Business and Management Studies Past Papers

This assignment provides a list of research articles and publications related to business and management studies. The references include topics such as MOOCs, supplier management, corporate rebranding, emotional intelligence, conscious capitalism, and more. This collection can be useful for students looking for past papers or assignments in these areas.

Developing Individual, Team
and Organizations
1

Table of Contents
INTRODUCTION :.........................................................................................................................3
SECTION 1......................................................................................................................................3
P1 Knowledge, Skills and behaviours required by HR professionals for Department...............3
P2 Audit of an employee.............................................................................................................4
P3 Difference between Organisational and individual learning, training and development.......7
P4 Need for continuous learning and professional development for sustainable business ........8
P5 Understanding contribution of high performance working framework ................................9
P6 Different approaches to performance management.............................................................10
CONCLUSION: ............................................................................................................................12
2

INTRODUCTION:
Human Resource management plays an important role for the development of an
organisation and also team members of it. Being HR manager of ASDA, every vital thing has to
be kept in mind such as proper coordination with employees, recruiting skilled staff, applying
development strategies and delivering advise to managers of higher level (Phillips and Phillips,
2016). Employees' skills are developed by working together with the professionals and HR
manager. They organise people to get an effective output for organisation. Employees are hired
according to their working skills in ASDA. HRM team of ASDA is involved in forming the
capacity of company so that best quality of services and goods can be delivered to company. It
also follows some principles like considering human resource as an asset of organisation. HR
responsibility is to search, guide, develop and secure those employees whose talents are
compatible with the needs and demands of the organisation (Paroutis, Bennett and Heracleous,
2014). Combining quantitative performance, enhancing cooperation and integration.
SECTION 1
P1 Knowledge, Skills and behaviours required by HR professionals for Department
Human Resource managers possess some special skills and behaviour so that they can
hire skilled and talented staff who can achieve organisational goals. There are certain set of skills
which make them special. Below are some qualities required for running successful human
resource department.
Skills
 Organising the department is very important work of HR professionals of ASDA. They
are well- organised, knowledgeable and know time management as well. Their
paperwork is always ready and correct specially when it comes to employees' files
(Marchand and Peppard, 2013).
 Another important skill of them is the ability to negotiate with candidates or managers.
This makes them consultant of organisation. Their power of negotiation is tested when
employment is extended then there are two sides and a strong professional handle both
the sides of the agreement. Trainings are provided by them to new staff.
 They team building skill as well interpersonal skills which influence other employees of
organisation.
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Knowledge
 Then next ability is to manage conflicts and solve problems among employees. As every
employee in organisation works with his co-worker and so the environment has to be
managed. An effective manager teaches to work in a civil manner and guide him to work
on time.
 Another vital task of HR professional is doing multitasking work. They advise and
interpret employment law. Some HR professionals have issues entirely while some relate
queries to other employees. Successful managers should easily accept the change in
office. This all comes under multitasking because they have to solve problems also and
simultaneously new strategies and policies are also implemented in the organisation by
them (Gollenia, 2016).
Behaviour
 HR professionals of ASDA like to take risks. They remain encouraged to take take
options and know the value that can result in future. This style can be described as
inspirational for others. They are often told as policy workers, technocrats as they imply
new rules and so one can understand the need of HR professional in any organisation.
They regularly undertake salary reviews and maintain record.
 They are represented as strategic thinker who align company's objectives or goals. ASDA
supports HR professionals at every level and it wants HR to be more than a department.
Employees here support HR philosophies and understand their part to develop a culture
(Muratovski, 2015).
P2 Audit of an employee
Very good Good Adequate Little or No
experience
Information
Technology
Use Microsoft office
Word
B
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Use Excel spreadsheet A
Use a database B
Use a specialist HR
software
A
Use e-mail C
Use PowerPoint D
Use internet B
From above Audit it can said that the employee is having the knowledge of
Information Technology. But this employee is not perfect in each and every level. MS office is
little tough for him. He uses Ms word and excel in his daily routine for maintaining records and
for collection of data. All the data is saved in MS Word and Spreadsheet. It is good to know that
he is also having the knowledge of HR software (Duffield and Whitty, 2015). This implies that
his educational qualification is strong as all employees doesn't have such quality of learning HR
software. During office hours and field this employee he makes use of Computer for organisation
rather than doing any paper work. But this analysis also shows that his knowledge regarding
power point presentations is little weak and he is not familiar with e-mail for transferring
information. His searching power is quite well according to this analysis which indicates that he
deserves a good post in the organisation.
Very good Good Adequate Little or No
experience
Communication
Skills
Drafting
Contracts of
Employment
B
Taking notes of
hearings
A
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Write reports B
Produce material
to support
presentations
A
Delivering
training session
B
Interviewing B
Advising on HR
issues
C
According to above analysis, this employee is good in Communication Skills which is an
important aspect of HR. He properly supports and collects information regarding presentations.
