Managerial & Organizational Context

Course Handbook

2014-15

Wednesday & Thursday at 10am-11am

The University of Glasgow, charity number SC004401

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CONTENTS

INTRODUCTION .............................................................................................................................. 4 Course administration ..................................................................................................................... 4 Where to find us ............................................................................................................................... 5 Enrolment ......................................................................................................................................... 5 Timetable .......................................................................................................................................... 5 Communicating with the class ........................................................................................................ 5 Moodle ............................................................................................................................................... 6 Social media ...................................................................................................................................... 6 Attendance and engagement in your studies ................................................................................. 6 Student Absence Policy .................................................................................................................... 7 Suggestions ........................................................................................................................................ 7 Staff-Student Liaison Committees (SSLCs) ................................................................................... 8 Student Voice .................................................................................................................................... 8 Student evaluation of courses .......................................................................................................... 8 Student participation and feedback ............................................................................................... 8

ABOUT THE COURSE .................................................................................................................... 8 Course aims....................................................................................................................................... 8 Course intended learning outcomes ............................................................................................... 9 Teaching methods........................................................................................................................... 10 Lectures ........................................................................................................................................... 10 Reading............................................................................................................................................ 10 Journals ........................................................................................................................................... 12 Minimum requirements for credit ................................................................................................ 19

ASSESSMENT ................................................................................................................................. 19 Assessment methods ....................................................................................................................... 19 Assignment ...................................................................................................................................... 19 Degree exam .................................................................................................................................... 20 Dates and deadlines ........................................................................................................................ 20 Plagiarism and use of Turnitin software ...................................................................................... 21 Late submission of assignments and extensions .......................................................................... 22 Incomplete and under-performance in assessment ..................................................................... 22 How your assessment is marked ................................................................................................... 22 Return of grades and feedback ..................................................................................................... 22 Reassessment .................................................................................................................................. 23 Past exam papers ............................................................................................................................ 23 Help with the course....................................................................................................................... 23 Complaints ...................................................................................................................................... 24 Appeals ............................................................................................................................................ 24

FURTHER INFORMATION ......................................................................................................... 24

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Introduction

Welcome to the Managerial & Organizational Context course at the University of Glasgow. The staff in Business & Management hope that you will find this a productive and fulfilling course of study, and that it will inspire a lifelong interest.

This course provides students with an introduction to the understanding of management within organizations. It is offered either as a short, foundation course for students beginning their university studies, providing a platform for later, more detailed exploration of management and organization within companies or as a top off course for graduating students completing their studies, for whom a study of this topic would enhance both their curriculum vitae (CV) and their performance at a job interview.

The aim of this course is to show how organizations, and the managers, who work within them, affect all aspects of our lives. It will demonstrate how the research and theories of social sciences can help students, as future organization members, to use such knowledge to become both more effective themselves, and to increase the effectiveness of others. As a short, introductory course on management and organizations, it will introduce you to the key concepts, theories, authors, research and frameworks in the discipline.

In addition to this course guide, you will be able to download the Adam Smith Business School Undergraduate Handbook from Moodle. The Undergraduate Handbook contains more information about the regulations and policies which are relevant to your studies in the School and you are strongly advised to read it.

We would like to take this opportunity to acknowledge students joining Business and Management for the first time. We are pleased to welcome students who completed their first year of study at Glasgow International College, direct entry students and visiting students from our partner institutions. We hope that students will enjoy and benefit from being part of a highly diverse and international student body.

Course administration Course Coordinator: Dr Andrzej Huczynski Andrzej.Huczynski@glasgow.ac.uk 0141 330 5524

Undergraduate Programmes Administrator (Service Teaching): Mrs Wendy Weaver, Adam Smith Business School, Administration Suite, Level 2, West Quadrangle, Gilbert Scott Building Tel: 0141 330 7095 Email: Wendy.Weaver@glasgow.ac.uk Office hours: Tuesday & Wednesday 0930-1600 and Thursday 0930-1300

Any problems regarding the course content or assessment can be raised with the Dr Huczynski, the Course Coordinator. All queries concerning to the Turnitin assignment submission procedure should be directed to Wendy Weaver.

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You may contact your Programmes Administrator in person, by email or by telephone. While you will find that School Reception staff can answer many questions, you can meet with your Programmes Administrator by appointment or by asking to see them at Reception. If you wish to speak to them in private, we have drop-in rooms behind Reception for this purpose. Please do not hesitate to get in touch with your Programmes Administrator if you need help.

Disability coordinator Ms Marylise Tate, Adam Smith Business School, Administration Suite, Level 3, West Quadrangle, Gilbert Scott Building Tel: 0141 330 3043 Email: Marylise.Tate@glasgow.ac.uk Office hours: Monday-Friday, 0900-1600

Where to find us The Adam Smith Business School is based in the Gilbert Scott Building (Main Building), West Quadrangle. Access is via the Main Gate and other entrances on University Avenue. A digital screen with announcements about courses and School news can be found outside the reception area on level 2.

Enrolment You can enrol on this course via MyCampus and should do so as a matter of priority if you have not already done so. If you were enrolled on this course last year but have not yet completed the assessment, you should be enrolled on an assessment-only basis and are permitted to complete only outstanding assessment as communicated by the School or Subject area. Please consult the Programmes Administrator if you are unsure about your enrolment status.

Students who failed this course or received a CR grade in a previous year of study are not permitted to enrol on an assessment-only basis.

Timetable You can find the timetable for your classes in MyCampus. We will alert you to any changes that are made once the session is underway. You can change your course/class providing that there is space elsewhere during the Add/Drop period (weeks 1 and 2 of the first and second semester).

Communicating with the class Most general information is disseminated via Moodle, which delivers messages to your email address, as well as displaying them in the Moodle news forum. All personal correspondence is sent to your University email address. You are strongly advised to check your University email account at least once a week. You should use only this account to contact University staff academic and administrative and we will not communicate with you via any personal email accounts. When you do make contact ensure that you put your name, ID number and the course name as the Subject. Whenever communicating with the course co-ordinator, copy in the course administrator (Mrs Weaver) into your email.

