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Organisational Research Project

Module description

The module is designed to enable apprentices, as developing Chartered Managers, to complete a work-based project as part of the BSc (Hons) in Responsible Business Management/CMDA programme.Subsequently, apprentices will deepen their understanding of their chosen subject area andcontribute to their professional practice and immediate professional context/organisation, whilst addressing the required End Point Assessment (EPA) criteria. We embed the values of ethics, responsibility and sustainability into our modules and actively involve organisations and speakers in developing the student experience. During this module apprentices will be asked to demonstrate the ability to use data, sources of information and evidence to solve problems and support decision-making in an ethical manner. 

Full module specification

Module title:Organisational Research Project
Module code:BEM3018DA
Module level:3
Academic year:2023/4
Module lecturers:
  • Dr Stavroula Bibila - Lecturer
Module credit:30
ECTS value:






Duration of module: Duration (weeks) - term 3:


Module aims

This module provides the opportunity to apply the learning gained from the Project Management & Decision Making and other taught management modules to their organisational context. More specifically, the module will help apprentices evaluate the design of their work-based project, and analyse and appraise key actions and decisions they took during its implementation. Throughout the module, apprentices will also be asked to consider and select appropriate medium, format and style to communicate the outcomes of their project, and its actual and potential value, to a range of academic and work/professional audiences, including senior stakeholders, peers, and assessors (module and End Point). The only restrictions on the topic of the project (selected subject/issue)is that it must relate to an area of the CMDA standard Lastly the chosen area/final topic of the project  must be approved by a suitable organisational representative (i.e. project sponsor or workplace mentor).

ILO: Module-specific skills

  • 1. Identify key outcomes, develop and implement plans and monitor progress, and provide reports as required (B4). Proactively identify risk and create plans for their mitigation (B5)
  • 2. Use widely recognised project management tools. (B7)
  • 3. Plan, organise and manage resources in order to achieve organisational goals. (B3) Manage time, set goals, prioritise activities and undertake forward planning in a business environment with a focus on outcomes. (K1)
  • 4. Demonstrate knowledge of research, data analysis, problem-solving and decision-making techniques. (L1)
  • 5. Use evidence-based tools and ethical approaches to undertake problem-solving and critical analysis, synthesis and evaluation to support decision making (L3)

ILO: Discipline-specific skills

  • 6. initiate, lead and drive change within the organisation, identifying barriers/ challenges and how to overcome them. (B6)
  • 7. Work collaboratively with internal and external customers and suppliers. (I6)

ILO: Personal and key skills

  • 8. Produce reports that clearly present information and data, using a range of interpretation and analytical processes. (A5) Gain wide support to deliver successful outcomes. (B4)
  • 9. Demonstrate knowledge of different forms of communication (written, verbal non-verbal, digital) and how to apply them. (F1) Communicate clearly, effectively and regularly using oral, written and digital channels and platforms (F4).

Learning activities and teaching methods (given in hours of study time)

Scheduled Learning and Teaching ActivitiesGuided independent studyPlacement / study abroad

Details of learning activities and teaching methods

CategoryHours of study timeDescription
Masterclass21Faculty-led workshops and seminars
Webinars11Online action learning set facilitated by module lead.
Professional development to underpin WBL project.40Guided independent study through online learning activities. Reading, case studies, professional practise forums.
Time at work228Time at work

Formative assessment

Form of assessmentSize of the assessment (eg length / duration)ILOs assessedFeedback method
Weekly activities including; online fora and exercises, peer and tutor-led discussions and tutor-led webinars. Various (Approximately 30 minutes for activities and between 200-1000 words written work) 1-9Written comments by tutor and verbal feedback through webinars and individual and group tutorials.