His material is also trustworthy and result oriented. He is a good listener and that's why make
notes of hearings and in meetings. But he is little weak in providing views on HR department.
Else he is good in every aspect (Kalman, 2014). He makes less use of emails that why report
writing is basic work of this employee. Providing proper training to each employee working
under
Very Good Good Adequate Little or No
Experience
Problem Solving
Skills
Make good use of
verbal reasoning
skills, able to
handle complex
data and make
selective use of
information.
A
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Explore more
than one solution
in order to solve a
problem
B
Consider the
ideas of others to
help solve
problems
B
From above analysis it is clear that he is problem solving and believes in conflict
management. The employee tries to find out more solutions to a problem so that future
consequences can settled in a better way. He patiently listens to other people and consider ideas
of them so that more better solution can be derived. This a basic quality of any employee which
must deserve the post of an HR. He makes choice of quality data and handle the complex
information very deliberately.
c) Create a professional development plan for Jane Cambridge in her HR Officer
role??
Professional development plan
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P3 Difference between Organisational and individual learning, training and development
Organisational Learning Individual Learning
It is the form of improving ourselves and
gaining new knowledge.
Individual learning is the ability to build up
knowledge through reflection of individual
from external sources and through individual
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experience when there is interaction with other
people.
It increases performance level, competence,
knowledge level which results in attaining
business goals and make organisation capable
to deal with the change.
As all organisations are dependent on
individuals i.e. educators, linguists, executives
so these organisations must learn of specific
individual. Its need is subtle and obvious.
Organisation learning is important because in
today's world innovation can't take place
without learning (Serra and Kunc, 2015). It is
an environment in which learning is fully
accepted and valued. For example, workers in
an organisation
Individuals' learning is important so that
employees get trained properly. There are
various styles and techniques through which an
employee can be trained
Organisational learning is important
continuously skill sets are added to working
employees. A problem-solving mentality is
created rather than depending on other people.
People's engagement is there in companies and
so people rely on others.
There is need to focus on insight in of any
employee which add value to any organisation
through its learning (Dragoni, Oh and
Hazucha, 2014).
It increases employees value, support
succession planning, operational efficiency is
enhanced. It is done by providing development
and training session which makes them assume
senior roles in the organisation (Akamp and
Müller, 2013). Training also assist in making
reputation in the competitive world.
Individual learning is quite complex. It seems
to overstep industry, organisation, national and
group levels.
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Training Development
It is a basic feature of Human resource
Development. Training is procedure through
which employee works effectively, correctly.
It is a kind of process which brings change in
the personality of employee. The employee
gets more motivated.
Every organisation provides training to their
employees. Every organisation needs training
due to environmental, organisational
complexity, human relations, to match
employee specifications with the job
requirements, change in job project (Miller,
Merrilees and Yakimova, 2014).
Development is needed at every level of
organisation. It is needed in sales and
marketing, product and services, human
resource development.
There are different types of training like
induction, job instruction, vestibule, refresher
and apprenticeship.
Whenever there is development in any
organisation, it has to follow a systematic
approach and when development is there in
every department then organisation has to face
challenges (Serrat, 2017).
P4 Need for continuous learning and professional development for sustainable business
Continuous learning and professional development is important it makes more effective
and competent in one's own field. It is a kind of running process and goes on throughout one's
professional career. Continuous learning helps in many issues on sustainability of business.
Employees in decision making process participates and work together to solve various problems.
Interest of people are balanced in right way. Future orientation and values of individuals are
shared with respect of global responsibility. It completely explains the concept of sustainability
of development in essays are published regular learning strands are developed. It is needed to
embrace a culture and plays a major role in organisations by training employees instead of hiring
new people (Mackey and Sisodia, 2014). This helps retaining employees in companies which on
other hand develop talent pool. This is done so that employees can respond to upcoming changes
of organisation and keep them up to date by updating their knowledge and talent time to time.
By this a sense of trust is also developed in their mind and that's why these employees are
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constantly engaged and interested in adding their skills. Organisation gets high loyalty rate and
thus sustainability increases. Employees feel happier while working with each other. Continuous
professional development is necessary when young employees value workplaces and touch new
sky in their career. As business environment changes companies feel that employees change jobs
in some years that's why those companies fostering continuous learning demand high retention
rates in today's economy (Hodge, Henry and Smith, 2014).
ASDA prefer continuous learning as it has high skilled and talented workers as compared
to other companies. For long term profitability and success companies want that top employees
should be retained. But they leave due to lack of opportunities and growth. Employees who look
for new job and who are achievable and ambitious do not always get job in better companies.
