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Address key
issues in The Management of Quality.
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Apply the
‘equity’ theory to work situation from a ‘differentiation perspective’,
rather than an ‘equality perspective’;
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Appropriately define organisational structure;
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Classify
plans;
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Critically
appraise existing motivation strategy within their organisations,
identifying and addressing gaps;
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Define
planning;
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Demonstrate
an awareness of the fundamental issues associated with Organisational
design and their implications for effective organisational functioning;
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Demonstrate
an awareness of the relationship between organisational structure and
leadership, on the one hand, and organisational flexibility, on the
other;
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Demonstrate
an exceptional ability in planning organisational crucial activities;
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Demonstrate
an understanding of the concept of motives and their value in
organisational and subsystem effectiveness;
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Demonstrate
how popular motivation theories have contributed to our understanding of
worker behaviour;
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Demonstrate
the need to balance the ‘individualist’ and ‘collectivist’ perspectives
in their application to motivation;
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Demonstrate
their ability to encourage the type of superior-subordinate relationship
that will be conducive to organisational success;
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Demonstrate
their appreciation of the need for a variance in intrinsic and extrinsic
values if motivation;
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Design an
organisation adhering to the principles of horizontal and vertical
relationship;
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Determine
the issues involved in operational plan;
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Determine
the underlying concepts of Strategic Planning;
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Differentiate between standing and single-use plan.
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Discuss the
co-ordinating mechanism in a simple structure;
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Discuss the
various components of operations management;
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Discuss,
with confidence, the planning hierarchy;
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Distinguish
between different organisational structures;
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Distinguish
between fundamental types of structure;
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Distinguish
between organismic and mechanistic structures;
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Distinguish
between strategic planning and operational or business planning.
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Distinguish
between the different sets of motivation theories, notably content,
process and reinforcement;
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Distinguish
between the different types of matrix structures;
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Draft a
strategic plan for their organisation incorporating therein the key
components.
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Draft an
operational or business plan for their organisation.
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Establish
the relationship between planning and organisational control.
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Evaluate the
appropriateness of the application of particular theoretical aspects of
motivation to specific situations;
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Explain the
approaches to organisational design;
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Explain the
concept of informal plan.
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Follow the
common trends in the popular motivation theories;
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Formulate a
comprehensive motivation strategy;
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Formulate a
workable motivation strategy;
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Identify an
organisational structure from verbal description;
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Identify
horizontal relationships in organisational design;
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Identify the
various contingency factors in planning to prepare their organisation
for any unforeseen or unexpected circumstances;
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Illustrate
communication channels in an organisational chart;
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Illustrate
how the contingency approach to motivation might be applied to different
situations;
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Illustrate
lines of authority in an organisational chart;
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Illustrate
the effect of organisational structure on communication within an
organisation;
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Illustrate
the strategic planning process.
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Illustrate
their ability to design an appropriate organisational structure that
takes account of contingent internal and external environmental factors;
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Indicate the
importance of vertical and horizontal relationships in organisational
design;
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Indicate the
part that training and development play in worker motivation;
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Know the
characteristics of planning.
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Know the
concept of, and prepare a tactical plan for their organisation.
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Know the
different purposes of planning.
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Know the
right period for doing strategic planning.
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Locate
performance related pay, productivity bonuses and other remuneration
inducement within existing motivation theory;
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Manage the
motivation process, taking account of the differences in preferences and
expectation of workers;
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Manage the
process of motivation, taking account of socio cultural and economic
differences;
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Match the
organisational design approach with the level of development of the
organisation;
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Name the
fundamental organisational structures and their variations;
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Outline,
with examples, Mintzberg’s ‘Bases of Co-ordinating’;
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Prepare a
plan incorporating all the necessary requirements;
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Provide
examples of different bases of divisional structure;
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Provide the
bases for structural contingencies;
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Recommend
the most appropriate structure for an organisation, taking contingent
factors into account;
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Show the
vertical relationships in an organisational chart;
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Suggest the
approaches which might be adopted in designing an organisation;
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Translate
motivation theory into practice;
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Translate
the positive and negative factors of particular types of structure to
the design of an organisation which will enhance the effectiveness of an
enterprise;
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Undertake
tests to check the quality of their organisation’s strategic plan;
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Use the
different strategic planning tools in preparing their organisation’s
strategic plan.