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This exam is an assignment focused on Corporate Social Responsibility (CSR). It requires students to select a company, conduct research, and then produce a written assignment summarizing their findings. The expected outcome of the assignment is for students to demonstrate their understanding of key CSR and business ethics related concepts, theories, and strategies. Additionally, students should showcase their ability to critically analyze the provided materials, identify relevant problems and factors, evaluate risks and challenges, and provide well-reasoned recommendations based on their analysis. The assignment aims to enhance students¡¯ strategic thinking, analytical skills, and ability to apply theoretical concepts to real-world business scenarios. The exam paper is suitable to Business Ethics and Management related modules.

Dive into the world of Management Accounting (MA), a crucial segment of accounting tailored for internal business use. An important decision making tool for all businesses that want to achieve success. This course is designed to empower budding managers and entrepreneurs with the skills to make informed decisions. You¡¯ll explore the intricate workings of costing, pricing, resource utilization, and financial decision-making. This is the first lesson of this courses. Learners will explore the basic introductory concepts in Management Accounting. The main areas covered are: The Role of Management Accounting: Uncover how MA is pivotal in the overall Management Information System (MIS) framework. Understand its unique position and how it differs from other financial roles, providing a strategic edge to management. Decision-Making Mastery: Gain insights into the decision-making process at various managerial levels. Learn how to navigate through complex business scenarios with ease. **The Learning Outcomes are: ** Explain what is meant by Management Information System (MIS) Explain the Financial Management function Distinguish between Financial Accounting and Management Accounting Identify the users of accounting information Explain the qualitative characteristics of accounting information Ethics of accounting & implications Assess the impact of MIS on the organisation This course is suitable for candidates in Grade 5, 6 (A level and further education), further education and higher education level students, or those who wish to pursue a career in enterprise and entrepreneurship. Whether it is beginners or professional, this course is designed to build on your interest and passion for accounting and management, and provide essential information to explore the topic further. All lesson materials include reading materials, various exercises, activities, and assessments. The PowerPoint presentations are fully animated with scripts and ready to deliver. They contain a mixture of topic information, examples, and activities/exercises for each topic in the specification for the learning outcomes. All lessons are suitable for about 1 hour of teaching time in which class exercises and homework are integrated into lessons where appropriate. We wish you all the best for the study, and should you have any further questions, please get in touch via email.

Process-based costing, is a costing method used in managerial accounting to allocate costs to products or services based on the specific activities involved in their production or delivery. Unlike traditional costing methods that allocate costs based on direct labor or machine hours, process-based costing focuses on the various processes or activities that consume resources within an organization. The lesson will cover the basics of process costing, including its definition, components (direct materials, direct labor, and overhead), calculation of equivalent units, assigning costs, and methods such as FIFO and weighted average. It will involve interactive discussions, examples, exercises, and practical applications to reinforce learning. Learning Oucomes: Explain when process costing systems are appropriate; Explain the accounting treatment of normal and abnormal losses; Prepare process, normal loss, abnormal loss and abnormal gain accounts when there is no ending work in progress; Explain, calculate and value equivalent units; Explain how joint and by-products are treated in process costing All lesson materials include reading materials, various exercises, activities, and quizzes. The PowerPoint presentations are fully animated with scripts and ready to deliver. They contain a mixture of topic information, examples, and activities/exercises for each topic in the specification for the learning outcomes. All lessons are suitable for about 1 -2 hour of teaching time and 1-2 hours tutorial in which class exercises and homework are integrated into lessons where appropriate. We wish you all the best for the study, and should you have any further questions, please get in touch.

Welcome to Organization Management, a comprehensive course designed to equip learners with the skills and knowledge to effectively manage and lead organizations in today¡¯s dynamic business environment. This course will explore key concepts, theories, and practical approaches to managing both people and processes in various organizational contexts. This Lesson Four aims to provide learners with an in-depth understanding of different organizational structures, their characteristics, and the impact these structures have on the efficiency and effectiveness of an organization. The class includes interactive class exerices, and lecture materials. The lesson contains these main topics: The concept of organisational structure Types of organisational structures: * Hierarchical vs horizontal structure * Centralization vs. decentralization * Tall vs. flat structure * Mechanical vs. organic structure * Formal vs. information structure * Others: matrix, network, entrepreneurial, divisional and so on. Features, advantages and disadvantages of different types of structure Identify the factors that affect organizational structure Discuss the relationship between organization structures, and organizational performance The materials contain: A comprehensive PowerPoint presentation covering all key topics. Case studies and real-world examples for analysis. Interactive team and class exercises designed to reinforce learning. Recommended readings and resources for further exploration. Assigned homework of textbook reading and independent study This lesson aims to equip learners with the knowledge to understand and analyze the various organizational structures and their implications on business operations and management. The understanding gained here will be crucial for future lessons focusing on specific management functions within these structures.

