BA (Hons)

Business Management

Module Descriptors

SCHOOL OF BUSINESS,
LAW AND PSYCHOLOGY
TITLE : STRATEGIC MANAGEMENT ACCOUNTING
CODE : APC309
CREDITS : 20
LEVELS : 3
SCHOOL : Business and Law
MODULE BOARD : Top-up
PRE-REQUISITES : None
CO-REQUISITES : None
LEARNING HOURS : 200 hours the exact nature of which is specified in the
student guide.

LEARNING OUTCOMES:
On successful completion of the module the student will be able to:

Knowledge
1. Critically evaluate a range of key strategic management accounting models
and concepts.
2. Critically understand specific analytical skills in key areas within management
accounting at local and international level
3. Critically understand the role and limitations of management accounting
theory.

Skills
4. Applied the key management accounting concepts and methodologies in
order to contribute to successful decision making in an organisation.

CONTENT SYNOPSIS:
An introduction to strategic management accounting
Relevant costs for decision making
Activity based costing
Pricing decisions
Budgeting
Management control systems
Variance analysis
Performance management
Transfer pricing

TEACHING AND LEARNING METHODS:

Directed and undirected reading plus centre based tutor support.

ASSESSMENT METHODS:
Summative assessment
The module will be assessed by three hour examination and this will test all learning
outcomes from the module. This will be based on either a case study or developed
scenario that will form a synthesis of all elements of the module together with an
academic discussion which focuses on models and concepts developed within the
module.

Formative Assessment
Students will be required to complete and submit a selection of activities from the
course materials and receive feedback on progress from an allocated Local Tutor

UOS BABM Module Descriptors 2009/10 Page 2

INDICATIVE READING LIST:
The following are designed to support the module, to provide a contextual
background to the subject area and to provide underpin the topics covered in the
learning pack.

Main text:
Colin Drury, Management Accounting for Business, 3rd Ed. 2005 Thomson.

Supporting texts:
Denzil Watson and Antony Head, Corporate Finance (Principles and Practice), 3rd
Edition 2006 - Prentice Hall.
Peter Atrill and Eddie McLaney, Management Accounting for Decision Makers, 4th
Ed. 2007 Prentice Hall

PROGRAMMES USING THIS MODULE AS A CORE OR OPTION:

BA Business Management Top-up
BA Accounting and Financial Management Top-up

FRANCHISED : YES

MODULE LEADER :
Rob Hall
Room 114c
Telephone: 0191 5152403
Fax: 0191 5152308
E-mail: [email protected]

LEAD DELIVERER
Rob Hall
Room 114c
Telephone: 0191 5152403
Fax: 0191 5152308
E-mail: [email protected]

JACS Code: N411N1

Amplified Content

1. An introduction to strategic management accounting

The decision making process, users of management accounting information,
functions of management accounting, the competitive environment.

2. Relevant costs for decision making

What does relevance mean, special pricing decisions, product mix for maximum
profit, outsource or in house, continue or discontinue decisions, qualitative factors
in relevant costs.

3. Activity based costing (ABC)

Definitions of ABC, a comparison of traditional methods and ABC, types of cost
drivers, designing ABC systems, how to measure resource consumption, ABC
and service organizations.

UOS BABM Module Descriptors 2009/10 Page 3

4. Pricing decisions
Pricing and economic theory, the role of cost information, long and short term
pricing, product mix and pricing, different pricing policies i.e. cost plus.

5. Budgeting
The multiple functions of budgets, conflict in budget objectives, administering
budgets, different budget components, activity based budgets, zero based
budgets, behavioural aspects of budgets.

6. Management control systems

Different types of control, Cybernetic control systems, feedback and feed forward,
management accounting control systems, centres of responsibility, setting
financial targets.

7. Variance analysis
What are variances, material, labour and overhead variances, matching
expectations to reality, limitations to variance analysis.

