Unit 1 Ethics and Professionalism

This part of the module introduces the student to broad ethical and professional values which underpin all the other professional skills and behaviours which are
explored in this module. Ethical and professional values should provide a framework and a moral compass for the accountant to guide their behaviours in
demonstrating the more specific professional skills as covered in this module.

Links to ideas/resources Overview/Story/Ideas Time

Unit contents: 2 hours

Introduction:

1. Ethics and professionalism:

a) Intro to ethics
b) Rules versus principles
c) ACCA’s Fundamental
Principles
d) An ethical framework
for decision-making
e) Case study
f) Personal ethics
diagnostic test

• Summative exercise Taking

ethical decisions and applying
what you have learned.

Unit 2. Personal effectiveness: 2.5 hours

The personal effectiveness module is about maximising the quantity and quality of your work output and how you communicate and interact with
others as you do so making the most of the resources that are available to you. The resources available to you are the mainly your own individual
capacity to deliver your objectives at work and the amount and type of human and IT resources that you can use. The other key constraint that
people face is the time that they have available to work within.

a) Prioritising, organising and http://www.alchemyformanagers.co.uk/topics/Y Introduction to topic – what it is

managing time effectively wiUxXDu5xPp5UXM.html Comment [GR1]: Can you use more accredited sources
(i) Prioritising your work - a Why do you need to know this? Why important? https://www2.usgs.gov/humancapital/documents/Time
useful model http://www.icaew.com/en/archive/library/subjec ManagementGrid.pdf
t-gateways/business-management/strategy- Where are you now? Gap analysis/self diagnostic. e.g.
(ii) Ten ways of being
and-planning/small-business-update/10-ways- Keep a diary.
effective and managing
your time. to-prioritise-your-workload Comment [GR2]: Can we use sources created by the
To do lists – keep one and what they look like.
ACCA
http://www.accaglobal.com/uk/en/student/sa/features
Activity: Prioritising your to do list – use the /managing-your-workload.html
urgent/important model.
http://www.accaglobal.com/gb/en/student/sa/features
Ten tips for managing your time /how-to-prioritise-your-time.html

Assessment: Give a list of activities and ask someone Comment [GR3]: Demonstrate and Exercise -
to put them into the model Allocate time towards each activity and then monitor
your progress against the anticipated start and
b) Using appropriate technology Introduce the topic – where and why is technology completion times. Were you able to complete you work
within the allocated timeframe? Guide/Correct - What
and IT, including cyber security used in business did you do to ensure you are able to complete the tasks
(i) Use email effectively https://www.liverpool.ac.uk/csd/email/effective on time? What caused delays? Action plan - What
(ii) Use email safely useofemail/ How well do you use technology – give a diagnostic improvements do you think you require to improve your
e.g. ask some questions and rank themselves – cover performance?
(iii) Organising virtual meetings
https://www.liverpool.ac.uk/csd/security/email- all the areas in this section Comment [GR5]: Why is this important?
and managing diaries
security/
using appropriate software
 such as Outlook, Lync, Protocols of emails
Meet, Webex, and Doodle
(iv) Effective use of http://chandoo.org/wp/2009/11/03/make-better- Safety on emails - input
spreadsheets at work. excel-sheets/ Comment [GR4]: Can better links be used
Activity: Give an example of a poor email – hotspot all https://support.office.com/en-us/article/Ways-to-
(v) Big data and data analytics
the bits that are wrong format-a-worksheet-d5efbdb5-b79b-475a-8c56-
– sources and uses Cyber 99aad944b030
security and working safely http://www.ibmbigdatahub.com/infographic/four How to organise a virtual meeting - input
with data. -vs-big-data
Activity: You are arranging a meeting put these things
https://www.nibusinessinfo.co.uk/content/work in the right order
place-cyber-security
Use of spreadsheets: - input

Computer takes learner through a calculation on a

spreadsheet. Author needs to write an example or
two. And specify which functions. Cut and paste of a
spreadsheet that you have done it – ready to be
animated. Look at the Foundations in Professionalism

Activity: Learner does a spreadsheet calculation

Big data/Data analytics – input (what it is, why its

useful, a couple fo examples where it has been used)

Activity? (not sure as we don't know enough about it!) Comment [GR6]: Give case study examples of
companies which use Big Data? Ask students to identify
Cyber Security – input benefits to the company from using big data.
Comment [GR7]: Please specify what this input it?
Activity – we have something in the Foundations in
Professionalism

