For this assignment, you will produce a 5000-word management report on AstraZeneca plc, including a skills development plan and a reflective statement, in an academic style. By completing this assessment, you will achieve the following learning
Principles of Management CW7 Cohort Summative Assessment Brief 2026 | BPP
Principles of Management CW7 Cohort Summative Assessment Brief
Assessment Brief
This module is assessed through one graded element worth 100%. You must achieve at least 50% to pass the module. For this assignment, you will produce a 5000-word management report on AstraZeneca plc, including a skills development plan and a reflective statement, in an academic style.
By completing this assessment, you will achieve the following learning outcomes (LOs):
LO1 – Apply knowledge and understanding of the key management theories and concepts/practices to contemporary organisations.
LO2 – Critically analyse and highlight the key principles and functions of management, including planning, organising, leading and controlling.
LO3 – Evaluate the dynamics of the global business environment, and the need for effective management as a value-adding universal activity at global, national and local levels.
LO4 – Critically reflect on their own management competencies to design a skills development plan, which is aimed at their future career aims and objectives.
Assessment Scenario
Acting as a business consultant, you are required to analyse the management functions and practices and write a business report for the senior management team of AstraZeneca plc. You must utilise the techniques and concepts you have covered in the module. You must also provide a skills development plan and a reflective statement.
AstraZeneca plc
Company information
- Date founded: 1999
- Industry: Pharmaceuticals
- Corporate headquarters: Cambridge, United Kingdom
- Type: Public
AstraZeneca Headquarters in Cambridge, UK. D Wells, [CC BY-SA 4.0
(creativecommons.org/licenses/by-sa/4.0)], via Wikimedia Commons Oxford–AstraZeneca COVID-19 Vaccine. Gencat, [CC0], via Wikimedia Commons
Overview
AstraZeneca PLC is a publicly traded multinational pharmaceutical company that researches, develops, and manufactures pharmaceuticals. The corporation was formed in 1999 when two large European pharmaceutical companies, Astra AB and Zeneca PLC, merged. AstraZeneca plc is headquartered in Cambridge, United Kingdom, and it has a significant research and development operation in Sweden. The company’s main focuses have been oncology, biopharmaceuticals, cardiovascular, renal, metabolism, respiratory, and immunology treatments. The company has pioneered a number of drugs that treat lung cancer and other types of cancer. The company also helped produce a vaccine for the COVID-19 pandemic that spread around the world in 2020.
History
AstraZeneca was formed in 1999, but its parent companies were formed earlier in the twentieth century. The pharmaceutical company Astra AB was established in Sweden in 1913. The company grew throughout the 1920s, and by the 1950s, it had become one of the most successful Swedish pharmaceutical companies. The company produced mostly antibiotics and anaesthetics, such as Xylocaine. Astra AB used the profits from these drugs to conduct research and develop other types of treatments. For example, the company made the drug Losec, which was later renamed Prilosec, for gastroesophageal health issues. It also made Aptin for cardiovascular problems. The company began developing selective serotonin reuptake inhibitors (SSRIs) in the 1980s, though rival drugmaker Eli Lilly and Company’s release of Prozac in 1987 caused Astra AB to lose out on market share and change its focus to other types of drugs.
Imperial Chemical Industries (ICI) was formed in England in 1926 and spun off ICI Pharmaceuticals in the 1950s. ICI Pharmaceuticals developed a number of important treatments. One of its researchers, Sir James W. Black, received the Nobel Prize for Medicine in 1988 for his discovery of the beta-blocker. In 1993, ICI Pharmaceuticals demerged three of its businesses, including a pharmaceuticals producer called Zeneca. The company developed its name with the help of marketers. The goal was to create a company name that did not have connections to any other businesses and was not offensive in any language. Zeneca grew rapidly after it spun off from ICI. Its major focus was oncology treatments, creating drugs such as Casodex, Nolvadex, and Zoladex. In 1998, Zeneca sold off its Zeneca Specialities division in an effort to become more attractive to other companies and prepare for a possible acquisition or merger.
