MGMT101 Course Information HCMC Oct 2014 Final PM

1

School of Management

MGMT 101 Introduction to Management

UEH/VUW Joint Programme Trimester 1, 2014 - 2015

COURSE OUTLINE

Contact Details Staff Email ACADEMIC STAFF

Dr Ho Ngoc Phuong

Lecturer

[email protected]

VUW COURSE SUPERVISOR

Dr Paul McDonald Senior Lecturer

[email protected]

Class Times and Room Numbers Credit Value: 15 points

Prerequisite: Nil

Course Duration: 20 October 2014 17 January 2015 Exam (50%): 19

23 January 2015 (inclusive)

Class Times and Room Numbers

Lecture Wednesday 8.00 10.00am Room H. 408 Thursday 10.00 12.00am Room H. 408

Tutorial: Wednesday 10.00 11.00am Room H. 408

Trimester Dates

Teaching Period (12 weeks): Monday 20 October 2014 to Friday 9 January 2015

End of Trimester Study Period: Monday 12 to Sunday 18 January 2015

Examination Period: Monday 19 to Friday 23 January 2015 (inclusive)

Note: Students who enrol in courses with examinations should be able to attend an

examination at the University at any time during the formal examination period.

October 2014 Course information for students 2 MGMT 101

Withdrawal from Courses:

1. Your fees will be refunded if you withdraw from this course on or before Friday 31 October 2014.

2. The standard last date for withdrawal from this course is Friday 19 December 2014. After this date, students forced to withdraw by circumstances beyond their control

must apply for permission on an Application for Associate Deans Permission to Withdraw Late including supporting documentation.

Nguyen Trang Thanh Thuy is the appropriate person to see about organisational and administrative

matters, such as tutorial signups, absence from the test or problems with submitting the assignment.

Course Textbook

Required readings

The required course textbook is:

Schermerhorn, J. R., Davidson, P., Poole, D., Simon, A.,

Woods, P., & Chau, S.L. (2011). Management (4th Asia-

Pacific Edition). John Wiley & Sons, Australia.


Student conduct The Statute on Student Conduct together with the Policy on Staff Conduct ensure that

members of the University community are able to work, learn, study and participate in the

academic and social aspects of the University's life in an atmosphere of safety and respect.

The Statute on Student Conduct contains information on what conduct is prohibited and what

steps are to be taken if there is a complaint. For information about complaint procedures

under the Statute on Student Conduct, contact the Facilitator and Disputes Advisor or refer to

the statute on the VUW policy website http://www.victoria.ac.nz/vbs/studenthelp/general-

course-information .

Academic grievances

If you have any academic problems with your course you should talk to the tutor or lecturer

concerned; class representatives may be able to help you in this. If you are not satisfied with

the result of that meeting, contact the course moderator. If, after trying the above channels,

you are still unsatisfied, formal grievance procedures can be invoked. These are set out in the

Academic Grievances Policy which is published on:

http://www.victoria.ac.nz/vbs/studenthelp/general-course-information .

Academic integrity and plagiarism Academic integrity is about honesty put simply it means no cheating. All members of the University community are responsible for upholding academic integrity, which means staff

and students are expected to behave honestly, fairly and with respect for others at all times.

Plagiarism is a form of cheating which undermines academic integrity. Plagiarism is

prohibited at Victoria University of Wellington.

The University defines plagiarism as follows:

Presenting someone elses work as if it were your own, whether you mean to or not.

Someone elses work means anything that is not your own idea, even if it is presented in your own style. It includes material from books, journals or any other printed source, the work of

other students or staff, information from the Internet, software programmes and other

electronic material, designs and ideas. It also includes the organisation or structuring of any

such material.

Plagiarism is not worth the risk

Any enrolled student found guilty of plagiarism will be subject to disciplinary procedures

under the Statute on Student Conduct and may be penalised severely. Consequences of being

found guilty of plagiarism can include:

an oral or written warning

cancellation of your mark for an assessment or a fail grade for the course

suspension from the course or the University.

Find out more about plagiarism, and how to avoid it, on the Universitys website at www.victoria.ac.nz/home/study/plagiarism.aspx .

