Managing-people-and-organization

ScottishQualificationsAuthority23HNAssessmentExemplar/F84T34/AEX001V1.0ManagingPeopleandOrganisationsOctober2010AssessmentchecklistsUnitassessment:candidate’sassessmentrecordF84T34—ManagingPeopleandOrganisationsClassCandidateNameGroupCandidateIDOutcome1Assessmenttask1RecordofPerformanceEvidenceRequirementsCorrectlyidentifythemaindifferencesbetweentheformalorganisationandinformalorganisation.Clearlyillustratetherelationshipbetweenorganisationalgoals,objectives,andpolicyandjustifytheircontributiontotheeffectivemanagementofagivenorganisation.ExplainthenatureofOpenSystemsTheoryandapplyittoagivenorganisation.Outlinethedifferentstakeholdersofanorganisationandexplaintheinfluenceandinterestofeachstakeholderinagivenorganisation.Proposeastrategyofcontrolinagivenorganisationandjustifyitssuitability.Satisfactory/UnsatisfactoryCommentsThecommentcolumncanbeusedtohighlightanyre-assessmentthatmaybeneeded.Overallcomments:Assessor’ssignature:Date:ScottishQualificationsAuthority24HNAssessmentExemplar/F84T34/AEX001V1.0ManagingPeopleandOrganisationsOctober2010AssessmentchecklistsUnitassessment:candidate’sassessmentrecordF84T34—ManagingPeopleandOrganisationsClassCandidateNameGroupCandidateIDOutcome2Assessmenttask2RecordofPerformanceEvidenceRequirementsExplainandapplyanappropriatecontentandanappropriateprocesstheoryofmotivationtoexplainindividualbehaviourinagivensituation.HighlightmethodswhichmanagementcanusetoimprovejobperformanceinagivensituationandexplaintheirsuitabilityAccuratelyexplaintheimportanceofteamworkandapplyittoagivensituation.Identifyandanalyseatleastthreefactorsthataffectteamcohesivenessandperformanceinagivensituationandexaminetheirinfluence.Satisfactory/UnsatisfactoryCommentsThecommentcolumncanbeusedtohighlightanyre-assessmentthatmaybeneeded.Overallcomments:Assessor’ssignature:Date:ScottishQualificationsAuthority25HNAssessmentExemplar/F84T34/AEX001V1.0ManagingPeopleandOrganisationsOctober2010AssessmentchecklistsUnitassessment:candidate’sassessmentrecordF84T34—ManagingPeopleandOrganisationsClassCandidateNameGroupCandidateIDOutcome3Assessmenttask3RecordofPerformanceEvidenceRequirementsExaminethenatureofmanagerialworkandhighlighttherelevantrolesandactivitiesassociatedwithmanaginginagivensituation.Justifytwowaysinwhichmanagerialperformancecanbemeasuredandineachcaseexplainhowthemeasurecanbeusedtoassessmanagerialperformance.Suggestanappropriatebehaviouraltheoryofleadershiptoexplaintheapproachofamanagerandapplyittoagivensituation.Suggestanappropriatecontingencyortransformationalleadershiptheoryofleadershiptoexplaintheapproachofamanagerandapplyittoagivensituation.ExplainandanalysehowtheoriesofleadershipcanbeusedtoimprovethewayinwhichmanagersleadstaffandapplyittoagivensituationSatisfactory/UnsatisfactoryCommentsThecommentcolumncanbeusedtohighlightanyre-assessmentthatmaybeneeded.Overallcomments:Assessor’ssignature:Date:ScottishQualificationsAuthority26HNAssessmentExemplar/F84T34/AEX001V1.0ManagingPeopleandOrganisationsOctober2010AssessmentchecklistsUnitassessment:candidate’sassessmentrecordF84T34—ManagingPeopleandOrganisationsClassCandidateNameGroupCandidateIDOutcome4Assessmenttask4RecordofPerformanceEvidenceRequirementsExplainandillustrateline,staff,functionalandlateralrelationshipswithinagivenorganisation.Highlightandjustifytherelevanceofauthority,responsibilityanddelegationtolinerelationshipswithinagivenorganisation.Accuratelydescribeandillustratethetypeoforganisationalstructurecurrentlyadoptedbyagivenorganisation.Suggestanddescribeanalternativeformofstructurewhichagivenorganisationcouldadoptandwhichcouldbemoreappropriatetoitscurrentsituation.Thedescriptionshouldincludeadiagramwitheachpartclearlylabeled.Justifyhowthesuggestedalternativestructureisconsistentwiththemainsituationalvariablesofacontingencyapproachtostructure.Satisfactory/UnsatisfactoryCommentsThecommentcolumncanbeusedtohighlightanyre-assessmentthatmaybeneeded.Overallcomments:Assessor’ssignature:Date: