Office Management Qualification Specification

Office Management
Qualification Specification
Certificate
Diploma
Institute of Commercial Management (ICM)

ICM House
Yeoman Road
Ringwood
Hampshire
BH24 3FA
England
Tel: +44 (0) 1202 490555
Email: info@icm.education
Web: www.icm.education
Contents
1.0 Introduction ........................................................................................................................... 1
2.0 About ICM Qualifications ........................................................................................................ 1
3.0 About these qualifications: Office Management ...................................................................... 1
3.1 Qualification Objectives ................................................................................................................ 1
3.2 Qualification Rationale.................................................................................................................. 1
3.3 Overview of Knowledge, Understanding and Skills ...................................................................... 1
3.4 Accreditation of Prior Learning (APL)............................................................................................ 2
3.5 Guided Learning Hours (GLH) and Total Qualification Time (TQT) ............................................... 2
3.6 Credit Value................................................................................................................................... 2
3.7 Progression Opportunities ............................................................................................................ 2
3.8 Assessment Overview ................................................................................................................... 3
3.9 Levels of Attainment ..................................................................................................................... 3
3.10 Delivery Requirements................................................................................................................ 3
3.11 Requirements for Centres ........................................................................................................... 3
3.12 Assessment Command Words .................................................................................................... 3
3.13 Guide to Units............................................................................................................................. 5
4.0 Qualification Overview ........................................................................................................... 6
4.1 Units .............................................................................................................................................. 6
4.2 Certificate Unit Descriptors........................................................................................................... 7
4.3 Diploma Unit Descriptors ............................................................................................................ 19
5.0 Assessment and Quality Assurance ....................................................................................... 38
5.1 Assessments ................................................................................................................................ 38
5.2 The Examination ......................................................................................................................... 38
5.3 Grading ........................................................................................................................................ 38
5.4 Examination Grades .................................................................................................................... 38
5.5 Quality Assurance and ICM Business Development and Delivery Consultants .......................... 38
6.0 Administration Arrangements............................................................................................... 39
6.1 Results and Certification ............................................................................................................. 39
6.2 Enquiries about Results (EAR) ..................................................................................................... 39
6.3 Reasonable Adjustments ............................................................................................................ 39
6.4 Special Consideration.................................................................................................................. 39
6.5 Malpractice in Assessment ......................................................................................................... 39
6.6 Plagiarism .................................................................................................................................... 40
6.7 Appeals and Complaints ............................................................................................................. 40
6.8 Resources and Available Support ............................................................................................... 40
7.0 Policy and Procedures .......................................................................................................... 40
1.0 Introduction
This qualification specification provides details about the ICM qualifications in Office Management; it
outlines the qualifications’ objectives and explains how the learning outcomes are assessed. This
document is an essential guide for Learners, ICM Approved Centres and Examiners to use as a
reference document before and during qualification delivery.
2.0 About ICM Qualifications

Established as a charity for global outreach in 1979, ICM is an Awarding Organisation for the
commercial and business sector. ICM provides a wide range of self-regulated qualifications in
Business, Management and many other vocational areas. ICM qualifications are designed to address
and respond to the regional training needs, as well as the personal development of Learners,
whether entering or continuing to work within the commercial sector.
3.0 About these qualifications: Office Management
3.1 Qualification Objectives

• To provide qualifications in office management that combines both subject knowledge and
industry experience that is essential for the Learner’s career advancement.
• To Equip Learners with the business communication, office administration and office
management skills, knowledge and understanding necessary to achieve in the domestic and
international business environment.
• To provide an applied balance between employability skills and the knowledge essential for
the Learner’s career advancement or academic aspirations.
• To provide opportunities for Learners to develop the skills, techniques and personal
attributes essential for successful working lives within the business industry.
3.2 Qualification Rationale

The purpose of these qualifications is to provide a progressive structure for Learners to access the
principles of office management. Learners then develop their skills, knowledge and understanding in
those key concepts and principles, which they can use across a range of contexts and within
different job roles.
3.3 Overview of Knowledge, Understanding and Skills

The Certificate in Office Management is the starting point for Learners with limited knowledge and
experience of Office Management. Please note, the Diploma is only awarded once the Certificate
and Diploma subjects are all complete.
On successful completion of these qualifications, Learners are equipped with a range of skills
including, but not limited to:
• Using language skills in grammar, spelling, punctuation, capitalisation, number usage, and
sentence structure.
• Selecting and using various forms of office communication and analyse their application
• Understanding how business communication strategies and principles can be applied to
domestic and international business situations.
• Understanding theories of management and how they fit in with managerial tasks and
processes.
Entry requirements for Learners:

• ICM qualifications are designed to provide learners with a structured and progressive
approach to the development of skills and knowledge.
ICM Certificate and Diploma in Office Management Qualification Specification

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• If English is not their first language, ICM recommends Learners should have a level of spoken
and written English equivalent to CEFR level B2/IELTS level 6. Your centre will assess your
level of spoken and written English prior to you starting your course. For more information
about IELTS please go to https://www.ielts.org/what-is-ielts/ielts-introduction.
For more information about CEFR levels please go to https://www.coe.int/en/web/common-

european-framework-reference-languages/table-1-cefr-3.3-common-reference-levels-global-
scale.
• The minimum age for registration on ICM qualifications is 18 years.
• The Certificate in Journalism requires completion of a Level 3 qualification or equivalent, for
example:
o One GCE A–level plus three GCSEs (or equivalent) of five GCSEs.
o A suitable BTEC National Award.
o Other qualifications/or work relevant experience may be considered as evidence of
the above.
Entry to the Diploma in Office Management requires completion of the Certificate Office
Management.
3.4 Accreditation of Prior Learning (APL)

Accreditation of Prior Learning (APL) is a process for assessing and, where appropriate, recognising
prior learning or prior certificated learning for academic purposes. If a Learner has acquired any
previous qualifications and wishes to apply for Accreditation of Prior Learning (APL), Learners must
inform the Approved Centre when registering for this ICM qualification. For more information,
please see ICM’s Accreditation of Prior Learning Policy and Procedure.
3.5 Guided Learning Hours (GLH) and Total Qualification Time (TQT)
A qualification is made up of Guided Learning Hours (GLH) and non-guided learning hours
(independent study). The amount of GLH (face-to-face time) allocated to each specific unit is set out
in the qualification overview section. These hours are given for guidance only and the amount of
time required by individual Learners will vary.
The Total Qualification Time (TQT) is the sum of guided learning hours and independent learning
hours, representing the total amount of time a Learner may take to complete each unit.
3.6 Credit Value

The credit value for the Certificate is 100 credits. The credit value for the certificate is 100 credits. All
ICM units have a credit value of 20 credits. The credit value of the qualification is based on the total
notional learning hours and as a guide, 10 notional learning hours will be equal to one credit.
3.7 Progression Opportunities

These qualifications prepares Learners to undertake a variety of roles in office management.
Following successful completion of the qualification, Learners could:
• Seek employment in office management related roles.
• Go on to further work in specialist management areas.
• Further their studies in office management or a specific business area.

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For more information on the structure of qualification levels and ICM equivalencies, please visit
https://www.icm.education/explore-our-qualifications/relative-equivalencies
3.8 Assessment Overview

The assessment method for these qualifications is external examinations (set and marked by ICM).
Full information about the assessment process is included on section five of this document.
3.9 Levels of Attainment

Levels of attainment reflect the skills and knowledge set out in the level descriptors for the
Regulated Qualifications Framework (RQF) below:
Level Knowledge descriptor (the holder…) Skills descriptor (the holder can…)
Level Has practical, theoretical or technical Identify, adapt and use appropriate cognitive
4 knowledge and understanding of a subject and practical skills to inform actions and
or field of work to address problems that address problems that are complex and non-
are well defined but complex and non- routine while normally fairly well-defined.
routine. Can analyse, interpret and Review the effectiveness and appropriateness
evaluate relevant information and ideas. of methods, actions and results.
Is aware of the nature of approximate
scope of the area of study or work.
Has an informed awareness of different
perspectives or approaches within the
area of study or work.
Level Has practical, theoretical or technological Determine, adapt and use appropriate
5 knowledge and understanding of a subject methods, cognitive and practical skills to
or field of work to find ways forward in address broadly defined, complex problems.
broadly defined, complex contexts. Use relevant research or development to
Can analyse, interpret and evaluate inform actions.
relevant information, concepts and ideas. Evaluate actions, methods and results.
Is aware of the nature and scope of the
area of study or work.
Understands different perspectives,
approaches or schools of thought and the
reasoning behind them.
3.10 Delivery Requirements

Centres are required to have the facilities and resources to effectively deliver the qualification. A
number of resources and (GLH) are listed within each unit.
3.11 Requirements for Centres

To offer these qualifications, Centres must apply for ICM Approved Centre status. To apply please
visit https://www.icm.education/Centres/approved-Centre-application and fill in the application
form.
3.12 Assessment Command Words

We have provided a list of assessment command words which will be used when designing
assessments and teaching the content of these qualifications to meet standards at this level.
Level 4 Command Words

Analyse Break an idea down into separate parts and examine each of these; explain how