The European pharmaceutical industry in the late 1990s was very competitive. Many companies were choosing to be acquired or to merge to stay dominant in the field. Astra AB also began looking for merger possibilities. In December 1998, Astra AB and Zeneca PLC announced that they planned to merge to form a new company, AstraZeneca PLC. The merger created a company with a value at the time of roughly $35 billion. It also created a huge multinational corporation out of two mid-tier European pharmaceutical producers. The merger was considered a merger of equals, with both companies and leadership groups playing an important role in the resulting company. Nevertheless, the merging companies estimated that six thousand jobs would be eliminated during the three years after the merger. The newly formed company chose London as its corporate headquarters and kept its research and development headquarters in Sweden.
After its formation, AstraZeneca announced it would focus mainly on cardiovascular, gastrointestinal, respiratory, oncology, and anaesthesia treatments. The company’s focus shifted slightly over time, though most of those areas remained important throughout the company’s history. One of the first major drugs released by the new company was Nexium (Esomeprazole), which was released in 2000 and treats acid reflux problems. The company also produced treatments for various types of cancer.
AstraZeneca began to focus on biotechnology in the mid-2000s. The company acquired various biotechnology companies, including the American company MedImmune, in 2007. When AstraZeneca first acquired these businesses, analysts were unsure whether the company’s investment would pay off. In the early 2010s, a new CEO, Pascal Soriot, began cost-cutting by narrowing the company’s focus and trimming jobs. In 2014, rival Pfizer attempted to acquire AstraZeneca, but the company’s leadership declined the $100 billion offer. That same year, AstraZeneca acquired the respiratory division of the Spanish pharmaceutical company Almirall, and two years later, it acquired the respiratory division of Takeda Pharmaceutical. In 2020, AstraZeneca was one of the numerous pharmaceutical companies that developed a vaccination against the SARS-COV-2 coronavirus, which caused COVID-19.
Impact
AstraZeneca has produced multiple drugs and treatments that have helped prevent and treat various diseases. In 2000, the company produced Nexium to treat gastroesophageal problems by reducing the amount of acid produced in the stomach. Nexium was a popular drug and brought in approximately $14.4 billion between 2001 and 2005. However, other companies produced generic forms of the drug beginning in 2014. The company released another drug Iressa, which was used as a second-line treatment for lung cancer . In 2015, the US Food and Drug Administration (FDA) approved Iressa as a first-line treatment for some types of lung cancer.
In 2020, AstraZeneca was one of several companies that developed a vaccination against COVID-19 in response to the global pandemic that killed millions of people. AstraZeneca’s vaccine was one of the first to be completed and was approved in the United Kingdom in late December 2020. However, questions about the rare but possible side effects of developing blood clots made some countries halt the use of the drug in 2021, and lawsuits were filed. AstraZeneca did not report a profit from the vaccine in the first two quarters of 2021. However, the company's 2022 report noted a 25 per cent increase in total revenue, and in 2023, the company reported an operating profit of $8.2 billion, its highest profits since 2011.
In 2021, AstraZeneca was among the first companies awarded the Terra Carta Seal for excellence in innovation and leadership in addressing climate change. In 2022, AstraZeneca launched its Cancer Care Africa (CCA) program to support policy changes and improve cancer outcomes across Africa. The following year, the company launched a health-tech business called Evinova, designed to accelerate innovation. In 2024, AstraZeneca invested $300 million in a next-generation cell therapies facility in Rockville, Maryland, and named Shanghai its fifth global research and development centre.
Assessment Tasks
You are to critically analyse and evaluate the current management practices at AstraZeneca plc. You must recommend changes based on your evaluation that AstraZeneca plc must implement to improve its success.
Task 1 – Key Management Theories, Concepts and Practices (LO1)
For AstraZeneca plc, discuss how management theories, concepts and practices are currently adding value. Explain, with evidence, what these management practices have contributed to the success of AstraZeneca plc.
Support your arguments with reference to appropriate academic literature, case study materials and your independent research.
Task 2 – Management as a value-adding universal activity (LO3)
Evaluate the dynamics of the global business environment. Discuss how the management at AstraZeneca plc has adapted their strategies and methods, at global, national and local levels, adding value to the organisation.
Support your arguments with reference to appropriate academic literature, case study materials and your independent research.
Task 3 – Key Principles and Functions of Management (LO2)
Critically analyse the management approach taken by the management of AstraZeneca plc to address the key challenges. Highlight the key principles and functions of management (planning, organising, leading and controlling), with supporting evidence.
Support your arguments with reference to appropriate academic literature, case study materials and your independent research.
