MGT8039
Assessment
page 1
Assessment
Assessment schedule
The assessment for Strategic Leadership has two case studies and an on-line test.
Description
Marks out of
Wtg(%)
Due date
On-line test (see Study Desk)
100
20%
Friday, 18 December 2015
Case study 1 (2000 words)
100
40%
Friday, 15 January 2016
Case study 2 (2000 words)
100
40%
Friday, 05 February 2016
On-line test (due to be completed by Friday, 18 December
2015)
Please note, the online test relates to 20 multiple choice questions prepared from your text
Solomon, J 2014, Corporate governance and accountability, 4th edn, John Wiley & Sons,
Chichester.
To pass this test, you must have acquired a copy of this textbook. You can acquire a copy of
the text by contacting the USQ cooperative bookshop where both your texts (i.e. Solomon
and George) have been packaged together to reduce the cost.
Please see the study desk in week 1 under the heading ‘ON-LINE TEST’. A ‘Guidelines for
the Online Test’ will also be posted in this section. These guidelines will set out which
chapters you should study to be able to answer the multiple choice questions. Further details
will be posted for completing this test.
© University of Southern Queensland
MGT8039
Assessment
page 2
Case study 1
Description
Case study 1 (2000 words –
excluding problem statement)
[approximately 5 typed pages
single spaced]
Marks out of
Wtg(%)
Due date
100
40%
Friday, 15 January 2016
You should write the case study in such a way that you start your answers from line 1. That
is, there is no need for large introductions that we see in essays. You should apply the
principles you have learned from lecture material/tutorials/readings that are specific to the
case study. Case study 1 answers should be written in narrative form (i.e. sentences not bullet
points), and should be 2000 words long, single spaced. Each case study should be referenced.
You should use at least 10 references as set out in the Guidelines to Case Study 1 on the
Study Desk.
Questions for the case can be found at the conclusion of the case.
Individual case study 1
Problem statement:
Make up your own problem statement similar to the example below in approximately half
to three quarter of a page and no longer.
Your problem statement should relate to a manager or managers you have worked for in
the past who have experienced leadership problems at work. That is, the problems should
relate to a specific leader.
Leadership problems can be anything from aggressive behaviour, creating unnecessary
conflict, an authoritarian approach resembling a ‘controlling’ leader that creates fear.
Conversely, problems might also relate to a leader who is too relaxed, too flexible, or too
laid back allowing a department/company/division to drift along. In such circumstances,
it is likely that strategic goals will not be met and people will become confused about the
strategies of the business and their own role. You may perhaps identify whether the
origin of the leader’s difficulties lay in managing the demands of the ‘task’ or ‘interpersonal relationship’ realms of their mandate. There might be a sequence to how this
developed which is worthy of observation
If you cannot create a problem statement based on a leader you know of, then you can
create a fictional leader in a fictional situation with a fictional set of problems.
The following is an example of a problem statement (please do not use this statement):
Joe is a General Manager of Malamet Pty Ltd, a company that manufactures and sells
supplier parts to all kinds of manufacturing businesses in Malaysia. Joe took over from
Mahindra who was liked very much by his fellow staff. Mahindra always consulted staff. He
was a people person, willing to go the extra mile for people when they needed help yet was
© University of Southern Queensland
MGT8039
Assessment
page 3
able to set clear goals and milestones. Because of Mahindra’s personal qualities, staff did not
‘take it to heart’ when he had to get tough about personal performance. By comparison, as
soon as Joe joined the business, he became obsessed with work details and particular job
specifications. When he thought people were not attentive to the slightest detail, he would
call them into his office and point to their weaknesses, often abusing them in the process. It
seemed that his whole leadership style was based on catching people doing something wrong
rather than doing something right. Staff became upset and worried about Joe’s personal
leadership style. He seemed more focused on minute details rather than establishing a broader
vision for the future. Thus, staff became quite depressed and started to talk among themselves
about what to do in the future. The leadership problem can to a head one day when the CEO
arrived unexpectedly and was faced with a barrage of questions and complaints about the new
General Manager.
Required: You are required to:
1. Write a problem statement (up to a half to three quarters of a page long) and include it at
the front of your case study.
2. Explain the leadership style of the manager you have written about. How does his or her
style relate to other styles you are aware of from the literature?
3. Explain and discuss how the leader can change leadership styles. In what circumstances
should leaders change, adapt or alter their leadership style?
4. Discuss why a leader might completely miss important signals and problems at work;
5. Discuss how the problems you have addressed in your case can be solved. What
should the leader do next? How will they do it? What other factors might be involved
(e.g. culture, other managers, the CEO).
Note: Please use all theory based on the readings in Module 1 and 2 including your texts and
references included on the Study Desk. Please use the style guide below for listing and
quoting references. More marks will be gained by students showing adequate evidence of
readings in their case answer by using theory in ways that solve the problem. Please see
marking criteria and guidelines below.
