Unformatted text preview: Australian School of Business
School of Organisation and Management MGMT1001
MANAGING ORGANISATIONS AND PEOPLE COURSE OUTLINE
SEMESTER 2, 2011 TABLE OF CONTENTS
1. STAFF CONTACT DETAILS 1 2. COURSE DETAILS 2 2.1 Teaching Times and Locations
2.2 Units of Credit
2.3 Summary of Course
2.4 Course Aims and Relationship to Other Courses
2.5 Student Learning Outcomes 2 2 2 2 3 3. LEARNING AND TEACHING ACTIVITIES 3 3.1 Approach to Learning and Teaching in the Course
3.2 Learning Activities and Teaching Strategies 3 3 4. ASSESSMENT 4 4.1 Formal Requirements
4.2 Assessment Details
4.3 Assessment Format
4.4 Assignment Submission Procedure
4.5 Late Submission
4.6 Formatting information (Essay and Report) 4 4 5 8 8 9 5. ACADEMIC HONESTY AND PLAGIARISM 9 6. COURSE RESOURCES 10 7. COURSE EVALUATION AND DEVELOPMENT 11 8. STUDENT RESPONSIBILITIES AND CONDUCT 11 8.1
8.6 11 11 11 13 13 13 Workload
Special Consideration and Supplementary Examinations
General Conduct and Behaviour
Occupational Health and Safety
Keeping Informed 9. ADDITIONAL STUDENT RESOURCES AND SUPPORT 13 10. COURSE SCHEDULE 14 1. STAFF CONTACT DETAILS Position Name Email Lecturer-in-charge Dr. Bernard Gan [email protected] Lecturer Ms. Janis Wardrop [email protected] Lecturer Mr. David Cheng [email protected] Consultation times and
Tuesday 2-4pm or by
Room 539 Level 5, ASB
By appointment only
By appointment only
Room 513 Level 5, ASB
building Senior Tutor: Mr David Cheng
Office: Room 513 Level 5, ASB building E-mail: [email protected] Phone 9385 7404 Specific personal queries should be sent to the Senior Tutor via email: [email protected] Everest Co-ordinator: Dr. Bernard Gan
Specific questions about the Everest Simulation should be sent to Dr. Bernard Gan at [email protected] Tutors:
You will meet your tutor at your first tutorial in Week 2, and they will provide you with their contact details
and consultation times during the first tutorial. Discussion Forum on Course Website
There is a Discussion Forum on the course website which is monitored by the Senior Tutor. You should
post any general queries about the course or assessment on this discussion forum.
You can access the course website at: http://lms-blackboard.telt.unsw.edu.au, or via myunsw:
https://my.unsw.edu.au MGMT1001 Managing Organisations and People 1 2. COURSE DETAILS
2.1 Teaching Times and Locations
You are required to attend ONE (1) two hour lecture each week. There are six different lecture times per
week you can enrol in: Day Time Location Lecture Code Tuesday 16:00-18:00 Rex Vowels B Wednesday 10:00-12:00 CLB 7 A Wednesday 16:00-18:00 Burrows Theatre C You are also required to attend ONE (1) one hour tutorial per week. There are a number of tutorial options
for students. Please see the UNSW enrolment system for details of tutorial times.
2.2 Units of Credit
This course is worth SIX (6) units of credit.
2.3 Summary of Course
Managing Organisations and People is a foundational core course offered in the main bachelor degree
programs. This course introduces students to the knowledge and skills required to successfully manage
organisations and people in a global economy, based on contemporary research and practice. The course
is designed to provide strong foundations for the development of future organisational leaders and
managers who will be able to successfully respond to complex and turbulent environments, promote and
sustain competitive advantage, ensure ethical and social responsibility in business practice and decision
making, and manage changing social, political and technological factors both inside and outside the
organisation, in an increasingly global and diverse workplace. Topics include: the role of organisations in
modern societies, sustainability and corporate social responsibility, the importance of organisational
leadership, power and networks, sources of conflict, problem solving, group motivation and behaviour, as
well as professional skills.
2.4 Course Aims and Relationship to Other Courses
The aim of MGMT1001 is to provide you with an introduction to principles, practices, issues and debates
that are relevant to the management of organisations. You will study concepts and theories that help
explain the attitudes and behaviours of employees and managers.
As a core course in the Bachelor of Commerce degree, the activities, materials and assessments have
been designed to provide students with the opportunity to develop skills relevant to their studies and
employment. MGMT1001 Managing Organisations and People 2 2.5 Student Learning Outcomes
By the end of this course, you should be able to:
1. explain the central role of organisations in society
2. evaluate the value and importance of the human side of organisations
3. describe the interconnections between individual(s), team(s) and organisation(s)
4. understand the language of organisations and management
5. acquire foundational academic research skills
6. demonstrate familiarity with the process of critical analysis
7. enhance your effectiveness in working in groups and teams
8. learn independently and assume responsibility for the learning process
ASB Graduate Attributes
This course contributes to your development of the following Australian School of Business Graduate
Attributes, which are the qualities, skills and understandings we want you to have by the completion of
ASB Graduate Attributes MGMT1001 Learning Outcomes Critical thinking and problem solving 1-4, 6 Communication 7 -8 Teamwork and leadership 7 Social, ethical and global perspectives 1 -4 In-depth engagement with relevant disciplinary knowledge 1 -4 Professional skills 4 -8 More information on the ASB Graduate Attributes and how they align with the UNSW Graduate Attributes
(2010) is available on the ASB website (Learning and Teaching >Graduate Attributes). 3. LEARNING AND TEACHING ACTIVITIES
3.1 Approach to Learning and Teaching in the Course
MGMT1001 has been designed to provide you with a complete learning experience that incorporates
interactive teaching and learning and provides a strong foundation for successful studies in your
Bachelor’s degree. We encourage student contributions, through discussion and questioning that draw
upon your reading and life experiences.
3.2 Learning Activities and Teaching Strategies
Role of Lectures
The lectures provide a forum to introduce students to the main issues, theories and conceptual
frameworks for each topic. Lecture notes for each week’s topic will be available on the course website on MGMT1001 Managing Organisations and People 3 the preceding Sunday. For example, the Week 4 lecture handout will be available to you on the Sunday
before the lecture week.
Role of the Tutorial
The tutorials use a variety of experiential learning activities which encourage active engagement in the
tutorials. The weekly tutorials provide you with an interactive environment to enhance your formal and
informal learning in the course. The more conscientiously you participate, the more you will enjoy and
learn from the tutorials.
The tutorials also provide you with opportunities to improve important interpersonal skills by working with
other students in groups and teams, building relationships and networks, and being exposed to the
opinions and values of others.
Role of Everest Simulation
The Everest Simulation provides students with a hands-on experience of Groups and Teams concepts.
Via the Everest Simulation, students will appreciate how individual attitudes and behaviours relate to group
functioning – and gain a practical understanding of the influence of key topics central to effective teamwork
(e.g., Communication, Leadership, Decision making, Conflict). 4. ASSESSMENT
4.1 Formal Requirements
In order to pass this course, you must:
1. achieve a composite mark of at least 50; and
2. make a satisfactory attempt at ALL assessment tasks (see below).
4.2 Assessment Details
assessed Length Due Date Individual essay (short
writing task) 15% 4, 5, 6, 8 1, 2, 5 1,000
words Week 5 (in the tutorial) Individual Everest Report 30% 3, 4, 6, 7, 8 2, 3, 6 2,500
words Week 11 on Wednesday,
October 5th at 6pm Active and engaged
participation in tutorials
(min. requirement of
attendance at 8 tutorials
to be eligible)” 5% 8 NA Ongoing Individual participation in
Everest Simulation – two
rounds 5% 7 NA “Spot” Collection of
tutorial preparation 10% 8 5, 6 Everest 1: Week 6
Saturday August 20th to
Sunday August 28th
Everest 2: Week 8
Thursday September 8th
to Wednesday September
4 weeks – randomly
selected 35% 1, 2, 3, 4, 6, 7 5 Individual Participation Final Exam MGMT1001 Managing Organisations and People NA
2 hours University exam period 4 4.3 Assessment Format
4.3.1 Assignment 1 Requirements: Essay - 15% of final mark
Due date & submission procedure: at WEEK 5 Tutorial. You must also upload a copy to “Turn-it-in” on the
course website prior to your due date.
