| Category | OTHM Level 7 Management and Leadership | Subject | Management |
|---|---|---|---|
| University | Module Title | OTHM Level 7 Diploma in Strategic Management and Leadership |
Task 1 of 3 – Presentation and Briefing Report (AC 1.1, 1.2, 1.3, 2.1 & 2.2)
Task 2 of 3 – HR Plan and Memo (AC 2.3, 3.1, 3.2 & 3.3)
Task 3 of 3 – Report (AC 4.1, 4.2, 4.3, 5.1, 5.2 & 5.3)
This unit is designed to help learners develop an understanding of the effective strategic management of human resources, which contributes to the achievement of organisational objectives in a variety of contexts. Learners will consider the role of strategic HRM and the application of leadership and management theory for the benefit of the organisation.
Be sure to use this sample for learning purposes only. The material listed above may be vulnerable if copied from this sample. All assignments will undergo plagiarism checking, and any assignment will be plagiarism-checked by plagiarism detection software. Plagiarism will cause the assignment or tasks to fail if it is discovered in the file.
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Get Complete Unit Assignment SupportThe European Club | HR consultancy proposal was prepared for the Board of Directors.
This report is to accompany our presentation. It outlines the importance of strategic human resource management (HRM) to the ClubHouse modernisation, what we offer and what the Board may want to think about before the work begins.
According to Armstrong and Taylor (2020), strategic HRM links people management with organisational objectives, ensuring that skills, structure and behaviour are aligned with the strategy. The CEO desires that the club generates greater revenue from its charitable activities, but at present it is hampered by people issues. In five years, membership has dropped by about 50%, the member survey lambasts service, morale is low, and younger staff are leaving within months, complaining about insufficient training and opportunities.
Boxall and Purcell (2016) say that performance relies on the availability of staff with skills as well as conditions that encourage staff to use their skills. We suggest that HR is the strategic partner and change agent of Ulrich (1997). We would add value by diagnosing causes, preparing staff for new processes and reducing disruption, which is of most concern to the CEO.
HR should be able to collaborate with all functions. Rotas and Training in service for Bar & restaurant. Functions and Events require skills in new room technology. The Kitchen requires coverage during work and food safety refreshers. Facilities work with contractors and oversee health & safety issues. The training budget and Pay Review are approved by Finance. People issues would be addressed by a small cross-departmental project group.
There is no baseline to refer to as a result of the current small staff survey.
Before you embark on a renovation, there are some factors to consider:
The club is inoperable, and works need to be phased.
The Board is recommended to first accept an HR audit and the establishment of a project group that crosses various departments so that an HR plan and policies can be implemented before commencement of refurbishment.
HR Plan
The human resources management plan will be a tool that will help in the management of this club's human resources activities. The human resource management plan includes the following:
Definitions of team members' roles and responsibilities during the project. Project organisation charts.
Staffing management plan to include:
a) Who will be responsible for collecting the resources?
b) How will the resources be used?
c) Suggested timeframe for resources/skill sets
d) Training needed to acquire skills
e) How performance reviews will take place
f) Student information system
The HRM plan aims to ensure that the right human resources are acquired with the right skills; training sessions will close identified skill gaps, team-building processes will be clearly defined, and team activities will be managed.
Formulating is part of all team members' responsibilities, and they must be clear about the roles they play. Overall strategy, managing people and establishing policies; he is responsible for maintaining budgets and optimising expenses, setting policies and processes, ensuring employees work productively and develop professionally, preparing regular reports for the board of directors and providing solutions to issues (e.g. profit decline, employee conflicts, loss of business to competitors). The GM will assess performance of all club team members and report their performance to the board.
The duties include preparing the agenda for club/group meetings with the chairperson, arranging for a meeting (venue, date, times and hospitality), providing adequate notice for meetings, recording minutes, representing the club at associate meetings, securing association approval of club events and disseminating information between the club and the board of trustees.
Minor duties will be to prepare club/group meeting agenda in consultation with chairperson, arrange for adequate venue, dates, times and hospitality at club meetings, send appropriate notice of club meetings, to take minutes of the club/associational meetings, represent the club at association meetings, secure association approval for club events and pass on information between board of trustees and club.
The club staff will be members of the club only. There will be no outsourcing/contracting performed. The general manager will discuss with functional managers and supervisors to determine and allocate resources based on the club organisation structure. All resources should be approved for work by the appropriate functional manager and supervisor before they start working.
The resources are needed before refurbishment is complete so they can begin to train on the new systems and processes. Staff will work 48 hours/week. The general manager will undertake a review of the need for additional staff after 6 months in consultation with functional managers based on revenue and workload. An HR consultancy office training lead will be sent for two months to provide on-the-spot support for HR staff in the club. The training lead must work 48 hours a week in the first month and 30 hours a week in the second month.