Summative assessment (% of credit)

CourseworkWritten examsPractical exams

Details of summative assessment

Form of assessment% of creditSize of the assessment (eg length / duration)ILOs assessedFeedback method
Presentation Details: A Voice Over Powerpoint Presentation (VOPP). 40 Project Report Details: A 3.500-word project report. 2 (B7),4 (L1),6 (B6),7 I6)( 8(A5 & A6), 9 (F1 & F4) Written feedback and mark
Project Report Details: A 3.500-word project report. 60As specified by the EPAO (i.e. 3,500-word project report) 1(B4), 3 (B3 & K1),5(L3),6(B6, ,7(I6), 8(A5 & A6), 9(F1 & F4) Written feedback and mark

Details of re-assessment (where required by referral or deferral)

Original form of assessmentForm of re-assessmentILOs re-assessedTimescale for re-assessment
Presentation As specified by the EPAO (i.e. 15-minutes). Access/references to portfolio of evidence and project report is alowed. 2 (B7), 4(L1), 6(B6), 7(I6), 8(A5 & A6), 9(F1 & F4) August
AssignmentAs specified by the EPAO (i.e. 3,500-word project report). 1(B4), 3(B3 & K1), 5(L3), 6(B6), 7(I6), 8(A5 & A6), 9(F1 & F4). August

Re-assessment notes

All passed components of the module will be rolled forward and will not be reassessed in the event of module failure.

Defer – as first time

Refer – capped at 40%

Indicative learning resources - Basic reading

Key reading: 

  • Clegg, S., Skyttermoen, T., and Vaagaasar, A. (2021). Project Management: A value creation approach. London: Sage. (Chapters 10, 11, 13)  

  • Critten, P. (2016). A radical agenda for enabling organisation transformation through work-applied learning, Journal of Work-Applied Management, 8(1), pp. 65–78. 

  • Garnett, J,. Abraham, P. and Abraham, S. (2020). Moving from individual learning to organisational impact. Work-based and work-applied learning, in R. Helyer, T, Wall, A. Minton and A. Lund . The Work-Based Learning Student Handbook. (3rd ed.) London: Palgrave Macmillan. 

  • Ions, K., Sutcliffe, N., and Wall,T. (2020). Developing yourself and your organisation: Connecting the two through growth mindset, organisational learning and ethics, in R. Helyer, T, Wall, A. Minton and A. Lund . The Work-Based Learning Student Handbook. (3rd ed.) London: Palgrave Macmillan. 

  • Marks, T. (2012). 20: 20 Project Management: How to deliver on time, on budget and on spec. Kogan Page Publishers. (Chapters 5, 6). 

  • Nesta Impact Investments (2017). Impact Management Project: How do we know if impact has occurred: understanding and using evidence of impact.  

  • Nottingham, P. and Bibila, S. (2020). Undertaking Projects at Work, in R. Helyer, T, Wall, A. Minton and A. Lund . The Work-Based Learning Student Handbook. (3rd ed.) London: Palgrave Macmillan 

  • Piantanida, M., Cheli, E., and Lorenzi, M. (2011). Are you overwhelmed preparing too many reports? A smart approach to project reporting. Paper presented at PMI® Global Congress 2011—EMEA, Dublin, Leinster, Ireland. Newtown Square, PA: Project Management Institute. Available via 

Additional reading:  

  • Bell, J. and Waters, S. (2018). Doing your research project: a guide for first-time researchers, 7th edn. London: Open University Press.  

  • Cottrell, S. (2017). Critical thinking skills: Effective analysis, argument and reflection. Bloomsbury Publishing.  

  • Costley, C., Geoffrey, E. and Gibbs, P. (2010). Doing work-based research: approaches to enquiry for insider-researchers. London: Sage Ltd. 

  • Hornstein, H. A. (2015). The integration of project management and organizational change management is now a necessity. International journal of project management, 33(2), 291-298. 

  • Robinson, K. (2017). Out of our minds, 3rd edn. London: John Wiley & Sons, Ltd. 

  • Secundo, G., Elia, G., Margherita, A., & Leitner, K. H. (2021). Strategic decision making in project management: a knowledge visualization framework. Management Decision. 

  • Thomas, G., (2009). How to do your research project: A guide for students. London: Sage. 

CMI - Management Direct - an online management resource portal. ** 

Module has an active ELE page?


Indicative learning resources - Web based and electronic resources

CMIâ?¯-â?¯Management Directâ?¯- an online management resource portal.â?¯Management Direct allows managers at any level to learn, research and think. Itâ?¯offers fast, 24-hour access to the latest digital content to help overcome hundreds of managerial challenges from absence to performance to change: 5 minute, 20 minute and extended briefings; Creative tools for problem solving; Hundreds of checklists and interactive scenarios to aid self-directed

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