Activity-based costing (ABC) is an accounting method that assigns costs to products and services based on the activities they require. This approach helps organizations more accurately determine the cost of individual products and services, enabling them to identify and eliminate inefficiencies, improve pricing decisions, and better allocate resources. Learning Oucomes: Introduction to ABC: Identifying Activities Assigning Costs to Activities Cost Pools Cost Drivers Calculating the Cost of Products/Services Advantages and benefits of ABC Challenges Activity-based costing is a detailed approach that assigns costs to products and services based on the activities they require, offering more accurate and actionable cost information compared to traditional costing methods.

This lesson In this course, learners will embark on a journey through the multifaceted domain of business ethics. The lesson starts with a definition and investigation into the meaning of ethics and philosophical value of ethics. It then moves into the discussion of the meaning, characteristics and strategies of business ethics. The lesson also explores the meaning, importance and challenges of global business ethics. Learning Outcomes: By the end of this lesson, learners should be able to: Define the key concepts and theories of organizational behavior. Analyze how individual differences influence behavior in organizations. Examine the dynamics of group behavior and its impact on organizational effectiveness. Understand the processes of communication within organizations. Identify leadership styles and their effects on employee motivation and performance. Apply theories of motivation to enhance workplace productivity. Evaluate the role of organizational culture in shaping behavior. Explore the concepts of change management and resistance in organizational contexts. These materials contain a mixture of topic information, examples, and activities/exercises for each topic in the specification for the learning outcomes. All lessons are suitable for about 1 hour of teaching time in which class exercises and homework are integrated into lessons where appropriate. This course is suitable for candidates in Grade 5, 6 (A level and further education), university-level students, or those who wish to pursue a career in management or are interested in the issues. Whether it is beginners or professional managers, this course is designed to build on your interest and passion for management and provide essential information to explore the topic further. We wish you all the best for the study, and should you have any further questions, please get in touch via email.

Welcome to Lesson 11 on Managing Project Team. Effective project team management is essential for achieving project success by leveraging the collective expertise, skills, and efforts of team members towards common goals. It involves creating a supportive and inclusive team environment, providing leadership and direction, fostering effective communication and collaboration, and managing resources and performance to deliver high-quality outcomes within constraints. The learning outcomes of this lesson include: What is a high-performing team? What are the main characteristics of high-performing teams? The five-stage team development model How to build a high-performing team? Managing conflict within a project team. Differences between functional and dysfunctional conflicts Managing virtual teams Pitfalls in project teams This is a comprehensive lesson plan for about 1.5 hours includes a well-prepared PowerPoint presentation, interactive exercises, in-depth case studies, and associated reading materials, designed to provide a holistic learning experience.

This is the 2nd lesson of Foundation of Project Management - Organisation Strategy and Project section in Project Management. Strategy is fundamentally deciding how the organization will compete. Organizations use projects to convert strategy into new products, services, and processes needed for success. Aligning projects with the strategic goals of the organization is crucial for project success. Today¡¯s economic climate is unprecedented by rapid changes in technology, global competition, and financial uncertainty. These conditions make strategy/project alignment even more essential for success. Every major project needs to have a strong linkage to the strategic plan. Ensuring a strong link between the strategic plan and projects is a difficult task that demands constant attention from top and middle management. With these views, the key learning outcomes of this lesson include: 1 Explain why it is important for project managers to understand their organization¡¯s strategy 2 Identify the significant role projects contribute to the strategic direction of the organization 3 Understand the need for a project priority system 4 Distinguish among three kinds of projects 5 Describe how the phase gate model applies to project management 6 Apply financial and nonfinancial criteria to assess the value of projects (criteria in order to decide) 7 Understand how multi-criteria models can be used to select projects 8 Apply an objective priority system to project selection 9 Understand the need to manage the project portfolio This is a comprehensive lesson plan for about 1.5 hours includes a well-prepared PowerPoint presentation, with video links, interactive exercises, in-depth case studies, and associated reading materials, designed to provide a holistic learning experience. The materials are based on ¡°Project Management: The Managerial Process¡± of Clifford Gray (Author) and Erik Larson. We wish you all the best for the study, and should you have any further questions, please get in touch.

