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905201730 HRMG204 Brisbane 2017 Semester 1
Criteria ILO
Below
Expectations
Meets Expectations Exceeds Expectations
Level 1 NN Level 2 PA Level 3 CR Level 4 DI Level 5 HD
Criteria ILO
Below
Expectations
Meets Expectations Exceeds Expectations
Demonstrate Does not recognize With a few identifies and Presents accurate As for Level 4,
Title Start Date Due Date Post Date Marks Available
Title Start Date Due Date Post Date Marks Available
Assignment 2: Case Study Analysis June 07 June 2017 21 May 2017 09:52 7 Jun 2017 23:55 30 Aug 2017 09:52 40
Summary:
ASSESSMENT TWO: Individual Case Study: Company Analysis ReportDue date: 07 June 2017 23:55
Weighting: 40%
Length and/or format: 2500 words
Purpose: The purpose of this assignment is to apply and to integrate the theories, models and concepts from the OB course; to learn how to promote
trustworthy, ethical behaviour in organisations; and to further develop your written communication skills.
Learning outcomes assessed: 1. demonstrate an understanding of the different ways of analysing organisations (GA3, 4, 5)
3. analyse and explain individual and group behaviour within an organisation and how these behaviours influence the achievement of organisational effectiveness (GA 3, 4, 5)
4. analyse and discuss various dynamic processes such as power, politics, conflict, decision making and change within an organisation (GA 3, 4, 5, 8, 9)
5. examine managerial roles and behavior in terms of employee motivation, leadership, societal and organisational culture and their impact on organisational performance (GA 3, 4, 5, 8,
9)
How to submit: Turnitin in LEO
Return of assignment: Two weeks after submission date
Assessment criteria: Refer Appendix B
The Task:
Locally, nationally and internationally, there are many organisations whose failure has been determined at least in part by key organisational behaviour and people factors. Recently, the
media has reported on a number of organisations that have engaged in unethical (wrong or bad) or grossly incompetent behaviour where organisational behaviour and people issues played
a key role. For example, culture, leadership, and motivation and reward systems were antecedents to Volkswagen’s disgrace in 2015, which is having severe consequences for its
stakeholders.
What you are required to do:
1. Choose a real case of an organisational failure (e.g., unethical or grossly incompetent conduct). Describe briefly what happened, the context, and the consequences of the failure for
the organisation's stakeholders.
1. Analyse the organisational behaviour factors that contributed to the failure. These may be individual, group or organisational factors. Your analysis should include a relevant
analytical framework (e.g. SWOT or stakeholder analysis).
2. Describe what the organisation did postfailure to prevent a reoccurrence and to recover the organisation’s reputation and stakeholder’s trust. Evaluate the effectiveness of the
organisation’s response to the failure, and make recommendations for what could have been done better and/or moving forward. In making these recommendations, be
pragmatic and specific (i.e. make recommendations that are viable and within the organisation’s capacity to implement).
In conducting your analysis:
1. Apply relevant models, concepts, theories and literature in the field of organisational behaviour. You are expected to incorporate relevant research and theory from the broader
organisational behaviour literature (e.g., journal articles and/or books), not just the text and course materials (in addition to 'other' sources, your reference list should include a
minimum of ten journal articles, which can include the five artices you examined in Assignment One);
2. Conduct desk research to obtain information and/or data and examples to illustrate and support your analysis, evaluation and recommendations (e.g. media reports, interviews,
independent investigation reports, organisational reports, etc.).
Choosing a Case:
The organisational failure must have occurred in the last 10 years.
It is recommended that you choose a case where the failure was of considerable magnitude. That is, the failure caused some kind of harm to one or more of the organisation’s
stakeholders (e.g. employees, customers, shareholders, suppliers, the community, the organisation’s board etc.).
You may not analyse a case that has been used in class (e.g. Google, Nike), nor may you derive your analysis from an existing case study. You will be advised by your LIC the cases
planned for the unit.
Beyond these requirements, the choice of case is at your discretion. Students are expected to select a case they are familiar with (e.g. from personal experience, or through their
network). Note, all 'personal' case information will be treated as private and confidential.
Students who have difficulty identifying a case from their own experience should discuss with their LIC, who will provide guidance re. suitable cases.
2. Project Report.
Your project report should not exceed 2,500 words. Appendices and references are not included in the word count; however you cannot assume that appendicised material will be read in
detail. Please include a word count on the front page of your assignment and ensure that you reference appropriately. Assignments below/exceeding the word limit in excess of 10% will be
penalised. Referencing and citations in the report should follow the Harvard referencing style (see LEO or your Study Guide for details)
Company Analysis Report Individual Case Study Evaluation Rubric
June 07 June 2017
Expectations
Level 1 NN Level 2 PA Level 3 CR Level 4 DI Level 5 HD
Criteria ILO
Below
Expectations
Meets Expectations Exceeds Expectations
Level 1 NN Level 2 PA Level 3 CR Level 4 DI Level 5 HD
Identification
of Issues
5
Demonstrate
an
understanding
of the different
ways of
analysing
organisations
Does not recognize
the problems or
issues of the case,
or identifies
problems and
issues that are not
based on facts of
the case; displays
little understanding
of the issues, key
problems, and the
company’s present
situation and
strategic
challenges; and/or
executive summary
does not present a
clear overview of
the case issues;
main points are not
outlined, or cannot
be understood
With a few
exceptions,
identifies and
outlines the principal
problems and issues
in the case;
demonstrates an
acceptable
understanding of the
company’s issues,
current situation,
and strategic
challenges;
executive summary
provides an
adequate overview
of the case issues
and problems;
summary is missing
a few minor points,
but meets
expectations
identifies and
outlines the
principal problems
and issues in the
case and there
are isolated
instances where
more accurate
and detailed
descriptions of the
problems and
issues central to
the case; provides
a wellfocused
diagnosis of
strategic issues
and key problems
that demonstrates
an sound grasp of
the company’s
present situation
and strategic
challenges;
provides a
thorough and
effective
executive
summary
Presents accurate
and detailed
descriptions of the
problems and issues
central to the case;
provides a wellfocused diagnosis of
strategic issues and
key problems that
demonstrates an
excellent grasp of
the company’s
present situation
and strategic
challenges;
descriptions are
compelling and
insightful; provides a
thorough and
effective executive
summary
As for Level 4,
but the analysis
is insightful to
an extent that it
would provide
real assistance
to the leadership
of the
organisation.
Stakeholder
Perspectives
5
Analyse and
discuss various
dynamic
processes
such as power,
politics,
conflict,
decision
making and
change within
an organisation
Does not identify or
explain the
perspectives of any
stakeholders
involved in the
case, or explanation
is flawed in many
respects; fails to
recognize any
differences between
the interests of the
various
stakeholders
With a few minor
exceptions,
adequately identifies
and summarizes the
perspectives of the
principal
stakeholders
involved in the case;
outlines some
conflicts of interest
between company
stakeholders
Adequately and
insightfully
identifies and
summarizes the
perspectives of
the principal
stakeholders
involved in the
case; outlines
some conflicts of
interest between
company
stakeholders
Clearly and
accurately describes
the unique
perspectives of
multiple key
stakeholders in the
case; demonstrates
insightful analysis of
strategic tensions or
conflicts of interest
between the
stakeholders
Shows a level of
understanding
that would
enable the
student to
practically
negotiate and
resolve
stakeholder
interests and the
issues that
arise.
