代写 MGMT 1001 Managing Organisations and People
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代写 MGMT 1001 Managing Organisations and People
business.unsw.edu.au
CRICOS Code 00098G
MGMT 1001
Managing Organisations and People
Course Outline
Semester 1, 2016
Part A: Course-Specific Information
Part B: Key Policies, Student Responsibilities
and Support
Business School
School of Management
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Table of Contents
PART A: COURSE-‐SPECIFIC INFORMATION 2
1 STAFF CONTACT DETAILS 2
2 COURSE DETAILS 3
2.1 Teaching Times and Locations 3
2.2 Units of Credit 3
2.3 Summary of Course 3
2.4 Course Aims and Relationship to Other Courses 3
2.5 Student Learning Outcomes 4
3 LEARNING AND TEACHING ACTIVITIES 6
3.1 Approach to Learning and Teaching in the Course 6
3.2 L EARNING A CTIVITIES AND T EACHING S TRATEGIES 6
4 ASSESSMENT 6
4.1 Formal Requirements 6
4.2 Assessment Details 6
4.3 Assessment Format 7
A SSESSMENT F ORMAT 7
Cain, S, (2012, February) Susan Cain: The power of introverts [video file] retrieved from
https://www.ted.com/talks/susan_cain_the_power_of_introverts?language=en 7
4.4 Assessment Format 12
4.5 Assignment Submission Procedure 12
4.6 Late Submission 12
5 COURSE RESOURCES 13
6 COURSE EVALUATION AND DEVELOPMENT 13
7 COURSE SCHEDULE 14
8 PROGRAM LEARNING GOALS AND OUTCOMES 16
9 ACADEMIC HONESTY AND PLAGIARISM 17
10 STUDENT RESPONSIBILITIES AND CONDUCT 17
10.1 Workload 18
10.2 Attendance 18
10.3 General Conduct and Behaviour 18
10.4 Health and Safety 18
10.5 Keeping Informed 18
11 SPECIAL CONSIDERATION 18
12 STUDENT RESOURCES AND SUPPORT 20
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PART A: COURSE-SPECIFIC INFORMATION
1 STAFF CONTACT DETAILS
Lecturer-in-charge: Dr Lynn Gribble
Room: Level 5, West Wing UNSW Business School
Email: l.gribble@unsw.edu.au
Consultation Times – or by appointment
Lecturer and Everest co-ordinator: Dr Catherine Collins
Room: Level 5, West Wing UNSW Business School
Email: c.g.collins@unsw.edu.au
Consultation Times – by appointment
Head Tutor: Julie Wilson
Room: Level 5 West Wing UNSW Business School
Email: julie.wilson@unsw.edu.au
Consultation Times – by appointment
Your tutor or the Senior Tutor is your first point of contact after the discussion board.
From weeks 3 – 13 your tutor will be available for consultation. You can drop past or book to
see them. The role of the consult time is to answer any questions you may have in more
depth than can be addressed within the structure of the tutorial which is filled with activities. It
is NOT to provide a personal lecture. Your tutor will advise you of their consult time in week 2
when you meet them. They will also provide their email details. Please note any emails to
your tutor will be answered within 48 hours during the working week (i.e. any emails received
outside of business hours will be answered within 2 working days). Before emailing your
tutor check the discussion board as your question may have already been asked
there.
Tutor list please contact your tutor in the first instance. Your tutor will advise you of their
consultation times
Name Tutorial days
Dhammika Abeyshinghe Thursdays
Catherine Dolle-Samuel Wednesday
Paul Doran Tuesdays
Joy (Ozge) Fettahlioglu Tuesdays
Joseph Kim Tuesdays
Tom Kramer Tuesdays & Wednesdays
Doug Long Mondays & Tuesdays
Esha Mendiratta Thursdays & Fridays
Mark Pandelakis Thursday evenings
Xiaoli Sang Fridays
Greta Sharples Wednesdays
Graeme Taylor Wednesdays
Marcus Testoni Tuesdays
Grace Tsai Tuesdays
Ben Walker Mondays, Tuesdays & Wednesday
Julie Wilson Mondays
Philip Warburton Fridays
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CRICOS Code 00098G
2 COURSE DETAILS
2.1 Teaching Times and Locations
Lectures start in Week 1(to Week 12): You only enrol in one Lecture stream. The Time and
Location are:
Day Time Location
Mon 10.00–12.00 Law Th G04
Mon 16:00-18:00 Law Th G04
Tue 18:00-20:00 ChemSc M18
Wed 14:00-16:00 Burrows Th,
Thu 11:00-13:00 Law Th G04
Thu 16:00-18:00 AinswthG03
Tutorials start in Week 2 (to Week 13). Students enrol and attend just one tutorial per week.
Please note tutorials are designed for you to experience and apply the concepts from the
lecture. They DO NOT teach lecture content. Tutorials start in Week 2 and finish in Week
13. A full list of tutorials, times and tutors can be found on the Course Website.
2.2 Units of Credit
The course is worth 6 units of credit.
2.3 Summary of Course
Managing Organisations and People is a foundational core course offered in the main
bachelor degree programs. This course introduces students to the knowledge and skills
required to successfully manage organisations and people in a global economy, based on
contemporary research and practice. The course is designed to provide strong foundations
for the development of future organisational leaders and managers who will be able to
successfully respond to complex and turbulent environments, promote and sustain
competitive advantage, ensure ethical and social responsibility in business practice and
decision making, and manage changing social, political and technological factors both inside
and outside the organisation, in an increasingly global and diverse workplace. Topics
include: the role of organisations in modern societies, sustainability and corporate social
responsibility, the importance of organisational leadership, decision making, networks,
sources of conflict, problem solving, group motivation and behaviour, as well as professional
skills.
2.4 Course Aims and Relationship to Other Courses
The aim of MGMT1001 is to provide you with an introduction to principles, practices, issues
and debates that are relevant to the management of organisations. You will study concepts
and theories that help explain the attitudes and behaviours of employees and managers.
As a core course in the Bachelor of Commerce degree, the activities, materials and
assessments have been designed to provide students with the opportunity to develop skills
relevant to their studies and employment.
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2.5 Student Learning Outcomes
Content outcomes:
1. explain the central role of organisations in society
2. evaluate the value and importance of the human side of organisations
3. describe the interconnections between individual(s), team(s) and organisation(s)
4. understand the language of organisations and management
Skills outcomes:
5. acquire foundational academic research skills
6. demonstrate familiarity with the process of critical analysis
7. enhance your effectiveness in working in groups and teams
8. learn independently and assume responsibility for the learning process
The following table shows how your Course Learning Outcomes relate to the overall Program
Learning Goals and Outcomes, and indicates where these are assessed (they may also be
developed in tutorials and other activities):
The Learning Outcomes in this course also help you to achieve some of the overall Program
Learning Goals and Outcomes for all undergraduate coursework students in the Business
School. Program Learning Goals are what we want you to BE or HAVE by the time you
successfully complete your degree (e.g. ‘be an effective team player’). You demonstrate this
by achieving specific Program Learning Outcomes - what you are able to DO by the end of
your degree (e.g. ‘participate collaboratively and responsibly in teams’).
For more information on the Undergraduate Coursework Program Learning Goals and
Outcomes, see Part B of the course outline.
Business Undergraduate Program Learning Goals and Outcomes
1. Knowledge: Our graduates will have in-depth disciplinary knowledge applicable in local and
global contexts.
You should be able to select and apply disciplinary knowledge to business situations in a local and global
environment.
2. Critical thinking and problem solving: Our graduates will be critical thinkers and effective
problem solvers.
You should be able to identify and research issues in business situations, analyse the issues, and propose
appropriate and well-justified solutions.
3. Communication: Our graduates will be effective professional communicators.
You should be able to:
a. Prepare written documents that are clear and concise, using appropriate style and presentation
for the intended audience, purpose and context, and
b. Prepare and deliver oral presentations that are clear, focused, well-structured, and delivered in a
professional manner.
4. Teamwork: Our graduates will be effective team participants.
You should be able to participate collaboratively and responsibly in teams, and reflect on your own
teamwork, and on the team’s processes and ability to achieve outcomes.
5. Ethical, social and environmental responsibility: Our graduates will have a sound awareness of
the ethical, social, cultural and environmental implications of business practice.
You should be able to:
a. Identify and assess ethical, environmental and/or sustainability considerations in business
decision-making and practice, and
b. Identify social and cultural implications of business situations.
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Program Learning
Goals and Outcomes
Course Learning Outcomes Course
Assessment Item
This course helps you to
achieve the following
learning goals for all
Business undergraduate
students:
On successful completion of the course, you should
be able to:
This learning
outcome will be
assessed in the
following items:
1 Knowledge Content outcomes:
1. explain the central role of organisations in
society
2. evaluate the value and importance of the
human side of organisations
3. describe the interconnections between
individual(s), team(s) and organisation(s)
4. understand the language of organisations and
management
• Tutorial
participation
• Assignment 1
• Assignment 2
• Exam
2 Critical thinking
and problem
solving
代写 MGMT 1001 Managing Organisations and People
Content outcomes:
1. explain the central role of organisations in
society
2. evaluate the value and importance of the
human side of organisations
3. describe the interconnections between
individual(s), team(s) and organisation(s)
4. understand the language of organisations and
management
Skills outcomes:
5. demonstrate familiarity with the process of
critical analysis
• Tutorial
participation
• Assignment 1
• Assignment 2
• Exam
3a Written
communication
Skills outcomes:
6. enhance your effectiveness in working in
groups and teams
7. learn independently and assume
responsibility for the learning process
• Tutorial
participation
• Assignment 1
• Assignment 2
• Exam
3b Oral
communication
Skills outcomes:
8. learn independently and assume
responsibility for the learning process
• Tutorial
participation
4 Teamwork Skills outcomes:
7. enhance your effectiveness in working in
groups and teams
• Tutorial
participation
5a. Ethical,
environmental
and
sustainability
responsibility
Content outcomes:
1. explain the central role of organisations in
society
2. evaluate the value and importance of the
human side of organisations
• Assignment 1
• Assignment 2
• Exam
5b. Social and
cultural
awareness
Content outcomes:
1. explain the central role of organisations in
society
3. describe the interconnections between
individual(s), team(s) and organisation(s)
4. understand the language of organisations and
management
• Assignment 1
• Assignment 2
• Exam
-
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3 LEARNING AND TEACHING ACTIVITIES
3.1 Approach to Learning and Teaching in the Course
MGMT1001 has been designed to provide you with a complete learning experience that
incorporates interactive teaching and learning and provides a strong foundation for
successful studies in your Bachelor’s degree. We encourage student contributions, through
discussion and questioning that draw upon your reading and life experiences.
3.2 Learning Activities and Teaching Strategies
Role of Lectures
The lectures provide a forum to introduce students to the main issues, theories and
conceptual frameworks for each topic. Lecture notes for each week’s topic will be available
on the course website on the preceding Sunday. For example, the Week 4 lecture hand out
will be available to you on the Sunday at the end of Week 3.
Role of the Tutorial
The tutorials use a variety of experiential learning activities which encourage active
engagement in the tutorials. The weekly tutorials provide you with an interactive environment
to enhance your formal and informal learning in the course. The more conscientiously you
participate, the more you will enjoy and learn from the tutorials. The tutorials also provide you
with opportunities to improve important interpersonal skills by working with other students in
groups and teams, building relationships and networks, and being exposed to the opinions
and values of others.
Role of Everest Simulation
The Everest Simulation provides students with a hands-on experience of concepts taught in
this course. Via the Everest Simulation, students will appreciate how individual attitudes and
behaviours relate to group functioning – and gain a practical understanding of the influence
of key topics central to effective teamwork.
4 ASSESSMENT
4.1 Formal Requirements
In order to pass this course, you must:
• achieve a composite mark of at least 50; and
• make a satisfactory attempt at all assessment tasks (see below).
4.2 Assessment Details
Assessment Task % Length Due Date
Assignments
Individual essay (short writing
task)
15%
1000
words
Thursday Week 4, March 24 by
4.30pm, electronic copy submitted via
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turn-it-in (Course website)
Individual Report 30%
2500
words
Friday Week 10, May 13 by 9.30am,
electronic copy submitted via turn-it-in
(Course website)
Student participation
Active and engaged
participation in tutorials
(students must attend at least
9 tutorials to be eligible)
5% NA Assessed in each tutorial
Student Video presentation 2%
2 minutes
maximum
Uploaded to Moodle by Friday Week
11, May 20 at 12 noon
Peer review of team and video
presentations
10% NA
Undertaken via Moodle by Friday
Week 12, May 27 at 12 noon
Research Studies Participation 3% NA Week 3 to Week 12
Exam
Final Exam 35% 2 hours University exam period
4.3 Assessment Format
Assessment Format
4.3.1 Assignment 1 Requirements: Essay - 15% of final mark
Due date: In WEEK 4, Thursday March 24 by 4.30pm, submit an electronic copy via
the turn-it-in link on the MGMT1001 website. A paper copy is not required.
Submission procedure: See section 4.5 “Assignment Submission Procedure” in this course
outline
Weighting: 15% of your total course mark
Length: 1,000 words +/- 10%. The word count excludes the list of references/ bibliography.
Essay Task and Question:
Having recently commenced a new management job, you have been thinking about
those team members who are often quiet and have little to say in meetings. You are
an enthusiastic person and want to have an engaged and motivated team. You recently
spoke with a trusted advisor who suggested you watch Susan Cain’s TED talk about
introverts.
Cain, S, (2012, February) Susan Cain: The power of introverts [video file] retrieved
from https://www.ted.com/talks/susan_cain_the_power_of_introverts?language=en
Having watched the talk, you are now keen to understand more about how personality
underpins behaviour. Conduct some independent academic research and write an
essay addressing the following statement:
It can be difficult for introverts to be heard in a world full of talkers
Reference requirements: Use six (6) references for this assignment.
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You must find at least 5 academic journal articles in the following library databases:
ProQuest Central; Business Source Premier; Web of Science that are relevant to support
your analysis. Note: Articles from Harvard Business Review, websites and books are
not valid sources for this assignment. Your text book is not considered an academic
journal
Marking criteria:
- Development of a consistent, clear and well-supported answer to the question
- Overall quality of analysis, depth of reflection/ thinking in terms of the key themes
and issues raised in the question
- Quality of academic research (sourced from appropriate journals/ databases,
appropriate number of sources, relevance of sources to your argument)
- Appropriate structure (logical sequence; transitions between parts; well-developed
paragraphs)
- Clarity of expression & grammar
- Correct format of in-text citations and bibliography using Harvard referencing.
- Appropriate document formatting as per requirements on section 4.6 of the Course
Outline and length (1,000 words +/- 10%)
4.3.2 Assignment 2 Requirements: Report - 30% of final mark
Due date: In WEEK 10, Friday May 13 by 9.30 am, submit an electronic copy via the
turn-it-in link on the MGMT1001 website. A paper copy is not required.
Submission procedure: See section 4.5 “Assignment Submission Procedure” in this course
outline
Weighting: 30% of your total course mark
Length: 2,500 words +/- 10%
Report Focus:
While studying MGMT 1001 you have completed two simulated climbs of
Mount Everest. Simulations are often used as a method for developing management
capability and learning ‘soft skills’. You are now required to write a report on the use of
simulations as a development tool for managers. Your report must:
• Show you understand and have selected issues to analyse your learning as a result
of your Everest participation.
• Demonstrate development and analysis of skills by using frameworks and theories
from MGMT 1001 course.
• Reflect upon what you have learnt as a result of your experiences in a supported
manner (by utilising theories and frameworks from MGMT 1001).