Welcome to Lesson 7 on Managing Risk in Project Management, a crucial aspect that determines the success or failure of any project. In this lesson, we will embark on a journey to understand the multifaceted nature of risk management, its significance in project management, and the strategies and tools necessary to mitigate risks effectively. Risk management is an integral part of project management, involving identifying, analyzing, and responding to project risks. It encompasses coordinating and applying resources to minimize, monitor, and control the probability and impact of unforeseen events or maximize the realization of opportunities. As projects become more complex and environments more uncertain, managing risk effectively becomes increasingly essential for project managers and their teams. Throughout this lesson, we will cover the following key areas: Describe the risk management process. Understand how to identify project risks. Assess the significance of different project risks. Describe the five responses to managing risks. Understand the role contingency plans play in the risk management process. Understand opportunity management and describe the five approaches to responding to opportunities in a project. Understand how contingency funds and time buffers are used to manage risks on a project. Recognize the need for risk management as an ongoing activity. Describe the change control process. By the end of this lesson, you will have a comprehensive understanding of risk management in project management, equipped with the tools and strategies needed to navigate the uncertainties of any project. Whether you are a seasoned project manager or new to the field, mastering risk management is key to steering your projects towards success while minimizing potential pitfalls. This is a comprehensive lesson plan for about 1.5 hours includes a well-prepared PowerPoint presentation, interactive exercises, in-depth case studies, and associated reading materials, designed to provide a holistic learning experience.

A project network is a graphical representation of the project¡¯s tasks and the relationships between them. It helps identify the critical path of the project, which is the longest sequence of dependent tasks that must be completed on time for the project to be finished by its due date. Learning outcomes Introduction to project networks and their significance. Detailed explanation of constructing project networks, including: Identifying tasks and activities. Determining dependencies between tasks. Using Precedence Diagramming Method (PDM) to create project networks. Learn to develop a comprehensive project schedule that aligns with project objectives and constraints. Gain proficiency in using scheduling tools such as Gantt Chart, Critical Path Analysis, WBS, and software to create, update, and monitor project schedules. Understand the importance of resource management and its impact on the project schedule. Develop skills to manage project changes and adjust schedules accordingly.

This comprehensive course is structured around the Textbook of ¡°Project Management The Managerial process¡± authored by Larson and Gray. This course offers a deep dive into the essential principles of Project Management (PM) and some of its main theories, trends and practical applications. In an era where effective project execution is synonymous with business success, this course is meticulously designed to underscore the critical importance of project management skills in navigating the complexities of today¡¯s business landscape. Learning Outcome of Lesson 5: 01 Understand estimating project times and costs is the foundation for project planning and control. 02 Describe guidelines for estimating time, costs, and resources. 03 Describe the methods, uses, and advantages and disadvantages of top-down and bottom-up estimating methods. 04 Distinguish different kinds of costs associated with a project. 05 Suggest a scheme for developing an estimating database for future projects. 06 Understand the challenge of estimating mega projects and describe steps that lead to better informed decisions. 07 Define a ¡°white elephant¡± in project management and provide examples. The lesson content include lesson powerpoint, exercises, reading materials, group work suggestins and a formative assessment.

Project managers in charge of a single small project can plan and schedule the project tasks without much formal planning and information. However, when the project manager must manage several small projects or a large complex project, a threshold is quickly reached in which the project manager can no longer cope with the details. This lesson describes a disciplined, structured method for selectively collecting information to use through all phases of the project life cycle, to meet the needs of all stakeholders (e.g., customer, project manager), and to measure performance against the strategic plan of the organization. The key learning outcomes are: Identify key elements of a project scope statement and understand why a complete scope statement is critical to project success. Describe the causes of scope creep and ways to manage it. Understand why it is important to establish project priorities in terms of cost, time, and performance. Demonstrate the importance of a work breakdown structure (WBS) to the management of projects and how it serves as a database for planning and control. Demonstrate how the organization breakdown structure (OBS) establishes accountability to organization units. Describe a process breakdown structure (PBS) and when to use it. Create responsibility matrices for small projects. Create a communication plan for a project. This is a comprehensive lesson plan for about 1.5 hours includes a well-prepared PowerPoint presentation, with video links, interactive exercises, in-depth case studies, and associated reading materials, designed to provide a holistic learning experience. The materials are based on ¡°Project Management: The Managerial Process¡± of Clifford Gray (Author) and Erik Larson. We wish you all the best for the study, and should you have any further questions, please get in touch.