Submission procedure: See section 4.4 “Assignment Submission Procedure” in this course outline
Weighting: 15% of your total course mark
Length: 1,000 words +/- 10%. The word count excludes the cover sheet and list of references/
bibliography. The word count for your work (i.e., the number of words in YOUR assignment) must be
disclosed on the coversheet of your assignment.
Essay Question: Should managers actively manage generational differences among their employees?
Why or why not?
Reference requirements: Maximum total number of references for this assignment is six (6)
1. Use a minimum of TWO (2) references from this list. You can use all four.
Benson, J. & Brown, M., 2011. Generations at work: are there differences and do they matter? The
International Journal of Human Resource Management, 22(9), p.1843.
Gursoy, D., Maier, T.A. & Chi, C.G., 2008. Generational differences: An examination of work values
and generational gaps in the hospitality workforce. International Journal of Hospitality Management,
Parry, E. & Urwin, P., 2011. Generational Differences in Work Values: A Review of Theory and
Evidence. International Journal of Management Reviews, 13(1), pp.79-96.
Wey Smola, K. & Sutton, C.D., 2002. Generational differences: revisiting generational work values for
the new millennium. Journal of Organizational Behavior, 23(4), pp.363-382.
2. You must find TWO (2) academic articles in the following library databases: ABI Inform;
Business Source; Web of Science that are relevant to support your analysis. Note: websites and
books are not valid sources for this assignment.
- Development of a consistent, clear and well-supported answer to the question - Overall quality of analysis, depth of reflection/ thinking in terms of the key themes and issues
raised in the question - Quality of academic research (sourced from appropriate journals/ databases, appropriate
number of sources, relevance of sources to your argument) - Appropriate structure (logical sequence; transitions between parts; well-developed paragraphs) - Clarity of expression & grammar - Correct format of in-text citations and bibliography using Harvard style (EDU Harvard Guide) - Appropriate document formatting as per requirements on section 4.6 of the Course Outline and
length (1,000 words +/- 10%) MGMT1001 Managing Organisations and People 5 4.3.2 Assignment 2 Requirements: Report - 30% of final mark
Due date: At WEEK 11 tutorial. You must also upload a copy to “Turn-it-in” on the course website prior to your
Submission procedure: See section 4.4 “Assignment Submission Procedure” in this course outline
Weighting: 30% of your total course mark
Length: 2,500 words +/- 10% The word count must be disclosed on the coversheet of your report.
Report Focus: Critically analyse your individual and team’s experiences and results in the two
Everest simulations using the following two course concepts (Topic 2 & 3 Individuals in Organisation I & II; and Topic 6 -Power, Influence & Conflicts)
The report must address the following areas: Included in word limit Assignment cover sheet: No Title page: No Executive summary: No Table of contents: No Introduction: Yes (approx 250 words) Body: Critically analyse your individual and team’s experiences and results
in the two Everest simulations using the following two course concepts: Yes (approx 2100 words) 1. Individuals in Organisation I & II
2. Power, Influence and Conflicts
Conclusion (Briefly summarising what you have learnt from the experience)
Compulsory appendices: Yes (approx 150 words)
No • All students who were “participants” (not “observers”) in Everest must attach
a copy of the “Goals on Track” page from each simulation
• All students (participants & observers) must attach a copy of the team
List of references / bibliography No Reference requirements: You must use a minimum of six (6) academic journal references to support
- Overall quality of analysis, depth of reflection/ thinking in terms of the key themes and
issues raised in the Everest experience - Quality of academic research (appropriate number of academic sources, relevance of
sources to your argument) - Appropriate structure (logical sequence; transitions between parts; well-developed paragraphs) - Clarity of expression & grammar - Correct in-text citations and bibliography format using Harvard style (EDU Harvard Guide) - Correct document formatting as per requirements in section 4.6 of the Course Outline,
length (2,500 words +/- 10%), and inclusion of compulsory appendices. MGMT1001 Managing Organisations and People 6 4.3.3 Individual Participation - 20% of final mark
Tutorial Attendance and Participation: (5%)
Preparation for, and active participation in, your lectures and seminars is a vital component of the learning
in this subject and as such students who prepare and participate in the classroom will be rewarded.
