Diploma in Business and Management

Level 5 AABPS
Specifications

Table of Contents
Introduction .................................................................................................................................................. 6
Qualification accreditation numbers ............................................................................................................ 7
Qualification Overview ................................................................................................................................. 8
Level 5 Certificate and Diploma in Business a Management Studies .......................................................... 8
Overview of Units ....................................................................................................................................... 11
Unit 1 Business Strategy ............................................................................................................................. 12
Qualification number: A/601/0796 ............................................................................................................ 12
Type: QCF.................................................................................................................................................... 12
Level: 5........................................................................................................................................................ 12
Size: Diploma .............................................................................................................................................. 12
Credit: 15 .................................................................................................................................................... 12
GLH: 20 ....................................................................................................................................................... 12
Unit Grading Structure: Pass ...................................................................................................................... 12
Aim.............................................................................................................................................................. 12
Learning Outcomes ..................................................................................................................................... 12
Assessment Criteria .................................................................................................................................... 12
Suggested Reading ..................................................................................................................................... 13
Unit 2 Principles of Management and Leadership ..................................................................................... 10
Qualification number: R/602/1366 ............................................................................................................ 10
Type: QCF.................................................................................................................................................... 10
Level: 5........................................................................................................................................................ 10
Size: Diploma .............................................................................................................................................. 10
Credit: 10 .................................................................................................................................................... 10
GLH: 60 ....................................................................................................................................................... 10
Unit Grading Structure: Pass ...................................................................................................................... 10
Aim.............................................................................................................................................................. 10
Learning Outcomes..................................................................................................................................... 10
Assessment Criteria .................................................................................................................................... 10
Suggested Reading ..................................................................................................................................... 11
Unit 3 Organisational Behaviour................................................................................................................. 13
Qualification number: H/502/4794 ............................................................................................................ 13
Type: QCF.................................................................................................................................................... 13
Level: 5........................................................................................................................................................ 13
Level 5 AABPS
Specifications

Size: Diploma .............................................................................................................................................. 13

Credit: 18 .................................................................................................................................................... 13
GLH: 160 ..................................................................................................................................................... 13
Unit Grading Structure: Pass ...................................................................................................................... 13
Aim.............................................................................................................................................................. 13
Learning Outcome and Assessment Criteria .............................................................................................. 13
Learning Outcome ...................................................................................................................................... 13
Assessment criteria .................................................................................................................................... 13
Suggested Reading ..................................................................................................................................... 15
Unit 4 Operations Management in Business .............................................................................................. 16
Qualification number: F/601/1092 ............................................................................................................ 16
Type: QCF.................................................................................................................................................... 16
Level: 5........................................................................................................................................................ 16
Size: Diploma .............................................................................................................................................. 16
Credit: 15 .................................................................................................................................................... 16
GLH: 60 ....................................................................................................................................................... 16
Unit Grading Structure: Pass ...................................................................................................................... 16
Aim.............................................................................................................................................................. 16
Learning Outcome and Assessment ........................................................................................................... 16
Learning Outcome ...................................................................................................................................... 16
Assessment Criteria .................................................................................................................................... 16
Suggested Reading ..................................................................................................................................... 17
Unit 5 Customer Relationship Management .............................................................................................. 18
Qualification number: M/602/2055 ........................................................................................................... 18
Type: QCF.................................................................................................................................................... 18
Level: 5........................................................................................................................................................ 18
Size: Diploma .............................................................................................................................................. 18
Credit: 5 ...................................................................................................................................................... 18
GLH: 30 ....................................................................................................................................................... 18
Unit Grading Structure: Pass ...................................................................................................................... 18
Aim.............................................................................................................................................................. 18
Learning Outcome and Assessment Management ..................................................................................... 18
Learning Outcomes ..................................................................................................................................... 18
Assessment Criteria .................................................................................................................................... 18
Suggested Reading ..................................................................................................................................... 19
Level 5 AABPS
Specifications

Level 5 AABPS
Specifications

Introduction
This specification contains the units and associated guidance for AABPS Business
Management qualification
Each unit sets out the required learning outcomes, assessment criteria and content.