Unit assessment:
 There needs to be an assessment that pulls this
module together. Series of objective tests questions. Comment [GR8]: Please specify what these are?

c) Maintaining professional Introduction

competence and lifelong learning
(i) Qualifying is only the first http://continuingprofessionaldevelopment.org/ Self diagnostic – what have you done to keep up to
step on the ladder why-is-cpd-important/ date (free text). Reveal some feedback – what you
(ii) The importance of should have been thinking about here is. (what you are
http://www.jobs.ac.uk/careers- missing out on, reputational risk, potential of getting
keeping up to date and
advice/managing-your-career/1318/what-is- struck off, one of the code of ethics that you have to
remaining competent and
continuing-professional-development-cpd stand by is about – professional competence and due Comment [GR9]: This is a good source.
approaches to
maintaining and care, mandatory requirement of all IFAC registered
https://www2.open.ac.uk/students/careers/abo
enhancing competence. institutions – not just compliance, how it benefits
ut-you/pdp
(iii) How to plan your career etc) (Link to website gives the author the
personal development. answers.)
(iv) How to craft your CV and
In put into PDP – what it is and how to go about it.
write a convincing letter
of application for the job What about if you want to move jobs – to enhance your
of your dreams. career – need to think about what is important in your
(v) Tips to prepare for an cv.
interview
Fitting your capabilities against needs of organisation.

Assessment – examples of poor and good practice –

hotspot what you think is good or what is not.

Do’s and don’ts of interviewing – top tips.

Activity: Build an animation of someone going for

interview getting it all wrong – learner critiques it – then
 is shown person doing it right. Author would need to
provide a list of some right and wrong things.

Branching exerices: Comment [RG10]: This is an excellent idea as it uses

audio/video material which can aid learning.
Assessment: Someone at work not getting
promotion/new job…facing a series of decisions as to Care should be made to ensure all material is accessible.
what you should do, the best answer would lead them
to the right direction, wrong answer leads wrong way
and they don't get the job – need to do all the right
things to get the dream job. Use flow chart as basis. Comment [RG11]: This is an excellent assessment as it
is interactive.

Unit 3. Innovation and scepticism 2.5 hours

This section of the module is about encouraging open mindedness and innovative thinking to create or suggest imaginative solutions to problems
within the context of suitability, feasibility and acceptability, recognising the limitations of solutions and any problems with their implementation.
Initiating and thinking laterally and creatively

a) Initiating and thinking laterally https://targetjobs.co.uk/careers- Introduce the topic.

and creatively advice/interview-questions/321043-give-
(i) What is Lateral thinking – an-example-of-your-lateral-thinking-tricky- Why do they need to know this?
Edward de Bono ‘New graduate-interview-question
There are two types of thinking – logical/linear and
Think’ (1968) Lateral
http://lateralaction.com/articles/lateral- lateral. You will be using logical in every day work
Thinking (1970) and
thinking/ (give examples) however lateral is also needed.
Serious Creativity (1992).
(ii) Creative thinking – is it Gives some examples of where lateral thinking
more than Genius myth has solved business issues.

e.g: ‘Trouble with Sons’ - to demonstrate how the

easy solution is often overlooked. ‘Two sons were
born at the same time on the same day in the
same year, but they were not twins – how could
that be?’ They were triplets! Comment [GR12]: Care should be taken to ensure the
examples relevant and appropriate for the level.
Use example of Gauss and the quick way to sum
an arithmetic progression as an example of lateral
thinking – using a moving graphic. He added 1-
100 by pairing up numbers: (1+100 = 101, all
other pairs are same. Total pairs 50. Sum = (50 x
101) =5050!
 Techniques include:

Walking away from the problem e.g. Archimedes

Reversal – e.g. if we wanted it to get worse what

would be do

Do some quick lateral thinking questions – to get

them to practice.

b) Innovation and competitive Introduce some practical theory around things to

advantage think about when being innovative – 4Ps of
(i) 4 Ps of innovation http://www.veza.biz/eng/4Pinnovation.ht innovation (material in link)
(ii) How innovation brings ml
competitive advantage f Examples of some innovative thinking – e.g.
http://www.innovation-portal.info/wp- Dyson and others
content/uploads/4Ps-explanation.pdf
Embed sound clips of people talking about their
http://www.davidpublishing.com/davidpu innovations e.g. Steve Jobs, other major
blishing/Upfile/3/4/2013/2013030409089 companies announcing their new innovative
966.pd products Comment [RG13]: The use of relevant and
contemporary examples is good practice as it enables
What is the advantage of being innovative – what students to link theory with practice.
benefits come from that commercially?