Training Programs for the new systems being put in place to replace the existing inefficient systems; Training funds to be voted on by the general manager and provided from the revenues.
The functional managers will review each team member assigned to work activities, and all expectations of work to be performed will be communicated. Then the functional manager will review each member of the team to provide feedback on performance and on the completion of their assigned tasks. The functional manager will meet with the general manager prior to releasing resources to give feedback on employee performance. Then the general manager will conduct an official evaluation of each team member as a whole.
Recognition and rewards
While the club does not currently have sufficient funds to offer cross-training or financial incentives, there are a few planned recognition/reward opportunities for team members.
Memo
Elite HR consulting services on behalf of European club
No. 2021-001
Date: October 20, 2026
To: European Club General Manager, Board of Directors, Board of Trustees, and Club Secretary
From: Elite HR Consulting, Human Resources Director
Subject: HR policy
The Policy aims to provide guidance on employee behaviour towards their supervisor, co-workers and the organisation in general. This policy applies to all staff of the Club. Once revised, the following guidelines will be followed by the employees in each department for each phase.
Confidential information: this is information which should not be shared outside and may be detrimental to the Club and advantageous to a competitor – must keep this confidential.
Professionalism: staff should be professional in their approach to their work and in interactions with other staff, customers, suppliers, etc. They are expected to be honest and keep to their integrity in all their work as well.
Fair dealings: All employees, suppliers, contractors, customers, etc. must have dealings that are fair. No one is allowed under the policy to take unfair advantage of anyone through manipulations, abuse of privileged information, misrepresentation of material facts or any other unfair dealing practice.
Club assets should be used judiciously. No asset waste or misuse should be allowed, as it would lead to loss of profitability. Any business equipment shall be used for business only.
Maternity leave is a temporary leave of absence from employment and is granted to a woman who is pregnant, has recently given birth or has recently had a child when they need time off due to pregnancy, birth and child care. All female employees are entitled to maternity leave after a certain time of service specified by the law. In most situations, it will be at the employer's discretion whether to provide paid or unpaid maternity leave for a legally ineligible employee.
All employees are expected to follow the code of conduct, and failure to do so will be penalised. Disciplinary action will be taken for any infraction of the code on the part of the employee.
Manager's responsibilities: A manager must set a good example in how he or she operates in the workplace, must inspire employees to raise issues when he/she encounters any situation(s) in which the code of conduct guidelines are not being followed, must promote the code of conduct throughout the business, must organise training sessions for all employees in accordance with the code of conduct, must behave well when employees bring concerns or issues to the attention of the manager and must respond to employee concerns or issues.
Termination of employment: A termination of an employee is the dismissal of an employee by the employer with or without cause. Prior to any action being taken about a discharge, the manager of the employee must request his/her discharge to be reviewed by the termination review board – the general manager, HR representative and department head. They will be presented to the termination review board for review, and a decision will be made as to whether the employee should be discharged. If the board recommends discharge, the employee will be notified by the employee's manager and a member of HR. When an employee dies, a termination will be effective from the day of their death.
An employee who resigns or is discharged will be paid up to the final day of work minus any outstanding loans, advances or other agreements between the employee and the company, and according to the local laws. In case of an employee’s death, the final pay due to that employee will be paid to the deceased employee’s estate or as otherwise required under state law.
There is no doubt that the business leader represents an essential and important element in all stages of the economic development process with all its dimensions. But the challenge that organisations are having now is the absence of an effective leader. The administrative process is essentially a process of directing, organising and coordinating, the efforts of individuals or groups in such way to achieve specific goals and objectives, whether it’s an individual or organisational goals.
The roots of leadership lie in the era when social interaction with people and organisation of tasks began to take place in various social organisations, and the study of the leader has been a primary object of research and development of leaders and specialists since that time, who have tried to analyse the leadership behaviour and directions of the leader from every aspect through their study and research.
Consequently, today we have quite a bit of scientific theories and field studies, which have influenced the actions and changes of leaders, and shaped their ideas and beliefs in relation to their followers. Among the topics that are of great importance in the organisational field is a subordinate's satisfaction with the leadership. The question is: how can leaders achieve organisational objectives while keeping the satisfaction, passion and motivation of subordinates?
Effect on various management and leadership theories and organisational strategy and structure.
The various means by which individuals communicate while leading teams or groups are considered to be their leadership styles. Psychologist Kurt Lewin wanted to determine what three different approaches to leadership existed: an authoritarian leader, a democratic or participative leader, and a delegating or laissez-faire leader. The leadership style affects the organisation as it influences employee morale, productivity of the employees and the speed of decision-making. Good leaders examine the issues, evaluate the abilities of staff, explore options and make decisions. An effective leader leaves a legacy when they make the right choice of leadership style at the right time.
