1 Understand, analyse and critically evaluate contemporary organisations and their principal environments.
Perspectives on organisations; types, objectives and the components of organisation; managerial, internal and external environments; organisational stakeholders; theories of organisation; the search for performance, profit and efficiency; old and new organisational forms; the factors influencing structures, processes and boundaries in organisations.HR strategy and HR practices, especially for sustainable development.

2 Understand, analyse and critically evaluate the managerial and business environment within which HR professionals work.
Management, managing and managerial functions; power, authority and influence; the search for managerial legitimacy; the finance, marketing, operations and strategic management functions; risk analysis; customer care; quality management; performance management; models and roles of the HR function; forces shaping the HR agenda; the HR equation - work, reward, job satisfaction and the psychological contract; the politics of management and the change agenda; implications and impacts on organisations and HR strategy and HR practices.

3 Understand, analyse and critically evaluate how organisational and HR strategies are shaped by and developed in response to internal and external environmental factors.
Debates about strategy; tools and techniques of environmental analysis; formulating and implementing strategy; internal and external constraints on strategy; the emergence of HR strategy; approaches to the development of HR strategy, such as best practice, best-fit and the resource-based view of the firm; horizontal and vertical integration; debates about effective strategic leadership; implications and impacts on organisations and HR practices.

4 Understand, analyse and critically evaluate the market and competitive environments of organisations and how organisational leaders and the HR function respond to them.
Structure and workings of market economies; macro-economic policy including monetary, fiscal and taxation policy; determinants of supply and demand in the marketplace; public management and administrative reform; sources of competitive advantage; organisational responses to competition and hyper-competition; elements of the financial system; labour markets and the changing nature of work and employment.

5 Understand, analyse and critically evaluate globalisation and international forces and how they shape and impact on organisational and HR strategies and HR practices.
The nature and origins of globalisation; the factors influencing globalisation; the consequences of globalisation; critiques of globalisation; organisational, governmental and intergovernmental responses to globalisation; the European Union; mixed and micro-political approaches; major international organisations; multinational corporations and the local and global market.

6 Understand, analyse and critically evaluate demographic, social and technological trends and how they shape and impact on organisational and HR strategies and HR practices.
Determinants of population trends; the working population; immigration and employment of migrant workers, work permits; international comparisons; family structures; gender, ethnicity and diversity in organisations and society; social stratification; public services and changing social values; individualism, consumerism and secularism.

7 Understand, analyse and critically evaluate government policy and legal regulation and how these shape and impact on organisational and HR strategies and HR practices.

Economic and industrial policy; social policy; education and training policy; EU institutions and economic and social policy; comparisons of party policies and legislative programmes;

Tutor lead learning support by recommended texts and articles. Student-centred learning will include case studies supported by background reading. Small group activity through which to practise application and develop wider discussion of issues and draw on student experience. Independent consolidation of understanding. Students will be expected to obtain supplementary information from a range of paper and electronic sources and key readings will be provided. Students will be given guidance on exam preparation and practice under examination conditions.

This module may be offered in block delivery, with concentrated learning sessions facilitated by an appropriate tutor. The use of action learning sets will be a major tool in enhancing the experience. Outside of this, time material will be available on the VLE (Blackboard) to support these contact sessions and to encourage deeper learning. Where appropriate, workplace mentors will support and encourage their learners with access to relevant company information and people.

Library - online journals CIPD Library ¿ online journals strategy Human Resource Management Journal - Available at: www.cipd.co.uk/journals
International Journal of Human Resource Management - Available at: www.cipd.co.uk/journals
People Management - Available at: www.cipd.co.uk/journals
Financial Times - Available at: www.ft.com
Management Today - Available at:www.managementtoday.co.uk

CAPON, C (2008) Understanding Strategic Management, Pearson Education, Harlow, UK.
CAPON, C (2009) Understanding the Business Environment, Pearson Education, Harlow, UK.
FARNHAM, D. (2005) Managing in a strategic business context. London: Chartered Institute of Personnel and Development. (New edition: HRM in context, due August 2010).
KEW, J and STREDWICK, J. (2008) Business environment: managing in a strategic context. 2nd ed. London: Chartered Institute of Personnel and Development. (New edition: HRM in a business context, due August 2010).
LYNCH, R, (2009) Strategic Management, 5thed, Pearson Education, Harlow, UK.

2 hour unseen examination - assessing all Learning Outcomes