8. Performance management
The need for performance management, profit and investment centres,
divisionalisation, return on investment, residual income, economic value added.

9. Transfer pricing
The purpose of transfer pricing, transfer pricing methods, negotiation and transfer
pricing, international transfer pricing.

QAE:17-07-07

UOS BABM Module Descriptors 2009/10 Page 4

TITLE: Strategic Management of Human Resources

CODE: HRM 325

CREDITS: 20
LEVEL: 3
FACULTY: Business & Law
MODULE BOARD: Top Up Programme
PRE-REQUISITES: None
CO-REQUISITES: None
LEARNING HOURS: 200

LEARNING OUTCOMES
Upon successful completion of this module, students will have demonstrated

Knowledge

1. Understanding of the origins and models of Human resource management

2. Critical understanding of the relationship between business strategy and the core
human resource competencies required within organizations
3. Critically evaluate a range of SHRM policies applied to a range of organizational
contexts
4. Understand and evaluate the HRM variables that can support organizational
development and change.

Skills
5. Demonstrating the cognitive skills of critical thinking and analysis
6. Be able to conduct effective independent research from arrange of theoretical and
empirical research sources.
7. Be able to diagnose and formulate relevant HRM policy interventions consistent
with organizational goals.

CONTENT SYNOPSIS

The module begins with a review of the nature of strategy in HRM and evaluates the
various models in achieving strategic interventions in a range of business contexts
derived from strategic management. The module reviews the relationship of
Personnel departments with respect to designing and delivering HRM interventions,
the current and historical barriers to Personnel leading on HR and change
management. A range of contemporary ideas on redesigning the role of Personnel
are reviewed before the module evaluates the range of HR policies that make up a
strategy ; recruitment and retention , performance management , human resource
development , employee relations, reward. The module concludes by examining
HRM interventions in the light of the organizational development literature and
practice. The basis of employee attitudes, commitment and cultural change are
examined in terms of employee competence development through HRM Amplified
Content

Unit 1
Reviews the business challenges faced by HR people and builds the case for a
strategic view. The various models of SHRM are introduced and evaluated against
different generic business strategies. The interdependence of human and other
organizational assests are established and students are allowed to review these in a
variety of business types.

UOS BABM Module Descriptors 2009/10 Page 5

Unit 2
Reviews the scope for the HR Department to take a lead in the formulation and
execution of SHRM strategies. The Unit considers aspects the difference Personnel
makes to organizational performance through the way it is structured and works with
other functions and the techniques it uses to establish and review service delivery
and business performance change. The discussion carefully reviews the essential
relationships between Personnel and the objective of devolved responsibility for its
impact on SHRM. The module also ends by reviewing some of the more radical
structural changes brought about by trends in outsourcing and the introduction of
Personnel Service Centres .The Unit frames the study around certain key
commentators such as Ulrick and Schuler.

Unit 3
Concentrates on employee resourcing strategies. The focus is to evaluate the
growing importance of employee competence and its diagnosis and importation into
planning , selection and development and career decision making processes. The
module goes on to review different approaches to planning and developing effective
professional and candidate centred recuitment and selection. The exit point from the
Unit allows students the opportunity to structure and present a clear HR strategy
capable for organizational dissemination. The remaining policy vairiables will be
imported form here on concluding with a framwork of implementation in the final unit.

Unit 4
Introduces performance management systems. It critically evaluates the history and
development of such schemes from a theoretical and practical point of view. PMS is
seen as a key integrative factor in pulling together an SHRM strategy. The concept
and process of designing PMS systems is addressed together with an assessment of
the design variables and trends in appraisal to support such systems. The unit
considers the systems and people centred approaches and how such systems can
shape the organizational culture. PMS is viewed under the lens of control and
intensification as well as a developmental orientation.

