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Business Management
Business Management can be defined as the process of leading and directing all or part of an organisation, through the deployment and manipulation of resources (human, financial, material, intellectual or intangible).
Managers must also measure the performance of the organisation on a regular basis, review business strategies and plans, and ensure the appropriate actions are taken to meet the organisation's goals.
About Business Management Course
Management and Leadership are vital to organisational success in today's challenging global environment. It is the role of management to conceive and initiate strategies that create and sustain competitive differentiation and advantage.
This Business Management course has been designed to take you through the key concepts that underpin good management and ensure that you have the requisite knowledge to promote organisational success.
On completion of your course, you will receive two certificates:
Certificate 1 is issued by Stonebridge Associated Colleges: Business Management Diploma
Business Management Diploma issued by Stonebridge Associated Colleges, to view a sample of the college’s award, please click here.
Certificate 2 is issued by Quality Licence Scheme: Level 3 Business Management Certificate of Achievement
At the end of this course successful learners will be given the option to receive a Certificate of Achievement from the Quality Licence Scheme and a Learner Unit Summary (which lists the components the learner has completed as part of the course).
The course has been endorsed under the Quality Licence Scheme. This means that Stonebridge Associated Colleges has undergone an external quality check to ensure that the organisation and the courses it offers, meet defined quality criteria. The completion of this course alone does not lead to a regulated qualification* but may be used as evidence of knowledge and skills gained. The Learner Unit Summary may be used as evidence towards Recognition of Prior Learning if you wish to progress your studies in this subject. To this end the learning outcomes of the course have been benchmarked at Level 3 against level descriptors published by Ofqual, to indicate the depth of study and level of demand/complexity involved in successful completion by the learner.
The course itself has been designed Stonebridge Associated Colleges to meet specific learners’ and/or employers’ requirements which cannot be satisfied through current regulated qualifications. The Quality Licence Scheme endorsement involves robust and rigorous quality audits by external auditors to ensure quality is continually met. A review of courses is carried out as part of the endorsement process.
The Quality Licence Scheme is part of the Skills and Education Group, a charitable organisation that unites education and skills-orientated organisations that share similar values and objectives. With more than 100 years of collective experience, the Skills and Education Group’s strategic partnerships create opportunities to inform, influence and represent the wider education and skills sector.
The Skills and Education Group also includes two nationally recognised awarding organisations; Skills and Education Group Awards and Skills and Education Group Access. Through our awarding organisations we have developed a reputation for providing high-quality qualifications and assessments for the education and skills sector. We are committed to helping employers, organisations and learners cultivate the relevant skills for learning, skills for employment, and skills for life.
Our knowledge and experience of working within the awarding sector enables us to work with training providers, through the Quality Licence Scheme, to help them develop high-quality courses and/or training programmes for the non-regulated market.
*Regulated qualification refers to those qualifications that are regulated by Ofqual / CCEA / Qualification Wales
To view a sample of the Certificate of Achievement, please click here.
Requirements for Entry
There is no experience or previous qualifications required for enrolment on this course. It is available to all students, of all academic backgrounds.
Professional Membership
On completion of this course you will be eligible to join the following Professional Associations(s):
On successful completion of your course your qualification is awarded. You will receive an attractively presented Diploma or Certificate issued by Stonebridge Associated Colleges, this will also allow you to use the letters SAC. Dip. or SAC. Cert. after your name.
Stonebridge Associated Colleges is one of the leading (and biggest) distance education colleges in the U.K and internationally. We have many thousands of students studying with us at any one time from locations all over the world. Our diplomas will always count towards your future, and will improve your prospects of future employment or higher level study etc. by proving that you have studied to a certain level, that you have proficiency in your chosen subjects and that you are interested in your field of choice. Education is always an investment in your future and you will find this to be the case with our qualifications in your jurisdiction.
Unit 1 - Managing and Leadership
'Management is a practice rather than a science.' This is somewhat self-evident, but to try to make rules for successful management, in the same way as a chemical process, ignores the main element of variability -- namely the people involved. The activities and the role of a manager will vary depending on the organisation and its culture. In this unit you will review the key characteristics of management and leadership whilst looking at the range of styles of management that are employed in the modern day workplace.
By the end of this unit you will be able to:
- Describe the key differences between management and leadership
- Describe the main components of the role of manager
- Identify the main components of the role of leader
- Discuss a range of management styles.
Unit 2 - Performance at Work
In assessing training needs, you need to take into account both the needs of the organisation as well as the aspirations of the individual. Training solutions include custom-built courses, external courses, open learning, education programmes, secondment, coaching, on-the-job instruction and computer-based training. In evaluating training, senior management must consider internal measures (whether the training achieved the specified learning objectives), external measures (whether the training resulted in improved performance at work), and its general cost effectiveness (whether it added value to the company or organisation). These are some of the factors you will consider throughout this unit.