Level 5 AABPS
Specifications

Qualification accreditation numbers

Qualification Number 600/0637/7

AABPS Level 5 Certificate in Business and Management

Qualification Number 600/0636/5 AABPS Level 5 Diploma in Business and Management

Qualification Type: QCF

Qualification Sub: Type None
Qualification Level: Level 5
Qualification Sub Level: None
EQF Level: Level 5
Regulation Start Date: 28/01/2011
Operational Start Date: 01/02/2011

Level 5 AABPS
Specifications

Qualification Overview
The aim is to provide high quality learning opportunities through flexible qualifications at
level 5 that prepare for progression to higher level study, or within a middle manager role.
The objective is to develop theoretical concepts relating to business management studies
which can be examined externally and which focus on the breadth and depth of managing
modern business environment in both generic and specific area.

Level 5 Certificate and Diploma in Business a Management Studies

Notional credit value
Guided learning
Assessment

Quality control

Certificate
Minimum 35 credits
Minimum 310 hours
Written assignments

All course is internally marked but

externally moderated

Diploma
Minimum 75 credits
Minimum 439 hours
Written assignments

All course is internally marked

but externally moderated

Entry requirements
These Level 5 qualifications aim to give practising or potential
middle managers the foundation for their formal development in
this role. The qualifications do this by developing a middle
management understanding and assisting participants in gaining
the knowledge required at this level. Students do not have to be
currently employed to study these qualifications, but may be
engaged in appropriate voluntary activity or planning for work.
There are no formal entry requirements but participants will have
a background that will enable them to benefit from the
programme which is likely to be Level 3 Key Skills Literacy and
Numeracy or their equivalent in the UK, and previous knowledge
and/or experience within a business management, perhaps as a
first line manager.

Progression

Level 5 AABPS
Specifications

Progression is to AABPS level 6

Diploma in Business Management
Studies or other equivalent
accredited qualifications.
Alternatively students may add
optional units to meet their
employers need

Progression is higher
education studies at postgraduate level. Alternatively
students may add optional
units to meet their
employers needs.

Qualification delivery
and support

Centres must provide appropriate levels of support to learners

before, during and following the programme of learning. This
support must include:

assessing knowledge and competence in relation to learning

outcomes and assessment criteria of each unit within the
qualification

giving learners feedback on their progress and how they may

be able to improve

Centre Requirements

The qualification will appear on the Qualifications and Credit

Framework (QCF). Centres must provide the following information
to AABPS:

Access to assessment

The names of assessors and internal verifiers, their relevant

occupational competence and assessment expertise
Estimated time lines for delivery of key activities indicated
How learners will be inducted into and supported within the
programme of learning
Centres
must ensure
that all
learners have
accesson
to the
assessment
and
Indicative
number
of anticipated
learners
programme
are given
equal
to demonstrate
their achievements.
How
GLHopportunities
will be delivered
and recorded
The above
mustbe
beinformed
approvedofby
AABPS
prior to
start of the
Learners
should
the
availability
ofthe
appeals
programmeand how these can be accessed. If a learner has special
procedures
requirements for assessment, the centre must obtain the relevant
approval form from AABPS relating to any variation in assessment
arrangements that are being proposed to meet the needs of
learners. Centres should refer to the AABPS Reasonable Adjustments
and Special Considerations policy.

Method of Assessment AABPS encourages the use of a range of assessment strategies that
will engage learners and give them an opportunity to both
demonstrate their knowledge and understanding of a topic and to
evaluate how they might apply that knowledge in a given context.
We would recommend avoiding an over-reliance on essay writing
and that more varied types of assessment are included. This might
include assessment through:

Level 5 AABPS
Specifications

a research activity resulting in the compilation of a report an

academic paper or article for publication
the compilation of a case study
a critical review and evaluation of a chosen companys
policies, procedures and systems
a set project completed for an employer (also known as an
employer-engagement activity)
the production of a portfolio of evidence relating to a
particular unit
This list is by no means exhaustive, but gives examples of some
creative assessment methods that could be adopted

Registering Learners

Learners must be registered for the units and qualification in

accordance with the procedure outlined in the AABPS Guidelines to
Centres.