Task 4 – Critical Reflection and Skills Development Plan (LO4)
For this task, you are required to produce a Skills Development Plan and a 500-word Reflective Statement. You are required to reflect on your own management skill/competencies, in line with your career goals.
Support your arguments with reference to appropriate academic literature and your independent research.
Assessment Guidelines
Introduction:
- Introduce AstraZeneca plc and explain the context of your management report.
- Briefly discuss the current issues at AstraZeneca plc.
Task 1 – Key Management Theories, Concepts and Practices (LO1)
- Explain how management is contributing to success/adding value.
- Briefly discuss the four philosophies of the Competing Values Framework and apply the most appropriate dimension to AstraZeneca’s management approach, supported by examples. Additionally, apply one other relevant management theory that is influencing the management practices at AstraZeneca plc.
- The relevant management theory must be appropriate to your answer. You may choose to consider the following theories: Scientific Management Theory, Bureaucratic Theory, Administrative Theory, Contingency Theory, TQM Theory, etc. NOTE: Students are not limited to the theories given in this list and are expected to research others and choose the most appropriate theory. DO NOT attempt to apply all theories.
Task 2 – Management as a value-adding universal activity (LO3)
- Consider applying the LoNG-PEST framework, or Porter’s 5 forces, to evaluate what AstraZeneca plc should do differently at global, national and local levels.
- Based on the above analysis, identify and evaluate one global factor that can create opportunities and one that can pose threats to AstraZeneca plc.
- Refer to specific details of where the management of AstraZeneca plc can add value.
Task 3 – The key principles and functions of management (LO2)
- Identify and critically analyse one internal challenge faced by the management of AstraZeneca plc. In your answer, you should justify your choice of one internal challenge with reference to the appropriate application of an academic model (for example: Value Chain analysis or VRIO, Mendelow’s matrix, etc.).
- Highlight the key principles and functions of management, including planning, organising, leading and controlling, which can be applied by management to address this challenge.
Conclusion
- Provide a conclusion that summarises your recommended changes that AstraZeneca plc should implement to improve its success.
Task 4 – Critical Reflection and Skills Development Plan (LO4)
- Complete your Personal SWOT below:
My Strengths | My Weaknesses | Opportunities (what can I improve?) | Risks (what stands in the way of my improvement?) |
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- Complete the following Skills Development Plan, aimed at addressing your future career aims and objectives:
Skills Development Plan | ||||
My career aims/objectives (use your personal SWOT to identify these) | Identification of the required skills/competencies (what skills do I need to develop to achieve this career goal)
| What support and resources do I need? (This can include digital resources, mentor support, etc.) | How will this be achieved, and how will I measure success? | When will this be achieved? Target date for review. |
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Provide a 500-word Reflective Statement on what you have learned about your own management skills/ competencies during this Module.
- This Reflective Statement should be written in the first person.
- Apply an appropriate personal reflection model such as Borton, Kolb's Cycle, Maslow's or GROW model.
- Focus your answer on the areas of key professional skills, including self-management, problem-solving and decision-making.
- Your personal reflection should be based on your Personal SWOT and Skills Development Plan.
Report Structure
Your report structure should include the following sections:
- Cover page (BPP University Administration Cover Sheet)
- Table of Contents
- List of Abbreviations (if appropriate)
- Introduction (100)
- Task 1 (1200)
- Task 2 (1200)
- Task 3 (1200)
- Conclusion (100)
- Task 4 (1200)
- References
- Appendices (if required)
Academic Skills, Structure and References
- Work demonstrates intellectual originality, integrity, coherence, creativity and imagination.
- Professional academic standards are followed consistently.
- Structure is in line with the given instructions.
- Tasks 1, 2 and 3 must be written in 3rd person, using an academic style.
- Task 4 must be written in the first person.
- Give a professional appearance with consistent formatting.
- Spellings and grammar are correct.
- Each page has page number in the Footer.
- Any tables or figures are correctly labelled.
