read the passege nd do the question carefully

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Course information

BUSS1054 201403

Management Principles

Course Coordinator: Dr Janine Pierce

Course Information: BUSS1054 i Semester 3 2014

CONTENTS

Introduction 1 SAIBT contact details 1

Course overview 2 Course statement 2 Learning objectives 2 Prerequisite(s)/Assumed knowledge 2 Teaching and Learning Arrangements 2 Attendance requirements 2 Other special requirements 3 Learning resources 3 Course homepage 4 Evaluation of the course 4

Assessment 5 Assessment summary 5 Extensions 111 Performance in assessment 11 Submission and return of assignments 11 Late penalties 12 Students with disabilities 12 Variations to assessment tasks 12 Important information about all assessment 12

Examination arrangements 122 Academic integrity 13

Course calendar – Semester 3, 2014 14

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Introduction

Welcome

Welcome to the Course Management Principles. This Course will provide you with an overview

of management, work, and how it is organised in the world of today, This course will enable you

to consider and explain the ways in which work is organised and managed, within the context of

forces that impact such as developing technologies, globalising of markets, services and

manufacturing, the global financial crisis, threat of Bird Flu and unpredictable natural disasters.

This course information booklet provides the course outline, assessments, policies,

assessment feedback sheets and course dates. Delivery will be through lectures and tutorials.

Course Coordinator : Dr Janine Pierce email:[email protected]

Lecturers:Bob Arnott email:[email protected]

Dr Brian Crossman email:[email protected]

Location: All lecturers :room location:B 5-01

SAIBT contact details

South Australian Institute of Business and Technology

Brookman Building

University of South Australia

City East Campus

North Terrace

Adelaide 5000

Telephone: (08) 8302 1555

Fax: (08) 8302 1557

Email: [email protected]

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Course overview

Course statement

This course is designed to provide students with a basic understanding of the nature of

management, work and its organisation.

Course content

The nature and meaning of management, work and work organisation; influence of changing

technology on management processes and practices; the motivation of people to achieve

organisational objectives; social relations in the work place; organisational culture and control;

conflict, its regulation and management; cross-cultural dimensions; global trends.

Learning objectives

critically examine the roles of managers and the organisation of work.

identify the processes of management.

identify and assess the influence of change and technology on managers, management, work and its organisation.

demonstrate an understanding of the ethical dimensions of management.

assess the implications and significance of human and cultural diversity in the exercise of management, work and its organisation.

demonstrate an understanding of indigenous cultural issues in the organisation of work and its management.

Prerequisite(s)/Assumed knowledge

Nil

This course is taught through internal mode.

Internal delivery is through lectures and tutorials and includes a Course Information Book.

Online resources include:powerpoint slides, study guide topics, textbook, e readings. You must

purchase the textbook.

Attendance requirements

There is a weekly 4 hr class combined lecture and tutorial –both components are required to be

attended

Students must attend and participate in all course sessions (course sessions include

lectures, tutorials or workshops) throughout the semester. We understand that

sometimes situations can make attendance at course sessions difficult, so students are

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permitted to miss up to two course sessions without explanation. Absences may be

approved if a current medical certificate, counsellor's certificate or other acceptable

explanation is provided.

However, students who miss more than two sessions without reasonable explanation

may be requested to see an Academic Counsellor to explain their absences and discuss

potential academic progress issues. The meeting will also discuss other appropriate

support options available to them.

Other special requirements

Students are required to achieve a mark of 50% or more when all pieces of assessment are

viewed together to pass the course. Students are also required to obtain 35% in the exam

to achieve an overall pass in this course.

2. Students must attend and participate in all course sessions (a course session is either a lecture or tutorial) throughout the semester.

We understand that sometimes situations arise that make attendance at lectures difficult, so we will permit students to miss up to two course sessions without explanation.

Students may not miss any more than two course sessions without supplying a current medical certificate, counsellor's certificate or other acceptable explanation.

Students who do miss more than two sessions without reasonable explanation may fail the course and be precluded from further attendance at classes and submission of future assessment items.

Learning resources

Text(s)

You will need continual access to the following text(s) in order to complete this course. The

library will only hold one copy of the nominated text books and therefore you will need to

acquire the book(s).

Robbins, S,. DeCenzo, D., Coulter, M, & Woods, M 2012 Management: The Essentials,

Pearson. Sydney.

ISBN: 9780136109822

Other resources

Below is a list of other books which students may use to compliment the recommended text.

It is also recommended that, if possible, students read:

Summers, J & Smith, B 2006, Communication Skills Handbook, Wiley.

The book provides good guidance on how to prepare for assignments and exams, essay

writing, case study analysis, referencing, plagiarism and more. It is particularly

recommended for first year students who will need some guidance in these areas. Please

note: this is not a required text book, but students are encouraged to at least read it. Both

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books are available at UniBooks at the City West Campus of UniSA.Materials to be

accessed online

Below is a list of other books which students may use to compliment the

recommended text.Major references: books, journals and periodicals (print and

electronic)

Bartol, K, Martin, D, Tein, M & Matthews, G 2005, Management: A Pacific Rim Focus, 4th edn,

McGraw Hill, Australia.

Buchanan, D & Huczynski, A 2004, Organizational Behaviour : An Introductory Text, Prentice Hall, Harlow.

Davidson, P & Griffin, RW 2006, Management, 3rd Australasian Edition, Wiley, Australia.

Drucker, PF 1995, Managing in a time of great change,: Truman Talley, New York.

Jones, GR & George, JM 2006, Contemporary Management. McGraw Hill, Australia.

Krietner, R 2001, Management, 8th edn, Houghton Mifflin, New York.

Kreitner, R & Kinicki, A 2001, Organisational Behaviour, 5th edn, Irwin, Chicago, Illinois.

Linstead, S, Fulop, L & Lilley, S 2004, Management and Organisation, Palgrave Macmillan, Houndmill.

McFarlin, DB & Sweeney, PD 2003, International Management: Strategic Opportunities and Cultural Challenges, 2nd edn, Houghton Mifflin, New York.

Mullins, LJ 2005, Management and Organisational Behaviour, Pearson Education, UK.

Robbins SP & Barnwell, N 2002, Organisation Theory: concepts and cases, 3rd edn, Prentice Hall, Sydney, Australia.

Robbins, SP, Millett, B & Waters-Marsh, T 2004, Organisational Behaviour, Wiley, Australia.

Robbins, SP, Millet, B, Cacioppe, R & Waters-Marsh, T 2001, Organisational Behaviour: leading and managing in Australia and New Zealand, Prentice Hall, Sydney, Australia.

Schermerhorn, J 2002, Management. 7th edn, John Wiley, Sydney, Australia.

Thompson, P& McHugh, D 2002, Work Organisations, Palgrave, Basingstoke.

Watson, TJ 2002, Organising and Managing Work, Pearson, Harlow.

Course homepage

SAIBT Portal > Moodle > Available Subjects > Course

Login via http://learning.saibt.sa.edu.au/user/login

Evaluation of the course

SAIBT is committed to quality assurance and part of that process is the collection of student

feedback on the courses that are delivered. Students will be invited to complete a course

evaluation during the last two weeks of semester. You are also welcome to contact the course

coordinator at any time throughout the semester should you have any concerns or wish to make

suggestions for improvement to the course.

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Assessment

To pass a course you must satisfactorily complete the assessment requirements prescribed for

the course. SAIBT has defined policies and procedures on assessment. If you require more

information or detail then please refer to SAIBT academic policies which can be downloaded

from the SAIBT website or accessed from SAIBT Reception.

As

Form of Assessment Weighting Due date

Assignment 1

Essay

15%

Due Saturday 8 th

November by

11pm to be

lodged through

Turnitin

Assignment 2 Case study

35%

Due Saturday

20 th December

by 11pm to be

lodged through

Turnitin

Tutorial preparation and

participation

15% A series of three

tests

commencing in

week 3 (see

Course outline at

end of booklet)

Final Examination

35%

To be

announced

Assessment details

All assignments must use the Assignment cover sheet (available from the SAIBT Student

Portal)—whether submitted electronically or in hard copy.

To pass the course you must satisfactorily complete its assessment requirements. Achievement of a pass in the course will be secured by obtaining 50 marks, regardless of the assessment tasks in which they are obtained. There is a requirement to obtain 35% in the exam to achieve an overall pass in this course. All assessment tasks are individual tasks.

Details of assessment submission and return are listed under each assessment task.

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Assignment 1

Assignment 1 – Critical comparative review of contemporary information (1,000 words) Due Saturday 8

th November by 11pm to Turnitin.

15% weighting

Discuss the following statement in 1,000 words-

Management at all levels need to carry out a range of functions, they also need a

variety of skills’.

Discuss this statement, using specific examples from organisations to support

your argument.

Format

The argument will be presented in essay format and will have introduction, discussion

and conclusion sections. The objective of the exercise is to enable you to develop and

present an argument which is convincing and well supported and is within word

constraints. Please ensure that it is thoroughly and correctly referenced using the

Harvard referencing system. You must use a minimum of 4 different academic

references (academic book or journal) in your essay. Web references on companies

you provide examples of are not counted as part of these 4 references. Less than four

references of good quality will result in a Fail result.

Marksheet is on course page under Assignment 1 heading

Please conform to the following:

 use Font 12

 Times New Roman font only

 1.5 line spacing

 leave enough margin for markers to write comments on a hard copy

 reference list on a separate page after conclusion

 use Harvard Style of referencing ONLY (a copy of harvard referencing style is on

course site)

 do not use foot-notes

 print word count at the end of your assignment (conclusion).

Assessment criteria

Assessment of your assignments will take into account:

 relevance of your answer to the question or task set

 clarity of expression

 supporting documentation for arguments

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 proper acknowledgment of documentation and use of a bibliographic convention

 logical planning and sequence

 use of inclusive language

 overall presentation, including correct grammar, spelling and punctuation

 Comprehensive coverage reflecting engagement with set readings, text(s) and other relevant materials.

 Please note that there will be some useful references from textbooks posted onto the course site to assist you

 Re-marking and re-submission are not permitted.

Assignment 2— Evaluation and analysis case study (2,000 words) Due Saturday 20

th December by 11pm to Turnitin, worth 35% of final mark

Present detailed answers, using 6 academic references to support them, to the questions posed

at the end of this case study: Toyota’s tough boss in approximately 2,000 words in total:

Read the following case study and answer all the questions.

CASE: TOYOTA’S TOUGH BOSS

Hiroshi Okuda is not afraid to speak his mind or impose radical change in an organization. And because of these traits he is memorable at Toyota Motor Corporation where he is the chairman of the board. Prior to becoming chairman, Okuda served as Toyota’s president – the first non-family member in over 30 years to head the company. He also is unusual among other Japanese executives because, in Japan, executives are supposed to be unseen. Okuda justifies his outspoken and aggressive style as being necessary to change a company that had become lethargic (i.e. tired) and overly bureaucratic. Okuda moved ahead at Toyota by taking jobs that other employees did not want. For example, in the early 1980s the company was trying to build a manufacturing facility in Taiwan, but the Taiwanese government’s demands for high local content, technology transfer and guaranteed exports convinced many at Toyota that the project should be scrapped. Okuda thought differently. He successfully lobbied for the facility in the company, and it is now very profitable for Toyota. As Okuda noted, ‘Everyone wanted to give up. But I restarted the project and led it to success.’ His drive and ability to overcome obstacles were central to his rise in the company’s hierarchy.

When Okuda ascended to the presidency of Toyota in early 1995 the company was losing market share in Japan to both Mitsubishi and Honda. Okuda attributed this problem to several factors. Toyota had been losing touch with Japanese customers for years. For example, when engineers redesigned the Corolla in 1991 they made it too big and too expensive for Japanese tastes. Then four years later, in an attempt to lower costs significantly, they stripped out so many features in the car that the Corolla looked too cheap. Competitors, on the other hand, had also done a much better job of identifying the boom in recreational vehicles – especially the sport-utility market. Toyota’s burdensome bureaucracy also bothered Okuda. A decision that took only five minutes to

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filter through at Suzuki Motor Corporation would take upwards of three weeks at Toyota.

