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Assignment Briefs 09-27-2022

Examine the application of management techniques, and cultural and leadership aspects to engineering organisations

Higher National Assessment

Designed in accordance with HEA guidelines

Programme Title

Programme No

Pearson BTEC Level 4 Higher National Certificate in Engineering (RQF)

BBYH8 - BBYH9 - BBYJ1 - DBMT1 – DBMT4 DWTJ7 – DTJH8 – DTJH5 – DTJH6 -DTJH7

Unit Title

Year of Course

Unit 12: Engineering Management (L4)

1

Assignment Title

Unit Code

Assignment No

Management and Risk Management Techniques

Y/615/1486

1

of

2

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Engineering Team

Week of Issue

Due Week

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4

9

1st September 2022

 

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Note: All the above information should feature on the cover page.

 

Submission Format

 

Please append your answers to the end of this brief. Include ALL pages of this brief in your submission. Do not submit separate documents.

You should submit: -

A short word processed report of approximately 2000 words.

Structurally, you should submit a report with the following sections: -

Cover page - This should feature your name and assignment title – perhaps a nice graphic, if you like (no page number on this sheet).

Contents page - Lists each section in the document and the page number where that section begins (these pages are numbered i, ii, iii etc).

Introduction - An introduction states the purpose and goals of your report. A few sentences will suffice here (this is always section 1, and numbered page 1).

Sections - sections 2, 3-------- etc. This is the main body of the report.

Bibliography - A bibliography lists all the sources you used when researching your assignment but you have not referenced.

References - List of all the sources that you have referred to in your text, using either the Harvard or Vancouver referencing system, should be listed fully here. Do not use Wikipedia as a source.

Appendices - If required.

Note: Use appropriate schematic for block diagrams and sketches.

Relevant Learning Outcomes and Assessment Criteria

Pass

Merit

Distinction

 

LO1

Examine the application of management techniques, and cultural and leadership aspects to engineering organisations

 

LO1

 

 

 

 

P1

 

Explain management and leadership theories and techniques used within engineering organisations.

 

 

 

M1

Justify different management techniques with emphasis on cultural and leadership aspects and their applications to engineering organisations.

 

 

 

D1

 

Propose recommendations for the most efficient application of management techniques.

 

LO2

Explore the role of risk and quality management in improving performance in engineering organisations

 

LO2

 

 

 

P2

Describe the role and importance of risk and quality management processes and their impact on engineering organisations.

 

 

M2

Explain how risk and quality management strategies Encourage performance improvements within engineering organisations.

 

 

D2

Provide supported and Justified recommendations for the most efficient and effective risk and quality management practices.

 

Unit Learning Outcomes

LO1 Examine the application of management techniques, and cultural and leadership aspects to engineering organisations

LO2 Explore the role of risk and quality management in improving performance in engineering organisations

Assignment Brief and Guidance

Scenario:

You have recently been employed as a Trainee Engineering Manager for PartTech, a multinational company which manufactures electrical machines and transducers, including transformers, motors, generators, sen­sors, and actuators.

For your first week in your new role and to ease you into your new working environment, your line manager, Tracey Chambers has tasked you with drafting a report that will be featured in PartTechs Monthly newsletter and blog.

Your report, which will be in two parts will firstly study the application of management techniques cultural and leadership aspects, specifically to organisations that fall within the engineering sector.

The second part of your report will explore the role of risk and quality management specifically to improving the performance of organisations within the engineering sector.

Activity:

Topics that will be covered within your newsletter entry include the following.

Tasks:

a) Investigate at least THREE Management theories and techniques which are used within engineering or­ganisations.

Be sure to reference your theories clearly and justify how the techniques could influence operational planning, managerial process and the organisational culture and communication practices.

b) Analyse at least THREE Leadership theories and techniques which are used within engineering organisa­tions.

Consider using real life examples to demonstrate your understanding of the different theories, techniques and identify their impact on behaviour, culture and effectiveness.

c) Explain the effects of change within an organisation on its culture and behaviour.

Consider the importance of communication and the impact on performance.

d) Describe the role of Risk and Quality management and assess their impact on organisations.

How do these processes encourage performance improvements? Consider risk mapping and risk matrix, how they contribute to quality management and continuous improvement? Justify why some of these processes are better than others in certain circumstances.

e) Compare a range risk management practices and quality management theories and identify how they can improve management processes within the engineering industry?

Which activities will improve management strategies? How do you think management strategies may be im­proved in certain circumstances or situations?

Recommended Resources

Textbooks

BOWERSOX, D.J., CLOSS, D. and BIXBY, M. (2012) Supply Chain Logistics Management. 4th Ed. McGraw-Hill.

HILL, A. and HILL, T. (2009) Manufacturing Operations Strategy: Texts and Cases. 3rd Ed. Palgrave Macmillan.

OAKLAND, J.S. (2015) Statistical Process Control. 6th Ed. Routledge.

Websites

https://www.strategicmanagement.net/ Strategic Management Society (General Reference)

http://www.journals.elsevier.com/ Elsevier Journal of Operations Management (Journal)

http://www.emeraldgrouppublishing.com Emerald Publishing International Journal of Operations &

Production Management (e-Journal)

Case Study 1

You have recently gained employment as a Trainee Engineering Manager with a large multinational company which manufactures electrical machines and transducers, including transformers, motors, generators, sensors and actuators. You have observed the department and the operations of the organisation and have found the organisation follows a Matrix Organisational Structure as it overlaps between the functional and divisional structures. The structure is characterised by dual reporting relationships in which employees report both to the functional manager and the divisional manager. Work projects involve cross-functional teams from multiple functions such as finance, operations and marketing. The members of teams would report both to the project manager as well as their immediate supervisors in finance, operations and marketing. It has been seen that the staff often get confused who they are reporting to. The decisions are localised; however, this can often cause confusion and power plays because of the dual line of command.

Before you started you researched the website and could see a clear Mission Statement, Organisational Goals and Strategy. The Organisational Values are clear to see on the company website and most of the managers embody or at least buy in to these values and some portray them in their dad-to-day activities. It is clear to see that functional managers are always the first on the floor, they have regular meetings with the team to discuss and make plans on how to allocate tasks to complete team objectives. You have been involved in a couple of meetings and have found that everyone in the team has a valued opinion and have noticed that the line manager asks others for their input before making decisions about who will complete the specific daily tasks. You have also seen that divisional management are in and out of the office and do not talk much to the staff, they often come in give orders defining goals to the functional managers and then leave and finish early for the day. They have no input regarding the operational management. When a decision needs to go up the chain of command to be approved it usually takes a lot of time therefore functional managers and staff need to be patient when waiting on a decision before moving forward with essential change. Change is communicated well on the shop floor although the reason for changes is not communicated to all staff. Some staff have informed you that they are fed up with constant changes.

You have been informed by your functional manager that your probationary review will be completed by divisional management and has been added to your diary twelve weeks from your start date.

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