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BUMGT1501 Management Principles ASSIGNMENTS Semester 1, 2018 Assignment Questions Assessment task 1 Title: TEST Due date: Tutorial session in Week 5 (please check date with your lecturer/tutor) So...

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BUMGT1501
Management Principles
ASSIGNMENTS
Semester 1, 2018
    
Assignment Questions
Assessment task 1
Title: TEST
Due date: Tutorial session in Week 5 (please check date with your lecture
tutor)
So far, this course has introduced you to what managers do, management theory and contemporary context and issues that influence organisations and their managers.
This test with a mixture of question types would test you on the management concepts, theories, terminology and application. More detail to be provided nearer the time.
Test duration: 1.5 hours (90 minutes)
Weighting/Value: 20%
Estimated return date: Three weeks after assignment submission
    
    CRICOS Provider No. 00103D
    
    Page 3 of 8
    CRICOS Provider No. 00103D
    
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Assessment Task 2: Case Study Report (30%)
Assessment task 2
Title: Report on Case Study
Due date: Week 10 (please check date with your lecture
tutor)
Based on this case study, you are now required to identify, discuss and evaluate a range of selected management theories and concepts from management that managers and organisations can use to operates efficiently and effectively.
Although this is a report based on the real world (case study), you are still required to use academic sources including the textbook and journal articles as well as use academic citation and referencing conventions. A good analysis (in the discussion section) will include consideration of the factors that support and constrain the management and/or organisation’s response to the ensuring efficient and effective operations.
Details of task:
Read and analyse the *case study “A
aham’s Grocery” and answer the three questions provided here. Present your answer in a report format. The report should be 1500 words with appropriate APA referencing citing a minimum of four academic references.
* the case study here provides background for this report
In your report you should consider the following:
Preliminaries (10%): These are the title page, table of contents, and full executive summary. Note that these are NOT included in the word count.
Introduction (20%): This
· indicates the purpose of your report
· identifies the plan of the report.
Discussion (40%): This is the main part of your report. Here you will identify, discuss and evaluate case study based on the questions provided. You can have three separate subheadings addressing each aspect of the questions in this section.
Conclusion (10%): This is where you draw your conclusion from the discussion based on the purpose of this report.
Recommendations (10%): Finally, based on your discussion, make some recommendations that you suggest the organisation/manager should do to achieve their purpose.
Quality (10%): You must use academic journal resources and suitable language and grammar.
References: appropriate APA referencing citing a minimum of four academic references. Note that the reference list is NOT included in the word count.
Your main aim in this report is to show your reader that you can apply some of the management theories and concepts you are studying to address real-life problems faced by managers in organisations and that you can present these ideas. Chapter 7 in the Student Q Manual provides a detailed outline for report writing.
Online Submission is required for all students
Please submit your assignment online by the due date.
Word limit: 1500 words (+/- 10%). Excluding preliminaries and references
Weighting/Value: 30%
Estimated return date: Three weeks after assignment submission
Criteria for marking: Please see the marking guide
Case Study for Assignment 2
A
aham’s Grocery
The first A
aham’s Grocery Store was started in 1967 by Bill A
aham and his sister Doris. They used a small inheritance to start a small grocery store, and it was immediately successful. The location was good, and both Bill and Doris had winning personalities and a ‘serve the customer’ attitude. A
aham’s rapidly growing number of customers enjoyed an abundance of good meats and produce, for which A
aham’s became well known.
By 2007, A
aham’s had over 200 stores. There were four regional managers responsible for about 50 stores each. Within each region, there were four districts of 12 to 13 stores each. Because the stores specialised in excellent meats and produce, there was a separate meat department manager, grocery department manager and produce department manager within each store. The grocery department manager also served as the store manager, but this person did not have direct authority over the meat department or the produce department. The store meat department manager reported directly to a district meat manager specialist, and the store produce department manager reported directly to a district produce manager specialist. The store manager (who is also the grocery department manager) reported directly to a district store supervisor. This direct line of authority for each store department provided excellent quality control over the meat, produce and grocery departments within individual stores.
However, there was growing dissatisfaction within the stores. The turnover of store managers was high, mostly because they had no control over the meat and produce departments within their stores. Coordination within stores was te
ible, such as when a store manager decided to promote a sale on Coke products as a loss leader. Hundreds of cases of Coke were
ought into the store for the big sale, but the meat and produce department managers would not give up floor space to display Coke cases. The frustrated store manager insisted that this was no way to run a business and quit on the spot. Many stores experienced conflict rather than cooperation among the meat, produce and store managers because each was very protective of their separate responsibilities.
Doris A
aham asked a consultant for advice. The consultant recommended a reorganisation within each store so that the meat, grocery and produce departments would all report to the store manager. The store manager thus would have complete control over store activities and would be responsible for coordinating across the meat, produce and grocery departments. The meat department manager in each store would report to the store manager and would also have a dashed-line relationship (communication, coordination) with the district meat specialist. Likewise, each store produce department manager would have a dashed-line relationship with the district produce specialist. The store manager would report directly to the district store supervisor. The district meat and produce specialists would visit individual stores periodically to provide advice and help the store department heads to ensure top quality in the meat, produce and grocery areas.
The consultant was enthusiastic about the proposed structure. Store managers would have more freedom and responsibility. By assigning responsibility for all store departments to the store manager, the new structure would encourage coordination within stores and give managers the ability to adapt to local tastes and customer needs. The dashed- line relationships would ensure excellent meat, grocery and produce departments across all stores.
Source: Samson, D. & Daft, R. L XXXXXXXXXXManagement (5th Asia Pacific Ed.). South Melbourne, VIC: Cengage Learning Australia. Page 428.
Case Questions for Report:
1) Identify and describe how the four management functions contributed to improve the business in the case study, using relevant examples to reinforce your answer.
2) What one (1) management approach (eg. scientific, administrative, etc.) best suits this organisation or could be adopted by this organisation? Please elaborate.
3) Explain how the efficiency and effectiveness in managing the enterprise can be improved.
Marking Guide: Case Study Report (30%)
1. Demonstrating an understanding of the relevant Management issues: (6 marks)
Excellent      Very good      Good      Fair          Poor          Very poor
Comments (optional) ………………………………………………………………………………………………………………………….
………………………………………………………………………………………………………………………….
2. Quality written analysis of the report: (8 marks)
Excellent      Very good      Good      Fair          Poor          Very poor
Comments (optional) ………………………………………………………………………………………………………………………….
………………………………………………………………………………………………………………………….
3. Completeness of response to the questions: (8 marks)
Excellent      Very good      Good      Fair          Poor          Very poor
Comments (optional) ………………………………………………………………………………………………………………………….
………………………………………………………………………………………………………………………….
4. Evidence of
oad research and readings - ie: a minimum of four cited academic sources: (4 marks)
Excellent      Very good      Good      Fair          Poor          Very poor
Comments (optional) ………………………………………………………………………………………………………………………….
………………………………………………………………………………………………………………………….
5. Co
ect presentation, including report format, citation of sources, and clarity of expression: (4 marks)
Excellent      Very good      Good      Fair          Poor          Very poor
Comments (optional) ………………………………………………………………………………………………………………………….
………………………………………………………………………………………………………………………….
6. Additional requirements – word length, due date submission:
Satisfactory XXXXXXXXXXUnsatisfactory
Comments (optional) ………………………………………………………………………………………………………………………….
………………………………………………………………………………………………………………………….
7. Overall:
Excellent      Very good      Good      Fair          Poor          Very poor
Comments (optional) ………………………………………………………………………………………………………………………….
………………………………………………………………………………………………………………………….
………………………………………………………………………………………………………………………….
NOTE: Equivalent terms in grading: Excellent/Higher Distinction/HD/80- 100%; Very good/Distinction/D/ 70-79%; Good/Credit/C/60-69%; Fai
Pass/P/50-59%; Poo
Fail/MF/40-49%; Very poo
Fail/F/0-39%
GRADE: …………………………..………..
General Grade Descriptions
    High Distinction
In addition to the passing requirements, the student’s work demonstrated a consistently high level of performance on all criteria for assessment.
    Distinction
In addition to the passing requirements, the student’s work demonstrated a consistently high level of performance on most criteria for assessment.
    Credit
In addition to the passing requirements, the student’s work demonstrated a sound level of performance on the criteria for assessment.
    Pass
The student’s work demonstrated a satisfactory level of performance on the criteria for assessment.
    MF - Fail Level 1
The student’s work marginally failed to demonstrate a satisfactory level of performance on the criteria for assessment, but nevertheless shows potential for improvement.
    F – Fail Level 2
The student’s work failed to achieve a satisfactory level of performance on the criteria for assessment.

Microsoft Word - Partners BUMGT1501 Assignments S1 2018


BUMGT1501
Management Principles


ASSIGNMENTS
Semester 1, 2018











CRICOS Provider No. 00103D Page 2 of 8






Assignment Questions

Assessment task 1

Title: TEST
Due date: Tutorial session in Week 5 (please check date with your lecture
tutor)

So far, this course has introduced you to what managers do, management theory and
contemporary context and issues that influence organisations and their managers.

This test with a mixture of question types would test you on the management concepts,
theories, terminology and application. More detail to be provided nearer the time.

Test duration: 1.5 hours (90 minutes)
Weighting/Value: 20%
Estimated return date: Three weeks after assignment submission
CRICOS Provider No. 00103D Page 3 of 8
Assessment Task 2: Case Study Report (30%)

Assessment task 2

Title: Report on Case Study
Due date: Week 10 (please check date with your lecture
tutor)

Based on this case study, you are now required to identify, discuss and evaluate a
Answered Same Day May 17, 2020 BUMGT1501

Solution

Ram Mohan answered on May 21 2020
144 Votes
APA Template.docx
Running Head: A
aham’s Grocery
1
A
aham’s Grocery
6
A
aham’s Grocery
Name
Academic Institution
Author Note
Class
Professo
May 20, 2018
Contents
2Executive Summary
2Introduction
2Discussion
2Four Functions of Management and how they Relate to the Case Study
3Management Approach to be Adopted by the Organization
4How Efficiency and Effectiveness can be improved
5Conclusion
6Recommendations
7References
A
aham’s Grocery
Executive Summary
This management report deals with the problems being faced by A
aham’s Grocery due to its flawed organizational structure and reporting relationships. This report examines the problems with reference to the theories of management and analyzes the solutions offered by the external consultant to address such problems. In addition, this report also recommends a course of action that can be adopted and which slightly differs from the approach favored by the consultant.
Contemporary organizations need flexible and adaptable organizational structures in order to meet the challenges of the fast changing marketplace. Especially, the firms in the Food and Beverages industry have to cognizant of situational factors including purely local factors that determine decision making at the micro level. Thus, this report takes into account these imperatives in its analysis and discussion of the various options before A
aham’s Grocery to address the problems being faced by them.
Introduction
This is a management report that addresses the problems being faced by A
aham’s Grocery in effective running of its business especially at the store level. As the case illustrates, the increasing conflicts between the store managers and the departmental managers is leading to friction and disruption in the running of the stores.
As the management hired a consultant to fix the problems, the case presents some solutions that have been recommended by them. In addition, this report considers some additional changes to the organizational structure of A
aham’s Grocery which would enhance the efficacy and effectiveness of the business.
The report first discusses the facts of the case and the theoretical approaches that are being followed as well as the proposed changes. Next, it examines and analyzes the gaps identified and proposes some changes that can be implemented. The report concludes by outlining the reasons why these recommendations must be accepted. The key theme in this report is the analysis in the context of the Food and Beverages market where purely local and situational factors often determine strategy.
Discussion
Four Functions of Management and how they Relate to the Case Study
The Planning function in A
aham’s Grocery was done by the Regional and District Managers wherein each of them ensured that the respective stores under their control functioned effectively. In addition, the district managers for meat, grocery, and produce were responsible for planning as well as organizing the operations of each store (Drobis, 2008). In this context, the dotted line reporting as well as the direct reporting of the respective departmental managers and the store manager were performing the organizing function wherein they were responsible for stocking the stores as well as planning for future demand requirements (Kotler P. , 2014).
Indeed, the reason for the conflict in the case was that the store manager could not plan for neither the changing demand patterns of the entire store or the introduction of new discount plans and products. In that sense, the present organizational structure could be said to have...
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