Banking Academy of Vietnam

Assignment Front Sheet

Qualification

Unit Code / Unit number and title

Pearson BTEC Level 5 HND Diploma in Business

(Management)

H/601/0551
Unit 3: Organisations and Behaviour

Student name / BTEC Registration Number

Assessor name

Date issued

Hand in deadline

Assignment title

Submitted on

OB1: CAPCO / UNISON / OPITO / An Enterprise Rent-A-Car (1 of 2)

In this assessment you will have opportunities to provide evidence against the following criteria.
Indicate the page numbers where the evidence can be found.
Learning
Outcome

LO1

Learning
outcome

Understand the
relationship
between
organisational
structure and
culture

Assessment
Criteria

1.1

1.2

1.3

LO2

Understand
different
approaches to
management
and leadership

2.1

2.2

2.3

In this assessment you will have the

opportunity to present evidence that
shows you are able to:
Compare and contrast different
organisational structures and culture
Explain how the relationship between
an organisations structure and culture
can impact on the performance of the
business
Discuss the factors which influence
individual behaviour at work
Compare the effectiveness of different
leadership styles in different
organisations
Explain how organisational theory
underpins the practice of management
Evaluate the different approaches to
management used by different
organisations

Task
no.

Evidence
(Page no)

Student declaration
I certify that the work submitted for this assignment is my own. I have clearly referenced any sources used in the work.
I understand that false declaration is a form of malpractice.
Student signature:

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Banking Academy of Vietnam

In addition to the above PASS criteria, this assignment gives you the opportunity to submit evidence in
order to achieve the following MERIT and DISTINCTION grades
Grade Descriptor
M1 Identify and apply
strategies to find
appropriate solutions

Indicative characteristic/s
Effective judgements have been
made

Contextualisation
To achieve M1, you would have applied an
effective approach to study and research on
the different organisational structures and
culture of organisations such as CAPCO and
UNISON.
(Task 1)

M2 Select / design and

apply appropriate
methods / techniques

Relevant theories and techniques

have been applied

To achieve M2, you would have shown the use

of relevant theories and techniques to explain
how the relationship between CAPCO and
UNISON structure and culture can impact on
the performance of the business.
(Task 1)

M3 Present and
communicate
appropriate findings

The appropriate structure and

approach has been used

To achieve M3, you would have shown that

you have made appropriate structure and
approach
according
to
the
report/presentation's purpose and audience
where appropriate as to content list, list of
figures/tables/charts, introduction, conclusion,
recommendations, appendices and reference
list and terminology.
(Task 1 and 2)

D1 Use critical
reflection to evaluate
own work and justify
valid conclusions

Conclusions have been arrived at

through synthesis of ideas and
have been justified

To achieve D1, you will have drawn

conclusions through synthesis of ideas and
have been justified in your evaluation of the
different approaches to management used by
OPITO and An Enterprise Rent-A-Car.
(Task 2)

D2 Take responsibility
for managing and
organising activities

Activities have been managed

To achieve D2, you will have demonstrated an

effective approach to independent research
and study and will have met the deadline to
submit the tasks and achieve the unit
assessment criteria.
(Task 1 and 2)

D3 Demonstrate
convergent / lateral /
creative thinking

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Assignment Brief
Qualification

Pearson BTEC Level 5 HND Diploma in Business (Management)

Unit number and title

Unit 3: Organisations and Behaviour

Assessor name
Date issued
Hand in deadline
Assignment title

OB1: CAPCO / UNISON / OPITO/ An Enterprise Rent-A-Car (1 of 2)

Scenario 1 - CAPCO
Founded just 15 years ago, CAPCO is a leading international provider of consulting, managed services and
technology solutions for the financial services industry. With 20 offices around the world CAPCO employs over
2,000 people. In 2013 CAPCO ranked 27th in The Sunday Times 100 Best Companies to Work For list and is also
featured as one of The Times Top 50 Employers for Women.
One of CAPCOs key differentiators is that it is solely dedicated to the global financial services sector. The financial
services sector includes banking, finance and investment. This sector faces many challenges, the main ones being
increased customer expectation and demand, new entrants to the market, a need for innovation, significant
regulation following the recent global financial crisis.
Company values
For CAPCO, its employees must be creative and think differently to provide tailored solutions in order to meet the
needs of their clients facing these challenges.
We understand the business drivers of global financial services. Working shoulder to shoulder with our clients, we
address and then look beyond immediate issues of compliance and competition. We help foster an
entrepreneurial, innovative and growth-focused approach.
Strong values of respect, integrity, commitment, excellence and knowledge define how the company works with its
clients and reflect the behaviours CAPCO expects from its employees. It has a very large client base working with
75% of the worlds global financial services institutions. Its success is demonstrated by the fact that globally, it has
grown 14.7% faster than its fastest growing competitor. CAPCOs Associate Talent Programme (ATP) helps to
ensure a pipeline of talent to meet this growth.
This case study shows how the organisational structure at CAPCO helped develop an innovative and
entrepreneurial culture to facilitate its success.
Organisations are established to meet a need, for example to provide goods or services. Organisational structures
can take many forms. These are influenced by factors such as its purpose, size, the complexity of the tasks it
performs, the external environment and its culture. Its products, services or where it is located also determine
which structure is best. The structure chosen will govern the way in which the organisation operates and can have
positive and negative effects. Traditional bureaucratic organisations such as the NHS have a hierarchical structure.
This has many layers and a long chain of command from the top to the bottom layer. In the twentieth century, as
organisations grew, hierarchical organisations were popular. This type of tall structure ensured effective command
of the organisation because of the narrow span of control. (This is the number of people who report to a manager
or supervisor).
In contrast to a hierarchical structure is a flat organisational structure. This structure has fewer layers or sometimes
just one layer of management. This means that the chain of command from top to bottom of the organisation is
short and the span of control is wide. With fewer layers for information to be cascaded down communication

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channels are clear and effective. Another alternative is a matrix structure. This type of structure is commonly used
for project based work within an organisation. The team is made up of individuals with specialist skills, such as
marketing, HR, or sometimes specialist technical skills, who work together on a specific project.
A tall hierarchical structure would not fit with CAPCOs innovative and entrepreneurial culture. It has a nonhierarchical, team-driven flat structure. Within CAPCOs flat organisational structure operate matrix structures for
specific projects that require a variety of skills. Once the project has been completed these employees move on to
another project with a different group of employees.
This structure creates a highly motivated and empowered workforce with everyone having access to advice and
coaching. Its focus on innovation has created a bottom up leadership approach where there is little bureaucracy.
Employees are able to freely ask questions and suggest improvements. All have open access, for example, to the
UK Chief Executive Officer who sits in the middle of the office.
Organisational Culture
CAPCOs entrepreneurial and innovative culture supports its structure. Its culture celebrates individuality, integrity
and openness in the work environment. Employees have freedom to realise their aspirations. Built on four key
pillars the CAPCO culture embraces personal growth opportunities, performance and reward, a challenging
portfolio of work, experience and learning.
CAPCOs structure and culture fosters flexibility, creativity and an element of risk-taking. Teamed with a long-term
vision, its employees are able to meet the changing and challenging needs of the financial services industry.
Conclusion
The structure of an organisation varies depending on a number of influencing factors. Structure is influenced by the
external environment in which the business operates as well as its culture and the nature of the work and activities
it undertakes. The structure can have both a positive and negative impact on a business. Having the right structure
allows a business to respond and adapt to changes in the market quickly. Innovation and creativity are usually
found in flatter organisational structures and in organisations with an entrepreneurial and employee focused
culture, such as CAPCO. CAPCOs culture means its employees feel empowered and motivated. This in turn
encourages them to positively contribute to generating relevant ideas and effective team working in this innovative
working environment.
Read more: http://businesscasestudies.co.uk/CAPCO/organisational-structure-in-an-innovativeenvironment/conclusion.html#ixzz4DOw73LgZ

Scenario 2 - UNISON
UNISON is the UKs biggest public service trade union. It represents 1.3 million members who deliver essential
services to the public. These are services that protect, enrich and change lives. Its members work in all areas of
public service. They work in hospitals, town halls, universities, colleges, schools, social services and clinics. Most
people in the UK rely on these services. There are UNISON branches in all sorts of organisations in the UK.
As a trade union, UNISON represents and supports its members in issues at work. It looks after their welfare and
campaigns for changes on their behalf. UNISON also has a role in local and national negotiations and in collective
bargaining. This is where UNISON negotiates with employers and groups of employers for all of its members
collectively.
One of its key roles is in campaigning on behalf of members. This could be for changes that will benefit members
such as better wages or working conditions or against policies that threaten members jobs. UNISON therefore
campaigns against government spending cuts that will have a negative impact on public services and those
employed in this sector.
UNISON, on behalf of its members, has concentrated its campaign efforts over the past two years on the future of
public services and the challenges that they face from government cuts. Public sector cuts planned by the coalition
government in 2012 would mean more than 730,000 public service job cuts.

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This case study looks at organisational structures and how UNISONs structure is designed to allow it to make
decisions and respond to changes quickly in order to help its members.
UNISON has a complex structure that reflects the complex nature of the work that it carries out. Its structure is split
by function and by region. UNISONs 1,100 staff work in either its new centre on Euston Road in London or in one
of the 12 UK regions. Within each region there are employees responsible for different areas of the unions work.
These areas include health, learning and development, and local government and education. The members are
organised into branches throughout Britain and Northern Ireland. This tall structure helps it to act quickly and
respond to changes (1) The National Executive Council, which is elected by members, can focus on policy and
providing leadership, (2) The UNISON Centre concentrates on providing a range of services to members and the
regions such as legal, financial and personnel services (3) Regional employees can deal with issues particular to
their geographical area, e.g. when a local employer announces redundancies.
The type of structure that a business has reflects how it behaves. It defines its culture or way of working. A highly
centralised, hierarchical structure means an organisation is run from the top. It may have a well-known person at
its head who makes most of the decisions. A decentralised structure is likely to create a much more democratic
culture, where everyones opinion is valued. Decisions will often be made by groups of people or in consultation
with different layers.
The national structure of UNISON is centralised with many decisions affecting the whole union made by the senior
members and workers in the new UNISON centre. However, UNISONs culture is one of equality. It is a culture that
gives people freedom to express their views and to be part of decision making. Therefore, some power is given to
the regions so that they can make decisions. Quite often the people in the regions will have a better idea of local
needs. This decentralisation helps UNISON to be responsive at all levels.
UNISON, as the UKs largest public service union, has a responsibility to support its members in the face of current
challenges. These include massive cuts to public services. This means supporting not just members, but also their
families and all those who rely on public services.
To meet these aims, UNISON has a clear structure. Within this, there are defined roles and responsibilities at each
level. As a person rises through the structure, they are expected to take on more responsibilities. They will also
have more authority the right to make decisions. There is also a clear career path from one level to the next so
that organisers can rise through the organisation.
UNISON makes a valuable contribution and difference to the lives of working people, often at the most difficult
times of their professional lives. UNISON is keen to provide a good working environment, but also to face the
challenge of supporting members. Its Investors in People Award shows its commitment to quality.
Read more: http://businesscasestudies.co.uk/unison/developing-responsiveness-through-organisationalstructure/the-structure-of-an-organisation.html#axzz4DOujTeLE

Scenario 3 OPITO
OPITO The Oil & Gas Academy is the focal point for skills, learning and workforce development for the oil and gas
industry. Its role is to help employers to develop a safe and competent workforce. The production of oil and gas is
a key industry in the primary sector and in the UK supports nearly half a million jobs. Of these, 380,000 work in oil
and gas extraction from the area of the North Sea known as the UK Continental Shelf (UKCS). A further 100,000
jobs are involved in the export of oilfield goods and services. The industry makes an annual direct tax contribution
to the United Kingdom in excess of 10 billion.
The role of OPITO - The Oil & Gas Academy is to work collectively with industry employers and trade unions to
establish common industry standards of safety and competence. It also works with schools, colleges and
universities to promote STEM subjects (science, technology, engineering and mathematics) to students and show
why the oil and gas industry is an exciting and rewarding career choice. The Academy works with employers to
identify training needs both for essential knowledge, like health and safety and for developmental needs such as
technical and leadership skills. Once these are agreed, the Academy provides the link to a quality-assured learning
network, for example, colleges and training providers who deliver the relevant courses. The Academy also works in

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partnership with many different organisations, including government, trade and enterprise bodies to support the
industry's development.
The oil and gas industry provides a wide range of career opportunities. Some are offshore, working directly out on
the rigs drilling for oil and gas and on fixed installation oil and gas production platforms as part of the extraction
process. For example, Drilling Engineer Angus McCay works with high-tech drilling machinery exploring potential
reservoirs of oil under the sea floor. Paul Mallinson is a Control Room Operator responsible for the day to day
running of a floating production storage vessel. Other roles are in commercial activities working onshore, such as
in buying and selling oil and gas or as part of the legal teams setting up contracts.
This case study examines how different management styles may be necessary to support the variety of job roles
within the oil and gas industry.
In the oil and gas industry, a variety of management styles may be used in different contexts. A manager working
offshore might be supervising important or dangerous high voltage maintenance work. In this context matters that
are basic to health and safety are not open to debate. The manager will simply instruct workers in an autocratic
style. In another context a manager who is based onshore could be coordinating the supply of LPG, gas or oil from
the fields to buyers. Here, managers can be more democratic consulting or discussing with colleagues the best
ways to proceed.
Autocratic management is where decisions are made at a higher level without consultation or input from below. An
autocratic manager decides what is best and instructs others. In the oil and gas industry, an autocratic style of
management is often necessary. This occurs especially when matters of safety are concerned, for example,
adhering to the Minimum Industry Safety Standard (MIST) which applies across the entire UK offshore oil and gas
sector. The MIST standard deals with assessing risk, manual handling, working safely, working at height or lifting.
It also specifies the hazards in the offshore environment. Employers view these basic safety principles as critical to
safe working, therefore they are applied to all offshore workers.
A key role in the industry is the Offshore Installations Manager (OIM). This experienced manager has vital
responsibilities such as the safety and well-being of everyone on board the installation. Employees must comply
with instruction at all times due to the nature of the work. An offshore facility must be fit for its purpose; the working
environment on it must be managed; every worker must have completed the correct safety training. In this context
the management style must be autocratic. Rules and procedures must be followed to assure safety.
Democratic management on the other hand tries to involve employees to find out their opinions before reaching a
decision. Certain matters can be decided through discussion and consultation. As an example, there may be a
complex decision to be made about shutting down a piece of equipment and the effect of this on other production
systems. Here, a top down approach would be unwise. This is because other members of the team might have
ideas - or specific information - that will assist in getting to the right decision. An engineer, for instance, might have
knowledge that tells the OIM that shutting down equipment is essential to ensure production in the long term but
that it may create a potential risk not yet fully assessed. In this situation information is being passed up through the
hierarchy to aid the decision making.
OPITO The Oil & Gas Academy uses an industry-wide, employer-led Skills Forum to get feedback and input from
many people in the industry. This ensures its work continues to be aligned to the changing or emerging needs of
the workplace. In this, the Academy uses a proactive democratic style by providing current and relevant
information about the Academy's work. It then uses a responsive democratic style by evaluating requirements for
skills and training that will address the needs of the whole industry.
Read more: http://businesscasestudies.co.uk/opito/management-styles-in-the-oil-and-gasindustry/paternalistic.html#axzz4DOujTeLE
Scenario 4 - An Enterprise Rent-A-Car
Enterprise Rent-A-Car (Enterprise) employs more than 75,000 employees and operates a fleet of cars exceeding
one million vehicles worldwide. Enterprise has become one of the foremost car-hire companies and is the largest
purchaser of cars in the world. Jack Taylor founded the company in St Louis in 1957. The owner had a simple

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belief: 'Take care of your customers and employees first and profits will follow.' This belief forms the foundation of
Enterprise's four key business objectives of: customer satisfaction, fleet growth, employee development and
profitability. These four business objectives link together.
Enterprise does not sell a product. It provides a service the use of a car. To deliver great service Enterprise needs
well-trained and motivated staff. As the company grows, it opens new local offices and creates new opportunities
for employees. Customers expect to be treated in a particular way by a service-orientated business. Enterprise
uses its Enterprise Service Quality Index (ESQi) to measure the quality of service it provides. Satisfied customers
will come back and give repeat business. They may also recommend the service to others. This leads to growth of
the business and greater profitability.
This case study focuses on leadership within Enterprise. It shows how its managers use a range of management
and leadership styles to support Enterprise's focus on custom.
There are many different management styles. These styles influence how leaders communicate with employees.
For example, Enterprise operates an 'open door' policy. This enables everybody within the organisation to have
direct contact with senior managers. This might be through meetings or having lunch in the same dining area.
The CEO Andy Taylor is following the values set by his father by making opportunities for employees to meet and
talk to senior managers. This shows an informal style and a lack of hierarchy. Enterprise puts a high value on
teamwork and open communication between employees at all levels.
Enterprise employs motivated individuals with the potential to become good leaders. Managers have their own
preferred management style. Some prefer an autocratic style where they tell employees what to do and how to do
it. Others prefer a democratic style where they help their team to discover solutions to problems for themselves.
However, the management style must change to fit the circumstances. Some decisions must be made at the
highest level. For example, a manager would need to give immediate instructions on a health and safety issue or in
a fire. However, if changing an office layout, the manager could leave the team to investigate and decide on the
solution for themselves.
Read more: http://businesscasestudies.co.uk/enterprise-rent-a-car/using-a-range-of-management-styles-to-lead-abusiness/leadership-and-management.html#ixzz4DPBTgbK0
The above data are based on a real life organisation, but details may have been changed for assignment purposes
and may not reflect current management practices. More information is available on the companys website where
students can access for their research.
Your task is as a Management Analyst to write a report to help your boss to prepare his report covering on the
following areas:

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Banking Academy of Vietnam

Task 1 (LO 1: 1.1, 1.2, 1.3 and M1, M2, M3, D2)
You have been asked to prepare a report on behalf of the team to the British International Chamber of Commerce
to show the relationship between organisational structure and culture: To compare and contrast different
organisational structures and culture; to explain how the relationship between an organisations structure and
culture can impact on the performance of the business; to discuss the factors which influence individual behaviour
at work. Refer to Scenario 1 and 2.
To achieve M1, you would have applied an effective approach to study and research on the different organisational
structures and culture of organisations such as CAPCO and UNISON.
To achieve M2, you would have shown the use of relevant theories and techniques to explain how the relationship
between CAPCO and UNISON structure and culture can impact on the performance of the business.
To achieve M3, you would have shown that you have made appropriate structure and approach according to the
report/presentation's purpose and audience where appropriate as to content list, list of figures/tables/charts,
introduction, conclusion, recommendations, appendices and reference list and terminology.
To achieve D2, you will have demonstrated an effective approach to independent research and study and will have
met the deadline to submit the tasks and achieve the unit assessment criteria.

Task 2 (LO 2: 2.1, 2.2, 2.3 and M3, D1, D2)

Continuation of above report, refer to scenario 3 and 4 on different approaches to management and leadership:
To compare the effectiveness of different leadership styles in different organisations; to explain how organisational
theory underpins the practice of management; to evaluate the different approaches to management used by
different organisations.
To achieve M3, you will have shown that you have made appropriate structure and approach according to the
report/presentation's purpose and audience where appropriate as to content list, list of figures/tables/charts,
introduction, conclusion, recommendations, appendices and reference list and terminology.
To achieve D1, you will have drawn conclusions through synthesis of ideas and have been justified in your
evaluation of the different approaches to management used by OPITO and An Enterprise Rent-A-Car.
To achieve D2, you will have demonstrated an effective approach to independent research and study and will have
met the deadline to submit the tasks and achieve the unit assessment criteria.
Evidence
checklist

Summary of evidence required by student

Task 1

A report to show the relationship between different organisational structure and

culture

Task 2

Continuation of above report on different organisational approaches to

management and leadership

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Evidence
presented

Banking Academy of Vietnam

PRESENTATION
1.

The assignment should have a cover page that includes the assignment title, assignment number,
course title, module title, Lecturer/tutor name and students name. Attach all the pages of assignment
brief/achievement summary with your report and leave them blank for official use.

2.

Ensure that authenticity declaration has been signed.

3.

This is an individual assignment.

4.

Content sheet with a list of all headings and page numbers.

5.

A fully typed up professionally presented report document. Use 12 point Arial or Times New Roman
script.

6.

Your assignment should be word-processed and should not exceed 2,500 words in length.

7.

Use the Harvard referencing system.

8.

Exhibits/appendices are outside this limit.

9.

The assignment should contain a list of any references used in the report.

NOTES TO STUDENTS FOR SUMMISSION

Check carefully the submission date and the instructions given with the assignment. Late assignments
may not be accepted.

Ensure that you give yourself enough time to complete the assignment by the due date.

Do not leave things such as printing to the last minute excuses of this nature will not be accepted for
failure to hand-in the work on time.

You must take responsibility for managing your own time effectively.

If you are unable to hand in your assignment on time and have valid reasons such as illness, you may
apply (in writing) for an extension.

Failure to achieve a PASS grade will results in a REFERRAL grade being given.

Take great care that if you use other peoples work or ideas in your assignment, you properly reference
them in your text and any bibliography.

NOTE: If you are caught plagiarising, the College policies and procedures will apply.

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Achievement Summary

Qualification

Pearson BTEC Level 5 HND Diploma in

Business (Management)

Assessor name

Unit Number and

title

Unit 3: Organisations and Behaviour

Student name

Criteria
Reference
LO 1

To achieve the criteria the evidence must show that the student is able to:

1.1

Compare and contrast different organisational structures and culture

1.2

Explain how the relationship between an organisations structure and culture can
impact on the performance of the business

1.3

Discuss the factors which influence individual behaviour at work

Achieved?
(tick)

LO 2
2.1

Compare the effectiveness of different leadership styles in different organisations

2.2

Explain how organisational theory underpins the practice of management

2.3

Evaluate the different approaches to management used by different organisations

Higher Grade achievements (where applicable)

Grade descriptor

Achieved?
(tick)

Grade descriptor

M1: Identify and apply strategies to find

appropriate solutions

D1: Use critical reflection to

evaluate own work and justify
valid conclusions

M2: Select/design and apply appropriate

methods/techniques

D2: Take responsibility for

managing and organising
activities

M3: Present and communicate appropriate

findings

D3: Demonstrate
convergent/lateral /creative
thinking

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Achieved?
(tick)

10

Banking Academy of Vietnam

Assignment Feedback
Formative Feedback: Assessor to Student

Action Plan

Summative feedback

Feedback: Student to Assessor

Assessor Signature

Date

Student Signature

Date

FOR INTERNAL USE ONLY

VERIFIED
YES
NO
DATE

: ......................................................................................

VERIFIED BY : ......................................................................................
NAME

: ......................................................................................

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