200571 - Management Dynamics Learning Guide, Spring 2013(1)

200571 Management Dynamics School of Business│Learning guide

Spring 2013

HOW TO USE THIS LEARNING GUIDE

ICON KEY

Activity

Checklist

Deadline

Handout

Hint

Important information

Online activity

Reading

Toolkit

Warning

This learning guide supplements the unit outline and is designed to help you navigate through the unit. It will help you focus on what you need to do for classes and the various assessment tasks. You should consult the relevant section of the learning guide as you plan your study – it will highlight the main things that you should be getting out of the resources available and provide guidance on teaching activities and class preparation.

The learning guide also offers some study tips to assist you in developing the skills and techniques of an effective learner at university level. In addition to acquiring information and skills relevant to this unit, you should also focus on developing the habits and tools of a successful university student. As an adult learner you need to take control of your own learning and ensure your own success. This learning guide is specifically designed to help you achieve this outcome.

A standard set of icons is used throughout the learning guide to make navigation easier. Use the icons to quickly identify important information, things you need to do and hints for doing them.

STAFF

Unit Coordinator

Ian Caddy Building EQ,1.22, Parramatta campus

Phone: 9685 9831 Email: [email protected]

Point of first contact and teaching team

To be advised via the vUWS site

Unit administration

School of Business Student and Academic Services Team Building ED.G.99, Parramatta campus

Phone: 9685 9200 Email: [email protected]

CONSULTATION ARRANGEMENTS

All campuses To be advised via the vUWS website Edition: Spring 2013 © Copyright: University of Western Sydney, 2013. No part of this publication may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording, or by any information storage and retrieval system, without the prior written permission from the Dean of the School of Business. Copyright for acknowledged materials reproduced herein is retained by the copyright holder. All readings in this publication are copied under licence in accordance with Part VB of the Copyright Act 1968.

mailto:[email protected]


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Contents

SECTION ONE

ABOUT MANAGEMENT DYNAMICS 1 An introduction to this unit 1 Textbook 1 Approach to teaching 1

SECTION TWO

ASSESSMENT DETAILS 3 Learning outcomes 3 Assessment summary 3 Assessment 1: Tutorial group presentations (25%) 4

Overview 4 Details 4 Marking criteria and standards 6 Peer review of tutorial group presentations 7

Assessment 2: Written assignments (25%) 8 Overview 8 Details 8 Marking criteria and standards 9

Assessment 3: Final examination (50%) 11 Marking criteria and standards 11

General assessment requirements 12 Assignment template 12 Turnitin 12 Late submission 13 Extension of due date for submission 13 Feedback on assessment 13 Remarking of failed assessments 13

SECTION THREE

TEACHING ACTIVITIES 14 Schedule of activities 14

Lectures 16 Tutorials 16

SECTION FOUR

LEARNING RESOURCES 17 Recommended reading 17 Referencing requirements 19 vUWS 20 Other resources that might help with university life 20

SECTION FIVE

YOU AND THIS UNIT 21 What is expected of you 21

Workload 21 Attendance 21 Student responsibilities and conduct 22

What you can expect from the teaching team 22 Changes to unit as a result of student feedback 23

Policy and how it affects you 23 What is academic misconduct? 24 What is non-academic misconduct? 24

Raising concerns 24

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About Management Dynamics

An introduction to this unit The unit provides an opportunity for students to engage with the fundamental issues and theories of management as well as understand that management itself is dynamic and evolving. Students will be introduced to the connection of how work and management systems are organized and managed, and how these impact upon individuals, groups or team, the organisation as a whole, other organisations or society as a whole. The unit covers both the theory and the practice of management and is an essential unit for business students in order that they achieve a broad initial understanding of the management discipline.

Textbook Management dynamics, 2013, 5th edn, Pearson Australia, Sydney.

Approach to teaching We have created linkages between the knowledge provided in both lectures and tutorials with the various methods of assessment (see diagram over the page); these linkages provide an opportunity for continuous engagement and learning throughout the semester. You will learn to apply management principles and theory through regular critical review of practical real world problems and issues. You will learn and appreciate the diversity of approaches in the various knowledge domains, and be encouraged to develop creativity and originality in addressing problems. You will also be encouraged to collaborate with other students in contexts consistent with the experience of managers and develop effective communication (including interpersonal communication) skills through your participation in tutorials which provide regular opportunities for expressing and discussing ideas on various management issues and perspectives. This unit puts emphasis on two main areas so you can become engaged in tasks that will help you develop both reasoning and application skills:

1. The development of a conceptual understanding of management issues. 2. Application of this understanding through experience-based learning activities.

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Overview of resources, assessments and learning outcomes in this unit

ASSESSMENT

vUWS

Library resources

Learning guide

Lecture and tutorial material

Textbook

LEARNING RESOURCES

Tutorial group presentations

(25%)

Written assignments(25%)

1 x 1,000 words;1 x 650 words

3,6,8,9 & 10(see page 4)

Final examination (50%)

2 hours

1-11(see page 4)

2,3,4,9 & 11(see page 3)

LEARNING OUTCOMES WEEK DUE

Weeks 5,8,10 and13

Weeks 6 and 10

See final examination timetable

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Assessment details

Learning outcomes Management Dynamics is a core unit in the in the broadly based, multi-discipline Bachelor of Business and Commerce. The unit develops communication and information literacy and provides foundation knowledge which is essential for all disciplines and which is the basis for students to develop and apply comprehensive and connected knowledge in the diverse management disciplines. Learning outcomes for the unit are outlined below.

1. Describe the role, scope and importance of management in organisations.

2. Describe different approaches to understanding and analysing the dynamic nature of management and organisations.

3. Assess the relationship between organisations and their stakeholders in terms of social responsibility and managerial ethics.

4. Analyse the environments of organisations as drivers of organisational change.

5. Explain the organisational processes and technologies that influence the flow of products, services and information in organisations.

6. Explain how managers plan and control to achieve performance in organisations.

7. Describe the contexts and processes of decision making.

8. Develop an understanding of the employment relationship where it is seen as characterised by mutual dependence and conflicting interests.

9. Analyse ways in which cooperation and conflict in employment relations are negotiated, managed and regulated by stakeholders, particularly through consideration of the determination of pay and benefits.