Award of Qualification Learners will be issued certificates for units and the qualification in
accordance with the procedures for registering and awarding
certificates, a summary of which are here:

Malpractice

Certification
Issue of Replacement Certificates

Centres must have a robust Malpractice Policy in place, with a clear

procedure for implementation. Centres must ensure that any work
submitted for verification can be authenticated as the learners own.
Centres should refer to the AABPS Malpractice Policy

Level 5 AABPS
Specifications

1
0

Overview of Units
Unit
Unit Title
Number
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15

Business Strategy
Principles of Management and Leadership
Organisational Behaviour
Operations Management in Business
Customer Relationship Management
Establish Risk Management proceed for an
organisation
Promote equality of opportunity, diversity
and inclusion across an organisation
Company Law
Human Resource Development
Management of Change
Manage a budget for own area of activity or
work
Promote the use of technology within an
organisation
Personal development
Marketing Principles for managers
Financial awareness for managers

Level 5 AABPS
Specifications

Certificate

Diploma

Credit
15
10
18
15
5
6

GLH
60
60
160
60
30
30

M/O
M
M
M/A
O
O
O

M/O
M
M
M
M
O
O

30

15
18
5
7

60
160
30
30

O
O
O
O

O
O
O
O

30

5
5
5

30
30
30

O
O
O

O
O
O

1
1

Unit 1 Business Strategy

Qualification number: A/601/0796
Type: QCF
Level: 5
Size: Diploma
Credit: 15
GLH: 20
Unit Grading Structure: Pass
Aim
The aim of this unit is to develop student abilities to evaluate and select strategies
appropriate to business organisations. This will involve an analysis of the impacts of the
external operating environment and the need to plan organisational strategies to
ensure effective business performance

Learning Outcome and Assessment Criteria

Learning Outcomes

Assessment Criteria

1 Understand the process of

strategic planning

1.1 explain strategic contexts and terminology

missions, visions, objectives, goals, core competencies
1.2 review the issues involved in strategic planning
1.3 explain different planning techniques

2. Be able to formulate a new

strategy

2.1 produce an organisational audit for a given

organisation
2.2 carry out an environmental audit for a given
organisation
2.3 explain the significance of stakeholder analysis

3. Understand approaches to
strategy evaluation and selection

3.1 analyse possible alternative strategies relating to

substantive growth, limited growth or retrenchment
3.2 select an appropriate future strategy for a given
organisation
4.1 compare the roles and responsibilities for strategy
implementation
4.2 evaluate resource requirements to implement a new
strategy for a given organisation
4.3 discuss targets and timescales for achievement in a
given organisation to monitor a given strategy

4. Understand how to implement

a chosen strategy

Level 5 AABPS
Specifications

1
2

Suggested Reading
M Coulter M (2001), Strategic Management, Prentice Hall, 2001 2nd Edition
G Johnson and K Scholes (2002), Exploring Corporate Strategy, Prentice
Hall. R Lynch (199), Corporate Strategy, Prentice Hall, 1999
J L Thompson (2001), Understanding Corporate Strategy, Thomson Learning,

Level 5 AABPS
Specifications

1
3

Unit 2 Principles of Management and Leadership

Qualification number: R/602/1366
Type: QCF
Level: 5
Size: Diploma
Credit: 10
GLH: 60
Unit Grading Structure: Pass
Aim
The aim of this unit is to provide students with an understanding of the development of
management, the functions of management and the role of managers. The nature of
leadership. Leaders as special people, leaders as followers. Leadership context, culture and
changing leadership style. Students will examine the relationship between management
and leadership, why these two concepts are often used interchangeably and the different
perspectives, particularly in relation to the behaviour of managers/leaders.

Learning Outcomes and Assessment Criteria

Learning Outcomes

Assessment Criteria

1. Understand the link between

management and leadership

1.1 explain the relationship between management and

leadership
1.2 analyse how management and leadership style
impacts on the achievement of organisational objectives

2. Understand the skills and styles of

management and leadership

2.1 explain the personal and professional skills required

for effective management
2.2 compare the skills and styles of successful leaders
assess the expected impact of own leadership styles on
work groups

3. Be able to apply theory in an

organisational context

3.1 select appropriate theories of management and

leadership to identify management and leadership
requirements in given situations
3.2 report on the usefulness of using theories for gaining
insights into leadership requirements in given situations

Level 5 AABPS
Specifications

10

4. Be able to plan for the development

of leadership and management skills

4.1 use appropriate methods to assess the skills needed

by a leader in a given situation
4.2 plan the development of management and leadership
skills for a given job role
4.3 make justified evaluations of the management and
leadership development methods selected

Suggested Reading
John Adair (2002), 100 Greatest Ideas for Effective Leadership and Management, Capstone.

Level 5 AABPS
Specifications

11

John P. Kotter (1999), A force for change, the difference between leadership and
management, The Free Press; 1st Edition edition
Jo Owen (2009), How to lead: what you actually need to do manage, lead and succeed,
Prentice Hall 2nd edition.