Note: These marking criteria will be used to assess your case study.
© University of Southern Queensland
MGT8039
Assessment
page 4
Marking guidelines and criteria
The general marking criteria we will be using for the assignment is as follows:
Case study 1 assessment criteria
Minor
Extensive
Evidence
Evidence
1
1
Overall quality of analysis
addressing the major themes
and issues
2
Quality of the problem
statement and that is addresses
a real leadership issue
3
Critical analysis of the
literature relevant to solving
the problems outlined
4
Quality of the overall advice
5
Quantity of your research – did
you collect enough information
and write enough to explain the
problem and its solutions
6
The overall structure and
logical development of your
case report
2
3
4
5
6
7
8
9
10
Communication aspects of your presentation
7
Referencing
8
Writing clarity
9
Tertiary standard: does your
case study reach a high
standard of research, analysis
and writing?
10
Overall, your report is worth
© University of Southern Queensland
MGT8039
Assessment
page 5
Case study 2
Description
Case study 2 (2000 words)
(approximately 5 typed pages
single spaced)
Marks out of
Wtg(%)
Due date
100
40%
Friday, 05 February 2016
You should write the case study in such a way that you start your answers from line 1. That
is, there is no need for large introductions that we see in essays. You should apply the
principles you have learned from lecture material/tutorials/readings that are specific to the
case study. Case study 2 answers should be written in narrative form (i.e. sentences not
bullet points), and should be 2000 words long, single spaced. Each case study should be
referenced. You should use at least 10 references as set out in the Guidelines to Case Study 2
on the Study Desk.
Questions for the case can be found at the conclusion of the case.
Individual case study 2
You need to clearly demonstrate how you will solve the following problem.
Problem statement:
Jules Bishop is a CEO for a company we shall call Chipco. The company for our
purposes here is located in the Asia Pacific region and is associated with wholesale
foodstuffs including manufacturing approximately half of all products produced and sold.
The company turnover is $500m and a profit of approximately $15m and rising with a
share price of approximately $5.00. With a consistent and steady profit increase over a
period of 5 years including fairly stable management, Jules has joined the company to
replace the existing CEO (James Morillo). The Board consisting of 12 members
(approximately half are Malay/Chinese and the other half Australian) enjoyed good
relations with Morillo. However, since Bishop has joined, she has consistently ‘pushed
the wrong buttons’ and on many occasions has not agreed with the Board over future
company operations and strategies. Bishop wants to move from a ‘steady as you go’ pace
to a more vigorous pace including possible takeovers of other companies. She feels the
opportunity is right for the company to grow and invest in new technology and
manufacturing facilities. The Board however disagree with her policies which they regard
as too risky. Basically, Bishop wants to increase the share price based on high growth
high profits leading to stronger profit and growth forecasts by market analysts.
The problem comes to a head for Bishop when at the end of month Board meeting she
disagrees vehemently with the Chairperson on future company strategy. The Chair
convinces other members that Bishop’s strategies are risk intensive and has fears that the
Board is not adequately protecting shareholder funds going forward. To Bishop’s credit,
she unveils a detailed future Strategic Plan of company activities going forward and
manages to receive some support from the Board but not overwhelming support. Bishop
decides to consult you as the company’s Director for Leadership and Change. She decides
that there is a conflict between positive agency theory and her capacity to operate with the
© University of Southern Queensland
MGT8039
Assessment
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Board and the Chairperson. She seeks your advice about what strategies are open to her in
dealing with these issues.
Required: Assuming less than perfect information where you may need to fill in the ‘facts’
by adding more assumptions that you think may assist you in solving case issues, you are
required to:
1. Advise Jules Bishop about any issues she should be aware of in Positive Agency Theory.
Also, outline differences in roles between Boards and the CEO;
2. Outline any other leadership issues that might be at stake. What leadership facts and
knowledge might benefit Bishop in adjusting or changing her leadership style to suit the
current circumstances she faces;
3. Using ideas from transformational leadership and change, how can Bishop us these ideas
to convince a skeptical Board?
4. Include in your answer to Bishop a one page summary of the facts in relation to ideas
about how she can move forward, what strategies will be important, and how she can
achieve the strategic goals established while dealing with important internal issues at the
same time.
Note: Please use all theory based on the readings in Module 3 and 4. Please use both the set
text and the readings. Please use the Style Guide below for listing and quoting references.
More marks will be gained by students showing adequate evidence of readings in their case
answer.
© University of Southern Queensland
MGT8039
Assessment
page 7
Marking guidelines and criteria
The general marking criteria we will be using for the assignment is as follows:
Case study 2 assessment criteria
Minor
Extensive
Evidence
Evidence
1
1
Overall quality of analysis
addressing the major themes
and issues
2
Quality of assumptions and
facts proposed in addition to
case facts
3
Critical analysis of the literature
relevant to solving case
problems
4
Quality of one page advice
summary
5
Quantity of your research – did
you collect enough information
and write enough to explain the
problem and its solutions
6
The overall structure and
logical development of your
case report
2
3
4
5
6
7
8
9
10
Communication aspects of your presentation
7
Referencing
8
Writing Clarity
9
Tertiary standard: Does your
case study reach a high standard
of research, analysis and
writing?
10 Overall, your report is worth
© University of Southern Queensland
MGT8039
Assessment
page 8
Guidelines for late assignments
Please note that unless prior arrangements are made with your lecturer/tutor, all assignments
are due to be uploaded onto the study desk by the due date. Late assignments will be
penalised with a deduction of 5 per cent for every day the assignment is late. This is due to
fairness and equity for all other students who submit their assignments on time.
If you require an extension for a legitimate reason (e.g. ill health, personal circumstances
not including work commitments, or for some other critical reason), please seek an
extension on or before the due date by writing to the course lecturer Ray Hingst.
Email <[email protected]>.
Style guide references
References
References to other publications must be in Harvard AGPS style and
carefully checked for completeness, accuracy and consistency. This is
very important in an electronic environment because it enables your
readers to exploit the Reference Linking facility on the database and link
back to the works you have cited through CrossRef.
You should cite publications in the text: (Adams 2006) using the first
named author’s name or (Adams and Brown 2006) citing both names of
two, or (Adams et al. 2006), when there are three or more authors. At the
end of the paper a reference list in alphabetical order should be supplied.
For books
Surname, Initials year, Title of Book, Publisher, Place of publication.
e.g. Harrow, R 2005, No Place to Hide, Simon & Schuster, New York,
NY.
For book
chapters
Surname, Initials year, “Chapter title”, Editor’s Surname, Initials, Title of
Book, Publisher, Place of publication, pages.
e.g. Calabrese, FA 2005, “The early pathways: theory to practice – a
continuum”, in M Stankosky, (ed.), Creating the Discipline of Knowledge
Management, Elsevier, New York, NY, pp. 15–20.
For journals
Surname, Initials year, “Title of article”, Journal Name, volume, number,
pages.
e.g. Capizzi, MT and Ferguson, R 2005, “Loyalty trends for the twentyfirst century”, Journal of Consumer Marketing, Vol. 22, No. 2, pp. 72–80.
For published
conference
proceedings
Surname, Initials year of publication, “Title of paper”, in Initials Surname,
(ed.), Title of published proceeding which may include place and date(s)
held, Publisher, Place of publication, Page numbers.
e.g. Jakkilinki, R, Georgievski, M and Sharda, N 2007, “Connecting
destinations with an ontology-based e-tourism planner”, in Information
and communication technologies in tourism 2007 proceedings of the
© University of Southern Queensland
MGT8039
Assessment
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international conference in Ljubljana, Slovenia, 2007, Springer-Verlag,
Vienna, pp. 12–32.
For unpublished Surname, Initials year, “Title of paper”, paper presented at Name of
conference
Conference, date of conference, place of conference, available at: URL if
proceedings
freely available on the internet (accessed date).
e.g. Aumueller, D 2005, “Semantic authoring and retrieval within a wiki”,
paper presented at the European Semantic Web Conference (ESWC), 29
May–1 June, Heraklion, Crete, available at: http://dbs.unileipzig.de/file/aumueller05wiksar.pdf (accessed 20 February 2007).
For working
papers
Surname, Initials year, “Title of article”, working paper [number if
available], Institution or organization, Place of organization, date.
e.g. Moizer, P 2003, “How published academic research can inform policy
decisions: the case of mandatory rotation of audit appointments”, working
paper, Leeds University Business School, University of Leeds, Leeds,
28 March.
For
Title of Encyclopedia (year) “Title of entry”, volume, edition, Title of
encyclopedia
Encyclopedia, Publisher, Place of publication, pages.
entries (with no
author or editor) e.g. Encyclopaedia Britannica 1926 “Psychology of culture contact”,
Vol. 1, 13th ed., Encyclopaedia Britannica, London and New York, NY,
pp. 765–71.
(For authored entries please refer to book chapter guidelines above)
For newspaper Surname, Initials year, “Article title”, Newspaper, date, pages.
articles
e.g. Smith, A 2008, “Money for old rope”, Daily News, 21 January, pp. 1,
(authored)
3–4.
For newspaper
articles (nonauthored)
Newspaper year, “Article title”, date, pages.
For electronic
sources
If available online, the full URL should be supplied at the end of the
reference, as well as a date that the resource was accessed.
e.g. Daily News 2008, “Small change”, 2 February, p. 7.
e.g. Castle, B 2005, “Introduction to web services for remote portlets”,
available at: http://www-128.ibm.com/developerworks/library/ws-wsrp/
(accessed 12 November 2007).
Standalone URLs, i.e. without an author or date, should be included either
within parentheses within the main text, or preferably set as a note (roman
numeral within square brackets within text followed by the full URL
address at the end of the paper).
© University of Southern Queensland