10. Explain how labour market competition and constraints influence the negotiation, management and regulation of employment relations.

11. Utilise the conceptual and practical languages of a range of managerial functions.

Assessment summary

ASSESSMENT NUMBER

ASSESSMENT ITEM AND DUE DATE LEARNING OUTCOMES

VALUE (/100)

1. Tutorial group presentations

Due: Weeks 5, 8, 10 and 13 2, 3, 4, 9, and 11 25%


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ASSESSMENT NUMBER

ASSESSMENT ITEM AND DUE DATE LEARNING OUTCOMES

VALUE (/100)

2. Written assignments 1 x 1,000 words (15%); 1 x 650 words (10%)

Due: Weeks 6 and 10

3, 6, 8, 9 and 10 25%

3. Final examination (2 hours, closed-book)

Due: During formal examination period 1-11 50%

Note: Before you receive your results for each piece of assessment they may be moderated. Moderation is a process whereby the unit coordinator regulates the marking of individual markers to achieve consistency in the application of unit objectives, performance standards and marking criteria. Marks for an individual piece of assessment will not be changed after you have your results. You should note that, consistent with the UWS Criteria and Standards Based Assessment policy, the final marks for the cohort may be also adjusted if marks are very high or low or there are inconsistencies between groups.

Note: To pass this unit you must:

1. Achieve a minimum of 50 per cent overall. 2. Achieve at least 45 per cent (22.5/50) in the final examination.

Assessment 1: Tutorial group presentations (25%)

Overview

Tutorial group presentations should be seen as information sharing sessions and so are similar to what would happen in a business meeting. These presentations will use real world companies that are listed on the Australian Securities Exchange (ASX). You will be considering how these companies engage with and manage real world issues and problems. This has direct relevance to a unit dealing with the field of management, and preparing students for a career in business, either in the short or in the long term. Nobody in the business world would consider missing a business meeting, or even arriving late for a meeting; so this expectation should be adopted by all students enrolled in this unit. In addition nobody working in real world organisations would dream of letting the team down by not actively participating and contributing to the team’s activities and tasks. That is, for Management Dynamics students will be assessed on both their individual contributions and their collaborations within teams as well as the quality of their individual work and the work produced by their team.

Details

Students from the same tutorial will form groups of six; only in exceptional circumstances, such as insufficient students left within that tutorial, will groups be less than six.

Note: Once groups have been formed students will not be able to transfer to another group; again this does not happen in the real world. Groups will need to develop a tag or name for their group which should in some way relate to the ASX-listed company that will be allocated by your tutor; no two groups within the same tutorial can select the same company.


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The companies that will be allocated are:

AMCOR (ASX code: AMC) COCA-COLA AMITIL (ASX code: CCL) Insurance Australia Group (ASX code: IAG) ORICA (ASX code: ORI) SANTOS LTD (ASX code: STO)

For these companies, three annual reports have been selected and placed on vUWS. These reports will be the currently available annual report and two others for earlier years so that groups can assess the level of stability (or otherwise) for their company across time.

Note: These annual reports will form the basis of a brief presentation (up to seven minutes) on each of the four topics shown in the teaching schedule below. The presentation does not have to be a PowerPoint presentation. The presentation should be both informative and engaging; students should also refer to the marking guide provided below for further guidance in developing their presentations. The company’s annual reports should not be seen as the sole source of information; groups should use other sources such as Factiva (e.g. articles from the [Australian] Financial Review) and IBIS (provides reports on companies) – both of which are available through “e-resources” on the UWS Library site. Other sources such as the ASX company information and announcements database, Who’s Who in Australia, Who’s Who in Business in Australia, etc. could be useful for specific presentation topics. Groups should remember that these presentations are a group effort. That is, the group as a whole should meet and discuss the structure of their forthcoming presentation and then assign tasks related to that particular presentation topic.

Note: Groups must not assign presentation topics to individual members as their total responsibility – not really a group or team effort but rather a collection of individual efforts. Peer review of group work will occur to judge not only level of participation by individual members but also issues such as level of collaboration within the group, group cohesiveness, etc. Although peer review can mean that individual members’ marks will be different, the main driver of the presentation mark will be how the group as a whole engaged with that particular presentation topic. As indicated in the teaching schedule below, the first group presentation is in Week 5. For each presentation the group should nominate a leader and a deputy leader (the leader and deputy leader should be different for each presentation). The leader and the deputy leader have the responsibility for organising, developing and delivering the presentation for that particular topic. However, the whole group has the responsibility to ensure that a presentation can be delivered for each topic during their allocated tutorial. That is, if there are issues preventing the leader and the deputy leader from presenting on a particular topic, then the group needs to solve that problem. You should note that where groups fail to present, a zero mark for that presentation will be recorded. Just to repeat: individual absences of specific group members will not be an acceptable reason for the group not being able to present. The presentation will be brief and should be at least five (5) but no more than seven (7) minutes in duration. The topics and their related issues for each presentation are shown in the schedule of teaching activities below. Presentation marks will be recorded by your tutor during or at the end of the presentations.


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However, students will not be advised of these gross marks through their MyGrades on vUWS; rather the net mark developed through the SparkPlus peer review process will be posted in your MyGrades. Where individual group members have not completed a SparkPlus peer review for that presentation their net mark will not be released. Where the whole group have not completed a SparkPlus peer review then the presumption of equal contribution to that presentation will be applied.

Marking criteria and standards

CRITERIA FAIL PASS CREDIT DISTINCTION HIGH DISTINCTION

Presentation shows insight into Management Dynamics topic and concepts. Able to research further into topics and concepts.

Little or no understanding of Management Dynamics topics and concepts. Misinterprets information. No evidence of research beyond materials provided, e.g. annual reports.

A basic understanding of Management Dynamics topics and concepts. Little evidence of research beyond materials provided, e.g. annual reports.

A sound understanding of Management Dynamics topics and concepts. Evidence of some good additional research linked to the presentation topic.

A good understanding of Management Dynamics topics and concepts. Evidence of well targeted additional research which helps with development of the presentation topic.

A very good understanding of Management Dynamics topics and concepts. Evidence of excellent additional research which is very relevant to the presentation topic.

