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UNIVERSITY OF CAMBRIDGE INTERNATIONAL EXAMINATIONS
Cambridge International Diploma in Management
Higher Professional Level
HUMAN RESOURCE MANAGEMENT
4183/01
4259/01
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 3000 and 4000 words.
This document consists of 2 printed pages.
IB04 01_4183_CORE/3RP
 UCLES 2004
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Higher Professional Diploma Module 4183/4259
Human Resource Management – Core Module
Title: HRM in the 21st Century
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 as many sources as you can, identify the key components of your organisation’s HR policy and
how these affect the role of managers at all levels. Research the HR issues that have arisen for
managers over the past year and summarise these, identifying, as far as possible, the reasons for
these issues and how they were dealt with.
2.
Identify emerging HR issues, both internal and external to the organisation, that may have an impact
upon the policies and procedures in the next year. Include changes in legislation, employment
markets, staff attitudes and other trends. Summarise your findings and consider in particular, the
possible effect of all issues identified in 1 and 2 on the following:
3.
•
Recruitment & retention
•
Induction / orientation
•
Reward systems
•
Multicultural values and beliefs
Critically evaluate your findings and write a summary report, making recommendations for change. In
your report, clearly show how the implementation of your suggestions links to the organisation’s
strategic plan and business objectives. Pay particular attention to the role of the organisation’s
managers in your report.
Present your report, together with all your research findings to the senior HR person in your
organisation for comment. Note their comments and reflect on these. Write a short note describing
what you have learned from the feedback and any changes you would make to your
recommendations in light of the feedback.
You must include in your assignment all documentation, notes and materials generated from each
stage.
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
4183/01 (Core) 2004
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UNIVERSITY OF CAMBRIDGE INTERNATIONAL EXAMINATIONS
Cambridge International Diploma in Management
Higher Professional Level
ORGANISATIONAL BEHAVIOUR AND
CHANGE MANAGEMENT
4185/01
4261/01
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 3000 and 4000 words.
This document consists of 2 printed pages.
IB04 01_4185_CORE/2RP
 UCLES 2004
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Higher Professional Diploma Module 4185/4261
Organisational Behaviour and Change Management – Core Module
Title: Corporate Behaviour
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 sources, obtain information about your organisation’s structure, culture and values.
Summarise your findings, including information on the following:
2.
•
How the organisational structure has evolved
•
The internal and external influences that have impacted on its culture and values
•
How the organisation is perceived by the employees and relevant external people
•
The multicultural mix within the organisation
•
The organisational policy on learning
Critically evaluate your findings, identifying strengths and weaknesses. Identify changes that are
taking place within the organisation and summarise how these changes could affect the
organisational culture and values. Identify changes that are taking place external to the organisation
and summarise the potential impact of these.
3.
Using all the information you have obtained, write a report recommending changes and how these
could be implemented. In your report, identify potential resistance to change and how this can be
overcome and propose how your plan could be managed. Your report should be presented as a
formal proposal to your manager. Your recommendations can be as broad or revolutionary as you
wish, as long as these can be justified.
You must include in your assignment all documentation, notes and materials generated from each
stage as shown above.
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
4185/01 (Core) 2004
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UNIVERSITY OF CAMBRIDGE INTERNATIONAL EXAMINATIONS
Cambridge International Diploma in Management
Higher Professional Level
CUSTOMER RELATIONS MANAGEMENT
4188/01
4264/01
Optional 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 3000 and 4000 words.
This document consists of 2 printed pages.
IB04 01_4188_OPTION/2RP
 UCLES 2004
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Higher Professional Diploma Module 4188/4264
Customer Relations Management – Optional Module
Title: Optimising CRM
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.
Identify an organisation that works in the same sector as your own organisation. Using a range of
information sources, identify this organisation’s key customer groups and its approach to customer
relations management, including in particular, how it communicates with customers. As far as
possible, establish how the organisation is perceived by customers and others, identifying any areas
of customer dissatisfaction.
Repeat the activity with your own organisation.
Compare and contrast the customer relations management strategy of the two organisations,
identifying the strengths and weaknesses of each.
2.
Consider how the customer base of your own organisation may change over the next year and the
effect this may have on the current CRM strategy.
3.
Critically evaluate your findings and highlight areas for improvement in your own organisation. Write a
report to your manager summarising your findings, including what you have learned from studying the
other organisation and how you have used this.
Make clear recommendations for:
•
how customer satisfaction could be improved
•
developing an improved customer service culture in your organisation
•
the management of dissatisfaction
•
the use of e-CRM
•
a future customer relations management strategy
Your recommendations should be presented as a formal proposal.
In your proposal, you can be as imaginative as you wish, as long as your suggestions can be justified
from your research.
You must include in your assignment all documentation, notes and materials generated from each
stage as shown above.
 UCLES 2004
4188/01 (Option) 2004
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UNIVERSITY OF CAMBRIDGE INTERNATIONAL EXAMINATIONS
Cambridge International Diploma in Management
Higher Professional Level
PEOPLE MANAGEMENT
4190/01
4266/01
Optional 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 3000 and 4000 words.
This document consists of 2 printed pages.
IB04 01_4190_OPTION/2RP
 UCLES 2004
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Higher Professional Diploma Module 4190/4266
People Management – Optional Module
Title: Developing a Valuable Resource
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.
Review how the people in your area of responsibility have been developed over the past year and
summarise your findings.
2.
Using a range of tools, evaluate the effectiveness of the development approach in contributing to
business objectives, commenting on how the abilities, performance and motivation of the people
have been affected.
3.
Summarise your findings and use the results to devise a development plan for the coming year. Your
plan should clearly indicate business objectives, internal and external influences for change,
identified development needs, influences and concerns that have arisen from the review of last year
and a monitoring and evaluation procedure.
In your plan, take account of motivational and reward strategies that are available to you.
Identify at least one individual who can receive coaching from you and include this in the plan.
4.
Carry out the coaching in line with your plan and obtain feedback on your performance. Summarise
your coaching activities and the feedback and use this to evaluate the effectiveness of your role in
the overall development plan.
5.
After a suitable period of time, review the progress of the department development plan and write a
short report summarising your findings. From the review, identify any changes that are to be made in
the future and why. Devise a plan to implement the changes.
6.
Having carried out this research, draw conclusions about the role of HR in developing people to meet
an organisation’s business strategy.
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.
 UCLES 2004
4190/01 (Option) 2004
www.xtremepapers.net
www.studyguide.pk
UNIVERSITY OF CAMBRIDGE INTERNATIONAL EXAMINATIONS
Cambridge International Diploma in Management
Higher Professional Level
PEOPLE MANAGEMENT
4190/01
4266/01
Optional 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 3000 and 4000 words.
This document consists of 2 printed pages.
IB04 01_4190_OPTION/2RP
 UCLES 2004
[Turn over
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www.studyguide.pk
2
Higher Professional Diploma Module 4190/4266
People Management – Optional Module
Title: Developing a Valuable Resource
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.
Review how the people in your area of responsibility have been developed over the past year and
summarise your findings.
2.
Using a range of tools, evaluate the effectiveness of the development approach in contributing to
business objectives, commenting on how the abilities, performance and motivation of the people
have been affected.
3.
Summarise your findings and use the results to devise a development plan for the coming year. Your
plan should clearly indicate business objectives, internal and external influences for change,
identified development needs, influences and concerns that have arisen from the review of last year
and a monitoring and evaluation procedure.
In your plan, take account of motivational and reward strategies that are available to you.
Identify at least one individual who can receive coaching from you and include this in the plan.
4.
Carry out the coaching in line with your plan and obtain feedback on your performance. Summarise
your coaching activities and the feedback and use this to evaluate the effectiveness of your role in
the overall development plan.
5.
After a suitable period of time, review the progress of the department development plan and write a
short report summarising your findings. From the review, identify any changes that are to be made in
the future and why. Devise a plan to implement the changes.
6.
Having carried out this research, draw conclusions about the role of HR in developing people to meet
an organisation’s business strategy.
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.
 UCLES 2004
4190/01 (Option) 2004
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UNIVERSITY OF CAMBRIDGE INTERNATIONAL EXAMINATIONS
Cambridge International Diploma in Management
Higher Professional Level
4191/01
4267/01
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 7000 and 8000 words.
This document consists of 4 printed pages.
IB04 01_4191_CORE/2RP
 UCLES 2004
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The Restaurant “Elegance”
2
For the past five years or so, the restaurant “Elegance” has been attracting a regular clientele, drawn
by the quality of the menu and the “old world” charm of its surroundings. The restaurant is owned and
managed by Robert and Angelo, who have been working together for ten years in all. Robert
manages the restaurant in terms of the daily operation and Angelo is the chef.
“Elegance” has developed a reputation for exactly that – elegance, with its reliance upon a menu of
food cooked to order, using fresh ingredients and a narrow range of choices which are changed daily,
according to the season. It operates only in the evening, generally by reservation, and offers a
medium-priced tariff. The wine list is, again, small but of good quality, depending upon availability and
current market options. This is not a fast food restaurant; the kitchen cooks to order and customers
are aware that they may be waiting for some time for their meals. The wait, however, is generally
considered worthwhile, and regular clients view the whole experience as a civilised time for relaxing
and enjoying the company of others in quiet, rural surroundings.
There are 40 covers (tables), which can usually provide 60 settings per night, if the restaurant is fully
booked. The restaurant is open for six nights per week, Tuesday to Sunday, and runs at an average
of 46% capacity, with lower usage at the beginning of the week, working towards higher levels on
Friday and Saturday.
The restaurant is staffed by local people, many of whom have been with the restaurant for the full five
years. Robert and Angelo are considered very fair employers, who pay above the standard rates and
who command a great deal of loyalty. Angelo has absolute control of the kitchen and spends time
working with his small team, many of whom he has trained at the restaurant, in creating the menu,
purchasing the food on a regular basis, and preparing the meals. Robert controls the wine list, and
manages the restaurant staff outside the kitchen. He has a small team of regular staff, with some
temporary staff brought in for seasonal work.
The current operation seems to be fairly static, with a regular clientele coming to the established
premises, knowing what to expect and appreciating the results. It is this predictability which attracts
the current customers, who value the reliability of Robert and Angelo. Without a great deal of further
work expanding the premises or increasing the tariff, Robert and Angelo cannot see how they can
increase turnover or profits.
Robert and Angelo lease the building itself at a fair market rent, and there are three years left to run.
They have spent time and money on the fabric to create the right environment and facilities, aware
that this is capital expenditure that will not be recovered. The restaurant operates at a healthy profit,
with the current g.p.m. at 35%, after wages and running costs, but before tax and loan repayments.
These bring the real annual net profit figure to €22,500. This figure has remained fairly constant over
the past five years and Robert and Angelo have €112,500 which they now wish to invest in the
business.
They realise that there are choices, and that this investment money can operate as leverage. They
are prepared to bank upon their reputation and experience and use this money to raise loans for
expansion.
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The options
The first option is to re-invest the money into the current operation, through a capital programme,
replacing and upgrading existing furniture and fittings in both the kitchen and dining areas. If this
were the case, it would be a programme of preventative maintenance, as none of the main items
actually needs replacing at the moment. If they decided, for example, to redecorate throughout, they
would have to take a loss of earnings into account while the restaurant was closed for that period.
They cannot, as leaseholders, extend the premises.
The second option is to seek to purchase the building outright. Assuming the owners – a corporate
investment company - wished to sell, the market price would be in the region of €450,000. The level
of work to the fabric which Robert and Anglo have already undertaken should, of course, be taken
into consideration when a final price is agreed.
The third option, and one which is exciting Robert and Angelo, is to continue with “Elegance” as it
currently stands and invest in a new venture in the country in which you live, which is one of the
reasons why they are coming to you for advice.
In your country there is some urban regeneration work taking place within a city near to where you
live. Old riverside industrial premises are being renovated as smart, expensive urban office and living
quarters, hoping to attract financial and service organisations. The keynote is regeneration, rather
than rebuilding and much of the external façade of the buildings will be left. This means that there will
still be a much older feel to the area than a modern development might have. This may or may not be
attractive to the corporations which, it is hoped, will move there. To service this new area, there are a
number of shops and restaurants being established, and this is what attracts Robert and Angelo.
They expect the venture will be completely different from their existing business in at least the
following ways:
•
There will be a different clientele, probably multi-ethnic, expecting a different level of service
and outcome.
•
There will be the need to employ from a local labour force, of which neither Robert nor Angelo
have any experience.
•
There will be different opening hours, a different menu and food selection, using, probably, a
faster preparation and serving time.
It is these differences which excite and concern Robert and Angelo, although they are aware of the
enormous opportunity and potential of being in at the start.
They have carried out some preliminary research and have found that all premises will be leasehold
on a five-year term, with a guaranteed renewable option after the first term. The rental costs have yet
to be fixed but are expected to be 25% higher than costs for similar urban premises which currently
exist.
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Your Role
In the light of this third option, Robert and Angelo have come to you as a business consultant to seek
your advice on which, if any, of these options they should take.
Your role is to advise them on their business strategy over the next 3 – 5 years, using the information
you have been given and that which you will need to research.
Your report should be in the form of a strategic business plan for the next 12 months, taking into
account more medium- and long-term requirements.
You should address at least the following:
•
Regional trends in, for example, restaurant usage at the current time and how these might
affect the market sector in your country where Robert and Angelo wish to operate. You should
also consider other market sectors in which they may operate more profitably.
•
Procedures, processes and costs of establishing and maintaining a food establishment in an
urban regeneration or development area within your country. This will include an awareness of
legislation covering business development and financing of non-nationals wishing to set up
businesses in your country. You should also advise on the viability of such plans.
•
Financial strategies which look to ensure long term stability and balance investment risk. You
should use financial tools such as marginal or absorption costing to support your
recommendations. Robert and Angelo will expect an appraisal of the three capital investment
options and a strategy to maximize profit through investment.
•
Staffing strategies which make the best use of current staff expertise and prepare for
development, including the employment of a local labour force in your country.
•
Justification of your strategic plan, through reference to real examples of local and global
views on the business issues raised by the options open to Robert and Angelo.
Please note the following:
Information about the business 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 strategies you suggest 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 Robert and Angelo as a suggested strategic plan.
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
4191/01 (Core) 2004
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