This assessment is worth 50% of the overall module mark.
Submission deadline date and time
See Online Campus
Module Leader (University of Salford): Dr Adrian Monaghan NB – students at Robert Kennedy College must contact their own module tutors regarding any queries about this assignment or its submission; please do not contact Dr Adrian Monaghan.
How to submit: You must submit via OnlineCampus.
Assessment task details and instructions
You must structure your report in the same order as the weighted assignment tasks set out below.
Word count
The word count for the report is 2000 words (+ / – 10%); NB Task 1 is not included in the word count.
The word count also excludes the following:
– cover page
– contents page
– references
– tables
– diagrams
– appendices
Abstracts / executive summaries are not required and will not be marked if included. BACKGROUND
SEAT, S.A. is a Spanish automobile manufacturer with its head office in Martorell (near Barcelona), Spain. The firm has been a wholly-owned subsidiary of Volkswagen Group since 1986.
The firm is strategically repositioning itself from a vehicle manufacturer to a provider of mobility services (i.e. where users pay for transportation only when they need it, rather than owning a personal vehicle that is not used most of the time), especially in increasingly crowded urban areas.
As stated by Luca De Meo, the firm’s Chairman:
“We are convinced that vehicles will become the second largest connected platform after the mobile phone and we will have the chance to integrate them into a rich ecosystem. This transformation forces us to innovate and move beyond the scope of being just a carmaker, stretching our value chain towards new mobility services, platforms and data businesses”.
As part of this repositioning, SEAT has identified ‘compact urban mobility’ (short commutes less than 10 kilometres within the city environment, using a small vehicle) as a core area for strategic development.
The firm unveiled its ‘Minimό’ concept vehicle at the 2019 Mobile World Congress to demonstrate SEAT’s vision of the ‘compact urban mobility’ of tomorrow.
Integrating the fields of electrification, connectivity and shared mobility the ‘Minimό’ is a 2-passenger quadricycle primarily intended for business-to-consumer carsharing providers* that has been designed to:
· have a considerably smaller ecological footprint (3.1 square metres) than a normal car (7.2 square metres) while providing safe, agile travel and easy parking
· release zero emissions due to its all-electric powertrain
· reduce the operating costs of carsharing providers by 50%, as the integrated battery-swap system means the vehicle rarely needs to be taken to a recharging point
· provide a convenient and smooth digital user experience for users based on hyperconnectivity with built-in 5-G technology
· allow the vehicle – in the future and subject to further development of autonomous technologies – to pick up the user when requested, thereby solving one of the main carsharing user pain points.
The ‘Minimό’ will go into production in 2021, leaving the firm with only 18 months to decide which city from across the globe will be most attractive for the product launch. SEAT’s international strategy team have already undertaken some initial desktop research.
Referring to the ‘C40 cities’ (94 of the world’s greatest cities whose mayors are committed to driving meaningful and sustainable action on climate change, including in the area of urban mobility), they have decided to focus on Manchester (UK) and Melbourne (Australia) as potentially attractive cities for the product launch of the ‘Minimό’.
As an external consultant, you have been commissioned by the team to research and evaluate these 2 cities and their wider macroenvironments in greater detail.
* Two of the main types of business-to-consumer car-sharing models are: Station-based carsharing (e.g. Zipcar, Communauto, Maven)– the user only has a choice between a round trip (picking the car up at Station A and returning it to Station A), or a tightly-monitored one-way trip (picking the car up at Station A and returning it to Station B). Those who plan trips ahead of time or are looking for a car at a specific time would benefit from these services. Free-floatingcarsharing (e.g. car2go, Gig or DriveNow) – the user can see which cars are available within a set operating area on a mobile app and choose the one closest to them. Once the user is finished using the car, they can drop off the car at any location within the set operating area, saving time and avoiding unnecessary trips. Those who are spontaneous and decide last-minute that they need a car would benefit from these services. NB the difference between carsharing and ridesharing: Carsharing = ‘I rent a car to drive now and park it when I’m finished; someone else will rent the same car later and drive it’; Ridesharing = ‘where several people with compatible destinations/routes go together in the same car (instead of travelling individually in their own personal car or in a carshare vehicle).
TASKS 1. In order to identify which city is the most potentially attractive destination for the launch of the SEAT ‘Minimό’, you are required to undertake a comparative analysis of what you believe to be the most relevant city-level urban mobility and wider macro-environmental factors of Manchester and Melbourne.
Task 1 must be presented in table format and must be no more than 8 pages in length.
Wider macro-environmental data should be recent, primarily quantitative and obtained from appropriate sources (e.g. the most recently published World Economic Forum’s Global Competitiveness report).
City-level urban mobility data should be recent, primarily quantitative and obtained from appropriate sources (e.g. the 2019 Deloitte City Mobility Index, which assesses the health of cities’ mobility networks and their readiness to embrace the future of mobility in the coming decades).
A scoring system should be used for each city-level / wider macro-environmental factor for each city to show whether each factor is more or less attractive for the company. These scores should then be totalled for each city in order to arrive at a score of overall attractiveness for each city.
Refer to the Assignment 1 Briefing slides for further guidance.
– Worth 40% of the overall mark
– Not included in the word count 2. Having identified the most attractive city for the product launch of the SEAT ‘Minimό’, provide an evaluation of the city-level / wider macro-environmental factors for your city that you believe to be of most relevance to SEAT – whether in terms of opportunities or threats.
· You must explicitly discuss the implications of these key city-level / wider macro-environmental factors for SEAT.
· No reference is to be made to the city that you found to be least attractive in Task 1.
Assessed intended learning outcomes
On successful completion of this assessment, you will be able to:
Knowledge and Understanding
1. Demonstrate an advanced understanding of the context of international strategy.
2. Demonstrate a comprehensive understanding of the macro-environment of international business and how it influences the value-adding activities and decision-making of firms.
3. Critically and comparatively evaluate the relative attractiveness of potential foreign markets to enter.
Transferable Skills and other Attributes
1. Apply planning, organising, decision-making and time management skills appropriate for use in an organisational context.
2. Experiment and develop personal initiative and responsibility in undertaking complex investigations in the solving of organisational problems and issues.
3. Critically analyse and apply key ideas and concepts via comprehensive research relevant both to the subject area and to professional practice in the field.
4. Use terminology associated with the subject area accurately and in a way which demonstrates sophisticated knowledge and understanding.
5. Develop and enhance individually and/or collaboratively effective written and/or oral communication skills for both specialist and non-specialist audiences.
Module Aims
1. To provide an advanced understanding of the context of international strategy (the current extent of globalisation, the importance of international activity today, and the reasons why firms compete across national borders).
2. To provide a comprehensive understanding of the macro-environment of international business and how it influences the value-adding activities and decision-making of firms.
3. To enable the critical and comparative evaluation of the relative attractiveness of potential foreign markets to enter.
4. To facilitate the strategic analysis of the internal and industrial environments of firms.
5. To enable a critical evaluation of the suitability of possible modes of entry available to firms seeking to expand into new foreign markets and advance appropriate and justified recommendations.
Feedback arrangements
“The purpose of feedback is not to provide students with a benchmark between passing and failing but to identify strengths and where there is room for improvement and development” (Assessment and Feedback for Taught Awards Policy).
You can expect to receive the provisional mark and feedback for this assessment 10 working days after submission.
All marks will be ratified at the appropriate Board of Examiners following internal and external moderation.
Please note that being dissatisfied with your results does not constitute grounds for an academic appeal.
Support arrangements – University of Salford Students only
The University offers a range of support services for students through askUS.
If personal mitigating circumstances may have affected your ability to complete this assessment, you can find more information about personal mitigating circumstances procedure here.
Support arrangements – Robert Kennedy College
Your institution will have its own support arrangements – please contact your module tutors / administrators / StudentCare regarding support arrangements (personal mitigating circumstances / academic misconduct etcetera); please do not contact Dr Adrian Monaghan.