These employees learn in professional development and then they apply for the company. Such
employees know time management, more productive and cost effective for sustainable business.
Companies focus on learning more than professional development (Jeston and Nelis, 2014).
They acquire, create, and transfer knowledge. They believe in helping employees rather than
replacing than because same effort is required with new employees. Solutions of problems plain
by harnessing knowledge of the entire. Continuous learning attracts employees in the industry
and help them to develop interdisciplinary talent through which new challenges in market are
conquered. They become more adaptable to these challenges.
P5 Understanding contribution of high performance working framework
It is a particular combination of work structure, HR practices and processes which
focuses on deepening employees' knowledge and improving his/her skills. System plays a major
role. Many interrelated parts are involved in the system which are involved in achieving main
objectives or goals of organisation. It is a new way of performing practices that consists of
reward performance, organizing work of employees, involving them in decision making
processes of company and giving them best training so that organisational goals can be achieved.
It is a general system of work practices in which organisational performance can be led by senior
team members (Carlborg, P., Kindström, D. and Kowalkowski, 2014). It consists of three parts:
systematic effects, work practices and performance level. Business which focuses on innovation
and strategies adopt HPW practices than those companies which emphasize on cost control of
products. To promote building awareness, stakeholder support and understanding for HPW, more
time is taken.
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Organisational performance is a term which is similar to effectiveness of organisation. It can be
performed in various forms like long and short run economic outcomes, corporate social
responsibility, broad opinions of social legitimacy. Here economic performance criteria has been
emphasized by researchers. ASDA focuses on its economic performance criteria. But if HPW
system do not go beyond costs then then it becomes rational for companies. Secondly team
members are responsible for better workplace performance. Before this individual's work
experience is measured by HR department (Bocken, Farracho and Kemp, 2014). Many questions
are there for employees like what the benefits for employees are, are their benefits exceeding
costs etc. in such situation employees and company outcomes are dependent on their related data.
System effects shapes managers and employees in a way in which a bunch of practices are
combined. Practices of HR are key part of HPW practices. High performance working practices
have fine results such as good resourcing, better incoming of talents, less customer complaints
and satisfied customers, improved productivity. Main components of HPW involves leadership
team whose work is supported by well-developed technology and is properly aligned with
competitive necessities, challenges and company values. Effective HPW framework increases
opportunity for employees to participate in decisions that effects the environment of
organisation. They feel more empowered and a committed workforce is developed. Performance
management model includes Porter's Five forces Model which explains threat of new entrants,
suppliers bargaining power, bargaining power of buyers, threat of substitute products. This
model has to face social, economic, technological and political problems. There are many
products which options for the customers are and can be used as substitutes by them. ASDA
faces many rivalries in the market. While considering these forces, performance has to be
measured regularly so that these forces can be identified for future performance. There is also
Boston Consulting Group Matrix which engages product life cycle. Two components i.e. market
growth and relative market share which contributes in product portfolio planning. Through
management can position its rivalries'. services and products on matrix so that relative market
share can be observed.
P6 Different approaches to performance management
There are various performance management approaches described below:
The Comparative Approach: In this approach individuals' performance is measured and ranked
with respect to another person in a unit. It is a straight forward technique of ranking any
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employee from high to low and measuring its skills. Another technique is called forced
distribution system which assembles employees' compensation and performance in which top
performers of companies are rewarded by giving proper training. Low employers are given
chances to improve themselves. Disadvantage of this system is that it brings inappropriate
results. It can cause false repercussions which can be considered illegal and can lower down
employees' self-confidence. Another technique is called Paired Comparison in one performer is
compared to another performer of a group and gets a score of 1 by performing high (Boshyk, ed.,
2016).
The Attribute Approach: It is one of the common technique in which evaluation of performer id
done on the basis of characteristics, traits of teamwork, creativity, judgement, problem solving
etc. For this approach Graphic Rating Scale is used which selects the high rated performer
according to his performance dimension or characteristics. Thus, performance levels are set
through this technique.
The Behavioural Approach: For an effective performance this approach is used which includes
various other techniques. First technique is Behaviourally Rating Scale(BARS) which describe
behaviours and is related to different level of performance or traits. Evaluator rates the employee
according to his performance dimension and thus his/her behavioural level is decided. Another
technique is Behavioural Observation Scale (BOS). It includes two features where more accurate
and specific behaviour of employee behaviour is rated. Secondly, frequency of behaviour is
determined when the it is displayed by the performer. Lastly, Competency Models technique is
used to provide the description of competencies which are common in companies (Aulet, 2013.).
In competencies employees' talent, skill and their abilities to work are represented. A list is
generated where these competent skills are weighted for each job so that team could work
together.