0-4.9 5.0-6.4 6.5-7.4 7.5-8.4 8.5-10.0

Presentation covered all presentation issues and used the full range of information made available.

Presentation focussed on a few issues and used only the most recent annual report.

Presentation focussed on some issues and only used some of the information available in the annual reports.

Presentation focussed on all issues but only used some of the information available in the annual reports.

Presentation focussed on all issues and used all of the information available in the annual reports.

Presentation focussed on all issues and used all of the information available in the annual reports as well as additional information from other sources.

0-14.9 15.0-19.2 19.3-22.2 22.3-25.2 25.3-30.0

Able to demonstrate independent critical analysis skills.

Regurgitates information from annual reports. No evidence of critical thinking or analysis in the presentation.

A modest effort to include some critical thinking or analysis of the issues or themes associated with the presentation’s topic.

A sound level of critical thinking or analysis of the issues or themes associated with the presentation’s topic.

A good level of critical thinking or analysis of the issues or themes associated with the presentation’s topic. Insightful and critical reflections are evident.

An excellent level of critical thinking or analysis of the issues or themes associated with the presentation’s topic. Insightful and critical reflections are evident. Synthesises concepts and abstract ideas.

0-14.9 15.0-19.2 19.3-22.2 22.3-25.2 25.3-30.0


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CRITERIA FAIL PASS CREDIT DISTINCTION HIGH DISTINCTION

Presentation highlighted relevant issues and demonstrated critical analysis of the topic.

Presentation was disjointed, unfocused and poorly structured. Very difficult to understand the presentation’s underlying issues or themes and so no real engagement evident.

Presentation was somewhat disjointed, unfocused and poorly structured. Presentation still needed substantial improvement in order to understand the presentation’s underlying issues or themes.

Presentation was relatively clear; some improvement is still required to understand the presentation’s underlying issues or themes.

Presentation was clear and it was easy to understand the presentation’s underlying issues or themes. However, only a moderate amount of audience engagement was evident.

Presentation was clear and it was very easy to understand the presentation’s underlying issues or themes. In addition there was good audience engagement.

0-4.9 5.0-6.4 6.5-7.4 7.5-8.4 8.5-10.0

Presentation was an effective communication process.

The overall design and delivery of the presentation was very confusing and in many cases the presentation contradicted itself.

The overall design and delivery of the presentation was confusing and at times the presentation contradicted itself.

The overall design and delivery of presentation was somewhat clear; there were no contradictions in the presentation.

The overall design and delivery of the presentation was quite clear; there were no contradictions in the presentation.

The overall design and delivery of the presentation was very clear and demonstrated a high level of professionalism.

0-4.9 5.0-6.4 6.5-7.4 7.5-8.4 8.5-10.0

Presentation was engaging.

There was no attempt to ensure that the presentation met the required time limits.

There was some attempt to ensure that the presentation met the required time limits.

The presentation met the required time limts but only focussed on a few of the required topics.

The presentation met the required time limits but focussed on only a moderate number of the required topics.

The presentation met the required time limits and focussed on all of the required topics.

0-4.9 5.0-6.4 6.5-7.4 7.5-8.4 8.5-10.0

Peer review of tutorial group presentations

This assessment item will use the SPARK peer review system. SPARK stands for: Self and Peer Assessment Resource Kit. Self and peer evaluations will be conducted and applied to the group tutorial presentations. For overall group contribution, each member will be evaluated according to the SPARK criteria in the table below (detailed information on this process is available on vUWS).


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SPARK criteria evaluate the extent to which each group member has:

Promoted greater understanding of management issues and concepts for the presentation.

Helped ensure presentation contained critical analysis relevant to the topic.

Assisted in developing a coherent, understandable and professionally designed presentation.

Helped ensure presentation covered all required topics and met time restrictions.

Assisted group collaboration, e.g. encouraged discussion, responded to the others’ ideas.

Promoted group cohesiveness, e.g. offered constructive criticism, assisted understanding of group roles.

Attended all meetings and arrived on time to all meetings.

Note: The individual mark allocated to group members will be a reflection of SPARK ratings. This means that some students may get more or less than the value awarded to a group report. The maximum mark achievable equates to five per cent more than the group mark. There is no minimum, however, and if students are unhappy with their result they may request a meeting with the unit coordinator. Prior to this meeting the student should document their contribution to the group (no more than 500 words), demonstrating how they have contributed to the group both in terms of quantity and quality.

Assessment 2: Written assignments (25%)

Overview

This assessment task provides students with two written exercises to assist in developing their critical thinking and understanding of some important management issues. It encourages students to research the topics, and to critically analyse and reflect on the perspectives of others through an appropriate literature review, as well as develop their own views through logical argument.

Details

There is one written assignment related to an important topic in management covered in the initial teaching weeks of the semester, and another written assignment related to an important topic in employment relations covered in the teaching weeks a little later in the semester.

Note: Submission of these written assignments must be online only using the appropriate vUWS assignment drop box and the appropriate assignment template. That is, no tutor or any other UWS staff member will accept a hard copy submission for either essay no matter what reason is put forward by the student. The assignment templates (which can be downloaded from the Management Dynamics vUWS site) provide additional and more detailed information about the assessment, such as formatting instructions and references to additional reading materials which will assist you in completing the assignment, etc. These templates should be referred to in the first instance if


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you have any questions relating to that assessment. Prior to submitting their assignments students should submit their assignment to Turnitin using the Turnitin drop box in vUWS for text matching purposes. Note: In order for students’ assignments to be marked, students must submit their final version to the revelant vUWS assignment drop box. That is, submission to the turnitin drop box will not be recognised as a formal submission of your assignment. Students also need to submit their assignment within the appropriate assignment template which can be downloaded from the Management Dynamics vUWS site. Each written assignment contains questions that are designed to reinforce specific components of the unit. The organisation studies assignment should be approximately 1,000 words in length (plus or minus 10 per cent) excluding references. The human resources management/industrial relations assignment should be approximately 650 words in length (plus or minus 10 per cent).

NUMBER NAME SUBMISSION DUE

1. Management See assignment template on vUWS for more details.

Submit online to the Turnitin assignment drop box no later than 11.45pm, Sunday of Week 6 (8 September 2013).