Welcome to Lesson 12 on Outsourcing in Project Management, an important part of modern day project management. We will learn about the importance, advantages and disadvantages of outsourcing a project¡¯s elements. The learning outcomes of this lesson include: Understand the advantages and disadvantages of outsourcing project work. Describe the basic elements of a Request for Proposal (RFP). Identify best practices for outsourcing project work. Practice principled negotiation. Describe the met-expectations model of customer satisfaction and its implications for working with customers on projects By the end of this lesson, you will have a comprehensive understanding of the importance, advantages and disadvantages of outsourcing in effective project management, equipped with the tools and strategies needed to implement outsourcing and collaboration with project partners and suppliers. This is a comprehensive lesson plan for about 1.5 hours includes a well-prepared PowerPoint presentation, interactive exercises, in-depth case studies, and associated reading materials, designed to provide a holistic learning experience.

In a perfect world, the project manager would simply implement the project plan and the project would be completed. The project manager would work with others to formulate a schedule, organize a project team, keep track of progress, and announce what needs to be done next, and then everyone would charge along. A manager expedites certain activities; figures out ways to solve technical problems; serves as peacemaker when tensions rise; and makes appropriate trade offs among time, cost, and scope of the project. However, project managers do more than put out fires and keep the project on track. They also innovate and adapt to ever-changing circumstances. They often have to deviate from what was planned and introduce significant changes in the project scope and schedule to respond to unforeseen threats or opportunities. The learning outcomes of this lesson include: Understand the difference between managing and leading a project. Understand the need to engage project stakeholders. Identify and apply different ¡°influence currencies¡± to build positive relations with others. Create a stakeholder map and develop strategies for managing project dependencies. Understand the need for a highly interactive management style on projects. More effectively manage project expectations. Develop strategies for managing upward relations. Understand the importance of building trust and acting in an ethical manner while working on a project. Identify the qualities of an effective project manager. By the end of this lesson, you will have a comprehensive understanding of roles and purposes of effective project managers in project management, equipped with the tools and strategies needed to navigate the project management process. This is a comprehensive lesson plan for about 1.5 hours includes a well-prepared PowerPoint presentation, interactive exercises, in-depth case studies, and associated reading materials, designed to provide a holistic learning experience.

Welcome to Project Management. This is the 3rd lesson of this module. Once management approves a project then the question becomes, how will the project be implemented? This chapter examines three different project management structures used by firms to implement projects: functional organization, dedicated project teams, and matrix structure. Although not exhaustive, these structures and their variant forms represent the major approaches for organizing projects. The advantages and disadvantages of each of these structures are discussed as well as some of the critical factors that might lead a firm to choose one form over others. This lecture series is based on Erik W. Larson and Clifford F. Gray¡¯s Book ¡°Project management, the managerial process¡± chapter by chapter. You will find the content of this text highly practical, relevant, and current. The concepts discussed are relatively simple and intuitive. As you study each chapter we suggest you try to grasp not only how things work, but why things work. You are encouraged to use the text as a handbook as you move through the three levels of competency: I know. I can do. I can adapt to new situations. The learning outcomes of this lesson include: In this lecture, we focus on these four learning outcomes: 1 Project Management Structures 2 What Is the Right Project Management Structure? 3 Organizational Culture 4 Implications of Organizational Culture for Organizing Projects This is a comprehensive lesson plan for about 1.5 -2 hours includes a well-prepared PowerPoint presentation, interactive exercises, in-depth case studies, and associated reading materials, designed to provide a holistic learning experience.

Welcome to Project Management. This is the 8th lesson of this module. There are always more project proposals than there are available resources. The priority system needs to select projects that best contribute to the organization¡¯s objectives, within the constraints of the resources available. If all projects and their respective resources are computer scheduled, the feasibility and impact of adding a new project to those in process can be quickly assessed. With this information the project priority team will add a new project only if resources are available to be formally committed to that specific project. This chapter examines methods of scheduling resources so the team can make realistic judgments of resource availability and project durations. The project manager uses the same schedule for implementing the project. If changes occur during project implementation, the computer schedule is easily updated and the effects easily assessed. This lecture series is based on Erik W. Larson and Clifford F. Gray¡¯s Book ¡°Project Management, the Managerial Process¡± chapter by chapter. You will find the content of this text highly practical, relevant, and current. The concepts discussed are relatively simple and intuitive. As you study each chapter we suggest you try to grasp not only how things work, but why things work. You are encouraged to use the text as a handbook as you move through the three levels of competency: I know. I can do. I can adapt to new situations. The learning outcomes of this lesson include: In this lecture, we focus on these four learning outcomes: 8-1 Understand the differences between time-constrained and resource- constrained schedules when doing project planning 8-2 Identify different types of resource constraints. 8-3 Describe how the smoothing approach is used on time-constrained projects. 8-4 Describe how the leveling approach is used for resource-constrained projects. 8-5 Understand how project management software creates resource constrained schedules. 8-6 Understand when and why splitting tasks should be avoided. 8-7 Identify general guidelines for assigning people to specific tasks. 8-8 Identify common problems with multiproject resource scheduling. 8-9 Explain why a time-phased budget baseline is needed. 8-10 Create a time-phased project budget baseline. This is a comprehensive lesson plan for about 1.5 -2 hours including a well-prepared PowerPoint presentation, interactive exercises, in-depth case studies, and associated reading materials, designed to provide a holistic learning experience. To download the full pack of the lesson materials, please visit:

This is a case study on sustainable agricultural tourism in the Kunisaki Peninsula, located in Oita Prefecture, Japan. This region is renowned for its green tourism initiatives and agricultural tourism in particular that blend cultural and natural including agriculture, forestry, and fisheries, helping to revitalize rural areas and develop local economy and tourism sustainably. The Kunisaki Peninsula is a prime example of how tourism can support both economic growth and environmental conservation. The learning outcomes are: Analyzes the tourism potential of agricultural heritage landscapes for regional revitalization. Focuses on the Kunisaki Peninsula, nominated as a Globally Important Agricultural Heritage System (GIAHS) in 2013. Agricultural heritage landscapes sustain societies for millennia and offer new tourism opportunities Gain insight into the region¡¯s cultural and natural attractions and how they contribute to tourism. Evaluate the strengths and weaknesses of Kunisaki¡¯s sustainable tourism development through SWOT analysis. Be able to apply sustainable tourism strategies to other rural regions.

The purpose of this lesson is to introduce how local and regional authorities can build a consistent framework for collecting and analyzing tourism data using TUI in Northern Ireland as an example. This approach will ensure comparability across regions, which is essential for informed decision-making and also timely collection of accurate data. The video will walk you through key aspects of tourism measurement, data collection approaches, purpose and importance of doing so, as well as introducing definitions, economic impact, visitor surveys, benchmarking, and more. The presentation highlights the need for better measurement of tourism¡¯s economic, social, and environmental impact, as exemplified by the case of Northern Ireland and its effort in promoting sustainable tourism development. The presentation discusses best practices for measuring tourism locally, which is critical for developing sustainable tourism at the community level. This can involve tracking visitor numbers, environmental impacts, and ensuring resources are used efficiently without depleting them. By the end of this session, participants will: Understand the current state of tourism in Northern Ireland, including its economic and environmental impacts. Be able to define sustainable tourism and explain the balance between economic growth and environmental protection. Recognize the importance of data in shaping sustainable tourism strategies. Identify key methods and best practices for measuring tourism¡¯s economic, environmental, and social impacts. Learn about the role of the Tourism Intelligence Unit (TIU) in improving tourism data and its application in decision-making. Explore different project options for enhancing tourism statistics and sustainability practices, including practical examples. This is a comprehensive lesson plan for about 1.5 -2 hours including a well-prepared PowerPoint presentation, interactive exercises, in-depth case studies, and associated reading materials, designed to provide a holistic learning experience. To watch the video of this lesson please visit my Youtube channel: download the full pack of the lesson materials, please visit: Tourism Courses ÂÃÓÎѧϰ

Imagine the following scenarios: After finalizing your project schedule, you realize the estimated completion date is two months beyond what your boss publicly promised an important customer. Five months into the project, you realize that you are already three weeks behind the drop-dead date for the project. Four months into a project top management changes its priorities and now tells you that money is not an issue. Complete the project ASAP! This lesson addresses strategies for reducing project duration either prior to setting the baseline for the project or in the midst of project execution. The Learning Outcomes are: Rational for reducing projection duration Options for accelerating project completion under resource constrain and no resource constrain Project cost-duration graph Direct and indirect project costs Cost-duration trade-off Project crashing Project management trade-off matrix Benefits and risks associated with project crashing This is a comprehensive lesson plan for about 1.5 hours includes a well-prepared PowerPoint presentation, with video links, interactive exercises, in-depth case studies, and associated reading materials, designed to provide a holistic learning experience. The materials are based on ¡°Project Management: The Managerial Process¡± of Clifford Gray (Author) and Erik Larson. We wish you all the best for the study, and should you have any further questions, please get in touch.