Unit 5
Feeding from the PMS unit a strategic view is evaluated on reward decisions in
organizations. Starting from a strategic framework developed by Lawler (1984 ) the
unit allows a student to review the choices and reward designs to fit a variety of
SHRM objectives. The student gets a good opportunity to review how these choices
impact on the HR capability and how they have shaped the HR context for a range of
industries and organizations. Central issues assess the validity of reward decisions
based on contribution , performance relatedness, and the shift from collective/ job
based reward to individual and skills based models. The module ends by students
being able to review their understanding by looking at an integrative business
decision model. The module introduces the student to a wide range of business
scenarios and critique of reward in practice.

Unit 6
Considers human resource development strategies. The shift from training to
learning is a central feature of this unit and the unit starts by considering a broader
range of purposes that include the support of organizational change , developing
strategic individual and organizational capability and a learning climate that impacts
on the overall culture of the organization. Using several operational and theoretical
models the unit develops the students active learning through extensive casework.
The unit acknowledges the difficulty of gaining support for development activity in
terms of structural , cultural and cost reasons. The student is introduced to the
framework of the learning organization blueprint an allowed to apply the model to real

UOS BABM Module Descriptors 2009/10 Page 6

life challenges. The unit looks at learning as a process and how it can be supported
through management activity and integrated into the work base which gives students
real strategies to employ embed learning as a management approach and key
organizational competence.

Unit 7
The unit considers emerging trends in employee relations and its fit with the SHRM
model. Tracing the tensions of collective relations within SHRM and the unit
considers the scope of including various stakeholders within the concept of
partnership. Using various case examples students are able to review partnership
models in practice from the UL and the USA. The unit introduces a strategic
framework as a basis for evaluating management choices , acknowledging the wider
factors that limit that choice in determining the most appropriate model of Employee
relations. Each of four strategic variables are considered with respect to recognition ,
collective bargaining , involvement and conflict resolution as a basis for locating an
organizations internal processes to support the wider SHRM.

Unit 8
The final unit concerns organizational change , the management of change and how
SHRM fits and supports change management strategies. The unit starts by
considering the role of corporate culture in organizations and its link to performance
and organizational competence. The unit reviews the Organisational Development
cycle and assesses the importance of SHRM processes in gaining involvement and
commitment for change. Seeing SHRM as a basis for enabling change becomes a
central discussion point for the unit. The unit considers parallel difficulties in
achieving an effective SHRM and change programme. Students have a wide range
of opportunities to work with OD tools and to develop a critical appreciation of the
consultancy skills and requirements of effective change. The unit poses the question
that essentially change management skills are internal skills required of line and
personnel management increasingly. The loop is closed by looking at the starting
position of SHRM , the changing role of Personnel and the key processes of
implementing effective HRM policies in a change context.

TEACHING AND LEARNING METHODS:

The Module is being delivered in Tutor supported distance mode at approved study
centres. Students receive an extended set of learning materials and a Module guide
outlining the main teaching programme. Students are expected to complete self
study of the materials which in conjunction with a core text will provide essential
course knowledge and formative feedback on progress. Study Centres provide a
programme of teaching comprising workshops , lecturers and seminars to enable
students to underpin their knowledge of the materials and to provide an opportunity
to contextualize the learning about HRM in their own country. This will be typically
introduced through case studies and will relate to the core principles in the module
materials. The module aims to provide a participative learning environment .

ASSESSMENT METHODS

Assessment 001
A three hour open book examination

Sequence Assessment Marking Weighting Qualifying Pass

Type Scheme % Mark Mark
001 Exam / Open 100 35 40

UOS BABM Module Descriptors 2009/10 Page 7

INDICATIVE READING LIST

1. Leopald J , Harris L , (2009) 2nd Edition The Strategic Management of Human

Resources . FT Prentice Hall
2. Boxall P & Purcell J (2008) 2nd Edition Strategy and Human Resource
Management. Palgrave Macmillan.
3. Bolton Sharon C , Houlihan Maeve (2005) Searching for Human Resource
Management. Theory , Practice and Workplace Contexts.
4. Millmore , Mike , Lewis Philip , Saunders Mark , Adrian Thornhill & Morrow
Trevor (2007) Strategic Human Resource Management. Contemporary
Issues.
FT Prentice Hall
5. Senior Barbara &Fleming Jocelyne (2006) 3rd Edition Organisational Change
FT Prentice Hall
6. Cummings T G & Worley C G (2005) 8TH Edition Essentials of Organisational
Development and Change. South Western College . Thomson Learning.