Participation may involve small group discussion, short informal presentations to the class, answ ering
questions, participation in class discussion.
Participation marks are based on the degree to which students make an informed contribution to class and
small group discussion. Simply attending tutorials without getting involved in class discussion is of little
value to you or your classmates and will result in a minimal participation mark.
To be eligible for the Tutorial Attendance and Participation mark students must attend a minimum of eight
Grade Description Mark Outstanding
Contribution Attends 8 + tutorials and actively participates in both small group and class
discussions. Contributions in class reflect thorough preparation. Provides
good insights; has clear and thoughtful views; and supports and argues for
but is open to modifying positions 4–5 Satisfactory Attends 8 + tutorials and participates in both small group and class
discussions. Contributions demonstrate some preparation for tutorial.
Some contribution of facts or opinion. 2–3 Unsatisfactory Attends 8 + tutorials but is an unwilling participant, is observed to rarely
speak in small group discussion and never voluntarily speaks in class
discussions. For example: only speaks when directly addressed by a tutor. 1 Does not meet
requirement Students must attend a minimum of 8 tutorials to be eligible for participation
marks 0 Everest Simulation Participation (5%)
Students will be notified of their team in Week 4. Teams can choose to work as a virtual team, in separate
locations; or together in the same location either in a University computer lab or using their own
computers, when completing the Simulation. However, the simulation must be played by everyone at
the same time. Members of teams that complete both simulations with be awarded 5% towards their
overall participation mark.
Spot Collection of tutorial preparation (10%)
Each week there are three (3) set questions/ requirements for students to complete as part of your
engagement with the topic and preparation for the tutorial. The details of these requirements can be found
on the 'To Complete' page for each topic in the Student Workbook and a form for you to use will be
available on the course website for you to down load and complete. Your tutors will randomly collect these
forms on FOUR (4) occasions during the semester.
These will be graded SATISFACTORY/ UNSATISFACTORY only. There is no written feedback provided. MGMT1001 Managing Organisations and People 7 4.3.4 Final Examination - 35% of total mark
A final two-hour exam will be held in during the University exam period for Semester 1. All material from
the course is examinable (including lecture content, tutorial experiences, and compulsory readings - ie
textbook and readings in the Student Workbook). Students are expected to sit the exam on the prescribed
day and should not make plans to travel, attend work functions or make any other plans on this day.
4.4 Assignment Submission Procedure
The essay (Assignment 1) and The report (Assignment 2) are to be submitted at your tutorial the week it is
due. If you cannot attend the tutorial on the day it is due you may put the assignment in the School of
Organisation and Management's assignment box no later than 6pm on the due date. You must also submit
an electronic copy of the assignment to “Turn-it-in” via the Course website prior to your due date.
BOTH assignments MUST have a School of Organisation and Management Coversheet attached with the
declaration signed and dated. Please use the MGMT1001 Coversheet on the course website as it contains
a receipt section. Your tutor will sign and return the receipt to you when they collect the assignment. You
may be asked to produce the receipt as evidence of submission at a later date – so it is important you
keep all receipts until the end of the course.
PLEASE NOTE: Your uploaded essay must be identical to the hard copy you submit. Any differences in
the hard copy submitted and the e-copy uploaded will be regarded as Academic Misconduct and you may
be subjected to disciplinary action. Your assignment will not be returned until an electronic copy of the
assignment is submitted to “Turn-it-in” via the Course website.
4.5 Late Submission
You must submit all assignments and attend all examinations scheduled for your course. A penalty of 10%
for each day the assignment is late will be applied. You should seek assistance early if you suffer illness
or misadventure affecting your course progress. No extensions will be granted except in the case of
serious illness or misadventure or bereavement, which must be supported with documentary evidence.