Level 5 AABPS
Specifications

12

Unit 3 Organisational Behaviour

Qualification number: H/502/4794
Type: QCF
Level: 5
Size: Diploma
Credit: 18
GLH: 160
Unit Grading Structure: Pass
Aim
This unit aims to provide students with an introduction to the nature of organisations in
relation to management practices. The unit examines the internal nature of
organisations from both a theoretical and practical viewpoint. The unit is intended to
develop an understanding of the behaviour of people within organisations and the
significance of organisational design and characteristics. It also aims to provide the basis
for, and to underpin further study in, specialist areas of business.

Learning Outcome and Assessment Criteria

Learning Outcome

Assessment criteria

1. Understand the importance of

organisational behaviour in
successfully managing a dynamic
environment

1.1 Compare the primary roles, functions and activities

of different management levels including their
interface with organisational behaviour.
1.2 Explore the concepts of organisation and
behaviour and explain the characteristics of
organisational culture

2. Understand the individuals

contribution to organisational
behaviour and performance by
recognising the importance of
personality, perception, attitudes
and learning.

2.1 Identify individual contribution and assess

alternative approaches to personality and its
measurement.
2.2 Explain the process of perception and any
distortions that may arise.
2.3 Examine the concept of attitudes and the problems
of attitude change including solutions like the learning
process and its key theories.

Level 5 AABPS
Specifications

13

3. Understand motivation, the

various content and process
theories and their implications for
management, and job re-design
approaches to improve
motivation.

3.1 Compare and contrast need theories, behavioural

models and process approaches.
3.2 Examine the problems of motivation and the
implications for management of the different theories.
3.3 Explain the main approaches and recent
developments in improving job design.

4. Understand about job

satisfaction and its relationship to
job performance together with
stress, frustration reactions and
the necessary management action
to overcome them

4.1 Examine the concepts of morale and job

satisfaction and their relationship to performance.
4.2 Explain the sources of and reactions to frustration
and alienation at work.
4.3 Analyse stress, appreciate its links to personality
and recognise how best to handle stressful situations.

5. Understand the nature, skills,

significance and effectiveness of
groups in organisations.

5.1 Distinguish formal and informal groups and their

effects on behaviour.
5.2 Identify the key characteristics and functions of
effective workgroups and the process of group
development.
5.3 Examine the roles or skills associated with effective
teams and explore the nature of team spirit.

6. Understand leadership theories

and examine the key variables that
determine the effectiveness of
leadership in practice.

6.1 Distinguish leadership from management and the

exercise of power as distinct from authority.
6.2 Compare and contrast leadership theories based
on traits, styles and situation.
6.3 Explain the variables driving leadership
effectiveness.

7. Understand the nature of

conflict and various approaches to
securing conflict resolution

7.1 Explain the nature and causes of conflict between

individuals, groups and the organisation.
7.2 Examine the role of leaders/ managers in
managing conflict and identify strategies or techniques
for its resolution.
7.3 Identify specific conflict situations and compare
alternative procedural arrangements for preventing or
reducing conflict.

8. Understand formal and informal

communication processes and
networks and examine the
potential barriers to effective
communication

8.1 Examine the nature and importance of formal and

informal communication and communication
processes in organisations.
8.2 Compare group networks and recognise the
importance to management of networking.
8.3 Analyse barriers to effective communication and
techniques to reduce them.

Level 5 AABPS
Specifications

14

Suggested Reading
David Buchanan and Andrej Huczynski (2000), Organisational Behaviour: An Introductory
Text, Pentice Hall.
Laurie J Mullins (1999), Management and Organisational Behaviour,
Prentice HallS Robbins (2003), Essentials of Organisational Behaviour, Prentice Hall
International, 4th edition

Level 5 AABPS
Specifications

15

Unit 4 Operations Management in Business

Qualification number: F/601/1092
Type: QCF
Level: 5
Size: Diploma
Credit: 15
GLH: 60
Unit Grading Structure: Pass
Aim
The aim of this unit is to enable students to grasp an understanding of the operations
function within an organisation. They can then develop this knowledge to include
elements of product and job design, planning and control and methods for improvement.