- Tables and figures do not cross boundaries, unless necessary
- Properly cite your sources in the text and in the list of references
Tip for Mapping the Assessment towards Module Topics and Module Learning Outcomes (LOs)
| Task | Module Topic | Word Count | Module LOs |
|---|---|---|---|
| Task 1 – Key Management Theories, Concepts and Practices | Topic 1: Management Theories and Practices Topic 2: Organisational Environment and Stakeholder Management Topic 6: Leading and Motivating the Key Stakeholders Topic 8: Importance of Finance for Managers | 1200 | LO1: Apply knowledge and understanding of the key management theories and concepts/practices to contemporary organisations. |
| Task 3 - Key Principles and Functions of Management | Topic 4: Planning and Decision Making Topic 5: Organising and HR Management Topic 6: Leading and Motivating the key Stakeholders Topic 7: Controlling and Managing Operations | 1200 | LO2: Critically analyse and highlight the key principles and functions of management, including planning, organising, leading and controlling. |
| Task 2. Management as a value-adding universal activity at global, national and local levels | Topic 3: Managing Organisations in the Global Context. Topic 7: Controlling and Managing Operations Topic 8: Importance of Finance for Managers | 1200 | LO3: Evaluate the dynamics of global business environment, and the need for effective management as a value adding universal activity at global, national and local levels. |
| Task 4: Critical Reflection and Skills Development Plan | Each Topic contains an opportunity for you to reflect on your personal strengths and weaknesses as they relate to the topic material.
| 1200 | LO4: Critically reflect on their own management competencies to design a skills development plan, which is aimed at their future career aims and objectives. |
| Presentation and Structure | See Marking Guide in Section 3 | ||
| Introduction | 100 | ||
| Conclusion | 100 | ||
| Total | 5,000 |
The above table is an indicative word count for the planning of each section of the report. You must ensure that the final report is not over 5,000 words as indicated in the guidance.
Marking Guide
The assignment is marked out of 100 and counts towards 100% of your module mark. The following table shows the tasks, marks and marking rubric:
| Criterion | 0-39% Fail | 40-49% Marginal Fail | 50-59% Pass | 60-69% Merit | 70-79% Distinction | 80-100% High Distinction |
|---|---|---|---|---|---|---|
| LO1 – Apply knowledge and understanding of the key management theories and concepts/practices to contemporary organisations | Inadequate, weak or no explanation of Key Management Theories, Concepts and Practices. The discussion is weak and lacks evidence from academic literature to support the arguments or claims made. Inadequate or no use of sources, and there may be gaps in providing relevant citations or references. | Limited explanation of Key Management Theories, Concepts and Practices. The discussion has limited evidence from academic literature to support the arguments or claims made. The use of sources might be inconsistent, and there may be gaps in providing relevant citations or references. | Satisfactory explanation of Key Management Theories, Concepts and Practices. The discussion has satisfactory evidence from academic literature to support the arguments or claims made. The analysis demonstrates a basic understanding of the topic and incorporates relevant citations to support arguments and claims. The sources used are appropriate and contribute to the overall credibility of the report. | Good explanation of Key Management Theories, Concepts and Practices. The discussion is well-supported by evidence from academic literature. The analysis demonstrates a good understanding of the topic and effectively integrates relevant citations and references throughout. The sources used are varied and demonstrate a breadth of research. | Excellent explanation, showcasing in-depth understanding and knowledge into Key Management Theories, Concepts and Practices. The discussion is strong with well-structured arguments that is convincing and well-supported by a wide range of sources and/or evidence. Explores the boundaries of existing knowledge. Evidence of extensive reading and use of sources/material in support of the work. | Outstanding explanation and comprehensive understanding and knowledge of Key Management Theories, Concepts and Practices, displaying exceptional insight and depth. Answer goes beyond the boundaries of existing knowledge. Outstanding evidence of original, independent and critical thought. Evidence of extensive reading and perfect use of sources/material in support of the work that provides a report worthy of publication. |
| L03 – Evaluate the dynamics of global business environment, and the need for effective management as a value adding universal activity at global, national and local levels. | Weak or no evaluation of Management as a value adding universal activity at global, national and local levels. Student has made no or wrong attempt to use the theories, literature or examples and unable to apply them to the case study. | Limited evaluation of Management as a value adding universal activity at global, national and local levels. Student has made limited attempt to use the theories, literature or examples and applied them to the case study. | Satisfactory evaluation of Management as a value adding universal activity at global, national and local levels. Student has made satisfactory attempt to use the theories, literature or examples and applied them to the case study. | Good evaluation of Management as a value adding universal activity at global, national and local levels. Student has made good attempt to use the theories, literature or examples and applied them to the case study. | Excellent evaluation of Management as a value adding universal activity at global, national and local levels. Student has made excellent attempt to use the theories, literature or examples and applied them to the case study. The discussion is well supported by evidence from academic literature. | Outstanding evaluation of Management as a value adding universal activity at global, national and local levels. Student has made outstanding attempt to use the theories, literature or examples and applied them to the case study. The discussion is exceptionally well-supported by evidence from academic literature. The sources used are varied and demonstrate breadth of research and provides a report worthy of publication. |