Evaluation of courses

All students have the opportunity to give feedback on all the courses they study. At the end of the

course you will receive an evaluation questionnaire that asks you to comment on such areas as

course organisation, presentation, assessments and activities, the feedback you receive and the

workload. There is also space for you to make general constructive comments. However, if you


have any comments or concerns about the course we also encourage you to contact the Course

Coordinator (Ms. Thuy) during the course.


Course learning objectives and content

Course learning objectives

Objective By the end of this course, students should be

able to:

Addressed via

1 Describe & apply the key

concepts/theory/frameworks relevant to Strategic

Management, Operations Management, Decision

Making, Organisational Behaviour, Human

Resources, Leadership and Interpersonal

Communications;

Assignment 1 & 2,

tutorials and exam

2 Explain the interrelation between the disciplines

of Strategic Management, Operations

Management, Decision Making, Organisational

Behaviour, Human Resources, Leadership and

Interpersonal Communications;

Assignment 1 & 2

and in tutorials

3 Recognise ethical and social responsibility issues

in a business context;

Lectures and

Tutorials

4 Recognise, support and display leadership in a

group setting; Tutorials

5 Demonstrate communication skills involving an

ability to communicate clearly in written and oral

form.

Assignments 1 & 2,

tutorials and exam

6 Demonstrate knowledge of local, national, and

global business contexts.

Assignments 1 & 2

and tutorials


Course content

This course covers a broad perspective on management theories and their application in the

business, public and voluntary sectors. It provides a foundation to explore issues expanded on

in other courses offered within the School of Management. Please note that due to the nature

of the lectures it is important for you to have read the chapters pertaining to the lecture before

you turn up so that you are able to discuss management theories, frameworks and concepts

with the lecturer. This course is divided into 6 modules over 12 weeks.

Module 1: (Weeks 1 & 2)

Introduction The new workplace (Chap. 1 3)

This module explores the challenges of the new workplace environment and how information

is used for decision making.


Development of management theory and practice (Chap. 4 6)

This module provides insight into the historical development of management theory and

explores current trends in globalisation and ethical management practices.


Strategic planning and entrepreneurship (Chap. 7 10)

This module focuses on organisational strategic planning and the entrepreneurial behaviour

that drive organisations to achieve their strategic goals.


Organisation design and HRM (Chap. 11 - 12)

This module examines the nature of organisational design, work processes and the human

resource management functions.


Leadership, motivation and job design (Chap. 13 15)

This module focuses on managerial and staff behaviour within the organisation and the

concepts and theories underpinning this.



Communication and team work (Chap. 16 17)

This module examines group behaviour and team effectiveness and communication processes

in a multicultural organisational environment.

Study skills

The course is designed for you to read along in the textbook. The course is supported with

nine tutorial activities. The purpose of these tutorial activities is to:

help you with your reading by highlighting key aspects of the material,

enable you to test your understanding of the material, and

help you complete activities based on the material.

To get the best out of the course materials and questions:

read through each chapter fairly rapidly to start with, then

read through each chapter in detail while making notes, then

review the summary section at the end of each textbook chapter and make sure that

you understand the key concepts, and

note down what you think the answers are to the short-response questions (under

Applied Activities. This will give you practice in dealing with these sorts of

issues and expressing your ideas on paper in a coherent way. It will also help fix the

material in your mind.

Tutorial Activities This course includes tutorial activities. These are designed to develop

your understanding of course materials and their application. There will be nine

tutorial sessions. Please ensure that you prepare in advance for your tutorial

sessions. Your tutor will debrief you on the activities at the tutorial session.

Tutorials are assessed activities. Your preparation for and participation in

tutorials will form part of the course assessment.


Workload and key dates

Course Delivery

The course consists of lectures each week and tutorials. Lectures are run over all 12 weeks of

the course and tutorials are run over nine weeks of the course. There is an expectation that

students will attend all lectures and tutorials offered. Lectures will start in week one of the

course and tutorials in week two of the course.

Expected Workload

A total of 150 hours of work is expected from students in this course. That consists of 33

hours of classes, eight hours per week outside classes during teaching weeks spent reading,

studying and writing assignments, and a further 21 hours revising during study breaks and

study week.

Group Work

While the course has a tradition of study group collaboration, there are important elements in

the assessment process that are strictly individual. Collaboration on individual assignments is

not allowed beyond general discussion as to how one might interpret the nature of the

assignment question. Please do not work together to formulate a response and do not loan

out your completed assignments. You will be expected and encouraged to work in groups

on in-term cases and assignments; however reports must be individual submissions.

Mandatory Course Requirements

Attendance and participation in a minimum of seven tutorials.


Course overview

Module

Chapter of textbook

Weeks

1 Introduction 1 The contemporary

workplace

1 & 2

2 Environment and

diversity

3 Information and

decision making

2 Development of

management theory

and practice

4 Historical foundations

of management

3 & 4

5 International

dimensions of

management

6 Ethical behaviour and

social responsibility

3 Strategic planning and

entrepreneurship

7 Planning

5 & 6

8 Controlling

9 Strategic management

10 Entrepreneurship and

new ventures

4 Organisational design

and human resource

management

11 Organising

7 & 8

12 Human resource

management

5 Leadership, motivation

and job design

13 Leading

9 & 10

14 Motivation and

rewards

15 Individuals, job design

and stress

6 Communication and

teamwork

16 Teams and teamwork

11 & 12

17 Communication and

interpersonal skills


Assessment Requirements

Number

Title Weight Due Date

1 Assignment 1 (2000 words)

Course learning objectives 1, 2, 5

and 6.

15% Analysis of Competitive

Environment of an Exemplary

Vietnam Business Enterprise,

including Strategic Response.

Due End of Week 7

2 Assignment 2 (2000 words)


and 6.

15% Analysis of Management and

Leadership practices of an

Exemplary Vietnam Business

Enterprise, including HRM.

Due End of Week 10

3 Tutorial Preparation and

Participation


and 6.

20% See Tutorial Grading Sheet

attached.

4 Final Examination

Course learning objectives 1 and

5.

50% Two hour exam.

TOTAL 100%

Your assessed work may also be used for quality assurance purposes, such as to assess the

level of achievement of learning objectives as required for accreditation and audit purposes.

The findings may be used to inform changes aimed at improving the quality of FCA

programmes. All material used for such processes will be treated as confidential, and the

outcome will not affect your grade for the course.


Assignments 1 & 2

The purpose of the two assignments is to consider the impact of frameworks from different

Management disciplines to the concept and consideration of the business environment in

Vietnam. Assignment 1 will provide an opportunity to do a preliminary analysis of

management issues from the perspective of Business Environment and Strategic

Management. Feedback on this assignment must be used to refine your analysis in

Assignment 2 when perspectives from Management, including Human Resource

Management, and Leadership will comprise the second report.

Assignment 1

In order to complete this assignment: First, Choose a Vietnamese business organisation which

is of interest to you. Ensure that you choose a business on which you can gather a lot of

public information. Clear your choice of organisation by email with the course tutor. Each

student must choose a separate business. Students will not be allowed to choose the same

business. Choice of business will be on a first-come, first-served basis. It is important that

you choose a business which in your opinion represents best business practices in Vietnam,

including excellence in innovation and entrepreneurship. Second, research the competitive

environment of the business using theoretical frameworks taught during the course. Write up

your conclusions as to the competitive environment. Third, research the strategic response of

this business to its competitive environment, including use of theoretical frameworks taught

during the course. Fourth, based on your analysis, write up strategic recommendations for the

firm designed to improve its performance in the future. The marking guidelines for

assignments 1 & 2 given in Annex A and B respectively. Please do not be tempted to copy

work from previous MGMT 101 student submissions. These submissions are all held on file

and will be cross-checked against current submissions.

Word limit = 2000 words, 12pt font, 1.5 line spacing. APA referencing to be used.

The holistic academic quality of your assignment, as per the marking rubrics, will determine

your overall performance. You will be assessed in the following key areas:

The wisdom of your choice of business in terms of innovativeness and

entrepreneurship as well as being a business exemplar in Vietnam.


The depth and insight of your environmental / competitive analysis, including the

correct application of theoretical frameworks taught during the course.

The depth and insight of your strategic analysis, including the correct application of

theoretical frameworks taught during the course.

The wisdom of your strategic recommendations for the future of the firm and the

degree to which they flow from your earlier analysis.

your ability to communicate clearly with the reader. This will be assessed through the

application of the communication rubric.

Assignment 2

The purpose of this assignment is to extend your analysis of your chosen Vietnam Business

Enterprise from Strategic Management to include Management, including Human Resource

Management, and Leadership. In order to complete this second assignment, continue to

collect data and conduct research on your chosen company. First, look carefully at

management and human resource management practices. Discuss the degree to which the

company makes the best use of its human resource base. Second, look carefully at the

leadership of the company. Discuss the degree to which the company is well lead, and the

degree to which the leader has facilitated the creation of a motivated workforce. Third,

present recommendations, which in your opinion based on your learning during the course,

may enable the company to improve its leadership and human resource management

practices. Please do not be tempted to copy work from previous MGMT 101 student

submissions. These submissions are all held on file and will be cross-checked against current

submissions.

Word limit = 2000 words, 12pt font, 1.5 line spacing. APA referencing to be used.


The holistic academic quality of your second assignment, as per the marking rubrics, will

determine your overall performance. You will be assessed in the following key areas:

The wisdom of your choice of business in terms of its best practice in Vietnam with

respect to its management, including hrm, and leadership.

The depth and insight of your analysis as to the nature of management practices within

the firm, including the correct application of theoretical frameworks taught during the

course.

The depth and insight of your analysis as to the nature of leadership effectiveness

within the firm, including the correct application of theoretical frameworks taught

during the course.

The wisdom of your strategic recommendations for the future of the firm, in particular

management practices and leadership effectiveness, and the degree to which these

recommendations flow from your earlier analysis.

your ability to communicate clearly with the reader. This will be assessed through the

application of the communication rubric.


Tutorial preparation and participation

To gain any tutorial marks you must attend and participate in at least seven (7) of the tutorials

offered.

The demonstrated quality of your preparation and reflective thinking for the tutorials as

outlined below will guide the outcome of your tutorial marks.

Refer to Annex C for a complete description of the nine tutorial activities. The assessment

guideline for each tutorial is shown in Annex D.

Examinations

Students who enrol in courses with examinations are obliged to attend an examination at the

University at any time during the formal examination period. The final examination for this

course will be scheduled at some time during the HCMC campus examination schedule.

Additional details will be provided as to the nature of the final examination and expectations

towards the end of the course.


Penalties - for Lateness

(i) In fairness to other students, work submitted after any deadline will incur a penalty for

lateness. Assignments received more than 7 days after the due date will be given a zero

mark.

(ii) Course Outlines provide a signal to students of forthcoming workload, dates of

submission etc, and thus student study plans should take account of course requirements

across all courses. Consequently, workload issues related to other courses and employment

will not be accepted as reason for dispensation from mandatory requirements or waiver of

penalties. Extensions to submission deadlines for any assigned work will only be granted in

exceptional circumstances.

(iii) Students who are unable to comply with any of the mandatory requirements should

make a written application for an extension to the due date for submission of assigned work or

for waiver of a penalty, in advance, to the Course Coordinator, providing documentary

evidence of the reasons of their circumstances.

All such applications must be made before the deadline and be accompanied by documentary

evidence, e.g. a medical certificate, or counsellors report clearly stating the degree of impairment, and the dates the illness or event prevented you from undertaking your academic

studies. This can be applied retrospectively.

(iv) In the event of unusual or unforeseeable circumstances (e.g. serious illness, family bereavement or other exceptional events), that precludes an application in advance, students

should make contact with the Course Coordinator as soon as possible, and make application

for waiver of a penalty as soon as practicable.

(v) Word limits should be adhered to, especially so when they provide a guide to limiting the students coverage of a topic and the intended assignment work load. You are strongly advised to adhere to the word limit so as to keep your workload at a manageable level. Any

material that is above the word limit may not be taken into account by the marker. Your

marker will simply stop at the maximum words for the assignment and you will receive the

appropriate grade.


Demonstrated understanding of

Vietnam Business Environment and

Model Vietnam Business was

unsatisfactory

Exemplary understanding

of Vietnam Business

Environment and Model

Vietnam Business

Exemplary Satisfactory Unsatisfactory

Annex A.

Assignment One Marking Guide

NB. The overall grade for this assignment will depend on its holistic quality. The criteria

are not necessarily equally weighted.

#1 Exemplary #2 Satisfactory #3 Not Satisfactory

#A Choice of business:

Relevance of selected

business organisation to the

course objectives.

Selected business is exemplary in terms of leading-edge

innovation and

entrepreneurship.

Selected business shows very clear relevance to strategic

management.

Selected business is adequate in terms of

leading-edge innovation

and entrepreneurship.

Able to ascertain some relevance to strategic

management.

Selected business does not demonstrate leading-

edge innovation and

entrepreneurship.

Selected business is not relevant to strategic

management.

#B Environmental

Analysis:

Description of framework,

concept or/theory from

course enables student to

conduct robust competitive /

environmental analysis.

In-depth analysis of business environment and competitive

context, including excellent

examples.

Description enables reader to clearly understand the

dynamics of this industry.

Satisfactory analysis of business environment and

competitive context,

including some examples.

Description enables reader to somewhat understand

the dynamics of this

industry.

Weak analysis of business environment

and competitive context,

with poor examples .

Description does not allow reader to

understand the dynamics

of this industry .

#C Strategic Analysis: Description of framework,



conduct robust analysis of

internal mission, values and

strategic objectives of the

firm.

In-depth analysis of the businesss strategy, including mission, vision and values

supported with excellent

examples.

Description enables reader to clearly understand the internal

strategic dynamics of the

particular business.

Satisfactory analysis of the businesss strategy, including mission, vision

and values supported with

some examples.


the internal strategic

dynamics of the particular

business.

Weak analysis of the businesss strategy, including mission, vision

and values supported

with poor examples.

Description does not allow reader to

understand the internal

strategic dynamics of the


#D Recommendations:

Derives insightful

recommendations as to the

strategic future for the

chosen business

organisation.

Produces sound and practical strategic insights which could

help the firm proposer in the

future.

Flow and basis for the recommendations are clear

from earlier analysis.

Produces satisfactory strategic insights which

may help the firm proposer

in the future.

Flow and basis for the recommendations are

somewhat related to earlier

analysis.

Produces weak strategic insights which are

unlikely to help the firm

proposer in the future.


not related to earlier

analysis.

#E Report Structure:

Cover sheet, Environmental

Analysis, Company

Strategic Analysis and

Recommendations.

All sections included and sub- sections used.

Excellent report flow and coherence.

Most sections included and sub- sections used.

Satisfactory report flow and coherence.

Missing sections or sub- sections.

Weak report flow and coherence.

Grade =


Written Communication Skills Rubric (Annex A contd.)

#1 Exemplary #2 Satisfactory #3 Unsatisfactory E, S

or U

# F Structure

and style:

Document,

paragraph and

sentence

structure, flow

and layout,

appropriate to

audience.

Variety of sentence

construction;

Logical flow; style and

structure appropriate for

task, audience and

genre.

Uses engaging delivery

that enhances

understanding.

Thoughtful presentation.

Not overly repetitive

some variety in

sentence construction

Generally flows well

Some awareness of

audience and genre

Overly repetitive or

simplistic sentence

structure

Consistently

disjointed, lack of

flow

Style/structure

inappropriate for

audience

#G Clarity and

conciseness:

Answers the

question,

succinct,

appropriate

complexity.

Argument effectively

and efficiently

conveyed.

Highly focused on the

question

Easily understood.

Argument reasonably

clear

Occasionally misses the

point but answers the

question

Not over-elaborate or

over-complicated

Main point and/or

argument

confused/unclear.

Irrelevant

information, no

transition between

ideas.

Unclear conclusion.

#H Technical

writing skills:

Spelling,

capitalisation,

punctuation,

grammar,

general

proofreading.

Very few spelling

errors,

Correct punctuation,

Grammatically correct,

Complete sentences.

Occasional lapses in:

Spelling,

Punctuation,

Grammar, but not

enough to seriously

distract the reader.

Numerous spelling

errors,

Non-existent or

incorrect

punctuation,

Severe errors in

grammar that

interfere with

understanding.

#I Vocabulary:

Originality,

breadth,

appropriateness,

variety.

Highly appropriate, well

chosen, precise and

varied vocabulary.

Consistently uses

correct word choice and

discipline-specific

terminology.

Generally appropriate

vocabulary;

Not overly repetitive.

Generally uses correct

word choice and

discipline-specific

terminology.

Excessively limited

or inappropriate or

repetitive

vocabulary.

Misuses discipline-

specific

terminology.

#J Academic

Integrity:

Appropriate use

of references.

Appropriate use of

others work

acknowledged via in-

text citations.

Uses APA referencing

system consistently and

correctly.

Other sources

acknowledged.

Generally uses APA

referencing system.

Unattributed work

from other sources.1

Does not attempt to

use APA

referencing system.

Holistic

judgement:

Exemplary written

communication.

Satisfactory written

communication.

Unsatisfactory written

communication.


Demonstrated understanding of Vietnam

Business Management Practices and

Business Leadership was unsatisfactory

Exemplary understanding of

Vietnam Business

Management Practices and

Business Leadership.

Exemplary Satisfactory Unsatisfactory

Annex B.

Assignment Two Marking Guide

NB. The overall grade for this assignment will depend on its holistic quality. The criteria

are not necessarily equally weighted.

#1 Exemplary #2 Satisfactory #3 Not Satisfactory

#A Choice of business:

Relevance of selected

business organisation to the

course objectives management, including

HRM, and leadership.

Selected business is exemplary in terms of HRM practices and

leadership.

Selected business shows very clear relevance to HRM and

leadership.

Selected business is adequate in terms of HRM

practices and leadership.

Able to ascertain some relevance to HRM and

leadership.

Selected business does not demonstrate HRM


Selected business is not relevant to HRM


#B Management and

Human Resource

Management

Analysis:

Description of framework,



conduct analysis of

management practices,

including HRM.

In-depth analysis of management and HRM,

including excellent examples.


management practices in the

chosen business organisation.

Satisfactory analysis of management and HRM,

including some examples.


the management practices

in the chosen business

organisation.

Weak analysis of management and HRM,

with poor examples.

Description precludes reader to understand the

management practices in

the chosen business

organisation.

#C Leadership Analysis: Description of framework,



conduct robust analysis of

leadership within the chosen

firm.

In-depth analysis of the businesss leadership, supported with excellent

examples.


leadership dynamics of the


Satisfactory analysis of the businesss leadership, supported with some

examples.


the leadership dynamics of

the particular business.

Weak analysis of the businesss leadership, supported with poor

examples.

Description precludes reader to understand the

leadership dynamics of

the particular business.

#D Recommendations:

Derives insightful

recommendations as to the

management practices and

leadership style for the

chosen business

organisation.

Produces sound and practical strategic insights which could

help the firm proposer in the

future.

Flow and basis for the recommendations are very clear

from analysis.

Produces satisfactory strategic insights which

may help the firm proposer

in the future.


related to analysis.

Produces weak strategic insights which are

unlikely to help the firm

proposer in the future.


not related to analysis.

#E Report Structure:

Cover sheet, Management

Analysis, Leadership

Analysis and

Recommendations.

All sections included and sub- sections used.

Excellent report flow and coherence.

Most sections included and sub- sections used.

Satisfactory report flow and coherence.

Missing sections or sub- sections.

Weak report flow and coherence.

Grade = Grade =


Written Communication Skills Rubric (Annex B contd.)

#1 Exemplary #2 Satisfactory #3 Unsatisfactory E, S

or U

# F Structure

and style:

Document,

paragraph and

sentence

structure, flow

and layout,

appropriate to

audience.

Variety of sentence

construction;

Logical flow; style and

structure appropriate for

task, audience and

genre.

Uses engaging delivery

that enhances

understanding.

Thoughtful presentation.

Not overly repetitive

some variety in

sentence construction

Generally flows well

Some awareness of

audience and genre

Overly repetitive or

simplistic sentence

structure

Consistently

disjointed, lack of

flow

Style/structure

inappropriate for

audience

#G Clarity and

conciseness:

Answers the

question,

succinct,

appropriate

complexity.

