Accrediting & Assessment Bureau for Post-Secondary School (AABPS) Level 5 Certificate and Diploma in Business Management Studies

Transcription

1 Accrediting & Assessment Bureau for Post-Secondary School (AABPS) Level 5 Certificate and Diploma in Business Management Studies 1

2 AABPS is an awarding body, offering academic. Qualifications include QCF level 4-7 Certificate and Diploma in Business and Management 2

3 Table of Contents Introduction... 6 Qualification accreditation numbers... 7 Qualification Overview... 8 Level 5 Certificate and Diploma in Business a Management Studies... 8 Overview of Units Unit 1 Business Strategy Qualification number: A/601/ Type: QCF Level: Size: Diploma Credit: GLH: Unit Grading Structure: Pass Aim Learning Outcomes Assessment Criteria Suggested Reading Unit 2 Principles of Management and Leadership Qualification number: R/602/ Type: QCF Level: Size: Diploma Credit: GLH: Unit Grading Structure: Pass Aim Learning Outcomes Assessment Criteria Suggested Reading Unit 3 Organisational Behaviour Qualification number: H/502/ Type: QCF Level:

4 Size: Diploma Credit: GLH: Unit Grading Structure: Pass Aim Learning Outcome and Assessment Criteria Learning Outcome Assessment criteria Suggested Reading Unit 4 Operations Management in Business Qualification number: F/601/ Type: QCF Level: Size: Diploma Credit: GLH: Unit Grading Structure: Pass Aim Learning Outcome and Assessment Learning Outcome Assessment Criteria Suggested Reading Unit 5 Customer Relationship Management Qualification number: M/602/ Type: QCF Level: Size: Diploma Credit: GLH: Unit Grading Structure: Pass Aim Learning Outcome and Assessment Management Learning Outcomes Assessment Criteria Suggested Reading

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6 Introduction This specification contains the units and associated guidance for AABPS Business Management qualification Each unit sets out the required learning outcomes, assessment criteria and content. 6

7 Qualification accreditation numbers Qualification Number 600/0637/7 AABPS Level 5 Certificate in Business and Management Qualification Number 600/0636/5 AABPS Level 5 Diploma in Business and Management Qualification Type: QCF Qualification Sub: Type None Qualification Level: Level 5 Qualification Sub Level: None EQF Level: Level 5 Regulation Start Date: 28/01/2011 Operational Start Date: 01/02/2011 7

8 Qualification Overview The aim is to provide high quality learning opportunities through flexible qualifications at level 5 that prepare for progression to higher level study, or within a middle manager role. The objective is to develop theoretical concepts relating to business management studies which can be examined externally and which focus on the breadth and depth of managing modern business environment in both generic and specific area. Level 5 Certificate and Diploma in Business a Management Studies Certificate Diploma Notional credit value Minimum 35 credits Minimum 75 credits Guided learning Minimum 310 hours Minimum 439 hours Assessment Written assignments Written assignments Quality control All course is internally marked but externally moderated All course is internally marked but externally moderated Entry requirements These Level 5 qualifications aim to give practising or potential middle managers the foundation for their formal development in this role. The qualifications do this by developing a middle management understanding and assisting participants in gaining the knowledge required at this level. Students do not have to be currently employed to study these qualifications, but may be engaged in appropriate voluntary activity or planning for work. There are no formal entry requirements but participants will have a background that will enable them to benefit from the programme which is likely to be Level 3 Key Skills Literacy and Numeracy or their equivalent in the UK, and previous knowledge and/or experience within a business management, perhaps as a first line manager. Progression Progression is to AABPS level 6 Diploma in Business Management Studies or other equivalent accredited qualifications. Alternatively students may add optional units to meet their employers need Progression is higher education studies at postgraduate level. Alternatively students may add optional units to meet their employers needs. 8