The report should include the following: Included in word
limit
Title page: No
Executive summary: Presents the entire report in brief No (approx 250
words)
Table of contents: No
Introduction: Indicate scope and direction of the report Yes (approx 200
words)
Section One: discusses the value of simulations as a learning
tool. With direct reference to the Issues encountered
Yes (approx 500
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代写 MGMT 1001 Managing Organisations and People
during Everest
In this section you need to show if simulations are a valuable
method of learning by selecting issues from your experience to
analyse. This should focus on what worked well or did not work so
you can analyse it later – think about Management development
from a perspective of developing your personal leadership potential
and communication as part your Everest participation.
words)
Section Two: Analysis of your learning through the simulation
of the Everest experiences using frameworks from MGMT 1001
Analyse your experiences showing why things worked or why they
went wrong. You must discuss the following two key concepts:
1) Personal leadership development
2) Communications online and in person, the pitfalls and
benefits
Yes (approx 1000
words)
Section Three: Recommendations for learning
Draw upon frameworks and theories from MGMT 1001 and the
information you have gathered about simulations as a learning
experience. Write a personalised management development plan to
address the learnings you discovered during the Everest simulation.
It is important to show the relevance to your future career.
Yes (approx 600
words)
Conclusion: Integrate issues covered in the body of the report, and
make comments upon the meaning of all of it.
Yes (approx 200
words)
List of references / bibliography No
Compulsory appendices:
• All students who were “participants” (not “observers”) in Everest
must attach their individual and team goals achieved from the
simulation (screen shots or typed in table format is acceptable).
• All students (participants & observers) must attach a copy of the
team contract
(These must be referred to throughout your paper).
No
Reference requirements: You must use a minimum of six (6) academic references to support
your analysis and no more than 15 references
Marking criteria:
- Overall quality of analysis, depth of reflection / thinking in terms of simulated
learning experiences related to the Everest climbs.
- Quality of academic research (appropriate number of academic sources,
relevance of sources to your argument).
- Appropriate structure (logical sequence; transitions between parts; well-developed
paragraphs).
- Clarity of expression & grammar.
- Correct format of in-text citations and bibliography using Harvard referencing.
- Correct document formatting as per requirements in section 4.6 of the Course
Outline, length (2,500 words +/- 10%), and inclusion of compulsory appendices.
More information about the Everest Simulation can be found on the course website. You must
undertake your first climb virtually via computer mediated discussion. The second climb is
to be taken with all members in the same room working on their computers.
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Note that the Everest simulation is to be completed twice. The simulation will be available to
students at the following times only:
Everest simulation 1: 29 March (9am) – 4 April (5pm)
Everest simulation 2: 26 April ( 9am) – 29 April (5pm)
4.3.3 Individual Participation - 20% of final mark
Tutorial Participation: (5%)
Preparation for, and active participation in, your lectures and seminars is a vital component
of the learning in this subject and as such students who prepare and participate in the
classroom will be rewarded. Participation may involve small group discussion, short informal
presentations to the class, answering questions, participation in class discussion.
Participation marks are based on the degree to which students make an informed
contribution to class and small group discussion. Simply attending tutorials without getting
involved in class discussion is of little value to you or your classmates and will result in a
minimal participation mark.
To be eligible for the Tutorial Attendance and Participation mark students must attend a
minimum of eight (8) tutorials. Students must ensure their attendance is taken. If students
have a valid reason to be absent, documentary evidence (e.g. medical certificate) must be
presented to the tutor in the next tutorial.
Grade Description Mark
Outstanding
Contribution
Attends 8 + tutorials and actively participates in both small group
and class discussions. Contributions in class reflect thorough
preparation. Provides good insights; has clear and thoughtful
views; and supports and argues for but is open to modifying
positions
4 - 5
Satisfactory Attends 8 + tutorials and participates in both small group and class
discussions. Contributions demonstrate some preparation for
tutorial. Some contribution of facts or opinion.
2.5 - 4
Unsatisfactory Attends 8 + tutorials but is an unwilling participant, is observed to
rarely speak in small group discussion and never voluntarily
speaks in class discussions. For example: only speaks when
directly addressed by a tutor.
1 - 2.5
Does not
meet
attendance
requirement
Students must attend a minimum of 8 + tutorials to be eligible for
participation marks
0
Everest Video Presentation due Friday Week 11, May 20 (12 noon) total 12 marks
Task: Your team must create a short video demonstrating the learning outcomes from the
two Everest climbs in relation to team work. Creativity is to be encouraged. You must
demonstrate you have applied the concepts of teamwork to your video. The videos are to be
loaded to Moodle and your tutors will provide instructions on how to do this.
Marks will be awarded based upon peer review of participation and the overall quality
(academically) of the video and peer reviewing.
There are two parts to this peer review:
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Peer Review of your team. You must review your teams participation to ensure everyone is
involved and participates in the production and delivery of the video
Peer review of tutorial videos. You will be required to view all videos for your tutorial group.
This is due no later than Friday Week 12, May 27 (noon)
This component requires that students watch the videos and peer review each based on the
criteria posted on Moodle. You must provide at least one comment per video to justify the
grade you give to each video you review.
This peer review will grade your video. There are a total of 12 marks available. To be eligible
to gain these marks you must have completed your peer review of the team and other team
members. Failure to review your team members or the videos will reduce your eligibility to
80% of the allocated team mark.
Research Studies Participation (3%)
You are required to participate in either two management research studies (each worth 1.5%
of your total mark) or one study (worth 3% of your total mark), before the end of the
semester. Participating in on going research is a great way to learn about how UNSW
researchers are advancing knowledge in Management and involves you in an important
aspect of University life.
Descriptions of the research studies available for you to participate in will be posted from
Week 3 onwards on the Management Research Participation System. The link will be
available via the Moodle web site. The system closes at 5pm, 27 May (Week 12). The link to
the Management Research Participation System will be available on the course Moodle site.
You will need to:
1. register in the system with your UNSW email address,
2. browse through the list of research studies,
3. sign up for a study <note the 1 or 2 studies issue above> you find of interest, and
4. choose a time slot to participate.
The system is easy to use. There are also instructions provided on Moodle. You can contact
the Research Pool Coordinator (mgmtResearchPool@unsw.edu.au) if you have any
questions.
Most research studies are 60 minutes in duration, including a debrief highlighting the key
insights for managing organisations and people. Each study will accept only a limited number
of participants, so sign up early to ensure your spot in the studies that interest you most.
Some studies may be added later in the semester, so check back in the system if you are still
looking for a research study.
• Alternative assessment. All students are strongly encouraged to participate in two
research studies. If you are unable to participate in the research studies, you may
choose two alternative pieces of assessment (i.e., two online multi-choice tests) in the
Management Research Participation System. Each of these tests is of 60 minutes in
duration and is worth 1.5% of your total mark. A minimum mark (50%) on each test is
required to receive participation marks.
There is no written feedback provided.
4.3.4 Final Examination - 35% of total mark
A final two-hour exam will be held during the University exam period at the end of the
semester. All material from the course is examinable (including lecture content, tutorial
experiences, and the textbook). Students are expected to sit the exam on the prescribed day
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and should not make plans to travel, attend work functions or make any other plans on this
day.
4.4 Assessment Format
Your written assignments must be formatted as per the requirements below:
− Use 12pt font
− 2.5 cm left margin
− 1.5 line spacing
− Leave a line between each paragraph
− Student number on each page
− Number each page
− Use Harvard method for referencing - more information can be found on the UNSW
business school EDU website
4.5 Assignment Submission Procedure
All assignment tasks excluding the exam are to be submitted via the Moodle platform.
The essay (Assignment 1) is to be submitted in an electronic copy via the turn-it-in link on
the Course website by Week 4, THURSDAY 24 March, 4.30 pm. Paper copy submission is
not required. When submitting your assignment in the course website, you are required to
declare your work is original, and has not been submitted previously for assessment.
The report (Assignment 2) is to be submitted in an electronic copy via the turn-it-in link on
the Course website by Week 10, FRIDAY 20 May, 9.30am. Paper copy submission is not
required. When submitting your assignment in the course website, you are required to
declare your work is original, and has not been submitted previously for assessment.
The videos will be submitted via ‘the box’ on moodle. Peer reviews will also occur via
moodle. You are advised to UPLOAD THIS ON CAMPUS, as often home upload speeds are
not sufficient for this style of video. Please allow time for this to upload, as no extensions are
possible
Students are reminded to keep a copy of all work submitted for assessment and to keep
their returned marked assignments.
4.6 Late Submission
You must submit all assignments and attend all examinations scheduled for your course. A
penalty of 10% for each day the assignment is late will be applied. You should seek
assistance early if you suffer illness or misadventure affecting your course progress. No
extensions will be granted except in the case of serious illness or misadventure or
bereavement which must be supported with documentary evidence.
Requests for extensions must be made via the special considerations portal and student
central and be accompanied by the appropriate documentation no later than 24 hours before
the due date of the assignment (the time your tutorial commences).
Only formally applications can approve a request for an extension. If you do make a request
for an extension, you will be notified via the system with the decision. Note: A request for an
extension does not guarantee that you will be granted one. No extensions are possible for
the video submission or peer review.
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Requests for a remark
From time to time some students will query the mark they have received on an assessment.
If you have a question about the mark you received on Assignment 1 or Assignment 2, you
must first make an appointment with your tutor no earlier than one week after the course
assignment return date, but no later than two weeks from the return date, to discuss your
concerns. The return date is usually 3 weeks after submission of the assignment. If you
choose to access your assignment via the course website at a later date, keep in mind that
you are still required to follow the course return date timing. If, after speaking to your tutor
you remain unhappy with their explanation, you may request a review of your assignment.
Keep in mind that a request for an assignment review is not automatically granted. To qualify
for an assignment review you must submit, in writing, the specific reasons you believe a
review is warranted. This document should also include a discussion of the tutor’s comments
and how the components of your essay relate to the assignment criteria. Applications that
request a re-mark on the basis of “I felt the mark was too low” will be rejected. In order to
request a remark please refer to the UNSW Policy around students' request for remarking
assignments:
https://student.unsw.edu.au/sites/all/files/uploads/group47/forms/ReviewofResults.pdf
Quality Assurance
The Business School is actively monitoring student learning and quality of the student
experience in all its programs. A random selection of completed assessment tasks may
be used for quality assurance, such as to determine the extent to which program
learning goals are being achieved. The information is required for accreditation
purposes, and aggregated findings will be used to inform changes aimed at improving
the quality of Business School programs. All material used for such processes will be
treated as confidential.
5 COURSE RESOURCES
Required Resources: available to purchase at UNSW Bookshop or in the UNSW Library
• Textbook:
Robbins, S., Bergman, R., Stagg, I., Coulter, M., Judge, T., Millett, B., & Boyle, M. (2015).
Managing Organisations and People MGMT 1001 - Customised for the University of New
South Wales (3rd ed). Sydney, Australia: Pearson Prentice Hall.
6 COURSE EVALUATION AND DEVELOPMENT
Based on feedback and consultation with the Business School’s key stakeholders (including
major corporations and professional service firms, professional associations and alumni) the
core program for the Bachelor of Commerce has been redeveloped. This course has been
developed and included in the core based on stakeholder feedback that graduates need to
be proficient not only in 'technical' skills but also have a broader understanding of the 'human
side' of organisation and well developed team work, critical thinking and communication
skills.
In light of the need for students to critically evaluate on line media sources, the course
assessment items have been adjusted to reflect the changing nature of information. Each
year feedback is sought from students about the courses offered in the School and continual
improvements are made based on this feedback. In this course, we will seek your feedback
through the university CATEI process.
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7 COURSE SCHEDULE
COURSE SCHEDULE S1 2016
Week Lecture Topic Tutorial Topic
Other Activities/
Assessment
Week 1
29 February
Topic 1: Introduction to
organisations and
management
Lecturer: Lynn Gribble
No tutorials
Week 2
7 March
Topic 2: Foundations of
management theory
Lecturer: Lynn Gribble
Topic 1:
Introduction to
organisations
and management
Week 3
14 March
Topic 3: Attitudes,
perception and
personality
Lecturer: Lynn Gribble
Topic 2:
Foundations of
management
theory
Essay Workshops
Week 4
21 March
Topic 4: Communication
Lecturer: Lynn Gribble
No tutorials
(Friday 25 March due
to Good Friday public
holiday)
Essay due:
Thursday 24 March
at 4.30pm
Mid-semester break: Friday 25 March – Saturday 2 April inclusive (Everest
simulation 1: 29 March 9am – 4 April 5pm)
Week 5
4 April
Topic 5: Groups and
Teams
Lecturer: Catherine
Collins
Topic 4:
Communication
Reminder to
complete Everest
Climb one by 5pm
April 4
Week 6
11 April
Topic 6: Leadership
Lecturer: Catherine
Collins
Topic 5: Groups
and Teams
Week 7
18 April
Topic 7: Decision making
Lecturer: Catherine
Collins
Topic 6:
Leadership
Week 8
25 April
Topic 8: Strategic
management
Lecturer: Catherine
Collins
(Monday 25 April is Anzac Day
public holiday) Please note for
this week you may attend any
lecture
No tutorials this
week
Complete Everest
climb two between 26
April ( 9am) – 29 April
(5pm)
Week 9
2 May
Topic 9: Strategic
Human Resource
Management
Lecturer: Lynn Gribble
Everest Debrief
Report writing
workshops
Week 10
9 May
Topic 10: International
business
Lecturer: Lynn Gribble
Topic 9: Strategy
& Strategic
Human Resource
Management
Report Due May 13
at 9.30 am
Week 11
16 May
Topic 11: Social
responsibility and ethics
Lecturer: Lynn Gribble
Topic 10:
International
business
Video due by May 20
noon
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Week 12
23 May
Topic 12: Course review
and exam preparation
Lecturer: Lynn Gribble
Topic 11: Social
responsibility and
ethics
Peer review due by
May 27 noon
Week 13
30 May
NO LECTURES
Topic 12:Course
review
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PART B: KEY POLICIES, STUDENT RESPONSIBILITIES AND SUPPORT
8 PROGRAM LEARNING GOALS AND OUTCOMES
The Business School Program Learning Goals reflect what we want all students to BE or
HAVE by the time they successfully complete their degree, regardless of their individual
majors or specialisations. For example, we want all our graduates to HAVE a high level of
business knowledge, and a sound awareness of ethical, social, cultural and environmental
implications of business. As well, we want all our graduates to BE effective problem-solvers,
communicators and team participants. These are our overall learning goals for you and are
sought after by employers.
You can demonstrate your achievement of these goals by the specific outcomes you achieve
by the end of your degree (e.g. be able to analyse and research business problems and
propose well-justified solutions). Each course contributes to your development of two or more
program learning goals/outcomes by providing opportunities for you to practise these skills
and to be assessed and receive feedback.
Program Learning Goals for undergraduate and postgraduate students cover the same key
areas (application of business knowledge, critical thinking, communication and teamwork,
ethical, social and environmental responsibility), which are key goals for all Business
students and essential for success in a globalised world. However, the specific outcomes
reflect different expectations for these levels of study.
We strongly advise you to choose a range of courses which assist your development of
these skills, e.g., courses assessing written and oral communication skills, and to keep a
record of your achievements against the Program Learning Goals as part of your portfolio.
Business Undergraduate Program Learning Goals and Outcomes
1. Knowledge: Our graduates will have in-depth disciplinary knowledge applicable in local and global
contexts.
You should be able to select and apply disciplinary knowledge to business situations in a local and global
environment.
2. Critical thinking and problem solving: Our graduates will be critical thinkers and effective problem
solvers.
You should be able to identify and research issues in business situations, analyse the issues, and propose
appropriate and well-justified solutions.