Assessment Criteria – Robert Kennedy College
See OnlineCampus for the Level 7 Grade Descriptors for the assessment.
Academic Misconduct is an action which may give you an unfair advantage in your academic work. This includes plagiarism, asking someone else to write your assessment for you or taking notes into an exam. The University takes all forms of academic misconduct seriously. You can find out how to avoid academic misconduct here https://www.salford.ac.uk/skills-for-learning.
Students are expected to learn and demonstrate skills associated with good academic conduct (academic integrity). Good academic conduct includes the use of clear and correct referencing of source materials. Here is a link to where you can find out more about the skills which students require http://www.salford.ac.uk/skills-for-learning.
In Year Retrieval Scheme
Your assessment is not eligible for in year retrieval.
Reassessment
If you fail your assessment, and are eligible for reassessment, you will be advised of the resubmission date by your School Office.
For students with accepted personal mitigating circumstances, this will be your replacement assessment attempt.
Students should be aware that there is no late submission period at reassessment (this includes those students who have an accepted PMC request from a previous attempt).
If you need to be reassessed, the reassessment will be the same as the original assessment.
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I’m trying to learn for my Computer Science class and I’m stuck. Can you help?
How could you have changed or did the Organizational Strategy change?
What IS changes took place, if any?
What other non-IS challenges were presented with your case study?
What were the pros & cons about your case study?
What are the unknowns about your case stud?
Was there a competitive advantage for any parties outlined in your case study?
How were the people managed within your case study, positive & negative?
If you were the manager or leader, what would your group have do differently?
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ECON A822F: Economic Analysis in Global Market
(September 2020)
Test-Assignment 1
This assignment carries 20% of the mark for the course.
Please answer ALL the questions, and write down the steps in your answers.
Total marks: 100
Due Date: 11:59pm of Sunday 25
th October 2020
Submission method: Via OLE. Choose “Assignment 1”
Late assignments will attract a penalty of 10% per day.
Final Marks
(MARKER(S) ONLY)
Name:
Student ID:
INSTRUCTIONS:
1. Answer ALL questions.
2. Read the instructions of each question carefully.
3. Please include all steps in your answers. If you used a calculator or
Excel to find some numbers, make a note that those numbers came from
a machine.
4. If you draw diagrams, please make sure they are clearly presented.
人文社會科學院 School of Arts and Social Sciences
2
Guide to submission
File format and naming for submission
Please make sure that your submission includes the first page of this file as a
MS Word or PDF document, and TYPE in your name and student number.
Make sure that all the material of your assignment is included in a single file
when you submit. If you have photos, for example of graphs that you drew
by hand on a piece of paper, please insert them into one single word file, and
make sure that the quality of the pictures allows the marker to read them
properly.
Steps for submission:
First, click ‘Submission’ in the bottom right.
Second, go into ‘Assignment 1’.
3
Lastly, make sure you attach your file on this page, and then submit.
Some notes on submission and writing your answers:
1. If you need to calculate any numerical answer, please provide steps to the
calculations. While some calculations may require a calculator, just
giving the answer directly without explanation or intermediate steps will
not allow readers of your answer to understand your logic. If the answer
turns out to be wrong, the absence of intermediate steps will also not
allow markers to give partial credit.
2. As far as possible, please organise the steps and points of discussion you
wish to make by placing them in a coherent and logical order. Ask
yourself how you would like an answer to be organised if you were going to
have to read it.
3. Avoidance of plagiarism is essential. Even though the steps of
calculation questions may be highly similar, please use your own words to
explain your logic. If you need to quote lines or passages from books or
journal articles, make sure you give proper citations. Examples of
citations and references are provided in the lecture notes. Any work
that is found to have been plagiarised will result in a mark of zero.
4. You may also like to draw diagram to answer some of the questions,
whether on the computer or by hand on paper. If so, please draw them
clearly and label them so that readers can understand them clearly.
4
There are 2 questions in this test-assignment. Answer all questions.
References:
Lecture notes topics 1 to 3.
