School: Federation Business School
Course Title: Organisations: Behaviour, Structure, Processes
Course Code: BUMGT5921
Teaching Location: IIBIT Adelaide
Credit Points: 15
Semester, Year: Semester 1, 2015
Prerequisite(s): Nil
Co-requisite(s): Nil
Exclusions(s): Nil
ASCED Code: 080307
Program Level:
Level of course in Program
AQF Level(s) of Program
5 6 7 8 9 10
Introductory
Intermediate
X
Advanced

Organisation:
Staff
Lecturer Details Tutor Details
(if relevant)
Name Di Blackwood
Email Contact di.blackwood@bigpond.com or dblackwood@federation.edu.au
Office Location & Campus IIBIT Adelaide
Phone Contact 0419 782 546
Consultation Hours 9.00 am – 10.00 am Mondays or 1.15 pm Friday
Prescribed Text:
This course will be conducted on the presumption that students have a copy of:
Gibson, J. L., Ivancevich, J. M., Donnelly, Jr. J. H. & Konopaske, R. (2012), Organizations Behavior, Structure, Processes (14th edition). New York: McGraw Hill.
Student Responsibility:
It is the responsibility of every student to be aware of the requirements for this course, and understand the specific details included in this document.
For full details of programs and school procedures, please refer to the Federation Business School Programs Handbook available at http://federation.edu.au/faculties-and-schools/federation-business-school/student-resources/continuing-students/timetables
Students should be aware of the content of the handbook, particularly:
• Special Consideration process and forms
• Assignment Coversheet
• Submission of tasks and assignments
• Grading codes
• Appeal process
• Unsatisfactory progress - Early Intervention
It is emphasised that this course requires a significant commitment outside of formal class contact. The learning tasks in this course may include classes (lectures, tutorials or seminars), required reading, the preparation of answers to set questions, exercises and problems, and self-study. In addition, students may be required to complete an assignment, test or examination.
The table below is an example of the suggested time allocations for this course.
Classes 3 hours per topic 36 hours
Reading 2 hours per topic 24 hours
Preparation of set questions, exercises and problems 4 hours per topic 48 hours
Preparation of assignment 20 hours
Study and revision for test and end of semester examination 22 hours
TOTAL 150 hours
Attendance and Participation:
It is in students’ interest to make every effort to attend all the classes for this course and to complete all preparatory and assessment tasks. It is our experience that those students who do not attend class or carry out the associated activities are more likely to do poorly or to fail the course completely.
Late Submission:
Assessment tasks submitted after the due date, without prior approval/arrangement, will be penalised at 10% of the available marks per day. Requests for extension of time must be made with the lecturer concerned and based on Special Consideration guidelines http://policy.federation.edu.au/student_services_and_administration/enrolment/special_consideration/ch01.php
Moderation of Results:
Moderation refers to the practice of quality assurance of assessable tasks and marking carried out at any of the School’s Partner Providers’ locations. Moderation addresses the interests of students, staff, the School’s partners and external stakeholders. Moderation seeks to ensure that:
• Good practice in assessment is being applied consistently across the institution and its programs;
• Student performance is being properly, fairly and consistently judged for all students undertaking the same course of study; and
• Standards expected of, and achieved by, students are appropriate, reliable and comparable to good practice at the University and nationally.
Standardisation of assessment may result in a student’s mark being amended. This is your guarantee that your results are comparable to Federation University results in all locations.
Course Evaluation:
We welcome feedback as one way to keep improving this course. Students are encouraged to provide course feedback through eVALUate, the University’s online student feedback system. eVALUate will be available to students during Weeks 10 and 11 by the Student Survey dashboard system using FedUni student user names and passwords.
Moodle:
Moodle is used to host course resources for all courses. Students can download lecture and tutorial notes to support class participation. Students login to Moodle at https://moodle.federation.edu.au/login/index.php
Generally, assessments are submitted online through Moodle. Should you need assistance, please use the available resources and support through the drop-down menus in Moodle.
Plagiarism:
Plagiarism is the presentation of the expressed thought or work of another person as though it is one's own without properly acknowledging that person.