Learning Outcome and Assessment

Learning Outcome

Assessment Criteria

1 Understand the nature

and importance of
operational management

1.1 explain the importance of Operational Management

1.2 explain the need to produce safely; on time; to cost; to
quality and within the law.
1.3 explain the link between operations management and
strategic planning.
1.4 produce a systems diagram to illustrate a typical business

2 Understand the link

between operations
management and strategic
planning

2.1 explain the Three Es (economy, efficiency and

effectiveness)
2.2 explain the tension between cost minimisation and quality
maximisation.
2.3 evaluate the significance of the five performance
objectives that underpin operations management

3 Understand how to
organise a typical
production process

3.1 explain linear programming.

3.2 evaluate Critical Path Analysis and Network Planning
3.3 explain the need for Operational Planning and Control

Level 5 AABPS
Specifications

16

4 To be able to apply
relevant techniques to the
production of an
operational plan for a
typical business.

4.1 produce a set of clearly defined operational outcomes.

4.2 produce a Network Plan and indicate the resultant critical
path
4.3 explain how quality could be defined and maintained

Suggested Reading
S Brown et al (2000), Strategic Operations Management, Butterworth Heinemann.
L Galloway L et al (2000), Operations Management in Context, Butterworth-Heinemann.
J Heizer and B Render (2003), Operations Management, Prentice Hall.
N Slack et al (2000), Operations Management, Pitman.
D L Waller D L (1999), Operations Management A Supply Chain Approach, Thompson.

Level 5 AABPS
Specifications

17

Unit 5 Customer Relationship Management

Qualification number: M/602/2055
Type: QCF
Level: 5
Size: Diploma
Credit: 5
GLH: 30
Unit Grading Structure: Pass
Aim
This unit provides the students with an understanding of the importance of customer
relationship management in organisations and the skills to be able to recognise where
improvements can made.
Customer relationship management (CRM) is a strategy used to learn about customer
needs and their behaviour in order to build relationships with them. Customer relationship
management encompasses marketing, sales, customer service, after sales service and
technical support. The use of technology has enhanced the organisation, development and
harmonisation of customer relationship management processes.
By considering customer relationship management learners will understand how the use
of customer-related activities, and the associated customer involvement, contributes to
the achievement of organisational purposes

Learning Outcome and Assessment Management

Learning Outcomes
1. Understand the
importance of customer
relationship management
in organisations

Level 5 AABPS
Specifications

Assessment Criteria
1.1 explain the importance of customer relationship
management in organisations
1.2 discuss the movement from industrial to post-industrial
economy in the development of customer relationship
management
1.3 compare the benefits of market and customer orientation
processes when managing customer relationships
1.4 explain the link between effective customer relationship
management and competitive advantage

18

2. Be able to propose ways

to improve the
management of customer
relationships in an
organisation
3. Be able to evaluate
improvements to the
management of customer
relationships in an
organisation

2.1 evaluate customer relationship management in an

organisation
2.2 propose ways to improve the management of customer
relationships in an organisation
3.1 develop measures for monitoring a recently implemented
3.2 improvement to the management of customer
relationships in an organisation
3.3 monitor a recently implemented improvement to the
management of customer relationships in an organisation

Suggested Reading
K Anderson and C Kerr (2001) Customer Relationship Management, McGraw-Hill
Professional.
F Buttle (2008), Customer Relationship Management: Concepts and Technologies, 2nd
Edition, Butterworth-Heinemann.
Harvard Business Review on Customer Relationship Management (2001), Harvard Business
School Press.

Level 5 AABPS
Specifications

19

Unit 8 Company Law

Qualification number: M/602/2055
Type: QCF
Level: 5
Size: Diploma
Credit: 5
GLH: 30
Unit Grading Structure: Pass
Aim
The aim of this unit is to provide students with an introduction to company law. It
focuses on company formation and documentation, capital, debentures, meetings,
shareholders, directors, minority protection and dissolution

Learning Outcome and Assessment Criteria

Learning Outcome

Assessment Criteria

1. evaluate the outcomes of a

recently implemented
improvement to the
management of customer
relationships in an organisation

1.1 Explain the concept of corporate personality and

lifting the veil.
1.2 analyse the advantages and disadvantages of
incorporation
1.3 describe the law on promoters and preincorporation contracts
1.4 explain the requirements for registration and
commencement of trading

2. Be able to draw up the

constitution of a company

2.1 apply the requirements for the memorandum to a

given scenario
2.2 draw up the articles of association in a given
scenario
2.3 evaluate the doctrine of ultra vires and its effect
2.4 explain the contents of a prospectus and listing
particulars