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main ideas are linked to practice of an idea/concept
Apply Clearly explain how existing knowledge links to something different/new situation
using relevant concepts/ideas
Assess Use available information to make a judgement about an idea
Compare Explain two (or more) ideas to look for similarities
Contrast Explain two (or more) ideas to look for differences
Define Describe the meaning of a word/term/concept
Demonstrate Show detailed knowledge and understanding of a topic
Describe Provide a detailed account about a topic/concept
Discuss Give a detailed account of at least two sides of an idea
Distinguish Explain two (or more) ideas to look for differences
Draw Make a final decision about an argument provided in an answer
conclusions
Evaluate Examine strengths and weaknesses of an idea using a range of concepts and draw a
conclusion
Explain Show understanding of underpinning concepts and ideas
Illustrate Give clear information about an idea with detailed descriptions
Judge Form an opinion about an idea
Justify Provide a clear rationale for an idea presented/argued for with an appropriate
conclusion
Outline Briefly describe an idea
Plan Organise information in a logical manner and format
Suggest Propose an idea or a way of doing something that is clearly based on knowledge
Summarise Present an abstract of the main points of an idea/concept
Level 5 Command Words

Analyse Break an idea down into separate parts and examine each of these; explain how
contemporary ideas are linked to practice of an idea/concept
Apply Clearly explain how existing knowledge links to something different/new situation
using relevant concepts/ideas using practices and standards
Assess Use available information to make a judgement about an idea
Compare Examine in detail two (or more) ideas and look for similarities
Contrast Examine in detail two (or more) ideas and look for differences
Define Describe the meaning of a word/term/concept
Demonstrate Show detailed knowledge and understanding of a topic
Describe Provide an extended account of a topic/concept in a logical manner
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Discuss Give a detailed account including a range of views about a particular concept with a
brief conclusion
Draw Make a final, clear decision about an argument provided in an answer
conclusions
Evaluate Examine strengths and weaknesses of an idea using a range of concepts and draw
one or more conclusions
Explain Show understanding of underpinning concepts and ideas using examples
Illustrate Give clear information about an idea with detailed descriptions to highlight an
argument
Judge Form an opinion about an idea that is logical and based on knowledge
Justify Provide a comprehensive explanation/rationale for an idea presented/argued with
a logical conclusion
Suggest Form an opinion about an idea that is logical and based on knowledge and justified
Summarise Select and then present the main ideas or arguments about a concept in a concise
way
3.13 Guide to Units

The qualifications are split into units that specify what knowledge and skills the Learners must
demonstrate in their assessments.
Unit title Name of the unit.
Unit Code A unique code assigned to a unit.
Credit Value The credit value of the qualification will be based on the total notional learning
hours and, as a guide, 10 notional learning hours equate to one credit.
Unit Level Gives the level of demand placed upon Learners in line with the RQF level
descriptors.
Unit Aims The unit aim defines the scope, style and depth of learning of the unit.
Learning Outcomes Sets out what it expected of the Learner and defines the knowledge,
understanding and/or skills they will acquire on completion of the unit.
Indicative Teaching The indicative teaching content is the scope of knowledge required in order to
Content fulfil the assessment requirements and achieve the learning outcomes; it also
outlines the technical components of the programme.
Assessment The assessment method defines what type of assessment will be used and the
Method way it will be used to assess achievement.
Teaching and Resources that support the learner in understanding the content of the unit
Learning Resources being taught.
Total Qualification Total hours required to complete the unit, including independent study and
Time (TQT) assessment.
Guided Learning This indicates the number of teaching hours required.
Hours (GLH)
Non-guided Recommended hours of independent study.
Learning Hours
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(NGLH)
4.0 Qualification Overview
4.1 Units
Qualification Title: Certificate in Office Practice

Total credit value: 100
Total guided learning hours: 680
Total qualification Time: 1000
ICM Unit Assessment

Unit title GLH TQT Credits
Code Method
ACC04 Accounting 140 200 20 Examination
Business Management and

BMA04 140 200 20 Examination
Administration
Computer Appreciation and
CAA05 120 200 20 Examination
Applications
International Business
IBC04 140 200 20 Examination
Communications
Office Procedures and
OPA04 140 200 20 Examination
Administration
Qualification Title: Diploma in Office Management

Total credit value: 100
Total guided learning hours: 620
Total qualification Time: 1000
ICM Unit Assessment

Unit title GLH TQT Credits
Code Method
BL05 Business Law 120 200 20 Examination
Human Resources
HRM05 120 200 20 Examination
Management
MTP05 Management Theory & Practice 120 200 20 Examination
PM04 Purchasing Management 140 200 20 Examination
SSM05 Sales and Sales Management 120 200 20 Examination

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4.2 Certificate Unit Descriptors
Unit Title Accounting

Level 4
Unit Code AC04
Credit Value 20
Unit Aims
Accounting aims to equip learners with the ability to apply theoretical knowledge and technical aspects of the
fundamentals of accounting theory and practice, and develops the accounting techniques and skills necessary
to provide a foundation for further study and practical experience. Learners who successfully complete
Accounting have a comprehensive awareness of accounting with the ability to critically analyse, interpret and
evaluate complex methods and theories. This unit forms part of the Business Studies; Commercial
Management; International Business Studies; Office Management; Sports Management and Tourism and
Business Studies Qualifications.
Learning Outcomes
On completion of this unit the Learner will know and understand the:
A. Key concepts and techniques useful in recording and analysing accounting information
B. Solutions to accounting problems, which make appropriate use of accounting practice and principles
which are well organised and clearly stated
C. Process to prepare statements for reporting the financial performance and financial position of
business entities
D. Analysis of accounting data and accounting reports using appropriate tools and techniques
E. Context within which accounting operates and through which it relates to the business environment
Teaching Content
1. Introduction to Accounting
1.1. What is accounting?
1.2. Business organisations and sources of finance
1.3. Introducing financial statements: the profit and loss account and the balance sheet
1.4. The role of the accountant and the accounts office
2. Supply Information for Management Control
2.1. The purpose of management information
2.2. The use of cost centres and coding of costs
2.3. Providing comparisons on costs and income
2.4. A brief introduction to wages
2.5. Control accounts: sales and purchase ledger control
3. The Construction of Financial Statements
3.1. Financial statements: the calculation of profits
3.2. Adjustments: accruals, prepayments and drawings
3.3. Adjustments: bad debts and provisions for debtors
3.4. Depreciation of fixed assets
3.5. Partnership accounts
3.6. Company accounts
3.7. Accounts of clubs and societies
3.8. The extended trial balance
4. Using Accounting Information
4.1. Accounting ratios and preparing reports
4.2. Accounting standards: Statements of Standard Accounting Practice and Financial Reporting
Statements (SSAPs and FRSs)
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4.3. Accounting for stocks
4.4. Manufacturing accounts
4.5. Marginal costing
4.6. Budgeting
Assessment Method
Level 4 Accounting has a summative assessment. This is a 3 hour written examination (100 marks, learners are
required to answer 4 questions from a total of 5 questions). At level 4 learners will be required to:
(i) Analyse, interpret and evaluate information related to Accounting.
(ii) Apply theoretical/technical knowledge to demonstrate an understanding of Accounting.
(iii) Demonstrate an informed awareness of approaches to Accounting.
(iv) Effectively communicate knowledge and understanding in written response(s).
Recommended Text
Giles, R. (2008). Finance & Accounting New. 2nd Ed. Lulu.com
(Chapters 1-4, 17-21, 22-27, 29-30, 31-33, 35-37, 40)
Alternative Text/Further Reading
Giles, R. (2008). A complete course in Business Accounting.4th ed. Lulu.com
Wood, F., & Sangster, A. (2008). Frank Wood's Business Accounting. 11th ed (VOL 2). Upper Saddle River,
NJ: Pearson/ Prentice Hall
The Total Qualification Time (TQT) for this unit is 200 hours.
The TQT is made is made up of the Guided Learning Hours (GLH) and the Non-Guided Learning Hours
(NGLH).
This is the number of hours requiring immediate guidance or supervision by the Centre,
GLH =140 including lectures, seminars, workshops, training and examination invigilation, tutorial support
including feedback on assignments.
This is the number of hours of directed non-supervised times such as homework, class
NGLH =60
preparation, background reading, group study, portfolio.

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Unit Title Business Management and Administration
Level 4
Unit Code BMA04
Credit Value 20
Unit Aims
Business Management and Administration aims to equip learners with the ability to apply theoretical and
technical aspects of management within the global business environment. Upon successful completion
learners have an informed awareness, through the appraisal of a variety of business cases, of different
business management styles. This unit forms part of the Accounting and Finance; Business Studies; Commercial
Management; Human Resource Development; Marketing Management; Office Management; Sales
Management and Marketing; Sports Management and Tourism and Business Studies Qualifications.
Learning Outcomes
A. Major functional areas of a business and describe their interrelationship
B. Competing perspectives on the nature of management as both a function and process within
organisations
C. Concept of managerial power and authority, in the context of the work of individual managers and
organisations within their social and cultural contexts
D. Models of managerial decision-making
E. Development of organisations in their historical, social and cultural contexts, and the choices that this
creates for the management of organisations
F. Process of organisational change and development
G. Management as a moral and ethical process
H. Role of the Administrator as part of the Managerial process
Teaching Content
1. The Management Framework to Business Administration