The Results Approach: Based on employees' results subjectivity is eliminated from the
measurement process. Top management team serves specific goals to organisation which are are
of strategic type. SMART goals are set up and both subordinates and mangers coordinate for the
fulfilment of these goals. Two major techniques are used in this approach Balance Scorecard and
Productivity Measurement and Evaluation System. ProMES system increases productivity by
motivating employees in effective manner (Sloane, 2017).
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The Quality Approach: In this approach priority is given to customer satisfaction and quality
products are delivered. More focus is given on reducing production defects so that there is
continuous improvement in services. Employees should be blamed for accountability of quality
which are out of their control. Else it would completely demotivate the employees and bring
down the improvement of them. Thus, philosophy of quality depends on both system and person
which measures their performance (Rosca, Arnold and Bendul, 2017). This approach is also used
to determine business outcomes and improve processes. So, there are ample amount of
techniques that are used to resolve problems by identifying them.
CONCLUSION:
So, it is finally concluded that Human Resource Management is an important department
of ASDA. It has its own responsibilities which says that employees and organisation's
environment should always be compatible so that its goals can be achieved in a set period of time
(Eisenhardt, 2013). HR hires skilled workforce so that company's outcomes can be faced by
them and problems can be easily resolved.
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REFERENCES:
Books and Journals
Phillips, J.J. and Phillips, P.P., 2016. Handbook of training evaluation and measurement
methods. Routledge.
Paroutis, S., Bennett, M. and Heracleous, L., 2014. A strategic view on smart city technology:
The case of IBM Smarter Cities during a recession. Technological Forecasting and
Social Change. 89. pp.262-272.
Marchand, D.A. and Peppard, J., 2013. Why IT fumbles analytics. Harvard Business Review.
91(1). pp.104-112.
Gollenia, L.A., 2016. Business transformation management methodology. Routledge.
Muratovski, G., 2015. Paradigm shift: Report on the new role of design in business and society.
She Ji: The Journal of Design, Economics, and Innovation. 1(2). pp.118-139.
Duffield, S. and Whitty, S.J., 2015. Developing a systemic lesson learned knowledge model for
organisational learning through projects. International journal of project management.
33(2). pp.311-324.
Kalman, Y.M., 2014. A race to the bottom: MOOCs and higher education business models.
Open Learning: The Journal of Open, Distance and e-Learning. 29(1). pp.5-14.
Serra, C.E.M. and Kunc, M., 2015. Benefits realisation management and its influence on project
success and on the execution of business strategies. International Journal of Project
Management. 33(1). pp.53-66.
Dragoni, L., Oh, I.S. and Hazucha, J., 2014. Developing leaders’ strategic thinking through
global work experience: The moderating role of cultural distance. Journal of Applied
Psychology. 99(5). p.867.
Akamp, M. and Müller, M., 2013. Supplier management in developing countries. Journal of
Cleaner Production. 56. pp.54-62.
Miller, D., Merrilees, B. and Yakimova, R., 2014. Corporate rebranding: An integrative review
of major enablers and barriers to the rebranding process. International Journal of
Management Reviews. 16(3). pp.265-289.
Serrat, O., 2017. Understanding and developing emotional intelligence. In Knowledge Solutions
(pp. 329-339). Springer Singapore.
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Mackey, J. and Sisodia, R., 2014. Conscious capitalism, with a new preface by the authors:
Liberating the heroic spirit of business. Harvard Business Review Press.
Hodge, K., Henry, G. and Smith, W., 2014. A case study of excellence in elite sport:
Motivational climate in a world champion team. The Sport Psychologist. 28(1). pp.60-74.
Jeston, J. and Nelis, J., 2014. Business process management. Routledge.
Carlborg, P., Kindström, D. and Kowalkowski, C., 2014. The evolution of service innovation
research: a critical review and synthesis. The Service Industries Journal. 34(5). pp.373-
398.
Bocken, N.M.P., Farracho, M. and Kemp, R., 2014. The front-end of eco-innovation for eco-
innovative small and medium sized companies. Journal of Engineering and Technology
Management. 31. pp.43-57.
Boshyk, Y. ed., 2016. Business driven action learning: Global best practices. Springer.
Aulet, B., 2013. Disciplined entrepreneurship: 24 steps to a successful startup. John Wiley &
Sons.
Sloane, P., 2017. The Leader's Guide to Lateral Thinking Skills: Unlock the Creativity and
Innovation in You and Your Team. Kogan Page Publishers.
Rosca, E., Arnold, M. and Bendul, J.C., 2017. Business models for sustainable innovation–an
empirical analysis of frugal products and services. Journal of Cleaner Production. 162.
pp.S133-S145.
Eisenhardt, K.M., 2013. Top management teams and the performance of entrepreneurial firms.
Small Business Economics. 40(4). pp.805-816.
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