Requests for extensions must be made to the Senior Tutor by email and be accompanied by the
appropriate documentation no later than 24 hours before the due date of the assignment (that is the time
your tutorial commences). In circumstances where this is not possible, students must complete the UNSW
Special Consideration process (see section 8.3 below for more information).
The Senior Tutor is the only person who can approve a request for an extension. If you do make a request
for an extension, the Senior Tutor will email you and your tutor with the decision.
Note: A request for an extension does not guarantee that you will be granted one.
If you require special consideration read the advice on UNSW policies and procedures listed in section
Request for assignment to be re-marked
From time to time some students will query the mark they have received on an assessment. If you have a
question about the mark you received on Assignment 1 or Assignment 2, you must first make an
appointment with your tutor no earlier than one week after the course assignment return date, but no later
than two weeks from the return date, to discuss your concerns. The return date is usually 2 weeks after
submission of the assignment. If you choose to pick up your assignment at a later date, keep in mind that
you are still required to follow the course return date timing.
If, after speaking to your tutor you remain unhappy with their explanation, you may request a review of
your assignment. This request must be made within 3 weeks of the assignment return date to the Lecturer MGMT1001 Managing Organisations and People 8 in charge. Requests made later than 3 weeks will not be accepted for a re-mark. Keep in mind that a
request for an assignment review is not automatically granted. To qualify for an assignment review you
must submit, in writing, the specific reasons you believe a review is warranted. This document should also
include a discussion of the tutor’s comments and how the components of your essay relate to the
assignment criteria. Applications that request a re-mark on the basis of “I felt the mark was too low” will be
rejected. If a re-mark is granted, your assignment mark may decrease, increase, or remain the same. You
should be aware that historically, many assignment marks have been lowered following a review. The
mark awarded following the review is final and no further discussion will be entered into.
If you are requesting a re-mark of your final exam, this request must be made to the Lecturer in charge
within 2 weeks of the UNSW release date of marks for the semester.
4.6 Formatting information (Essay and Report) Your assignments must be formatted as per the requirements below:
- Use 11pt or 12pt font
- 2.5 cm left margin
- 1.5 line spacing
- Leave a line between each paragraph
- Number each page
- Student number and course code (MGMT 1001) to appear on every page
- Identical electronic copy submitted via the Course Website
- Coversheet completed correctly and attached - coversheet available on course
- Use Harvard method for referencing - more information can be found on the ASB
EDU website Quality Assurance
The ASB is actively monitoring student learning and quality of the student experience in all its
programs. A random selection of completed assessment tasks may be used for quality
assurance, such as to determine the extent to which program learning goals are being
achieved. The information is required for accreditation purposes, and aggregated findings will
be used to inform changes aimed at improving the quality of ASB programs. All material used
for such processes will be treated as confidential and will not be related to course grades. 5. ACADEMIC HONESTY AND PLAGIARISM
The University regards plagiarism as a form of academic misconduct, and has very strict rules regarding
plagiarism. For UNSW policies, penalties, and information to help you avoid plagiarism see:
http://www.lc.unsw.edu.au/plagiarism/index.html as well as the guidelines in the online ELISE and ELISE
Plus tutorials for all new UNSW students:
To see if you understand plagiarism, do this short quiz:
For information on how to acknowledge your sources and reference correctly, see:
http://www.lc.unsw.edu.au/onlib/ref.html MGMT1001 Managing Organisations and People 9 For the ASB Harvard Referencing Guide, see the ASB Referencing and Plagiarism webpage (ASB
>Learning and Teaching>Student services>Referencing and plagiarism)
Students are expected to treat their work as their intellectual property. Any student who provides their work
to other students undertaking this course in following semesters or years may be investigated for collusion.