1.1. What are business administration and management?
1.2. The board of directors
1.3. Functions within an organisation
1.4. The 'systems' approach to organisation
1.5. Planning-control feedback cycles
2. Characteristic Features of Organisations
2.1. The structure of organisations and the need for authority
2.2. The features of bureaucratic and non-bureaucratic organisations
2.3. Traditional principles and types of organisation
2.4. More about systems and subsystems
3. The Structure of Business Enterprises
3.1. The pattern of organisations
3.2. Business types including; sole-trader enterprises, partnerships, limited partnerships, the limited
liability company, non-profit-making units (clubs & societies), public enterprises
3.3. Public sector organisations; autonomous public corporations, nationalised industries, local
government institutions, central government departments
4. The Production Function
4.1. The production process and types of production
4.2. Site selection and factory planning
4.3. Plant and equipment
4.4. Materials and materials handling
4.5. Production administration
4.6. Costing aspects of production
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4.7. Work study
4.8. Maintenance and production
4.9. CAD, CAM and CIM
5. The Purchasing Function
5.1. The nature of purchasing and the role of the purchasing officer
5.2. Purchasing department procedures, inventory control, stores control and economic order quantity
6. The Research and Development Function
6.1. The functions of the research and development department
6.2. Basic research
6.3. Problem-based research
6.4. Ideas generation
6.5. Applied research and development
6.6. Patents, trade marks and service marks
6.7. Research and development in the business organisation
7. The Marketing Function
7.1. Introduction to marketing and the marketing philosophy
7.2. Market analysis and research
7.3. Promotion, publicity and public relations
7.4. Pricing policy
7.5. Credit control
7.6. Sales administration
7.7. Transport and distribution (logistics)
7.8. Export marketing
8. Personnel Department
8.1. The need for staff
8.2. The functions of the personnel department and a personnel policy
8.3. Employee records
8.4. Promotion, transfer, termination and dismissal
8.5. Industrial relations practice
8.6. The remuneration of staff
9. The Administrative Officer’s Role: Office Administration
9.1. The role of the administrative officer
9.2. Facilities management – the 'new-look' office administrator
9.3. The office and its functions
9.4. The clerical function, business correspondence, mail inwards, mail outwards, systems for producing
business correspondence
9.5. Meetings, conferences, functions and delegation
10. Other Responsibilities of the Administrative Officer
10.1. The organisation and methods department
10.2. Security aspects of business
10.3. Risk management
10.4. The environment of organisations
10.5. What is a claimant?
10.6. Assessing the impact of claimants

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Assessment Method
Level 4 Business Management and Administration has a summative assessment. This is a 3 hour written
examination (100 marks, learners are required to answer 5 questions from a total of 8 questions). At level 4
learners will be required to:
(i) Analyse, interpret and evaluate information related to Business Management and Administration.
(ii) Apply theoretical/technical knowledge to demonstrate an understanding of Business Management
and Administration.
(iii) Demonstrate an informed awareness of approaches to Business Management and Administration.
Recomended Text
Whitehead, G. and Whitehall, G. (1999). Business Management and Administration. Christchurch: Institute of
Commercial Management.
Appleby, R. (1994). Modern business administration. 6th Ed. England: Prentice Hall.
Buckley, M. (1994). The structure of business. 3rd Ed. Harlow, Essex: Longman.
The TQT is made up of the Guided Learning Hours (GLH) and the Non-Guided Learning Hours (NGLH).
This is the number of hours requiring immediate guidance or supervision by the Centre, including
GLH =140 lectures, seminars, workshops, training and examination invigilation, tutorial support including
feedback on assignments.
NGLH =60
Unit Title Computer Appreciation and Applications

Level 5
Unit Code CAA05
Credit Value 20
Unit Aims
Computer Appreciation and Applications aims to equip the learners with the ability to apply theoretical and
technical aspects of uses made in general of computers across business and associated industries. This includes
operating a PC and simple practical experience in using standard packages such as word processing, databases
and spreadsheets. Upon successful completion learners have a comprehensive awareness of the different
viewpoints and approaches to the general appreciation and applications and the reasoning behind them. This
unit forms part of the Accounting and Finance and Office Management Qualification.
Learning Outcomes
On completion of this unit the Learner will know and understand:

A. A range of programme applications and their uses
B. A general appreciation of operating a PC.
C. The use of standard packages such as word processing, databases and spreadsheets.
D. The meaning and use of a variety of computer related terminology.
Teaching Content
1. Hardware and Data

1.1. Clear distinction between data and program, data and options/parameters, programmer and user
1.2. General configuration of a computer and components of the CPU (ALU, memory, control)

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1.3. Directions of data flow
1.4. Types of memory (ROM, RAM, cache, video)
1.5. Features of a modern PC
1.6. Input devices – general survey with emphasis on use rather than how the device works – OCR,
OMR, MICR devices, bar code reader, types of keyboards, optical scanner, digitiser, voice input
device, ATM, touch screen, mouse
1.7. Distinction between uses of keyboard and mouse
1.8. Output devices – range of current printer types (laser, dot matrix, ink jet etc.) – relative
speeds/costs/quality VDU, plotters, microfilm
1.9. For a given application, select the most appropriate input/output devices or method of data
capture
1.10. Data validation – definition and purpose
1.11. Identify validation possible with particular data
1.12. Check digits
1.13. Data types – integer, decimal, text/character, logical, date, currency etc.
1.14. The need to define data by type
2. Business Applications
2.1. Accounts
2.2. The component parts of an accounts package
2.3. Typical input and output documents
2.4. Stock control and Its purpose
2.5. Typical input and output data
2.6. Contents of the stock file
2.7. Sales and concept of customer, sales orders, purchase orders and supplier files (and stock file), and
contents of these files
2.8. Concept of cross-referencing (customer number linking sales order with customer file)
2.9. General appreciation of who would supply input data and use output data and why (e.g. stores
clerk would use a re-order list to place orders with suppliers for restocking)
3. Files and File Access
3.1. Magnetic and optical storage devices and media – their limitations
3.2. Definitions of file, record and field and examples taken from particular situations
3.3. File organisation defined as organisation of records on a file
3.4. Consideration of serial, sequential and indexed sequential organisation
3.5. The stages of accessing a particular record from serial, sequential or indexed sequential files
3.6. Contents of a particular file – fields, data types, sizes, purpose of being on the file
3.7. Concept of master and transaction file
3.8. System diagram for a general update of a master file using a transaction file
3.9. Security of data files
3.10. Backups, environmental conditions, restricted access, administrative controls
3.11. Distinction between different types of files – program, data, text, parameter files
4. Software
4.1. The role of the operating system in controlling the computer
4.2. Basic features of an operating system (command or GUI)
4.3. Distinction between general purpose software (e.g. database) and special purpose software (e.g.
payroll)
4.4. Examples of special purpose packages
4.5. Word processing – options available / how to use them (in general terms) / margins, fonts, special
effects (underline/centre/bold etc.), spell check, grammar check / standard phrases / inclusion of
graphics
4.6. Databases – how to create a new file, add records, edit records, delete records, selective search by
particular criteria, rearrange data, produce reports
4.7. Spreadsheets – formatting a model (decimal places, alignment, extra rows/columns etc.) / adding
simple formulae / simple functions such as sum/average / replicating a formula / absolute and
relative addresses
4.8. Graphics – features available in graphics/drawing/CAD package / standard shapes / moving,
enlarging, rotating, stretching, colouring, hatching, dimensioning, layering
5. Systems and Programming
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5.1. Brief review of system life cycle
5.2. Methods of fact finding
5.3. An overview of the role of the analyst – to investigate, design and supervise installation of a new
system
5.4. An overview of the role of the programmer – to convert a systems specification into a program by
devising a logical structure, coding into a language, testing and documenting
5.5. Distinction between development programmer and maintenance programmer
5.6. Distinction between high and low level languages
5.7. Brief survey of common high level languages and typical uses
6. People, Computers and Society
6.1. Brief overview of tasks performed by computing personnel – data processing manager, systems
analyst, programmer, ancillary staff/data input clerks
6.2. Social effects of computers – changes in lifestyle, changes at work, need for training, crime and
crime prevention, data protection acts treated in outline
7. Communications
7.1. Spread of networks – reasons and advantages
7.2. Data transmission
7.3. Differences between LAN and WAN
7.4. Electronic mail using a provider’s central system
Assessment Method
Level 5 Computer Appreciation and Applications has a summative assessment. This is a 3 hour written
(i) Analyse, interpret and evaluate relevant information and ideas related to Computer Appreciation
and Applications.
(ii) Apply theoretical/ technical knowledge to demonstrate an understanding of Computer Appreciation
and Applications to address defined questions that are complex.
(iii) Demonstrate a comprehensive awareness of different viewpoints and approaches to Computer
Appreciation and Applications and the reasoning behind them.
Recommended Text
French, C (1996) Computer Science. 5th ed. Andover: Cenage Learning Media
GLH =120 including lectures, seminars, workshops, training and examination invigilation, tutorial
support including feedback on assignments.
NGLH =80

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Unit Title International Business Communications
Level 4
Unit Code IBC04
Credit Value 20
Unit Aims
International Business Communications aims to equip learners with the ability to apply theoretical and
technical aspects of business communication situations encountered in the workplace through the writing of
memoranda, letters, reports, résumés, electronic messages; manuals with terms, mechanisms, instructions,
process analysis, proposals, web portfolios and delivering oral presentations. Upon successful completion
learners have informed awareness of international business communication methods and procedures. This
unit forms part of the Business Studies; Commercial Management; Human Resource Development;
International Business Studies; Marketing Advertising and Public Relations; Marketing Management; Office
Management and Sales Management and Marketing Qualifications.
Learning Outcomes

