New Zealand Diploma in Business Management (Level 6) DBN 601: Organisation Management Term 4 2017 Assignment 1: Case Study Assignment Level 6 Credits 20 Assessment 1 Total Marks / Weighting 50 marks (25%) Week Due Week 4 Submission Date Instructions: 1. Ensure your Name, Student ID, Lecturer’s Name and Date is entered on this page. 2. Read the instructions carefully. 3. This is an individual assignment. 4. Your submission should be in the question-answer format. 5. You are not allowed to present or hand in the same or similar assignment of another individual. This will be regarded as cheating and will be marked zero. 6. Please use the following formatting guidelines for submitting the completed assignment: Font Size : 11 Font Type : Times New Roman, Arial Line space : 1.5 Headings size : 14, 16 7. You must complete each task on your own and you are encouraged to conduct your own research based on class exercises, hand-outs, notes and external sources as a support tool. 8. If you are unsure of any task stated in the assignment, consult your lecturer to seek clarification. 9. Anything that is not your own work must be acknowledged through referencing. Plagiarism would be dealt with zero tolerance and you would fail the assessment. 10. “APA” 6th Edition referencing and citation are compulsory. 11. A soft copy of assignment must be submitted on Turnitin by the due date and a hard copy must be submitted to the lecturer on date advised by lecturer. 12. Be advised that any similarity rate 25% or above will result in zero marks as stipulated above. 13. Late submissions may be accepted with a deduction of 10% for up to 5 days from due date. Student Undertaking: I have read and understood the instructions for the open book assessment. I understand that I will be assigned a zero if I am found to engage in any unethical practice. Student Name Student ID Student Signature Date Assessor Name Total Marks / 50 Assessor Signature % Weighting / 25% Question No. Q1 Q2 Q3 Q4 Q5 Q6 Total Total Marks 12 6 2 10 10 10 50 Allocated New Zealand Diploma in Business Management (Level 6) DBN601 Organisation Management Aim: Students will develop their knowledge and skills in organisational motivations and their management through applying professional, ethical, and socially and culturally appropriate behaviour. Students will also develop strategies for managing the impact of external environments on the performance of entities. Level 6 Credits 20 LEARNING OUTCOMES ASSESSED Learning Outcome Question Mark Allocation Percentage Allocation LO1: Demonstrate ethical, social, and culturally appropriate behaviour in organisational management. Q1 Q2 Q3 12 marks 6 marks 2 marks (Total: 20 marks) 10% LO2: Demonstrate professional behaviour in organisational management. Q4 10 marks 5% LO3: Resolve conflict in business environments to improve employee engagement and productivity. Q5 10 marks 5% LO5: Strategically manage the impact of external environments on organisational performance. Q6 10 marks 5% Total 50 marks 25% TERM OF REFERENCE Demonstrate Provide a practical exhibition and explanation of how a skill or process is undertaken. Clearly explain the existence of a concept or application by giving proof or evidence. Resolve Find a solution to a problem or contentious issue. Strategically manage Controlling relevant elements with appropriate strategies. Class Contact Hours 80 Lecturer supervised tutorial 40 Independent Learning 80 Total Student Learning Hours 200 New Zealand Diploma in Business Management (Level 6) Instructions: Read the following article and answer Questions 1 to 4. Kiwi firm among world’s most ethical By Caitlin Sykes A small Auckland-based firm has been named among the world’s most ethical companies. All Good Organics, which launched Fairtrade bananas into the New Zealand market three years ago and also produces Fairtrade and organic soft drinks, has made the 2013 World’s Most Ethical Companies list produced by the US-based Ethisphere Institute think-tank. The company is the only New Zealand firm to have made the cut in the list’s seven-year history. Ethisphere reviewed companies from more than 100 countries and 36 industries when compiling this year’s list. Chris Morrison, who founded All Good with his brother Matt Morrison and former 42-Below marketing director Simon Coley, says an ethical approach is woven into all aspects of the company’s business — although it hasn’t been an easy journey. “But being recognised like this helps to cement that we’re on the right track,” says Morrison. “New Zealand has a whole range of emerging small ethical businesses that show you can have [an] ethical, sustainable approach and be financially successful too.” The process for compiling the list includes reviewing companies’ codes of ethics, evaluating their investment in innovation and sustainable business practices and looking activities designed to improved corporate citizenship. Article is retrieved from: http://www.stuff.co.nz/business/unlimited/8384626/Kiwi-firm-among-world-smost-ethical Question 1 (Learning Outcome 1) Using four views of ethical behaviour, discuss what may constitute as ethical behaviour that had enabled All Good Organics to be listed as one of world’s most ethical companies. Support your answers with relevant academic resources such as journal articles and books. (4 views X 3 marks each = 12 marks) Question 2 (Learning Outcome 1) Discuss how culture could influence ethical behaviour in All Good Organics and suggest three strategies that can be used to manage issues that may occur due to cultural differences. Support your answers with relevant academic resources such as journal articles and books. (3 strategies X 2 marks each = 6 marks) Question 3 (Learning Outcome 1) Discuss the influence of a probable social structure within All Good Organics on ethical behaviour of the organisation. Support your answers with relevant academic resources such as journal articles and books. (2 marks) Question 4 (Learning Outcome 2) Recommend five strategies to manage unprofessional behaviour in All Good Organics in order for the