Due is 12hour

on time Well

BM1202Management Lab and Business Skills

Individual coursework CW3 instructions

Principles and summary

This is a major individual piece of coursework which offers you the chance to draw on the various

activities within the module.

You should aim to write this as an essay of up to 2000 words. There are four parts to the

coursework and each carries equal weight when we mark it. You should provide references using

the Harvard system and the reference list is not included in the word count. You must follow

some important principles of good scholarship: you need to cite your references, consider

whether sources which you draw on are valuable, trustworthy and relevant, and you should keep

direct quotes from other sources to a minimum and make it very clear when you do include such

quotes.

In producing this coursework we would like you to demonstrate:

• That you can produce a significant and well structured piece of written work, and draw on

sources that you find and interpret yourself (skills seminars weeks 7 and 8)

• That you can interpret management theory and consider how to apply it to practical

examples (lectures weeks 2 and 4)

The particular sessions and lectures mentioned above do not constitute an exhaustive list and you

can draw on any part of the module or indeed of any other module within your course.

We will use plagiarism detection software to check submissions for this coursework.

Choosing a function

For this coursework you should focus on one of the following eight functions within a business.

These are the same functions that are used in the Millcaster exercise that starts in week 6. It is up to

you whether to write about the same function that you will be working in within Millcaster but you

may find it useful to agree with other members of your team at an early stage of the term, which

function each of you will be performing.

ACC: Accounting and finance

CAL: Coordination and legal

CSR: Corporate social responsibility

DGI: Design and innovation

HUM: Human resources

ISP: Information systems and project management

MKS: Marketing and sales

PSC: Procurement and supply chain

You must choose one of these and apply it to each of the four parts of this coursework

Specific coursework instructions

Part A: Consider what you expect to be the most important characteristics of an effective manager in

this function over the next ten years. You can identify personal characteristics, or abilities, or skills

that a manager should develop. This is your opportunity to find out more about the function and to

summarise what it entails.

Part B: Choose one business or other organisation with which you are familiar. The Quinn

framework which is discussed in the week 2 lecture, and represented in the diagram in appendix 1 of

this document, is based around four possible models. Which of these models best describes the

organisation which you have chosen, and why? What particular requirements would a manager in

your chosen function need to deal with in an organisation based around this part of the Quinn

framework?

Part C: Choose one instance where your chosen function has been pivotal in one of the Millcaster

decisions. What were the key challenges facing the team member in this function and how could

they be addressed?

Part D: Choose one of the contemporary or historic management thinkers listed below. Some of

these were mentioned in the week 4 lecture and others have been referred to during this module

and other parts of your course. How could this thinker’s ideas be relevant to your function? More

background on the thinkers is in appendix 2

Chris Argyris and Donald Schon

Peter Drucker

Theodore Levitt

Warren Bennis

Clayton Christensen

Henry Mintzberg

Ikujiro Nonaka

CK Prahalad & Gary Hamel

Tom Peters and Robert Waterman

Michael Porter

Richard D’Aveni

Rachel Botsman

Kim, W. Chan and Renée Mauborgne

Jim Collins

Gary Hamel and Michele Zanini

Roger Martin

Pankaj Ghemawat

Linda A Hill

Assessment criteria

The criteria for this coursework mirror those explained in the module handbook, and it is marked

according to the standard Bayes grade related criteria which are shown in your assessment

handbook. For CW3 we are looking for an indication in your coursework that

• you are able to apply concepts from your studies to practical business issues

• you recognise complexity, for example by understanding that actions in one part of a

business can have unintended consequences in another

• you are able to supplement the course material with things that you find out yourself,

including high quality background reading, and are able to recognise when sources of

information are authoritative and whether they could be biased

• you have used the university library, or other specialised libraries or databases, and not

relied solely on information that can be found using a simple Google search

• you follow detailed instructions where they are provided and use your initiative to

determine what to do where something is not defined unambiguously

• you recognise the specific properties and requirements of the function that you are basing

your coursework on and do not purely write in a way which could refer to any generic type

of manager

Submission and practicalities

For the resit you must submit online through Moodle by 2000 on 12th August. You are
recommended not to leave it until the last minute in case you encounter technical problems when
you are trying to submit. If you are resitting this item of coursework having failed the first attempt
you must choose a different example business and a different management thinker from the ones
that you chose for your first attempt.

Guidance on referencing is available through the university library including the online resource Cite

Them Right. Please do not reference Wikipedia and do not reference anything which might be

interpreted as an essay cheat site.

Appendix 1: Diagram of Quinn competing values framework

Appendix 2: Management thinkers

Period: post 1945 to 1980 – Improving Quality and standards of physical products; expanding

manufacturing capacity; Recognition of workers as social actors; rise of Japanese economy

Author Subject of principal concern Reference to start your search

Chris Argyris
and Donald
Schon

individual and organizational learning –
original proposer of concept of double loop
learning – key method for critical review of
mindsets.

Argyris (1977) ‘Double Loop
Learning in organizations’ HBR
Sep/Oct77, Vol. 55 Issue 5, p115-
125. 11p. 1 Chart.

Peter
Drucker

Many original ideas including –

• Management by Objectives – for
organisations, managers and workers;
primary company objective is to serve
the customer;

• First known presentation of the concept
of Knowledge Worker; now a
fundamental idea for all companies

Drucker (1955) The practice of
management Pan
The Drucker Institute at
http://www.druckerinstitute.com/

Theodore
Levitt

Introduced the two ideas – marketing and
globalisation.

Levitt, Theodore. (1960)
‘Marketing Myopia’ Harvard
Business Review. Jul/Aug1960,
Vol. 38 Issue 4, p45-56

Period: 1980s and 90s – Managing competitive pressures; market volatility; managing large

diversified corporations; market volatility

Author Subject of principal concern Reference to start your search

Warren Bennis Leadership – Developing a good leader. Argyris (1977) ‘Double Loop
Learning in organizations’ HBR
Sep/Oct77, Vol. 55 Issue 5,
p115-125. 11p. 1 Chart.

Clayton
Christensen

The impact of disruptive technologies on
successful companies.

Christensen C (1997) The
innovator’s dilemma Harper
Business (1997 and 2000)

Henry
Mintzberg

Many original ideas of which 2 key ones are –

• Organisational structures of corporations –
the 5 ideal types based on detailed study
of organisations at the time;

Management roles based on shadowing CEOs

Mintzberg (1979) The
structuring of organizations
Prentice –Hall International

Ikujiro Nonaka Knowledge management – originator of the
concepts of tacit and explicit knowledge in the
context of business. Period: 1990s

Ikujiro Nonaka (1991)’The
Knowledge Creating Company’
Harvard Business Review. Nov-
Dec 1991 Vol. 69 Issue 6, p96-
104.; reprinted by HBR 2007

CK Prahalad &
Gary Hamel

Concept of the core competences of an
organisation – a fundamental concept for
assessing the strengths of an organisation.

CK Prahalad and Gary Hamel
(1990) ‘ The Core Competence
of the Corporation’ Harvard
Business Review May/June
1990

http://www.druckerinstitute.com/

Tom Peters
and Robert
Waterman

Several original ideas including –

• Management practices that achieve
successful companies (US sample) – the
importance of focusing on developing
employees

• 7 S model

Tom Peters and Robert
Waterman (1982) In search of
excellence, Lessons from
America’s best run companies
Harper and Rowe

Michael Porter Many original ideas of which best known are:

• Developing a Competitive Strategy for an
organisation – the 5 forces model

• The Value chain; This model identifies a
number of functions/activities that Porter
considered would normally be found in
most companies.