Students must not allow other students to copy their work and must take care to safeguard against this happening. In cases of copying, normally all students involved will be penalised equally; an exception will be if the student can demonstrate the work is their own and they took reasonable care to safeguard against copying.
Plagiarism is a serious offence. Please refer to the following documents:
• Statute 6.1: Student Discipline
• Regulation 6.1: Student Discipline
• Regulation 6.1.1: Plagiarism
Adopted Reference Style:
1 APA
The link to the library website for more information is: FedUni Library - Referencing
Learning Outcomes:
Knowledge
K1 Examine each individual model and how these integrate to determine and explain organisational behaviour.
K2 Evaluate the theories used to explain effective organisational structure and design in order to determine the application of design and structure to organisations and how these aid the organisation achieve success.
K3 Deduce the benefits and dysfunctionality that processes can bring to organisations.
K4 Critically appraise how organisational behaviour, structure, design and processes need to be properly integrated to help an organisation to become as effective and efficient as possible.
Skills
S1 Analyse and evaluate organisational behaviour, structure, design and processes to match the needs of the organisation.
S2 Creatively design new and different approaches to meet the challenges faced by organisations in the future by proposing effective solutions to problems, concepts and/or theories
S3 Conduct relevant research and question the appropriateness of contemporary models.
S4 Contribute to the development of new organisational practices by reflecting on theory and scholarship
Application of knowledge and skills
A1 Successfully analyse the behaviour, structure, design and process needs of an organisation with high level personal autonomy and accountability
A2 Create strategies that meet the needs of the organisation
A3 Develop the capacity for self-reflection and to undertake professional development.
Course Content:
• What is an organisation?
• What is the role of people within an organisation?
• How do individual behaviour, group behaviour, leadership, management and decision making fit within the organisational context?
Other topics covered in the course include:
Ethics, motivation, strategy, conflict, power, systems, culture, change, conflict, power, internal and external environments, organisational design, processes, structure, communication and control.
Values
• Appreciate the complexity of human behaviour in organisations
• Appreciate the systemic nature of the managerial and organisational environments
• Value the role of the individual and the group in achieving organisational objectives
• Value the use of theory in understanding and managing organisations

Learning Tasks and Assessment:
At the University a PASS is usually achieved at 50%. For courses listed below, a mark of at least 40% in the examination must additionally be achieved.
BUACC1506, BUACC1507, BUACC1521, BUEBU1501, BUECO1507, BUECO1508, BUENT1531, BUHRM1501, BULAW1502, BULAW1503, BUMGT1501, BUMKT1501, BUMKT1503, BUTSM1501, BUTSM1502, BUACC5901, BUACC5930, BUACC5937, BUECO5903, BUHRM5912, BULAW5911, BULAW5914, BULAW5915, BUMGT5921, BUMKT5901, BUMKT5922.
Students are strongly advised to attempt ALL assessment tasks. Students who do not submit a task(s) or fail a task(s) in the semester will be identified as a ‘student at risk’ of unsatisfactory academic progress (outlined in the School Handbooks) and will be directed to the School’s Intervention Program. Students who encounter difficulties or who are otherwise concerned regarding their progress should consult their lecturer.
Assessment criteria set out the details by which performance in each task will be judged. This information will give a clear and explicit understanding of the expected standards to be achieved relative to the marks awarded.
Learning outcomes assessed Assessment Task Assessment Type Weighting Week Due
1. K1,K2,K3
S1,S2,S3
A1 Individuals will provide a report that will draw upon content and activities covered in class as well as individual research. Individual report 20% Week 5 – 24/4/15 by 11.30 pm CST
2. K1,K4
S1,S2,S3,
S4
A2,A3 Groups will form to identify the needs of an organisation and effectively communicate appropriate strategies to deal with them. This may include an overview of individual self-reflection. Group presentation and report 30% Week 9-10
Between 22/5/15 & 29/5/15
3. K1,K2,K3,
K4
S1,S2
A1 This exam/case study will draw upon the core principles studied throughout the course. Learners will need to analyse, evaluate, synthesise and determine appropriately justified strategies. Exam 50% TBA

Assessment Task 1:
Individual Report
1) Assessment Details:
This task is designed to develop your awareness of: the complexity of the managerial role; the reliance of a manager on other people both inside and outside the organisation; the necessary interaction of both informal/ interpersonal factors and formal/ organisational factors in fulfilling organisational purposes.
Further it is designed to develop and test your knowledge and capacity to: deconstruct the organisationally prescribed view of managerial work and its context; conceptualise the systemic nature of managerial work; and comprehend, interpret and execute a specific task description (or ‘project brief’).
Models, concepts, principles and theories covered in lectures and tutorials during week 1 to week 5 will be of help while completing this task.
Task description:
? Undertake an analysis of your own job and its context. If you do not have managerial (or similar) experience, or if for some other reason it is not appropriate to analyse your own job, you may choose instead the job of another individual (current job) who agrees to be the focus of this assignment. Alternatively, you may discuss with your lecturer/ tutor the possibility of analysing a position you held in the past. Your lecturer must approve your choice. You may change (or withhold) the names of people or organizations if you believe anonymity is required.
Complete the following requirements:
? Provide a brief introduction to the organisation.
? Describe the actual requirements of the job. Include formal requirements (actual position/job description), and less formal requirements (if any).
? Identify (list) other individuals or groups from inside and/or outside the organisation with whom you interact and who are important to your job. Do not describe these individuals job duties in detail.
? Describe the main characteristics of these individuals or groups, particularly those characteristics that impact on their interaction with you. If your list is lengthy, select those 4-5 individuals or groups who are the most important, who are critical to your ability to fulfil the requirements of your job. (This description must include such things as position, demographics such as age, gender, personality and attitudinal dimensions, learning, pattern of interaction with you etc.) If you have only identified people inside your own organisation, you should briefly explain why people outside your organisation have not been considered.
? Describe the nature of the interdependency that exists between you and these critical groups or individuals. That is: in what way do you rely on each other? What do you expect from these groups and individuals? What do they expect from you? Include formal concepts of interdependence (pooled, reciprocal, sequential etc.) in your analysis.
? Include a diagrammatic representation of these interdependencies. Note this should not be presented as an organisational chart. A typical format for this diagram would consist of you as the focus or centre with the groups and individuals with whom you interact arranged around you.
? Evaluate the interdependencies (that is, the virtual network your diagram represents) in terms of its effectiveness and efficiency and the satisfaction of those concerned.
? Make recommendations for enhancing the effectiveness, efficiency and satisfaction of the interdependent individuals/ groups. Please note: you are not being asked to simply evaluate your managerial style or the effectiveness of your department or organisation.
2) Specific criteria used to grade this task:
• the extent to which the task description was fulfilled, both in terms of quality and completeness;
• the degree of conceptual clarity demonstrated;
• clarity of expression;
• correct presentation (i.e., format, proof-reading, word count, complete and correct cover page information including signature, gender-neutral expressions etc.);
• citation of sources in the text, list of references at the end (correct and complete as per APA style).
3) Task Assessor:
Lecturer
4) Suggested time to devote to this task:
Approximately 12 hours time
5) Submission details:
Due on Friday in week 5. 11.30 pm Friday 24th April, 2015 - 1800-2000 words (there are penalties for exceeding the word limit). Submit your assignment online via Moodle Dropbox (word files only). Late submission without a valid reason will attract penalty @ 10% per day.
6) Feedback and return of work
Feedback and grades will be communicated via Moodle within two weeks of report submission.

Assessment Task 2:
Group Assignment
1) Assessment Details
This task is designed to develop your ability to: contribute fruitfully to a group task; assess an organisational issue or problem as objectively as possible; appreciate the potential of theory in managerial decision making and problem solving; apply theory to ‘real life’; take managerial responsibility by designing a practical course of action.
Task description:
In groups of no more than 5 (five) students you are to identify a problem situation (only one problem) in an organisation you have access to (preferably an organisation where at least one group member works or has worked recently). Do not focus on a problem that has already been solved.
A presentation covering the following points should be prepared:
? Provide a brief introduction to the organisation (it is acceptable to withhold the name of the organisation).
? Describe the problem, as much as possible in terms of the observable or measurable symptoms it manifests, for example: high percentage of faulty products; high employee turnover; deterioration of service quality; increased customer complaints; decreased market share; loss of profit; sabotage; negative/ unhelpful organisational culture etc.