Argument effectively

and efficiently

conveyed.

Highly focused on the

question

Easily understood.

Argument reasonably

clear

Occasionally misses the

point but answers the

question

Not over-elaborate or

over-complicated

Main point and/or

argument

confused/unclear.

Irrelevant

information, no

transition between

ideas.

Unclear conclusion.

#H Technical

writing skills:

Spelling,

capitalisation,

punctuation,

grammar,

general

proofreading.

Very few spelling

errors,

Correct punctuation,

Grammatically correct,

Complete sentences.

Occasional lapses in:

Spelling,

Punctuation,

Grammar, but not

enough to seriously

distract the reader.

Numerous spelling

errors,

Non-existent or

incorrect

punctuation,

Severe errors in

grammar that

interfere with

understanding.

#I Vocabulary:

Originality,

breadth,

appropriateness,

variety.

Highly appropriate, well

chosen, precise and

varied vocabulary.

Consistently uses

correct word choice and

discipline-specific

terminology.

Generally appropriate

vocabulary;

Not overly repetitive.

Generally uses correct

word choice and

discipline-specific

terminology.

Excessively limited

or inappropriate or

repetitive

vocabulary.

Misuses discipline-

specific

terminology.

#J Academic

Integrity:

Appropriate use

of references.

Appropriate use of

others work

acknowledged via in-

text citations.

Uses APA referencing

system consistently and

correctly.

Other sources

acknowledged.

Generally uses APA

referencing system.

Unattributed work

from other sources.1

Does not attempt to

use APA

referencing system.

Holistic

judgement:

Exemplary written

communication.

Satisfactory written

communication.

Unsatisfactory written

communication.


Annex C

MANAGEMENT 101 TUTORIAL ACTIVITIES

Tutorial One: The Vietnamese Environment of Business

Objective: To understand business trends within Vietnam

Activities:

Please give some thought to the changes in the Vietnamese business environment over the last

decade. Is it getting easier or more difficult to succeed in business in Vietnam? Be prepared

to support your answer and debate with other students in your tutorial. Bring a newspaper

clipping or web page printout out that discusses an emergent trend in the current Vietnamese

business environment.

___________________________________________________________________

Tutorial Two: Vietnam as an Information Age Economy

Objective: To understand Vietnamese Business within the Global Context

Activities:

Do some web-based research on the current composition of the Vietnamese economy. In

addition, find out the definition of a knowledge-based (information age) economy versus and

physical-based (industrial age) economy. Come to the tutorial prepared to discuss the degree

to which Vietnam is competing on the world stage as a knowledge-based economy. Also, be

prepared to discuss the long-term implications of Vietnams competitive stance within the

global context.

__________________________________________________________________


Tutorial Three: Ethical Behaviour

Objective: To understand business ethics within the Vietnamese Context

Activities:

Find a newspaper account (within the last five years) or a web-based report of unethical

business behaviour within the Vietnamese business sector. Come to your tutorial prepared to

discuss the following: 1) What happened? 2) Why was the behaviour deemed unethical? 3)

Who was affected by the behaviour? 4) What were the consequences for those involved? and

5) How might this sort of behaviour be reduced in the future?

___________________________________________________________________

Tutorial Four: Corporate Social Responsibility

Objective: To understand corporate social responsibility

Activities:

Do some web-based research on positive examples of corporate social responsibility at work

today in Vietnam. Be prepared to define the concept of corporate social responsibility and to

present to your tutorial group an organisation that you think is an excellent example of

effective corporate social responsibility. Discuss the manner in which your chosen example

became socially responsible. Finally, be prepared to debate the following resolution: It is

good business for business to be socially responsible.


Tutorial Five: Entrepreneurship

Objective: To identify the characteristics of a world-class entrepreneur

Activities:

Using the web, identify a person whom you think is a world-class entrepreneur. You can

choose from any country, including Vietnam. Come to the tutorial prepared to discuss the

following: 1) Who have you selected? 2) Why you have selected this person? 3) What

characteristics made this person successful? 4) What obstacles did she or he have to

overcome? and 5) What benefits has this person gained?

