COMMONWEALTH OF AUSTRALIA Copyright Regulations 1969 This material has been reproduced and communicated to you by or on behalf of Kaplan Business School pursuant to Part VB of the Copyright Act 1968 (‘Act’). The material in this communication may be subject to copyright under the Act. Any further reproduction or communication of this material by you may be the subject of copyright protection under the Act. Kaplan Business School is a part of Kaplan Inc., a leading global provider of educational services. Kaplan Business School Pty Ltd ABN 86 098 181 947 is a registered higher education provider CRICOS Provider Code 02426B. Assessment Information Assessment Information Subject Code: Subject Name: Assessment Title: Weighting: Total Marks: Due Date: MBA503 Operations Management and Decision-Making Models Assessment 2 – Group Report and Presentation 30% (20% report – 10% presentation) 100 Report - Monday of Week 10 – 23.55 AEST (AEDT) Presentation – Workshop Week 10 (and 11) . Assessment Description This assessment, in two parts, is an opportunity for students to explore operations management and decision making in practice and to use their investigations as a basis for making recommendations for improvement. Students are encouraged to work in groups of 3 or 4. They must select an organisation that they are familiar with (or can gain access to key information from) to construct a report that investigates the organisation’s operational dynamics and decision making processes. This report will be used as the basis for the group to develop a 15-minute presentation that summarises all the key elements of the report and any recommendations that evolved from the report. The grade for this assessment will be allocated to each member of the group without modification. Part 1 – The Report Submission: Turnitin Length: 3000 words +/- 10% Late submission possible: Yes, but published Kaplan penalties will apply Assessment brief Students should note that the scope of their report need not include the entire organisation under examination. Instead the group may focus their investigation onto a particular business unit or operation. If in doubt discuss the issue with your lecturer prior to commencing your research.COMMONWEALTH OF AUSTRALIA Copyright Regulations 1969 This material has been reproduced and communicated to you by or on behalf of Kaplan Business School pursuant to Part VB of the Copyright Act 1968 (‘Act’). The material in this communication may be subject to copyright under the Act. Any further reproduction or communication of this material by you may be the subject of copyright protection under the Act. Kaplan Business School is a part of Kaplan Inc., a leading global provider of educational services. Kaplan Business School Pty Ltd ABN 86 098 181 947 is a registered higher education provider CRICOS Provider Code 02426B. Assessment Information As this assessment is a formal business report it must be formatted as a report that includes: • Cover page (including the names and student numbers of each group member) contents page • Executive Summary • Body of the report (with appropriate headings) • Conclusions and Recommendations • Harvard Reference List • Appendices The word limit starts at the beginning of the Executive Summary and ends at the beginning of the references. N.B. Only one member of each group need make the group submission to Turnitin. Groups have some degree of flexibility in the range of information to be included in the report however the following topics should be considered as key requirements of the report: Description of the organisation  What is the history, purpose and size of the organisation?  What is the overall business strategy?  Is it a provider of products, services or both? Operations Strategy  Does the chosen organisation have obvious and transparent operations strategy?  Has the operations strategy changed or evolved over time?  Can you identify improvements (recommendations) to the existing strategy or propose a strategy if one is not evident? Decision-making processes and innovation  How are strategic and operational decisions made in this organisation?  Is innovation encouraged throughout the organisation?  Does the concept of Corporate Social Responsibility factor into decision-making? Product and Service Design  What are the products or services offered by the organisation?  Does the product/service mix of the organisation pose any operational challenges?  Is the research and development function properly resourced? Process Design  Are business processes constantly being measured and evaluated?  Are the manufacturing and/or retail facilities being used properly to support business processes?COMMONWEALTH OF AUSTRALIA Copyright Regulations 1969 This material has been reproduced and communicated to you by or on behalf of Kaplan Business School pursuant to Part VB of the Copyright Act 1968 (‘Act’). The material in this communication may be subject to copyright under the Act. Any further reproduction or communication of this material by you may be the subject of copyright protection under the Act. Kaplan Business School is a part of Kaplan Inc., a leading global provider of educational services. Kaplan Business School Pty Ltd ABN 86 098 181 947 is a registered higher education provider CRICOS Provider Code 02426B. Assessment Information Can you identify areas where business processes might be improved? Value Chain (Supply Chain)  Is the organisation an advocate of the value chain concept?  Can you briefly outline the supply chain of the organisation?  Are there areas of the supply chain that can be improved? Planning and Control  What is the organisation’s approach to forecasting demand?  What are the linkages between the decision-making processes and short and long term planning?  Is there appropriate feedback and control? Can you make any recommendations? Quality Management  Are or have quality tools such as Six Sigma or Lean Six Sigma used in the organisation?  Is the quality system of the organisation still appropriate? Can you make recommendations for improvement? Part 2 – The Presentation Submission: Presentation emailed or delivered to lecturer prior to presentation Length: 15-minute presentation plus 5 minutes of question time Due: In the workshops of Week 10 to Week 11 (subject to number of groups) Late submission possible: No Description: Working in the same groups as Part 1 you will prepare a 15-minute PowerPoint presentation to showcase the findings of your report which analyses the operational and decision making processes of your nominated organisation and highlighting any recommendations you have made.  Your presentation should portray each of the key elements of your report and be sequenced in alignment with that report.  Each presentation should have no more than 15 slides of primary content plus references.  Use the attached grading rubric to identify the key considerations for grading this part of the assessment.COMMONWEALTH OF AUSTRALIA Copyright Regulations 1969 This material has been reproduced and communicated to you by or on behalf of Kaplan Business School pursuant to Part VB of the Copyright Act 1968 (‘Act’). The material in this communication may be subject to copyright under the Act. Any further reproduction or communication of this material by you may be the subject of copyright protection under the Act. Kaplan Business School is a part of Kaplan Inc., a leading global provider of educational services. Kaplan Business School Pty Ltd ABN 86 098 181 947 is a registered higher education provider CRICOS Provider Code 02426B. Assessment Marking Rubric Criteria F (Fail) 0%-49% P (Pass) 50%-64% CR (Credit) 65%-74% D (Distinction) 75% - 84% HD (High Distinction) 85%-100% Mark Assessment Content (MBA503 – Assessment 2- Part 1) OUT OF 80 MARKS A. Description of the organisation What is the history, purpose and size of the organisation? What is the overall business strategy? Is it a provider of products, services or both? Central purpose or argument is not clearly identified. Analysis is vague or not evident. Reader is confused or may be misinformed. Content is not sound. Few or no insights are gained by the reader. Content is basically sound and key concepts are present but not particularly developed. Some supporting evidence is present but usually of a generalised nature. Reader gains few insights. General content and information does support a central purpose or argument at times but analysis is basic or general. Supporting evidence is present for most assertions. Reader gains some insights. Information provides competent support for a central purpose or argument and displays evidence of a basic analysis of a significant topic. Well-presented and argued; ideas are detailed, developed and supported with evidence and details, mostly specific. Reader gains many useful insights. Balanced presentation of relevant and legitimate information that clearly supports a central purpose or argument and shows a thoughtful, in-depth analysis of a significant topic. Ideas are detailed, welldeveloped, supported with specific evidence and facts, as well as examples and specific details. Reader gains important insights. /10 B. Operations Strategy Does the chosen organisation have obvious and transparent operations strategy? Has the operations strategy changed or evolved over time? Can you identify improvements (recommendations) to the existing strategy or propose a strategy if one is not evident? Central purpose or argument is not clearly identified. Analysis is vague or not evident. Reader is confused or may be misinformed. Content is not sound. Few or no insights are gained by the reader. Content is basically sound and key concepts are present but not particularly developed. Some supporting evidence is present but usually of a generalised nature. Reader gains few insights. General content and information does support a central purpose or argument at times but analysis is basic or general. Supporting evidence is present for most assertions. Reader gains some insights. Information provides competent support for a central purpose or argument and displays evidence of a basic analysis of a significant topic. Well-presented and argued; ideas are detailed, developed and supported with evidence and details, mostly specific. Reader gains many useful insights. Balanced presentation of relevant and legitimate information that clearly supports a central purpose or argument and shows a thoughtful, in-depth analysis of a significant topic. Ideas are detailed, well-developed, supported with specific evidence and facts, as well as examples and specific details. Reader gains important insights. /10 C. Decision-making processes and innovation How are strategic and operational decisions made in this organisation? Is innovation encouraged throughout the organisation? Does the concept of Corporate Social Responsibility factor into decision-making? Central purpose or argument is not clearly identified. Analysis is vague or not evident. Reader is confused or may be misinformed. Content is not sound. Few or no insights are gained by the reader. Content is basically sound and key concepts are present but not particularly developed. Some supporting evidence is present but usually of a generalised nature. Reader gains few insights. General content and information does support a central purpose or argument at times but analysis is basic or general. Supporting evidence is present for most assertions. Reader gains some insights. Information provides competent support for a central purpose or argument and displays evidence of a basic analysis of a significant topic. Well-presented and argued; ideas are detailed, developed and supported with evidence and details, mostly specific. Reader gains many useful insights. Balanced presentation of relevant and legitimate information that clearly