2. Employment Relations See assignment template on vUWS for more details.

Submit online to the Turnitin assignment drop box no later than 11.45pm, Sunday of Week 10 (6 October 2013).


CRITERIA STANDARDS

Understands Management Dynamics topics and concepts. Able to research further into topics and concepts

(20%)

1 Does not meet the standard above.

2 Little understanding of Management Dynamics topics and concepts. Misinterprets information. Almost no evidence of research beyond text and readings.

3 Meets neither the standard above nor the standard below.

4 A basic understanding of Management Dynamics topics and concepts. Little evidence of research beyond text and readings.


6 A good understanding of Management Dynamics topics and concepts. Evidence of some good additional research linked to argument.


8 A very good understanding of Management Dynamics topics and concepts. Evidence of well targeted additional research which helps with development of argument.



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CRITERIA STANDARDS

10 An outstanding understanding of Management Dynamics topics and concepts. Evidence of excellent additional research which is very relevant to argument.

Developed an effective response to the assessment questions (25%)


2 Did not make a real attempt to answer the assessment questions.


4 Made a limited attempt to answer some of the assessment questions.


6 Made a good attempt but only answered some of the assessment questions.


8 Made a very good attempt and answered most of the assessment questions.


10 Made an excellent attempt which answered all of the assessment questions.

Able to demonstrate independent critical analysis skills (15%)


2 Regurgitates information from lectures and readings. Little evidence of critical thinking or analysis.


4 A satisfactory level of critical thinking or analysis with a tendency to describe.


6 A good level of critical thinking or analysis. Insightful and critical reflections start to emerge.


8 A very good level of critical thinking or analysis. Insightful and critical reflections are evident.


10 An excellent level of critical thinking or analysis. Insightful and critical reflections are evident. Synthesizes concepts and abstract ideas.

Able to construct a coherent and logical discussion (20%)


2 Disjointed, unfocused, poorly structured argument. Disconnected, fragmented paragraphs; no clear line of argument.


4 Evidence of a basic line of argument; improvement needed to create coherent argument.


6 Organization of ideas relatively clear, but some work still needed to take argument to a higher level.


8 Able to construct a coherent line of argument right through the assessment.



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CRITERIA STANDARDS

10 Able to construct a coherent line of argument right through the assessment, and to effectively synthesize and integrate ideas.

Able to use sound grammar and spelling (10%)


2 Poor expression due to poor grammar and/or incorrect punctuation. Unacceptable number of spelling errors.


4 Some grammatical discrepancies; few punctuation and spelling errors.


6 Relatively good grammar and punctuation. No punctuation and spelling errors.


8 Very good grammar and punctuation.


10 Sound grammar, punctuation and spelling. An elegant writing style. A great joy to read!

Made appropriate acknowledge-ments to information sources (10%)


2 Most ideas from information sources have not been appropriately acknowledged.


4 Attempted Harvard referencing but displays poor grasp of academic convention.


6 All of the ideas from information sources have been acknowledged. Some inconsistencies in Harvard referencing with in-text citations and/or references.


8 All of the ideas from information sources have been acknowledged; a high level of understanding of the Harvard system.


10 An excellent level of comprehensive referencing throughout the assessment. Reference list is complete and without any errors.

Assessment 3: Final examination (50%) The final examination is a two-hour, closed-book examination held during the formal examination period. Questions are drawn from material covered during the teaching period. All materials from lectures and tutorials will be examinable. A full examination briefing will be provided at the last lecture of the semester and placed on vUWS.

Note: A satisfactory result of 22.5 out of 50 in the final exam is required to pass the unit.


Students will be assessed on the following:


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Knowledge and comprehension

Students should know and be able to define the common terms used by the various disciplines, and demonstrate an understanding of the concepts introduced throughout the semester.

Application Students should be able to apply the concepts to problems and situations in organisational contexts.

Analysis and synthesis

Students should be able to analyse organisational situations in terms of the concepts, and be able to combine the use of those concepts to understand more complex situations.

Evaluation Students should be able to critically evaluate the concepts and their applicability in practical organisational situations.

Grades will be awarded on the following basis:

Pass 50-64%

Competent descriptive discussion, adequate grasp of the topic, coherent style and composition.

Credit 65-74%

Analytical and explanatory discussion, some theoretical insights, good use of sources and examples, focused argument that could be approved.

Distinction 75-84%

Comprehensively analyses the question, understands and compares approaches systematically, critical comments on literature, excellent examples and illuminating insights.

High distinction 85-100%

An analytical answer that offers originality in synthesis or analysis and utilises a multitude of relevant sources to justify arguments and produce a critical and intelligent piece of work.

General assessment requirements

Assignment template

All assessments are to be submitted using the assignment template that includes an Assignment Cover Sheet. This sheet needs to be completed as per the instructions shown on it prior to submitting (or uploading) your assignment on-line.

Turnitin

The Turnitin plagiarism prevention system is being used in this unit. This means that your assignments have to be submitted through the Turnitin system. Students are required to keep copies of their Turnitin originality reports in case these are requested by your tutor, lecturer or the unit coordinator. Turnitin is a software product that reports on similarities between your paper and other documents. There is a great deal of information regarding Turnitin including an instructional guide at: http://library.uws.edu.au/turnitin.php. Turnitin is used by over 30 universities in Australia and is increasingly seen as an industry standard. It is an important tool to assist students with their academic writing by promoting awareness of plagiarism.

Note: Submission to Turnitin for plagiarism checking does not constitute submission of the

http://library.uws.edu.au/turnitin.php


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assessment for marking. This needs to be done using the relevant vUWS assignment drop box. Although students can submit their assignment to Turnitin multiple times, you should be aware that there may be up to a 24 hour turnaround time in terms of receiving an originality report for a submitted assignment (for second or subsequent submissions). That is, in many cases you will not be able to generate a Turnitin originality report on the due day of that assignment.

Late submission

A student who submits a late assessment without approval for an extension will be penalised by 10 per cent of the available marks per calendar day up to 10 days, i.e. marks equal to 10 per cent of the assessment’s worth will be deducted as a “flat rate” from the mark awarded. For example, for an assessment that has a possible highest mark of 50, the student’s awarded mark may have five marks deducted for each late day. Saturday and Sunday count as one day each. Assessments will not be accepted after the marked assessment task has been returned to students who submitted the task by the due date.

Extension of due date for submission

Normally no extension will be approved. You should contact your lecturer well before the due date of the assignment to apply for an extension and this will only be approved where extraordinary circumstances are evident. Where special consideration is sought for circumstances involving more than three consecutive days or more than five days within a teaching period, students should complete a Special Consideration Application, available as an e-form via the UWS website.

Feedback on assessment

The UWS Assessment Policy provides that assessment feedback is available to students in a timely way. Marks will be provided through your MyGrades. Feedback on your assignment will be made available through a marking rubric which again will be accessible through your MyGrades. Both marks and feedback will be made available within two to three weeks of the submission date, given that your assessment is submitted on the due date. Assessments submitted late, using the vUWS late assignment drop box, may take considerably longer to be marked and provided with feedback through the process mentioned in the paragraph above. Assessments without the correct information on the cover sheet or a document that cannot be opened online in vUWS may not be marked. In these circumstances students may be requested to re-submit their assignment and this re-submission may incur a late penalty – see above.

Remarking of failed assessments

The UWS Assessment Policy provides for students who have failed an assessment to be eligible for a re-mark of that assessment. ‘If a student does not receive a passing mark for an assessment task and wishes to discuss their result with the unit coordinator, the student should review the quality of their responses against the assessment criteria and standards prior to arranging a meeting with the unit coordinator. Normally, a meeting with the unit coordinator should take place no later than one week after the marked assessment task is available for collection by the student.’

http://www.uws.edu.au/currentstudents/current_students/managing_your_study/online_forms/online_special_consideration_and_deferred_exam_form

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Teaching activities

Schedule of activities Spring semester teaching begins on Monday, 29 July 2013. The intra session break runs from Monday, 23 September 2013 to Friday, 27 September 2013 (Week 9). There is one public holiday this semester which may affect classes. Labour Day falls on 7 October 2013 (Week 11). Alternative teaching arrangements for any classes affected by this public holiday will be posted on the vUWS website.

WEEK LECTURE TUTORIAL READING

1. 29 July-2 August

Topic: Introduction. Course overview and review of learning guide. What is this thing called management? Why is management important?

Group presentation practice run – analysing company annual reports: company background; corporate and social responsibility; executive remuneration; external and internal environment, organisation culture and corporate governance.

Textbook Module 1.

2. 5-9 August

Topic: Managers as leaders and followers. Theories of leadership and leadership exemplars. Leading as well as following; managers who lead but who also follow other managers.

First written assessment – discussion of materials related to the assessment task.

Textbook Module 7.

3. 12-16 August

Topic: Managing the organisation’s moral trajectory. Delivering on corporate social responsibility. Becoming an ethical organisation – issues.

In the computer laboratory, form groups, be allocated an ASX-listed corporation and agree on a SparkPlus group name. In the computer laboratory, register your group with SparkPlus and learn how to use the SparkPlus online peer review system.

Textbook Module 11.

4. 19-23 August

Topic: Managing the organisation’s business environment. Assessing the external environment – opportunities and threats. Assessing organisation culture, the internal environment and corporate governance – strengths and weaknesses.

First written assessment – discussion of materials related to the assessment task.

Textbook Module 2.


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5.

26-30 August

Topic: Managers achieving things through others.

Working with teams and groups.

Group presentation: Company background – see vUWS for more details on specific presentation topics.

Textbook Module 6.

6.

2-6 September

Topic: Introduction to employment relations.

Issues and concepts in employment relations.

The organisation of work.

Second written assessment – discussion of materials related to the assessment task.

Due: Written assessment task 1.

Textbook Module 8.

7.

9-13 September

Topic: Managing people.

Human resource management – overview and main concepts.

Recruitment, training and selection.

Second written assessment – discussion of materials related to the assessment task.

Textbook Module 9.

8.

16-20 September

Topic: Employment relations and labour markets.

Labour market concepts.

Labour markets and setting workers’ pay.

Group presentation: Executive remuneration – see vUWS for more details on specific presentation topics.

Textbook Module 10.

9.

23-27 September

INTRA SESSION BREAK INTRA SESSION BREAK INTRA SESSION BREAK

10.

30 September-4 October

Topic: Management in the post-industrial economy.

Managing and delivering services – physical and virtual.

Group presentation: Corporate social responsibility – see vUWS for more detail on specific presentation topics.

Due: Written assessment task 2.

Textbook Module 4.

11.

7-11 October

Topic: Managers as change agents and/or innovators.

Online tutorials. No face-to-face attendance.

Textbook Module 3.

12.

14-18 October

Topic: Managing execution, business operations and innovation.

Online tutorials. No face-to-face attendance.

Textbook Module 5.


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13.

21-25 October

Topic: Managers as decision makers.

Models of decision making – inputs (information, knowledge, heuristics, etc.)

Decision making as individuals or in groups – decisions made by management levels (operational, tactical , strategic)

Assessing the quality of decision making.

Group presentation: External and internal business environment; organisation culture and corporate governance. – see vUWS for more details on specific presentation topics.

Textbook Module 12.

14.

28 October-1 November

Unit review and exam briefing.

Reserve tutorials, e.g. for tutorials in which presentations could not occur.

15.

4-8 November STUVAC STUVAC STUVAC

Note: Additional material may be made available through vUWS. Students are expected to routinely access vUWS to ensure that they have all the necessary material for either lectures or tutorials.

Lectures

Some lectures will include videos, simulations and possibly other activities as well as the more traditional PowerPoint presentations. PowerPoint slides used in lectures will be placed on vUWS. Where possible, links to videos will also be placed on vUWS. Some videos may only be shown during lectures due to copyright restrictions. A number of simulations and many value-adding activities will take place during lectures.

Note: All the material from the lectures will be examinable. This includes what is said as well as what is shown on the slides, so you are advised to take thorough notes during the class.