By the end of this unit you will be able to:
- Describe ways of identifying training needs
- Recognise potential solutions to identified training needs
- Describe methods for monitoring training
- Identify methods for reviewing the performance of individuals
- Understand discipline and grievance procedures
- Describe strategies to support employees in improving their performance.
Unit 3 - Working, Planning and Organisation
Many businesses operate a traditional strategy in their approach to planning, mainly because their activities are relatively predictable and regular. With an agreed strategy, a detailed plan can be produced with short, medium and long-term goals, with details of what has to happen, who is involved, when it should happen, how it should happen, where it should happen, and why. In this unit, you will examine a number of tools and approaches which can be used to plan business activities, develop organisational strategies and analyse work tasks.
By the end of this unit you will be able to:
- Recognise and describe strategies and plans
- Recognise planning tools
- Describe effectiveness and efficiency methods
- Identify and use organisational analysis techniques
- Recognise and understand method study
- Recognise and understand process charts
Unit 4 - Motivating the Workforce
Delivering a good performance at work has been shown to be a function of ability, experience, reward and, above all, motivation. We are purposive beings and we continually select goals which are important to us and seek to achieve them. It is this goal-directed activity we call motivation. Given the importance of employees as an organisational resource, it is obviously crucial that managers should understand the nature of motivation so that they can better manage those forces, both internal and external to individuals, that lead some to apply only minimal effort to their work tasks while others expend much greater effort and consequently are much more productive.
By the end of this unit you will be able to:
- Define motivation and explain the importance to managers of understanding it
- Explain how motivation theories are classified into content theories and process theories
- Explain Taylorism and its motivational implications
- Understand the motivational implications of the Hawthorne experiments
- Appreciate Maslow's hierarchy of needs and its motivational implications
- Explain Herzberg's two-factor theory and its motivational implications
- Describe expectancy theory and its motivational implications
- Understand equity theory and its motivational implications
Unit 5 - Human Resource Management
Human resource management (HRM) is regarded by Porter as one of the primary activities in an organisation. It is responsible for one of the key inputs of the transformation process and it is also involved in all other functions and activities as they all have a human element. HRM is concerned with all aspects of people management in organisations, from the initial contact through to termination of employment (and beyond in some cases). The management of people in organisations is becoming more widely recognised as a factor critical to organisational success (Storey, 1992, p. 46). The workforce can be regarded as an organisation's greatest asset and is crucial in achieving and sustaining competitive advantage.
In this unit, we consider the background to and philosophy of HRM and will concentrate on some of the tasks carried out that can influence the effectiveness of people within the work environment.
By the end of this unit you will be able to:
- Distinguish between the concepts of personnel management and HRM
- Describe Human Resource Planning
- Outline recruitment and selection processes and methods
- Describe the stages in the training cycle
- Explain the role of assessment and appraisal
- Outline the main factors in employer/employee relations and the role of unions
- Identify the value of HRM procedures that are grounded in a legislative framework
Unit 6 - Business Strategies
Every year in Britain thousands of new businesses are created. A few will grow to become global companies employing thousands of people, others will never make the world stage; in fact, the majority will cease trading within two or three years.
In this unit, we look at some of the tools that we can use to decide on the strategy. As you will see, the tools we describe are those which link the various functions of the business and are to do with operating the business as a complete organisation rather than as a collection of functions or departments. The business strategy concerns the overall direction of the organisation. Here, we consider the operational or functional strategies that contribute to the business strategy.
We start by looking at key issues involved in setting strategy and at a process for choosing the strategy.
By the end of this unit you will be able to:
- Explain how businesses need to align their objectives and capabilities with the needs of their customers and with the environment
- Define examples of business objectives, mission and value statements
- Understand how the business environment provides opportunities for the business but also limit its freedom of action
- Describe a range of business strategies and explain the circumstances in which they might be appropriate for a business
- Describe how an organisation copes with an uncertain future and responds to complex environmental change.
For a more detailed syllabus on this course, click here.
Assessment Method
After each lesson there will be a question paper, which needs to be completed and submitted to your personal tutor for marking. This method of continual assessment ensures that your personal tutor can consistently monitor your progress and provide you with assistance throughout the duration of the course.
What's Included
- All study materials
- Study Guide
- Full Tutor and Admin support
- The course fee includes the awarding body registration and certification fee (valued at up to £30.00).
What's Included
- All study materials
- Study Guide
- Full Tutor and Admin support
- The course fee includes the awarding body registration and certification fee (valued at up to £30.00).