Autocratic leadership provide clear expectations for what needs to be done, when and how it should be done. Dictators exercise freedom of choice in decision-making, devising roles and distributing roles to their subordinates Under this style of leadership, member’s efforts reduce as soon as the leader is not around, they lack the spirit of innovation to work.
Additionally, this climate is not conducive to communication with subordinates and developing interpersonal relationships with them.
High absenteeism and turnover rates may also result from this. The autocratic style is used in a crisis when little time is available for group decision-making, or when the leader is the most informed person in the group. This is also a fine one when it's necessary to make fast and quick decisions and act decisively.
Democratic leadership is based on building the leader trust, respect and commitment between him and others by sharing the matter with them and getting their ideas. A democratic leader ensures accountability by including workers' participation in decisions that impact their goals and work. Political leaders who are eager to boost employees' spirits by listening to them and motivating them with their lack. Although it has numerous benefits such as trust and innovation, the democratic style is not beneficial in an urgent situation where swift decision-making is required. Sometimes workers lack the information, experience and skills needed about the situation, the problem they are trying to solve, or the desired outcome. This may lead to misleading and incorrect options that will not contribute to solving the problem and will slow down decision-making.
Laissez-faire Leadership: The leader allows subordinates to make decisions and determine their own way of working to reach the goal. It requires little or no interference and allows for the most autonomous action by subordinates. This style can have potential benefits when subordinates possess the skills and experience needed to succeed, when they are experts or have more knowledge than the leader and when the team values independence, as it helps them feel good about their work. This type of leadership is not suited when the subordinates have not got the knowledge or experience in accomplishing tasks and making decisions. Some aren't seeing the big picture and don't know how to manage their projects themselves, or how to solve problems on their own. The leader should be flexible and be able to determine the leadership style to apply according to the situation.
The impact of organisational strategies, structures and systems on the students and the school environment.
The MGM is committed to fostering a culture of learning within the organisation.
HRM should be integrated with the strategy of the organisation and work in harmony with it to achieve sustainable competitive advantage of the company and hence contribute to the overall performance and profitability of the company. The values and culture of the organisation and effective management that have a positive impact on the skills of employees and their level of motivation play a great role in creating the competitive advantage for the organisation. Human Resources' involvement in developing strategy is proactive or reactive.
In the proactive situation, the human resources department is primarily responsible for the development of the strategy's "building blocks", implementation and the assessment of effectiveness. In the other scenario, human resources work after having devised the strategy to link it with the philosophy and policies and the strategy programs, to help realise them and boost their efficiency at the organisational level further.
The connection between HRM and organisational values, beliefs, and practice suggests that HR managers or decision makers in institutions should try to integrate their beliefs, values, and practices in the training and development programme planned by HR for their employees. This will further sustain organisational culture and help employees (new or old) adapt to the organisation’s culture. Also, another important point to note is that the most important stage in the process that employees go through in the organisation is when they are coming in and when they fail to learn, they are termed as “nonconformists”, and this can be the most important time for termination. Therefore, knowing the organisational culture (values, beliefs, and practices) will assist employees to grasp organisational events and make them comfortable with the task at hand instead of wasting time trying to understand what is expected of them (Jackson and Schuler, 2021).
The current study examines the effectiveness of the current HRM practices in the clubhouse and the relationship between leadership and management and HRM practices.
It may be assumed that success in achieving objectives and greater profits is the most obvious criterion of the efficiency of strategies in general, but how is the efficiency of a club measured in human resource management terms? A few studies have actually shown that organisations that have implemented effective human resource practices, which involved the participation of workers in decision-making, allowing workers to work freely, and improving the communication environment better have experienced good results as opposed to the ones who are still following the old practices.
On the operational side, the efficiency of performance may be determined by measures of job turnover, employee productivity, morale motivation rate and job satisfaction, effectiveness of succession programs, cultural and ethnic diversity in the work environment and most importantly, matching the company's values to all work operations performed by the club's employees. So our club management should act seriously in pursuing better human resource strategies corresponding to the Club's vision to secure the maximum return by raising the efficiency and productivity of the Club, particularly in the present economic condition where steps must be taken to increase efficiency in the Club work programme with a view to cutting costs and expenses.
The existing culture and structure of the clubhouse may have an impact on the success of the clubhouse project and the motivation of staff, which is examined.
The aim of the management of the club is to make money when selling and continuously build up growth and business development within the club from existing members and through new members. So, the human resources team came up with a strategy, considering the needs and objectives of the company. They started to plan an action plan, based on the skills assessment of human resources. They predicted the number of managers required and the type of competencies needed and laid the foundations for programs to develop human resources systems in training, skills development, leadership training, selection, recruitment and retention processes.
