MOP

MANAGING PEOPLE AND ORGANISATIONS: MGMT861

Assignment 1: Case Study, Marking Criteria

Each question is worth 20 marks. Each part of the question is worth 10 marks. Total 100 marks

Indicators of ACHIEVED WITH DISTINCTION

Indicators of ACHIEVED WITH MERIT

Indicators of ACHIEVED

Indicators of NOT ACHIEVED

Being a Manager and Organisational Culture

(a) Demonstrates highly developed understanding of the concept of organisational culture. Discusses in depth at least two appropriate cultural models and how they apply to the case study. (b) Clearly and accurately identifies behaviours of the owner that influence culture. Discusses perceptively and with insight what influence these behaviours have on culture. Refers to at least two appropriate examples from the case study.

(a) Demonstrates a good understanding of the concept of organisational culture. Discusses competently at least two appropriate cultural models and how they apply to the case study. (b) Identifies behaviours of the owner that influence culture. Discusses what influence these behaviours have on culture. Refers to at least one appropriate example from the case study.

(a) Demonstrates some understanding of the concept of organisational culture. Discusses one appropriate cultural model. competently or two with limited understanding. Some limited application to the case. (b) Identifies one or some behaviours of the owner that influence culture. May identify a behaviour that is not relevant. May lack or have limited discussion of what influence these behaviours have on culture.

(a) Demonstrates a lack of understanding of the concept of organisational culture. Does not choose appropriate models or shows lack of understanding of them. Does not refer to organisations culture or misunderstands it. (b) May not identify behaviour adequately or identify behaviour that is not relevant. May lack or have limited discussion of what influence these behaviours have on culture.

2. Motivation (a) Demonstrates highly developed understanding of Herzberg’s two factor theory. Discusses in depth the motivating and demotivating factors for employees. b) Chooses appropriate theory of motivation and demonstrates highly developed understanding of this theory. Explains with perception and insight how this theory can be applied in case study. Refers to at least two appropriate illustrations from the case study.

(a) Demonstrates a good understanding of Herzberg’s two factor theory. Discusses competently at least two motivating and demotivating factors for employees. (b) Chooses appropriate theory of motivation and demonstrates good understanding of this theory. Explains how this theory can be applied in case study. Refers to at least one appropriate illustration from the case study.

(a) Demonstrates some understanding of Herzberg’s two factor theory. Discusses competently one motivating or demotivating for employees or two with limited understanding. Some application to the case but may lack examples/ illustrations. (b) Chooses appropriate theory of motivation and demonstrates some understanding of this theory. Theory chosen may have limited application to the case Explains how this theory can be applied in case study but explanation may be. May lack appropriate illustrations from the case study.

(a) Demonstrates a lack of understanding of Herzberg’s two factor theory. Does not choose appropriate motivating or demotivating factor of the 4 day week for employees or shows lack of understanding of them. Limited or inaccurate application to the case. (b) May not identify behaviour adequately or identify behaviour that is not relevant. May lack or have limited discussion of what influence these behaviours have on culture.

3 . Communication (a) Discusses with perception and insight the reasons for CEO’s choice of channel. Includes in the discussion the benefits/affordances/features of face-to- face communication. (b) Clearly and accurately identifies three further communication channels/methods from case

(a) Discusses competently the reasons for CEO’s choice of channel. Includes in the discussion some benefits/affordances of face-to-face communication. (b) Identifies three further communication channels/methods from case study. Discusses why

(a) Discusses at least one relevant reason for CEO’s choice of channel. May include irrelevant reason or discusses at least one appropriate benefit/affordance of face-to- face communication. (b) Identifies at least one or two further communication channels/methods from case study. May mis-identify a

(a) Shows limited understanding of the reasons for CEO’s choice of channel and the benefits/affordances of face-to-face communication. (b) Mis-identifies a channel or shows lack of understanding of the concept.

study. Discusses perceptively and with insight why these channels were appropriate in context. Identifies appropriately an ineffective channel with clear, reasonable explanation.

these channels were appropriate in context in at least two cases Identifies an ineffective channel with some explanation.

channel or show some lack of understanding of the concept. Discusses adequately why at least one these channels were appropriate in context. May identify an ineffective channel with limited explanation.