OUR PASS RATE
Business and HR
97.5%
(National Average 51.8%)
Business Management
Business Management can be defined as the process of leading and directing all or part of an organisation, through the deployment and manipulation of resources (human, financial, material, intellectual or intangible).
Managers must also measure the performance of the organisation on a regular basis, review business strategies and plans, and ensure the appropriate actions are taken to meet the organisation's goals.
About Business Management Course
Management and Leadership are vital to organisational success in today's challenging global environment. It is the role of management to conceive and initiate strategies that create and sustain competitive differentiation and advantage.
This Business Management course has been designed to take you through the key concepts that underpin good management and ensure that you have the requisite knowledge to promote organisational success.
Business and HR
OUR PASS RATE
(National Average 51.8%)
97.5%
On completion of your course, you will receive two certificates:
Certificate 1 is issued by Stonebridge Associated Colleges: Business Management Diploma
Business Management Diploma issued by Stonebridge Associated Colleges, to view a sample of the college’s award, please click here.
Certificate 2 is issued by Quality Licence Scheme: Level 3 Business Management Certificate of Achievement
At the end of this course successful learners will be given the option to receive a Certificate of Achievement from the Quality Licence Scheme and a Learner Unit Summary (which lists the components the learner has completed as part of the course).
The course has been endorsed under the Quality Licence Scheme. This means that Stonebridge Associated Colleges has undergone an external quality check to ensure that the organisation and the courses it offers, meet defined quality criteria. The completion of this course alone does not lead to a regulated qualification* but may be used as evidence of knowledge and skills gained. The Learner Unit Summary may be used as evidence towards Recognition of Prior Learning if you wish to progress your studies in this subject. To this end the learning outcomes of the course have been benchmarked at Level 3 against level descriptors published by Ofqual, to indicate the depth of study and level of demand/complexity involved in successful completion by the learner.
The course itself has been designed Stonebridge Associated Colleges to meet specific learners’ and/or employers’ requirements which cannot be satisfied through current regulated qualifications. The Quality Licence Scheme endorsement involves robust and rigorous quality audits by external auditors to ensure quality is continually met. A review of courses is carried out as part of the endorsement process.
The Quality Licence Scheme is part of the Skills and Education Group, a charitable organisation that unites education and skills-orientated organisations that share similar values and objectives. With more than 100 years of collective experience, the Skills and Education Group’s strategic partnerships create opportunities to inform, influence and represent the wider education and skills sector.
The Skills and Education Group also includes two nationally recognised awarding organisations; Skills and Education Group Awards and Skills and Education Group Access. Through our awarding organisations we have developed a reputation for providing high-quality qualifications and assessments for the education and skills sector. We are committed to helping employers, organisations and learners cultivate the relevant skills for learning, skills for employment, and skills for life.
Our knowledge and experience of working within the awarding sector enables us to work with training providers, through the Quality Licence Scheme, to help them develop high-quality courses and/or training programmes for the non-regulated market.
*Regulated qualification refers to those qualifications that are regulated by Ofqual / CCEA / Qualification Wales
To view a sample of the Certificate of Achievement, please click here.
Requirements for Entry
There is no experience or previous qualifications required for enrolment on this course. It is available to all students, of all academic backgrounds.
Professional Membership
On completion of this course you will be eligible to join the following Professional Associations(s):
On successful completion of your course your qualification is awarded. You will receive an attractively presented Diploma or Certificate issued by Stonebridge Associated Colleges, this will also allow you to use the letters SAC. Dip. or SAC. Cert. after your name.
Stonebridge Associated Colleges is one of the leading (and biggest) distance education colleges in the U.K and internationally. We have many thousands of students studying with us at any one time from locations all over the world. Our diplomas will always count towards your future, and will improve your prospects of future employment or higher level study etc. by proving that you have studied to a certain level, that you have proficiency in your chosen subjects and that you are interested in your field of choice. Education is always an investment in your future and you will find this to be the case with our qualifications in your jurisdiction.
Unit 1 - Managing and Leadership
'Management is a practice rather than a science.' This is somewhat self-evident, but to try to make rules for successful management, in the same way as a chemical process, ignores the main element of variability -- namely the people involved. The activities and the role of a manager will vary depending on the organisation and its culture. In this unit you will review the key characteristics of management and leadership whilst looking at the range of styles of management that are employed in the modern day workplace.
By the end of this unit you will be able to:
- Describe the key differences between management and leadership
- Describe the main components of the role of manager
- Identify the main components of the role of leader
- Discuss a range of management styles.
Unit 2 - Performance at Work
In assessing training needs, you need to take into account both the needs of the organisation as well as the aspirations of the individual. Training solutions include custom-built courses, external courses, open learning, education programmes, secondment, coaching, on-the-job instruction and computer-based training. In evaluating training, senior management must consider internal measures (whether the training achieved the specified learning objectives), external measures (whether the training resulted in improved performance at work), and its general cost effectiveness (whether it added value to the company or organisation). These are some of the factors you will consider throughout this unit.