3. Communication: Our graduates will be effective professional communicators.
You should be able to:
a. Prepare written documents that are clear and concise, using appropriate style and presentation for the
intended audience, purpose and context, and
b. Prepare and deliver oral presentations that are clear, focused, well-structured, and delivered in a
professional manner.
4. Teamwork: Our graduates will be effective team participants.
You should be able to participate collaboratively and responsibly in teams, and reflect on your own teamwork,
and on the team’s processes and ability to achieve outcomes.
5. Ethical, social and environmental responsibility: Our graduates will have a sound awareness of the
ethical, social, cultural and environmental implications of business practice.
You will be able to:
a. Identify and assess ethical, environmental and/or sustainability considerations in business decision-
making and practice, and
b. Identify social and cultural implications of business situations.
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Business Postgraduate Coursework Program Learning Goals and Outcomes
1. Knowledge: Our graduates will have current disciplinary or interdisciplinary knowledge applicable in
local and global contexts.
You should be able to identify and apply current knowledge of disciplinary or interdisciplinary theory and
professional practice to business in local and global environments.
2. Critical thinking and problem solving: Our graduates will have critical thinking and problem solving
skills applicable to business and management practice or issues.
You should be able to identify, research and analyse complex issues and problems in business and/or
management, and propose appropriate and well-justified solutions.
3. Communication: Our graduates will be effective communicators in professional contexts.
You should be able to:
a. Produce written documents that communicate complex disciplinary ideas and information effectively
for the intended audience and purpose, and
b. Produce oral presentations that communicate complex disciplinary ideas and information effectively for
the intended audience and purpose.
4. Teamwork: Our graduates will be effective team participants.
You should be able to participate collaboratively and responsibly in teams, and reflect on your own teamwork,
and on the team’s processes and ability to achieve outcomes.
5. Ethical, social and environmental responsibility: Our graduates will have a sound awareness of
ethical, social, cultural and environmental implications of business issues and practice.
You should be able to:
a. Identify and assess ethical, environmental and/or sustainability considerations in business decision-
making and practice, and
b. Consider social and cultural implications of business and /or management practice.
9 ACADEMIC HONESTY AND PLAGIARISM
The University regards plagiarism as a form of academic misconduct, and has very strict
rules regarding plagiarism. For UNSW policies, penalties, and information to help you avoid
plagiarism see: https://student.unsw.edu.au/plagiarism as well as the guidelines in the online
ELISE tutorials for all new UNSW students: http://subjectguides.library.unsw.edu.au/elise
To see if you understand plagiarism, do this short quiz:
https://student.unsw.edu.au/plagiarism-quiz
For information on how to acknowledge your sources and reference correctly, see:
https://student.unsw.edu.au/harvard-referencing
For the Business School Harvard Referencing Guide, see the Business Referencing and
Plagiarism webpage (Business >Students>Learning support> Resources>Referencing and
plagiarism).
10 STUDENT RESPONSIBILITIES AND CONDUCT
Students are expected to be familiar with and adhere to university policies in relation to class
attendance and general conduct and behaviour, including maintaining a safe, respectful
environment; and to understand their obligations in relation to workload, assessment and
keeping informed.
Information and policies on these topics can be found in UNSW Current Students ‘Managing
your Program’ webpages: https://student.unsw.edu.au/program.
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10.1 Workload
It is expected that you will spend at least nine to ten hours per week studying this course.
This time should be made up of reading, research, working on exercises and problems,
online activities and attending classes. In periods where you need to complete assignments
or prepare for examinations, the workload may be greater. Over-commitment has been a
cause of failure for many students. You should take the required workload into account when
planning how to balance study with employment and other activities.
We strongly encourage you to connect with your Moodle course websites in the first week
of semester. Local and international research indicates that students who engage early and
often with their course website are more likely to pass their course.
Information on expected workload: https://student.unsw.edu.au/uoc
10.2 Attendance
Your regular and punctual attendance at lectures and seminars, as well as in online
activities, is expected in this course. University regulations indicate that if students attend
less than 80% of scheduled classes they may be refused final assessment. For more
information, see: https://student.unsw.edu.au/attendance
10.3 General Conduct and Behaviour
You are expected to conduct yourself with consideration and respect for the needs of your
fellow students and teaching staff. Conduct which unduly disrupts or interferes with a class,
such as ringing or talking on mobile phones, is not acceptable and students may be asked to
leave the class. More information on student conduct is available at:
https://student.unsw.edu.au/conduct
10.4 Health and Safety
UNSW Policy requires each person to work safely and responsibly, in order to avoid
personal injury and to protect the safety of others. For more information, see
http://safety.unsw.edu.au/ .
10.5 Keeping Informed
You should take note of all announcements made in lectures, tutorials or on the course web
site. From time to time, the University will send important announcements to your university
e-mail address without providing you with a paper copy. You will be deemed to have
received this information. It is also your responsibility to keep the University informed of all
changes to your contact details.
11 SPECIAL CONSIDERATION
You must submit all assignments and attend all examinations scheduled for your course. You
should seek assistance early if you suffer illness or misadventure which affects your course
progress.
