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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

1 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 1


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

4 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
3 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

5 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.

2 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 2

(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 4 from 5
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
5 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 3


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.

4 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

2 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

7 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

3 The role of the manager

PAGE 4

(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

5 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
1 The organisation of work

March, Marginalist Theories, Simon
(c) Explain the behaviourial theories of

6 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)

8 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

9 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 5


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 6

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 7

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