Tutorials

Tutorials will be smaller classes, usually with planned activities – see the Assessment details section above. Your group will need to prepare thoroughly for tutorials. The tutorials are designed to complement the lectures and readings (such as through the topics of the group presentations) and to provide an opportunity to apply your knowledge within a real world case study context. During tutorials, you should be prepared to contribute through your presentation as well as listen to other groups’ presentations. If time allows you may wish to ask the presenters questions on the material presented. Generally you should question anything you do not understand. Take notes of any important information, ideas, analytical techniques or anything else which seems important. Note especially anything that you did not consider, or which conflicts with your own ideas. If you miss a lecture or tutorial, it is your job to obtain copies of notes and handouts, information about assessments etc. if an assessment is due, it is your job to arrange for your assessment to be submitted online on or before the due date.

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Learning resources

Recommended reading

Textbook Management dynamics, 2013, 5th edn, Pearson Australia, Sydney.

Recommended reading

Balnave, N, Brown, J, Maconachie, G & Stone, R 2009, Employment relations in Australia, 2nd edn, John Wiley & Sons, Milton, Qld.

Bartol, K, Tein, M, Matthews, G, Sharma, B & Scott-Ladd, B 2011, Management foundations: a Pacific Rim focus, 3rd edn, McGraw-Hill Australia, Sydney.

Bateman, TS & Snell, S 2013, Management: leading and collaborating in a competitive world, McGraw-Hill Irwin, New York.

Bhanushali, SG 2010, Managing twentyfirst century organisation, Himalaya Pub. House, Mumbai.

Bolman, LG & Deal, TE 2011, Reframing organisations: artistry, choice and leadership, 5th edn, Jossey-Bass, San Francisco. [4th edn, MiLibrary ebook]

Bozarth, C & Handfield, RB 2009, Introduction to operations and supply chain management, 3rd edn, Pearson/Prentice-Hall, Upper Saddle River, NJ.

Clegg, S, Kornberger, M & Pitsis, T 2008, Managing and organisations: an introduction to theory and practice, 2nd edn, Sage, London.

Davidson, P, Griffin, RW & French, E 2010, Management: an Australasian perspective, 3rd edn, John Wiley & Sons, Milton, Qld.

De Cieri, H, Kramar, R, Noe, R, Hollenbeck, J, Gerhart, B & Wright, P 2011, Human resource management in Australia: strategy, people, performance, 4th edn, McGraw-Hill Australia, Sydney.

Dwyer, J 2009, Communication in business: strategies and skills, 4th edn, Pearson Education, Australia.

Gettler, L 2005, Organisations behaving badly: a Greek tragedy of corporate pathology, John Wiley & Sons, Milton, Qld.

Gomez-Mejia, LR & Balkin, DB 2012, Management: people, performance, change, Prentice Hall, Boston.

Handel, M (ed.) 2003, The sociology of organisations, Sage, Thousand Oaks.

Heizer, J & Render, B 2010, Operations management, 10th edn, Pearson/Prentice Hall, Upper Saddle River, NJ.

Krajewski, LJ, Ritzman, LP & Malhotra, MJ 2010, Operations management: processes and supply chains, 9th edn, Pearson Education, Upper Saddle River, NJ.

Larson, EW & Gray, CF 2010, Project management: the managerial process, 5th edn, McGraw-Hill, Boston.

Plunkett, WR 2013, Management: meeting and exceeding customer expectations, South-Western Pub.

Robbins, SP 2012, Management: the essentials, Pearson Australia, Frenchs Forest, NSW.


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Samson, D & Daft, RL 2009, Management, 3rd Pacific Rim edn, Thomson, South Melbourne, Vic.

Sappey, R, Burgess, J, Lyons, M & Buultjens, J 2009, The new federal workplace relations system, 2nd edn, Pearson Education Australia, Sydney.

Schermerhorn, JR, Davidson, P, Poole, D, Simon, A, Woods, P & Chau, SL 2011, Management, 4th Asia-Pacific edn, John Wiley & Sons, Milton, Qld.

Thompson, PB & McHigh, D 2009, Work organisations: theories, concepts and issues, 4th edn, Palgrave Macmillan, London.

Waddell, D, Jones, GR & George, JM 2011, Contemporary management, 2nd edn, McGraw-Hill Australia, Sydney.

Further readings:

Barringer, BR & Ireland RD 2010, 'Introduction to entrepreneurship', in Entrepreneurship: successfully launching new ventures, 3rd edn, Prentice Hall, Upper Saddle River, NJ, pp. 3-38.

Online resources

Bozarth, CC & Handfield, RB 2008, 'Introduction to Operations and Supply Chain Management', in Introduction to operations and supply chain management, 2nd edn, Pearson Prentice Hall, Upper Saddle River, NJ, pp. 1-20.

Bozarth, CC & Handfield, RB 2008, 'Operations and supply chain strategies', in Introduction to operations and supply chain management, 2nd edn, Pearson Prentice Hall, Upper Saddle River, NJ, pp. 23-41.

O'Donnell, M & Shields, J 2002, 'The new pay: performance related pay in Australia', in J Teicher, P Holland & R Gough (eds), Employee relations management: Australia in a global context, Pearson Education Australia, Frenchs Forest, NSW, pp. 406-434.

Robbins, S, Bergman, R, Stagg, I, & Coulter, M 2009, 'Decision making: the essence of a manager's job', in Foundations of management, 3rd edn, Pearson Education, Frenchs Forest, NSW, pp. 212-241.

Sappey, R, Burgess, J, Lyons, M & Buultjens, J 2009, 'The labour market and employment', in Industrial relations in Australia: work and workplaces, 2nd edn, Pearson Education, Frenchs Forest, NSW, pp. 87-125.

Robbins, S, Bergman, R, Stagg, I, & Coulter, M 2009, 'Introduction to organisations and management', in Foundations of management, 3rd edn, Pearson Education, Frenchs Forest, NSW, pp. 1-37.

van Looy, B 2003, 'The nature of services', in Services management: an integrated approach, 2nd edn, Financial Times Prentice Hall, Harlow, pp. 3-26.

UWS Library e-resources

E-reference collections:

Blackwell Reference Online Virtual Library Oxford Reference Online

E-book collections:

CRCnetBase Informit e-Library – Business Collection MyiLibrary NetLibrary


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E-resources:

ABI/INFORM – comprehensive business database.

Business Source Complete – business resources for undergraduate/postgraduate use, with extensive archive of articles. Access to industry reports, market research reports, country reports and company profiles.

