Unit Plan Paper P5: Integrated Management

Paper P5 Integrated Management

Learning Outcomes
Explain the process of strategy formulation Discuss concepts in contemporary thinking on strategic management Apply tools for strategic analysis appropriately Explain the purpose and principles of good corporate governance Explain the process of strategy formulation Discuss concepts in contemporary thinking on strategic management Apply tools for strategic analysis appropriately Explain the purpose and principles of good corporate governance Explain the process of strategy formulation Discuss concepts in contemporary thinking on strategic management Apply tools for strategic analysis appropriately Explain the purpose and principles of good corporate governance Explain the process of strategy formulation Discuss concepts in contemporary thinking on strategic management Apply tools for strategic analysis appropriately Explain the purpose and principles of good corporate governance Evaluate different organisational structures Discuss concepts in contemporary thinking on strategic management Evaluate different organisational structures Discuss concepts in contemporary thinking on strategic management Evaluate different organisational structures Discuss concepts in contemporary thinking on strategic management Evaluate different organisational structures Discuss concepts in contemporary thinking on strategic management

Unit
1

Topics
Chapter 1 The Nature of Strategic Management 1.1 What is strategy? 1.2 A model of the rational strategy process 1.3 Approaches to formulating strategy 1.4 Alternatives to the rational strategy approach 1.5 Resource-based versus positioning view of strategy 1.6 Stakeholders

Class Questions

Home Work Questions

1.2

1.7 Mission 1.8 Setting strategic objectives

1.5

1.9 1.10 1.11 1.12

Critical success factors Meeting shareholder objectives Competing objectives *Corporate governance

Chapter 2 Strategy, structure and culture 2.1 *Strategy and structure 2.2 Organisational structure 2.2 Organisational structure cont, 2.3

2.3 Organisational culture

2.4 *Improving effectiveness 2.5 *The network organisation

Chapter and Question references relate to CIMAs Official Study Systems, the only texts written and endorsed by the CIMA Faculty. Extracted from the CIMA Lecturer Resource Kit for the new 2005 CIMA syllabus. For more information on the use or adoption of CIMAs Official Study Systems, or to gain full access to the Lecturer Resource Kit, please contact Caron Horsgood. Tel: 01865 314948 c.horsgood@elsevier.com. www.cimapublishing.com Elsevier 2005. All rights reserved.

Unit Plan Paper P5: Integrated Management

Learning Outcomes
Discuss concepts in contemporary thinking on strategic management Evaluate competitive situations and apply this knowledge to the organisation Explain the importance of business ethics and corporate governance to the organisation and its stakeholders Discuss concepts in contemporary thinking on strategic management Evaluate competitive situations and apply this knowledge to the organisation Explain the importance of business ethics and corporate governance to the organisation and its stakeholders Identify a project and its attributes Apply suitable structures and frameworks to projects to identify common management issues Identify the characteristics of each phase in the project process Identify the strategy and scope for the project Demonstrate the role of key stakeholders in the project Identify stakeholder groups and recommend basic strategies for the management of their perceptions and expectations Identify structural and leadership issues that will be faced in managing a project team Demonstrate the role of key stakeholders in the project Identify stakeholder groups and recommend basic strategies for the management of their perceptions and expectations Identify structural and leadership issues that will be faced in managing a project team Produce a basic outline of the process of project management Identify the characteristics of each phase in the project process

Unit
9

Topics
Chapter 3Contemporary thinking on strategy 3.1 *Trends in general management and structure of organisations 3.2 *New patterns of employment

Class Questions

Home Work Questions

10

3.3 Competition 3.4 An ecological perspective 3.5 Social responsibility 3.6 *Shareholder wealth and ethics

3.3

3.5

11

12

Chapter 4 Projects 4.1 Definition 4.2 Characteristics of a project 4.3 The project life-cycle 4.4 The project as a conversion process 4.5 Examples of projects 4.6 Why some projects fail 4.7 *Strategy and scope Chapter 5 People and projects 5.1 Introduction 5.2 The roles of the project manager 5.3 The responsibilities of the project manager 5.4 The skills of the project manager

5.4

13

Chapter 5 People and projects 5.5 Project teams 5.6 Problems of team-working 5.7 Project management and team-building 5.8 *Project stakeholders 5.9 *Projects and organisation structure

5.5

14

Chapter 6 The project management process 6.1 Introduction 6.2 A definition of project management 6.3 The project management process 6.4 Project planning 6.5 Project objective constraints

Chapter and Question references relate to CIMAs Official Study Systems, the only texts written and endorsed by the CIMA Faculty. Extracted from the CIMA Lecturer Resource Kit for the new 2005 CIMA syllabus. For more information on the use or adoption of CIMAs Official Study Systems, or to gain full access to the Lecturer Resource Kit, please contact Caron Horsgood. Tel: 01865 314948 c.horsgood@elsevier.com. www.cimapublishing.com Elsevier 2005. All rights reserved.

