Alterations to Syllabus Indicative Content

Unit Title: Managing in Organisations Unit Code: 6MIO

N.B. This document only shows the specific parts of the syllabus that have been altered. Any learning outcomes/assessment criteria/indicative contents not
shown in this table remain unchanged. The grey rows show the syllabus content as it was until December 2013. The white rows show the changed
syllabus content as of June 2014, with the actual amendments shown in red.

Please also refer to the full revised syllabus/lecture guide which is available online. Log in to the Members Area and click on Tuition Resources > QCF
Resources > QCF Syllabuses / QCF Lecture Guides.

Learning
Assessment Criteria Indicative Content
Outcome

1.1.1 Describe the main elements of simple and complex organisations.

1. Be able to
compare and 1.1 Discuss the development of organisation 1.1.2 Define organisations in relation to their common features, e.g. production, rules and regulations,
evaluate theory. division of labour, chain of authority, information systems.
alternative
approaches to 1.2 Critically evaluate each of the key alternative 1.2.1 Differentiate between classical approaches, bureaucracy, systems theories and contingency
organisation approaches for understanding organisations. theory.
theory.
1.2.2 Discuss action theory and its place in understanding organisation.

2.1.1 Discuss the common elements of hierarchy and specialisation.

2.1 Define the elements of structure. 2.2.1 Examine the ways in which hierarchy and specialisation facilitate greater levels of organisational
activity.
2. Understand
2.2 Show how these structural elements
the key
facilitate the achievement of organisational 2.3.1 Consider different organisational forms including structure based on product or function,
elements in
goals. geographically based structures and market led structures.
organisational
structure and
2.3 Explore alternative organisational structures 2.3.2 Distinguish mechanistic and organic structures.
design.
through which hierarchy and specialisation may
be operationalised. 2.3.3 Discuss the issues of centralisation or decentralisation.

2.3.4 Discuss the strengths and weaknesses of each of the above.

2 Understand
the key
elements in
organisational
structure and
design and be 2.3 Critically evaluate alternative organisational
able to compare structures through which hierarchy and 2.3.2 Distinguish between mechanistic and organic structures.
and evaluate specialisation may be operationalised.
the different
types of
organisational
structure and
design.

3.1.1 Discuss the management functions of communicating, co-ordinating, planning, decision-making,

3.1 Explain the main functions and processes of leading and controlling.
management and their contribution to the
3. Understand achievement of organisational goals. 3.1.2 Analyse the inter-relationship between these functions.
managerial
processes 3.2 Explore alternative ways in which the 3.1.3 Analyse how the management functions outlined in 3.1.1 assist in the achievement of
within an functions and processes of management may be organisational goals.
organisational conducted.
context. 3.2.1 Discuss the literature relating to each of the functions and processes described under 3.1.1,
3.3 Assess how the conduct of the functions showing the different means by which they may be implemented.
outlined in 3.1 can be enhanced.
3.3.1 Discuss how the managerial role can be enhanced to motivate and develop staff.

3 Be able to 3.1 Critically assess the main functions and

evaluate processes of management and their contribution
managerial to the achievement of organisational goals.
processes
within an 3.2 Appraise alternative ways in which the
organisational functions and processes of management may be
context. conducted.

4. Understand 4.1.1 Define and discuss organisational effectiveness.

4.1 Distinguish between organisational
the concepts of
effectiveness and organisational efficiency.
organisational 4.1.2 Define and discuss organisational efficiency.
strategy and
4.2 Distinguish between organisational goals
organisational 4.1.3 Identify and analyse a range of performance measures including quantitative and qualitative
and organisational strategy.
goals and their information.
relationship to
4.3 Discuss the concept of pluralism in an
organisational 4.2.1 Define and discuss the term organisational goal.
organisational context.
effectiveness
and efficiency. 4.2.2 Define and discuss the term organisational strategy.

4.3.1 Distinguish between unitary and pluralistic frameworks for viewing organisations.

4.3.2 Show how these alternative frameworks inform the discussion of organisational goals and
organisational strategy.

4 Be able to
4.1.1 Define and discuss the term organisational goal.
assess the
concepts of
4.1 Critically analyse the concepts of 4.1.2 Define and discuss the term organisational strategy.
organisational
organisational strategy and organisational goals.
strategy and
4.2.1 Define and discuss organisational effectiveness.
organisational
4.2 Critically analyse the concepts of
goals and their
organisational effectiveness and organisational 4.2.2 Define and discuss organisational efficiency.
relationship to
efficiency and relate them to strategy and goals.
organisational
4.2.3 Identify and analyse a range of performance measures including quantitative and qualitative
effectiveness
information.
and efficiency.

5.1.1 Discuss the environmental context of organisations: dynamics and complexity.

5.1.2 Analyse key factors and trends influencing organisational structures and management processes
using PESTLE.

5.2.1 Analyse the internal environment: resources, operating systems, products, culture, technology,
stakeholders, and results.
5. Understand 5.1 Discuss the impact of the external
the need for environment on organisational structures and
5.2.2 Show how structures based on function, product, customer, or geography, reflect environmental
organisational management processes.
forces.
responsiveness
to ensure 5.2 Discuss the impact of the internal
5.2.3 Show how mechanistic and organic structures reflect environmental forces.
continued environment on organisational structures and
effectiveness in management processes.
5.2.4 Discuss matrix structures and show how they are appropriate to particular environments.
the light of
external/internal 5.3 Explore how organisations cope with
5.2.5 Show how environmental demands shape the practice of the functions of management discussed
pressures. dynamic environments.
in 3.1.1 above.

5.3.1 Analyse why organisations fail to respond to environmental pressures.

5.3.2 Discuss the impact of strategy on structure and the impact of structure on strategy.

5.3.3 Discuss the nature of power and politics in organisations.


5.3 Explore and discuss how organisations cope
5
with dynamic environments.
5.1.1 Discuss the environmental context of organisations: dynamics and complexity. Johnson and
Scholes concept is useful here. Also the application of SWOT analysis would help unravel the
complexities of the business environment layers and help review internal aspects of the organisation.
Identification of key stakeholders in a chosen organisation would add further value.
5.2.2 Show how structures based on function, product, customer, or geography will reflect
environmental forces.

5.3.2 Discuss the impact of strategy on structure and the impact of structure on strategy. Waterman,
Peters and Phillips 7S Framework concept is relevant here.

6.1 Identify and explain external and internal

6.1.1 Identify the external triggers: PESTLE and market pressure, the internal pressures of
triggers of change.
performance, employee demands and the need for innovation.
6.2 Discuss different approaches to change and
6.2.1 Analyse a range of approaches to manage change successfully.
the effect on an organisations culture.
6.2.2 Outline the role of the manager in establishing new patterns of behaviour.
6.3 Explain how to manage the change process
6. Understand
and resistance to change, using current theory.
the processes 6.3.1 Explain the change process: planning, identification of need and involvement, determining the
of best strategy, drawing up plans, and review and evaluation.
6.4 Discuss the scope of organisational
organisational
development strategies.
change and 6.3.2 Explain why people resist change, and measures that can be taken to overcome resistance.
organisational
6.5 Explain differing approaches to
development. 6.4.1 Distinguish between organisational and management development.
organisational development.
6.5.1 Examine the process of action research and alternative OD interventions.
6.6 Analyse the process of organisational
development.
6.6.1 Examine the different characteristics of organisational development within a business.
6.7 Discuss the capacity of an organisation to
6.7.1 Discuss the features of a learning organisation.
learn from the context in which it operates.

6.1 Identify and explain external and internal
triggers of change. This will include PESTLE
6 Understand and market pressure, the internal pressures of
and know how performance, employee demands and the need
to evaluate the for innovation. Define and explore innovation
processes of and how often it is a major trigger for change.
organisational Look at types of innovation (product,
change and organisational, management and service
organisational sector).
development
6.3 Critically assess how to manage the change
process and resistance to change, using current
6.1.1 Identify and explain the external triggers: PESTLE and market pressure, the internal pressures of
performance, employee demands and the need for innovation.
6.2.1 Analyse a range of approaches to manage change successfully. Discuss here the resistance to
change and how to overcome it. Look at the work of Kurt Lewin (Force Field Diagram and
Freeze/Unfreeze model). Also Kotter and Schlesingers model of change is relevant here.
6.3.2 Explain why people resist change, and measures that can be taken to overcome resistance. Again
look at the work of Kurt Lewin.
6.4.1 Distinguish between organisational and management development. Critical evaluation of
approaches to this area is important. Explain how change may be a critical part of an organisational
 theory. development programme.

6.5 Evaluate the differing approaches to
organisational development.
6.6 Critically appraise the process of
organisational development.
6.5.1 Examine the process of action research and alternative organisational development interventions.
6.6.1 Discuss the features of a learning organisation.
6.7.1 Examine the different characteristics of organisational development within a business.

7.1 Distinguish between ethics, morals, codes of

7.1.1 Discuss and distinguish between the terms: ethics, morals and codes of conduct.
conduct and the law and discuss their
7 Understand
significance to managers in organisations.
and be able to 7.1.2 Discuss the ethical dilemmas facing managers.
evaluate the
7.2 Evaluate models that support ethical
ethical 7.2.2 Discuss models that can be used in business to assist ethical decision making and analyse their
decision making and their limitations.
dilemmas facing limitations.
managers and
7.3 Critically evaluate the concept of Corporate
organisations. 7.3.3 Discuss the concept of Corporate Social Responsibility (CSR) and how organisations can put this
Social Responsibility and its significance to
concept into practice.
managers in organisations.