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UNIVERSITY OF CAMBRIDGE INTERNATIONAL EXAMINATIONS
Cambridge International Diploma in Management
Professional Level
MANAGING INFORMATION
4172/01
4245/01
Core Module
Valid between 1 January 2004 and 31 December 2004
READ THESE INSTRUCTIONS FIRST
You should read the assignment carefully
It is important to complete the Assignment Cover Sheet when you have finished your work. You must
complete the details and sign the declaration to confirm that the assignment is all your own work and your
tutor must sign to verify that it is your own work.
The length of the assignment must be between 2000 and 3000 words.
This document consists of 3 printed pages.
IB04 01_4172_CORE/2RP
 UCLES 2004
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Professional Diploma Module 4172/4245
Managing Information – Core Module
Title: Effective Information Management
The assignment should be prepared in the form of a professional consultancy document that could be
presented to the senior management of the organisation that the candidate works for. Candidates
should not answer each section separately but rather present a coherent report encompassing all of the
tasks given below.
Candidates are expected to draw on appropriate research, breadth of academic reading, application of
theory to practice and presentation skills. The report should use the number of words as given on the
front cover and have any necessary supplementary information attached in appendices.
1.
Using your own department or a current project you are working on, identify how data and
information are stored and recorded. Provide a list of the information, why it is kept, who has
access to it and how it contributes to the overall business. Explain how the information systems
are used to obtain information, how these are reviewed and the procedure for disposing of
information.
Differentiate between the IT-based and other systems and explain how IT is used across the
organisation for communication.
2.
Using at least two examples from your list, including at least one that is IT-based, evaluate the
information for:
•
Sufficiency
•
Validity
•
Currency
•
Authenticity
•
Accuracy
•
Security
Summarise your findings, highlighting areas for improvement.
3.
Write a short report making recommendations for change in the way information is managed and
justify these.
4.
Prepare to present your research and report at a meeting. Prior to the meeting prepare a
questionnaire for completion by those in attendance. The purpose of the questionnaire will be to
elicit feedback on your skills at two-way communication and you should include questions that
address both your listening and questioning skills.
Attend the meeting and present your findings verbally. Obtain and record feedback from others at
the meeting, both on your proposal and how you presented at the meeting.
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5.
Write a short report on improvements you would make to:
•
The viability of your proposals for change
•
Your presentation in the light of the feedback you receive.
You must include in your assignment all documentation, notes and materials generated from
each stage as shown above (including minutes of the meeting ).
You are not expected to include confidential information on your organisation, its personnel or
performance.
University of Cambridge International Examinations is part of the University of Cambridge Local Examinations Syndicate
(UCLES) which is itself a department of the University of Cambridge.
 UCLES 2004
4172/01(Core) 2004
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UNIVERSITY OF CAMBRIDGE INTERNATIONAL EXAMINATIONS
Cambridge International Diploma in Management
Professional Level
MANAGING CHANGE
4173/01
4246/01
Core Module
Valid between 1 January 2004 and 31 December 2004
READ THESE INSTRUCTIONS FIRST
You should read the assignment carefully
It is important to complete the Assignment Cover Sheet when you have finished your work. You must
complete the details and sign the declaration to confirm that the assignment is all your own work and your
tutor must sign to verify that it is your own work.
The length of the assignment must be between 2000 and 3000 words.
This document consists of 3 printed pages.
IB04 01_4173_CORE/2RP
 UCLES 2004
[Turn over
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www.studyguide.pk
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Professional Diploma Module 4173/4246
Managing Change – Core Module
Title: Changing for Improvement
The assignment should be prepared in the form of a professional consultancy document that could be
presented to the senior management of the organisation that the candidate works for. Candidates
should not answer each section separately but rather present a coherent report encompassing all of the
tasks given below.
Candidates are expected to draw on appropriate research, breadth of academic reading, application of
theory to practice and presentation skills. The report should use the number of words as given on the
front cover and have any necessary supplementary information attached in appendices.
1.
Write a short description of your organisation or one that you are familiar with and how it has
evolved over the past few years, highlighting any major changes that have taken place. Explain
why change may be necessary for an organisation to survive and link this to the changes that
have taken place.
Look at the situation in your organisation and identify changes that are likely (or known) to occur
over the next year. Write these down, then identify the internal and external influences for change
that will affect your department.
2.
Analyse these influences to show how they will affect the work and/or structure of the department
and identify the changes that you believe need to take place. Prioritise these, making appropriate
justifications.
3.
Decide which changes you will implement in the short to medium term, then:
•
Identify the internal and external forces that will drive the change forward
•
Identify potential or actual resistance to the change
•
Devise strategies for developing the forces for change and overcoming resistance
•
Specify the benefits of the change to your department and any drawbacks
•
Analyse the costs of implementing the change.
4.
Discuss your ideas with relevant other people and get their feedback.
5.
Devise an implementation plan for your proposed change. Your plan should clearly show:
•
The tasks that need to take place
•
Timescales for the tasks
•
Objectives of change interventions
•
A communication strategy
•
Methods for monitoring and evaluation
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6.
Write a report to your manager, describing your change plan and justifying your proposals.
You must include in your assignment all documentation, notes and materials generated from
each stage shown above.
The changes do not have to be implemented for your assignment to be valid.
University of Cambridge International Examinations is part of the University of Cambridge Local Examinations Syndicate (UCLES)
which is itself a department of the University of Cambridge.
 UCLES 2004
4173/01 (Core) 2004
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UNIVERSITY OF CAMBRIDGE INTERNATIONAL EXAMINATIONS
Cambridge International Diploma in Management
Professional Level
MANAGING FINANCE
4175/01
4248/01
Core Module
Valid between 1 January 2004 and 31 December 2004
READ THESE INSTRUCTIONS FIRST
You should read the assignment carefully
It is important to complete the Assignment Cover Sheet when you have finished your work. You must
complete the details and sign the declaration to confirm that the assignment is all your own work and your
tutor must sign to verify that it is your own work.
The length of the assignment must be between 2000 and 3000 words.
This document consists of 2 printed pages.
IB04 01_4175_CORE/2RP
 UCLES 2004
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Professional Diploma Module 4175/4248
Managing Finance – Core Module
Title: Using Financial Information
The assignment should be prepared in the form of a professional consultancy document that could be
presented to the senior management of the organisation that the candidate works for. Candidates
should not answer each section separately but rather present a coherent report encompassing all of the
tasks given below.
Candidates are expected to draw on appropriate research, breadth of academic reading, application of
theory to practice and presentation skills. The report should use the number of words as given on the
front cover and have any necessary supplementary information attached in appendices.
1.
Using a range of information from an appropriate previous accounting period, including budgets,
balance sheets, profit and loss statements etc, review the financial performance of your
department or a project in which you have been involved. Summarise your findings in a short
report, clearly identifying the key points that reflect financial performance.
2.
Using these findings and information you have for operational plans over the next accounting
period, devise a budget and cash flow forecast for that period, identifying how the significance of
any variance will be measured at the end of the project or accounting period.
3.
Present your findings to your manager or other suitable person and note their feedback.
4.
Amend your financial documents in line with this feedback, identifying and explaining any
changes you make.
You must include in your assignment all documentation, notes and materials generated from
each stage as shown above.
You are not expected to include confidential information on your organisation, its personnel or
performance.
University of Cambridge International Examinations is part of the University of Cambridge Local Examinations Syndicate (UCLES)
which is itself a department of the University of Cambridge.
 UCLES 2004
4175/01 (Core) 2004
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UNIVERSITY OF CAMBRIDGE INTERNATIONAL EXAMINATIONS
Cambridge International Diploma in Management
Professional Level
4180/01
4253/01
CASE STUDY
Core Module
Valid between 1 January 2004 and 31 December 2004
READ THESE INSTRUCTIONS FIRST
You should read the assignment carefully
It is important to complete the Assignment Cover Sheet when you have finished your work. You must
complete the details and sign the declaration to confirm that the assignment is all your own work and your
tutor must sign to verify that it is your own work.
The length of the assignment must be between 4000 and 5000 words.
This document consists of 5 printed pages.
IB04 01_4180_CORE/2RP
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“The Ceramics Centre”
The small family firm of “The Ceramics Centre” has operated from its town centre shop and small
warehouse for 32 years, selling tiles and accessories. The founder and general manager, Hassan,
has recently retired and handed the business over to his daughter, Susan, who is returning to the
family business after completing her university programme.
Although she is looking forward to running the business, in which she has been working for most of
her life (helping out as a young girl, working in the offices, the warehouse and the shop as she grew
older), she realises what a challenge it will be to modernise the business, as very little has changed
during the past thirty years.
The operation
The shop specialises in selling ceramic floor and wall tiles to local tradesmen and the general public.
These are often in relatively small quantities at any one time and there are 118 trade accounts, with
local plumbers, tilers and builders. The tiles are sold by unit measurements of a square metre. An
average floor tile order is 16 units, a wall tile order is 5 units.
The tiles are ordered both to stock and to order. Stock tiles are mostly the cheaper brands, used by
builders and tradesmen for standard house building or renovation. These are often ordered in larger
unit quantities, up to 160 units for floor and 100 units for wall tiles.
The shop carries some more expensive and unusual tiles in stock, but the local market for these is
limited. There are also samples of these tiles, which are for order only: again, these are more
expensive or unusual in design and this is a market that the shop has been moving into for the past
two years or so.
The tiles are stored in the small warehouse and collected by tradesmen, or delivered by the shop’s
truck free of charge within 3 days of purchase. All non-trade tiles are collected on or after purchase.
As well as Hassan and his wife, there is one full-time and one part-time staff member, excluding
Susan, both having been with the business for many years.
The tiles are ordered from a range of manufacturers, both at home and abroad, including the cheaper
and more expensive designs.
Finance
The shop property is owned by the business. The building used to be a bakery, and consists of a
number of small rooms connected by passageways. There has been little or no modernisation of the
building, although it has been attractively decorated to show the tiles in a number of settings, mostly
on large boards.
The warehouse is leased from a private landlord at a rent of 75% of the average rate for the area.
The lease has 3 years left to run.
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The truck is leased on a two-year contract.
Wages are paid to the two members of staff at the average for shopworkers in the area.
Hassan and his wife draw a salary and some profit. The business works at an average of 25% g.p.
per unit, with the annual net profit figure running at an average of €13,500. Hassan and his wife draw
about half this to pay for their cars and other family needs, as their salary is relatively modest. The
rest of the annual profit is usually taken up by ongoing repairs to the building. Susan expects to draw
2/3rds of her father’s salary for the first two years.
There is generally a debtor account of €30,000 at any one time through the trade accounts. There is
a small bank business loan of €15,000, repayable over 5 years of which there is just over 1 year left.
The shop is open 6½ days per week, from 8.00 until 17.00 (12.00 on Sunday) although Hassan and
his family do not work on Sunday.
Now that he and his wife have retired, they will not be drawing a salary, but they will be given a share
of the annual profits as they remain non-executive shareholders in the business.
Susan is an intelligent woman with a good knowledge of the trade and of business generally. She is
aware that, owing to a number of factors outlined below, the business will have to change or it will
almost certainly fail within the next three years. She understands the business world and has a
working knowledge of IT and marketing. She is prepared to work hard over the next 12 months or so
on all aspects of the business, although she would like to concentrate on the strategic planning and
its implementation.
The Issues
The issues uppermost in her mind are as follows:
•
There are more cut-price and discount tile retailers opening up, selling tiles as a loss leader or
as third or fourth lines. “The Ceramics Centre” is not under direct threat at the moment as they
have a well-established customer base. However, with the trend towards higher levels of
competition, the business cannot afford to lose many of its trade account customers to the
discount retailers.
•
The market for tiles and the number and range of tiles is also becoming larger, and it is
difficult to identify the best market sector in which to operate. The warehouse is half full of
ends of line, cancelled orders, and general stock tiles, of all types, sizes, quality and price. It is
a real jumbled collection, which is difficult to inventory and control.
•
The shop premises are becoming something of a millstone, as it requires constant upkeep
and, with its large number of small rooms, does not lend itself to large displays of the sort that
the competitors are creating. These include room displays: bathrooms, kitchens and outdoor
areas - large displays in which to promote the tiles.
•
The business is not cost effective. There is money tied up in the premises which could be
released; there is a high level of money owed to the business at any one time; capital is being
under-used; there is a high level of inventory, some of which is now obsolete.
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•
There is no IT supporting the operation. The staff have no desire to bring in computers for
stock control, sales, ordering or financial management and all these are still carried out
manually. While some of the long-standing customers see this as part of the charm of the
business, Susan knows it will be difficult to attract new customers without introducing modern
business systems.
•
Susan has agreed a business development loan facility with the bank at preferential rates, as
long as the money is used to modernise the business. The loan facility is €300,000 in the first
instance, with a further €150,000 in three years’ time, if the business is modernising. The
premises act as collateral.
•
The shop and the warehouse are not ideal for the type of modernisation Susan has in mind.
There is a short lease on the warehouse and the shop/showroom is the collateral for the loan.
However, there is a new retail park being built on the outskirts of town, with
warehouse/showroom premises to let. The rent and rates for the first two years will be offered
at a discount to encourage businesses to move. Susan is aware of one tiling discount
company who is making enquiries about moving onto this site and establishing a presence in
the town.
•
Susan is quite keen to break into the market for large building contractors: those who build
hotels, office blocks and so on. Such contractors order in thousands of units at a time, thus
providing, as Susan sees it, financial security for the business.
The Task
Susan has come to you as a respected business analyst for some guidance on her thinking. She has
asked you to prepare an outline strategy for the next three years which will help her.
You are asked for this Case Study to prepare a suggested business strategy for Susan which takes
into account the information above. This should be an outline strategy, which should present a range
of options for the business, taking into consideration the option of moving to the new retail park.
You should address at least the following:
•
Operational strategies which maintain and build upon the existing reputation for reliability,
integrity and customer satisfaction. These strategies should consider (at least) market share,
market sector, expertise, capacity, and profitability.
•
Information management strategies which will help the company rationalize the inventory and
produce appropriate sales, customer, financial and other management information.
•
Quality strategies which allow the company to promote quality as a key unique selling point
within their marketing
•
HR strategies which consider current staff skill levels, optimize current human resource
capability and prepare staff for change.
•
Financial strategies which improve overall profitability, look to optimizing investment and
ensure long term stability.
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Please note the following:
Information about the company which is not given may be assumed, and all such assumptions should
be justified.
You may provide a number of alternative strategies, depending upon the level of assumption and risk
analysis you make.
All suggestions should be supportable through reference to calculation, research, examples and/or
theoretical models.
Your report, which should be in the form of a professional consultancy document, should be
addressed to Susan, as suggested recommendations for change.
University of Cambridge International Examinations is part of the University of Cambridge Local Examinations Syndicate (UCLES) which is
itself a department of the University of Cambridge.
 UCLES 2004
4180/01 (Core) 2004
www.xtremepapers.net