In his first 18 months on the job Okuda implemented some drastic changes. In a country where lifetime employment is consistent with the culture, he replaced nearly one-third of Toyota’s highest-ranking executives. He revamped Toyota’s long-standing promotion system based on seniority, adding performance as a factor. Some outstanding performers moved up several managerial levels in one go – something unheard of in the history of the company.

Okuda also worked with the company’s vehicle designers to increase the speed at which the vehicle went from concept to market. What once took 27 months was shortened to 18 months. And now the company is making a custom car within five days of receiving an order.

Finally, Okuda is using the visibility of his job to address larger social issues facing all Japanese businesses. For instance, he accused Japan’s Finance Ministry of trying to destroy the car industry by driving up the yen’s value. And he has been an audible voice in the country, condemning the lax lending practices that forced Japanese banks to write off billions of dollars in bad loans and led, in part, to that country’s economic crisis in the late 1990s and early 2000.

Unfortunately, some of Okuda’s actions may have backfired. It has been suggested that the reason he was removed as president of the company in June 1999 was that he had overstepped the boundary at times with his blunt demands for change; and his refusal to bail out other members of the Toyota keiretsu may have offended the founding Toyota family. However, even though he was no longer president, his strategic leadership helped him to be appointed to the chairman’s job.SOURCE: Robbins, Bergmann, Stagg and Coulter 2006, p600, Pearson

Questions:

Answer all four (4) of the following questions.

1. Explain the different leadership styles (not theories) defined in the academic literature and discuss what style of leadership is the most appropriate in different environmental situations and with different categorisations of employees.

2. Based on your answer to Question 1 (above) how would you describe Hiroshi

Okuda’s leadership style/s? Cite specific examples in the case study that support your choice.

3. Explain the terms ‘transactional’ and ‘transformational’ leadership. What form did

Hiroshi Okuda exhibit? Cite specific examples in the case study that support your choice.

4. When a company is in crisis, do you believe that a radical change in leadership is required to turn the company around? Why? Why not?

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Your answers to the Case Study should be presented as four (4) distinct answers that are

presented with a covering introduction to the whole case study (no more than 150 words). You

should divide your assignment into a brief introduction, discussion (of each of the four

questions-up to 450 words-no more-on each question) and brief conclusion section to the case

study (no more than 100 words). Reference list is not included in word count.

The objective of the exercise is to enable you to develop and present an argument which is

convincing and well supported and is within word constraints.

The answers should be written in paragraph form using appropriate headings and sub-headings

based on your reading of the case study and additional research. Please ensure that it is

thoroughly and correctly referenced using the Harvard referencing system. It is expected that

students would use a minimum of 6 different reference sources in the body of this

assignment. Of the 6 reference sources, at least one should be an article from a scholarly

journal. Where less than 6 references are used within the body of the assignment it would be

difficult to achieve a grade higher than P2. Assignments that are not correctly referenced will

incur heavy penalties. See course site for Harvard referencing guide. Please note that there will

be some useful references on the course site to assist you

Please conform to the following:

 use Font 12

 Times New Roman font only

 1.5 line spacing

 reference list on a separate page after conclusion

 use Harvard Style of referencing ONLY

 do not use foot-notes

 print word count at the end of your assignment (before the ‘References’ section).

Occasionally assignments go missing during submission and return. It is expected that students

will submit to Turnitin as well as a hard copy to your tutor or to assignment box.

Assessment of your assignments will take into account:

 relevance of your answer to the question or task set

 clarity of expression

 supporting documentation for arguments

 proper acknowledgment of documentation and use of a bibliographic convention

 logical planning and sequence

 use of inclusive language

 overall presentation, including correct grammar, spelling and punctuation

 comprehensive coverage reflecting engagement with set readings, text(s) and other relevant materials

 Please see Assignment 2 marksheet on course page and attach to assignment

Re-marking and re-submission are not permitted.

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Exam/Test

35% weighting

The exam will test your understanding of the information presented and discussed in the

lectures, and the required reading for each of the topics covered. Students are required to

obtain 35% in the exam to achieve an overall pass in this course.

The duration of the exam will be 2 hours 20 minutes plus 10 minutes reading time.

Past exam papers will be posted on the Course portal.

The exam comprises:

Part A: 1 essay to answer worth 50% of exam mark (choice of 7 questions). It is expected 2-3

pages answer to this.

Part B: 4 short answers to address out of a choice of 10 questions. Each answer is worth equal

marks. Part B comprises 50% of overall exam marks. It is expected around 3/4 of a page on

each question

As stated earlier in this Course Information Book students are not required to pass any one

piece of assessment to pass the course overall, however you need to achieve a mark of 35% in

the exam to pass the course overall (regardless of marks in other pieces of assessment).

The exam will be closed book. Students will only be permitted to bring in an English language or

a bilingual print dictionary.

The duration of the exam will be 2 hours and twenty minutes

Tests: are held in three particular weeks of the course, which will be advised on the portal and

dates are also are listed in the back of this course booklet. The tests cannot be completed at

any other time.

Test 1: this will comprise an individual test of 20 multiple choice questions. The test is open

book using your textbook and lecture notes form week 1. The test is worth 5 marks in total of

your final course result marked out of 100.

Test 2: this will be done in a small group and requires the group to answer as a group questions

1 and question 2 from the case study for assignment 2. This is a useful exercise to start to

brainstorm ideas you can then take away and use individually (but in your own words) when

you write assignment 2. You are allowed to use lecture notes and handouts from readings and

your textbook, but not any writing you have done prior to the test. The test is worth 5 marks in

total of your final Course result marked out of 100.

Test 3: this will be done in a small group and requires the group to answer as a group questions

3 and question 4 from the case study for assignment 2. This is a useful exercise to start to

brainstorm ideas you can then take away and use individually (but in your own words) when you

write assignment 2. You are allowed to use lecture notes and handouts from readings and your

textbook, but not any writing you have done prior to the test. The test is worth 5 marks in total of

your final course result marked out of 100.

Past exam papers may be obtained from the course portal.

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Performance in assessment

Your performance in a course’s assessment will be given a grading notation. Graded or

Non-graded modes of assessment may be used. The following table depicts the various

grade notations and the notational percentage they reflect.

Grade Notation Notational % Grade Point

High distinction HD 85–100 7

Distinction D 75–84 6

Credit C 65–74 5

Pass level 1 P1 55–64 4.5

Pass level 2 P2 50–54 4

Fail level 1 F1 40–49 1.5

Fail level 2 F2 below 40 1

Withdraw – No Fail W — —

Withdraw – Fail WF — 1.5

Submission and return of assignments

All assignments must be submitted in the following two ways:

Submit assignments using the moodle online submission instrument that enables you to

submit your assignments directly to your Course Coordinator or Tutor. Instructions on how

to upload your assignments can be found on the Student Portal under Resources –

Student FAQ – Online Submission of Assessment.

Please note that before you upload your assignments you should save them with the

following file name structure Your SAIBT ID – Assignment name or number. For

example STANMA1003 Communication Assignment 1.

Please ensure you keep an electronic copy or hard copy, or both, of all assignments.

Extensions

Students may request an extension on submission dates for assessments based on medical,

compassionate or religious observance grounds, or community services. Extensions must be

sought at least three days prior to the submission date, and negotiated with your individual

lecturer.

Requests closer to the submission date need to be negotiated with the Course Coordinator, and

will require at minimum, a medical certificate or other documentation regarding your reasons for

seeking an extension.

Late penalties

Late assignments, without a previously negotiated extension, will incur a penalty of 5% per day.

Assignments will not be accepted for marking after two weeks post-submission date, without

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prior approval or after answers have been discussed or distributed in class or via the student

portal.

Students with disabilities

Students with disabilities may be entitled to a variation or modification to standard assessment

arrangements. Policy for students with disabilities is available in the SAIBT Policy Manual, a

copy of which can be accessed from Reception.