supports a central purpose or argument and shows a thoughtful, in-depth analysis of a significant topic. Ideas are detailed, well-developed, supported with specific evidence and facts, as well as examples and specific details. Reader gains important insights. /10COMMONWEALTH OF AUSTRALIA Copyright Regulations 1969 This material has been reproduced and communicated to you by or on behalf of Kaplan Business School pursuant to Part VB of the Copyright Act 1968 (‘Act’). The material in this communication may be subject to copyright under the Act. Any further reproduction or communication of this material by you may be the subject of copyright protection under the Act. Kaplan Business School is a part of Kaplan Inc., a leading global provider of educational services. Kaplan Business School Pty Ltd ABN 86 098 181 947 is a registered higher education provider CRICOS Provider Code 02426B. D. Product and Service Design What are the products or services offered by the organisation? Does the product/service mix of the organisation pose any operational challenges? Is the research and development function properly resourced? Central purpose or argument is not clearly identified. Analysis is vague or not evident. Reader is confused or may be misinformed. Content is not sound. Few or no insights are gained by the reader. Content is basically sound and key concepts are present but not particularly developed. Some supporting evidence is present but usually of a generalised nature. Reader gains few insights. General content and information does support a central purpose or argument at times but analysis is basic or general. Supporting evidence is present for most assertions. Reader gains some insights. Information provides competent support for a central purpose or argument and displays evidence of a basic analysis of a significant topic. Well-presented and argued; ideas are detailed, developed and supported with evidence and details, mostly specific. Reader gains many useful insights. Balanced presentation of relevant and legitimate information that clearly supports a central purpose or argument and shows a thoughtful, in-depth analysis of a significant topic. Ideas are detailed, well-developed, supported with specific evidence and facts, as well as examples and specific details. Reader gains important insights. /!0 E. Process Design Are business processes constantly being measured and evaluated? Are the manufacturing and/or retail facilities being used properly to support business processes? Can you identify areas where business processes might be improved? Central purpose or argument is not clearly identified. Analysis is vague or not evident. Reader is confused or may be misinformed. Content is not sound. Few or no insights are gained by the reader. Content is basically sound and key concepts are present but not particularly developed. Some supporting evidence is present but usually of a generalised nature. Reader gains few insights. General content and information does support a central purpose or argument at times but analysis is basic or general. Supporting evidence is present for most assertions. Reader gains some insights. Information provides competent support for a central purpose or argument and displays evidence of a basic analysis of a significant topic. Well-presented and argued; ideas are detailed, developed and supported with evidence and details, mostly specific. Reader gains many useful insights. Balanced presentation of relevant and legitimate information that clearly supports a central purpose or argument and shows a thoughtful, in-depth analysis of a significant topic. Ideas are detailed, well-developed, supported with specific evidence and facts, as well as examples and specific details. Reader gains important insights. /10 F. Value Chain (Supply Chain) Is the organisation an advocate of the value chain concept? Can you briefly outline the supply chain of the organisation? Are there areas of the supply chain that can be improved? Central purpose or argument is not clearly identified. Analysis is vague or not evident. Reader is confused or may be misinformed. Content is not sound. Few or no insights are gained by the reader. Content is basically sound and key concepts are present but not particularly developed. Some supporting evidence is present but usually of a generalised nature. Reader gains few insights. General content and information does support a central purpose or argument at times but analysis is basic or general. Supporting evidence is present for most assertions. Reader gains some insights. Information provides competent support for a central purpose or argument and displays evidence of a basic analysis of a significant topic. Well-presented and argued; ideas are detailed, developed and supported with evidence and details, mostly specific. Reader gains many useful insights. Balanced presentation of relevant and legitimate information that clearly supports a central purpose or argument and shows a thoughtful, in-depth analysis of a significant topic. Ideas are detailed, well-developed, supported with specific evidence and facts, as well as examples and specific details. Reader gains important insights. /10 G. Planning and Control What is the organisation’s approach to forecasting demand? What are the linkages between the decisionmaking processes and short and long term planning? Is there appropriate feedback and control? Can you make any recommendations? Central purpose or argument is not clearly identified. Analysis is vague or not evident. Reader is confused or may be misinformed. Content is not sound. Few or no insights are gained by the reader. Content is basically sound and key concepts are present but not particularly developed. Some supporting evidence is present but usually of a generalised nature. Reader gains few insights. General content and information does support a central purpose or argument at times but analysis