Krugman, P. R., M. Obstfeld, and M. J. Melitz (2018), International
Economics: Theory and Policy, 11th edition, Pearson. ISBN 9781292214870.
Question 1
Suppose there are only two countries in the world, Country A and Country B.
They can each produce two products, Good X and Good Y. Labour is the only
factor input in the production of both products. There are 100 workers in
Country A and 250 workers in Country B.
Figure 1 Production possibility frontiers for two countries
(a) Please find the opportunity costs for producing one unit of Good X and
one unit of Good Y for both Countries A and B. Explain clearly in which
good(s) do both Countries A and B have an absolute and comparative
advantage in.
(30 marks)
(b) Right now, both countries are now producing at point C (with half effort
in producing Goods X and Y) and they do not trade with each other.
5
Making use of your answer in part (a), explain how they should specialize
their production to raise world output above their current level. By how
much will world output of each good be increased through this
specialization?
(20 marks)
Question 2
Suppose there are two countries in the world, Home and Foreign, which
trade freely. There are only two goods in this world. X-ray machines (Good
X) requires capital and labour to produce, and yoghurt (Good Y) requires
land and labour to produce. Currently, Home imports Good X and exports
Good Y to Foreign. One day, producers in Home (but not in Foreign)
innovates and finds an improvement in its technology for producing Good X.
The Home X industry becomes more productive by 10% as a result. There is
no change in the productivities of any other good in either country. What
will this do to
(a) The world equilibrium relative price of X?
(15 marks)
(b) The real wage of labour in Home’s X industry?
(20 marks)
(c) The purchasing power of land rent in Foreign’s Y industry?
(15 marks)
Make sure you explain your answers. If you use diagrams, please draw and
label them clearly.
[END OF ASSIGNMENT]
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Can you help me understand this Accounting question?
The student will need to use the above mentioned sections in their 3000 words APA paper and will need to research, define, describe, and explain the following subsections of the same:
Marketing
What are metrics and control measures mechanisms in marketing?
What are the factors that influence consumer business purchasing?
What is segmentation?
What is competitive intelligence?
What are the 4 Ps of marketing?
Research, define, describe, and explain the above-mentioned.
Management
What is conflict and conflict resolution?
What is motivation and why is it important to managers?
What is recruiting and selection in the HR process?
What is employment planning, training, and development?
How does organizational structure affect organizational strategy?
What is supply chain logistics?
What is planning and control when it comes to supply chain management?
Research, define, describe, and explain the above-mentioned.
Finance
What is capital budgeting?
What is an operating budget?
Explain capital structure.
Explain what financing instruments are and discuss options, futures, derivatives and securities valuation.
Explain what the money market is and market efficiency
List three different types of financial ratios and explain them.
Research, define, describe, and explain the above-mentioned.
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ASSIGNMENT BRIEF ORGANISATIONAL BEHAVIOUR COURSEWORK (Stage 2 Accounting and Finance students) Mid Semester Assessment 201903 ABC Ltd
You are a management consultant and Richard Trafford has approached you on behalf of ABC Ltd for consultation and advice.
Attached is the ABC Ltd case study. You are required to respond to the following.
Identify the motivational gaps and communication gaps that might have existed within the company management and employees, and explain what needs to be done to make all of them work as a unified team to achieve the organisational goals? (50 marks)
‘Human resources are considered as a vital asset of any organisation. However, managing them can be easy, but sometimes pose a challenge.’ Considering the events at ABC Ltd, discuss the statement drawing on your previous knowledge that you have accumulated from your OB lessons. (50 marks)
The essay needs to contain the following format.
Body (definitions of relevant terms to be provided, appropriate theories or concepts or models including diagrams to be integrated and applied to case with considerable level of logical reasoning and analysis).
Conclusion with Recommendations and
Bibliography / Reference list.
Word count is 1500 words in total for the two questions but not including references and bibliography
The essay content should reflect logical and analytical application of theories or concepts or models to the case. More details on this will be discussed by the lecturer in the class.
The essay file needs to be submitted via ICP Turnitin in Week 7, no later than 16.00hrs on Friday 15th November 2019 of this semester. This deadline cannot be changed in any circumstance.