? The issue/problem should then be considered and analysed in terms of concepts/ models/ theories drawn from any two topics studied as part of this subject. Try to choose the topics that seem to offer the most useful insights into the problem. Do not try to deal with many models or concepts. Topics outside course coverage must not be selected.
? Design an intervention (a change program or set of activities and procedures) utilising some aspect or aspects of your analysis. The intervention should be intended to solve or improve the situation. Please note you are not merely being asked for a list of recommendations.
Group members should present their considerations, analysis and intervention design to the class. The presentation should last between 20 and 30 minutes. Each member will present for more or less equal amount of time (5-6 minutes). You will be penalised for exceeding 30 minutes. An additional 10 -15 minutes is available for questions and answers.
A report of 1800-2000 words (there are penalties for exceeding the word limit) summarising your project must be submitted next day following the presentation (word files only). Your report must be correctly and adequately referenced (only one report from each group). Presentation mark 10 (individual mark); Report mark 20 (Group mark).
2) Criteria used to grade the task
The presentation mark will be given by the Lecturer. This mark is unlikely to be the same for all students in a group (worth: 10 marks). It will be based on: Platform skill and presentation – posture, gesture, eye contact, flow of speech, language proficiency, level of confidence (Poor marks for reading); Demonstration of understanding of the presentation material; Handling questions and answers; Appropriate introduction, conclusion and time management.
The report mark generally will be the same for all members unless the lecturer is convinced that all members did not contribute adequately to prepare the report. Marks may then vary among the group members depending on their degree of contributions (worth: 20 marks). It will be based on: The presence of an appropriate introduction to the organisation; The identification of a suitable problem for analysis and the depth of analysis of problem; Effective use of material from two subject topics; Appropriateness of the chosen topics; Suitable intervention design with detailed action steps; Quality and completeness of response to the presentation topic; Format and clarity of expression; and Citation of sources in the text, list of references at the end (adequate, correct and complete as per APA style).
3) Task Assessor
Lecturer
4) Suggested time to devote to this task
Approximately 20 hours per student outside of class time
5) Submission details
Presentation due between weeks 9-10 (between 22/5/15 & 29/5/15) (depending on the number of groups).
Report due next day following the presentation.
Report length: 1800-2000 words (there are penalties for exceeding the word limit).
Submit your assignment online via Moodle Dropbox (word files only).
Late submission without a valid reason will attract penalty @ 10% per day.
6) Feedback and return of work
Feedback and grades will be communicated via Moodle within approximately two weeks
of report submission.
Assessment Task 3:
Final Examination
1) Assessment Details
The third assessable task is a pre-sighted exam, which is completed under closed book conditions. The examination lasts for 3 hours and consists of two sections. Section A is worth 20% of the total grade for this course, and consists of a compulsory question which will be made available in week 12.
In section B a set of 5 questions will also be made available in week 12. At examination, 3 of these questions will be offered (any three). You will have to select 2 questions to answer. Each of the two questions answered will be worth 15% of the total grade for this course.
Questions will be drawn broadly from the various topics covered in the course. These questions may also be based on case studies and scenarios. Lecture slides, the set text book and other reference materials (books, journals) and suggested tutorial activities will provide the necessary knowledge base.
Skills in planning, decision making and time management are implicitly required by the examination process.
2) Criteria used to grade the task
Assessment will be based on- the quality and completeness of response to the topics. For Section A this will include: the presence of insightful observation, questioning and reflection; the application of theories and models to one’s own experience in order to better understand the experience. For Section B this will include: apparent knowledge and understanding of the concepts involved; reasoning in applying these concepts and/or relating concepts to each other.
3) Task Assessor
Lecturer
4) Suggested time to devote to this task
A suggested minimum of 32 hours revision time
5) Submission details
The examination will be held during the exam period following the end of the semester. Normal exam conditions will apply
6) Feedback and return of work
Students will be advised of grades via fdlGrades.
Sequence:
As semesters and contact hours vary between teaching locations, delivery is usually scheduled across three hours a week for 12 weeks. As the University offers many programs in a variety of formats, please contact local lecturers for further information about the schedule.
Please note that the sequence and content of lectures and tutorials may need to be changed and the following information should be used as a guide only.
WEEK TOPIC READINGS
1 Managing Effective Organizations;
The Organizational Environment Reading: Gibson, Ivancevich, Donnelly & Konopaske, (2012) Chapter 1 & Daft (2012) pp.60-74
Tutorial: 1A What do the managers do?
1B Case study: McDonalds attempting to regain its effectiveness, pp. 27- 28 (textbook).
Workshop: An overview of APA format of referencing and preview of learning and assessment tasks
Additional reading: Manager's Job: Folklore and Fact by Henry Mintzberg http://portaldaskalos.net/DasBlog/content/binary/mintzbergmar1990.pdf
2 Organizational Culture Reading: Gibson et al. (2012) Chapter 2
Tutorial: 2A Case study: Toyota's culture and the 'sticky pedal' recall, pp.52-53 (textbook); 2B Experiential exercise- testing national culture knowledge, pp.53-54 (textbook).
Workshop: Assignment 1: The manager’s job - concepts, questions, problems; format etc.
YouTube video : What is Organisational Culture ? https://www.youtube.com/watch?v=Rd0kf3wd120
Corporate Culture Apple example https://www.youtube.com/watch?v=EcHpgsTg458
3 Individual Behaviour and Differences Reading: Gibson et al. (2012) Chapter 4
Tutorial: 3A Experiential exercise, pp.121-122 (textbook);
3B Case study: A Potter's Wheel, p.121 (textbook).
Workshop: Groups (Syndicate) are formed today
TED Talk video- The power of introverts by Susan Cain 19:04 min
http://www.ted.com/talks/susan_cain_the_power_of_introverts?language=en

4 Motivation: Background and Theories; Organizational Applications
Reading: Gibson et al. (2012) Chapters 5 & 6
Tutorial: 4A Case study: What motivates entrepreneurs? pp.153-155 (textbook); 4B Experiential exercise: Applying motivation theory, p. 155 (textbook)
Workshop: The group project: approaches, problems, questions etc.
TED Talk video- The puzzle of motivation by Daniel Pink 18:36 http://www.ted.com/talks/dan_pink_on_motivation.html
5 Leadership Fundamentals and leadership Emerging Perspectives Reading: Gibson et al. (2012) Chapters 11 & 12
Tutorial: 5A Experiential Exercise: Personal and Group Leadership Hall of Fame, p.338 (textbook).
5B Case study: Intel prepares its top leaders, pp.362-363 (textbook).
YouTube video: Carlos Ghosn of Nissan/Renault: Look Ahead, Don't Stand Still https://www.youtube.com/watch?v=yChtop17sd8
6 Group and Team Behaviour;
Managing Communication
Reading: Gibson et al. (2012) Chapters 8 & 15
Tutorial: 6A The Belbin team role -questionnaire;
6B Experiential exercise- Participation in and observations of group processes, pp. 259-260 (textbook);
6C Experiential exercise: Perceptual differences- p. 461 (textbook)
YouTube video: Wisdom of Geese https://www.youtube.com/watch?v=5rOg4WfNDfM&list=PL_hA3L7XRhlD9J7Mx-b_4eC8rmvYcGPRD
7 Conflict and Negotiation;
Decision Making
Reading: Gibson et al. (2012) Chapters 9 & 16
Tutorial: 7A Case study: A Successful partnership at Ford-Mazda, pp. 286-287 (textbook); 7B: Lost on the Moon : a decision making exercise, pp.485-486 (textbook).
TED Talk video: Conflict Negotiation https://www.youtube.com/watch?v=6xCkhV7zhuw
8 Strategy Formulation and Implementation Reading: Daft (2012) Chapter 8
Tutorial: 8 Case study: McDonald's strategies in Australia
YouTube video: https://www.youtube.com/watch?v=rJ2tmqRkiCM
9 Managing Change Reading: Gibson et al. (2012) Chapter 17
Tutorial: 9 Case study: Bayer's major changes in one plant
pp. 517-518 (textbook)
10 Work Design Reading: Gibson et al. (2012) Chapter 13
Tutorial: 10 Experiential exercise: Conducting a basic job analysis, pp. 394-395, (textbook)
11
Organization Structure Reading: Gibson et al. (2012) Chapter 14
Tutorial: 11 Experiential exercise: identifying and changing organizational design, p. 427(textbook).
12 Ethics and Social Responsibility
Reading: Daft (2012) Chapter 5
Tutorial: 12 How do your ethics rate?
Course Review

Additional Resources:
Bartol, K., Tein, M., Matthews, G., & Sharma, B. (2008). Management – a Pacific Rim focus (5th
ed.). Sydney, Australia: McGraw-Hill.
Belbin, R. M. (1993). Team roles at work. Oxford, England: Butterworth Heinemann.
Campling, J., Poole, D., Wiesner, R., Ang, E. S., Chan, B., Tan, W., et al. (2008). Management (3rd Asia-Pacific ed.). Milton, Qld. Australia: Wiley.
Daft, R. L. (2014). Management (11th ed.) USA: Cengage Learning.
Davidson, P. & Griffin, R.W. (2006). Management (3rd Australasian ed.). Milton, Qld., Australia: Wiley.
Drath, W. H. (1993). Why managers have trouble empowering: A theoretical perspective
based on concepts of adult development. Greensboro, N.C.: Centre for Creative leadership.
Gettler, L. (2005). Organizations behaving badly: A Greek tragedy of corporate pathology.
Milton, Qld. Australia: Wiley.
Gulati, R., Mayo, A. J. & Nohria, N. (2014). Management, 1st Edition, England: Cengage Learning.
Hannagan, T. (2005). Management: Concepts and practices (4th ed.). Harlow, England: Prentice Hall/Financial Times.
McAdam, N. (2002). A brain styles model of change responsiveness and distributed leadership in 21st Century network organizations. International Journal of Organisational Behaviour, 5(7), 213-241.
McShane, S. Travaglione,T (2007). Organisational Behaviour On the Pacific Rim (2 ed.). Sydney, Australia: McGraw Hill.
Mintzberg, H. (1990). The manager’s job: Folklore and fact. Harvard Business Review,
68(2), 163-176.
Mintzberg, H. (1981). Organization design: Fashion or fit?. Harvard Business Review, 59(1), 103-116.
Mintzberg, H. (1993). The pitfalls of strategic planning. Californian Management Review, Fall, 32-47.
Murray, P., Poole, D. & Jones, G. (2006). Contemporary issues in management and organisational behaviour. South Melbourne, Vic., Australia: Thomson.
Nelson, D. L., Quick, J. C., Wright, S. & Adams, C. ( 2012). ORGB: Asia Pacific Edition, 1st edition, Australia: Cengage Learning.
Ouchi, W.G. (1980). Markets, bureaucracies and clans. Administrative Science
Quarterly, 25 (March), 129-141.
Robbins, S.P. & Barnwell, N. (2006). Organisation theory: Concepts and cases (5th ed.). French’s Forest, NSW, Australia: Prentice Hall.
Robbins, S., Bergman, R., Stagg, I., & Coulter, M. (2009). Management (5th ed.) Frenchs Forest,
NSW, Australia: Pearson Education.
Robbins, S.P., Millet, B., Waters-Marsh, T. Judge, T.A. (2008). Organisational behaviour (5th ed.). Frenchs Forest, NSW, Australia: Pearson Education.
Samson, D. & Daft, R. L. (2012). Management: fourth Asia Pacific Edition, 4th Edition, Australia: Cengage Learning.
Spillane, L. & Spillane, R. (1998). Locus of control and the assessment of managerial skills. Journal of the Australian and New Zealand Academy of Management, 4(2), 37-41.
