BUMGT 5920 Assessment
Assessment Task 2: Group Assignment
1) Assessment Details Purpose: To further develop the knowledge from Assignment 1, and to analyse developmental aspects of the international management process with an understanding of the options relevant to the challenges.
Specifically, this assignment is designed to assist you in developing skills in analysing strategic challenges and opportunities in the global context and competencies to anticipate the potential strategies of global and local competitors in specific industries; in implementing strategies for mastering interpersonal encounters, including conflict resolution, in multicultural environments; managing your own and the personal growth of others in the global context.
Details of task:
For this task, you are required to work in groups of 3 students – one Office Manager and two colleagues, and imagine you are a work team at an international consulting firm. Your team needs to consider the 3 tasks/activities outlined below.
For activities 1, 2 and 3, your team must appoint an Office Manager to lead an office discussion about how your company should respond to the challenges/opportunities facing your firm. Each team member must act as Office Manager for one of the task activities. Everyone must contribute to the office discussion. Activity 4 is an alternative for activity 3 but needs approval from your lecturer to choose this topic.
The office manager must ‘report’ to the Firm Director by the deadline set by the office manager. The office manager will change for each activity. The Firm Director will give the office manager feedback about each task/activity and the office manager will in turn give this feedback to their office colleagues.
Activity 1. A small manufacturing firm approaches your office and believes there is a market for handheld tools that
are carefully crafted for local markets. After spending two months in Europe, the president of this firm believes that his company can create a popular line of these tools.
1. What type of organization structure would be of most value to this firm in its initial efforts to go international?
2. If the company in Activity 1 finds a major market for its products in Europe and decide to expand into Asia, would you recommend any change in its organization structure? If yes, what would you suggest? If no, why?
3. If this same company finds after three years of international efforts that it is selling 50 percent of its output overseas, what type of organizational structure would you suggest for the future?
Activity 2. Read the following articles:
1. ‘Three skills CEOs need most’ by H. Sazena, Ivey Business Journal, May/June, 2015 2. ‘Managing Oneself’ by P.F. Drucker, Harvard Business Review, January, 2005 3. ‘What only the CEO can do’ by A.G. Lafley, Harvard Business Review, May, 2009
Reflect and assess your past experiences, cu
ent skills level and motivation, discuss with your office manager ‘what do you think are the skills need to lead effectively in a global environment?’ ‘Why do you think you don’t have those skills yet?’ ‘How do your office colleagues from different culture view your identified skill shortage? Table and categorize the required skills sets/factors and provide a report outlining the constraint of international capacity of your office to your director for next year’s professional development.
2) Criteria used to grade the task
1) Style: Report 2) Due date: Ongoing (Week 6-Week XXXXXXXXXXContribution to assessment: 35% 4) Word limit: 800 ± 10% for activities 1, 2, 3, 4
Content:
• Clear understanding of the consulting situation, thorough evaluation of the options and appropriate action/implementation steps
• Successfully apply relevant management theory, principle and framework from this course to the consulted activity.
• Academic written skills and appropriate citation format
• Professional and effective presentation
3) Task Assessor
Lecturer
4) Suggested time to devote to this task
Approximately 24 hours per student outside of class time
5) Submission details
Due to the ongoing nature of the Assessment Task 2, the submission due date shall be decided by the lecturer with students. The last activity (Activity 3 or 4) will be due on week 10 (Partner to insert date) of the semester. Students are required An electronic copy is required to submit via Turnitin submission link on Moodle.
6) Feedback and return of work
Feedback and grades will be communicated via email within two weeks of report submission.
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Marking Guides/Ru
ics: – Assessment Task 2- International Management Portfolio
Student Name: Activity (1, 2, 3, 4 )
CRITERIA Comments
Clear understanding of the consulting situation, thorough evaluation of the options and appropriate action/implementation steps. (4 marks)
Successfully apply relevant management theory, principle and framework from this course to the consulted activity. (3 marks)
Effective integration of other learning to support or defend the provided solutions.(2 mark)
Academic written skills and appropriate citation format. (2marks)
Professional and effective presentation (1 mark)
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BUMGT 5920 Assessment
Peer Assessment Information and Form
Instructions for completing:
1. Please rate your fellow group members' contributions (but not your own) according to the
factors defined below.
2. Record your group members’ ratings on the tables on the next page, using the scales
provided. Do not create intermediate scales (e.g. 18, 7.5).
3. Retain confidentiality by returning the completed form (only the next page) to your lecturer.
Definition of rating factors:
1. Understanding of the task and topic. Consider the group member's knowledge and ideas relative to the project. Was the group member's understanding of the task and topic an asset for the group?
2. Industry and initiative. Was the group member energetic, attentive and persistent in fulfilling task requirements? Did s/he need constant prodding or did s/he go ahead with a task and follow it through to completion?
3. Dependability and integrity. Could you rely on the group member to fulfill agreed on requirements? Did s/he ca
y a fair and equitable share of responsibilities and workload without being pressured to?
4. Participation as a group member. Was the group member an active, willing and co-operative participant? Was s/he considerate of group needs, helping the group to be productive? Did s/he overly dominate group meetings, or did the member remain inactive and contribute little?
5. Attendance. Did the group member attend regularly? Was s/he consistently absent for trivial reasons, or only absent when absolutely necessary? What was the group member's attitude to time lost from meetings?
NOTE: Your ratings may result in group members obtaining different grades for the project. Please complete this form diligently and fairly.
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This course description complies with the course outline authorised by Cu
iculum Committee. 6/14 (28/05/14)