General information on special consideration for undergraduate and postgraduate
courses:
1. All applications for special consideration must be lodged online through myUNSW
within 3 working days of the assessment (Log into myUNSW and go to My
Student Profile tab > My Student Services > Online Services > Special
Consideration). You will then need to submit the originals or certified copies of your
completed Professional Authority form (pdf - download here) and other supporting
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documentation to Student Central. For more information, please study carefully in
advance the instructions and conditions at: https://student.unsw.edu.au/special-
consideration
2. Please note that documentation may be checked for authenticity and the submission
of false documentation will be treated as academic misconduct. The School may ask
to see the original or certified copy.
3. Applications will not be accepted by teaching staff. The lecturer-in-charge will be
automatically notified when you lodge an online application for special consideration.
4. Decisions and recommendations are only made by lecturers-in-charge (or by the
Faculty Panel in the case of UG final exam special considerations), not by tutors.
5. Applying for special consideration does not automatically mean that you will be
granted a supplementary exam or other concession.
6. Special consideration requests do not allow lecturers-in-charge to award students
additional marks.
Business School policy on requests for special consideration for Final Exams in
undergraduate courses:
The lecturer-in-charge will need to be satisfied on each of the following before supporting a
request for special consideration:
1. Does the medical certificate contain all relevant information? For a medical
certificate to be accepted, the degree of illness, and impact on the student, must
be stated by the medical practitioner (severe, moderate, mild). A certificate without
this will not be valid.
2. Has the student performed satisfactorily in the other assessment items?
Satisfactory performance would require at least all other assessment items to be
satisfactorily attempted and meeting the obligation to have attended 80% of
tutorials.
3. Does the student have a history of previous applications for special consideration?
A history of previous applications may preclude a student from being granted
special consideration.
Special consideration and the Final Exam in undergraduate courses:
Applications for special consideration in relation to the final exam are considered by a
Business School Faculty panel to which lecturers-in-charge provide their recommendations
for each request. If the Faculty panel grants a special consideration request, this will entitle
the student to sit a supplementary examination. No other form of consideration will be
granted. The following procedures will apply:
1. Supplementary exams will be scheduled centrally and will be held approximately
two weeks after the formal examination period. The dates for Business School
supplementary exams for Semester 1, 2016 are:
12 th July – exams for the School of Accounting
13 th July – exams for all Schools except Accounting and Economics
14 th July – exams for the School of Economics
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If a student lodges a special consideration for the final exam, they are stating they
will be available on the above dates. Supplementary exams will not be held at
any other time.
2. Where a student is granted a supplementary examination as a result of a request
for special consideration, the student’s original exam (if completed) will be ignored
and only the mark achieved in the supplementary examination will count towards
the final grade. Failure to attend the supplementary exam will not entitle the
student to have the original exam paper marked and may result in a zero mark for
the final exam.
If you attend the regular final exam, you are extremely unlikely to be granted a
supplementary exam. Hence if you are too ill to perform up to your normal standard in the
regular final exam, you are strongly advised not to attend. However, granting of a
supplementary exam in such cases is not automatic. You would still need to satisfy the
criteria stated above.
The Business School’s Special Consideration and Supplementary Examination Policy and
Procedures for Final Exams for Undergraduate Courses is available at:
www.business.unsw.edu.au/Students-
Site/Documents/supplementary_exam_procedures.pdf.
Special consideration and assessments other than the Final Exam in undergraduate
courses:
If you encounter a misadventure and require an extension please use the online system to
apply. Please note that application does not mean you will be granted an extension.
12 STUDENT RESOURCES AND SUPPORT
The University and the Business School provide a wide range of support services for
students, including:
• Business School Education Development Unit (EDU)
https://www.business.unsw.edu.au/students/resources/learning-support
The EDU provides academic writing, study skills and maths support specifically for
Business students. Services include workshops, online resources, and individual
consultations. EDU Office: Level 1, Room 1033, Quadrangle Building. Phone: 9385
5584; Email: edu@unsw.edu.au.
• Business Student Centre
https://www.business.unsw.edu.au/students/resources/student-centre
Provides advice and direction on all aspects of admission, enrolment and graduation.
Office: Level 1, Room 1028 in the Quadrangle Building; Phone: 9385 3189.
• Moodle eLearning Support
For online help using Moodle, go to: https://student.unsw.edu.au/moodle-support. For
technical support, email: itservicecentre@unsw.edu.au; Phone: 9385 1333.
• UNSW Learning Centre
www.lc.unsw.edu.au Provides academic skills support services, including workshops
and resources, for all UNSW students. See website for details.
• Library training and search support services
http://info.library.unsw.edu.au/web/services/services.html
• IT Service Centre
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Provides technical support for problems logging in to websites, downloading
documents etc. https://www.it.unsw.edu.au/students/index.html Office: UNSW Library
Annexe (Ground floor). Ph: 9385 1333.
• UNSW Counselling and Psychological Services
https://student.unsw.edu.au/wellbeing Provides support and services if you need help
with your personal life, getting your academic life back on track or just want to know
how to stay safe, including free, confidential counselling. Office: Level 2, East Wing,
Quadrangle Building; Phone: 9385 5418; Email: counselling@unsw.edu.au.
• Student Equity & Disabilities Unit
http://www.studentequity.unsw.edu.au Provides advice regarding equity and diversity
issues, and support for students who have a disability or disadvantage that interferes
with their learning. Office: Ground Floor, John Goodsell Building; Phone: 9385 4734;
Email: seadu@unsw.edu.au.
代写 MGMT 1001 Managing Organisations and People