PROGRAMMES USING THIS MODULE AS CORE/OPTION:

BA Business Management

Franchised: No- Model D collaborative

College(s) Model D Partner Colleges

Work based learning: No

Professional Accreditation: No

MODULE LEADER
Chris Marshall
Sunderland Business School
Tel: 00 44 191 5152326
[email protected]

LEAD DELIVERER
Chris Marshall
Sunderland Business School
Tel: 00 44 191 5152326
[email protected]

JACS Code: N690N1

UOS BABM Module Descriptors 2009/10 Page 8

TITLE: Marketing Strategy
CODE: MKT 306
CREDITS: 20
LEVEL: 3
FACULTY: Business and Law
MODULE BOARD: Top–Up Programme
PRE-REQUISITES: None
CO-REQUISITES: None
LEARNING HOURS: 200 hours

LEARNING OUTCOMES

Upon successful completion of this module, students will be able to:

Knowledge

1. Explain the nature of marketing strategy and its significance for the
organisation

2. Assess the drivers and factors affecting the choice of marketing strategies

3. Evaluate appropriate models and techniques that aid the strategic marketing
process

4. Analyse contemporary marketing issues and problems in a strategic context

Skills

1. Apply research skills

2. Demonstrate interpreting advanced information and marketing data handling

skills

3. Assess communications skills to develop effective relationship marketing

CONTENT SYNOPSIS

The module aims to review the nature and scope of marketing strategy and evaluate
how strategies are developed given different organizational contexts. The module
considers that strategy is a fundamental pattern of present and planned objectives,
resource deployments and interactions of an organization with markets, competitors
and other environmental factors. The module lays the foundation by appraising the
mechanics of marketing strategy, considering the evolving models and practices that
are essential to the development and implementation of strategy. The module
examines contemporary issues and problems that dominate the thinking of marketing
executives as they establish and execute a range of marketing strategies.

TEACHING AND LEARNING METHODS:

The module is being delivered in distance learning mode at Tutor supported Centres.
A variety of learning methods will be used. Students will be expected to read the
module guide and supported text reading and complete a range of self study
activities to underpin the students’ knowledge and develop analytical skills in respect
to meeting the learning outcomes. All activities have feedback included. Students will
have access to an academically qualified tutor who will offer workshop or online
support. Students will be able to work with other students either on line or in
workshops depending on the nature of the Centre approval. The following outline of

UOS BABM Module Descriptors 2009/10 Page 9

the activities students will be engaged with depending on the model of distance
support

ASSESSMENT METHODS

Students will be required to submit one piece of summative assignment which will
assess their knowledge of the Marketing syllabus in detail. Students will develop an
integrated approach to applying their knowledge and skills. Students will also have
an opportunity to develop a range of problem solving, communication and diagnostic
skills through a critical evaluation of marketing concepts in contemporary contexts.

Students will be invited to submit aspects of their learning activities for local Tutor
feedback prior to the final assessment to assist them with preparation for final
assessment across the skills range.

This assessment will address all learning outcomes.

Assessment 001

Sequence Assessment Marking Weighting Qualifying Pass

Type Scheme Mark Mark
%

001 Assignment Adapted 100% 35 40

from the
generic
scheme

INDICATIVE READING LIST

Walker, O., J. Mullins and Harper, B. ( 2008). Marketing Strategy: A Decision

Focussed Approach McGraw Hill Companies.