This may result in an allegation of academic misconduct and the grade for the course being penalised or
Information for UNSW Students on Plagiarism and Academic Honesty Plagiarism is the presentation of thoughts or work of another as one’s own.* Examples include:
− direct duplication of the thoughts or work of another, including by copying work, or knowingly permitting it to be
copied. This includes copying material, ideas or concepts from a book, article, report or other written document
(whether published or unpublished), composition, artwork, design, drawing, circuitry, computer program or
software, web site, Internet, other electronic resource, or another person’s assignment without appropriate
− paraphrasing another person’s work with very minor changes keeping the meaning, form and/or progression of
ideas of the original;
− piecing together sections of the work of others into a new whole;
− presenting an assessment item as independent work when it has been produced in whole or part in collusion
with other people, for example, another student or a tutor; and,
− claiming credit for a proportion a work contributed to a group assessment item that is greater than that actually
Submitting an assessment item that has already been submitted for academic credit elsewhere may also be
The inclusion of the thoughts or work of another with attribution appropriate to the academic discipline does not
amount to plagiarism.
Students are reminded of their Rights and Responsibilities in respect of plagiarism, as set out in the University
Undergraduate and Postgraduate Handbooks, and are encouraged to seek advice from academic staff whenever
necessary to ensure they avoid plagiarism in all its forms.
The Learning Centre website is the central University online resource for staff and student information on plagiarism
and academic honesty. It can be located at:
The Learning Centre also provides substantial educational written materials, workshops, and tutorials to aid students,
for example, in:
- correct referencing practices;
- paraphrasing, summarising, essay writing, and time management;
- appropriate use of, and attribution for, a range of materials including text, images, formulae and concepts.
Individual assistance is available on request from The Learning Centre.
Students are also reminded that careful time management is an important part of study and one of the identified
causes of plagiarism is poor time management. Students should allow sufficient time for research, drafting, and
proper referencing of sources in preparing all assessment items.
* Based on that proposed to the University of Newcastle by the St James Ethics Centre. Used with kind permission
from the University of Newcastle
† Adapted with kind permission from the University of Melbourne. 6. COURSE RESOURCES
• Required Resources: available to purchase at UNSW Bookshop or in the UNSW Library
Textbook: Robbins, S., Bergman, R., Stagg, I., Coulter, M., Judge, T., Millett, B. & Boyle, M,
Managing Organisations and People MGMT 1001 Customised for the University of New South Wales.
Sydney, Australia: Pearson Prentice Hall.
Student Workbook: MGMT1001 Managing Organisations and People, Semester 2, 2011
http://info.library.unsw.edu.au/web/services/services.html MGMT1001 Managing Organisations and People 10 7. COURSE EVALUATION AND DEVELOPMENT
Based on feedback and consultation with the ASBs key stakeholders (including major corporations and
professional service firms, professional associations and alumni) the core program for the Bachelor of
Commerce has been redeveloped. This course has been developed and included in the core based on
stakeholder feedback that graduates need to be proficient not only in 'technical' skills but also have a
broader understanding of the 'human side' of organisation and well developed team work, critical thinking
and communication skills.
Each year feedback is sought from students about the courses offered in the School and continual
improvements are made based on this feedback. In this course, we will seek your feedback through the
university CATEI process. 8. STUDENT RESPONSIBILITIES AND CONDUCT
Students are expected to be familiar with and adhere to university policies in relation to class attendance
and general conduct and behaviour, including maintaining a safe, respectful environment; and to
understand their obligations in relation to workload, assessment and keeping informed.
Information and policies on these topics can be found in the ‘A-Z Student Guide’:
https://my.unsw.edu.au/student/atoz/A.html. See, especially, information on ‘Attendance and Absence’,
‘Academic Misconduct’, ‘Assessment Information’, ‘Examinations’, ‘Special Consideration’, ‘Student
Responsibilities’, ‘Workload’ and policies such as ‘Occupational Health and Safety’.
It is expected that you will spend at least ten hours per week studying this course. This time should be
made up of reading, research, working on exercises and problems, and attending classes. In periods
where you need to complete assignments or prepare for examinations, the workload may be greater.
Over-commitment has been a cause of failure for many students. You should take the required workload
into account when planning how to balance study with employment and other activities.
Information on expected workload: https://my.unsw.edu.au/student/atoz/UnitsOfCredit.html .
Your regular and punctual attendance at lectures and seminars is expected in this course. University
regulations indicate that if students attend less than eighty per cent of scheduled classes they may be
refused final assessment.
8.3 Special Consideration and Supplementary Examinations
You must submit all assignments and attend all examinations scheduled for your course. You should seek
assistance early if you suffer illness or misadventure which affects your course progress.
General Information on Special Consideration:
1. For assessments worth 20% or more, all applications for special consideration must go through
UNSW Student Central
(https://my.unsw.edu.au/student/academiclife/StudentCentralKensington.html) and be lodged
within 3 working days of the assessment to which it refers;
2. Applications will not be accepted by teaching staff, but you should notify the lecture-in-charge
when you make an application for special consideration through UNSW Student Central;
3. Applying for special consideration does not automatically mean that you will be granted a
supplementary exam; MGMT1001 Managing Organisations and People 11 4. Special consideration requests do not allow lecturers-in-charge to award students additional
ASB Policy on requests for Special Consideration for Final Exams:
The policy of the School of Organisation and Management is that the lecturer-in-charge will need to be
satisfied on each of the following before supporting a request for special consideration:
1. Does the medical certificate contain all relevant information? For a medical certificate to be
accepted, the degree of illness, and impact on the student, must be stated by the medical
practitioner (severe, moderate, mild). A certificate without this will not be valid.
2. Has the student performed satisfactorily in the other assessment items? Satisfactory performance
would require at least a composite pass for the course assessments to date, and meeting the
obligation to have attended 80% of tutorials.
3. Does the student have a history of previous applications for special consideration? A history of
previous applications may preclude a student from being granted special consideration.
Special Consideration and the Final Exam: Applications for special consideration in relation to the final exam are considered by an ASB Faculty panel
to which lecturers-in-charge provide their recommendations for each request. If the Faculty panel grants a
special consideration request, this will entitle the student to sit a supplementary examination. No other
form of consideration will be granted. The following procedures will apply:
1. Supplementary exams will be scheduled centrally and will be held approximately two weeks after the
formal examination period. The date for ASB supplementary exams for session 2, 2011 are:
30 November to 2 December 2011 (Venue: Goldstein Building)
If a student lodges a special consideration for the final exam, they are stating they will be available on the
above dates. Supplementary exams will not be held at any other time.
2. Where a student is granted a supplementary examination as a result of a request for special
consideration, the student’s original exam (if completed) will be ignored and only the mark achieved in the
supplementary examination will count towards the final grade. Failure to attend the supplementary exam
will not entitle the student to have the original exam paper marked and may result in a zero mark for the
If you are too ill to perform reasonably on the final exam, do not attend the final and apply for a
supplementary instead. However granting of a supplementary exam in such cases is not automatic. If a
student attends the regular final, s/he is unlikely to be granted a supplementary exam.
The ASB’s Special Consideration and Supplementary Examination Policy and Procedures for Final Exams
for Undergraduate Courses are available at:
http://www.asb.unsw.edu.au/currentstudents/resources/forms/Documents/supplementaryexamprocedures.pdf. Special consideration and assessments other than the Final exam:
For assessments worth under 20% all applications for special consideration must be lodged within 3
working days of the due date of the assessment to the lecturer-in-charge. Applying for special
consideration does not automatically mean it will be granted. The student must supply an appropriate
medical certificate. For a medical certificate to be accepted, the degree of illness, and impact on the
student, must be stated by the medical practitioner (severe, moderate, mild). A certificate without this will
not be valid. MGMT1001 Managing Organisations and People 12 8.4 General Conduct and Behaviour
You are expected to conduct yourself with consideration and respect for the needs of your fellow students
and teaching staff. Conduct which unduly disrupts or interferes with a class, such as ringing or talking on
mobile phones, is not acceptable and students may be asked to leave the class. More information on
student conduct is available at: https://my.unsw.edu.au/student/atoz/BehaviourOfStudents.html 8.5 Occupational Health and Safety
UNSW Policy requires each person to work safely and responsibly, in order to avoid personal injury and to
protect the safety of others. For more information, see http://www.ohs.unsw.edu.au/.