All the content in the course work needs to be typed and NOT handwritten, otherwise, it will NOT be assessed. You need to put all your electronic assignments through the Turnitin process.
You must follow ICP In house style guidelines. The font should be of Times New Roman with size 12. Headings can be of size 14. Page margins should be of Top 2.54 cms, Bottom 2.54 cms, Left 2.54 cms and Right 2.54 cms. Line spacing should be 1.5 cms.
Important note to students:
Please see the case study and marking criteria on the following pages.
ABC Ltd
ABC Ltd is a private sector organization which manufactures air-conditioning systems and sells them worldwide. Its head office is located in the north of England, although there are outposts of ABC in Spain, Norway, Australia and Japan.
ABC has always been run as if it were a small organisation even though its founder sold it to a big electronics concern some five years ago and it has grown from an original staff of twenty at the outset to employ 500 people at head office and something of the order of 3000 across all locations. It has never had a personnel department, therefore there are very few policies and procedures governing the organization. Decisions regarding employees (for example, hiring and firing) are usually taken on an ad hoc basis by the relevant manager(s), with the particular circumstances of the case being taken into account. Furthermore, management have always refused to recognise trade unions, believing that relations within the organization are good enough for employees to be able to air grievances without the need for formal representation.
Indeed, employee relations have never been seen to present a problem for ABC; the only area that management sees as cause for concern is the shop-floor, where the systems are actually manufactured. The unskilled and repetitive nature of the work in this department is recognised to make unrest more likely and indeed several attempts to unionise this staff group have been launched in the past. Other sections, by contrast, are considered not to be in any need of special monitoring – the service maintenance department, for example. The staff working in service maintenance jobs are highly skilled engineers who are employed to maintain and repair the systems that ABC sells. They are available between 6.00am and midnight should any of ABC’s customers require them. Everyone in this division has personal “pagers” and takes turns being ‘on call’ which, in the main, means attending to out-of-hours calls as the pager records them and telephoning the relevant client to give them advice. If the problem cannot be solved over the phone and it is urgent (for example, the air-conditioning system in a hospital has broken down), the engineer will have to go to the client.
Because of the breadth of ABC’s market, the job also involves a good deal of overseas travel. The service maintenance department is considered to be one of ABC’s selling points, as the cover provided by the team enables the company to promise all their customers a five-year warranty. Recently it has also been necessary to provide cover for the overseas branches of ABC – there has been a secondment to the Norwegian office for the last six months and Japan have also requested that a UK engineer go out there to work until they can recruit to their several vacancies. There are twenty engineers in the service maintenance department, as well as the manager and his secretary. All but one is male.
It was only when Richard Trafford (the service maintenance manager) realised that he had recruited no less than five engineers in the previous two years, three of whom had left after a very short time and whom he was still trying to replace, that he began to perceive that all was not necessarily well among his team. When he thought back to those who had left he realised that all of them had gone to jobs elsewhere in the local area. In other words, his staff members were leaving because they were dissatisfied with the company, not because they were moving away, or retiring, or any of the other reasons why people leave employment.
‘Well, it can’t be the money,’ he thought. ‘Those guys get a good whack out of this place plus a company car. Other places don’t pay so well or offer cars. It must be something else. I’ll have to have a chat with them, see what’s going on’. At this point, Richard was interrupted in his reverie by his secretary reminding him of his 10.00 a.m. meeting with the company directors. He made a note to himself to look into the matter before gathering up his files and leaving the office.
In fact, Richard didn’t need reminding of the problem he had been considering that morning. He returned from the meeting in the early afternoon to be told that a local customer had called, furious because they had had to wait three hours for an engineer to repair their system. The client’s offices had grown so hot in the meantime that they had to let their staff go home and by the time the system was fixed it wasn’t worth calling everyone back in. So they had ended up losing a day’s work and were blaming it on ABC.
‘But I don’t understand!’ he protested to Carl Peters, who had the unfortunate task of breaking the news to him. ‘We’ve got enough people in, haven’t we? Why were they kept waiting?’