Emerald Fulltext – scholarly research in management.

Factiva – full text business and company information from major Australian and international news sources.

See also e-resources page for management at http://subjectguides.library.uws.edu.au/management

Related databases:

AIMMAT: AIM Management and Training Database – a source for Australian, New Zealand and South East Asian articles on management and training. Includes many case studies.

Informit – Australasian content on social, economic and political issues.

Proquest ANZ Newsstand – provides full text of Australian and New Zealand newspapers, except the AFR.

Relevant websites:

Web links and other resources will be available on vUWS. To get to the site for your units, click on the “Current Students” page on the UWS website (www.uws.edu.au), and then on the “E-Learning” link. You will need your MyUWSAccount login and password. Other useful sites are listed below.

Purdue On-line Writing Lab (OWL) http://owl.english.purdue.edu/

The following websites will lead you to some of the professional groupings in the area of management:

Australian Council of Trade Unions http://www.actu.asn.au

Australian Human Resources Institute http://www.ahri.com.au

Australian Institute of Management http://www.aim.com.au/

Australian Institute of Project Management: http://www.aipm.com.au

Australian Production and Inventory Control Society: http://www.apics.org.au

Industrial Relations Society of Australia http://www.irsa.asn.au

Project Management Institute (USA): http://www.pmi.org

Note: Wikipedia articles should not be used in assessment tasks.

Referencing requirements This unit uses the Harvard UWS referencing system. Examples of the Harvard system are available on the library website http://library.uws.edu.au/citing.php

http://subjectguides.library.uws.edu.au/management

http://www.uws.edu.au/

https://email.ad.uws.edu.au/exchweb/bin/redir.asp?URL=http://owl.english.purdue.edu/

http://www.actu.asn.au/

http://www.ahri.com.au/

http://www.aim.com.au/

http://www.aipm.com.au/

http://www.apics.org.au/

http://www.irsa.asn.au/

http://www.pmi.org/

http://library.uws.edu.au/citing.php


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vUWS vUWS is used as a learning, teaching and communication tool in this unit. Students should check vUWS weekly for announcements and information regarding the unit. The unit’s vUWS homepage contains important documents and links including:

Unit outline. Learning guide. Request to change tutorial form. Assignment template. Links to the library and other resources. Links to key policies.

Teaching and learning material for this unit is organised by week on vUWS. Depending on the week, each folder may contain a variety of materials such as additional readings, case studies, lecture PowerPoint slides, etc. Individual or personal enquiries should be directed to your tutor in the first instance. If the tutor is not available then you should contact the relevant staff member by email using your UWS student e-mail facility. You should also note that full-time academic staff involved in the delivery of this unit are required to have student consultation times; these will be posted on the vUWS web site. It would be expected that consultations would relate to more complex matters that cannot be resolved either by a fellow student or by your tutor.

Other resources that might help with university life University life Find out about life outside the lecture theatre – news and events, services and

facilities, career information and more!

http://www.uws.edu.au/currentstudents/current_students/services_and_facilities

E-Learning Check your vUWS sites regularly for unit announcements and to keep up with online discussions. If you do not have access to vUWS please contact e-learning on https://vuws.uws.edu.au/

Disability Service

Any student with a disability who may require reasonable adjustments in this unit are requested to seek the advice and assistance at the commencement od the semester, or soon thereafter, from the Disability Advisor or School Disability Coordinator.

Students with a disability should visit: http://www.uws.edu.au/currentstudents/ current_students/getting_help/disability_services

Course and unit rules

This site provides information on pre-requisites, co-requisites and other matters concerning how your course is structured.

http://www.uws.edu.au/currentstudents/current_students/managing_your_study/enrolment/course_and_unit_rules

Student Learning Unit

The Student Learning Unit (SLU) can offer you assistance in writing good exam essays. Visit:

http://future.uws.edu.au/future_students_home/studentlife/student_learning_unit

Policies This site includes the full details of policies that apply to you as a UWS student.

http://www.uws.edu.au/policies/a-z

http://www.uws.edu.au/currentstudents/current_students/services_and_facilities

https://vuws.uws.edu.au/

http://www.uws.edu.au/currentstudents/%20current_students/getting_help/disability_services

http://www.uws.edu.au/currentstudents/%20current_students/getting_help/disability_services



http://future.uws.edu.au/future_students_home/studentlife/student_learning_unit

http://www.uws.edu.au/policies/a-z

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You and this unit

What is expected of you

Workload

In order to get the most out of this unit, you are strongly advised to prepare before each session, enthusiastically participate in each session, and then reflect on each session. The amount of time spent out of class will vary for each individual, depending on competencies and proficiency in any area. An approximation is 140 hours per unit, which is an average of 10 hours per week. Effective learning requires interaction between you, your instructor, and your peers. The better prepared you are before each session the greater the learning value from more focused questions and discussions. In addition, reflecting on what you have learned is an important process for you to confidently apply your newly learned skills. Therefore, in order to gain the most learning value from the synergistic relationship between your support materials and your specific unit material it is highly recommended you follow the steps outlined below for each session:

Before each session:

Read the support materials and notes. Answer any given questions or problems. Pre-read your instructor’s lecture notes for more detailed comprehension. Follow any other learning leads from your instructor including information

provided on the vUWS site.

During each session:

Enthusiastically participate in the “activities” guided by your instructor. Contribute to each session with focused questions and discussions. Attempt any questions and problems shown in your session. Identify clearly what you know and what you do not know. Ask your instructor about any questions or problems from this or any

session.

After each session:

Attempt any questions and problems advised by your instructor. Reflect in action (while doing these questions and problems). Review the worked solutions to questions and problems. Reflect on action (after you have done these questions and problems). Identify clearly what you know and what you don’t know.

Attendance

Your regular and punctual attendance at lectures and tutorials is expected in this unit. Attendance will be recorded and may be considered in determining the final grade. Students with a number of absences from tutorials may find themselves at risk of not passing this unit. Previous experience indicates that students who perfomed very well in this unit had a strong understanding of concepts. Lectures and tutorials provide a foundation for understanding concepts. Naturally illness and misadventure cannot be anticipated. You should follow up such


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occasions with appropriate documentation e.g. Application for Special Consideration or medical certificate.