| L02 – Critically analyse and highlight the key principles and functions of management including planning, organising, leading and controlling | Inadequate or weak critical analysis of the Key Principles and Functions of Management. Inadequate or weak application of Key Principles and Functions of Management to address the challenges identified. | Limited critical analysis of the Key Principles and Functions of Management. Limited application of Key Principles and Functions of Management to address the challenges identified. | Satisfactory critical analysis of the Key Principles and Functions of Management. Satisfactory application of Key Principles and Functions of Management to address the challenges identified. | Good critical analysis of the Key Principles and Functions of Management. Good application of Key Principles and Functions of Management to address the challenges identified. | Excellent level of critical analysis and good identification of the Key Principles and Functions of Management. Excellent analysis and application of Key Principles and Functions of Management to address the challenges identified. | Outstanding level of critical analysis and correct identification of the Key Principles and Functions of Management. Outstanding application of Key Principles and Functions of Management to address the challenges identified providing a report worthy of publication. |
| L04 – Critically reflect on their own management competencies to design a skills development plan, which is aimed at their future career aims and objectives | Inadequate or no Personal SWOT, Skills Development Plan and Reflective Statement. Student has made no or wrong attempt towards their own critical reflection. | Limited evidence of Personal SWOT, Skills Development Plan and Reflective Statement. Student has made a limited attempt towards their own critical reflection. | Satisfactory evidence of Personal SWOT, Skills Development Plan and Reflective Statement. Student has made a satisfactory attempt towards their own critical reflection. | Good evidence of Personal SWOT, Skills Development Plan and Reflective Statement. Student has made a good attempt towards their own critical reflection. | Excellent evidence of Personal SWOT, Skills Development Plan and Reflective Statement. Student has made an excellent attempt towards their own critical reflection. | Outstanding evidence of Personal SWOT, Skills Development Plan and Reflective Statement. Student has made an outstanding attempt towards their own critical reflection. |
| Academic skills | Inadequate or weak academic/intellectual skills with few difficulties. Largely original work with some evidence of reflection and critique. Structure and accuracy in expression beginning to emerge. | Limited academic/intellectual skills. Original work with personal reflection and broad evidence-based critique. Solid structure and accuracy in expression. Practical/professional skills evident. | Satisfactory academic/intellectual skills. Wholly original work with good reflection and solid, well-reasoned judgements forming from evidence-based critique. Consistent structure and accuracy in expression. Practical/professional skills established. | Good academic/intellectual skills. Demonstrates intellectual originality and imagination | Excellent academic/intellectual skills. Demonstrates intellectual originality, integrity, coherence and imagination. | Outstanding academic/intellectual skills. Demonstrates intellectual originality, integrity, coherence, creativity and imagination working consistently in the higher cognitive domains to a professional standard. |
| Structure and References | The submission does not contain an introduction and conclusion. No references or weak use of the Harvard referencing method with errors or inconsistencies. Inadequate structure, expression, and lack of professionalism. | A basic introduction and conclusion are provided. Limited appropriate use of the Harvard referencing method with minor errors. Limited structure, expression with some degree of professionalism | Satisfactory introduction and conclusion. Satisfactory use of the Harvard referencing method with full and appropriate references. Satisfactory structure, expression with an appropriate level of professionalism. | Good overview of the chosen organisation and clear statement of what it does and the markets in which it operates. Good overall conclusion. Good with precise, full, and appropriate Harvard referencing method. Good writing skills adapted to suit all situations and audiences to a near-professional standard. | Excellent and detailed overview of the chosen organisation, what it does and the markets in which it operates. Strong conclusion and recommendation. Excellent with precise, full and appropriate Harvard referencing method. Clearly structured layout and accurate expression. Excellent structured layout and professional and accurate expression. Excellent communication skills adapted to suit all situations and audiences to a professional standard |