A. How business communication strategies and principles can be applied to prepare effective
communication for domestic and international business situations
B. The relative merits, appropriate organisational formats and channels used in developing and
presenting business messages
C. The mechanics of oral and written communication including presentations, memos, letters, and
reports
D. Language skills, grammar, spelling, punctuation, capitalisation, number usage, and sentence structure
by communicating in a concise, clear, straightforward manner
E. The relative merits and mechanisms for communicating via electronic mail, Internet, and other forms
of electronic media
F. How to deliver an effective oral business presentation
G. How to demonstrate problem-solving and critical-thinking skills
Teaching Content
1. The Process of Communication

1.1. The objectives of communication
1.2. The meaning of words
1.3. Non-verbal communication
1.4. The context or situation
1.5. Barriers to communication
1.6. Why? Who? Where? When?
1.7. What? How?
1.8. Planning the message
1.9. Summary – how to communicate
2. Speaking Effectively
2.1. Basic speaking skills
2.2. Qualities to aim for when speaking
2.3. Summary – good speaking
3. Listening
3.1. Listening – the neglected skill
3.2. Reasons for improving listening
3.3. Are you a good listener?
3.4. Ten aids to good listening
3.5. Summary – good listening
4. Human Interaction and Non-verbal Communication
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4.1. Metacommunication and paralanguage
4.2. The language of silence
4.3. The language of time
4.4. Body language or kinesics
4.5. The underlying psychology: NLP, El and TA
4.6. Conflict between verbal and non-verbal communication
4.7. Summary – the importance of paralanguage in human interaction
5. Talking on the Telephone
5.1. Telephone problems
5.2. Basic telephone rules
5.3. Receptionists
5.4. Making a call
5.5. Gathering information by telephone
5.6. Answering the telephone
5.7. Voicemail
5.8. Mobile phone manners
5.9. Summary – good telephoning
6. Interviewing
6.1. Interviewing weaknesses
6.2. What is an interview?
6.3. The purposes of the interview
6.4. Types of interview information
6.5. How to plan an interview
6.6. Structuring the interview
6.7. How to question and probe
6.8. Summary – interviewing
7. Being Interviewed for a Job
7.1. Preparing – the organisation
7.2. Preparing – know yourself
7.3. At the interview
7.4. Tips to remember
7.5. Summary – being interviewed for a job
8. Communicating in Groups
8.1. Advantages of groups
8.2. Disadvantages of groups
8.3. Factors affecting group effectiveness
8.4. Summary – making groups and committees work
9. Running and Taking Part in Meetings
9.1. Chairing meetings
9.2. Decision-making methods
9.3. Responsibilities of participants
9.4. Duties of officers and members
9.5. The agenda
9.6. The minutes
9.7. Video-conferencing and audio-conferencing
9.8. Formal procedure
10. Giving a Talk
10.1. Techniques of public speaking
10.2. Preparation
10.3. Developing the material
10.4. Opening the talk
10.5. Closing the talk
10.6. Visual aids
10.7. Use of notes
10.8. Practising the talk
10.9. Room and platform layout
10.10. Delivery of the talk
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10.11. Summary – being a good speaker
11. Using Visual Aids
11.1. General principles
11.2. Whiteboards, electronic copy boards, interactive boards
11.3. Flip charts
11.4. Build-up visuals
11.5. Physical objects
11.6. Models and experiments
11.7. Overhead Projector (OHP)
11.8. Data projector or multimedia projector
11.9. 35mm slide projector
11.10. Videos and DVDs
11.11. Closed circuit television and video
11.12. Points to remember about visual aids
11.13. Video and DVD hire and purchase
11.14. Summary – being in control of visual aids
12. Faster Reading
12.1. How do you read?
12.2. The physical process of reading
12.3. Ways of increasing your vocabulary
12.4. Summary – faster reading
13. Better Reading
13.1. Determine reading priorities
13.2. Scanning
13.3. Skimming
13.4. SQ3R method of reading
13.5. Summary – better reading
14. Writing Business Letters
14.1. Why good letter-writing matters
14.2. Backing up the phone call or meeting
14.3. Planning a letter
14.4. Layout and style
14.5. The structure of a letter
14.6. Dictating
14.7. Standard letters
14.8. Summary – writing business letters
15. Applying for a Job
15.1. What sort of job do you want?
15.2. What is available and what are they looking for?
15.3. The application itself
15.4. Job-hunting on the Internet
15.5. Summary – applying for a job
16. Writing Reports
16.1. What is a report?
16.2. Types of report
16.3. Essentials of a good report
16.4. What is the purpose of the report?
16.5. Fundamental structure
16.6. Format, layout, headings and numbering
16.7. Long formal reports
16.8. House style
16.9. How to get started
16.10. Setting your objective
16.11. Researching and assembling the material
16.12. Organising the material and planning the report
16.13. Writing the first draft
16.14. Editing the report
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16.15. Producing the report
16.16. Summary – report writing
17. Memos, Messages, Forms and Questionnaires
17.1. Memos
17.2. Email
17.3. Fax
17.4. Postcards and reply cards
17.5. Text messaging
17.6. Forms and questionnaires
17.7. Summary – other writing tasks
18. Visual Communication
18.1. When to use charts and graphs
18.2. Presentation of statistical data
18.3. Presenting continuous information
18.4. Presenting discrete or non-continuous information
18.5. Presenting non-statistical information effectively
19. Getting to Grips with grammar
19.1. Why does grammar matter?
19.2. What is grammar?
19.3. How good is your English?
19.4. The parts of speech in brief
19.5. The framework of English
19.6. The architecture of the sentence
20. Common Problems with English
20.1. Subject – verb agreement
20.2. Problems with verbs
20.3. Problems with adjectives
20.4. Problems with adverbs
20.5. Problems with pronouns
20.6. Problems with prepositions and conjunctions
20.7. Problems with ellipsis
20.8. Problems with negatives
20.9. Revision of grammar
Assessment Method
Level 4 International Business Communications has a summative assessment. This is a 3 hour written
(i) Analyse, interpret and evaluate information related to International Business Communications.
(ii) Apply theoretical/technical knowledge to demonstrate an understanding of International Business
Communications.
(iii) Demonstrate an informed awareness of approaches to International Business Communications.
Recommended Text
Stanton, N., (2009). Mastering communication.5th ed. London: Red globe Press
Bergin F.J., (1981). Practical Communications.2nd Rev ed. Upper Saddle river NJ: Prentice Hall
Evans, D.W., (1990). People, Communication and Organisations.2nd ed. Upper Saddle river NJ: Prentice Hall
Lesikar R. V., & Flatley, M.E. (2001). Basic Business Communication.9th ed. New York: McGraw Hill.

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NGLH =60

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4.3 Diploma Unit Descriptors
Unit Title Office Procedures and Administration

Level 4
Unit Code OPA04
Credit Value 20
Unit Aims
Office Procedures and Administration aims to equip learners with the ability to apply theoretical and technical
aspects of the functions and systems within an office in the business environment. This includes the different
communication strategies and office technology. Upon successful completion learners have informed
awareness of Office Procedures and administration. This unit forms part of the Office Management
Qualification.
Learning Outcomes

A. Various roles, relationships and functions of staff within an office environment
B. The use and functions of core office equipment and their relative merits
C. How to select and use various forms of office communication
D. A range of office documentation in detail
E. How to prepare draft guidelines for health and safety procedures
Teaching Content
1. Introduction
1.1. The role and the relationship of office workers in the organisation
2. Office Systems, Procedures & Records
2.1. Buying and selling
2.2. Stock control
2.3. Receipts and payments
2.4. Petty cash
2.5. Wages and salaries
2.6. Filing
2.7. Incoming and outgoing mail
2.8. Work planning and scheduling
3. Office Technology
3.1. Computer systems and terminology
3.2. Reprography
3.3. Calculators
3.4. Health and safety
4. Communications
4.1. Oral communication
4.2. Written communication
4.3. Mail services
4.4. Receiving and assisting visitors
4.5. Travel arrangements
4.6. Organising meetings and other events
4.7. Sources of information

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Assessment Method
Level 4 Office Procedures and Administration has a summative assessment. This is a 3 hour written
(i) Analyse, interpret and evaluate information related to Office Procedures and Administration.
(ii) Apply theoretical/ technical knowledge to demonstrate an understanding of Office Procedures and
Administration.
(iii) Demonstrate an informed awareness of approaches to Office Procedures and Administration.
Recommended Text
Harrison, J. (1996). Practical Office Procedures. 4th ed. Harlow: Longman.
NGLH =60

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Unit Title Business Law
Level 5
Unit Code BL05
Credit Value 20
Unit Aims
Business Law aims to equip learners with the ability to apply theoretical and technical aspects of the law in the
business environment, sources of law, legal methods, business organisations, legal relationships and contracts
including the supply of goods and services. Upon successful completion learners have an informed awareness
of agency agreements, civil wrongdoings in the business environment including negligence and nuisance and
Business Law procedures. This unit forms part of Accounting & Finance; Business Studies; Commercial
Management; Human Resource Development; International Business Studies and Office Management
Qualifications.
Learning Outcomes
A. Law making process
B. Legal issues in a variety of business situations
C. Application of legal rules to resolve factual problem situations
D. British and European perspectives on the interpretations of business law
Teaching Content
1. Contracts: Formation of Contract