While every effort is made to ensure the accuracy of this course handbook, changes may occur and it is crucial that you remain informed. Announcements will be made in lectures or on Moodle via the news forum. Urgent updates such as a late cancellation of a class will be communicated by text so please ensure your mobile phone number is up-to-date on your MyCampus record.

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Who can answer my questions?

The Programmes Administrator (contact details above) is your first point of contact. She will be able to resolve or re-direct your query speedily.

Any concerns or need for clarification on any aspect of teaching delivery or content should be raised with the relevant member of teaching staff.

Any concerns that you have raised with the lecturer but which have not been resolved should be raised with Dr Andrzej Huczynski, Managerial and Organizational Context Course Coordinator.

Academic staff are, of course, happy to speak to you in person but please email first of all to make an appointment to ensure they are available. We also find it extremely helpful if you put your student number at the start of subject of your email.

Moodle Moodle is the University of Glasgow's Virtual Learning Environment and is an additional resource that supports and complements (but does not replace) class attendance and participation. The resources you will find in your Moodle will vary from course materials to forums for on-line discussion. It is used regularly to communicate with students, especially to deliver important updates; therefore, you should get in the habit of checking Moodle on a daily basis. Please go to the following URL: http://moodle2.gla.ac.uk/my/ to find your courses and familiarise yourself with the online materials that have been prepared to supplement and support your studies.

Social media The School uses facebook, twitter, LinkedIn, YouTube and Flickr and we invite students to engage with us through social media. Further information on this can be found at:- http://www.gla.ac.uk/schools/business/aboutus/interactwithus/. Students must observe University regulations and must not engage in any activity which adversely affects the safety, interests or reputation of the University, its staff or student. Students found to be disregarding the guidelines may be referred to a Senate Student Conduct Committee. The SRC have provided guidance on their web pages;- http://www.glasgowstudent.net/advice/health-and-safety/social-networking/ to highlight the importance of social networking and how not avoid infringing on the Student Code of Conduct (http://www.gla.ac.uk/media/media_286035_en.pdf#page=54&view=fitH,230).

Attendance and engagement in your studies Students are expected to attend lectures. We periodically monitor attendance and your Adviser of Studies is notified of any absences. This is because they form an essential part of your learning experience. There are no grade penalties for non-attendance at lectures; however, non-attendance is likely to have a negative effect on the grade that you will achieve. Moreover, you should be aware that attendance at classes might be taken as a reflection of your attitude to study. Your attendance record can be made available if you apply to study abroad, or when you are seeking reference for an internship or employment and to the Board of Examiners. Therefore, you should take care to ensure that you keep us informed about the reasons for non-attendance by reporting this on MyCampus. Students who miss classes because of illness or other difficult personal circumstances will have their absence recorded as approved.

Monitoring includes submission of assignments and attendance at exams. We will write to you if you do not submit an assignment or attend an exam. This is a cause for concern and we follow up

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in order to ensure that students are engaging in their studies and to allow us to provide additional support where required.

Attendance monitoring will also ensure that the University discharges its legal responsibilities in respect of the monitoring of attendance by students holding Tier 4 visas.

Student Absence Policy The University has a Student Absence Policy which covers attendance requirements and procedures for reporting absences. Students must report any significant absence from the University and provide relevant evidence of this on MyCampus.

You will be required to report an absence if you miss any tutorials, do not submit coursework on time and/or miss an exam. Students who are absent from University for more than 7 days should also make a report.

It is extremely important that you follow the relevant procedures because timely reporting with supporting documentation is necessary if you would like any circumstances relating to your absence to be taken into account when you have not met the requirements for your course (good cause).

If you are going to be absent from an exam, please contact Wendy Weaver (Wendy.Weaver@glasgow.ac.uk) in advance if possible in addition to reporting it on MyCampus. Documentary evidence is required for any significant absence.

Students should ensure they are familiar with all aspects of the Student Absence Policy, details of which can be found online at: http://www.gla.ac.uk/services/senateoffice/academic/studentpolicies/absencepolicystudents/ This web page has links to the full written policy and student guidance on how it operates. If you have any questions, please consult your Adviser of Studies or ask Wendy Weaver.

There are two parts to the MyCampus Absence, it is important that you complete both parts and include an end of absence date. If you do not do this it will have implications for the logging of attendance.

Students with faith-based requirements who wish to participate in faith-based events should contact the Programmes Administrator for permission to be absent from class. It is your responsibility to catch up on any missed learning opportunities. Please see the Universitys Religion and Belief Equality Policy for further information - http://www.gla.ac.uk/services/humanresources/equalitydiversity/policy/religion-belief/.

Suggestions

We welcome constructive suggestions about any aspect of our courses. If you have any suggestions you would like to make about this course, you can raise them with your student representative, your tutor, the Undergraduate Programmes Administrator or the Course Coordinator. You are also welcome to write to the Convenor of Undergraduate Studies (Business & Management) or the Head of Subject.

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Staff-Student Liaison Committees (SSLCs) Minutes of these meetings are published on student notice boards and Moodle and remitted to the Management Learning and Teaching Committee for action.

The meeting for this course will take place on Wednesday 18th February 2015 in Room 206, Gilbert Scott Building at 1.00pm.

If you are interested in becoming a Student Representative, please contact Wendy Weaver (email: Wendy.Weaver@glasgow.ac.uk) by Wednesday 21st January 2015.

Student representatives also take part in regular meetings with the Head of School to permit him to hear about the student experience directly.

Student Voice Student Voice is an online forum for students and their student representatives to communicate and discuss their learning experience. It allows you to engage with each other and the Subject. We post minutes from Staff-Student Liaison Committee meetings here together with updates from actions that were agreed at the meetings.

Student evaluation of courses You will have the opportunity to evaluate Business School courses by completing paper-based questionnaires. Often these will be completed during lectures and tutorials and towards the end of the semester. However, we continue to look at ways to improve how we collect student feedback and this may include complete questionnaires on your mobile phone, online and at any earlier stage of the course. Information about when this course will be evaluated will be circulated at the appropriate time. Academic staff review the feedback provided in the questionnaire and will produce a written response. The feedback and responses will be discussed at the January Staff-Student Liaison Committee meeting.

Student participation and feedback Business & Management seeks to continually improve your undergraduate experience in all aspects but, particularly, academically. We have a number of ways of achieving this and consider your participation to be very important.

About the course

Course aims This course will focus on ten key aspects of organizational management. These are organizational environment; organization culture; motivational needs; person-organization fit; organization structure; management activities and roles; job-work design; managerial control; communication; and corporate social responsibility. These have been chosen as they provide engineering students with a sound foundation for later studies of managerial and organizational topics in subsequent years. The topics and the assignment also give students the opportunity to investigate organizations of which they have had first-hand experience. Relating the academic literature to real organizational practice can highlight the relevance of the former to the latter, and allow students to discover more about the companies to which they might apply after they graduate.

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Course intended learning outcomes By the end of the course, you should be able to: Relate research and theory on the course topics to the working practices of contemporary

organizations. Critically analyse the nature of work and employment from the perspective of both employees

and managers. Demonstrate an understanding of the principles and techniques of managing people in modern

organizations. Demonstrate a critical understanding of management of organizations at individual, group and

organizational level.

Additional graduate attribute skills are: engaging in a critical analysis of academic texts evaluating published research self-assessment speaking in public problem solving effective communication team working

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Teaching methods

Lectures YOU ARE EXPECTED TO ATTEND ALL LECTURES. Lecture sessions start at 5 minutes past the hour and end 5 minutes before the next. The lecture schedule, topics and readings are listed below.

PowerPoint slides and/or notes to accompany the lectures will be made available in Moodle as the course proceeds. The notes are provided to help you make the most of the lectures. They are not a substitute for attendance at lectures. Missing lectures on a regular basis is very likely to result in poor performance in the course.

Lecture Day Date 2015

Object Topic

1 W 14-Jan Introduction to course Assignment briefing

2 Th 15-Jan 01 Office building-1 Physical structure 3 W 21-Jan Office building-2 4 Th 22-Jan 02 Organization chart-1 Organization structure 5 W 28-Jan Organization chart-2 6 Th 29-Jan 03 Managerial work-1 Manager role profile 7 W 04-Feb Managerial work-2 8 Th 05-Feb 04 Management control-1 Performance appraisal form 9 W 11-Feb Management control-2

10 Th 12-Feb 05 Person-organization fit-1 Graduate application form 11 W 18-Feb Person-organization fit-2 12 Th 19-Feb 06 Organizational image-1 Employment advertisement 13 W 25-Feb Organizational image-2 14 Th 26-Feb 07 Organization communication-1 Annual report commentary 15 W 04-Mar Organization communication-2

Assignment Submission

16 Th 05-Mar 08 Examination briefing 17 W 11-Mar Motivational needs-1 Graduate recruitment document 18 Th 12-Mar Motivational needs-2 19 W 18-Mar Job design-1 Worker job description 20 Th 19-Mar 09 Job design-2 21 W 25-Mar Organizational culture-1 Mission statement 22 Th 26-Mar 10 Organizational culture-2

Reading You will need to read widely around topics and this involves finding textbooks by different authors, who may give different information as well as present a topic from a different perspective. This is particularly relevant to your assignment, where you will be expected to discuss different perspectives and their application in practical contexts.

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Below is a range of books which can be found in the University Library. The chapters/pages relevant to each assignment briefing can be found by referring to the key terms at the back of the book in the indexes. You are recommended to consider a range of books rather than a few titles. You are advised to refer to books in the following three bibliographical ranges in the Glasgow University Library (Floor 6) and in the Adam Smith Library: Economics C310; Economics C380 and Economics S537-S540.

The chapters of the books below complement, develop or provide contrasting perspectives. The assignment questions require students to incorporate a range of readings. The books below can be consulted on short loan. This list is not exhaustive and there are many other appropriate texts available in the book range on the shelves.

Examination - To revise a topic for the end-of-course examination, look up the key terms listed at the start of each set of lecture slides, and look these up in the indexes of your chosen textbooks below. Also, consult some of the specialist journal articles on the examinable topic listed below.

Assignment - To prepare your assignment essay, do the same but, in addition, consult the journals in the specialist reading list shown in the briefing for each assignment topic.

Reading - alternatives (Found on shelves numbered: Economics C310; Economics C380 and Economics S537-S540. Use earlier editions of these same books)

Huczynski, A.A and Buchanan, D.A. (2013) Organizational Behaviour, Prentice Hall Financial Times, 8th edition

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Arnold, J. et al. (2010), Work Psychology, fifth edition, Financial Times Prentice Hall (Psychology F780 ARN) Boddy, D. (2008), Management: An Introduction, Prentice Hall (Economics C.580.7) Bratton, J. et al. (2010), Work and Organizational Behaviour, second edition, Palgrave (Economics qC580.7 BRA) Clegg, S. et al. (2008), Managing and Organizations, second edition, Sage (Economics C310 CLE4) Colquitt, J.A., Lepine, J.A. and Wesson, M.J. (2009), Organizational Behaviour, McGraw Hill Irwin (Economics C580.7 COL) Daft, R.L. (2008), New Era of Management, Thomson South Western (Economics qC310 DAF) Daft, R, L and Marcic, D. (2009), Management: The New Workplace, South-Western (Economics C310 DAF) Daft, R.L., Kendrick, M. and Vershinina, N. (2010), Management, Cengage (on order) Fincham, R. and Rhodes, P. (2005), Principles of Organizational Behaviour. University Press (Economics C580.7.FIN) French, R., Rayner, C., Rees, G. and Rumbles, S. (2008) Organizational Behaviour, Wiley (Economics qC580.7 GEO) George, J.M. and Jones, G.R. (2007), Understanding and Managing Organizational Behaviour, Pearson Prentice Hall (Economics qC580.7 GEO) Greenberg, J. and Baron, R.A. (2008), Behaviour in Organizations, Pearson Prentice Hall (Economics qC580.7 GRE2)

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Hannagan, T. (2008), Management: Concepts and Practices, fifth edition, Financial Times Prentice Hall (Economics C310 HAN5) Hatch, M. J. (2006) Organization Theory, Oxford University Press. (Economics C580.7 HAT) Knights, D. and Willmott, H. (2007), Introducing Organizational Behaviour and Management, Thomson (Economics qC580.7 KNI) Linstead, S., Fulop, L. and Lilley S. (2009), Management and Organization: A Critical Text. Second edition, Palgrave, (Economics C310.LIN3) Martin, G. and Fellenz, M. (2010), Organization Behaviour and Management, fourth edition, (Economics C580.7 MAR) McKenna, E. (2006), Business Psychology and Organisational Behaviour: A Student's Handbook, fourth edition, Psychology Press, (Economics S537.MACKE) Mullins, L.J. (2010), Management ad Organisational Behaviour, ninth edition (Economics C580.7.MUL). Noon, M. and Blyton, P. (2007), The Realities of Work, Palgrave, 3rd edition. (Economics J104.NOO2) Quick, J.C. and Nelson, D.L. (2009), Principles of Organizational Behaviour, sixth edition, South-Western Cengage Robbins, S.P. and Judge, T.A. (2007), Organizational Behaviour, twelfth edition, Financial Times, Prentice Hall Economics C580.7 ROB8 Robbins, S.P., Judge, T.A. and Campbell, T.T. (2010), Organizational Behaviour, Financial Times Prentice Hall, Economics C580.7 ROB9 Robbins, S.P., DeCenzo, D.A. and Coulter, M. (2011), Fundamentals of Management, Pearson (on order) Rollinson, D. (2008), Organisational Behaviour and Analysis: An Integrated Approach, fourth edition, (Economics C580.7 ROL) Slocum, J.W. and Hellriegel, D. (2009), Principles of Organizational Behaviour, South Western Cengage,(Economics qC580.7 SLO) Whetten, D.A. and Camerson, K.S. (2011), Developing Management Skills, eight edition, Pearson (on order) Wilson, F. (2010), Organizational Behaviour and Work: A Critical Introduction, third edition, Oxford University Press (Economics C580.7.WIL) Woods, S.A. and West, M.A. (2010), The Psychology of Work and Organizations, South Western Cengage Learning

Journals Each assignment briefing (found on MOC -Moodle) contains detailed references to alternative journal readings. As recommended in the briefing note:

Use the Articles tab on the library home page at: http://www.gla.ac.uk/services/library/searchfor/#tabs=1

OR

Type in the name of the required journal at: http://eleanor.lib.gla.ac.uk/search~S1/ Then locate the electronic version of the journal, finally select its volume number and part number; and then scroll to the required page range

OR

Insert your required journal article title into Google Scholar:

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http://scholar.google.co.uk/

Specialist reading for examination topics

To help you with your revision, below are a list of journal articles relevant to the course topics which will be covered in the examination. In addition to these, use any other relevant journal articles or books on the topic that you find yourself.

Employment advertisement / organizational image

Abratt, R. (1989), A new approach to the corporate image management process, Journal of Marketing Management, vol.5, no.1, pp.63-76 (corporate image)

Barich, H. and Kotler, P. (1991), A framework for marketing image management, Sloan Management Review, vol.32, no.2, pp.94-105

Bayton, J. (1959), Researching the corporate image, Public Relations Journal, vol. 4, (October), pp. 3-8.

Belt, J.A. and Paolillo, J.G.P. (1982), The influence of corporate image and specificity of candidate qualifications on response to recruitment advertisements, Journal of Management, vol.8, no.1, pp.105-112

Bick, G., Jacobson, M. C., and Abratt, R. (2003), The corporate identity management process revisited, Journal of Marketing Management, vol.19, no.7/8, pp. 835-855 (corporate image)

Dowling, G.R. (1986), Managing your corporate image, Industrial Marketing Management, vol.15, no.2, pp.109-115 (corporate image)

Dowling, G. (1993), Developing your company image into a corporate asset, Long Range Planning, vol.26, no.2, pp.101-109 (corporate image)

Dutton, J.E., Dukerich, J.M., and Harquail, C.V. (1994), Organizational images and member identification, Administrative Science Quarterly, vol.39, no.2, pp.239-263 (corporate image)

Eells, R. (1959), The corporate image in public relations, California Management Review, Summer, vol.1, no.4, pp.15-23 (corporate image)

Ferguson, D.P., Wallace, J.D. and Chandler, R.C. (2012), Rehabilitating your organizations image, Public Relations Journal, vol.6, no.1, pp. 1-3

Gatewood, R.D. (2012a), Corporate image, recruitment image and initial job choice decisions Academy of Management Journal, vol.36, no.2, pp.414-427 (corporate image)

Gatewood, R.D., Gowan, M.A. and Lautenschlager, G.J. (1993), Corporate image, recruitment image, and initial job choice decisions, Academy of Management Journal, vol.36, no.2, pp.414-427 (corporate image)

Kennedy, S.H. (1977), Nurturing corporate images: Total communication or ego trip, Journal of Marketing, vol.11, no.3, pp. 120-164

Lemmink, J., A. Schuijf, and S. Streukens, S. (2003), The role of corporate image and company employment image in explaining application intentions, Journal of Economic Psychology, vol.24, no.1, pp.1-15

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Marziliano, N. (1997), Organizational images: Between being and appearing, Corporate Reputation Review, vol.1, no.2, pp.158-164 (corporate image)

Mason, C.J. (1993), What image do you project', Management Review, vol.82, no. 11, pp. 10-11 (corporate image)

Nguyen, N. and Lebianc G. (2001), Corporate image and corporate reputation in customers retention decisions in services, Journal of Retailing and Consumer, Services 8, vol8, no.4, pp.227-236 (corporate image)

Schmitt, B.H., Simonson A. and Marcus, J. (1995), Managing corporate image and identity, Long Range Planning, vol.28, no.5, pp. 82-92

Schmitt, B.H., Simonson A. and Marcus, J. (1995), Managing corporate image and identity, Long Range Planning, vol.28, no.5, pp. 82-92

Annual report commentary / organizational communication

Abrahamson, E. and Amir, E. (1996), The information content of the presidents letter to shareholders, Journal of Business Finance and Accounting, vol.23, no.8, pp.1157-1182 (C-factors)

Arvidsson, S. (2011), Disclosure of non-financial information in the annual report: A management-team perspective, Journal of Intellectual Capital, vol.12, no.2, pp.277-300

Beattie, V, Jones, M, Mellett, H (1996), Annual reports: companies could do better, Management Accounting, 74, pp.52-54 (C-factors)

Bowman, E. H. (1984), Content analysis of annual reports for corporate strategy and risk, Interfaces, 14, pp-61-71 (C-factors)

Clarke, G. and Murray, L.W. (2000), Investor relations: perceptions of the annual statement, Corporate Communications: An International Journal, vol.5, no.3, pp.144-151 (information/propaganda)

Courtis, J. K. (1982), Private shareholder response to corporate annual reports, Accounting and Finance, vol. 22, no.2, pp.53-72

Cready, W. M.and Mynatt, P. G. (1991), 'The information content of annual reports: A price and trading response analysis', Accounting Review, pp.291-312 (C-factors).

David, C. (2001), Myth-making in annual reports, Journal of Business and Technical Communication, vol.15, no.2, pp.195-222 (propaganda)

Davison, J. (2002), 'Communication and antithesis in corporate annual reports: a research note', Accounting, Auditing & Accountability Journal, vol.15, no.4, pp.594~608 (V-visuals)

Desmond, P. (2000), Reputation builds success tomorrows annual report, Corporate Communications: An International Journal, vol.5, no.3, pp. 168-173

Ditlevsen, M.G. (2012), Revealing corporate identities in annual reports, Corporate Communications: An International Journal, vol.17, no.3, pp.379-403

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Hines, R.D (1982), The usefulness of annual reports: the anomaly between the efficient markets hypothesis and shareholder surveys, Accounting and Business Research, vol.12 no.48, pp.296-309

Holliday, K.K. (1994), Annual reports as marketing tools, Bank Marketing, vol.26, no.8, pp.22-29 (marketing)

Hooks, J., D. Coy and H. Davey, 2002, The information gap in annual reports, Accounting, Auditing & Accountability Journal, vol.15, no.4, pp. 501-522 (C-factors).

Judd, V.C. and Tims, B.J. (1991), How annual reports communicate a customer orientation, Industrial Marketing Management, vol.20, no.4, pp.353-360 (impression management)

Lee, T (1994), The changing form of the corporate annual report, The Accounting Historians Journal, vol.21, no.1, pp.215-32

Marino, A (1995), Separating your annual report from the herd, Public Relations Quarterly, vol. 40, no.2, pp.44-7.

Parker, L.D (1982), Corporate annual reporting: a mass communication perspective, Accounting and Business Research, vol.12, no.48, pp.279-86

Porter G.L and Rezaee, Z (1993), 'Can the annual report be improved?', Review of Business. 15.1 (Summer-Fall): p38-41

Preston, A., Wright, C. and Young, J. (1996), Imag[in]ing annual reports, Accounting, Organizations and Society, vol.21, no.1 pp.113-137 (V- Imagery in annual reports)

Simpson, L. (2000), The annual report: An exercise in ignorance?, Accounting Forum, vol. 24, no.3, pp. 231247 (propaganda/(readability of reports)

Graduate recruitment document / motivational needs

Avery, D.R. and McKay, P.F. (2006), 'Target practice: An organizational impression management approach to attracting minority and female job applicants', Personnel, vol.59, no.1, pp.157-187 (V-diversity photographs; C-diversity statements)

Bhattachanaya, C.B. and Sen, S. and Korschun, D. (2008), 'Using corporate social responsibility to win the war for talent', Sloan Management Review, vol.49, no.2, pp.37-44 (C- CSR statements in adverts)

Blackman, A. (2006), Graduating students responses to recruitment advertisements, Journal of Business Communication, vol.43, no.4, pp.367-388

Born, M.P. and Taris, T.W. (2010), The impact of the wording of employment advertisements on student's inclination to apply for a job, Journal of Social Psychology, vol.150, no.5, pp.485-502 (C- advert language)

Branine, M. (2008), Graduate recruitment and selection in the UK', Career Development International, vol.13, no.6, pp.497-513 (C- advert language)

Greening, D. and Turban, D. (2000), Corporate social performance as a competitive advantage in attracting a quality workforce, Business and Society, vol.39, no.3, pp.254-280 (C-CSR)

Herriot, P. (1988), Graduate recruitment: Psychological contracts and the balance of power, British Journal of Guidance and Counselling, vol.16, no.3, pp. 228-239

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Jennings, M., Werbel, J.D. and Power, M.L. (2003), The impact of benefits on graduating student willingness to accept job offers, Journal of Business Communication, vol.40, no.4 pp.289-302

Keenan, A. and Scott, R.S. (1985), Graduate recruitment: How graduate 'select' companies - A note, Personnel Review, vol.14, no.1, pp.12-14

Maurer, S.D., Howe, V. and Lee, T.W. (1992), Organizational recruiting as marketing management: An interdisciplinary study of engineering graduates, Personnel Psychology, vol.45, no.4, pp. 807-833

Trank, C. Q., Rynes, S. L. and Bretz, R. D. (2002), Attracting applicants in the war for talent: Differences in work preferences among high achievers, Journal of Business and Psychology, vol.16, no.3, pp.331-344

Turban, D.B. and Greening, D.W. (1997), Corporate social performance and organizational attractiveness to prospective employers, Academy of Management Journal, vol.40, no.3, pp. 658-672 (C-CSR)

Worker job description / person-job fit

Allan, C., Bamber, G.J. and Timo, N. (2006), Fast-food work: are McJobs satisfying?, Employee Relations, vol.28, no.5, pp.402-420.

Aurora University (2003), Job Description Manual: Guidelines for Writing Job Descriptions in the Aurora format, Aurora University

Blood, M.R. (1969), Work values and job satisfaction, Journal of Applied Psychology, vol.53, no.6, pp. 456-9

Carless, S. A. (2005), Personjob fit versus personorganization fit as predictors of organizational attraction and job acceptance intentions: A longitudinal study. Journal of Occupational and Organizational Psychology, vol.78, no.3, pp. 411-429.

Gan, M. and Kleiner, B.H. (2005), How to write job descriptions effectively, Management Research News, vol.28, no.8, pp.48-54

Gould, A.M. (2010), Working at McDonalds: Some redeeming features of McJobs, Work, Employment and Society, vol.24, no.4, pp. 780-802

Hackman J. R., and Oldham, G. R (1976), Motivation through design of work, Organizational Behaviour and Human Performance, vol. 16, no.2, pp. 250-79

Heathfield, S.M., More About Why Job Descriptions Make Good Business Sense http://humanresources.about.com/od/glossaryj/a/jobdescriptions_2.htm

Herzberg, F. (1968), One more time: how do you motivate employees?. Harvard Business Review, vol. 46, no.1, pp.53-62.

Kalleberg, A.L. (2008), The mismatched worked: When people dont fit their jobs, Academy of Management Perspectives, vol.22, no.1, pp. 24-60

Kristof-Brown, A. (2000), Perceived application fit: Distinguishing between recruiters perceptions of person-job and person-organization fit, Personnel Psychology, vol.53, no.3, pp.643-671

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Kristof-Brown, A. L., Zimmerman, R.D., and Johnson, E.C. (2005), Consequences of individuals fit at work: A meta-analysis of person-job, person-organization, person-group and person-supervisor fit, Personnel Psychology, vol.58, no.2, pp.281-342

Lauver, K.J. and Kristof-Brown, A. (2001), Distinguishing between employees perceptions of person-job and person-organization fit, Journal of Vocational Behaviour, vol.59, no.3, pp.454-470

Min, J.C. and Kleiner, B.H. (2001), How to hire employees effectively, Management Research News, vol.24, no.12, pp.31-38

Norstedt, D.S. Massengill, D. and Schneider, H.L. (2006), Is job enrichment a success or a failure, Journal of Human Resource Management, vol.18, no.4, pp.28-37

O'Reilly, C. (1977), Personality-job fit: Implications for individual attitudes and performance. Organizational Behavior and Human Performance, vol.18, no.1, pp. 36-46

Ortega, J. (2001), Job rotation as a learning mechanism: Journal of Management Science, vol.47, no.10, pp.1361-1370

Sekiguchi, T. (2004), Person-organization fit and person-job fit in employee selection: A review of the literature, Osaka Keidai Ronshu, vol.54, no.4 or 6, pp.179-196

Swallow, E. (2011), How to: Write a Job Description [Online] From: http://mashable.com/2011/06/03/how-to-write-job-description/

Walker, C.R. (1950), The problem of the repetitive job, Harvard Business Review, vol.28, no.3, pp.54-58

Mission statement / organization culture

Babnik, K., Breznik, K.,Dermol, V. and Sirca, N.T. (2014), The mission statement: Organizational culture perspective, Industrial Management & Data Systems, vol.114, no.4, pp.612-612

Bartkus, B.R. and Glassman, M. (2008), Do firms practice what they preach? The relationship between mission statements and stakeholder management, Journal of Business Ethics, vol.83, no. 2, pp. 207-216

Bartkus, B.R., Glassman, M. and MeAfee, R.B. (2000), Mission statements: Are they smoke and mirrors? Business Horizons, vol. 43, no.6, pp.23-28

Bartkus, B.R., Glassman, M. and McAfee, R.B. (2005), Mission statement quality and financial performance, European Management Journal, vol.24, no.1, pp. 86-94

Campbell, A. (2007), Does your organization need a mission, Leadership & Organization Development Journal, vol.10, no.3, pp.3-9

Collins, J.C. and Porras, J.I. (1991), Organizational vision and visionary organizations, California Management Review, vol.34, no.1, pp.30-52

David, F.R. and David, F.R. (2003), Its time to redraft your mission statement, Journal of Business Strategy, vol.24, no.1, pp.11-14

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Desmidt, S., Prinzie, A. and Decramer, A. (2011), Looking for the value of mission statements: A meta-analysis of 20 years of research, Management Decision, vol.49, no.3, pp. 468-483

Fairhurst, G. (1997), Why are we here? Managing the meaning of the organizational mission statement, Journal of Applied Communication Research, vol.25, no.4, pp. 243-263

Gharleghi, E., Nikbakht, F., and Bahar, G. (2011), A survey of relationship between the characteristics of mission statements and organizational performance, Research Journal of Business Management, vol.5, no.3, pp. 117-124

Hackley, C. (1998), Mission statements as corporate communications: The consequences of social constructionism, Corporate Communications An International Journal, vol. 3, no.3, pp.92-98

Ireland, R. and Hitt, M. (1992), Mission statements: importance, challenge and recommendations for development, Business Horizons, vol.35, no.3, pp. 34-43

Khalifa, A.S. (2011), Three Fs for the mission statement: Whats next?, Journal of Strategy and Management, vol.4, no.1, pp. 25-43

Klemm, M., Sanderson, S. and Luffman, G. (1991), Mission statements: Selling corporate values to employees, Long Range Planning, vol.24, no.3, pp.73-8

Morphew, C.C. and Hartley, M. (2006), Mission statements: A thematic analysis on rhetoric across institution type, Journal of Higher Education, vol.77. no.3, pp.456-71

Mullane, J.V. (2002), The mission statement is a strategic tool: when used properly, Management Decision, vol.40, no.5, pp. 448-455

Nash, L. (1988), Mission statements Mirrors and windows, Harvard Business Review, vol. 66, no.2, March-April, pp.155-6

Pearce, J.A. (1982), The company mission as a strategic tool, Sloan Management Review, vol.23, no.3, Spring, pp.15-24

Sattari, S., Pitt, L. F. and Caruana, A. (2011), How readable are mission statements? An exploratory study, Corporate Communications: an International Journal, vol.16, no.4, pp.282-292

Stallworth Williams, L. (2008), The mission statement: a corporate reporting tool with a past, present and future, Journal of Business Communication, vol.45, no.2, pp.94-119

Weiss, J.A. and Piderit, S.K. (1999), Value of mission statement in public agencies, Public Administration Research and Theory, vol.9, no.2, pp.193-223

Williams, L.S. (2008), The mission statement: A corporate reporting tool with a past, present and future, Journal of Business Communication, vol.45, no.2, pp.94-119

Printed editions of some of these journals can be found in the University Library (level 6).