Brenan, R., Baines, P., Garneau, P and Vos, L. (2008). Contemporary Strategic
Marketing. Second Edition. Palgrave Macmillan.

FiField, P (20 Marketing Strategy Masterclass Implementing Marketing Strategy

(2008). First Edition. Elsevier Press Ltd.

Saunders, J., Piercy, F. and Nicoulaud, B (2007). Marketing Strategy and

Competitive Positioning. Fourth Edition. Prentice Hall.

Doyle, P and Stern, P (2006). Marketing Management and Strategy. Fourth Edition.
Prentice Hall.

Hollensen, S. Marketing Management : A Relationship Approach ( 2003 ) Financial

Times/ Prentice Hall.

Sutherland & Canwell (2004). Key Concepts in Marketing. Palgrave Macmillan.

Basingstoke, UK.

Meek, Meek & Ensor (2002) Strategic Marketing Management . Butterworth-

Heinemann. Oxford, UK.

UOS BABM Module Descriptors 2009/10 Page 10

PROGRAMMES USING THIS MODULE AS CORE/OPTION:

BA Business Management

Franchised: No

College(s) Model D Partner Colleges

Work based learning: No

Professional Accreditation: No

MODULE LEADER

Seema Bhate
Room no: 203D
Telephone No: 515 3138
e. mail: [email protected]

LEAD DELIVERER

Seema Bhate
Room no: 203D
Telephone No: 515 3138
e. mail: [email protected]

JACS Code: N5

UOS BABM Module Descriptors 2009/10 Page 11

TITLE: STRATEGIC MANAGEMENT
CODE: SIM336
CREDITS: 20
LEVEL: 3
FACULTY: BUSINESS & LAW
MODULE BOARD: UNDERGRADUATE STUDIES BOARD
PRE-REQUISITES: NONE
CO-REQUISITES: NONE
LEARNING HOURS: 200 the nature of which is specified in the module guide

LEARNING OUTCOMES:
Upon successful completion of this module, students will have demonstrated

Knowledge
1. Understand the origins and terminology of strategy
2. Understand various approaches to strategy
3. Develop an understanding of international/global strategic thinking
4. Develop an understanding of the application of strategy ideas in practice

Skills
5. To analyse the complexity of organisations and their environments
6. To understand the complexity of the relationships between the organisation and
its environment
7. To synthesise earlier, diverse and possible piecemeal studies of the organisation
and assimilate new theoretical models
8. To evaluate existing models and methodologies against observations of the
practices of real organisations

CONTENT SYNOPSIS

The module aims to be integrative and cumulative in that it draws together the
purposes and methodologies of the functional areas of business policy and strategy
which are usually studied separately and to show how they contribute to the overall
purposes and aims of the organisation.
This synthesis is usually considered in relation to the environment in which the
organisation exists and with reference to a timescale projected into the future. The
challenge for the student is to analyse complex organisations and their environments
as well as the relationships between the two and evaluate models and methodologies
against observations of the practices of real organisations. The module will
particularly cover policy making in organisations that operate in an international
arena.

TEACHING AND LEARNING METHODS:

This is a distance learning module delivered at Tutor supported centers requiring the
students to work through a study guide that introduces the subject material and takes
the student through a range of activities and case studies. In these activities students
will be encouraged to reflect on their own work and organisational experiences.
Students will be expected to read the module guide and supported text reading and

UOS BABM Module Descriptors 2009/10 Page 12

complete a range of self study activities to underpin their knowledge and develop
analytical skills in respect to meeting the learning outcomes. All activities have
feedback included.

Students will have access to a local academic Tutor who will offer workshop or online
support. Students will be able to work with other students either on line or in
workshops depending on the nature of the Centre approval. The following outline is
indicative and will vary between Centers.

ASSESSMENT METHODS

The assessment will be by one individual assignment and will include questions on
aspects of strategic management and questions related to a seen case study.

This assessment will address all learning outcomes.