Level 5 AABPS
Specifications

20

3. Understand share capital and

capital maintenance

3.1 explain the different types of capital

3.2 assess the law on issue of shares, class rights and
dividends
3.3 discuss the law applicable to capital maintenance
and insider dealing

4. Understand about
shareholders, directors, charges
and insolvency

4.1 describe the duties and powers of directors

4.2 explain the rules on the different types of meetings
4.3 discuss the law on minority protection
4.4 evaluate the rights of shareholders and debenture
holders
4.5 discuss rights on liquidation

Suggested Reading
S Barber (2001), Company Law: Textbook, Old Bailey Press.
I Brown et al (2000), Commercial Law, Butterworth.
S Judge (1998), Business Law.
L Mead (1995), Practical Company Law: An Introductory Text, Elm Publications.
G Morse et al (1999), Charlesworth & Morse Company Law, Sweet & Maxwell, 1999.
M Ottley (2002), Briefcase on Company Law, Cavendish.
F Rose (2001), Nutshells Company Law, Sweet & Maxwell.
Smith and Keenan (2000), Advanced Business Law, Prentice Hall.

Level 5 AABPS
Specifications

21

Unit 9 Human Resource Development

Qualification number: H/601/7502
Type: QCF
Level: 5
Size: Diploma
Credit: 18
GLH: 160
Unit Grading Structure: Pass
Aim
This aim of the unit is to provide students with an introduction to the concepts and
practices of human resource management within the United Kingdom and to provide an
understanding of the human resource management role and function within the key areas
of resourcing, reward, development and relations.

Learning Outcome and Assessment Criteria

Learning Outcome

Assessment Outcome

1. Understand the role of human

resource development within
organisations

1.1 Compare and contrast a variety of definitions of

human resource development.
1.2 Evaluate the need for human resource
development in organisations.
1.3 Evaluate the internal and external barriers to
Learning and Development.

2. Be able to critically analyse

learning and development theory

2.1 Evaluate learning and development theories.

2.2 Evaluate the concepts of Personal and
Organisation Development.
2.3 Identify and explain factors influencing demand in
the tourist destination area.
2.4 Review theories and models relevant to tourist
motivation.

Level 5 AABPS
Specifications

22

3. Understand the organisational

factors that influence learning and
development.

3.1 Analyse the influence of organisation leadership

and culture on learning and development
3.2 Critically analyse the impact of an organisations
environment on human resource development.
3.3 Critically analyse the impact of organisation
strategy on human resource development.

4. Know how to develop an

effective performance
management programme

4.1 Analyse the nature of a performance management

programme and assess the links with learning and
development.
4.2 Apply effective performance measures in a variety
of given circumstances
4.3 Critically evaluate a range of motivation theories.

5. Understand the importance of

Human Resource Development.

5.1 Evaluate the growing recognition of the

importance of human resource development in
enhancing organisation performance.
5.2 Demonstrate an understanding of processes
relating to human resource development.

6. Understand the purposes,

relevance and value of specific
management development
initiatives and programmes.

6.1 Assess the importance of management

development to organisation performance

Suggested Reading
M Armstrong (2001), A Handbook of Human Resource Practice, Kogan Page.
BPP Business Basics: Human Resource Management 2nd Edition (BPP Publishing, London,
1997)
M Corbridge and S Pilbeam S (1998) Employment Resourcing, FT Prentice Hall.
R Dransfield, S Howkins, F Hudson and Davies W (1996), Human Resource Management for
Higher Awards, Heinemann, 1996.
M Foot, C and Hook (2002), Introducing Human Resource Management 3rd Edition, FT
Prentice Hall, Harlow.
D Torrington L Hall and S Taylor (2002), Human Resource Management 5th Edition (FT
Prentice Hall, Harlow.

Level 5 AABPS
Specifications

23

Unit 14 Marketing Principles for Managers

Qualification number: K/602/1482

Type: QCF
Level: 5
Size: Diploma
Credit: 18
GLH: 160
Unit Grading Structure: Pass
Aim
The unit aims to provide students with an understanding of marketing principles. How this
will help managers appreciate how to identify potential customers, place and price their
products compared to the competition, and position the company in the marketplace. It
will also help identify future promotional opportunities. The application of marketing
principles and techniques, such as developing effective marketing mix strategies, are
crucial tools in helping organisations to achieve their corporate and marketing objectives.
Through careful segmentation and targeting, businesses can often achieve competitive
production and marketing costs, and become the preferred choice of customers and
distributors. It is important that organisations deliver marketing activities that reflect the
desired positioning of their products and services. In doing so, organisations also need to
recognise the importance of establishing their brand values in the marketplace.