e.g. ahead of the game, unique product, market

leader v market follower, charge higher process
for a while and make greater profits, other people
are bale to copy it (possibly use a multiple
response)
c) Challenging the status quo and http://expogrp.blogspot.co.uk/2012/04/ove Group think – if you don’t have people thinking
behaving proactively rcoming-groupthink.html imaginatively – you have the risk that one form of
(i) What is ‘group think’ and thinking takes precedence which may take the
how do we challenge it? http://www.shutterstock.com/blog/6- organisation in the wrong direction or miss out on
(ii) Being bold and proactive at strategies-for-overcoming-groupthink positive opportunities.
work – pros and cons
What causes group think? (Particular issue in
hierarchical organisationscultural roots of ‘group
https://thepsychologist.bps.org.uk/volume-
think, such as undue deference to others for
23/edition-11/being-proactive-work-
personal advancement etc – unwillingness to ‘rock
%E2%80%93-blessing-or-bane
boat’ etc.)

Self analysis: How likely are you to challenge your

boss questionnaire. Create a number of questions
that they rate themselves against (Likert scale)
and then give them a profile – is there such a test
– hopefully yes.

e.g. If you boss comes up with a suggestion that

you think is a bad idea how likely are you to
disagree? If 3 or 4 of your team are in agreement
of the way forward – does that discourage you
from presenting an alternative.

How would I recognise that group think is

happening?

Why can it be a problem?

Things I can do to challenge it.

 Also about people not willing/bold enough to put
forward an alternative or are not wiling to
challenge.

Being bold and proactive at work – pros and cons

(Create a little animation of how to do

demonstrate positive bold and proactive behaviour
and how not to do it.)

d) Scepticism as a personal quality https://www.psychologytoday.com/blog Story of the earth being flat

(i) Scepticism or cynicism – /the-moment-youth/201206/the-art-
the positive approach positive-skepticism Not accepting everything at face value.
(ii) Scepticism and the
http://www.cpaaustralia.com.au/~/medi Crying wolf (check international acceptance of this
accountant/auditor
a/corporate/allfiles/document/professio story) – person has told you several lies – then
nal-resources/auditing- tells truth – do you believe him – why not. If not
assurance/professional- sceptical would believe – not doing is
scepticism.pdf?la=en demonstrating scepticism.

Being able to spot when you are being given

unsupportable assertions being made to you –
challenging assertions, unless supported by
verifiable evidence.

Has negative connotations – mixed up with cynical

– explain both.

Example: Man tells you these shares have grown

by 10% in the last five years. So if you invest a
£1000 in these now you will get xxx in ten years
time (show calculation). Do you think this is a
good idea? Don't you? Would you buy the
 investment? On what grounds would you
challenge the salesman? I.e. does past returns
mean that the future returns will follw same
pattern?

What am I doing when I am being sceptical:

I am questioning, challenging, critically evaluation,

probing, looking into and behind what I am being
told, what motivation does the persons have to
say to you.

Opposite of scepticism is naivety or

obsequiousness. Just accepting what you are
being told without evidence or because you don’t
want to upset anyone.

To be sceptical you need to seek evidence.

Need to link scepticism to risk management – if

you are not sceptical you run the risk of
harm/damage to the business

• Summative assessment As you do the work above think about a real life
where a finance scenario on which we can base the assessment.
professional such as an
internal auditor is
presented with a situation
where there are clues or
evidence of internal control
weaknesses or potential
internet fraud or ‘cyber’
 crime where the learner
has to identify what these
are and offer innovative
solutions to rectify the
internal control problems or
to help detect and prevent
the fraudulent situation
being repeated.