Unit Plan Paper P5: Integrated Management

Learning Outcomes
Produce a basic project plan, recognizing the effects of uncertainty and recommending strategies for dealing with this uncertainty, in the context of a simple project

Unit
15

Topics
Chapter 7 Identifying and selecting projects 7.1 Setting project objectives 7.2 Identifying project proposals 7.3 Formation of project proposals 7.4 Setting project requirements 7.5 The feasibility study 7.6 *Types of cost 7.7 Risk sensitivity 7.8 Financial evaluation techniques 7.9 Risk and uncertainty 7.10 SWOT analysis Chapter 8 Performing the project 8.1 Introduction 8.2 *Planning the project 8.3 Performing the project 8.4 Monitoring and controlling the project 8.5 Project closure 8.6 *Post-completion review and audit

Class Questions

Home Work Questions

7.4 7.5

Identify methodologies and systems used by professional project managers Recommend appropriate project control systems Evaluate, through selected review and audit, the learning outcomes of a project Evaluate the process of continuous improvement to projects Distinguish the key tools and techniques that would need to be applied in the project process, including the evaluation of proposals

16

8.4

17

Explain the concepts of power, bureaucracy, authority, responsibility, leadership and delegation Analyse the relationship between managers and their subordinates Discuss the importance of national cultures to management style Identify methods of conducting research and gathering data as part of the management process Explain the concepts of power, bureaucracy, authority, responsibility, leadership and delegation Analyse the relationship between managers and their subordinates Discuss the importance of national cultures to management style Identify methods of conducting research and gathering data as part of the management process

18

Chapter 9 Project management tools 9.1 Introduction 9.2 The planning process 9.3 Gantt charts 9.4 Network analysis 9.5 *An alternative method: activity on a node 9.6 * PERT 9.7 *Project management software Chapter 10 Management 10.1 Power, authority, responsibility and delegation 10.2 The characteristics of leaders and managers 10.3 Personality trait theories of leadership

9.2

9.3 9.4

10.4

19

10.4 Management styles 10.5 Contingency theories of leadership 10.6 Situational leadership styles

Chapter and Question references relate to CIMAs Official Study Systems, the only texts written and endorsed by the CIMA Faculty. Extracted from the CIMA Lecturer Resource Kit for the new 2005 CIMA syllabus. For more information on the use or adoption of CIMAs Official Study Systems, or to gain full access to the Lecturer Resource Kit, please contact Caron Horsgood. Tel: 01865 314948 c.horsgood@elsevier.com. www.cimapublishing.com Elsevier 2005. All rights reserved.

Unit Plan Paper P5: Integrated Management

Learning Outcomes
Explain the concepts of power, bureaucracy, authority, responsibility, leadership and delegation Analyse the relationship between managers and their subordinates Discuss the importance of national cultures to management style Identify methods of conducting research and gathering data as part of the management process Analyse the relationship between managers and their subordinates Discuss the role of negotiation and communication in the management process both within an organisation and with external bodies Explain how groups form within organisations and how this affects performance Construct a set of tools for managing individuals, teams and networks Analyse the relationship between managers and their subordinates Discuss the role of negotiation and communication in the management process both within an organisation and with external bodies Explain how groups form within organisations and how this affects performance Construct a set of tools for managing individuals, teams and networks Analyse the relationship between managers and their subordinates Demonstrate personal time management skills Explain the process of mentoring junior colleagues Analyse the relationship between managers and their subordinates Demonstrate personal time management skills Explain the process of mentoring junior colleagues Analyse the relationship between managers and subordinates Construct a set of tools for managing individuals, teams and networks, and for managing group conflict Recommend ways to deal effectively with discipline problems Analyse the relationship between managers and subordinates Construct a set of tools for managing individuals, teams and networks, and for managing group conflict Recommend ways to deal effectively with discipline problems

Unit
20

Topics
10.7 Classical and contemporary theories of management 10.8 Managing in different cultures 10.9 *Information gathering

Class Questions

Home Work Questions

21

Chapter 11 Management of groups 11.1 Behaviour in work groups

11.4

22

11.2 11.3 11.4 11.5 11.6 11.7 11.8 11.9

*Communication Project meetings *Effective meetings The roles of team members in meetings *Problems with meetings Post-project evaluation meeting Project reporting Negotiation

11.5

23

Control systems in organisations 12.1 Objectives of internal control systems 12.2 Internal control systems 12.3 Levels of control 12.4 Effective control systems 12.5 *An example of a control system in practice 12.6 *Health and Safety 12.7 *Dismissal, redundancy and job insecurity 12.8 *Time management 12.9 *Mentoring 13.1 Conflict in organisations 13.2

12.5

24

12.2

25

26

13.2 *Discipline

12.4

Chapter and Question references relate to CIMAs Official Study Systems, the only texts written and endorsed by the CIMA Faculty. Extracted from the CIMA Lecturer Resource Kit for the new 2005 CIMA syllabus. For more information on the use or adoption of CIMAs Official Study Systems, or to gain full access to the Lecturer Resource Kit, please contact Caron Horsgood. Tel: 01865 314948 c.horsgood@elsevier.com. www.cimapublishing.com Elsevier 2005. All rights reserved.

Unit Plan Paper P5: Integrated Management

* Denotes areas that could be designated self study if the full 26 units are not available

Chapter and Question references refer to CIMAs Official Study Systems, the only texts written and endorsed by the CIMA Faculty. Unit plan extracted from CIMA Lecturer Resource Kit. Kits are supplied on CDROM and contain Lecture Plans and extensive Powerpoint slides. Their use ensures that all the learning outcomes of the new syllabus are covered in tuition sessions. They provide tutors with confidence, structure and reduced preparation time in teaching the new CIMA syllabus. Use is granted free of charge for teaching purposes to colleges adopting CIMA Official Study Systems as the core reading for the module. For more information on the use or adoption of CIMAs Official Study Systems, or to gain full access to the lecturer support material, please contact Caron Horsgood. Tel: 01865 314948 c.horsgood@elsevier.com www.cimapublishing.com

Chapter and Question references relate to CIMAs Official Study Systems, the only texts written and endorsed by the CIMA Faculty. Extracted from the CIMA Lecturer Resource Kit for the new 2005 CIMA syllabus. For more information on the use or adoption of CIMAs Official Study Systems, or to gain full access to the Lecturer Resource Kit, please contact Caron Horsgood. Tel: 01865 314948 c.horsgood@elsevier.com. www.cimapublishing.com Elsevier 2005. All rights reserved.