Does not discuss adequately why at least these channels were appropriate in context.

4. Stress and Wellbeing in the Workplace

(a) Demonstrates highly developed understanding of the concept of workplace stress Discusses in depth at least two appropriate consequences for organisations and employees of poorly managed stress. Gives good examples. (b) Clearly and accurately identifies and describes the beneficial effects on employees’ stress and well- being. Illustrates their answer with appropriate examples or quotes from case study.

(a) Demonstrates a good understanding of the concept of workplace stress Discusses at least two appropriate consequences for organisations and employees of poorly managed stress, or one in-depth. Gives some examples. (b) Describes beneficial effects on employees’ stress and well-being. Illustrates their answer with an example or quote from case study.

(a) Demonstrates some understanding of the concept of workplace stress Discusses some consequences for organisations and employees of poorly managed stress. Discussion may be limited/or include inappropriate application. May give some examples (b) Describes some beneficial effects on employees’ stress and well-being. May lack or have limited examples or quotes from case study.

(a) Demonstrates lack of understanding of the concept of workplace stress Does not adequately discuss consequences for organisations and employees of poorly managed stress/ or discussion is confused or limited and include inappropriate application. (b) Inadequately describes some beneficial effects on employees’ stress and well- being or identifies inappropriate benefits. Lacks application to case study.

5. HR and Diversity (a) Describes with perception and insight the effect of focusing on people has on increased productivity in the case study (b) Demonstrates highly developed understanding of effectively managing diversity in organisations. Chooses an appropriate aspect of diversity to discuss and explains accurately and with perception how this applies to the case study. Includes appropriate examples or quotes from case study.

(a) Describes with reasonable understanding the effect of focusing on people has on increased productivity in the case study. (b) Demonstrates good understanding of effectively managing diversity in organisations. Chooses an appropriate aspect of diversity to discuss and explains how this applies to the case study. Includes an example or quote from case study.

(a) Describes with some understanding the effect of focusing on people has on increased productivity in the case study. (b) Demonstrates some understanding of effectively managing diversity in organisations. Chooses an aspect of diversity to discuss. Aspect may not be directly relevant to case. Discussion may be limited. Some explanation of how this applies to the case study.

(a) Demonstrates lack of understanding the effect of focusing on people has on increased productivity in the case study. (b) Demonstrates lack of understanding of the concept of diversity and/or need to effectively manage diversity in organisations. Application to case and discussion may not inappropriate or limited.

Note: Not all criteria carry equal weight. The two general criteria below apply to the marking/grade of all tasks

Literature/evidence of reading

Skilfully Integrates relevant literature in the discussion.

Refers to relevant literature.

Refers to some literature but may lack application to case or not applied appropriately.

Reference to literature lacking. Lack of reading of literature is apparent.

Referencing

The conventions of academic writing (e.g. citations & references) follow APA 6th edition style meticulously.

The conventions of academic writing (e.g. citation & references) follow APA 6th edition style apart from the occasional oversight.

Conventions of academic writing (e.g. citation & references) follow APA 6th edition style but at times inconsistencies and/or errors occur.

Lack of conventions of academic writing (e.g. citation, & references) does not follow APA 6th edition style, many inconsistencies and/or errors.

Language The language contains very few, if any, errors in grammar and vocabulary. If slips are present, the meaning is still clear.

The language is generally accurate but contains some systematic errors in grammar and vocabulary.

The language is mostly accurate. Errors are distracting but the overall meaning is still intelligible.

The language contains frequent errors in simple and complex grammar and vocabulary. Overall meaning is difficult to ascertain.