1.1. What is a contract?
1.2. The intention to create legal relations
1.3. Offer
1.4. Termination of an offer
1.5. Acceptance
1.6. Agreement without offer and acceptance
1.7. The nature of consideration
1.8. Executory, executed and past consideration
1.9. Sufficiency of consideration
1.10. Privacy of contract
2. Terms of Contract
2.1. The terms of contract
2.2. Incomplete contracts
2.3. Conditions and warranties
2.4. Oral evidence relating to contracts in writing
2.5. Representations and contract terms
2.6. Implied terms
2.7. The required form of contracts
2.8. Exclusion clauses
2.9. The Unfair Contract Terms Act 1977
2.10. The Unfair Terms in Consumer Contracts Regulations 1994
3. Vitiating Factors
3.1. Contractual capacity
3.2. Mistake
3.3. Misrepresentation
3.4. Duress
3.5. Undue influence
3.6. Void and illegal contracts
4. Discharge of Contract
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4.1. How a contract comes to an end
4.2. Performance
4.3. Agreement
4.4. Breach of contract
4.5. Frustration
4.6. Remedies available for breach of contract
4.7. Damages
4.8. Action for the price
4.9. Equitable remedies
4.10. Limitation to actions for breach
4.11. Quasi-contract
5. Agency
5.1. The creation of agency
5.2. The duties of an agent
5.3. The rights of an agent
5.4. The authority of an agent
5.5. Liability of the parties
5.6. Agents acting for undisclosed principals
5.7. Termination of agency
5.8. Special types of agent
6. Sale of Goods: Definition of a Contract for the ‘Sale of Goods’
6.1. The Sale of Goods Act 1979 and the relevant changes made by the Sales and Supply of Goods Act
1994 (s14) and the relevant changes made by the Consumer Rights Act 2015, in particular chapters
2 and 3 and the impact on sections 12, 13, 14 and 18 of the 1979 Act
6.2. Types of goods
6.3. The price
6.4. Time of performance
6.5. Seller's title
6.6. Description of the goods
6.7. Sale by sample
6.8. Satisfactory quality and fitness for purpose
6.9. Passing of property and risk
6.10. Nemo dat quod non habet
6.11. Delivery
6.12. Acceptance and rejection
6.13. Remedies of the parties, Romalpa clauses
6.14. The Supply of Goods and Services Act 1982
7. Consumer Credit and Protection: Consumer Credit
7.1. Forms of consumer credit
7.2. What is a regulated agreement?
7.3. The classification of regulated agreements
7.4. The protection of debtors
7.5. Lenders liability
7.6. Termination of credit agreements
7.7. Extortionate credit bargains
7.8. Consumer credit licensing, advertising and canvassing
7.9. Credit cards
8. Consumer Protection
8.1. Consumer protection
8.2. Trade descriptions
8.3. Consumer safety
8.4. Product liability
9. Tort and Negligence: Tort
9.1. Tort and other wrongs
9.2. Wrong and damage distinguished
9.3. Remoteness of damage
9.4. Vicarious liability
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9.5. Strict liability
9.6. Defences to an action in tort
9.7. Contributory negligence
9.8. Remedies in tort
9.9. Conversion
9.10. Nuisance
9.11. Defamation
9.12. Definition
9.13. Libel and slander
9.14. Action and defences
10. Negligence
10.1. Negligence – requirements of
10.2. Duty of care
10.3. Breach of duty of care and consequential damage
10.4. Res ipsa loquitur
10.5. Consequential harm
10.6. Negligent mis-statement
10.7. Professional negligence
10.8. Nuisance
10.9. Definition
10.10. Differences between public and private nuisance
10.11. Defences and remedies
11. Defamation
11.1. Definition
11.2. Differences between libel and slander
12. Nuisance
12.1. Definition
12.2. Differences between public and private nuisance
13. Company Law: The Nature of a Company
13.1. The company as a legal entity
13.2. The veil of incorporation
13.3. Companies and partnerships
13.4. A company's liability in tort and crime
13.5. Public and private companies
13.6. Holding and subsidiary companies
14. Formation of a Company
14.1. Promoters and pre-incorporation contracts
14.2. Registration procedures
14.3. Commencement of business
14.4. Company contracts
15. Memorandum and Articles
15.1. Purpose and contents of the memorandum
15.2. The company name
15.3. Registered office
15.4. Objects
15.5. Articles of association
15.6. Alteration of the articles
15.7. The memorandum and articles as contracts
16. Meetings
16.1. Types of meeting
16.2. Convening a meeting
16.3. Proxies
16.4. Types of resolution
16.5. The assent principle
17. Liquidations and Other Insolvency Procedures
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17.1. Methods of dissolution
17.2. Liquidations
17.3. Compulsory liquidation
17.4. Voluntary liquidation
17.5. Liquidation committee
17.6. Contributories
17.7. Powers of liquidators
17.8. Duties of liquidators
17.9. Alternatives to liquidation
16.10 Administration orders
16.11 Voluntary arrangements
18. Directors
18.1. Appointment
18.2. Shareholdings
18.3. Termination of office
18.4. Disqualification
18.5. Powers and dealings
19. Partnerships
19.1. Definition
19.2. Formation of
19.3. Types of partners
19.4. Agency of partners – liability of partners for firms debts
19.5. Dissolution of partnership
19.6. Limited Partnership Act 1907
19.7. Limited Liability Partnership Act 2000
Assessment Method
Level 5 Business Law has a summative assessment. This is a 3 hour written examination (100 marks, learners
are required to answer 5 questions from a total of 8 questions). At level 5 learners will be required to:
(i) Analyse, interpret and evaluate relevant information and ideas related to Business Law.
(ii) Apply theoretical/ technical knowledge to demonstrate an understanding of Business Law to address
defined questions that are complex.
(iii) Demonstrate a comprehensive awareness of different viewpoints and approaches to Business Law
and the reasoning behind them.
Recommended Text
Abbott, K., Pendlebury, N., & Wardman, K. (2007). Business Law. 8th ed. Andover: Cenage Learning
MacIntyre, E. (2018). Essentials of Business Law. 6th ed. Harlow, United Kingdom: Pearson Education.
Keenan, D., & Riches, S. (2008). Business Law. 8th ed. Harlow: Pearson Education.
NGLH =80

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Unit Title Human Resources Management
Level 5
Unit Code HRM05
Credit Value 20
Unit Aims
Human Resources Management aims to equip learners with the ability to apply theoretical and technical
aspects of the critical role human resources play in the achievement of organisational objectives, and the
issues and processes involved in effectively managing those human resources. Upon successful completion
learners have a comprehensive awareness of the different viewpoints and approaches to Human Resources
Management and the reasoning behind them. This unit forms part of the Business Studies; Management
Studies and Office Management Qualifications.
Learning Outcomes
A. Different approaches to the management of human resources
B. Strategic role of the personnel/human resources management department
C. Key forces at work in any attempt to achieve equality in the workplace
D. Plans for effective resourcing of an organisation's human requirements
E. Ways in which performance management systems contribute to the development of the individual
and enhance organisational performance
F. Working relationships, with employees and/or their representative bodies, are created, maintained
and enhanced with an understanding of organisational pressures associated with these organisational
relationships
G. Effectiveness of human resource policies and practices in their organisational setting
Teaching Content
1. People, Organisations and Behaviour

1.1. Organisational behaviour
1.2. Work, organisation and job design
1.3. Organisation development
1.4. Motivation, commitment
1.5. Employee engagement
2. Resourcing and Workforce Planning
2.1. Strategic resourcing
2.2. Workforce planning
2.3. Recruitment and selection
2.4. Resourcing practice
2.5. Talent management
3. Learning and Development
3.1. Strategic learning and development
3.2. Process of learning and development
3.3. Practice of learning and development
3.4. Leadership and management
3.5. Development
4. Performance Management
4.1. Aims of performance management
4.2. Strategy and systems
4.3. Practice of reward management
4.4. Rewarding specific groups
5. Employee Relations
5.1. Strategic employee relations
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5.2. Employment relationship
5.3. Psychological contract
5.4. Practice of industrial relations
5.5. Employee voice and communications
6. Human Resources Skills
6.1. Strategic human resources skills including leadership skills, facilitating change, handling conflict,
people and HR Policies and Practices
6.2. Industrial democracy
6.3. Strikes: cause, effect and avoidance
Assessment Method
Level 5 Human Resources Management has a summative assessment. This is a 3 hour written examination
(100 marks, learners are required to answer 5 questions from a total of 8 questions). At level 5 learners will be
required to:
(i) Analyse, interpret and evaluate relevant information and ideas related to Human Resources
Management.
(ii) Apply theoretical/ technical knowledge to demonstrate an understanding of Human Resources
Management to address defined questions that are complex.
(iii) Demonstrate a comprehensive awareness of different viewpoints and approaches to Human
Resources Management and the reasoning behind them.
Recommended Text
Armstrong, M., & Taylor, S. (2014). Armstrong's handbook of human resource management practice.13th ed.
London: Kogan Page Publishers.
This is the number of hours requiring immediate guidance or supervision by the Centre, including
GLH =120 lectures, seminars, workshops, training and examination invigilation, tutorial support including
feedback on assignments.
NGLH =80

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Unit Title Management Theory and Practice
Level 5
Unit Code MTP05
Credit Value 20
Unit Aims
Management Theory and Practice aims to equip learners with the ability to apply theoretical and technical
aspects of business and management by exploring how management theory and practice has responded to the
development of economic and social activity. Issues to do with globalisation, international competition,
international marketing, translational corporate strategy, and international regulatory institutions are
examined with respect to their implications for the management of organisations. Upon successful
completion learners have a comprehensive awareness of the different viewpoints and approaches to
Management Theory and Practice and the reasoning behind them. This unit forms part of the Accounting and
Finance, Human Resource Development, International Business Studies, Marketing, Marketing Management,
Marketing Advertising and Public Relations, Office Management, Tourism and Business Studies Qualification.
Learning Outcomes