Student responsibilities and conduct

Student responsibilities

Familiarise yourself with University policies on assessment and examinations. Ensure that you understand the requirements, including timetables, for examinations and other assessments tasks.

Ensure you read and understand the assessment requirements and note the submission dates, and seek assistance from the lecturer and/or unit coordinator when needed.

Notify relevant staff (e.g. lecturer, unit coordinator, disability adviser) as soon as possible prior to, or at the beginning of, the semester to accommodate special requirements.

Submit individual and unassisted assessment work, except as otherwise permitted. Cheating, plagiarism, fabrication or falsification of data will be severely dealt with.

Behave ethically and appropriately, avoiding any action or behaviour which would unfairly disadvantage or advantage another student. Where group work is assigned, ensure that every group member has the opportunity to contribute in a meaningful way.

Student conduct and behaviour

Attend all lectures and tutorials – failure to attend is often the main cause for low final grades.

Respect the needs of other students who are participating in any class activities.

Pay attention in lectures and tutorials – these provide key information for all examinable material.

Do not use mobile phones during the lecture and tutorials and do not have ongoing conversations with fellow students during the lecture or if another student is presenting work in the tutorials.

Please use laptops and notebooks for taking notes, not surfing the net or checking email.

Use vUWS discussion boards constructively – they are there for interaction between the students and between teaching staff and the students. Unfounded criticisms will be removed from the relevant discussion board.

If issues arise with other students, or teaching staff, please see the unit coordinator in the first instance rather than broadcasting your concerns in a public forum.

What you can expect from the teaching team Academic staff carry out their teaching responsibilities under the authority of the Dean of the School. The responsibilities of staff are outlined below.


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Staff responsibilities

Assess students' work fairly, objectively and consistently and when in doubt consult with the unit coordinator or the Director of Academic Program.

Provide students with appropriate, helpful and explanatory feedback on all work submitted for assessment.

Make reasonable accommodation (e.g. length of time to complete) in assessment tasks and examinations for students with special requirements and to seek assistance from the Disability Advisor and Counsellor where appropriate and needed.

Ensure deadlines for the submission of examination papers to the Academic Registrar are met.

Immediately report to the unit coordinator any instances of student cheating, collusion and/or plagiarism.

Changes to unit as a result of student feedback

Student feedback pays a vital role in improving the quality and educational effectiveness of UWS units and in ensuring academic staff keep in touch with student needs. At the end of the semester you will be given the opportunity to complete a Student Feedback on Unit (SFU) questionnaire to assess the unit. If requested by your unit coordinator, you may also have the opportunity to complete a Student Feedback on Teaching (SFT) questionnaire to provide feedback for individual teaching staff. As a result of recent student feedback the following changes have been made:

Lectures have been reviewed and updated in terms of their connections with each other and their linkages to the assessment tasks.

The assessment templates (including the marking guides) for the written assessment tasks have been reviewed to ensure that there is greater clarity about what is required from students for these assessments.

Written assessments will be marked online using the Turnitin GradeMark facility.

Policy and how it affects you The University has a number of policies that relate to teaching and learning. Important policies affecting students include:

Assessment Policy Bullying Prevention Policy and Guidelines Disability Policy Enrolment Policy (includes a section on the UWS Student Email Account) Examinations Policy Misconduct – Student Academic Misconduct Policy (see extract below) Misconduct – Student Non-academic Misconduct Policy (see extract below) Review of Grade Policy Sexual Harassment Prevention Policy Special Consideration Policy Teaching and Learning – Fundamental Code

http://policies.uws.edu.au/view.current.php?id=00227













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There are two policies that relate to misconduct – academic and non-academic misconduct. Breaches of these policies can have very serious consequences. It is essential that you are familiar with these policies and how to avoid misconduct of any type.

What is academic misconduct?

Academic misconduct may involve plagiarism, collusion or cheating. Plagiarism involves submitting or presenting work in a unit as if it were the student's own work when, in fact, it was not. Collusion includes inciting, assisting, facilitating, concealing or being involved in plagiarism, cheating or other academic misconduct with others. Cheating includes dishonest conduct (or attempted dishonest conduct) in exams. For the full definition of academic misconduct and the consequences of such behaviour, you are advised to read the Misconduct – Student Academic Misconduct Policy in its entirety (refer to http://policies.uws.edu.au/view.current.php?id=00051). There are many resources to help you avoid academic misconduct. Library staff can help you with referencing and the Student Learning Unit can assist with academic writing and plagiarism. If you are unsure about any of your work you should also ask your tutor or lecturer for advice and feedback. The University also has text matching software (called Turnitin) which can help you check to see if your work might have problems. You can access Turnitin on the vUWS site for this unit.

What is non-academic misconduct?

Non-academic misconduct includes unlawful activities and crimes, falsifying documents (like a medical certificate or academic records), harassing other students (or staff), stealing or damaging university property (like library books or computers) and disrupting other students or staff. These are just some of the types of non-academic misconduct and while these things are rare they do happen. If you believe you have been the victim of non-academic misconduct or you are aware of any academic misconduct it is very important that you report it. You should report all matters of non-academic misconduct directly to the Director of Academic Program or the head of the relevant section of the University. For example, you can report matters to the Manager of Security on your campus or to the Campus Provost or the dean of your school. You must do this in writing. You may write to the academic course advisor at [email protected].

Raising concerns If you have a concern about this unit please contact your lecturer or tutor in the first instance. If the matter is not resolved, then you may contact the unit coordinator (see inside front cover). If you would prefer to speak to someone else, you are advised to contact your academic course advisor (see the online handbook to identify this person and their contact details http://handbook.uws.edu.au/hbook/. Concerns can also be raised directly with the academic course advisor at [email protected]. University also has a confidential Complaints Resolution Unit (see link below). You may contact this unit of the University at any time; however, we would appreciate the opportunity to resolve the complaint in the first instance. http://www.uws.edu.au/about_uws/uws/governance/complaints_management_and_resolution



http://handbook.uws.edu.au/hbook/


http://www.uws.edu.au/about_uws/uws/governance/complaints_management_and_resolution

200571 - Management Dynamics Learning Guide, Spring 2013(1)

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Transcript of 200571 - Management Dynamics Learning Guide, Spring 2013(1)