Academic Journals:
Academy of Management Journal
http://journals.aomonline.org/amj/
Academy of Management Review
http://www.aom.pace.edu/amr/
Asia Pacific Journal of Management
http://www.baf.cuhk.edu.hk/asia-aom/journal.html
Australian Journal of Management
http://www.agsm.edu.au/eajm/
Harvard Business Review
http://hbr.org/
Journal of Management & Organization
www.jmanorg.com
Management Today
http://www.aim.com.au/publications/managementtoday.html#about
MIT Sloan Management Review
http://sloanreview.mit.edu/
The link to the library website for more information is: http://federation.edu.au/data/assets/pdf_file/0015/164121/FedUni-General-Guide-to-Referencing-2014.pdf

Marking Guides/Rubrics:
Assessment Task-1 Managers Job (Report). Worth 20
Student Name & ID:
Assessment Criteria HD
80-100%
Excellent D
70-79%
Very good C
60-69%
Good P
50-59%
Fair MF
40-49%
Poor F
0- 39%
Very poor Marks
The extent to which the task description was fulfilled, both in terms of quality and completeness (10.00 marks)
• interpreted the instruction/question appropriately
• all required tasks have been completed (adequate breadth and depth)
• used sufficient and appropriate real-life information to effectively support the key points
The degree of conceptual clarity demonstrated (5.00 marks)
• demonstrated understanding of the necessary concepts/ theories involved
• demonstrated understanding of the nature and complexities of managerial work
Clarity of expression (2.00 marks)
• the writing is fluent, exhibiting grammatically correct sentences that are appropriately punctuated.
• there are no spelling or typing errors and due regard is given to rules of capitalisation and abbreviation, gender neutral expression etc.
• the introduction is appropriate to the type and format of response and clearly outlines the focus.
• the body of the response is well structured, with coherent and logical development of key ideas in appropriate sections/ paragraphs.
• the conclusion is appropriate to type and format of the response, successfully summarising the key ideas/issues/findings
Correct presentation (1.00 mark)
• the response conforms to the appropriate style guide advice and the specified format (report format)
• the writing style is appropriate to the task
• complete cover page information with signature
Citation of sources and list of references (2.00 marks)
• key ideas from the literature are effectively paraphrased and/or quoted
• in-text citations and direct quotes follow referencing guide rules (correct and complete) reference list appropriately compiled (as per APA style)
Note: There are penalties for exceeding the word limit (1 mark).
Total marks: 20 Marks obtained
Comments:
Lecturer: Location Date:

Marking Guides/Rubrics:
Assessment Task- 2A (Presentation). Worth 10
Student being evaluated: ………………………………………………ID.................................
Criteria
HD
80-100%
Excellent D
70-79%
Very good C
60-69%
Good P
50-59%
Fair MF
40-49%
Poor F
0- 39%
Very poor Marks
Platform skill and presentation – posture, gesture, eye contact, flow of speech, language proficiency, level of confidence (Poor marks for reading)
(2 mark)
Demonstration of understanding of the presentation material
(4 mark)
Handling questions and answers
(2 mark)
Appropriate introduction, conclusion and time management (2 mark)
TOTAL MARKS: 10 Total Marks obtained
Comments:
Lecturer: Location Date:

Marking Guides/Rubrics:
Assessment Task- 2B (Group Report). Worth 20
Group Members Name & ID:
Assessment Criteria HD
80-100%
Excellent D
70-79%
Very good C
60-69%
Good P
50-59%
Fair MF
40-49%
Poor F
0- 39%
Very poor Marks obtained
The presence of an appropriate introduction to the organisation (1.00)
The identification of a suitable problem for analysis and the depth of analysis of problem (1.00)
Effective use of material from two subject topics and appropriateness of the chosen topics (5.00)
Suitable intervention design with detailed action steps (4.00)
Quality and completeness of response to the presentation topic (4.00)
• The breadth and depth of response
• sufficient and appropriate information to support the key points
• demonstrated understanding of the necessary concepts/ theories involved
• demonstrated understanding of the nature and complexities of problems
Format and clarity of expression (1.00)
• the response conforms to the requirements of the specified format (report format)
• Complied with word count
• Complete cover page information with signature
• the writing is fluent, exhibiting grammatically correct sentences that are appropriately punctuated
• there are no spelling or typing errors and due regard is given to rules of capitalisation and abbreviation, gender neutral expression etc.
Citation of sources in the text, list of references at the end -adequate, correct and complete as per APA format. (4.00)
TOTAL MARKS: 20 Total Marks obtained
Note: There are penalties for exceeding the word limit (1 mark).
Comments:
Lecturer: Location: Date:
Consolidated Marks for Group Project
Student Name Student No. Report mark
(20) Presentation mark (10) Total mark obtained
(30)
1
2
3
4
5
6
Over-all comments:
Lecturer: Location:
Date: