ACCA management people

Paper 1.3 Managing People AIM To develop knowledge and understanding of the techniques, processes and procedures which are required to ensure 3.5 Strategic Business Planning and Development the efficient and effective use and deployment of human resources, and to use the human resource to the greatest 1.3 Managing People possible benefit of the organisation OBJECTIVES On completion of this paper candidates should be able to: • identify, understand and explain the complex interpersonal relationships that POSITION OF THE PAPER IN THE Managing People is a pre-requisite for exist within organisations OVERALL SYLLABUS paper 3.5 Strategic Business Planning and The paper is concerned with an understanding Development, where many of the ideas of people management and the techniques introduced are developed further • appreciate the relationship between theory and practice • understand the nature, processes and involved The paper is constructed in such procedures of people management a way that it provides a broad introduction • explain the principles of successful team to the problems and opportunities involved performance and the need to plan, in managing people It is intended to cultivate monitor and evaluate team based work an understanding of the importance of good activities practice in human resource management • investigate future personnel requirements and describe recruitment and selection procedures • understand and describe the principles of motivation • understand and describe the role and process of employee development • understand the need for clear and precise communication • explain the principles of effective counselling • describe the elements of disciplinary and grievance procedures It should also be noted that although the course is divided into five topic areas, the nature of the syllabus means that there will often be overlap between the individual topics The professional accountant is often in a SYLLABUS CONTENT management position and thus fulfils Management and team development another role, that of the management of the (a) The organisation of work human resource It is important therefore (i) the need for formal organisations that the professional accountant understands (ii) organisational types and issues of management and human resources Whilst there are no pre-requisites for this paper, candidates will be expected to demonstrate an understanding of the theory and issues involved in human resource management and to display appropriate writing skills in answering the examination paper differences (b) The role of management (i) modern management writers (ii) classical theories of management (c) The role of the manager (i) the role of the manager in the organisation of work (ii) the responsibilities of the manager PAGE Paper 1.3: Managing People (Continued) Managing People (Continued) (d) Individual and group behaviour (i) organisational culture (ii) groups and teams (iii) perception and role theory (e) Team management (i) the need for teams (ii) team construction (iii) team and group differences (f) Objective setting (e) Selection methods (i) appropriate methods (ii) usefulness of methods (f) The selection interview (i) purpose (iii) the skills development programme (iv) the mentoring process (h) The management of health and safety (i) health and safety awareness (ii) the obligation of management (ii) skills involved (iii) importance of the selection process (g) Equal opportunities and the Motivation and leadership (a) Motivation, concepts, models and management of diversity practices (i) the need for objectives (i) equal opportunity issues (i) the key theories of motivation (ii) profit and other objectives (ii) managing diversity (ii) classical theories (g) Authority, responsibility and delegation (i) organisational structure (ii) classical and modern approaches to structure (iii) authority, responsibility and delegation (h) Standard setting and performance management (i) work standards and indicators (ii) performance related pay (iii) modern theories Training and development (a) The learning process (i) the learning process (ii) the role of management (iv) reward schemes (b) Effective leadership (i) the nature and importance of leadership (b) Retention, training and development (ii) classical theories (i) duties of the training manager (iii) modern theories (ii) methods for individual development (c) Effective training and development Effective communication practices (a) Working with people – interpersonal (i) benefits of training skills (ii) training needs analysis (i) interpersonal skills (iii) staff evaluation methods (ii) effective management practice (i) process, roles and responsibilities (iv) management development (iii) verbal and non verbal (ii) assessment criteria (v) in-house and external training Recruitment and selection (a) The recruitment and selection process (b) Effective recruitment (d) Competence assessment (i) recruitment and selection plan (i) process and barriers (ii) process of recruitment (ii) staff appraisal (iii) use of media (iii) measures of effectiveness (c) The job description and personnel specification (i) job description (ii) personnel specification (d) Job analysis (i) purpose of analysis (ii) methods of analysis PAGE (e) Conducting the appraisal interview (i) management skills involved (ii) key communication skills (f) Individual skills and development (i) appraisal process and employee development (ii) the role of management communication (b) Communication (i) the need for communication (ii) communication patterns (c) The role of counselling (i) the role of management (ii) skills of effective counselling (d) Controlling conflict, grievance and discipline (i) causes of conflict (ii) managing conflict (iii) appropriate procedures Managing People (Continued) (iv) process understanding Section B consists of five essay type BPP Professional Education (v) the role of management questions, with one question usually taken Contact number: +44(0)20 8740 2222 (vi) appeals from each of the five topics in the syllabus Website: www.bpp.com Each question carries 15 marks and EXCLUDED TOPICS candidates must attempt four questions The syllabus content outlines the area for Kaplan Publishing Foulks Lynch Contact number: +44(0)118 989 0629 Website: www.kaplanfoulkslynch.com assessment No areas of knowledge are There are no calculations involved, and specifically excluded from the syllabus candidates should note that the answers in Additional reading: Section B must be presented in essay form KEY AREAS OF THE SYLLABUS Candidates need to show an understanding Accountancy Tuition Centre (ATC) The key topic areas are as follows: of the detail of the topic Candidates International • an understanding of the theory, should be aware that although the course Contact number: +44(0)141 880 6469 Website: www.atc-global.com techniques, processes, procedures and is made up of a number of discrete topics, practice of people management and individual examination questions may well team development require a knowledge of more than one of Contact number: +44(0)148 322 5746 these topics Website: www.ifpbooks.com • rules, procedures and processes of people management Number • training and development, the trained workforce, employee assessment • the theories of motivation and leadership and their application • effective communication practices International Financial Publishing (IFP) of Marks texts useful: Section A: Compulsory scenario question 40 Section B: Choice of from essay questions (15 marks each) Candidates may also find the following 60 100 Beardwell I, Holden L, Claydon T Human Resource Management – A Contemporary Perspective (4th Edition) Prentice Hall ISBN 0273622307 APPROACH TO THE EXAMINING THE SYLLABUS The examination is a three hour paper constructed in two sections Section A consists of a brief scenario with a range of to 10 mark requirements related to it, worth 40 marks in total The scenario is generally devised to test the application and understanding of a particular topic, although candidates should be aware that more than one topic may form part of the scenario ADDITIONAL INFORMATION The Study Guide provides more detailed guidance on the syllabus Bratton J and Gold J Human Resource Management (3rd Edition) Palgrave Macmillan ISBN 0333 993268 Mullins L J Management and RELEVANT TEXTS Organisational Behaviour (6th Edition) There are a number of sources from which Pitman ISBN 0273 651471 you can obtain a series of materials written for the ACCA examinations These are Handy C Understanding Organisations listed below: (5th Edition) Penguin ACCA's approved publishers: Wider reading is also desirable, especially regular study of relevant articles in ACCA's student accountant PAGE Managing People (Continued) STUDY SESSIONS achieving tasks (d) Identify the responsibilities of the MANAGEMENT AND TEAM supervisor (a) Explain the need for formal organisations (b) Identify organisational types and differences Individual and group behaviour (a) Explain the concept of organisational culture: Anthony, Handy (b) Discuss the differences between individual and group behaviour (c) outline the contribution of The role of management (a) Identify and explain the contribution made by modern writers on management: Drucker, Kanter, Mintzberg, Ouchi, Peters (b) Identify and explain the contribution Mayo, Weber (c) Identify the differences between classical and modern theories of management (d) Identify the difference between individual and group contribution to work performance: Schein (e) Outline areas of management authority and responsibility (f) List the systems of performance (d) Identify individual and team approaches to work (e) Understand perception and role theory identifying performance standards and accountability (h) Identify methods to measure (a) Explain the role of the manager in Authority, responsibility and delegation building the team and developing (a) Describe, recognise and understand individuals (b) Define the purpose of a team (c) Outline the composition of the importance of organisational structure (b) Compare classical and modern successful teams: Belbin, Peters and approaches to organisational Waterman structure: Burns and Stalker, (d) Explain the development of a team: Tuckman (e) List team building tools Contingency Theory, Fayol, Mintzberg, Trist and Bamforth, Urwick, Weber, Woodward (c) Define the terms authority, responsibility and delegation (d) Explain the term legitimized power: Weber The role of the manager PAGE (g) Outline the management role in achievement of objectives performance (c) Illustrate the role of the manager in personal objectives (f) Illustrate the difference between Team management contribution in organising the work of others between corporate objectives and setting (g) Identify methods to evaluate team (b) List the management tasks involved (e) Compare and contrast the difference quantitative and qualitative target (f) Examine ways of rewarding a team the organisation of work responsibility organisational success reward for individual and group (a) Explain the role of the manager in understanding ethics and social individuals and teams to made by classical writers on management: Fayol, Stewart, Taylor, objective setting (d) Explain the importance of DEVELOPMENT The organisation of work March, Marginalist Theories, Simon (c) Explain the behaviourial theories of Objective setting (a) Explain the importance of objective setting (b) Compare and contrast profit and other objectives: Drucker, Cyert and (e) Describe the process of determining authority and responsibility (f) Examine the case of responsibility without authority Managing People (Continued) Standard setting and performance management (a) Define the term performance management (b) Identify a process for establishing work standards and performance management (c) Compare and contrast the choice of media for job advertising (d) Analyse the purpose and effectiveness of the job application form (e) Explain the purpose and usefulness of applicant references (c) Outline a method to establish performance indicators (d) Illustrate ways of applying performance management (e) Describe management contribution to personal development planning (f) Explain the term performance related pay 14 The selection interview (a) Outline the purpose of the selection interview (b) Identify who should be involved in selection interviewing (c) Identify the key skills required for selection interviewing (d) List the most common reasons for 11 The job description and personnel specification (a) Outline the purpose and use of a job description and person specification ineffective interviewing (e) Explain the importance of the selection interview in the selection process (b) Explain how to devise a job description and personnel specification: Rodgers, Fraser (c) Compare and contrast the purpose of 15 Equal opportunities and the management of diversity (a) Understanding equal opportunities RECRUITMENT AND SELECTION the job description and the person (b) Measuring equal value The recruitment and selection process specification (c) Appreciate the legal position (a) Explain the importance of effective recruitment and selection to the organisation (b) Define the recruitment and selection process (c) Outline the roles and responsibilities of those involved in the recruitment (d) Explain the appropriateness of 12 Job analysis (a) Define the purpose of job analysis (b) Identify methods of job analysis ineffective recruitment and selection (e) List and describe criteria against which to assess successful recruitment and selection practices out job analysis (d) Justify the use of job analysis (a) Outline a plan for an effective recruitment process (b) Identify the stages in the recruitment process and differences TRAINING AND DEVELOPMENT 16 The learning process (a) Explain the process of learning in 13 Selection methods (a) List alternative methods of selection (b Evaluate the usefulness of selection methods (c) Identify those involved in the process of selection 10 Effective recruitment (e) Identify individual circumstances (c) Outline the skills involved in carrying and selection process (d) List the most common reasons for managing diversity in the workplace (d) Establish the skills involved in successful decision making (e) Explain the importance to the organisation of good selection the workplace (b) Describe the ways in which individuals learn: Honey and Mumford, Kolb (c) Explain the effect on learning of individual differences (d) Outline the barriers to learning (e) Describe the role of management and the organisation in the learning process decisions PAGE Managing People (Continued) 17 Retention, Training and development (a) Explain the importance of training and development to the organisation and (d) Suggest ways to measure the effectiveness of staff appraisal and the process of assessment the individual (b) Explain the roles and responsibilities of a training manager (c) Compare and contrast the various methods used in developing individuals in the workplace (a) List the benefits to the organisation and the individual of effective training and development (b) Explain the methods used to analyse training needs (c) Suggest ways in which training needs can be met 20 Conducting the appraisal process (a) Identify the benefits of the appraisal process (b) Identify the management skills (e) Describe the skills involved in developing staff (f) Explain the development methods available to management (g) Evaluate the effectiveness of in-house and external training courses of an appraisal interview, including (a) Explain the process of competence assessment (b) Outline the purposes and benefits of (d) Explain the legal context and the obligation of management MOTIVATION AND LEADERSHIP 23 Motivation, concepts, models and interview correspondence (a) Outline the key theories of (d) Identify the key communication skills required to conduct an effective appraisal interview (e) Explain the importance of feedback from the appraisal interview motivation (b) Outline classical and modern theories of motivation: Argyris, Equity Theory, Handy, Herzberg, Maslow, McClelland, McGregor, Vroom 21 Individual skills and development (a) Explain the link between the appraisal process and effective employee development (b) Describe the role of the appraisee in the process (c) Suggest ways in which self-development can be part of the (c) Outline the difference between content and process theories of motivation (d) Describe ways in which management can motivate staff (e) Explain the importance of the reward system in the process of motivation (f) Explain the importance of constructive feedback in motivation (d) Describe the role of the manager in work based skills development (e) Identify the methods used to develop skills staff appraisal in the process (f) Outline how to plan a skills development programme (g) Explain the role of mentoring in the process of skills development PAGE hazards practices (c) Describe the barriers to effective staff appraisal (c) Outline working conditions and location of interview and pre process 19 Competence assessment measures involved in the appraisal process (d) Describe methods of staff evaluation and follow-up (a) Identify preventative and protective (b) Describe safety awareness and training (c) Describe the process of preparation 18 Effective training and development 22 The management of health and safety 24 Effective leadership (a) Define the term ‘leadership’ (b) Describe the nature and importance of leadership (c) Outline classical and modern theories of leadership: Blake and Mouton, Contingency Theory, Fiedler, Managing People (Continued) Handy, Hersey and Blanchard, Likert, Tannenbaum, Trait Theory, White and Lippit of communication (h) Explain the importance of the process of consultation (d) Compare and contrast the terms ‘leadership’ and ‘management’ (e) Identify the skills of a leader 27 The role of counselling (a) Define counselling in the management context EFFECTIVE COMMUNICATION PRACTICES 25 Working with people – interpersonal skills (a) Define the term ‘interpersonal skills’ (b) Explain the importance of developing effective working relationships (c) Distinguish between verbal and (b) Outline the role of the manager when counselling staff (c) Explain the importance of effective counselling (d) Identify the skills used in the process of effective counselling (e) Suggest reasons why the need to counsel a member of staff may arise non-verbal forms of communication (d) Compare and contrast the difference 28 Controlling conflict, grievance and between aggressive and assertive discipline behaviour (a) Identify the main causes of conflict (e) Illustrate the link between interpersonal skills and effective management practice within an organisation (b) Outline procedures for managing conflict (c) Outline a suitable framework (both 26 Communication (a) Explain the importance of formal and informal communication in the workplace (b) Explain communication models (c) List and describe barriers to communication (d) Outline the importance to the manager of effective communication (e) Describe the effects of poor communication (f) List and describe the attributes of effective communication internal and external to the organisation) for dealing with grievance and disciplinary matters (d) Explain the need for effective organisational procedures (e) Explain the role of management in respect of disciplinary matters (f) Suggest ways in which the outcome of the disciplinary process should be communicated to the individual concerned (g) Outline the features of an appeals procedure (g) List the main methods and patterns PAGE PAGE ... Managing People (Continued) Standard setting and performance management (a) Define the term performance management (b) Identify a process for establishing work standards and performance management. .. study of relevant articles in ACCA' s student accountant PAGE Managing People (Continued) STUDY SESSIONS achieving tasks (d) Identify the responsibilities of the MANAGEMENT AND TEAM supervisor... Managing People (Continued) Managing People (Continued) (d) Individual and group behaviour (i) organisational culture (ii) groups and teams (iii) perception and role theory (e) Team management