Variations to assessment tasks

Students may request a variance to assessment methods, tasks and timelines based on

medical, compassionate or religious observance grounds, or community services. Such

variations must be requested before or during the second teaching week or within 5 working

days of the distribution of this Course information. Variations requested after this date will need

to be negotiated with the Course Coordinator and may not be able to be accommodated.

Important information about all assessment

All students must adhere to SAIBT’s policies about assessment. Key information can be found

in the SAIBT Policy Manual. See www.saibt.sa.edu.au or SAIBT portal.

Examination arrangements

Examinations

Examinations are a form of assessment where you are required to undertake a specified

academic task within a specified limited period of time. Generally, access to the examination

room and external assistance are also regulated.

Examination procedures are detailed in the email to students and in the Resources section of

the Student Portal under “Exam Details” and you should familiarise yourself with them.

All students must bring their Student Identification Card.

Students who breach the examination conditions may be guilty of misconduct. For further

information about this, please refer to SAIBT Academic Policy on Academic Integrity,

A timetable for examinations will be made available by Week 8 of the study period and can be

accessed from the SAIBT Student Portal. Students will be emailed advice of the release of the

exam timetable.

Academic integrity

_______________________________________________________________

SAIBT is committed to academic integrity and has policies and procedures in place to ensure

academic integrity and manage academic misconduct for all students.

Academic misconduct includes:

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 Plagiarism

 Breaches of the examination procedures (refer to SAIBT Assessment Procedure

Manual), presentation of data with respect to laboratory work, field trips or other work

that has been copied, falsified or in other ways improperly obtained.

 Inclusion of material in individual work that has involved significant assistance from

another person, where such assistance is not expressly permitted in this booklet.

 Alteration or creation of false academic records.

 Other actions that breach the principles of academic integrity.

Students' work may be checked for plagiarism using a variety of means, including text

comparison software (Turnitin). Assignments checked electronically will be held in a database

for future matching processes. You may upload your assignment multiple times before the due

date to check for any academic integrity concerns. Turnitin will produce a report every 24 hours.

A lecturer may require the student to do a Viva assessment on a topic, in order to validate the

authenticity of the student’s own work.

SAIBT’s full Academic Integrity procedure can be downloaded from the SAIBT website

(www.saibt.sa.edu.au/images/PDF/policies/SAIBT-CELUSA-AcademicIntegrityPolicy.pdf )

.

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Course calendar – Semester 3, 2014

Week Dates (Monday – Saturday)

Topic Readings & Assessment

1 13 October-18 October Managers & Management:Contemporary & Historical perspectives (Chapter 1 & History module pp.23-28).

2 20 October-25 October

The Internal Management Environment:culture (Readings to be provided) & diversity (pp.44- 45;71;75;167;253-254;226;282-3;331)

3 27 October-1 November

The External & International Management Environments (Chapter 2)

Weekly test 1

(individual multiple choice)

4 3 November-8 November

Planning (Chapter 4) Assignment 1 due by Saturday 8

th November by 11pm` to be

submitted through Turnitin

5 10 November- 15 November

Organising (Chapter 13)

6 17 November-22 November

Leading (chapter 11)

7 24 November-29 November

Controlling (Chapter 13)

Weekly test 2 (group test based on questions 1 &2 of Asst 2 case study)

8 1 December-6 December

Motivating employees (Chapter 10) Weekly test 3 (group test) based on questions 3 & 4 of Asst 2 case study

9 8 December-13 December

Managing Human Resources (Chapter 6)

10 15 December-20 December

Decision Making (Chapter 3) Asst 2 to be submitted to Turnitin by Saturday 20

th December by

11pm

22 December-27 December

No classes- Christmas break

29 December-3 January

No classes-Christmas break

11 5 January-10 January Managing change, Innovation & Entrepreneurship (Chapter 7 plus pp.111- 120)

12 12 January-17 January Indigenous Management (Readings to be provided) & exam revision

Bring your textbook & all your lecture notes & resources for revision

13 SWOT Vac and Week 1 of exams

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Week Dates (Monday – Saturday)

Topic Readings & Assessment

14 SWOT Vac and Week 1 of exams

Semester 2 2014