Unit 4. Commercial awareness, analysis, evaluation and problem solving 2.5 hours

This section of the module introduces the concept of commercial awareness as the ability to view situations from a commercial or business
perspective, considering factors that influence the success of a business and an understanding the business processes, relationships, risks
and costs. Commercial awareness requires an ability to analyse the business environment, externally and internally, to evaluate available data
and information from a variety of sources, some of which may not be relevant so as to identify opportunities, problems and observe trends and
make suitable recommendations based on these.

a) Commercial awareness and http://smallbusiness.chron.com/strong- Introduction to topic

business acumen. general-business-acumen-21849.html
(i) What is business acumen? How commercial are you? Quiz. Give mini
(ii) What is commercial http://www.insidecareers.co.uk/career- scenarios. Rank the answers in terms of the most
awareness? advice/how-to-develop-commercial- commercially sensible option or put some figures
awareness/
into scenarios and ask if they would or would not
take a particular course of action.

Commercial awareness – is about knowing what

is going on (PESTEL) – show and demonstrate
the model.

But what is equally as important is business

acumen.

Business acumen is more deep seated – this is

about seeing the implications of your decisions on
the performance and position of your business
and the impact on your stakeholders.

Points to bring out:

The ability to understand/picture:

• the implications of your actions on the

wellbeing of the business.
• the dimension of short and long term.
• not all business is good business.
• impact on the stakeholders.

Could do a multi response – give a scenario –

who would be winners and losers.

Example of scenario:

Sales person goes to customer and makes a sale

of widgets. But does not see that the customer is
a really bad payer and the working capital is being
 tied up. Or you gave them generous credit terms
to get the business. Therefore it is not a good
sale. Think of implications – have happy
customer, sales have gone up, salesman gets
bonus - but shareholders and bank are unhappy.

b) Situations in which commercial https://www.mindtools.com/pages/artic Give some examples.

awareness and business le/developing-commercial-
acumen are demonstrated. awareness.htm

c) Planning ahead and future http://playbook.amanet.org/5-ways- Thinking about the long-term implications of our
proofing. future-proof-business/ decisions is essential.

https://en.wikibooks.org/wiki/Business Examples big business failures as a result of not

_Strategy/The_Three_Processes_of_ seeing the future eg Nokia, Kodak,
Strategy
1. What is likely to change in your organisation in
the next five years? (Free text)

2. What do you think your business has to do now

to be ready for the future (give three things)

3. How feasible is it that your ideas are going to

happen. Feasibility, suitability and acceptability
model – in P3 exam.

(Picture a grid they complete – they put their ideas

from 1. in the left hand column, reveal Q2 and
they then have to put answer to q2 in next column
and then reveal Q3 and they complete this. Once
complete, show the types of things they should be
 considering under the Feasibility, suitability and
acceptability)

d) Professional self-awareness, http://psfps.com/using-internal-or- Introduction

including the recognition of when to external-consultants-manage-why-by-
seek specialist input and support asking-when-and-how/ Do you have to be an expert in everything? Not
from other experts: expected to know everything.

(i) Recognise what you know How well do you know your own skills and
and what you don’t. knowledge. Self diagnostic test – do a SWOT
analysis on your own strengths.
(ii) Deciding when to seek the
help of experts How do we fill the gaps?

• Can develop the skills ourselves.

• Use others within the business
(collaborating, colleagues or internal
consultants)
• Buy in expertise

Need to look both as a person and as a

organisation. From the organisations perspective:

• Can train people

• We can recruit people
• Partner with other organisations
• Buy in individual expertise
• Outsource
 Questions to ask when deciding whether to use
external expertise? (See link.)

Scenario: SWOT been done – gaps are known.

Have constraints (time/money/staff availability).
Which of the options outlined above would you
use to fill the gap?

Make a link to 2c which talks about life long

learning

e) Deeply analyse and evaluate http://searchbusinessanalytics.techtarg Existing ACCA materials – Gareth to source from
complex and unstructured data et.com/definition/big-data-analytics FiP
to make suitable inferences and
recommend appropriate Basically we need to offer a range of problems
solutions: with a numerical solution which can be quickly and
easily solved using spreadsheet functions or
i. Spreadsheet applications.
formulae for
manipulating data We may be able to use a spreadsheet application
within the learning platform so candidates can try
ii. Spreadsheet tasks out for themselves and complete nnswers to
functions objective test questions by number entry.
(Financial,
mathematical,
statistical,
conditional)

iii. Spreadsheet
optimisation tools –
solver, goal seek
 and scenario
planning

iv. Ratio analysis –

longitudinal and
cross-sectional

• Summative assessment Build a spreadsheet from the data given in a

where a management scenario.
accountant is presented with a
large and diverse amount of
data/information and must
decide which data to use, how
to analyse and evaluate it to
make a recommendation to
senior management.