Michael Porter (1979)
Competitive Strategy;
Techniques for Analysing
Industries and Competitors
Free Press
Michael Porter (1985)
‘Competitive Advantage’
chapter 2 The Value chain;
Free Press; New edition
edition (19 Jan. 2004)

Period: 21st century

Author Subject of principal concern Reference to start your search

Richard
D’Aveni

3D printing technology and Additive
manufacturing

D’Aveni (2018) The Pan-Industrial
Revolution, Houghton Mifflin
Harcourt New York

Rachel
Botsman

The effects of digital technology on trust in
institutions and the community

Botsman R (2017) Who Can You
Trust? How technology Brought us
together – and Why it could drive
us apart Portfolio Penguin London

Kim, W. Chan
and Renée
Mauborgne

“value innovation” model in which
companies must look outside their present
paradigms to find new value propositions.
Their approach complements most of
Porter’s thinking, especially the concept of
differentiation.

Kim,. Chan; Mauborgne, Renée.’
Blue Ocean Strategy’ Harvard
Business Review. Oct2004, Vol. 82
Issue 10, p76-84. 9p. 1 Diagram, 2
Charts.

Jim Collins Leadership of great companies Jim Collins (2001) Good to Great
Random House Business Books
ISBN 0 7126 7609 6

Gary Hamel
and Michele
Zanini

The value of reducing bureaucracy and
how to re-organise to achieve this!

Hamel and Zanini (2018) ‘The end
of Bureaucracy’ Harvard Business
Review November-December
2018; pages 51-59

Roger Martin Management issues in the 21st century –
need for creative thinking; avoiding the
behavioural trap, the talent economy

Martin R (2017) Management is
much more than a science Harvard
Business Review September-
October 2017, p129-135

Pankaj
Ghemawat

Globalisation in 21st century – differences
matter.

Ghemawat, Pankaj. (2011) ‘ The
Cosmopolitan
Corporation’ Harvard Business
Review. May2011, Vol. 89 Issue 5,
p92-99

Linda A Hill Leadership; training managers Hill, L.A. (2004) New manager
development for the 21st century,
Academy of Management
Perspective, 18( 3): 121-126

CW4 | Deadline: Friday 12th August, 8pm

Section 1

CREATE A CV

Select a role, from those we have

shared on Moodle, and create

a one-page CV, that represents

where you are now, tailored to

this role.

Be guided by the best practice

shared in the Careers Workshop.

Please indicate which role

you are tailoring your CV to, at

the top of your CV

Maximum 1 page

Section 2

COMPETENCY QUESTION

Write an answer to one of the

below competency questions,

using the STAR framework to

structure your answer:

Describe a situation where your

communication skills

or

your planning skills

made a difference, in a team

situation.

Maximum 400 words

Section 3

ALUMNI PANEL

Describe two things of use to

your career planning, that you

have learnt from the Alumni

Panel

The Alumni Panel recording can

be found on Moodle:

https://moodle.city.ac.uk/mod/kal

vidres/view.php?id=2222158

Maximum 300 words

https://moodle.city.ac.uk/mod/kalvidres/view.php?id=2222158

MANAGEMENT LAB AND BUSINESS SKILLS

DÉRIVE – CW2 ALTERNATIVE

General Instructions You are to carry out a dérive in accordance with the general

instructions and guidance in the Module Handbook. For the 2021/22 academic year this
means that you can carry it out either in person or as a virtual exercise using the digital
resources mentioned in the briefing for the standard CW2

Specific Instructions You are to conduct a dérive around the area of Northampton Square,

EC1V 0HB, the area bordered by:

To the North Wynyatt Street

To the South Compton Street

To the East Goswell Road

To the West St John’s Street and Agdon Street

In each case the boundary road is inclusive to the area you can use. You will need to

download your own map of the area.

Requirement The question you need to address is:

Your area: What is its hidden potential for business and management?

Submission You should submit a report of approximately one page summarising your

answer and explaining how this relates to what you have observed. You must submit this

by 2000 on 12th August.

You are privileged that special arrangements have been made in order for you to gain some

marks for this piece of coursework as well as benefiting and learning from the experience.

It is up to you to fit it in and to meet the requirements and no excuses for failing to do so will

be accepted.

Good luck.

Dr Martin Rich
Module Leader

Dr Ian Daniell
Lead Tutor