is basic or general. Supporting evidence is present for most assertions. Reader gains some insights. Information provides competent support for a central purpose or argument and displays evidence of a basic analysis of a significant topic. Well-presented and argued; ideas are detailed, developed and supported with evidence and details, mostly specific. Reader gains many useful insights. Balanced presentation of relevant and legitimate information that clearly supports a central purpose or argument and shows a thoughtful, in-depth analysis of a significant topic. Ideas are detailed, well-developed, supported with specific evidence and facts, as well as examples and specific details. Reader gains important insights. /10COMMONWEALTH OF AUSTRALIA Copyright Regulations 1969 This material has been reproduced and communicated to you by or on behalf of Kaplan Business School pursuant to Part VB of the Copyright Act 1968 (‘Act’). The material in this communication may be subject to copyright under the Act. Any further reproduction or communication of this material by you may be the subject of copyright protection under the Act. Kaplan Business School is a part of Kaplan Inc., a leading global provider of educational services. Kaplan Business School Pty Ltd ABN 86 098 181 947 is a registered higher education provider CRICOS Provider Code 02426B. H. Quality Management Are or have quality tools such as Six Sigma or Lean Six Sigma used in the organisation? Is the quality system of the organisation still appropriate? Can you make recommendations for improvement? Central purpose or argument is not clearly identified. Analysis is vague or not evident. Reader is confused or may be misinformed. Content is not sound. Few or no insights are gained by the reader. Content is basically sound and key concepts are present but not particularly developed. Some supporting evidence is present but usually of a generalised nature. Reader gains few insights. General content and information does support a central purpose or argument at times but analysis is basic or general. Supporting evidence is present for most assertions. Reader gains some insights. Information provides competent support for a central purpose or argument and displays evidence of a basic analysis of a significant topic. Well-presented and argued; ideas are detailed, developed and supported with evidence and details, mostly specific. Reader gains many useful insights. Balanced presentation of relevant and legitimate information that clearly supports a central purpose or argument and shows a thoughtful, in-depth analysis of a significant topic. Ideas are detailed, well-developed, supported with specific evidence and facts, as well as examples and specific details. Reader gains important insights. /10 Structure Format and Presentation OUT OF 20 MARKS Answer clearly and logically presented. Appropriate theory and research used to answer question posed Lacks logical flow and structure; Argument supported by theory sourced from non-academic literature. No discussion of academic research. Cites very few sources. Some errors in logical flow and structure; Argument supported by basic discussion of relevant theory sourced from a minimal number of academic sources. Little if any discussion of relevant research. Generally sound logical flow and structure; Argument supported by broad discussion of relevant theory sourced from academic literature. Relevant research acknowledged but not discussed. Cites several academic sources. Very good logical flow and structure; Argument supported by detailed discussion of relevant theory and research sourced from numerous academic sources. Excellent logical flow and structure; Argument supported by comprehensive discussion of relevant theory and research sourced from numerous quality academic sources. /5 Correct academic writing style used, including correct spelling, grammar and punctuation Writing style is unclear; lacks logical flow and structure; numerous spelling grammatical errors. Writing style lacks some clarity; some flaws in logical flow and structure; some use of discipline specific academic language. Several spelling or grammatical errors. Writing style is mostly clear; Mostly written in discipline specific academic language; Some spelling or grammatical errors. Writing style is clear; Correct use of discipline specific academic language. Some minor spelling or grammatical errors. Writing style is clear; Fluent use of discipline specific academic language. No spelling or grammatical errors. /5 Format of answer consistent with question requirements and KBS guidelines. Word count is within + / - 10% of requirement Does not comply with KBS guidelines. Major layout errors. Breaches word limit restrictions. Mostly compliant with KBS guidelines. Basic formatting with some layout errors. Compliant with word limit restrictions. Complies with KBS guidelines. Format generally sound. Compliant with word limit restrictions. Exceeds basic compliance with KBS guidelines. Format portrays information well. Compliant with word limit restrictions. Exceeds basic compliance with KBS guidelines. Format presents information clearly and concisely. Compliant with word limit restrictions. /5 In-text referencing and reference list follows Harvard style and consistent with KBS guidelines Several sources are unacknowledged. Major errors in format of references. Acknowledged most sources in the text and reference list. Some references in the correct format. Acknowledged most sources in the text and reference list. Most references in the correct format. Acknowledged all sources in the text and in reference list. All references in correct format. Acknowledged all sources in the text and in reference list. All references in the correct format. /5 Comments: /80 /20 /100 Assessment Marking RubricCOMMONWEALTH OF AUSTRALIA Copyright Regulations 1969 This material has been reproduced and communicated to