By the end of this unit you will be able to:
- Describe ways of identifying training needs
- Recognise potential solutions to identified training needs
- Describe methods for monitoring training
- Identify methods for reviewing the performance of individuals
- Understand discipline and grievance procedures
- Describe strategies to support employees in improving their performance.
Unit 3 - Working, Planning and Organisation
Many businesses operate a traditional strategy in their approach to planning, mainly because their activities are relatively predictable and regular. With an agreed strategy, a detailed plan can be produced with short, medium and long-term goals, with details of what has to happen, who is involved, when it should happen, how it should happen, where it should happen, and why. In this unit, you will examine a number of tools and approaches which can be used to plan business activities, develop organisational strategies and analyse work tasks.
By the end of this unit you will be able to:
- Recognise and describe strategies and plans
- Recognise planning tools
- Describe effectiveness and efficiency methods
- Identify and use organisational analysis techniques
- Recognise and understand method study
- Recognise and understand process charts
Unit 4 - Motivating the Workforce
Delivering a good performance at work has been shown to be a function of ability, experience, reward and, above all, motivation. We are purposive beings and we continually select goals which are important to us and seek to achieve them. It is this goal-directed activity we call motivation. Given the importance of employees as an organisational resource, it is obviously crucial that managers should understand the nature of motivation so that they can better manage those forces, both internal and external to individuals, that lead some to apply only minimal effort to their work tasks while others expend much greater effort and consequently are much more productive.
By the end of this unit you will be able to:
- Define motivation and explain the importance to managers of understanding it
- Explain how motivation theories are classified into content theories and process theories
- Explain Taylorism and its motivational implications
- Understand the motivational implications of the Hawthorne experiments
- Appreciate Maslow's hierarchy of needs and its motivational implications
- Explain Herzberg's two-factor theory and its motivational implications
- Describe expectancy theory and its motivational implications
- Understand equity theory and its motivational implications
Unit 5 - Human Resource Management
Human resource management (HRM) is regarded by Porter as one of the primary activities in an organisation. It is responsible for one of the key inputs of the transformation process and it is also involved in all other functions and activities as they all have a human element. HRM is concerned with all aspects of people management in organisations, from the initial contact through to termination of employment (and beyond in some cases). The management of people in organisations is becoming more widely recognised as a factor critical to organisational success (Storey, 1992, p. 46). The workforce can be regarded as an organisation's greatest asset and is crucial in achieving and sustaining competitive advantage.
In this unit, we consider the background to and philosophy of HRM and will concentrate on some of the tasks carried out that can influence the effectiveness of people within the work environment.
By the end of this unit you will be able to:
- Distinguish between the concepts of personnel management and HRM
- Describe Human Resource Planning
- Outline recruitment and selection processes and methods
- Describe the stages in the training cycle
- Explain the role of assessment and appraisal
- Outline the main factors in employer/employee relations and the role of unions
- Identify the value of HRM procedures that are grounded in a legislative framework
Unit 6 - Business Strategies
Every year in Britain thousands of new businesses are created. A few will grow to become global companies employing thousands of people, others will never make the world stage; in fact, the majority will cease trading within two or three years.
In this unit, we look at some of the tools that we can use to decide on the strategy. As you will see, the tools we describe are those which link the various functions of the business and are to do with operating the business as a complete organisation rather than as a collection of functions or departments. The business strategy concerns the overall direction of the organisation. Here, we consider the operational or functional strategies that contribute to the business strategy.
We start by looking at key issues involved in setting strategy and at a process for choosing the strategy.
By the end of this unit you will be able to:
- Explain how businesses need to align their objectives and capabilities with the needs of their customers and with the environment
- Define examples of business objectives, mission and value statements
- Understand how the business environment provides opportunities for the business but also limit its freedom of action
- Describe a range of business strategies and explain the circumstances in which they might be appropriate for a business
- Describe how an organisation copes with an uncertain future and responds to complex environmental change.
For a more detailed syllabus on this course, click here.
Assessment Method
After each lesson there will be a question paper, which needs to be completed and submitted to your personal tutor for marking. This method of continual assessment ensures that your personal tutor can consistently monitor your progress and provide you with assistance throughout the duration of the course.
What's Included
- All study materials
- Study Guide
- Full Tutor and Admin support
- The course fee includes the awarding body registration and certification fee (valued at up to £30.00).
What's Included
- All study materials
- Study Guide
- Full Tutor and Admin support
- The course fee includes the awarding body registration and certification fee (valued at up to £30.00).
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