___________________________________________________________________

Tutorial Six: Network Structures

Objective: To understand networks as an emergent trend in organisation design.

Activities:

Research the difference between an organisation designed as a network structure and an

organisation designed as a functional structure. Using the web, find a global example of an

effective network organisation. Be prepared to present this example in your tutorial group.

Also, think about and be prepared to discuss the degree to which the Vietnamese business

culture supports the emergence of network structures over more traditional hierarchical

structures.


Tutorial Seven: Business Sustainability

Objective: To understand the concept of business sustainability

Activities:

Find an interesting article on the topic of business sustainability within the academic literature

(published within the last five years) using Google Scholar. Print out the article you have

found and bring it with you to your tutorial. Be prepared to verbally summarise the contents

of the article for your fellow students. Conclude with your own viewpoint and opinion as to

how seriously Vietnamese business leaders need to address the issue of business

sustainability. In other words, do current concerns as to sustainability and climate change

represent a valid and urgent concern or have these issues been over-stated in the media?

___________________________________________________________________

Tutorial Eight: Work Motivation across Generations

Objective: To understand the rise of Gen Y work values

Activities:

Think about what is important to you at work, including identifying the things that would

motivate you at work. Develop a picture in your mind of the ideal workplace for you. Then,

discuss with a member of your parents generation, how they saw work and what was used for

work motivation. Analyse the differences between your view of the ideal workplace and the

experiences of your parents generation. Come to your tutorial prepared to discuss these

differences.


Tutorial Nine: Practice Final Examination

Objective: To prepare for the final examination

Activities:

A practice final examination will be distributed prior to this tutorial session. Please complete

this practice examination working on your own without any external help and using only two

hours. Write down your answers and bring them to class. You will receive feedback during

this tutorial that will help you to assess the degree to which you are ready for the final

examination as well as what sort of refinements you may need to make in your examination

preparation.

___________________________________________________________________


Annex D

MANAGEMENT 101 TUTORIAL ACTIVITY MARKSHEET

STUDENTS NAME: MARK:

MARKERS NAME:

Description of key concepts

Describes relevant concepts

covered in the course

10 5 0

No description of concepts

covered in the course

Demonstrates the concepts relevance in answering the

question

10 5 0

States concepts which appear

to be irrelevant

Application of concepts to the real world

Links concepts to

observations in the real world

10 5 0

No application of concepts

Demonstrates critical thinking

in application of concepts

10 5 0

No evidence of critical

thinking

Presenting information and ideas effectively

Logical presentation of

information and ideas

10 5 0

Random presentation of

information and ideas

Participation in discussion board:

Participates fully with comments that contributes to the learning of others

Participates regularly with constructive comments

Participates in up to 20% of the discussion.

Participates in not more than 5% of the discussion

GENERAL COMMENTS:

CONCLUSION - How well do your activities demonstrate your ability to learn, research, apply and present management theory?

|__________________________________________________________________________| Very well Well OK Not very well Not at all

Annex E


School of Management

MGMT101 Assignment Cover Sheet

Student Name:_________________________________ Student ID:__________________

Name of Business Enterprise: ___________________________________________

Date Due: ____________ Date Submitted: ____________

***************************************************************************

Submit as per Course Coordinator Instructions

***************************************************************************

Assignment Assignment one (1) due week 7

Assignment two (2) due week 10

I have read and understood the university policy on Academic Integrity and Plagiarism. I declare this assignment is free from plagiarism. Signed: ______________________________________________


Marking and markers guides Your marked assignments will be returned to you with feedback. If you dont understand the feedback and / or to correct improve your performance for next time, then you should speak

with your tutor and / or the course coordinator.

Referencing

Use of other peoples ideas and material must be acknowledged. There are many different styles of referencing and the Faculty of Commerce at Victoria University of Wellington has

decided to make APA (American Psychological Association) referencing style the common

standard across the Faculty. The Commerce and Central Libraries hold the APA Style Guide.

You can also access the information from the online VUW library site

www.victoria.ac.nz/home/library/resources

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Documents

MGMT101 Course Information HCMC Oct 2014 Final PM