8.6 Keeping Informed
You should take note of all announcements made in lectures, tutorials or on the course web site. From
time to time, the University will send important announcements to your university e-mail address without
providing you with a paper copy. You will be deemed to have received this information. It is also your
responsibility to keep the University informed of all changes to your contact details. 9. ADDITIONAL STUDENT RESOURCES AND SUPPORT
The University and the ASB provide a wide range of support services for students, including:
• ASB Education Development Unit (EDU)
Academic writing, study skills and maths support specifically for ASB students. Services include
workshops, online and printed resources, and individual consultations. EDU Office: Room GO7,
Ground Floor, ASB Building (opposite Student Centre); Ph: 9385 5584; Email: [email protected]
• Capturing the Student Voice: An ASB website enabling students to comment on any aspect of their
learning experience in the ASB. To find out more, go to the Current Students/Resources/Student
Feedback page here.
• • Blackboard eLearning Support: For online help using Blackboard, follow the links from
www.elearning.unsw.edu.au to UNSW Blackboard Support / Support for Students. For technical
support, email: [email protected]; ph: 9385 1333
UNSW Learning Centre (www.lc.unsw.edu.au )
Academic skills support services, including workshops and resources, for all UNSW students. See
website for details.
Library training and search support services:
UNSW IT Service Centre: : https://www.it.unsw.edu.au/students/index.html
Technical support for problems logging in to websites, downloading documents etc.: UNSW Library
Annexe (Ground floor); Ph: 9385 1333.
UNSW Counselling and Psychological Services (http://www.counselling.unsw.edu.au)
Free, confidential service for problems of a personal or academic nature; and workshops on study
issues such as ‘Coping With Stress’ and ‘Procrastination’.
Office: Quadrangle Building, Level 2, East Wing ; Ph: 9385 5418
Student Equity & Disabilities Unit (http://www.studentequity.unsw.edu.au) Advice regarding equity
and diversity issues, and support for students who have a disability or disadvantage that interferes
with their learning. Office: Ground Floor, John Goodsell Building; Ph: 9385 4734 MGMT1001 Managing Organisations and People 13 10. COURSE SCHEDULE
Week Week beginning Lecture Topic Tutorial Topic 1 18/07/2011 Topic 1: Introduction to the Course what is an organisation? (include
Lecturer: Bernard Gan No tutorials 2 25/07/2011 Topic 2: Individual in Organisation I
Lecturer: Bernard Gan Topic 1: Introduction - what is an
organisation? 3 01/08/2011 Topic 3: Individual in Organisation II
Lecturer Bernard Gan Topic 2: Individual in Organisation I 4 08/08/2011 Topic 4: Communications
Lecturer: Bernard Gan Topic 3: Individual in Organisation II 5 15/08/2011 Topic 5: Groups and Teams
Lecturer: Janis Wardrop Topic 4: Communications
Essay 1 due in tutorial 6 22/08/2011 Topic 6: Power, Influence and
Lecturer: David Cheng No tutorials
Everest simulation 1 (from 20/8/11 to
28/8/11) 7 29/08/2011 Topic 7: Leadership and
Lecturer: Janis Wardrop Everest: Team contract Mid Semester break 3rd Sep – 11th Sep
8 12/09/2011 Topic 8: How do organisations
decide what to do? Strategy and
Lecturer: Janis Wardrop Topic 7: Leadership and Management
Everest simulation 2 (from 8/9/11 to
14/9/11) 9 19/09/2011 Topic 9: Managing 'human'
Lecturer: Janis Wardrop Everest: Simulation debrief 10 26/09/2011 Topic 10: Global Dimensions of
Lecturer: David Cheng Topic 9: Managing 'human' resources 11 3/10/2011 Topic 11: Sustainability
Lecturer: Janis Wardrop 12 10/10/2011 Topic 12: Course review and exam
Lecturer: Janis Wardrop No tutorials (Labour day)
Essay 2 (Everest Report) due on 5/10/11
Topic 11: Sustainability 13 17/10/2011 No lecture Topic 12: Review & exam preparation
Study Period 24-28 October Final Examination Period 31 October – 15 November
Supplementary Examination – 30Nov to 2 Dec 2011 (Exact Date To be Advised) MGMT1001 Managing Organisations and People 14 ...
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- Academia, Lecturer, special consideration, Managing Organisations