Connections
to Theoretical
and Empirical
Research
5
Examine
managerial
roles and
behavior in
terms of
employee
motivation,
leadership,
societal and
organisational
culture and
their impact on
organisational
performance
Makes little or no
connection between
the issues and
problems in the
case and relevant
theoretical and
empirical research,
or the connections
identified are weak
or inaccurate in
many respects
Identifies and
outlines connections
between some of
the issues and
problems in the
case and relevant
theoretical and
empirical research;
the connections
identified are
adequately
elucidated
Identifies and
outlines
connections
between a range
of the issues and
problems in the
case and relevant
theoretical and
empirical
research; the
connections
identified are
adequately
elucidated
Makes appropriate,
insightful, and
powerful
connections
between the issues
and problems in the
case and relevant
theory and empirical
data; effectively
integrates multiple
sources of
knowledge with case
information
Makes
outstanding,
insightful, and
powerful
connections
between the
issues and
problems in the
case and
relevant theory
and empirical
data; integrates
these insights
into a coherent
structure;
effectively
integrates
multiple sources
of knowledge
with case
information
Analysis and
Demonstrate
an
understanding
Simply repeats
facts identified in
the case and does
Provides an
acceptable analysis
of most of the
Provides an
acceptable
analysis of all of
Presents a
balanced, indepth,
and critical
Presents a level
of analysis that
resolves all
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Assessments
Assignment 1: Bibliography
Analysis and
Evaluation
10
understanding
of the different
ways of
analysing
organisations
the case and does
not discuss the
relevance of these
facts; fails to draw
conclusions, or
conclusions are not
justified or
supported; does not
present relevant
research or data;
shows no critical
examination of case
issues
of most of the
issues and problems
in the case; in most
instances, analysis
is adequately
supported by theory
and empirical data;
appropriate
conclusions are
outlined and
summarized
analysis of all of
the issues and
problems in the
case; in most
instances,
analysis is
adequately
supported by
theory and
empirical data;
appropriate
conclusions are
outlined and
summarized
and critical
assessment of the
facts of the case in
light of relevant
empirical and
theoretical research;
develops insightful
and wellsupported
conclusions using
reasoned, sound,
and informed
judgments
resolves all
issues with
implications for
action vis
respect to the
action criterion
Action Plans
10
Demonstrate
an
understanding
of the different
ways of
analysing
organisations
Has difficulty
identifying
alternatives and
appropriate courses
of action; few if any
alternatives are
presented,
infeasible actions
are proposed, action
plans are not
supported, or
actions do not
address the key
issues and
problems in the
case
Outlines and
summarizes some
alternative courses
of action to deal with
most of the issues
and problems in the
case; in most
instances, proposed
action plans are
outlined, are
feasible, and based
on relatively sound
theory and
evidence
Effectively weighs
and assesses a
variety of
alternative actions
that address the
multiple issues
central to the
case; proposes
detailed plans of
action; action
plans are realistic
and contain
thorough and wellreasoned
justifications
Provides an action
plan which is
realistic, coherent
and practical and is
based upon the
analysis and
evaluation.
Provides an
action plan
which is
credible, flows
naturally from
the implications
of the analysis
and could be
implemented in
a given
organisation with
good prospects
for success.
Evaluation of
Consequences
5
Demonstrate
an
understanding
of the different
ways of
analysing
organisations
Displays limited
awareness and/or
understanding of the
consequences of
action plans; fails to
identify implications
and consequences
of proposed action
plans; identified
outcomes do not
follow from
proposed action
plans, or outcomes
are not related to
issues in the case
Demonstrates
acceptable
awareness of the
results of proposed
action plans;
provides some
reference to the
implications and
consequences
resulting from
alternative courses
of action.
Demonstrates
acceptable
analysis of the
results of
proposed action
plans; adequately
outlines and
summarizes the
implications and
consequences
resulting from
alternative
courses of action;
with a few minor
exceptions,
identified
consequences of
action plans are
related to key
issues in the case
Objectively and
critically reflects
upon alternative
plans of action;
effectively identifies,
thoroughly
discusses, and
insightfully
evaluates the
implications and
consequences
resulting from the
proposed action
plans; identified
consequences are
tied to the key
issues central to the
case
Provides a level
of analysis of
consequences
that could be
applied
proactively by a
real
organisation.
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