Sequence Assessment Marking Weighting Qualifying Pass

Type Scheme % Mark Mark
001 Assignment Generic 100 35 40

INDICATIVE READING LIST

Primary
De Wit, B. and Meyer, R. (2004) Strategy Process, Content, Context, Third Edition,
International Thomson Publishing.
Whittington, R. (2000) what is Strategy and does it matter? Routledge.

Additional
Cunningham, I. (1994) The Wisdom of Strategic Learning, McGraw-Hill.
Dunning, J. (1993) The Globalisation of Business, McGraw-Hill.
Johnson, G. and Scholes, K. (1993) Exploring Corporate Strategy, Pearson.
Lessem, R. (1989) Global Management Principles, Prentice Hall.
Lynch, R. (1999) Corporate Strategy, Pearson Education.
Machiavelli, N. (1993) The Prince, Wordsworth Editions Ltd, (First Ed 1513)
Morgan, G. (1986) Images of Organisation’, Sage Publications.
Porter, M.E. (1980) Competitive Strategy, Free Press.
Porter, M.E. (1985) Competitive Advantage, Free Press.
Porter, M.E. (1990) The Competitive Advantage Of Nations, Macmillan.
Stacey, R. D. (1996) Strategic Management And Organisational Dynamics, 2nd Ed.,
Pitman Publishing,
Sun Tzu, (1971) ‘The Art Of War’, ed and trans, S.B. Griffith, Oxford University Press,
(originally 500BC).
Von Clausewitz, C. (1976) ‘On War’, ed and trans, M. Howard and P. Paret.
Princeton, NJ:Princeton University Press.
Wilson, D. C. (1994) A Strategy of Change, Routledge.

UOS BABM Module Descriptors 2009/10 Page 13

PROGRAMMES USING THIS MODULE AS CORE/OPTION:

BA Business Management

Franchised: YES

College(s): Model D Partner Colleges

Work based learning: NO

Professional Accreditation: NO

MODULE LEADER:

Dr. Augustus Osseo-Asare

Room 303D, Reg Vardy Centre, St Peter’s, Ext 2347
Email: [email protected]

LEAD DELIVERER

Dr. Augustus Osseo-Asare

Room 303D, Reg Vardy Centre, St Peter’s, Ext 2347
Email: [email protected]

JACS Code: N211N1

UOS BABM Module Descriptors 2009/10 Page 14

TITLE: Contemporary Developments in Business and Management
CODE: SIM337
CREDITS: 20
LEVEL: 3
FACULTY: Business and Law
MODULE BOARD: Top-Up Programme Studies Board
PRE-REQUISITES: None
CO-REQUISITES: None
LEARNING HOURS: 200

LEARNING OUTCOMES
Upon successful completion of this module, students will have demonstrated
Knowledge
1. Critically appraise the different frameworks within which organizational
decisions are made.
2. Evaluate how organisations might respond to external global forces.
Skills
1. Analyse a range of theoretical concepts and apply them to practical business
problems or issues.
2. Assess the factors affecting business performance in international markets.

CONTENT SYNOPSIS
 Evaluation of the political, economic, social, technological and ecological
environment as it affects a range of private and public sector organisations and
businesses.
 Globalisation and its effects on business decision-making.
 Impact of changing political and economic frameworks on the conduct of
organisations (e.g. regulatory oversight, collaborative partnerships, strategic
alliances, etc.).
 Nature of knowledge management and innovation and their effects on the
structure and working practices of organisations.
 Development of trading and political blocs and the effect on enterprise in
organisations operating within those blocs.
 External drivers for change (e.g. growing corporate social responsibility,
governance issues, rapidly changing patterns of innovation, demands for service
quality, etc) and their effect on organization performance sustainability.
 Nature and patterns of investment decisions and their affect on organisational
location, financing and market choice.

UOS BABM Module Descriptors 2009/10 Page 15

EXPANDED CONTENTS
The subjects below will be covered in the workshops. The length of time spent on
each area will vary in order to achieve the learning outcomes for the module. A more
detailed workshop plan will be issued in the module guide.
1. Introduction to the Business Environment
Transformation systems, external and internal environments. Le Pest C,
Porter's 5 Forces, approaches to organisations - classical, human relations,
systems. Organisational structures.
2. Introduction to the International Business Environment
International trade, specialisation, free trade. Barriers to international trade,
quotas, tariffs, exchange controls etc. Balance of payments and patterns of
trade. Globalisation.
3. The Political Environment
Political process and systems, East-West / North-South relationships.
Functions of Government, political action and risk.
4. The Economic Environment
Economic Integration, Trading Blocs, Free Trade, Customs Union, Common
Market, Economic Union.
5. The Socio-Cultural Environment
Elements of culture: language, religion, values, customs, education, diversity.
Business ethics and the concept of corporate social responsibility.
6. The Technological Environment
The influence of technology on international business. Production methods,
High Technology Firms, Internet and E-Commerce.
7. The Legal Environment
International Law, Regulatory Frameworks. Contract, Property, Consumer,
Health and Safety.
8. The Ecological Environment
Environmental Policy, Corporate Responsibility, Eco-Imperialism, Pollution,
Green consumers and firms.
9. Competitive Environment
Competition policy, national and international frameworks. Market structures
- perfect competition, monopoly, imperfect competition, oligopoly.
Competitive analysis, Porter's 5 Forces, Competitive advantage of nations.
10. Knowledge Management
Ideas underpinning knowledge management and innovation. The learning
organization and its effect on the structure and working practices of
organisations.
11. Financial Environment
Currency Markets and Exchange Rates. International Money Markets,
European Monetary Systems, Foreign Investment.
12. International Business Entry
Entry strategies, management roles. Multinationals and international
expansion.

UOS BABM Module Descriptors 2009/10 Page 16

TEACHING AND LEARNING METHODS:
For Distance Learning students:
Directed and undirected reading plus centre-based tutor-support. Lecture/workshops
will be determined by agreement with each study centre.
For On-Campus students:
Lectures and workshop including knowledge input and transfer via discussions,
exercises, and activities:
Workshops 3 hours x 12 = 36 hours
Self-directed study = 164
Total = 200 Hours

ASSESSMENT METHODS
Students will be required to answer examination questions based on their own notes
on the application of elements of the module material to an organization of their
choice.
This assessment will cover all the module learning outcomes.
Assessment 001
Sequence Assessment Marking Weighting Qualifying Pass
Type Scheme Mark Mark
%
001 Exam Yes 100 35 40

INDICATIVE READING LIST –

Recommended text:
Jones, G.R. & George, J.M. (2007). Contemporary Management. McGraw Hill (Fifth
Edition)
Supplementary Reading
Czinkota, M.R., Ronkainen, I.A. and Moffat, M.H. (1999). International Business,
Dryden Press (5th Edition).
Daniels, J.D., Radebaugh, L.H. and Sullivan, D. P. (2004). International Business:
Environments and Operations (10th Edition), Addison Wesley.
Hill, C. W. L., (2003) International Business: Competing in the Global Marketplace
(4th Edition) , Irwin McGraw-Hill
Morrison, J. (2002) The International Business Environment: Diversity and the Global
Economy, Palgrave
Tayeb, M (2000). International Business: Theories, Policies and Practices, FT
Prentice-Hall
Worthington, I. and Britton, C. (2003). The Business Environment (4th Edition), FT
Prentice Hall.