A. Theories of management and organisations and explain how they fit with the nature of the
managerial task and process
B. Particular issues faced by small businesses
C. Case study examples apply theory and concepts to business strategies from the perspective of top
management and evaluate the concept of competitive advantage
D. Management of organisational conflict and politics
E. Potential conflict between profit and social responsibility
F. Characteristics of cross-cultural management and critically compare management styles
Teaching Content
1. Management Theory: Introduction

1.1. Management: an introduction
2. Classical Theories of Management
2.1. The search for principles of management
2.2. Bureaucracy
3. Human Relations and Social Psychological Theories
3.1. Motivation – what motivates people?
3.2. Motivation – how motivation occurs
4. Theories of Leadership and Group Behaviour
4.1. Leadership – theory and practice
4.2. Groups and teams
5. Systems and Contingency Approaches to Management Theory
5.1. Organisations and systems
5.2. Contingency approaches to management
6. Contemporary Approaches to Management Theory
6.1. Value-driven responsive organisations
6.2. Managing the supply chain
7. Management in Practice: The Context of Management
7.1. The business environment
7.2. Organisations
7.3. Organisational culture
7.4. Diversity
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8. Strategy
8.1. Decision making in organisations
8.2. Strategic aspects of management
8.3. Strategy in practice
8.4. Managing strategy
9. Organising for Management
9.1. Organising the workforce – organisation structures and designs
9.2. Organising work
9.3. Organising for innovation
9.4. Organising for engagement
9.5. Reorganising – managing change
9.6. Organising communications
9.7. Organising yourself – the manager’s role
10. Control in Management
10.1. Organisational control
10.2. Managing quality
10.3. Managing risk
11. Functional Management: Marketing, Operations Management, HRM, Financial and IT: Marketing
Management
11.1. Marketing fundamentals
11.2. The marketing mix: product and price
11.3. The marketing mix: distribution
11.4. The marketing mix: promotion
11.5. Customer-oriented marketing approaches
12. Operations Management
12.1. Managing the procurement function
12.2. Managing the logistics function
12.3. Managing the operations function
12.4. Operations technology
13. HRM
13.1. Human resource management
13.2. Resourcing: recruitment, selection and appointment
13.3. Performance management and human resource development
13.4. The employment relationship
13.5. International human resource management
14. Financial Aspects of Management
14.1. Financial and management accounting – an introduction
14.2. Budgeting process, pricing and capital investment decisions
15. Information Resource Management
15.1. The role of information technology and business information systems
15.2. Managing information systems
16. Part Four – Global Management
16.1. Global management
16.2. Managing globally
Assessment Method
Level 5 Management Theory and Practice has a summative assessment. This is a 3 hour written examination
(100 marks, learners are required to answer 5 questions from a total of 8 questions). At level 5 learners will be
required to:
(i) Analyse, interpret and evaluate relevant information and ideas related to Management Theory and
Practice
(ii) Apply theoretical/ technical knowledge to demonstrate an understanding of Management Theory
and Practice to address defined questions that are complex.
(iii) Demonstrate a comprehensive awareness of different viewpoints and approaches to Management

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Theory and Practice and the reasoning behind them.
Recommended Text
Cole, G. and Kelly, P. (2015). Management theory and practice. 8th ed. Boston: Cenage Learning

Handy, C. (1993). Understanding organizations.4th ed. London: Penguin
Boddy, D. (2013). Management: An Introduction. 6th ed. London: Pearson
Mullins, L. (2013). Management and organisational behaviour.10th ed. Upper Saddle River NJ: FT International
NGLH = 80

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Unit Title Purchasing Management
Level 4
Unit Code PM04
Credit Value 20
Unit Aims
Purchasing Management aims to equip learners with the ability to apply theoretical and technical aspects of
the contribution that effective purchasing and supply management can make to an organisation’s competitive
position. This includes different purchasing strategies, organisation and supply and demand issues. Upon
successful completion learners have informed awareness of Purchasing Management methods and
procedures. This unit forms part of the Office Management Qualification.
Learning Outcomes
A. Key issues surrounding international purchasing strategies
B. Importance of effective purchasing and supply management throughout entire supply chains and the
impact effective purchasing and supply can have on organisational competitiveness
C. Relative merits and demerits of various models of purchasing structure organisation
D. Relative merits and demerits of various models of purchasing and supply structures and organisation
E. Key variables that impact effective purchasing and supply management
Teaching Content
1. What is Purchasing?
1.1. Definition
1.2. Organisational buyers
1.3. Purchasing, profitability and added value
1.4. The evolution of purchasing
1.5. Purchasing and change
1.6. The status of purchasing
2. Purchasing Strategy
2.1. Definition
2.2. Levels of strategy
2.3. The strategic planning process
2.4. Purchasing strategy
2.5. Environmental scanning
2.6. Strategy formulation
2.7. Strategy implementation
2.8. Strategy evaluation and control
2.9. Strategic options
3. Purchasing Organisation
3.1. Organisational design and structure
3.2. Approaches to organisation structures
3.3. Centralised purchasing
3.4. Purchasing and its functional interfaces
3.5. The internal organisation of purchasing departments
3.6. Purchasing and supply in group undertakings
3.7. Horizontal organisations
3.8. Supply chain management
3.9. Materials management
3.10. Logistics management
3.11. The contribution of purchasing to supply chain management
4. Purchasing Procedures
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4.1. Introduction
4.2. Traditional purchasing procedures
4.3. The inefficiencies of traditional procedures
4.4. Legal aspects of ordering procedures
4.5. The ‘battle of the forms’
4.6. Purchasing records
4.7. Small orders
4.8. Purchasing manuals
5. Purchasing and IT
5.1. Introduction
5.2. Management Information Systems (MIS)
5.3. Information Technology (IT)
5.4. IT and competitive advantage
5.5. Computer systems
5.6. Computer operation
5.7. A typical computerised purchasing application
5.8. Flowcharts
5.9. Essential features of a computerised supplies system
5.10. Some computer applications relevant to purchasing
5.11. Some advantages of computerised purchasing
5.12. Telecommunications and networks
5.13. Electronic commerce
5.14. Electronic data interchange
5.15. Electronic Funds Transfer (EFT)
5.16. Electronic mail
5.17. Smart cards
5.18. Bar coding
5.19. Electronic catalogues
5.20. Security and legal Issues
5.21. The impact of IT on purchasing and supply
6. Human Resources in the Supply Chain
6.1. Introduction
6.2. Human resource planning
6.3. Job analysis
6.4. Recruitment and selection
6.5. Performance appraisal
6.6. Training and development
6.7. Purchasing and pay
6.8. Motivation, communication and commitment
6.9. Communication
6.10. The management of change
6.11. Teamwork and multinational teams
6.12. Management styles and leadership
6.13. Strategic aspects of HRM applied to purchasing
7. Specifying and Assuring the Quality of Suppliers
7.1. Introduction
7.2. What is quality?
7.3. The importance of TQM
7.4. The specification of quality
7.5. Product and production design and re-design specifications
7.6. Standardisation
7.7. Value analysis and engineering
7.8. The implementation of quality
7.9. Quality control and assurance
7.10. Quality systems
7.11. Independent quality assurance and certification
7.12. Tools for quality and reliability
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7.13. Failure Mode and Effects Analysis (FMEA)
7.14. Quality circle and task teams
7.15. The cost of quality
7.16. Purchasing and quality
8. Matching Supply with Demand
8.1. Definitions
8.2. Inventory classifications
8.3. The aims of inventory management
8.4. The right quantity
8.5. Demand
8.6. The economics of stock management
8.7. ABC analysis
8.8. Variety reduction
8.9. Economic Order Quantities (EOQs)
8.10. The quantity discount model
8.11. Lead times
8.12. Forecasting demand
8.13. Fixed order and period review systems
8.14. Materials Requirements Planning (MRP)
8.15. Distribution Requirement Planning (DRP)
8.16. Just-In-Time purchasing (JIT)
8.17. Optimised Production Technology (OPT)
8.18. Lot sizing
8.19. Safety stocks and service levels
8.20. Special inventory factors
9. Sourcing
9.1. Sourcing levels
9.2. Sourcing information
9.3. Analysis of market conditions
9.4. Directives
9.5. Sources of supply
9.6. Suppliers assessment and appraisal
9.7. Supplier performance rating
9.8. The supplier base
9.9. Make or buy strategies and tactics
9.10. Outsourcing
9.11. Outsourcing purchasing
9.12. Tiering
9.13. International sourcing
9.14. Partnership sourcing
9.15. Forming successful partnerships
9.16. Reciprocal trade
9.17. Countertrade
9.18. Intra-company trading
9.19. Subcontracting
9.20. Local suppliers
9.21. Small or large suppliers
9.22. Sourcing decisions
9.23. Factors in deciding where to buy
10. Contrasting Approaches to Supply
10.1. Introduction
10.2. Industrial products
10.3. Capital investment items
10.4. Buying used equipment
10.5. Evaluating capital investments
10.6. Selecting suppliers of capital items
10.7. Leasing
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10.8. The buyer and capital investment purchases
10.9. Production materials
10.10. Raw materials
10.11. Futures dealings
10.12. Methods of commodity dealings
10.13. Component parts and assemblies
10.14. Production materials and bills of materials
10.15. Consumables
10.16. Construction supplies and bills of quantities
10.17. Goods for resale in wholesaling and retailing
11. Storing Supplies
11.1. Storage and supplies
11.2. Type, location and siting of storage facilities
11.3. Storage and materials handling equipment
11.4. Assessment of storage requirements
11.5. Stores layout
11.6. Identification of stock items
11.7. Surplus
12. Controlling Prices and Costs
12.1. Price
12.2. The conditions for perfect competition
12.3. Imperfect competition and monopoly
12.4. UK competition legislation
12.5. Price information
12.6. Pricing agreements
12.7. Variations to firm and cost price agreements
12.8. Price analysis
12.9. Price variation and adjustment
12.10. Currency management
12.11. Incoterms
13. Support Tools
13.1. Tendering
13.2. Debriefing
13.3. Post-Tender Negotiation (PTN)
13.4. Forecasting techniques
13.5. Techniques of investment appraisal
13.6. Application of costing techniques
13.7. Life cycle costing
13.8. Target costing
13.9. Absorption costing
13.10. Activity-Based Costing (ABC) and management
13.11. Standard costing
13.12. Budgets and budgetary control
13.13. Learning curves
13.14. Project management
13.15. Scheduling
13.16. Models and simulation approaches
14. Negotiation
14.1. Introduction
14.2. Definitions
14.3. Approaches to negotiation
14.4. The content of negotiation
14.5. What is an effective negotiation?
14.6. Factors in negotiation
14.7. The process of negotiation
14.8. Pre-negotiation
14.9. The actual negotiation
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14.10. Post-negotiation
14.11. Global negotiation
15. Purchasing Research, Performance and Ethics
15.1. Purchasing research
15.2. Purchasing performance and control
15.3. The aims of performance measures
15.4. The prevalence of purchasing performance measures
15.5. Principles of performance measures
15.6. Methods of evaluating purchasing performance
15.7. Accounting approaches
15.8. Comparative approaches
15.9. The purchasing management audit approach
15.10. Management By Objectives (MBO)
15.11. Purchasing and fraud
15.12. Whistle-blowing
15.13. Purchasing ethics
Assessment Method
Level 4 Purchasing Management has a summative assessment. This is a 3 hour written examination (100
marks, learners are required to answer 5 questions from a total of 8 questions). At level 4 learners will be
required to:
(i) Analyse, interpret and evaluate information related to Purchasing Management.
(ii) Apply theoretical/ technical knowledge to demonstrate an understanding of Purchasing Management.
(iii) Demonstrate an informed awareness of approaches to Purchasing Management.
Recommended Text
Lysons .K.,& Farrington, B.(2005) Purchasing & Supply Chain Management.7th ed. Upper saddle River NJ:
Prentice Hall
NGLH =60