‘Well, we’ve got four people sick, Richard, and there are about five others abroad. We need five people to stay here and cover the phones, so that only leaves three to go out to calls. And it’s been manic these last couple of days ‘cos the weather’s so hot. Martin had to drive from here to Glasgow and then on to Manchester yesterday to answer urgent calls. The call from Barnes Brothers just got shoved to the back of the queue. It’s not our …’
Richard broke into Carl’s explanation: ‘Four people sick! Have they called in? I haven’t been told about this otherwise I would have tried to arrange cover.’
‘I don’t know if they called in or not, Richard, but I know we’ve been down on staff constantly recently. There’s always someone off, and it’s usually two or three.’
‘Right, OK Carl, I’ll ring the customer and eat humble pie. But I want a meeting with the lads tomorrow, 9.00 am sharp, and we’re going to get to the bottom of this. Can you let them know for me?’
At 9.00 am the following morning, the service maintenance staff began to gather in Richard’s office. Richard opened the meeting by telling them that he was concerned about morale in the department and would appreciate any comments they had regarding their own job satisfaction. At first they were reluctant to say anything but Paul Feather, one of the longest-serving members of staff, eventually go the ball rolling: ‘Well, what I hate is never knowing what we’re up to, Richard. I’m getting sick of being called out to places, then having to work really late ‘cos the client’s left it till the last minute to call. The times I’ve driven back from London at 2.00 am in the morning – and I’ve got a sick wife, as you well know’.
‘Yeah, and we never know how far ahead we can plan our social lives and stuff’, broke in Carl. ‘The only way to ensure not being called away is to book holiday time.
I remember when I was due to go and see my parents and you wanted me to fly off somewhere – I’d had the trip arranged for months and suddenly find out the day before that I’m supposed to be going to Switzerland. Then when I wouldn’t go, you got really mad with me’.
‘Speaking of being called out, I got a page the other night at 3.30 a.m. I didn’t turn my pager off ‘cos I was on again at 6.00 a.m. and one of the customers thought he’d chance his arm. So I got woken up in the middle of the night. It’s not on – they know when they can get hold of us and to leave a message if it’s an emergency. This wasn’t even urgent – he was just working late and got a bit warm. It could have easily waited till the morning,’ added Paul.
‘Plus, the salespeople always make rash promises to the customer – they say they can get the system installed in such and such a time. They never consult us – they just come back and dump the order sheet on us’. This came from George Browne, who went on: ‘And what’s more, the job’s actually quite dull, you know. I know it’s good money and everything, and we get a car, but we always go to the same companies, here and abroad. Also there’s very little opportunity to train on any system that you don’t already know. So you end up doing the same work, the same installations and the same repairs, week in, week out. The only training that seems to go on here is for people who come in from outside! Another thing – if we were trained in other systems we could fill in for people more easily’.
At this point Robert Fields was heard to mutter, ‘Yeah and the car thing … that director who bought the flash new company car for herself, fifty grand or whatever it was, when we just got told we had ten grand to spend on our cars, take it or leave it. She doesn’t have to do thirty thousand miles a year for the company, it’s just for posing’. Everyone murmured in agreement.
‘I’m with George on the stuff about the training – I’ve not been here long and I’m bored of the same round of places. There’s something else too’, said Sarah Jones. ‘It’s true about the money being all right but if you look at other departments, they’re getting more money than we are, even if you take the car into account. Look at pre-sales – they’re all on at least five grand more than we are. The only way to get a rise around here is to threaten to leave, like Carl did that time’.
‘Now that’s not fair’, Richard burst out. ‘What about appraisals? You get an automatic increment after your appraisal, if it’s been OK’.
‘I can’t remember the last appraisal I had – and anyway, when I did have it you’d forgotten to fill out the form, so it wasn’t much of a discussion. You just sat there and told me I was doing OK and not to worry, you’d do the form soon. Anyway, those increments are only in line with inflation, so we’d kind of expect them anyway – they’re not really because you’re working hard or whatever. We haven’t had a proper performance-related rise in three years’, Sarah replied.