9 Qualification delivery and support Centre Requirements Access to assessment Method of Assessment Centres must provide appropriate levels of support to learners before, during and following the programme of learning. This support must include: assessing knowledge and competence in relation to learning outcomes and assessment criteria of each unit within the qualification giving learners feedback on their progress and how they may be able to improve The qualification will appear on the Qualifications and Credit Framework (QCF). Centres must provide the following information to AABPS: The names of assessors and internal verifiers, their relevant occupational competence and assessment expertise Estimated time lines for delivery of key activities indicated How learners will be inducted into and supported within the programme of learning Centres Indicative must ensure number that all of anticipated learners have learners access on to the assessment programme and are given How equal GLH opportunities will be delivered to demonstrate and recorded their achievements. Learners The above should must be be informed approved of by the AABPS availability prior to of the appeals start of the procedures programme and how these can be accessed. If a learner has special requirements for assessment, the centre must obtain the relevant approval form from AABPS relating to any variation in assessment arrangements that are being proposed to meet the needs of learners. Centres should refer to the AABPS Reasonable Adjustments and Special Considerations policy. AABPS encourages the use of a range of assessment strategies that will engage learners and give them an opportunity to both demonstrate their knowledge and understanding of a topic and to evaluate how they might apply that knowledge in a given context. We would recommend avoiding an over-reliance on essay writing and that more varied types of assessment are included. This might include assessment through: a research activity resulting in the compilation of a report an academic paper or article for publication the compilation of a case study a critical review and evaluation of a chosen company s policies, procedures and systems a set project completed for an employer (also known as an employer-engagement activity) the production of a portfolio of evidence relating to a particular unit This list is by no means exhaustive, but gives examples of some creative assessment methods that could be adopted 9

10 Registering Learners Learners must be registered for the units and qualification in accordance with the procedure outlined in the AABPS Guidelines to Centres. Award of Qualification Learners will be issued certificates for units and the qualification in accordance with the procedures for registering and awarding certificates, a summary of which are here: Certification Issue of Replacement Certificates Malpractice Centres must have a robust Malpractice Policy in place, with a clear procedure for implementation. Centres must ensure that any work submitted for verification can be authenticated as the learner s own. Centres should refer to the AABPS Malpractice Policy 1 0

11 Overview of Units Unit Unit Title Certificate Diploma Number Credit GLH M/O M/O 1 Business Strategy M M 2 Principles of Management and Leadership M M 3 Organisational Behaviour M/A M 4 Operations Management in Business O M 5 Customer Relationship Management 5 30 O O 6 Establish Risk Management proceed for an 6 30 O O organisation 7 Promote equality of opportunity, diversity 6 30 O O and inclusion across an organisation 8 Company Law O O 9 Human Resource Development O O 10 Management of Change 5 30 O O 11 Manage a budget for own area of activity or 7 30 O O work 12 Promote the use of technology within an 6 30 O O organisation 13 Personal development 5 30 O O 14 Marketing Principles for managers 5 30 O O 15 Financial awareness for managers 5 30 O O 1 1

12 Unit 1 Business Strategy Qualification number: A/601/0796 Type: QCF Level: 5 Size: Diploma Credit: 15 GLH: 20 Unit Grading Structure: Pass Aim The aim of this unit is to develop student abilities to evaluate and select strategies appropriate to business organisations. This will involve an analysis of the impacts of the external operating environment and the need to plan organisational strategies to ensure effective business performance Learning Outcome and Assessment Criteria Learning Outcomes 1 Understand the process of strategic planning 2. Be able to formulate a new strategy 3. Understand approaches to strategy evaluation and selection 4. Understand how to implement a chosen strategy Assessment Criteria 1.1 explain strategic contexts and terminology missions, visions, objectives, goals, core competencies 1.2 review the issues involved in strategic planning 1.3 explain different planning techniques 2.1 produce an organisational audit for a given organisation 2.2 carry out an environmental audit for a given organisation 2.3 explain the significance of stakeholder analysis 3.1 analyse possible alternative strategies relating to substantive growth, limited growth or retrenchment 3.2 select an appropriate future strategy for a given organisation 4.1 compare the roles and responsibilities for strategy implementation 4.2 evaluate resource requirements to implement a new strategy for a given organisation 4.3 discuss targets and timescales for achievement in a given organisation to monitor a given strategy 1 2

13 Suggested Reading M Coulter M (2001), Strategic Management, Prentice Hall, nd Edition G Johnson and K Scholes (2002), Exploring Corporate Strategy, Prentice Hall. R Lynch (199), Corporate Strategy, Prentice Hall, 1999 J L Thompson (2001), Understanding Corporate Strategy, Thomson Learning, 1 3

14 Unit 2 Principles of Management and Leadership Qualification number: R/602/1366 Type: QCF Level: 5 Size: Diploma Credit: 10 GLH: 60 Unit Grading Structure: Pass Aim The aim of this unit is to provide students with an understanding of the development of management, the functions of management and the role of managers. The nature of leadership. Leaders as special people, leaders as followers. Leadership context, culture and changing leadership style. Students will examine the relationship between management and leadership, why these two concepts are often used interchangeably and the different perspectives, particularly in relation to the behaviour of managers/leaders. Learning Outcomes and Assessment Criteria Learning Outcomes 1. Understand the link between management and leadership 2. Understand the skills and styles of management and leadership 3. Be able to apply theory in an organisational context Assessment Criteria 1.1 explain the relationship between management and leadership 1.2 analyse how management and leadership style impacts on the achievement of organisational objectives 2.1 explain the personal and professional skills required for effective management 2.2 compare the skills and styles of successful leaders assess the expected impact of own leadership styles on work groups 3.1 select appropriate theories of management and leadership to identify management and leadership requirements in given situations 3.2 report on the usefulness of using theories for gaining insights into leadership requirements in given situations 10

15 4. Be able to plan for the development of leadership and management skills 4.1 use appropriate methods to assess the skills needed by a leader in a given situation 4.2 plan the development of management and leadership skills for a given job role 4.3 make justified evaluations of the management and leadership development methods selected Suggested Reading John Adair (2002), 100 Greatest Ideas for Effective Leadership and Management, Capstone. 11

16 John P. Kotter (1999), A force for change, the difference between leadership and management, The Free Press; 1st Edition edition Jo Owen (2009), How to lead: what you actually need to do manage, lead and succeed, Prentice Hall 2 nd edition. 12

17 Unit 3 Organisational Behaviour Qualification number: H/502/4794 Type: QCF Level: 5 Size: Diploma Credit: 18 GLH: 160 Unit Grading Structure: Pass Aim This unit aims to provide students with an introduction to the nature of organisations in relation to management practices. The unit examines the internal nature of organisations from both a theoretical and practical viewpoint. The unit is intended to develop an understanding of the behaviour of people within organisations and the significance of organisational design and characteristics. It also aims to provide the basis for, and to underpin further study in, specialist areas of business. Learning Outcome and Assessment Criteria Learning Outcome 1. Understand the importance of organisational behaviour in successfully managing a dynamic environment 2. Understand the individual s contribution to organisational behaviour and performance by recognising the importance of personality, perception, attitudes and learning. Assessment criteria 1.1 Compare the primary roles, functions and activities of different management levels including their interface with organisational behaviour. 1.2 Explore the concepts of organisation and behaviour and explain the characteristics of organisational culture 2.1 Identify individual contribution and assess alternative approaches to personality and its measurement. 2.2 Explain the process of perception and any distortions that may arise. 2.3 Examine the concept of attitudes and the problems of attitude change including solutions like the learning process and its key theories. 13

18 3. Understand motivation, the various content and process theories and their implications for management, and job re-design approaches to improve motivation. 4. Understand about job satisfaction and its relationship to job performance together with stress, frustration reactions and the necessary management action to overcome them 5. Understand the nature, skills, significance and effectiveness of groups in organisations. 6. Understand leadership theories and examine the key variables that determine the effectiveness of leadership in practice. 7. Understand the nature of conflict and various approaches to securing conflict resolution 8. Understand formal and informal communication processes and networks and examine the potential barriers to effective communication 3.1 Compare and contrast need theories, behavioural models and process approaches. 3.2 Examine the problems of motivation and the implications for management of the different theories. 3.3 Explain the main approaches and recent developments in improving job design. 4.1 Examine the concepts of morale and job satisfaction and their relationship to performance. 4.2 Explain the sources of and reactions to frustration and alienation at work. 4.3 Analyse stress, appreciate its links to personality and recognise how best to handle stressful situations. 5.1 Distinguish formal and informal groups and their effects on behaviour. 5.2 Identify the key characteristics and functions of effective workgroups and the process of group development. 5.3 Examine the roles or skills associated with effective teams and explore the nature of team spirit. 6.1 Distinguish leadership from management and the exercise of power as distinct from authority. 6.2 Compare and contrast leadership theories based on traits, styles and situation. 6.3 Explain the variables driving leadership effectiveness. 7.1 Explain the nature and causes of conflict between individuals, groups and the organisation. 7.2 Examine the role of leaders/ managers in managing conflict and identify strategies or techniques for its resolution. 7.3 Identify specific conflict situations and compare alternative procedural arrangements for preventing or reducing conflict. 8.1 Examine the nature and importance of formal and informal communication and communication processes in organisations. 8.2 Compare group networks and recognise the importance to management of networking. 8.3 Analyse barriers to effective communication and techniques to reduce them. 14

19 Suggested Reading David Buchanan and Andrej Huczynski (2000), Organisational Behaviour: An Introductory Text, Pentice Hall. Laurie J Mullins (1999), Management and Organisational Behaviour, Prentice HallS Robbins (2003), Essentials of Organisational Behaviour, Prentice Hall International, 4 th edition 15

20 Unit 4 Operations Management in Business Qualification number: F/601/1092 Type: QCF Level: 5 Size: Diploma Credit: 15 GLH: 60 Unit Grading Structure: Pass Aim The aim of this unit is to enable students to grasp an understanding of the operations function within an organisation. They can then develop this knowledge to include elements of product and job design, planning and control and methods for improvement. Learning Outcome and Assessment Learning Outcome 1 Understand the nature and importance of operational management 2 Understand the link between operations management and strategic planning 3 Understand how to organise a typical production process Assessment Criteria 1.1 explain the importance of Operational Management 1.2 explain the need to produce safely; on time; to cost; to quality and within the law. 1.3 explain the link between operations management and strategic planning. 1.4 produce a systems diagram to illustrate a typical business 2.1 explain the Three E s (economy, efficiency and effectiveness) 2.2 explain the tension between cost minimisation and quality maximisation. 2.3 evaluate the significance of the five performance objectives that underpin operations management 3.1 explain linear programming. 3.2 evaluate Critical Path Analysis and Network Planning 3.3 explain the need for Operational Planning and Control 16

21 4 To be able to apply relevant techniques to the production of an operational plan for a typical business. 4.1 produce a set of clearly defined operational outcomes. 4.2 produce a Network Plan and indicate the resultant critical path 4.3 explain how quality could be defined and maintained Suggested Reading S Brown et al (2000), Strategic Operations Management, Butterworth Heinemann. L Galloway L et al (2000), Operations Management in Context, Butterworth-Heinemann. J Heizer and B Render (2003), Operations Management, Prentice Hall. N Slack et al (2000), Operations Management, Pitman. D L Waller D L (1999), Operations Management A Supply Chain Approach, Thompson. 17

22 Unit 5 Customer Relationship Management Qualification number: M/602/2055 Type: QCF Level: 5 Size: Diploma Credit: 5 GLH: 30 Unit Grading Structure: Pass Aim This unit provides the students with an understanding of the importance of customer relationship management in organisations and the skills to be able to recognise where improvements can made. Customer relationship management (CRM) is a strategy used to learn about customer needs and their behaviour in order to build relationships with them. Customer relationship management encompasses marketing, sales, customer service, after sales service and technical support. The use of technology has enhanced the organisation, development and harmonisation of customer relationship management processes. By considering customer relationship management learners will understand how the use of customer-related activities, and the associated customer involvement, contributes to the achievement of organisational purposes Learning Outcome and Assessment Management Learning Outcomes 1. Understand the importance of customer relationship management in organisations Assessment Criteria 1.1 explain the importance of customer relationship management in organisations 1.2 discuss the movement from industrial to post-industrial economy in the development of customer relationship management 1.3 compare the benefits of market and customer orientation processes when managing customer relationships 1.4 explain the link between effective customer relationship management and competitive advantage 18

23 2. Be able to propose ways to improve the management of customer relationships in an organisation 3. Be able to evaluate improvements to the management of customer relationships in an organisation 2.1 evaluate customer relationship management in an organisation 2.2 propose ways to improve the management of customer relationships in an organisation 3.1 develop measures for monitoring a recently implemented 3.2 improvement to the management of customer relationships in an organisation 3.3 monitor a recently implemented improvement to the management of customer relationships in an organisation Suggested Reading K Anderson and C Kerr (2001) Customer Relationship Management, McGraw-Hill Professional. F Buttle (2008), Customer Relationship Management: Concepts and Technologies, 2nd Edition, Butterworth-Heinemann. Harvard Business Review on Customer Relationship Management (2001), Harvard Business School Press. 19

24 Unit 8 Company Law Qualification number: M/602/2055 Type: QCF Level: 5 Size: Diploma Credit: 5 GLH: 30 Unit Grading Structure: Pass Aim The aim of this unit is to provide students with an introduction to company law. It focuses on company formation and documentation, capital, debentures, meetings, shareholders, directors, minority protection and dissolution Learning Outcome and Assessment Criteria Learning Outcome 1. evaluate the outcomes of a recently implemented improvement to the management of customer relationships in an organisation 2. Be able to draw up the constitution of a company Assessment Criteria 1.1 Explain the concept of corporate personality and lifting the veil. 1.2 analyse the advantages and disadvantages of incorporation 1.3 describe the law on promoters and preincorporation contracts 1.4 explain the requirements for registration and commencement of trading 2.1 apply the requirements for the memorandum to a given scenario 2.2 draw up the articles of association in a given scenario 2.3 evaluate the doctrine of ultra vires and its effect 2.4 explain the contents of a prospectus and listing particulars 20

25 3. Understand share capital and capital maintenance 4. Understand about shareholders, directors, charges and insolvency 3.1 explain the different types of capital 3.2 assess the law on issue of shares, class rights and dividends 3.3 discuss the law applicable to capital maintenance and insider dealing 4.1 describe the duties and powers of directors 4.2 explain the rules on the different types of meetings 4.3 discuss the law on minority protection 4.4 evaluate the rights of shareholders and debenture holders 4.5 discuss rights on liquidation Suggested Reading S Barber (2001), Company Law: Textbook, Old Bailey Press. I Brown et al (2000), Commercial Law, Butterworth. S Judge (1998), Business Law. L Mead (1995), Practical Company Law: An Introductory Text, Elm Publications. G Morse et al (1999), Charlesworth & Morse Company Law, Sweet & Maxwell, M Ottley (2002), Briefcase on Company Law, Cavendish. F Rose (2001), Nutshells Company Law, Sweet & Maxwell. Smith and Keenan (2000), Advanced Business Law, Prentice Hall. 21

26 Unit 9 Human Resource Development Qualification number: H/601/7502 Type: QCF Level: 5 Size: Diploma Credit: 18 GLH: 160 Unit Grading Structure: Pass Aim This aim of the unit is to provide students with an introduction to the concepts and practices of human resource management within the United Kingdom and to provide an understanding of the human resource management role and function within the key areas of resourcing, reward, development and relations. Learning Outcome and Assessment Criteria Learning Outcome 1. Understand the role of human resource development within organisations 2. Be able to critically analyse learning and development theory Assessment Outcome 1.1 Compare and contrast a variety of definitions of human resource development. 1.2 Evaluate the need for human resource development in organisations. 1.3 Evaluate the internal and external barriers to Learning and Development. 2.1 Evaluate learning and development theories. 2.2 Evaluate the concepts of Personal and Organisation Development. 2.3 Identify and explain factors influencing demand in the tourist destination area. 2.4 Review theories and models relevant to tourist motivation. 22

27 3. Understand the organisational factors that influence learning and development. 4. Know how to develop an effective performance management programme 5. Understand the importance of Human Resource Development. 6. Understand the purposes, relevance and value of specific management development initiatives and programmes. 3.1 Analyse the influence of organisation leadership and culture on learning and development 3.2 Critically analyse the impact of an organisation s environment on human resource development. 3.3 Critically analyse the impact of organisation strategy on human resource development. 4.1 Analyse the nature of a performance management programme and assess the links with learning and development. 4.2 Apply effective performance measures in a variety of given circumstances 4.3 Critically evaluate a range of motivation theories. 5.1 Evaluate the growing recognition of the importance of human resource development in enhancing organisation performance. 5.2 Demonstrate an understanding of processes relating to human resource development. 6.1 Assess the importance of management development to organisation performance Suggested Reading M Armstrong (2001), A Handbook of Human Resource Practice, Kogan Page. BPP Business Basics: Human Resource Management 2nd Edition (BPP Publishing, London, 1997) M Corbridge and S Pilbeam S (1998) Employment Resourcing, FT Prentice Hall. R Dransfield, S Howkins, F Hudson and Davies W (1996), Human Resource Management for Higher Awards, Heinemann, M Foot, C and Hook (2002), Introducing Human Resource Management 3rd Edition, FT Prentice Hall, Harlow. D Torrington L Hall and S Taylor (2002), Human Resource Management 5th Edition (FT Prentice Hall, Harlow. 23

28 Unit 14 Marketing Principles for Managers Qualification number: K/602/1482 Type: QCF Level: 5 Size: Diploma Credit: 18 GLH: 160 Unit Grading Structure: Pass Aim The unit aims to provide students with an understanding of marketing principles. How this will help managers appreciate how to identify potential customers, place and price their products compared to the competition, and position the company in the marketplace. It will also help identify future promotional opportunities. The application of marketing principles and techniques, such as developing effective marketing mix strategies, are crucial tools in helping organisations to achieve their corporate and marketing objectives. Through careful segmentation and targeting, businesses can often achieve competitive production and marketing costs, and become the preferred choice of customers and distributors. It is important that organisations deliver marketing activities that reflect the desired positioning of their products and services. In doing so, organisations also need to recognise the importance of establishing their brand values in the marketplace. Learning Assessment and Outcome Criteria Learning Outcomes 1 Understand the contribution of marketing principles in achieving organisational aims and objectives Assessment Criteria 1.1 explain how marketing principles can be used to achieve organisational aims and objectives 1.2 analyse the contribution of marketing principles in a given organisation to the achievement of their aims and objectives 24

29 2 Be able to produce marketing mix proposals for marketing opportunities 3 Be able to develop strategies for implementing marketing mix proposals 2.1 analyse the marketing mix of an identified marketing opportunity 2.2 develop a proposal to meet the needs of a defined group in the marketing mix 2.3 apply the concept of segmentation to a target market 3.1 identify the resources required to implement a marketing mix proposal 3.2 use marketing tools to inform the approach to branding in a marketing mix proposal 3.3 create a strategy for implementing a marketing mix proposal Suggested Reading G Armstrong et al (2009), Marketing: An Introduction, Financial Times/Prentice Hall, P Baines, C Fill and K Page (2008), Marketing, Oxford University Press. J Blythe (2008), Essentials of Marketing, 4th Edition, Financial Times/Prentice Hall. D Grewel and M Levy (2007), Value-Based Marketing, McGraw-Hill Higher Education, D Jobber (2009), Principles and Practice of Marketing, 6th Edition, McGraw-Hill Higher Education. R Kerin et al (2006), Marketing, McGraw-Hill. P Kotler et al (2010), Principles of Marketing, 5th Edition Financial Times/Prentice Hall. M Levens (2009), Marketing (Pearson Education. W F Pride and O C Ferrell (2007), Marketing, Houghton Mifflin. M R Solomon et al (2009), Marketing: Real People, Real Decisions, Financial Times/Prentice Hall, N T Wood (2010), Marketing in Virtual Worlds, Prentice Hall. 25

30 Unit 13 Personal Development Qualification number: J/602 Type: QCF Level: 5 Size: Diploma Credit: 5 GLH: 30 Unit Grading Structure: Pass Aim This unit introduces students to the importance of continuous personal and professional development through self-learning and analysis. It focuses on learners understanding how to enhance the skills needed for effective management to meet work and personal objectives, as well as improving their performance for future career development. Students will have the opportunity to identify their own development needs through carrying out a skills audit to inform the personal development planning process Learning Outcomes and Assessment Criteria Learning Outcomes 1 Be able to review time management skills. 2 Be able to complete a skills audit Assessment Criteria 1.1 explain the benefits of effective time management 1.2 Review time management skills to achieve organisational and personal objectives. 1.3 Use appropriate tools to conduct a time management analysis to recognise areas for improvement. 1.4 Develop a technology strategy to increase productivity through the promotion of technology in line with organisational values and customer needs. 1.5 Develop criteria to evaluate the success of the technology strategy. 2.1 explain the importance of continual self-development 2.2 use appropriate methods to assess skills and competencies against organisational and personal objectives 2.3 make suggestions for filling identified skills gaps 26

31 3 Be able to produce a personal development plan 4 Be able to implement a personal development plan 3.1 produce a personal development plan against SMART objectives 3.2 plan resources needed to implement the personal development plan 4.1 describe the importance of monitoring a personal development plan 4.2 use appropriate techniques to review the aims and objectives of a personal development plan 4.3 update the aims and objectives of a personal development plan Suggested Reading J Adair and M Allen (2003), Time Management and Personal Development, Thorogood, C Evans (2008), Time Management for Dummies,John Wiley and Sons. D Megginson and V Whitaker (2007), Continuing Professional Development, 2nd Edition, Chartered Institute of Personnel and Development, M Pedler, J Burgoyne and T Boydell (2006) A Manager s Guide to Self-Development, 5th Edition, McGraw-Hill Professional 27

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