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Unit Title Sales and Sales Management
Level 5
Unit Code SSM05
Credit Value 20
Unit Aims
Sales and Sales Management aims to equip learners with the ability to apply theoretical and technical aspects
of the role of the sales and key account management function in contemporary business organisations. It aims
to provide skills and knowledge that will assist n personal selling and sales management careers and provide
an appreciation of what the sales force can, and cannot, do, so that reasoned judgements can be made about
the role of sales and key account management within marketing and strategic planning. Upon successful
completion learners have a comprehensive awareness of the different viewpoints and approaches to Sales and
Sales Management and the reasoning behind them. This unit forms part of the Office Management and Sales
Management and Marketing Qualifications.
Learning Outcomes
On Completion of this unit the learner will know and understand the:
A. Distinction between sales and key account management
B. Main tasks of a sales manager
C. Ethical dilemmas of the personal selling role and what bases for ethical decision making are available
to the salesperson and sales manager
D. Strengths and weaknesses of alternative methods of organising the sales force
E. Impact of competitor activity on a sales strategy
F. Extrapolation techniques used to build a credible sales forecast
G. Practical models of sales force performance
Teaching Content
1. Sales Perspective: Development and Role of Selling in Marketing

1.1. Background
1.2. The nature and role of selling
1.3. Types of selling
1.4. Image of selling
1.5. The nature and role of sales management
1.6. The marketing concept
1.7. Implementing the marketing concept
1.8. The relationship between sales and marketing
2. Sales Strategies
2.1. Sales and marketing planning
2.2. The planning process
2.3. Establishing marketing plans
2.4. The place of selling in the marketing plan
3. Consumer and Organisational Buyer Behaviour
3.1. Differences between consumer and organisational buying
3.2. Consumer buyer behaviour
3.3. Factors affecting the consumer decision-making process
3.4. Organisational buyer behaviour
3.5. Factors affecting organisational buyer behaviour
3.6. Developments in purchasing practice
3.7. Relationship management
4. Sales Technique: Sales Responsibilities and Preparation
4.1. Sales responsibilities
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4.2. Preparation
5. Personal Selling Skills
5.1. The opening
5.2. Need and problem identification
5.3. The presentation and demonstration
5.4. Dealing with objections
5.5. Negotiation
5.6. Closing the sale
5.7. Follow-up
6. Key Account Management
6.1. What is key account management?
6.2. Advantages and dangers of key account management
6.3. Deciding whether to use key account management
6.4. The tasks and skills of key account management
6.5. Key account management relational development model
6.6. Global account management
6.7. Building relationships with key accounts
6.8. Key account information and planning system
7. Relationship Selling
7.1. From total quality management to customer care
7.2. From JIT to relationship marketing
7.3. Reverse marketing
7.4. From relationship marketing to relationship selling
7.5. Tactics of relationship selling
8. Direct Marketing
8.1. What is direct marketing?
8.2. Database marketing
8.3. Managing a direct marketing campaign
9. Internet and IT Applications in Selling and Sales Management
9.1. Overview of Internet and IT applications in selling and sales management
9.2. The Internet
9.3. Customer relationship management
9.4. Sales management applications of IT
9.5. Applications of IT in retail sales and marketing
10. Sales Environment: Sales Settings
10.1. Environmental and managerial forces impacting sales
10.2. Sales channels
10.3. Industrial/commercial/public authority selling
10.4. Selling for resale
10.5. Selling services
10.6. Sales promotions
10.7. Exhibitions
10.8. Public relations
11. International Selling
11.1. Introduction
11.2. Economic aspects
11.3. International selling at company level
11.4. Cultural factors in international selling
11.5. Organisation for international selling
11.6. Pricing
11.7. Japan – a study in international selling
12. Law and Ethical Issues
12.1. The contract
12.2. Terms and conditions
12.3. Terms of trade
12.4. Business practices and legal controls
12.5. Ethical issues
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13. Sales Management: Recruitment and Selection
13.1. The importance of selection
13.2. Preparation of the job description and specification
13.3. Identification of sources of recruitment and methods of communication
13.4. Designing an effective application form and preparing a shortlist
13.5. The interview
13.6. Supplementary selection aids
14. Motivation and Training
14.1. Motivation
14.2. Leadership
14.3. Training
15. Organisation and compensation
15.1. Organisational structure
15.2. Determining the number of salespeople
15.3. Establishing sales territories
15.4. Compensation
16. Sales Control: Sales Forecasting and Budgeting
16.1. Purpose
16.2. Planning
16.3. Levels of forecasting
16.4. Qualitative techniques
16.5. Quantitative techniques
16.6. Budgeting
16.7. Budget determination
16.8. The sales budget
16.9. Budget allocation
17. Sales Force Evaluation
17.1. The sales force evaluation process
17.2. The purpose of evaluation
17.3. Setting standards of performance
17.4. Gathering information
17.5. Measures of performance
17.6. Appraisal interviewing
Assessment Method
Level 5 Sales and Sales Management has a summative assessment. This is a 3 hour written examination (100
marks, learners are required to answer 5 questions from a total of 8 questions). At level 5 learners will be
required to:
(i) Analyse, interpret and evaluate relevant information and ideas related to Sales and Sales
Management
(ii) Apply theoretical/ technical knowledge to demonstrate an understanding of Sales and Sales
Management to address defined questions that are complex.
(iii) Demonstrate a comprehensive awareness of different viewpoints and approaches to Sales and Sales
Management and the reasoning behind them.
Recommended Text
Lancaster, G & Jobber, D. (2009) Selling & Sales Management, 8th ed. Upper Saddle river NJ: Financial times/
Prentice Hall.
GLH = 120 including lectures, seminars, workshops, training and examination invigilation, tutorial support

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NGLH = 80
5.0 Assessment and Quality Assurance
5.1 Assessments
ICM assessments are designed to fulfil the objectives of each qualification. The Learning Outcomes
for each unit are set externally by ICM, and can be found in the individual unit descriptors.
5.2 The Examination

ICM examinations take place four times each year, March, June, September and December and are
externally set and marked by ICM.
For more information on examination regulations please visit https://www.icm.education/policies-
and-handbooks
5.3 Grading
Achievement and success in these qualifications requires a demonstration of an in-depth knowledge
of each specific unit and the ability to acquire functional skills transferable to industry employment.
To achieve these qualifications Learners will have achieved a pass grades across all units.
5.4 Examination Grades

Examination Grades boundaries are:
Grade Percentage
A 70% and above
B 60% to 69%
C 50% to 59%
D 40% to 49%
F 39% and below
Ungraded is issued should evidence of
malpractice or maladministration occur in
an examination.
5.5 Quality Assurance and ICM Business Development and Delivery Consultants
ICM Approved Centres must demonstrate a quality management system with a committed and
supported delivery team that is sufficient in number for the planned provision with adequate
Learner resources and guidance, facility for regular Learner feedback, evidence of equal
opportunities, equity and inclusivity in learning and assessment. For more information, please see
ICM’s Inclusion and Diversity Policy. ICM Business Development and Delivery Consultants support
ICM Approved Centres in the event that they need assistance in demonstrating progression routes
for Learners and preparation for work, and/or further study of ICM qualifications. ICM Business
Development and Delivery Consultants carry out announced and unannounced spot check visits and
audits in line with ICM requirements. It is essential that ICM Approved Centres are able to provide
safe access to premises, data and other facilities as reasonably required by ICM.