Unit 5. Leadership and team-working 2.5

This section of the module introduces leadership and working in teams. The section explores different type of leadership approaches and traits
which can be adopted or adapted at any level of the organisation. This section demonstrates how effective leadership involves inspiring,
motivating and supporting teams to work effectively and efficiently, making the most of the individuals within them.

a) Leadership approaches and http://www.cimaglobal.com/Documents Introduction to topic.

traits /ImportedDocuments/30_Leadership.p Comment [RG14]: Can ACCA resources be used where
What makes a good leader? possible?
(i) Leadership – CIMA (May df
2007) E.g. http://www.accaglobal.com/uk/en/student/exam-
support-resources/fundamentals-exams-study-
resources/f1/technical-articles/theories-leadership.html
(ii) 10 Examples of https://www.americanexpress.com/us/ • Examples of highly significant leadership
tremendous business small-business/openforum/articles/10- qualities
leadership - examples-of-tremendous-business-
(iii) 13 Practical Leadership leadership-1/ • integrity
Tips from 10 Years of • honesty
Managing People – Forbes http://www.forbes.com/search/?q= • humility
(Jan 2015) - 13+practical+leadership+tips • courage
• commitment
• sincerity
• passion
• confidence
• positivity
http://www.businessballs.com/lead • wisdom
ership.htm • determination
• compassion
Leadership pocket book may have • sensitivity
some good exercises and info at a
basic level in
Link to charisma. Is it necessary? (The above lead
to it, rather that it being itself)

Difference between management and leadership?

Peter Drucker quote: Management is doing things

right; Leadership is doing the right things

Exercise: Give list of activities and get them to

state whether management or leading. In practice
we have to do both. Sometimes its about how we
do them eg holding a tam meeting – management
 = activities/organising v leading =
inspiring/explaining vision

Part of leadership is skills and part is using

different approaches.

Outline approaches.

Practical tips

Describe several leaders – use real examples –

what type of leader are they???

Hear someone on a podcast – establish from what

they are saying? BBC interview June 2006 – link
on ‘businessballs’ (may be good – not listened)

How can you get better – improve your leadership

skills. What weaknesses certain leaders have and
how they might address them

The leader as a role model. Think about someone

who has led you? What they did they do
(behaviours)?

Watch an extract of a film and evaluate what they

did that showed leadership. Italian Job?

b) Team formation, roles and https://www.projectsmart.co.uk/the- Recognise the different roles people take in
development five-stages-of-team-development-a- teams.
(i) The 5 stages of Team case-study.php
development - Project Smart What role are you?
– Gina Abudi (May 2010)
 (ii) Knowhownonprofit – https://knowhownonprofit.org/people/te What does this mean as to how you behave and
Effective teams ams/effectiveteam/developing interact with others.
(iii) Businessball.com – People How to deal with the other different roles.
development and teamwork http://www.businessballs.com/dtiresou
rces/TQM_development_people_team Activity – pen portraits of people in different roles
s.pdf and drag and drop an image to a description.

Think about a team you work in – who undertakes

each of these roles (you can undertake more than
one).

Stages of team formation – teams evolve.

Scenarios of several teams – state what stage

they are at – what behaviours will support the
development of the team at each stage of its
development.

Top tips of how to work well in a team.

If you were going to a meeting with each of the

roles what would you think about in advance and
do differently.

Activity that demonstrates that they have

understood them.

c) Motivation, influence and https://www.managers.org.uk/~/media/Files/Ca Introduce topic

support of individuals and team mpus%20CMI/Checklists%20First%20Manage
members ment%20Role/Motivating%20your%20employe What motivates you?
(i) Motivating your employees es%20in%20a%20time%20of%20change.ashx
in a time of change – CMI
 (ii) Motivation in the http://www.trainingsolutions.com/pdf/motivating Get them to think about it – is it just money –
workplace, Lydia Banks, .pdf would you do an awful job if it paid better?
Coastal Training
Technologies Corp http://www.callcentrehelper.com/25-tips-for- Bring out that people are motivated by different
(iii) 25 tips for motivating staff motivating-staff-10974.htm things – do some pen portraits of different people
– Callcentrehelper.com and what motivates them.
https://en.wikipedia.org/wiki/Expectancy_theor
y Exercise using Herzbergs motivators – click and Comment [RG15]: Wikipedia should be avoided as
drag to put them in order, top three and bottom there is no control on editing of the content.
three pulled out. Are these motivators or hygiene
factors or use the Vroom equation where values of
Expectancy, Instrumentality and Valence for
sevral people and different tasks are given in a
scenario and the candidate has to establish which
task is most likely to be completed successfully by
the person concerned.