UOS BABM Module Descriptors 2009/10 Page 17

PROGRAMMES USING THIS MODULE AS CORE/OPTION:
BA Business Management
Franchised: No Model D Collaborative
College(s) Model D Partner Colleges
Work based learning: No
Professional Accreditation: No
MODULE LEADER
Mathew Teale. Sunderland Business School, St. Peters Campus, St. Peters Way,
Sunderland. SR6 0DD
Tel: (0191) 515 3103 email: [email protected]
LEAD DELIVERER
Mathew Teale. Sunderland Business School, St. Peters Campus, St. Peters Way,
Sunderland. SR6 0DD
Tel: (0191) 515 3103 email: [email protected]

JACS Code: N200N1

UOS BABM Module Descriptors 2009/10 Page 18

TITLE: Managing Projects
CODE: SIM335
CREDITS: 20
LEVEL: 3
SCHOOL: Business, Law and Psychology
PRE-REQUISITES: None
CO-REQUISITES: None
LEARNING HOURS: 200 hours, the nature of which is specified in the
student guide

LEARNING OUTCOMES:
Upon successful completion of this module, students will be able to;

Knowledge
1. Critically evaluate and apply a range of skills and techniques associated with the
management of projects
2. Demonstrate capability to evaluate projects from a financial, human resource and
time related perspective
3. Appreciate the requirements for control and the application of control
mechanisms
4. Critically evaluate the relationship between time, cost and quality and understand
the alternate approaches available for managing them.

Skills
1. Demonstrate critical thinking and analysis skills
2. Demonstrate ability to apply and evaluate tools and techniques associated with
the management of projects
3. Demonstrate reporting and diagnostic skills

CONTENT SYNOPSIS:
The module will define the nature of projects and their management. Various aspects
will be considered including financial control and management of risk, human
resource elements (building and leading a multi disciplinary tem) and the control of
time. The module will examine the integration of time, cost and quality aspects of
projects through the application of relevant tools and techniques.

TEACHING AND LEARNING METHODS:

Directed and undirected reading plus centre based tutor support.

ASSESSMENT METHODS:
Summative assessment
The module will be assessed by a two part single integrative individual assignment
and this will test all learning outcomes from the module. This will be the production
and analysis of a network diagram together with a report on a real scenario that will
define how to fully manage a specific project to achieve the goals set out in the
assessment. This will allow students to demonstrate their learning in respect of
management of resources generally but in particular elements of time, finance and
human resource

Formative Assessment
Students will be required to complete and submit a selection of activities from the
course materials and receive feedback on progress from an allocated Tutor

UOS BABM Module Descriptors 2009/10 Page 19

INDICATIVE READING LIST:
Key Text
Field M. & Keller R. (1998) Project Management, The Open University
Supporting Texts
Burke, R. (1999) Project Management; Planning and Control Techniques (3rd Ed.),
Wiley, Chichester.
Nicholas J.M. (2004) Project Management for Business and Engineering – Principles
& Practice (2nd Ed.) Elsevier
Maylor, H. (2003) Project Management (3rd. Ed.) Prentice Hall Financial Times
Boddy D. (2002) Managing Projects – Building and Leading the Team, Prentice Hall
Financial Times

PROGRAMMES USING THIS MODULE AS CORE/OPTION:

BA Business and Management
BA Accounting and Financial Management

MODULE LEADER
Dr Boon Tan
Telephone: 0191 515 2350
Email: [email protected]

Code: SIM335

Amplified Content

1. Project Concepts
Introduction to / overview of the management of projects.

2. Planning and Monitoring Tools and Techniques

Processes and tools for project plan development.
Resource planning.
Techniques and systems for project plan execution.
Project quality assurance systems.
Planning for the co-ordination of changes during projects.

3. The Management of Project Cost and Risk

The analysis and allocation of risk
The preparation of formal project proposals
Management of project cash flows

4. Project Team Structuring

a) Choosing suitable project team structures.
b) Project human resource management.

5. Project Control
The planning and control cycle.
Application of tools and techniques for scheduling project activities, monitoring
progress, managing variations and slippage, updating and controlling project time
and quality.
Management of project cash flows and incentives.

UOS BABM Module Descriptors 2009/10 Page 20