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Minimum requirements for credit In order to be awarded credit for this course, students must complete at least 75% of the course assessment.

Assessment

Assessment methods This course is assessed in the following ways: One, 2,500 word assignment (50%) A one-hour degree exam (April/May) (50%)

The first five topics (1-5) in the course will be examined by means of an assignment. They will NOT be included in the end of course examination. Only the second set of five topics (6-10) will be included in the end-of-course examination.

Assignment There are five assignment topics and students are required to choose ONE. These can be found on Moodle. Each assignment has four questions associated with it, all of which should be answered. The assignment counts for 50% of your final course grade, and is thus a substantial piece of work. The amount of research, reading and analysis done by students should reflect this. In addressing the assignment questions, your essay answer should evaluate the literature on the topic by: discussing what different authors say; what is the evidence for their assertions; who agrees and disagrees with whom; which are the areas of uncertainty; and clarifying the relevance of all this to the essay question. It may also involve speaking to people.

The answers in your assignment report should incorporate material obtained from at least two texts taken from the Basic Reading list and at least 4 texts from the Specialist Reading list. The wider the reading (provided it addresses the answer) the better your grade will be. Authors cited in the your appear in the references at the back. Assignments should be 2,500 words in length. All words in the references and in appendix are excluded from the word count. Include the word count at the front of your assignment. The submission date is Wednesday, 4th March 2015.

MOC assignment presentation requirements

Read the following assignment presentation requirements carefully, and follow them.

1. The assignment should be 2,500 words long no shorter and no longer.

2. The number of your chosen assignment should be inserted opposite the word count on the Undergraduate Assessment Front Cover Sheet.

3. It should have 1.5 line spacing.

4. It should have exactly a 2.5 cm margin on the left hand side, and a 4 cm margin on the right hand side.

5. The assignment word count excludes the appendices and references.

6. If the assignment question comes in multiple parts - e.g. (a), (b), (c) and (d) indicate clearly which part of the question your answer is referring to, by labelling it.

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7. Place all completed templates in the appendix at the back of the assignment, after the references section.

8. Within your answer, cite authors contributions by their name, using surname + year of publication e.g. Shum (2011); Huczynski and Buchanan (2013), not by their journal article title, the journal name, or name of their book.

9. All quotations should have the page indicated on which they appear e.g. Shum, 2011, p.405

10. Do not use footnotes. Place all author citations at the end of the essay in the references section.

11. In the references section, list the authors alphabetically, by first author surname.

12. For journal articles, include author name, year, article title, journal name, volume number, issue number and page range, e.g.:

i. Shum, P.K. (2011), Ethics and law: Guiding the invisible hand to correct corporate social responsibility externalities, Journal of Business Ethics, vol.24, no.3, pp. 403-441

13. For books, include author name, book title, publisher, place of publication, e.g.: i. Huczynski and Buchanan (2013),Organizational Behaviour, Prentice Hall /

Financial Times, Harlow, Essex

14. In the References, always give full details about an authors original journal article / book, irrespective of which publication you found it in - NOT: Brown (2004) found in Shum (2011). Give the full Brown reference instead.

15. The minimum reading requirement is 2 textbooks and 4 academic journal articles. Answers that exceed the minimum, incorporating wider reading, will obviously secure higher grades.

16. Number the pages of your assignment.

17. Use the blank templates that are supplied for all 5 MOC assignments, and which are available in Word format for downloading from the Moodle website.

Degree exam The degree exam will take place within the April / May exam diet. The date, time and venue will be published by Registry on their website.

Dates and deadlines The School will routinely schedule in-course exams (outwith the main degree diet) during early evenings and on Saturdays. Degree exams may be scheduled during evenings and at weekends.

If a planned absence relating to religious observance conflicts with exam timetabling, please refer to the Universitys Religion and Belief Equality Policy for guidance, noting that you must take action

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at the earliest available opportunity http://www.gla.ac.uk/services/humanresources/equalitydiversity/policy/equalitypolicy/

All students must take degree exams in Glasgow during the December and April/May diets. No provision can be made to take these outwith Glasgow unless exceptional circumstances (relating to illness/difficult personal circumstances) apply.

Resit exams are scheduled in August (and cannot be scheduled during the December and April/May diets). Students can apply to take exams scheduled in August overseas and will find information about this process on Registrys web site. Please be aware that you will be able to take exams overseas only if Registry can organise the exam in an approved venue at the same time as the exam in Glasgow. If this is not possible owing to time differences, you will have to return to Glasgow.

We very strongly advise against making travel arrangements before the end of an exam diet as dates are always subject to change. This happens infrequently but it does happen. If you are taking courses that are assessed by class test/in-course exam, please check dates (if not yet published) with your Programmes Administrator before booking travel.

The assignment topic will be announced on Moodle. The assignment should be submitted no later than 12pm, on 4th March 2015, details regarding the submission location and process will be released shortly. You should also submit this electronically via Turnitin..

Assessment Date/Time/Venue Types of Questions

Weightings

Assignment

4th March 2015 Essay 50%

April/May Degree Examination

Date and location to be announced in March (1 hour exam)

2 essay questions 50%

Those failing to submit their assignment by the due date will receive an email, (incorporating a delivery confirmation report), requesting an immediate explanation. Late submission penalties will be applied as detailed below.

Once your work has been marked, you will be able to collect your copy of the Assignment and a completed cover sheet, which will detail your grade and offer specific feedback on your work.