Could use hierarchy of needs and specifically click

and drop work activities onto the pyramid.

Tips for motivating staff.

d) Accountability, responsibility http://www.managementstudyguide.com/deleg Introduction to topic.

and delegating authority ation_of_authority.htm
(i) Delegation of Authority – What is delegation?
Meaning, importance and its http://www.businessballs.com/delegation.htm
Why do we need to delegate? Principles.
Principles – Management
Study Guide Activity: Which of these is a reason not to
(ii) Delegation – delegate or reason to delegate.
Businessballs.com
Scale of delegation – examples of each.
 Tips on how to delegate (ten steps on what to
delegate)

Activity: which of these tasks is it appropriate to

delegate?

Summative assessment
where a situation exists where
there is a leader who is trying to
manage a diverse group of
individuals to achieve a task
within a team and the learner
must identify the type of
manager they are and the style
they are adopting and the
potential issues with their
approach to achieving the task.
The tasks will involve tracking
the progress of the leader in
making and communicating
decisions to the team and
advising on whether the
decisions and behaviour
adopted were appropriate at
each stage


Unit 6. Communication and interpersonal skills (Builds directly on 4 above) 3

This section is specifically about how we communicate effectively with others in a business environment, including clients, customers,
colleagues and external authorities. This section covers patterns and channels of communication and how effective these are in different
contexts and the associated methods and skills involved in advising, supporting, motivating and influencing others.

Business Victoria – Communication http://www.business.vic.gov.au/hiring-and-

skills for managers managing-staff/staff-
management/communication-skills-in-the-
workplace-for-managers

a) Patterns and channels of http://www.practical-management- Introduction to topic

communication skills.com/effective-workplace-
(i) Practical Management communication.html How good are you are communicating? Quiz or
skills – 12 steps to MCQ
effective workplace http://catalog.flatworldknowledge.com/bookhub
/3?e=bauer-ch08_s03 Communication cycle – where it goes wrong
communication
(ii) Flatworldknowledge.co Formal v informal communication
http://www.bizmove.com/skills/m8m.htm
m – Different types of
Communication and http://www.yourarticlelibrary.com/business- Tips on how to improve your conversation
Channels communication/essential-types-of-
(iii) Bizmove.com – organizational-communication-with-
Communication within diagram/25812/
the organisation
(iv) Yourarticlelibrary.com – http://grammar.about.com/od/c/g/Communicati
Essential types of on-Process.htm
organisational
communication
 (v) About education –
Communication
process

b) Modes of communication and Introduce topic

how to communicate clearly and
appropriately:
i. Managing meetings (+
Top tips in meetings
remotely)
ii. Email Do’s and Don’ts of email
iii. Report writing
iv. Telephone Report writing – show them a poor report – get
v. Presentations them to hotspot the areas that could be better

Telephone techniques – top tips

Presentation basics – voice, eye contact, body

language, structure (introduction, middle,
conclusion)

c) Interpersonal skills: Introduce topic

(i) Skills you need – What
are interpersonal skills? http://www.skillsyouneed.com/interpersonal- What skills do you need in the workplace? Select
(ii) Study.com – skills.html (or rank) some skills.
Interpersonal skills in
http://study.com/academy/lesson/interpersonal Self reflection on how well you do these.
the workplace
-skills-in-the-workplace-examples-and-
(iii) Udemyblog – Examples Examples of good and bad interpersonal skills –
importance.html
of interpersonal skills in could take a few of the list and show them being
the workplace https://blog.udemy.com/examples-of- done badly and then well.
interpersonal-skills/
(iv) Allbusiness.com – http://www.allbusiness.com/slideshow/ten- These are skills that you build up over time – but
Ways to improve your ways-to-improve-your-interpersonal-skills- need to keep practising. Often the difference
interpersonal skills 15606969-1.html between a successful accountant and one who
does not do so well. Keep working at it!
Verbal
Non-verbal
Questioning
Manners
Social awareness
Self-management
Assertiveness
Inclusiveness
Decision making
Self confidence
Positive attitude
Communication
Team player
Critical thinking/problem solving
Time management
Coping with pressure
Flexibility
Ability to accept
Constructive feedback

i. Listening
ii. Diplomacy
iii. Clarity
iv. Transparency and
openness
v. Empathy
 vi. Business etiquette and
cultural sensitivity
vii. Persuasiveness
viii. Trust and credibility
ix. Negotiation
x. Conflict management

Introduction to topic – what we mean by a

d) Networking: business network and why we need one.
• Using networks to increase http://www.businessknowhow.com/tips/netwo
reach and gain wider access rking.htm • Build portfolio of customers and potential Comment [RG16]: Can accredited links be used in lieu
https://hbr.org/2007/01/how-leaders-create- range of work opportunities. of businessknowhow?
and-use-networks • Different perspectives, ideas and new Comment [RG17]: Hbr is a good source.
(i) Businessknowhow.com knowledge.
– 10 tips for successful business http://www.socialmediaexaminer.com/7- • Get things done.
networking steps-for-a-successful-social-media-strategy/ • Develop skills that will progress your
career (and contacts).
(ii) Harvard Business http://www.toprankblog.com/2008/03/social- • Provide practical and emotional support.
review – How Leaders media-marketing-strategy/
create and use networks How strong is your network? Questions:
http://www.inc.com/guides/using-social-
networking-sites.html Name three people who you could go and talk to
• Applying social and business
about a problem at work? Name three people who
media to promote business
you could talk to about getting work? Or similar
objectives
type questions – aimed at getting them to evaluate
their own network.
(i) Socialmediaexaminer.c
om – 7 steps for a Exercise:
successful social media
strategy Some mini case studies where the learner has to
say whether the networking activity was
 (ii) Top rank marketing blog appropriate and /or what benefit they could gain
– What is your social from it.
media marketing
strategy?

(iii) Inc.com – How to use

social media to drive
business

• Summative assessment
where an employee has to
coordinate a specific task with
several colleagues with
different skills, where there are
resource and personality
issues and where potential
conflicts exist. The team must
be persuaded to achieve the
objectives using a suitable
approach, or in such a way as
to motivate the individuals to
successfully achieve the task
collectively.

FINAL SUMMATIVE ASSESSMENT: (we could also do this or some other business situation as a crisis management situation or using critical
incident principles)

Having completed the formative assessments from the preceding six units of the module, the learner is presented with a series of video clips; such as a
presentation, or information through other media about the situation in a finance department or organisation where there is enough evidence to suggest that the
 best solution would be to outsource some of the non-core functions such as wages or credit control to another company or to create a shared service
department within the organisation. Applying all the skills covered in units 1-6, the learner is then presented with a series of decisions to take, starting with which
solution to adopt and where answers other than outsourcing or an SSO solution are incorrect and appropriate feedback given. The simulation continues with a
series of questions or decisions around how this solution can be communicated to senior managers through persuasion and ‘lobbying’ skills and when agreed, to
those affected within the department.

The learner then has a series of decisions to make about how the business process change or project should be managed and delivered. Whichever alternative
is given elicits a different response – either positive neutral or negative, including such situations as learning that a favourable response to a communication has
been received from a colleague or manager, that a deadline has been missed, or that a conflict has been created, possibly leading to a resignation or dismissal.
Eventually the learner follows their own chosen path through the exercise and faces the consequences of their decisions and actions at each and every stage.
Each decision or action can be ranked in terms of appropriateness and a marking system can then be built into the assessment, if required, to make similar to a
game and as a way of validating successful completion of the module. Comment [RG18]: This is an excellent interactive
assessment.
Note: This branching approach is a very flexible and interactive way of reinforcing appropriate skills and behaviours and keeps learners permanently engaged
and is not difficult to write. J18 managed to do this for the FiP simulation over a very short timescale and we still have the working papers for that which J18 were Will the students who are ‘dismissed’ be provided
additional feedback?
quickly able to build into the platform at that time.

EPSM Unit (See above for content) Bob can you please rank modules 2-6 in accordance Miranda can you please rank modules 2-6 in
with how able/interested you are with the content as accordance with how able/interested you are with the
presented in the story board with 1 being your most content as presented in the story board with 1 being
preferred and 5 being your least preferred? your most preferred and 5 being your least
preferred?

4
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