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6.0 Administration Arrangements
6.1 Results and Certification
Results dates are published on the ICM website here. ICM send results directly to ICM Approved
Centres for issuing to Learners. Certificates are produced and issued by ICM in accordance with the
ICM Certification Policy and Procedure. In potential cases of fraudulent reproduction of
qualifications, ICM investigate and prosecute where necessary. For more information please see
ICM’s Fraud Policy and Procedure.
6.2 Enquiries about Results (EAR)

ICM Approved Centres must make Candidates aware of arrangements for EAR before they sit any
ICM examinations. Candidates must be advised that grades may be lowered, confirmed or raised as
a result of any EAR. Where EAR leads to a change of the original grade, ICM:
• Amend the results to reflect the outcome of the EAR
• Refund the full fee for the EAR service to the ICM Approved Centre if the grade is raised
• Consider whether the result of the EAR impacts on other candidates and/or other
qualifications and/or other Awarding Organisations and take action accordingly
For more information, please see ICM’s Enquiries About Results (EAR) Policy and Procedure.
6.3 Reasonable Adjustments

ICM and its Approved Centres have a duty to ensure the rights of individual Learners to have access
to qualifications and assessment materials, in a way in which is most appropriate for their individual
needs. ICM facilitate access to assessments and qualifications for Learners who are eligible for
adjustments. A Learner may be granted reasonable adjustments in their assessments in accordance
with ICM’s Reasonable Adjustments and Special Considerations Policy and Procedure. If a Learner
feels negatively impacted by the method of assessment, and/or the arrangements made under
Reasonable Adjustments or Special Consideration, ICM encourage the Learner’s Approved Centre
to apply for reasonable adjustments on their behalf, so that the Learner can adequately
demonstrate their knowledge, skills and understanding. Learners must inform their Approved Centre
when registering, or immediately after the incident, should they require any reasonable adjustments
whilst studying for their ICM qualification.
6.4 Special Consideration

In the event that an ICM Learner has experienced an event out of their control that has impacted on
their ability to complete an assessment, ICM will consider their application for Special Consideration
in accordance with ICM’s Reasonable Adjustments and Special Considerations Policy and Procedure.
Please note that Special Consideration is not appropriate for all illnesses. Special consideration is a
post-assessment arrangement that could influence the grading of a Learner who has been
disadvantaged at the time of an assessment. ICM can give special consideration to Learners whose
ability to take an assessment or demonstrate their attainment has been negatively impacted
through a temporary injury, illness or other indisposition. Each case will be assessed by ICM staff to
provide the Learner with appropriate accommodation. The Learner must apply for special
consideration through their Approved Centre.
6.5 Malpractice in Assessment

This refers to any deliberate activity, neglect, default or other practice that compromises the
integrity of the assessment process, and/or the validity of ICM certificates. Malpractice is a broad
range of acts that include issues from the failure to maintain appropriate records or systems to the
deliberate falsification of records in order to claim certificates. If an ICM Approved Centre fails to
deal with identified issues to mitigate the effects to Learners, then that ICM Approved Centre may in

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itself constitute malpractice. For more information, please see ICM’s Malpractice and
Maladministration Policy and Procedure.
6.6 Plagiarism
Plagiarism means claiming work to be your own which has been copied from someone or
somewhere else. All the work submitted to ICM must be the Learners work and not copied from
anyone else unless the source of information is clearly referenced. ICM Approved Centre
teachers/trainers/tutors must explain how to provide a reference list. If an ICM Approved Centre
discovers evidence that Learner work is copied from elsewhere, it will not be accepted and Learners
may be subject to ICM Approved Centre’s or ICM disciplinary procedure. ICM are notified of any
cases of plagiarism. For more information, please see ICM’s Malpractice and Maladministration
Policy and Procedure.
6.7 Appeals and Complaints

An appeal is a formal request to review a decision. For example, when a stakeholder (e.g., an
Approved Centre or Learner) asks ICM to review and reconsider decisions made by ICM. Should you
wish to appeal an ICM decision, please refer to ICM’s Appeals Policy and Procedure. ICM are
committed to treating all Learners, Approved Centre Staff and other stakeholder with fairness and
respect. In the event that you wish to make a complaint about any aspect of ICM service, please
contact info@icm.education. For more information, please see ICM’s Complaints Policy and
Procedure.
6.8 Resources and Available Support

ICM’s website has a section dedicated to ICM Learners which provides access to resources and
materials to support ICM qualifications which are downloadable and free of charge, these include:
• Reading lists and main topics for each qualification
• eLearning
• Sample Assessment Materials
• Downloadable resources to facilitate study skills, including a revision timetable template.
• ICM examiner-led tutorials and webinars to reinforce skills and offer Learners the tips
needed to perform well in their exams.
These resources can be found on the Learner SharePoint and Centre SharePoint.
7.0 Policy and Procedures

ICM maintain policies and procedures to support Centres and Learners. All Centres are required to
implement their own Centre relevant policies, which comply with ICM’s requirements; Centres
policies and procedures are reviewed as part of the Centre Approval process and in subsequent
Centre monitoring activities. It is the responsibility of the ICM approved Centre to ensure all relevant
polices available to all Learners.
Relevant policies include:
Appeals Policy and Procedure

Enables action in the event of potential unfair treatment.
Reasonable Adjustment and Special Considerations Policy

Used by Centres to make or request any necessary adjustments to assessments in light of a Learners’
individual circumstances.
Malpractice and Maladministration Policy

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Provides a framework through which any concerns about the delivery and assessment of the
qualification can be addressed.
Inclusion and Diversity Policy

Explains how ICM treat Learners fairly without and bias.
Conflict of Interest Policy and Procedure

Explains how ICM prevents, identifies and manages activities that might give rise to actual or
perceived conflicts of interest.
Adverse Effects and Event Notification Policy and Procedure

Explains how ICM should act to prevent, manage and report ‘adverse events’ and ensures that the
effects to Learners are mitigated.
Complaints Policy and Procedure

Explains the ICM complaints process.
Whistle-blowing Policy and Procedure

Used by Centre employees, and other third parties, where there are serious concerns about any
aspect of ICM’s operations and services. Users are invited to come forward and voice those
concerns without fear of repercussion.
Learners must ensure they refer to the policies and procedures of the ICM approved Centre with
which they are registered. ICM Policies and other key documents are available at:
https://www.icm.education/policies-and-handbooks.

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Office Management

Institute of Commercial Management (ICM)

2.0 About ICM Qualifications

3.0 About these qualifications: Office Management

3.1 Qualification Objectives

3.2 Qualification Rationale

3.3 Overview of Knowledge, Understanding and Skills

Entry requirements for Learners:

ICM Certificate and Diploma in Office Management Qualification Specification

For more information about CEFR levels please go to https://www.coe.int/en/web/common-

3.4 Accreditation of Prior Learning (APL)

3.6 Credit Value

3.7 Progression Opportunities

ICM Certificate and Diploma in Office Management Qualification Specification

3.8 Assessment Overview

3.9 Levels of Attainment

3.10 Delivery Requirements

3.11 Requirements for Centres

3.12 Assessment Command Words

Level 4 Command Words

ICM Certificate and Diploma in Office Management Qualification Specification

Summarise Present an abstract of the main points of an idea/concept

Level 5 Command Words

3.13 Guide to Units

Qualification Title: Certificate in Office Practice

ICM Unit Assessment

ACC04 Accounting 140 200 20 Examination

Business Management and

Qualification Title: Diploma in Office Management

ICM Unit Assessment

BL05 Business Law 120 200 20 Examination

MTP05 Management Theory & Practice 120 200 20 Examination

PM04 Purchasing Management 140 200 20 Examination

SSM05 Sales and Sales Management 120 200 20 Examination

ICM Certificate and Diploma in Office Management Qualification Specification

Unit Title Accounting

ICM Certificate and Diploma in Office Management Qualification Specification

1. The Management Framework to Business Administration

ICM Certificate and Diploma in Office Management Qualification Specification

Unit Title Computer Appreciation and Applications

On completion of this unit the Learner will know and understand:

1. Hardware and Data

ICM Certificate and Diploma in Office Management Qualification Specification

ICM Certificate and Diploma in Office Management Qualification Specification

On completion of this unit the Learner will know and understand:

1. The Process of Communication

ICM Certificate and Diploma in Office Management Qualification Specification

ICM Certificate and Diploma in Office Management Qualification Specification

Unit Title Office Procedures and Administration

On completion of this unit the Learner will know and understand:

ICM Certificate and Diploma in Office Management Qualification Specification

ICM Certificate and Diploma in Office Management Qualification Specification

1. Contracts: Formation of Contract

ICM Certificate and Diploma in Office Management Qualification Specification

1. People, Organisations and Behaviour

ICM Certificate and Diploma in Office Management Qualification Specification

Unit Code MTP05

On completion of this unit the Learner will know and understand:

1. Management Theory: Introduction