Learning Assessment and Outcome Criteria

Learning Outcomes
1 Understand the
contribution of marketing
principles in achieving
organisational aims and
objectives

Level 5 AABPS
Specifications

Assessment Criteria
1.1 explain how marketing principles can be used to achieve
organisational aims and objectives
1.2 analyse the contribution of marketing principles in a given
organisation to the achievement of their aims and objectives

24

2 Be able to produce
marketing mix proposals
for marketing opportunities

2.1 analyse the marketing mix of an identified marketing

opportunity
2.2 develop a proposal to meet the needs of a defined group
in the marketing mix
2.3 apply the concept of segmentation to a target market

3 Be able to develop
strategies for implementing
marketing mix proposals

3.1 identify the resources required to implement a marketing

mix proposal
3.2 use marketing tools to inform the approach to branding in
a marketing mix proposal
3.3 create a strategy for implementing a marketing mix
proposal

Suggested Reading
G Armstrong et al (2009), Marketing: An Introduction, Financial Times/Prentice Hall,
P Baines, C Fill and K Page (2008), Marketing, Oxford University Press.
J Blythe (2008), Essentials of Marketing, 4th Edition, Financial Times/Prentice Hall.
D Grewel and M Levy (2007), Value-Based Marketing, McGraw-Hill Higher Education,
D Jobber (2009), Principles and Practice of Marketing, 6th Edition, McGraw-Hill Higher
Education.
R Kerin et al (2006), Marketing, McGraw-Hill.
P Kotler et al (2010), Principles of Marketing, 5th Edition Financial Times/Prentice Hall.
M Levens (2009), Marketing (Pearson Education.
W F Pride and O C Ferrell (2007), Marketing, Houghton Mifflin.
M R Solomon et al (2009), Marketing: Real People, Real Decisions, Financial
Times/Prentice Hall, 2009.
N T Wood (2010), Marketing in Virtual Worlds, Prentice Hall.

Level 5 AABPS
Specifications

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Unit 13 Personal Development

Qualification number: J/602
Type: QCF
Level: 5
Size: Diploma
Credit: 5
GLH: 30
Unit Grading Structure: Pass
Aim
This unit introduces students to the importance of continuous personal and professional
development through self-learning and analysis. It focuses on learners understanding
how to enhance the skills needed for effective management to meet work and personal
objectives, as well as improving their performance for future career development.
Students will have the opportunity to identify their own development needs through
carrying out a skills audit to inform the personal development planning process

Learning Outcomes and Assessment Criteria

Learning Outcomes

Assessment Criteria

1 Be able to review time

management skills.

1.1 explain the benefits of effective time management

1.2 Review time management skills to achieve organisational
and personal objectives.
1.3 Use appropriate tools to conduct a time management
analysis to recognise areas for improvement.
1.4 Develop a technology strategy to increase productivity
through the promotion of technology in line with
organisational values and customer needs.
1.5 Develop criteria to evaluate the success of the
technology strategy.

2 Be able to complete a skills

audit

2.1 explain the importance of continual self-development

2.2 use appropriate methods to assess skills and
competencies against organisational and personal objectives
2.3 make suggestions for filling identified skills gaps

Level 5 AABPS
Specifications

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3 Be able to produce a
personal development plan

4 Be able to implement a
personal development plan

3.1 produce a personal development plan against SMART

objectives
3.2 plan resources needed to implement the personal
development plan
4.1 describe the importance of monitoring a personal
development plan
4.2 use appropriate techniques to review the aims and
objectives of a personal development plan
4.3 update the aims and objectives of a personal
development plan

Suggested Reading
J Adair and M Allen (2003), Time Management and Personal Development,
Thorogood, C Evans (2008), Time Management for Dummies,John Wiley and Sons.
D Megginson and V Whitaker (2007), Continuing Professional Development, 2nd Edition,
Chartered Institute of Personnel and Development,
M Pedler, J Burgoyne and T Boydell (2006) A Managers Guide to Self-Development,
5th Edition, McGraw-Hill Professional

Level 5 AABPS
Specifications

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Level 5 AABPS
Specifications

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