‘I never even got my increment after my last appraisal – you sent me a letter saying I hadn’t been awarded one, but you never said why! You said at my appraisal that my work was good and you were pleased with me, so I was expecting one’, chipped in Colin Sanderson, who hadn’t spoken up until then.
‘And you said that I had to improve, and then I got an increment anyway – which I thought was kind of daft. Then you sent me to America to do that really big job, booked me away for a week and totally ignored me when I said I’d never get it done in that time. You had to send John Carter out to help me’, Carl commented.
There was a brief silence as Richard took all this information in, and the group wondered if they’d gone too far. When he didn’t say anything for some minutes, George leapt in to fill the gap: ‘Can I just say something else? It’s too bloody hot in here most days in the summer ‘cos of the great big glass windows – they let all the heat in and then when you open them, papers go everywhere. For an air-conditioning company, we’ve got rubbish ventilation up here. I had to go home early last week because it was so warm – you just can’t concentrate’.
Finally Richard spoke: ‘OK, OK, I get the gist. There’s quite a lot here needs dealing with, it seems. Can we just summarise what the grievances are and I’ll make a point of trying to deal with them as soon as I can’. Richard was starting to feel somewhat beleaguered. He had had no idea that things had got this bad. He made a resolution to act as fast as he could – it seemed that he would have no staff left at all if he did not!
Marking criteria
Mark
Introduction
Mentioned brief background and stated clear objectives of essay.
10
Body
Explained and used good level of theories or models or concepts showing research besides application to the case study.
50
Organised into paragraphs with each paragraph linked in a meaningful way to those that precede and follow it.
Appropriate images or diagrams have been used in relevance to the topic discussed wherever applicable.
Analysis, integration and logical interpretation of the information provided.
Conclusion and / or Recommendations
15
Reminded what the essay is meant to do.
Provided an answer to the title and reminded on how the answer has been reached.
Clear and practical recommendations given closely applicable to case
Reference list
10
Good and wide range of references used.
List of references used in the essay have been provided in Harvard APA format with in-text citations reflected in main body.
Overall structure
15
Good general format and continuous flow of the essay.
No spelling mistakes.
Correct grammar used.
Academic style of writing demonstrated.
Complied with ICP in-house style of formatting.
Section A: Learning Outcomes (LO) to be assessed
To be completed by the lecturer from the DMD. Please include with the assessment brief and post a copy onto Moodle. Add in more rows if necessary.
LO
LO Description
Comment on LO attainment
LO Achieved: Yes/No
A1
Approaches to the Study of Organisations
A2
Organisational Theory and Organisational structures
A3
Organisational Culture and Psychology
B1
Understand the nature and context of work, behaviour and managing in organisations
B2
Understand and evaluate a range of theoretical and conceptual frameworks used in analysis and discussion of people, work an d organisations
B3
Explain and evaluate some contemporary issues in managing work and organisations and identify the implications of these for managers, other staff and organisations
C1
Ability to analyse, understand and propose solutions to business problems using appropriate principles and techniques
D1
Embedding the importance of self study and reliance.
D2
Ability to communicate effectively, both orally and in writing
Section B: ILSC Study Skills Incorporated and Tested
Skills
Yes/No
Comments
Personal Development (Self-reflection, responding to feedback)
Y
Students will reflect on previous semester work and on work completed as part of general teaching each week
Presentation Skills
No
No presentations are included with this Unit
Listening Skills
Yes
Students are required to listen to tutor, understand and ask questions
Self – Directed Study
Yes
Students are required to complete assignment in own time and plan for submission once completed
Writing Skills (Accuracy, Coherence)
Yes
A proportion of the mark for the mid semester case study is directed at writing skills, fluency and referencing
Analysis and Problem Solving
Yes
Mid Semester Assessment require a number of Organisational Behaviour skills to be understood and applied to case study
Planning Aspects (Structure, Content Development)
Yes
Structure of assessment requires planning of structure as it involves several sections as well as content development
Working with Others
Yes
In class case studies are used and require group working and understanding
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1.You have been commissioned to do research into an extreme political group.When you arrive at the induction meeting you are required to complete a confidentiality agreement that nothing you hear will be published without the express permission of the group.