Plagiarism and use of Turnitin software Students must ensure that they understand how to avoid plagiarism in their assessed work. The Adam Smith Business School uses the Turnitin software to allow students to check their work for plagiarism before submission. We also use Turnitin to check students work for plagiarism. Therefore, when submitting your assignments, you must also submit a copy to Turnitin as a mandatory requirement. Information about how to use Turnitin can be found on Moodle. Further instructions on assignment submissions will be provided at the relevant times. The Undergraduate Handbook further explains what plagiarism is, University policies and the consequences of plagiarising assessment.

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Late submission of assignments and extensions Students must submit coursework in accordance with the deadlines. The grade given to any piece of coursework that is submitted late will be reduced by two secondary bands per working day (or part of a working day) for up to five working days. After this, the work will be awarded a grade H (0). If the coursework is not submitted by the date that grades and feedback are returned to the class, the work will be graded H and the grade for the course will be CW because it will not be possible to meet the minimum requirements for credit at the first attempt.

If circumstances beyond your control prevent you from submitting your assignment on time, you may request an extension of up to three working days or for penalties applied for late submission to be waived. Retrospective penalties will only be waived if circumstances prevented you from requesting an extension before the deadline.

Extensions can also be granted/penalties can be waived in accordance with University regulations governing good cause if you are unable to submit work on time because of medical or difficult personal circumstances. These requests must be supported by appropriate evidence and must be submitted within 7 days of the deadline unless the reasons for submitting late also prevent timely reporting.

If either of these situations applies to you, please contact Wendy Weaver by e-mailing Wendy.Weaver@glasgow.ac.uk.

Further information about these regulations can be found in the Undergraduate Handbook.

Incomplete and under-performance in assessment If you believe that illness or difficult personal circumstances will prevent/have prevented you from attending an exam/completing other types of assessment or that these caused you to do less well in assessment than you would have done otherwise, you must bring these circumstances to the attention of the Programme Administrator by completing the Student Notification of Good Cause form (download from Moodle) or complete a MyCampus absence report within 7 days of the submission/exam date.

Full details of the relevant regulations governing good cause and the process for reporting such circumstances can be found in the Undergraduate Handbook. It is very important that you consult these and take appropriate action promptly to allow extenuating factors to be taken into account.

How your assessment is marked All assessment is awarded a grade which is combined with other components of assessment (according to the weighting indicated) to arrive at a grade for your course.

Please refer to the Adam Smith Undergraduate Handbook, sections on Grades and outcomes, Marking procedures and Feedback for further information. The Undergraduate Handbook also provides information about the role of the Board of Examiners and External Examiners.

Return of grades and feedback The Adam Smith Business School aims to return coursework grades and feedback promptly and in accordance with University policy, which requires these to be returned to students no later than four weeks after the submission/exam date (excluding vacation dates). If we are unable to comply with this policy, we will email you with an explanation and indicate when you can expect to receive your

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grades/feedback. It takes longer to return course grades following degree exams because assessment, at this stage, is reviewed by external examiners and a Board of Examiners. You will be advised of the date of the Board of Examiners meeting and, consequently, the date of publication of course grades on MyCampus.

Students will be able to collect assignment feedback from the School reception only between 2 pm and 4 pm. Reception staff wont permit collection outside these times because of the health and safety risks associated with overcrowding in the reception area. Student cooperation with this policy is appreciated.

Please note that all grades released by the subject area and those published on MyCampus in January are provisional subject to approval by the main Board of Examiners, which meets in June. As before, please refer to the Undergraduate Handbook for more information.

Reassessment Students may be entitled to resubmit assignments/resit exams if they have not completed the minimum level of assessment required for credit at the first attempt. In the case of students who successfully demonstrate good cause, the reassessment is treated as a first attempt. For other students, reassessment is treated as a second attempt and the course result is based on the best performance (whether first or second) in each component. The grade achieved at the second attempt will be published on your HEAR (Higher Education Achievement Report) but it will be capped at the equivalent of D3 (9 grade points) for the purposes of calculating your Grade Point Average (GPA).

Please refer to the Undergraduate Handbook for more information about the Business Schools reassessment policy, including timetabling details.

Past exam papers Working through past exam papers and discussing how you would tackle different questions provides a useful basis for group work and self-study. The key topics and the format of the exam this year are different from previous years. Previous years degree examination papers can be consulted in both the Main Library and the Adam Smith Library. The papers can also be accessed via the following Library link: http://www.gla.ac.uk/services/library/searchfor/electronicexampapers/.

Help with the course

Please refer to the Undergraduate Handbook for more information about the Adam Smith Business Schools reassessment policy.

If something in the Business and Management course is really worrying you, you should contact the Programme Administrator.

Please consult the Undergraduate Handbook for other sources of help. A wide range of services are provided for your benefit and you should make use of them whenever necessary.

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Complaints

The University has a formal policy for complaints, which has been updated for 2013/14. More information can be found in the Undergraduate Handbook and full details can be found online at: http://www.gla.ac.uk/services/registry/support/policies/#tabs=0

Appeals An appeal is a formal procedure whereby you can challenge decisions taken by the School. Please consult the School Undergraduate Handbook in the first instance for information.

Sample MOC questions for 2014-15 examination topics

1. What is organizational image? How can companies design their employment advertisements to enhance their organizational image to their various stakeholders?

2. How do graduate recruitment documents attempt to persuade students to apply to companies (100%)?

3. What are the obstacles to a companys management communicating effectively with its various stakeholders? Using its annual report commentary (50%) How might such obstacles be overcome? (50%)

4. What theories of motivation or models can be used to redesign work so as to increase the job satisfaction of those who do it (50%). What specific changes to the way that work is organized and performed, do these theories recommend? (50%)

5. In your view, which five components of a mission statement should always be included in it? Justify your choice and provide examples (100%).

Further information

Students are strongly encouraged to read the Undergraduate Handbook, available on Moodle, for more detailed information about the policies and regulations that apply to various aspects of your studies.

You will also find more information about degree programme structures; studying abroad in your Junior Honours year; activities to help you develop your transferable skills which include courses, events and internships/placements; and, the support services provided by the University.