BUS6001 Contemporary Management Issues

BUS6001 Contemporary Management Issues

As part of the formal assessment for the programme you are required to submit a

Contemporary Management Issues assignment. Please refer to your Student Handbook for full details of the programme assessment scheme and general information on preparing and submitting assignments.Learning Outcomes:

After completing the module, you should be able to:

1. Exhibit an understanding of the key dynamic forces impacting on business and society.
2. Critically evaluate the relationship between such forces in terms of effective strategic decision making.
3. Prepare an evaluation of an organisation’s responses to key dynamic forces in the contemporary business world.
4. Select and use decision making tools to address contemporary drivers for change.
5. Analyse the relevant theoretical foundations to support the identification and application of effect corporate responses to contemporary management issues.

Maximum word count: 4,000 words

Please note that exceeding the word count by over 10% will result in a reduction in grade by the same percentage that the word count is exceeded.  

Your assignment should include: a title page containing your student number, the module name, the submission deadline and a word count; the appendices if relevant; and a reference list in Arden University (AU) Harvard format. You should address all the elements of the assignment task listed below. Please note that tutors will use the assessment criteria set out below in assessing your work.

You must not include your name in your submission because Arden University operates anonymous marking, which means that markers should not be aware of the identity of the student. However, please do not forget to include your STU number.Assessment Task: Report

This assessment is worth 100% of the total marks for the module.

Case Study

All Mothercare UK Stores to Shut

Mothercare’s 79 remaining UK stores will be closed after PwC were appointed administrators to the UK business, although discussions continue with potential franchise partners about maintaining some form of UK presence.

In separate statements, Mothercare said that “discussions continue with a number of parties regarding potential franchise arrangements in the UK, to ensure that the group has an ongoing retail presence in the UK”.

Richard Lim, chief executive of Retail Economics, said the likely demise of

Mothercare in the UK was “one of the most highly anticipated collapses on the high street. Years of under-investment in the online business and its inability to differentiate itself as a specialist for young families and expectant parents has been the root of its seemingly inevitable downfall,” he added.

The company still has a high market share in certain product lines, such as car seats and pushchairs, but in areas like toys and clothing, it had been undercut by supermarkets and online retailers. “As competition has become fierce they have been beaten on price, convenience and the overall customer experience,” said Mr Lim.

Considering this case study (see below links for full article and further reading), and address the following question:

 Link to Case Study

https://www.ft.com/content/1bf08e84–fedd–11e9–b7bc–f3fa4e77dd47

https://www.dailymail.co.uk/news/article–7878815/Mothercare–stores–close–doorsfinal–time.html

 Question

Research into the above case study and consider the module materials to select any two drivers for change and critically evaluate how they are currently impacting upon strategic decision-making and other activities (commercial or operational) of Mothercare’s decision to shut down its UK units.

Your discussion should include:

• With suitable sources of information, how Mothercare has strategically responded to these drivers of change with consideration for the nature of the pressures for change.
• Sound recommend how the organisation might enhance its responses highlighted above.

Contemporary Management Issues (Basic Report Layout/Guidelines)
·         Use Arden Assessment Cover Page-Fill in all required details.
·         List contents in the order they appear in the report. ·         Number the section headings/sub headings, pages.
·         Should be engaging and set the context of the report. ·         Provide a brief explanation of the following in sequential order: o    Aims and objectives (purpose) and background of the report. o    Expected conclusions.
·         Present logical sections with clear headings. ·         Figures/diagrams/tables/charts with clear titles and numbered separately- 1,2,3 etc. ·         Include one main point per paragraph ·         Written in third person/passive voice (not I, We or you). Specifically, Learners are to focus on: Students are expected to research and collate a good range of evidence from generally sound sources, to explores the nature of contemporary management issues and develop effective arguments based on that evidence. 1.       First, students are expected to acknowledge the fact that in today’s dynamic business environment (due to innovation, globalization etc), change is inevitable. 2.       Based on the case study, learners are to identify and explain the drivers for change. Students are also expected to show where the pressures for change are coming from and what their impact is on Mothercare. 3.       To effectively complete 2 above, Students will be required to create a detailed PESTLE analysis, based on a case study provided, to guide them to evaluate the business environment in order to gain a good understanding of current issues (such as innovation, technology) which may impact current business decision making at Mothercare. 4.       Identify and provide evidence to show the organisation’s current responses to the numerous changes and also the opportunities (if any) that are available in the market and the strategies for approaching these opportunities 5.       Your critically analyses must reflect key themes such as globalisation, innovation, Corporate social responsibility, sustainability, ethics, effective communication, cross cultural barriers, stakeholder interests in different markets etc. and their challenges.
·         Joining together all threads from your findings draw what you consider to be the most important findings. ·         Conclusions should be based on information in your main body. ·         Do not introduce new information.