you by or on behalf of Kaplan Business School pursuant to Part VB of the Copyright Act 1968 (‘Act’). The material in this communication may be subject to copyright under the Act. Any further reproduction or communication of this material by you may be the subject of copyright protection under the Act. Kaplan Business School is a part of Kaplan Inc., a leading global provider of educational services. Kaplan Business School Pty Ltd ABN 86 098 181 947 is a registered higher education provider CRICOS Provider Code 02426B. Criteria F (Fail) 0%-49% P (Pass) 50%- 64% CR (Credit) 65%- 74% D (Distinction) 75% - 84% HD (High Distinction) 85%- 100% Mark Assessment Content (MBA503 Assessment 2 - Presentation) OUT OF 80 MARKS Background to company and associated industry Limited or incomplete coverage of both the organisation and the associated industry. A basic coverage of the organisation and the associated industry. A competent portrayal of both the organisation and the associated industry. A very good insight into both the organisation and the associated industry. Excellent insights into both the organisation and the associated industry. /5 Detailed analysis of the organisation’s: • Operations Strategy • Decision-making processes and innovation • Product and Service Design • Process Design • Value Chain (Supply Chain) • Planning and Control • Quality Management Limited or incomplete analysis of the organisation’s strategies or activities. Does not use reference materials to support statements or assertions. Basic analysis of the organisations strategies and activities. Some references are used to support statements. Good analysis of each element of the organisation’s strategies and activities. Utilises reference and research materials to support arguments and assertions in some sections. Very good analysis of each element of the organisation’s strategies and activities. Competently utilises reference and research materials to support arguments and assertions. Excellent analysis of each element of the organisation’s strategies and activities. Expertly utilizes reference and research materials to support arguments and assertions. /70 Summary and conclusions Limited or no exploration of how the company operates and how it responds to change Basic insight into how operations are managed within the organisation and only passing reference to its ability to respond to change. Competent insight into how the organisation operates and responds to changing circumstances. Very good insight into how the organisation operates and responds to changing circumstances. Excellent insight into how the organisation operates and responds to changing circumstances. /5 Structure Format and Presentation (MBA503 Assessment 2 - Presentation) OUT OF 20 MARKS Presentation style and logic of presentation Limited or no logic to the presentation. Some or all members of the team reluctant to speak clearly and engage with the audience. Logic of presentation unclear at times. Individual contributions to the presentation of variable quality. Good logic to presentation. A generally competent team performance. Very good logic to presentation. A generally good team performance. Excellent logic to presentation. Members act to form a cohesive team. /5 Quality of visuals including correct academic writing style used, including correct spelling, grammar and punctuation Visuals of a poor standard. Do not convey content accurately or too much content included on the slides. Several errors in spelling, grammar and punctuation. Basic slides used with too much content and not visually appealing. Several errors in spelling, grammar and punctuation. Visuals generally good but with occasional lapses in content accuracy. Some errors in spelling, grammar and punctuation. Very good visuals used well to support the presentation team. No errors in spelling, grammar and punctuation. Excellent visuals designed to convey information concisely. No errors in spelling, grammar and punctuation. /5 Ability to answer questions from the lecturer and the audience. Team generally unprepared for questions. Reluctant to answer. Could answer some questions but not others. Competent answers to the majority of questions Well-informed and concise answers. Good team effort. Well-informed and concise answers. Confident individual and team approach. /5COMMONWEALTH OF AUSTRALIA Copyright Regulations 1969 This material has been reproduced and communicated to you by or on behalf of Kaplan Business School pursuant to Part VB of the Copyright Act 1968 (‘Act’). The material in this communication may be subject to copyright under the Act. Any further reproduction or communication of this material by you may be the subject of copyright protection under the Act. Kaplan Business School is a part of Kaplan Inc., a leading global provider of educational services. Kaplan Business School Pty Ltd ABN 86 098 181 947 is a registered higher education provider CRICOS Provider Code 02426B. Format of answer consistent with question requirements and KBS guidelines. In-text referencing and reference list follows Harvard style and consistent with KBS guidelines Does not comply with KBS guidelines. Major layout errors. Several sources are unacknowledged. Major errors in format of references. Mostly compliant with KBS guidelines. Basic formatting with some layout errors. Some references missing or in the incorrect format. Complies with KBS guidelines. Format generally sound. Acknowledged most sources in the text and reference list. Most references in the correct format. Exceeds basic compliance with KBS guidelines. Format portrays information well. Acknowledged all sources in the text and in reference list. All references in correct format. Exceeds basic compliance with KBS guidelines. Format presents information clearly and concisely. Acknowledged all sources in the text and in reference list. All references in correct format. /5 Comments: /80 /20 /100