How we would develop, monitor and evaluate a leadership strategy that would support the development or revision of the CLUBHOUSE ORGANISATIONAL MISSION, VISION, VALUES AND OBJECTIVES.
Human resource management involvement in the development of the organisation's strategy should be done from an early stage. Once the strategy has been understood and the club goals established, the HR Manager or their representative should establish practices and policies to make sure the club will meet its goals. They should then ensure that these policies are flexible and agile should change. It is therefore important to be aware of the nature of vulnerability to change, particularly when the technology is changing so quickly, and new work systems and a new creative nature are available. Thus, the human resource function needs to be paired with the Club's journey, not just to help it reach its objectives, but to be flexible enough to adapt to the evolution of the club's objectives.
Human resources strategies can vary in terms of cost reduction. For instance, strategies can't be the same with a startup company and a company in an economic recession. The emphasis is on cost reduction and expenditure reduction, often as part of the latter's strategy, and investment in improved programs like training/knowledge programs, and in improving the efficiency and professionalism of operations is overlooked. Therefore, neglecting to activate training and development programs and cost awareness leads to an increase in the burden on companies and an increase in costs in the long run, unlike what was planned.
1. Achieve the strategic objectives of human resource management in the Club by appointing highly qualified people based on job analysis when conducting the recruitment process.
2. Systematically train and develop Club employees, based on their various functional and skill levels, and correlate it to the goals of each department.
3. The need for the club to diagnose environmental uncertainties accurately to understand the surrounding environment on an ongoing basis and to conduct a regular review of that using SWOT analysis to create a solid base of environmental information so that it can draw and modify its strategic plans.
4. Regularly monitoring and adapting the training and development process to continuously improve it, such as regularly giving individuals new knowledge and skills in various ways, including training, development, lectures, seminars and conferences.
5. Keeping track of the competing entities and benefiting from their experiences to face rapid market changes.
6. To keep the talent within the club, it is necessary to motivate and support them to develop their sense of value in doing their good job.
Strategic human resource management provides a perspective on how to address critical issues or success factors related to people, and to make strategic decisions that have a significant and long-term impact on the behaviour and success of an organisation. The main goal of strategic human resource management is building strategic capability by ensuring that the organisation possesses the right type of employees with the necessary skills, commitment and motivation to gain a long-term competitive edge.
In the context of strategic human resource management, it is important to look at the goals of strategic HRM and how human resource strategies reflect the concerns of everyone in the organisation, including owners, management and employees as a whole. The focus of Strategic HRM is more on the aspect of human relations, focusing on ongoing development, communication, engagement, employment security, quality of working life, and work-life balance. Organisations, on the other hand, have a purpose, and they need to make sure that they have the resources that they need to achieve the purpose and that they use the resources effectively. They also need to consider human considerations in strategic human resource management and plan with people in mind and with the needs and aspirations of all members of the organisation in mind.
Human Resource Management is basically about the systematic relationship of individuals with the organisation, and more precisely, it is about integration of HRM strategies in corporate strategies. Human resource strategy is primarily plans and programs that are developed to solve and address basic strategic issues facing human resource management of an organisation. Integration between human resource management and business strategy contributes to the effective management of human resources, improvement of organisational performance and, finally, the success of a business. Human resources are the most valuable capital of organisations, so it is necessary for the organisation to design its strategies considering the human resources part in order to use them effectively to achieve the best expected results.
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This is an example of one of the assignments in the OTHM Level 7 Diploma in Strategic Management and Leadership Practice Specification - Unit Strategic Human Resource Management. These are sample answers to the OTHM Level 7 Diploma in Strategic Management and Leadership Practice Specification unit Developing Strategic Management and Leadership Potential. By reading through this sample, you will notice how to answer these questions and the academic voice and writing style you will emulate for your best marks. The following sample will help you get an idea of what your tutor expects to see in your assessment. There are points in these answers which you can go over and write your answers according to them, but these questions are not easy to understand and require critical thinking. Please do not copy/paste the same information. If you need OTHM assignment writing assistance, you can take help from this sample. This is the time you can rate our writers who have been helping to write OTHM assignments for the last 8 years. They are knowledgeable and competent in helping students; you can assess their skills, as this assignment sample for OTHM Level 7 is also written by such people. They possess knowledge which can aid you in achieving good grades. They have an understanding of the standards of OTHM, marking guidelines and structure which have to be observed when composing these assignments. So, if you're occupied with some other work and feel that you require some professional assistance, then you can simply reach out to us and avail help from our best assignment writers.
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