[1] What do you do?
[2] Will you still publish your results?
[3] How will you protect completely innocent members of the group when/if you publish?
2.You have been commissioned to research the impact and role of the new digital technologies in the following business sectors:
[1] Finance
[2] Accounting
[3] Banking
[4] Pharmaceutical/Medical
[5] Legal
[6] Entertertainment
What sort of Research Philosophy is involved and what Research Method[s] will you use?
3.Describe the purpose of [Positivistic] Longitudinal Studies. Give an example when you would use a Longitudinal study.
4.Explain the differences between Probability and Non-Probability sampling.
5.What is the difference between an Argument and an Explanation? Give an example of each.
6.List the verbal clues associated with [a] reasons [b] conclusions.
7.Referring to Handout 1.Answer the question at the top of the page.
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I need support with this Management question so I can learn better.
PELOTON (www.onepeloton.co.uk) Marketing brand and Supply Chain Management.
2 questions as follow:
Analyse the nature and importance of intangible added value in building the Peloton brand. Your analysis should make use of appropriate concepts and frameworks covered in the syllabus and should also consider the impact of Coronavirus restrictions. (50 marks) (1000 words)
How could Lean Thinking and Supply Chain Management be used to improve the performance objectives of Peloton? Analysing Peloton, their customers and their competitors draw a conclusion arguing if and how such an improvement exercise would be successful.(50 marks) (1000 words)
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I’m trying to learn for my Economics class and I’m stuck. Can you help?
This is a presentation about monetary economics. I need to make a speech of about 10 minutes. Refer to the textbook for Mishkin’s monetary economics(11th edit.) Here is the topic:
There has been almost a decade of negative interest rates since the central bank of Demark firstly set the interest rates below zero in 2012. The bounds of how low rates can go has been pushed deeper throughout this decade (e.g. ECB consecutively cut the interest rate on its Deposit Facility from -0.1% in 2014 to -0.5% in 2019). Facing the crisis of the COVID19 outbreak, US Fed and Bank of England have also pushed their policy rate close to 0%. Is there really a limit to how low rates can go? Does policy that cuts rates into negative territory work just like cutting rates in positive territory? Why are some central banks reluctant to cut rates below zero? Do you think the Fed and Bank of England will further cut their policy rates to negative?
As a group presentation, my part is the last question: Do you think the Fed and Bank of England will further cut their policy rates to negative?
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I’m stuck on a Economics question and need an explanation.
(Great English is a must!! No grammar errors!) (The picture contains the exact essay) (REQUIRES A STRONG THESIS) (1200 words, APA Format, Word Document) ——————————– Subject of the paper: This is a presentation about monetary economics Requirement: There has been almost a decade of negative interest rates since the central bank of Demark firstly set the interest rates below zero in 2012. The bounds of how low rates can go has been pushed deeper throughout this decade (e.g. ECB consecutively cut the interest rate on its Deposit Facility from -0.1% in 2014 to -0.5% in 2019). Facing the crisis of the COVID19 outbreak, US Fed and Bank of England have also pushed their policy rate close to 0%. Is there really a limit to how low rates can go? Does policy that cuts rates into negative territory work just like cutting rates in positive territory? Why are some central banks reluctant to cut rates below
As a group presentation, my part is the last question: Do you think the Fed and Bank of England will further cut their policy rates to negative?
As a reference, you should use the book :The Economics of Money,Banking and Financial Markets together with other sources (will provide the book) Other information: APA Format, 1200 words, Word Document
The question i need to answer in my essay is:Do you think the Fed and Bank of England will further cut their policy rates to negative?
Format:
APA Format
No plagiarism is accepted
The attached document represents the request.
*** The work will be checked for plagiarism through Turnitin by the professor. It is essential for everything to be free of plagiarism otherwise sanctions will be imposed*** ——– Thank you for your support
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