organisation to remain as one of the world’s most ethical companies. (5 strategies X 2 marks each = 10 marks) New Zealand Diploma in Business Management (Level 6) Instructions: Read the following case study and answer Question 5. Introduction RELX Group is a leading provider of information solutions for professional customers across industries. The company helps scientists make new discoveries, lawyers win cases, doctors save lives, and executives forge commercial relationships with their clients. The company helps insurance groups offer customers lower prices by assessing risk better, and save taxpayers and consumers money by helping governments and financial groups detect fraud. RELX Group has a worldwide customer base in more than 180 countries working in many fields, including science, research and the law, as well as in public and academic libraries and commercial organisations. This includes around 11 million scientists who access information directly from RELX Group’s Science Direct database – the world’s largest online library of full-text research papers. It has 28,200 employees in more than 250 locations in 34 countries around the world. Its annual revenues for 2014 were £5.77bn with 86% of revenue being generated from electronic or face-to-face formats. RELX Group’s internal stakeholders have a range of interests in the different parts of the company and its activities. On the other hand, external stakeholders are those individuals or groups outside a business. RELX Group differentiates itself from competitors by highlighting its CR performance to external stakeholders. Some of RELX’s stakeholders are its customers, suppliers, partners, communities and societies. Potential stakeholder conflict It is important for a business to balance the interest of its various stakeholders. Different stakeholder groups have different priorities, for example: Shareholders expect the business to make a profit and receive a return on their investment. Employees require good working conditions if they are to be retained. Investors may want to see evidence of how a company responds to environmental issues before committing money to the business. Stakeholder conflict arises when the needs of some stakeholder groups compromise the expectations of others. A business has to make choices which some stakeholders might not like. For example, the cheapest supplier goods, which can help keep prices down for customers, must not come at the expense of ethical practice by suppliers. Some activities may not give immediate financial return on investment but support the business’ ethical standards. Such policies need to be communicated and explained to all stakeholders involved, so they understand the longer-term value they provide. For example, investment in ‘green’ energy (such as solar power) may be more expensive but can help the company reduce its environmental footprint. Supporting employees may also lead to trade-offs. RELX Group employees are offered development opportunities so that they can reach their potential. RELX Group has to justify this investment against the opportunity cost of using the time and resources for other purposes. It also has to assess the potential downside of not training its employees. This could include losing good people to other organisations or mistakes happening through lack of training. Case Study is adapted from: http://businesscasestudies.co.uk Question 5 (Learning Outcome 3) Recommend two most suitable conflict management strategies to manage the conflict among stakeholders in RELX Group. Support your answers with evidence or points from the case study as well as with relevant academic resources such as journal articles and books. (2 strategies X 5 marks each = 10 marks) New Zealand Diploma in Business Management (Level 6) Instructions: Read the following case study and answer Question 6. ANZ Case Study: External Influences The technology explosion that has taken place over the last 20 years has enabled banks to make significant changes in their operations to allow, among other things, customers access to their money 24 hours a day, seven days a week. These innovations have enabled money to move around the world rapidly, and international banks to forge mutually beneficial relationships with one another. The outcome has led to an exponential growth in world trade (trade has tripled since 1980, 15 times greater than it was in 1950), which has been highly beneficial to all countries. The growing importance of Asian economies to New Zealand has also continued to increase. Nine of New Zealand’s 15 largest trading partners are Asian – a reflection that the Bank believes indicates their future is inextricably linked to Asia. As New Zealand becomes increasingly connected to the greater Asian region, we will see ourselves selling more to Asia and buying more from them. We can already see the increasing interest from Asia in terms of investment, tourism, and education (foreign students), and this in turn gives New Zealand banks clear advantages. As this connectivity increases our linkages become even stronger. Case Study is adapted from: http://asia-knowledge.tki.org.nz/Business-case-studies/Case-study-2- ANZ/Influences Question 6 (Learning Outcome 5) As the Operations Director of ANZ, strategically manage the impact of five elements from the external environment in ensuring a positive organisational performance. Support your answers with evidence or points from the case study as well as with relevant academic resources such as journal articles and books. (5 elements X 2 marks each = 10 marks) New Zealand Diploma in Business Management (Level 6) FACULTY OF BUSINESS LECTURER’S FEEDBACK / COMMENTS FORM Term/Year (e.g. T4-2015) Course Code Course Name Lecturer(s) Name Assessment (1/2/3) Feedback / Comments: STUDENT ACKNOWLEDGEMENT: I/We have read and understood the comments above. ________________________________ ___________________________ Student Signature(s) Date Student Name: Student ID: New Zealand Diploma in Business Management (Level 6)
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