莫纳什代写 MGMT 1101 GLOBAL BUSINESS ENVIRONMENT

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莫纳什代写 MGMT 1101 GLOBAL BUSINESS ENVIRONMENT

business.unsw.edu.au

CRICOS Code 00098G

MGMT 1101

GLOBAL BUSINESS ENVIRONMENT

Course Outline

Semester 2, 2016

Part A: Course-Specific Information

Part B: Key Policies, Student Responsibilities

and Support

Business School

School of Management

business.unsw.edu.au

CRICOS Code 00098G

Table of Contents

PART A: COURSE-SPECIFIC INFORMATION 1

1 STAFF CONTACT DETAILS 1

2 COURSE DETAILS 1

1 Teaching Times and Locations 1

2 Units of Credit 3 Summary of Course 4 Course Aims and Relationship to Other Courses 2

2.5 Student Learning Outcomes 3

3 LEARNING AND TEACHING ACTIVITIES 4

1 Approach to Learning and Teaching in the Course 4

3.2 Learning Activities and Teaching Strategies 5

4 ASSESSMENT 5

1 Formal Requirements 2 Assessment Details 5

4.3 Late Submission 8

5 COURSE RESOURCES 8

6 COURSE EVALUATION AND DEVELOPMENT 8

7 COURSE SCHEDULE 8

PART B: KEY POLICIES, STUDENT RESPONSIBILITIES AND SUPPORT 16

8 PROGRAM LEARNING GOALS AND OUTCOMES 16

9 ACADEMIC HONESTY AND PLAGIARISM 17

10 STUDENT RESPONSIBILITIES AND CONDUCT 18

1 Workload 2 Attendance 3 General Conduct and Behaviour 4 Health and Safety 18

10.5 Keeping Informed 19

11 SPECIAL CONSIDERATION 19

12 STUDENT RESOURCES AND SUPPORT 20

PART A: COURSE-SPECIFIC INFORMATION

1 STAFF CONTACT DETAILS

Name Contact Details Consultation

Hours

Dr Youngok Kim

Lecturer-in-Charge

Management, UNSW Business School

Room 534A, UNSW Business Building

[email protected]

Mon 1:00~1:30 pm

Wed 3:30~4:00 pm

Mr Yulius Santoso

Tutor

莫纳什代写 MGMT 1101 GLOBAL BUSINESS ENVIRONMENT

Management, UNSW Business School

5 th Level, UNSW Business Building

[email protected]

TBA

Mr Anton Klarin

Tutor

Management, UNSW Business School

5 th Level, UNSW Business Building

[email protected]

TBA

Mr Amir Ghazinoori

Tutor

Management, UNSW Business School

5 th Level, UNSW Business Building

[email protected]

TBA

Ms Sepideh Farzadnia

Tutor

Management, UNSW Business School

5 th Level, UNSW Business Building

[email protected]

TBA

Mr Matt Dallas

Tutor

Management, UNSW Business School

5 th Level, UNSW Business Building

[email protected]

TBA

Please note that the Lecturer-in-Charge, Dr Youngok Kim will only respond to e-mails

relating to matters or problems specific to an individual student. If you have a more

general query that is likely to be shared by other students, please post it to the

Discussion Board section on the Course website. All students are to keep abreast of all

postings on the Course Website.

2 COURSE DETAILS

2.1 Teaching Times and Locations

Students must attend a two-hour lecture and a one-hour tutorial each week. Students

must ensure they enrol themselves into a tutorial. The time and venue of tutorials may

be subject to change depending on the number of students enrolled. Students must

attend the tutorial to which they are assigned.

Lecture A Wednesday 11:00-13:00 Ritchie Theatre

Lecture B Monday 14:00-16:00 Ritchie Theatre

Tutorials: M10A Monday 10:00-11:00 Quad 1047

M10B Monday 10:00-11:00 Quad G052

M11A Monday 11:00-12:00 Quad 1047

M11B Monday 11:00-12:00 Quad G027

M12A Monday 12:00-13:00 Quad G027

M13A Monday 13:00-14:00 Webst 302

M13B Monday 13:00-14:00 Gold G03

M17A Monday 17:00-18:00 Block G6

M17B Monday 17:00-18:00 Block G14

T12A Tuesday 12:00-13:00 Mat 123

T13A Tuesday 13:00-14:00 Gold G04

T15A Tuesday 15:00-16:00 Sqhouse 206

W09A Wednesday 09:00-10:00 Gold G16

W13A Wednesday 13:00-14:00 Mat 302

W14A Wednesday 14:00-15:00 Mat 302

H09A Thursday 09:00-10:00 MorvB G3

H10A Thursday 10:00-11:00 Mat 102

H12A Thursday 12:00-13:00 Mat 130

H13A Thursday 13:00-14:00 Mat 302

Lectures start in Week 1 (to Week 13 for Exam 2).

Tutorials also start in Week 1 (to Week 12).

2.2 Units of Credit

The course is worth 6 units of credit.

2.3 Summary of Course

The Course focuses on key global business environmental factors and issues that

affect firms with international operations. The main topics covered are: the

development of firms with international operations, including multinational enterprises

(MNEs); national differences in the economic, financial, political, social, and legal

environments; cultural differences and their effects on international business;

international trade policy and the World Trade Organisation (WTO); regional economic

integration; and the impact of technology.

2.4 Course Aims and Relationship to Other Courses

This Course is designed to be an introduction to international business. It is the first

compulsory Course in the International Business major. International Business can be

taken as a single major or co-major in the Bachelor of Commerce and a co-major in the

Bachelor of Economics. It is also offered to students majoring in International Business

as part of a Bachelor of Arts/Bachelor of Social Science.

The aim of this course is to help students develop the ability to evaluate the impact of

key business environmental factors on multinational firms and how these firms should

respond to them. Students majoring in International Business will go on to take

MGMT2101 (International Business and Multinational Operations) and MGMT3101

(International Business Strategy) in their second and third year of study.

More specifically, the aims of this Course are:

♦ To introduce students to the nature of international business and the

internationalised firm;

♦ To analyse trends and changes in the current global business environment and

debate the impact of globalisation;

♦ To show how international business is affected by the many different types of

environments (i.e. economic, political, social, cultural, financial, technological) in

which it operates;

♦ To discuss the relevance of international institutions, governments and non-

governmental organisations to international business; and

♦ To analyse multinational firms’ responses to threats and opportunities in the global

business environment.

2.5 Student Learning Outcomes

The Course Learning Outcomes are what you should be able to DO by the end of this

course if you participate fully in learning activities and successfully complete the

assessment items.

The Learning Outcomes in this course also help you to achieve some of the overall

Program Learning Goals and Outcomes for all undergraduate students in the Business

School. Program Learning Goals are what we want you to BE or HAVE by the time you

successfully complete your degree (e.g. ‘be an effective team player’). You

demonstrate this by achieving specific Program Learning Outcomes - what you are

able to DO by the end of your degree (e.g. ‘participate collaboratively and responsibly

in teams’).

For more information on the Undergraduate Program Learning Goals and Outcomes,

see Part B of the course outline.

Business Undergraduate Program Learning Goals and Outcomes

1. Knowledge: Our graduates will have in-depth disciplinary knowledge applicable in local and

global contexts.

You should be able to select and apply disciplinary knowledge to business situations in a local and global

environment.

2. Critical thinking and problem solving: Our graduates will be critical thinkers and effective

problem solvers.

You should be able to identify and research issues in business situations, analyse the issues, and propose

appropriate and well-justified solutions.

3. Communication: Our graduates will be effective professional communicators.

You should be able to:

a. Prepare written documents that are clear and concise, using appropriate style and presentation

for the intended audience, purpose and context, and

b. Prepare and deliver oral presentations that are clear, focused, well-structured, and delivered in a

professional manner.

4. Teamwork: Our graduates will be effective team participants.

You should be able to participate collaboratively and responsibly in teams, and reflect on your own

teamwork, and on the team’s processes and ability to achieve outcomes.

5. Ethical, social and environmental responsibility: Our graduates will have a sound awareness of

the ethical, social, cultural and environmental implications of business practice.

You should be able to:

a. Identify and assess ethical, environmental and/or sustainability considerations in business

decision-making and practice, and

b. Identify social and cultural implications of business situations.

The following table shows how your Course Learning Outcomes relate to the overall

Program Learning Goals and Outcomes, and indicates where these are assessed (they

may also be developed in tutorials and other activities):

Program Learning

Goals and Outcomes

Course Learning Outcomes Course Assessment

Item

This course helps you to

achieve the following

learning goals for all

Business undergraduate

students:

On successful completion of the course,

you should be able to:

This learning outcome

will be assessed in the

following items:

1 Knowledge

Explain concepts and theories

concerning the global business

environment; Build up a good foundation

for further study of international business.

• Tutorial questions

• Memos

• Group presentation

• Exams

2 Critical thinking

and problem

solving

Analyse business cases in the area of

international business; Use the concepts

and models of international business to

interpret and analyse real problems in

global business environment.

• Tutorial questions

• Memos

• Group presentation

• Exams

3a Written

communication

Construct written work which is logically

and professionally presented.

• Memos

3b Oral

communication

Communicate ideas in a succinct and

clear manner and facilitate discussion on

contemporary issues in international

business.

• Group presentation

4 Teamwork

Work collaboratively and responsibly to

complete tasks.

• Group presentation

5a. Ethical,

environmental

and

sustainability

responsibility

Identify and assess ethical,

莫纳什代写 MGMT 1101 GLOBAL BUSINESS ENVIRONMENT

environmental and sustainability

considerations in international business.

• Exams

• Memos

5b. Social and

cultural

awareness

Identify and assess socio-cultural

environments and their influences on

international business.

• Exams

• Memos

3 LEARNING AND TEACHING ACTIVITIES

3.1 Approach to Learning and Teaching in the Course

This course has been designed to provide a supportive context for independent

learning. As well as guiding students through the different topics of the course,

teaching staff aim to assist students to ‘learn how to learn’ in a university environment.

The structure of the course enables students to apply the international business

theories and concepts they learn in lectures and the textbook to actual problems and

real-life business situations.

3.2 Learning Activities and Teaching Strategies

Lectures do not simply reiterate material covered in the textbook but aim to extend it,

and provide a more detailed and sophisticated analysis of both theoretical concepts

and applied materials. In order to make the most out of lectures, the reading of

textbook chapters should be completed prior to the lecture.

Tutorials are designed to extend your understanding of concepts, refine your analytical

skills and apply the concepts presented in lectures to actual situations. Because

tutorials rely heavily on student interaction through presentation and discussion, it is

essential that preparation for each class be completed in advance.

4 ASSESSMENT

4.1 Formal Requirements

In order to pass this Course, you must:

• Achieve an overall mark of at least 50;

• Make a satisfactory attempt at ALL assessment tasks (see below); and

• Attend at least 80% of scheduled lectures and tutorials.

4.2 Assessment Details

Assessment task

Weight

Due Date

Length

1 Individual memos:

1 (Week 2, 3, or 4)

2 (Week 5, 6, or 8)

3 (Week 9, 11, or 12)

30%

(7.5%)

(10%)

(12.5%)

These are due (in hard

copy) at the beginning of,

AND (soft copy) via

Turnitin prior to, your

respective tutorial.

Maximum

500 words

2 Group Presentation 20% To be arranged by your

tutor. Will start from Week

Presentation

(30 minutes

max)

3 Class Attendance and

Participation

10% 5% for attendance and 5%

for participation

Weekly

4 Examination 1*

20% In-class examination in

Week 7

1 hour

5 Examination 2*

20% In-class examination in

Week 13

1 hour

* The venues are subject to change.

1. Individual Memos (30%)

Throughout the session you are required to hand in THREE memos written to your

“boss” (i.e. your tutor) and be prepared to discuss them each week. The purpose of the

memo questions is to enable you to:

♦ prepare effectively for tutorials and think critically about lecture readings;

♦ reflect on what has been learnt from lectures and course readings and apply these

insights to real-life business situations and decisions;

♦ prepare for the final examination, as it ensures that you cover the required readings

and exercises, and do not fall behind in your work; and

♦ practise critical thinking, analysis and writing (also important for exam preparation).

Your tutorial questions therefore serve multiple functions and are the main way in

which you develop your knowledge during the semester. All these tutorial questions are

provided in this course outline (pp. 10-11). Prior to attending each of your respective

tutorials, you should prepare discussion for the tutorial questions for that week.

Answer Format

Your boss’s time is precious and so the memo should be written concisely but

persuasively. You would normally open your memo with “I recommend that we…”, and

use the rest of the memo to buttress and support your views. Professional business

memos follow a specific format, and a sample is provided at the back of Part A of this

course outline. While memos do not usually contain references and in-text citations, it

is important that you get into the habit of referencing for your future courses. As such,

you should reference any and every information that you get from an external

source. This is a practice of academic honesty, and citing your sources would add to

the persuasiveness of your analyses and recommendations. As such, you should

follow the Business School Harvard Referencing System. The link to the Harvard

Referencing Guide is also provided in Section 9 in PART B of this course outline as

well as on the course website.

All in all, the written memo should be no more than 500 words (double-spaced and

using Times New Roman 12-point font). If necessary, you may use charts and graphs

to support your case, and the charts/graphs along with the reference list will not be

counted toward the word limit. In parts of your memo, you may use point form (with

sufficient explanations) for your answers, but remember that this is a piece of business

writing so it should be in a formal style (although you are welcome to use the personal

pronoun, e.g. ‘I believe’). This is a good practice to write concisely and give to-the-point

business insight.

A hard copy of the memo must be submitted to your tutor at the beginning of the

tutorial for which you are writing the memo AND a soft copy through the Turnitin link

on the dedicated course Moodle site prior to the tutorial. The hard copy will be

marked.

Finally, please attach the assignment coversheet included in this course outline.

Make sure to include your name, student ID, and the word count on the cover page.

Marking Criteria

Answers will be assessed based on the following criteria:

♦ completeness of answer: soundness of recommendation backed by logical and

reliable data and supporting arguments

♦ appropriate understanding and application of relevant international business

concepts and theories;

♦ evidence of critical thinking: ability to clearly state and justify your position; and

♦ clarity and succinctness of written expression, in accordance with professional

business writing style and referencing criteria.

In summary, the 30 marks assigned for this assessment task will be based on the

completeness and quality of your submissions.

2. Group Presentation (20%)

Groups of three to four students will be formed in Week 1 tutorials. The exact size of

groups will be determined by your tutor depending on the number of students in the

tutorial. Tutors will then assign each group to present on one of the weekly

presentation questions from Week 3 to Week 12. This assessment comprises two main

components: presentation and discussion facilitation.

The full presentation should be 30 minutes, including discussion facilitation. The

groups should present their findings and opinions on the presentation question

AND lead and facilitate a well-designed class discussion on controversial issues

of their presentation question. Discussion facilitation is an important and useful skill.

Formulating relevant discussion questions and engaging other students are essential to

successful discussion facilitation.

Groups will be rated on their presentation style, ability to lead the class discussion and

answer questions from other class members, and effectiveness of their own solution to

the question(s). More details on the group presentation and a detailed marking sheet

are provided at the end of Part A of this course outline and on the course website

under ‘Assessment Guides’. Your tutor will also briefly address the presentation

guidelines in the Week 2 tutorial. The lecturer-in-charge may adjust the marks of

individual group members if there is substantial evidence that they did not contribute to

the presentation.

3. Class Attendance and Participation (10%)

Students will be assessed by their respective tutors on their participation and quality of

contribution towards class discussion in the weekly tutorials. Class Attendance and

Participation will be awarded based on the following two elements:

a) Attendance of both lectures and tutorials

b) Discussion of tutorial presentation/memo questions

There will be random attendance checks in lectures throughout the semester.

4. Examination 1 (20%)

The examination will be a one-hour examination and will take place in Week 7 during

the lecture time, covering materials from Week 1 to Week 6, inclusive. Details about

the examination will be communicated in due course. Make sure to take the exam in

the lecture in which you are enrolled. Your failure to do this will result in a severe

penalty. No make-up exam will be allowed.

5. Examination 2 (20%)

The one-hour examination will be held in Week 13 and will be based on lecture topics

from Week 1 to 12, inclusive. Materials from the lectures, textbook, and tutorial

activities will be covered. Details about the examination will be communicated in due

course. Make sure to take the exam in the lecture in which you are enrolled. Your

failure to do this will result in a severe penalty. No make-up exam will be allowed.

4.3 Late Submission

Extensions will only be granted on medical or compassionate grounds under extreme

circumstances, and will not be granted because of work and other commitments.

Requests for extensions must be made in writing to the Lecturer-in-Charge prior to the

due date. Medical certificates or other evidence of extreme misfortune must be

attached and must contain information that justifies the extension sought. Late

assignments which have not been granted an extension will incur a penalty of 10 per

cent of the assigned mark per day.

Quality Assurance

The Business School 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 Business School programs. All material used for such processes will be

treated as confidential.

5 COURSE RESOURCES

Course website (Moodle):

The Moodle course module contains essential resources for students. Please check

regularly for updates. The website for this course is on Moodle at:

http://moodle.telt.unsw.edu.au/course/view.php.

Course Textbook:

Hill, C., Cronk,T., & Wickramasekera, R. (2014). Global Business Today: Asia-Pacific

Edition. 3 rd Edition. McGraw-Hill.

The reading required for each week is detailed in the lecture and tutorial schedules.

Students should come to the class having completed at least the essential reading in

the textbook. The textbook has an Internet website that provides further resources and

learning materials for students. You can access the website at www.mhhe.com/au/hill

with the registration code that accompanies the textbook. The registration code is valid

for 12 months once activated.

6 COURSE EVALUATION AND DEVELOPMENT

Each year feedback is sought from students and other stakeholders about the courses

offered in the School and continual improvements are made based on this feedback.

UNSW's Course and Teaching Evaluation and Improvement (CATEI) Process is one of

the ways in which student evaluative feedback is gathered. In this course, we will seek

your feedback through CATEI evaluations.

7 COURSE SCHEDULE

LECTURES

WEEK

TOPIC LECTURE READINGS

25 & 27 July

Course Overview;

International Business – What is it?

Chapter 1

1 & 3 August

Multinational firms in a globalised world

Chapter 1; pp. 103-105;

Chapter 11

8 & 10 August

State vs. firm?

The political and legal environment

Chapter 6

15 & 17 August

When in Rome:

The socio-cultural environment

Chapter 5

22 & 24 August

Does size matter?

Money makes the world go round:

The economic and financial environment

Chapter 7; (Chapter 4)

29 & 31 August

Who’s afraid of the WTO? International trade

policy & Review for Exam 1

Chapter 3

5 & 7 September

Examination 1 (during lecture)*

12 & 14

September

The rise of the super-state? Regional

economic integration

Chapter 3 (pp. 157-165); pp.

220-223

19 & 21

September

The new Wild West?

Doing business in transitional markets

Chapter 7 (pp. 345-358)

Mid-Semester Break: 24/9 - 3/10, inclusive

3 & 5 October

No Lectures due to Labour Day holiday

10 & 12 October

Corporate responsibility for international

business

Chapter 8

17 & 19 October

Course revision and Exam 2 briefing

24 & 26 October

Examination 2 (during lecture)*

* The venues & times of the exams may be subject to change.

TUTORIALS

WEEK BEGINNING

TUTORIAL QUESTIONS*

Week of

25 July

Activities:

(1) Run class exercise;

(2) Form presentation groups;

(3) Allocate presentation questions;

(4) Explain expectation on tutorial-based assessments (i.e., presentation,

memo, participation)

(5) Explain marking criteria

Week of

1 August

Group presentation guideline to be handed out.

Memo from boss: “Today…we are moving towards a world in which barriers to

cross-border trade and investment are declining.” (Textbook, p. 7). Does this

mean that the concept such as ‘made in Australia’ or ‘made in Germany’ is now

obsolete? Use a multinational enterprise you are familiar with as an example to

support your answer.

Week of

8 August

Group Presentation: Discuss the underlying logic of the Uppsala model

(textbook, pp. 103-104) by drawing on an actual company’s internationalisation

process. Does this model explain the ‘born-global’ phenomenon well? Why/why

not?

Memo from boss: The domestic Australian company has developed a valuable

and innovative pharmaceutical drug and now wants to enter India or the U.K.

Which of the two countries would you recommend? Once you have decided on

a country, what entry mode would you suggest for the company? Briefly discuss

your recommendations.

Week of

15 August

Group Presentation: Contractual disputes are a common feature of business life.

Why then are contractual disputes in an international context particularly

problematic? What steps can an Australian small exporter take to minimise the

legal risks involved in signing a contract with a foreign firm?

Memo from boss: The Chinese company has long been negotiating to take over

an Australian mining company. With an impending federal election, the

Australian government has rejected its investment proposal. How would the

Australian government’s decision affect the company’s political risk? What do

you think the company should do to manage the political risk? Justify your

recommendation.

Week of

22 August

Group Presentation: Of some conceptualisations of culture in this course, which

do you think are most important in the context of international business?

Describe these dimensions, and explain your choices. Use real-life examples to

support your answer. (n.b. Do not confine your discussion to Hofstede’s value

dimensions.)

Memo from boss: The US company is soon scheduled to meet and negotiate

with its potential foreign partner in a Middle Eastern country. What cultural

dimensions do you recommend that the US company consider for its initial

meeting with the partner? Briefly justify your recommendation. (n.b. Do not

confine your discussion to Hofstede’s value dimensions.)

WEEK BEGINNING

TUTORIAL QUESTIONS*

Week of

29 August

Group Presentation: ‘There are several macro-economic indicators for MNEs to

use to evaluate the economic environment of a foreign country (market). Out of

these indicators, the following four (GDP, inflation, unemployment, and

government debt) are most useful in assessing a country’s economic

attractiveness.’ Discuss the statement.

Memo form boss: The German multinational automobile company is considering

establishing a plant in Brazil to produce cars for the local Brazilian market.

Given Brazil’s current economic situation (e.g., inflation, unemployment, and

economic growth rates), would you recommend the company’s investment in the

country? Why/why not?

Week of

5 September

Examination 1; No tutorials

Week of

12 September

Group presentation: “The costs of trade protectionism always outweigh its

benefits.” Do you agree with this statement? Why/why not? Use real-life

examples to support your answer.

Memo from Boss: Our Australian company is one of the biggest exporters of

Australian wool to the US. The US has recently introduced a prohibitively high

tariff on Australian wool. What steps could the company take in order to

minimise the adverse impact of the US tariff on its export?

Week of

19 September

Group presentation: The recent Eurozone crisis has been mainly attributed to the

design and management of the euro (pp. 220-223). (1) Identify flaws in the single

currency’s design/management and discuss how they have contributed to the

Eurozone crisis. (2) Given referendums (e.g., Brexit) by some member countries

on their exit from Eurozone/EU, critically evaluate the sustainability of the

regionally integrated market.

Memo from boss: The NZ company plans to export their honey products to

France. Given France is part of EU/Eurozone, would you recommend their

exporting to this market? Why/why not? Highlight the pros and cons of exporting

to the market in your answer.

Mid-Semester break (24 September- 3 October, inclusive)

Week of

3 October

No tutorials due to Labour Day holiday

Week of

10 October

Group presentation: Some transition economies have been more successful

than others in their transition to a market economy. Select one successful

economy and one less successful economy. Compare and contrast them by

identifying and explain factors that have led to their success or failure.

Memo from boss: We are thinking about expanding our business to Vietnam. Is

it attractive to do business in the country? What should we watch out for when

doing business in Vietnam and why?

WEEK BEGINNING

TUTORIAL QUESTIONS*

Week of

17 October

Group presentation: The recent Volkswagen (VW) emissions scandal has brought

global attention to business ethics of MNEs. (1) What are some important ethical

dilemmas that MNEs face? (2) If you were a manager facing these dilemmas,

what would you do? How would you justify your actions? (3) What are the

economic ramifications when an MNE attempts to fulfil its social responsibilities?

Memo from boss: The new CEO has recently found out that a garment

contractor of our company has outsourced part of their operation to a

subcontractor, who is employing child labour in Bangladesh, being paid

US$30 a month. Since we do not have direct business with this sub-contractor,

should we do anything about it and if we should, how?

(Background of Bangladesh’s textile industry on pp. 74-75)

* The questions may be subject to change.

Assignment Cover Sheet

Student Number: _____________ Name: _____________________

Course: MGMT1101

Lecturer: Dr Youngok Kim

Tutor: _____________________

Tutorial/Seminar/Lab:

Day: ___________ Time: _____ Classroom: _____________

Assignment Item/Title/Question: ___________________________________________

Date Due: __________________

Date Submitted: _____________

Word count ____________________

I declare that this assessment item is my own work, except where acknowledged, and

has not been submitted for academic credit elsewhere, and acknowledge that the

assessor of this item may, for the purpose of assessing this item:

a. Reproduce this assessment item and provide a copy to another member of the

University; and/or,

b. Communicate a copy of this assessment item to a plagiarism checking service

(which may then retain a copy of the assessment item on its database for the

purpose of future plagiarism checking).

c. I certify that I have read and understood the University Rules in respect of

Student Academic Misconduct.

Signed: ....................................................date:

SCHOOL OF MANAGEMENT

MGMT1101: Global Business Environment

Group oral presentation assessment sheet

Surname Given Name Student number

(1)

(2)

(3)

(4)

RATING Poor Satisfactory Good Very good Outstanding

Content/Analysis (40%)

Identification of

issues/relevance

Application of core concepts

Comprehensiveness

Use of evidence/support

Research effort

Delivery/Style (30%)

Organisation (including

observing time limits)

Use of visual aids

Style (clarity, projection,

enthusiasm, maintenance of

eye contact, etc.)

Creativity

Class Discussion (30%)

Overall design of discussion

sections

Management of class

discussion (raising issues;

responding to questions/issues

raised; stimulating audience

involvement)

Comments:

Mark ____________ / 20 Signed____________________________

Memorandum: A Sample

Company Name

Date:

TO: (Tutor’s Name), Rank in Company

FROM: (Your name), Rank/Division in Company

SUBJECT:

Paragraph#1: Briefly and clearly state your recommendation and conclusion regarding

the issue.

(Sample) “I recommend that we proceed with the purchase of the giant tractor

for our crucial operation in India. Summarily, this is because…”

Paragraph#2: Introduction to memo & to the topic (briefly).

(Sample) “At the meeting we discussed about the possibility of purchase of a

giant tractor. This raised a number of interesting possibilities especially with our

overseas mining operations…

Paragraph#3: Justification and arguments

(Sample) “Our India operation should be the focus of our Asian efforts due to…

and as such this investment would reap tremendous rewards not only in the

country but the region as well, both in the medium and long term (5-20years).

Paragraph#4: Limitations (if any), alternative options, and conclusion

(Sample) “This is of course assuming that diamond prices remain at reasonable

levels in the medium term…. Yet, as mentioned above, this is a sound business

decision because…

PART B: KEY POLICIES, STUDENT RESPONSIBILITIES AND

SUPPORT

8 PROGRAM LEARNING GOALS AND OUTCOMES

The Business School Program Learning Goals reflect what we want all students to BE or

HAVE by the time they successfully complete their degree, regardless of their individual

majors or specialisations. For example, we want all our graduates to HAVE a high level of

business knowledge, and a sound awareness of ethical, social, cultural and environmental

implications of business. As well, we want all our graduates to BE effective problem-solvers,

communicators and team participants. These are our overall learning goals for you and are

sought by employers.

You can demonstrate your achievement of these goals by the specific outcomes you achieve

by the end of your degree (e.g. be able to analyse and research business problems and

propose well-justified solutions). Each course contributes to your development of two or more

program learning goals/outcomes by providing opportunities for you to practise these skills

and to be assessed and receive feedback.

Program Learning Goals for undergraduate and postgraduate students cover the same key

areas (application of business knowledge, critical thinking, communication and teamwork,

ethical, social and environmental responsibility), which are key goals for all Business

students and essential for success in a globalised world. However, the specific outcomes

reflect different expectations for these levels of study.

We strongly advise you to choose a range of courses which assist your development of

these skills, e.g., courses assessing written and oral communication skills, and to keep a

record of your achievements against the Program Learning Goals as part of your portfolio.

Business Undergraduate Program Learning Goals and Outcomes

1. Knowledge: Our graduates will have in-depth disciplinary knowledge applicable in local and global

contexts.

You should be able to select and apply disciplinary knowledge to business situations in a local and global

environment.

2. Critical thinking and problem solving: Our graduates will be critical thinkers and effective problem

solvers.

You should be able to identify and research issues in business situations, analyse the issues, and propose

appropriate and well-justified solutions.

3. Communication: Our graduates will be effective professional communicators.

You should be able to:

c. Prepare written documents that are clear and concise, using appropriate style and presentation for the

intended audience, purpose and context, and

d. Prepare and deliver oral presentations that are clear, focused, well-structured, and delivered in a

professional manner.

4. Teamwork: Our graduates will be effective team participants.

You should be able to participate collaboratively and responsibly in teams, and reflect on your own teamwork,

and on the team’s processes and ability to achieve outcomes.

5. Ethical, social and environmental responsibility: Our graduates will have a sound awareness of the

ethical, social, cultural and environmental implications of business practice.

You will be able to:

a. Identify and assess ethical, environmental and/or sustainability considerations in business decision-

making and practice, and

b. Identify social and cultural implications of business situations.

Business Postgraduate Coursework Program Learning Goals and Outcomes

1. Knowledge: Our graduates will have current disciplinary or interdisciplinary knowledge applicable in

local and global contexts.

You should be able to identify and apply current knowledge of disciplinary or interdisciplinary theory and

professional practice to business in local and global environments.

2. Critical thinking and problem solving: Our graduates will have critical thinking and problem solving

skills applicable to business and management practice or issues.

You should be able to identify, research and analyse complex issues and problems in business and/or

management, and propose appropriate and well-justified solutions.

3. Communication: Our graduates will be effective communicators in professional contexts.

You should be able to:

a. Produce written documents that communicate complex disciplinary ideas and information effectively for

the intended audience and purpose, and

b. Produce oral presentations that communicate complex disciplinary ideas and information effectively for

the intended audience and purpose.

4. Teamwork: Our graduates will be effective team participants.

You should be able to participate collaboratively and responsibly in teams, and reflect on your own teamwork,

and on the team’s processes and ability to achieve outcomes.

5. Ethical, social and environmental responsibility: Our graduates will have a sound awareness of

ethical, social, cultural and environmental implications of business issues and practice.

You should be able to:

a. Identify and assess ethical, environmental and/or sustainability considerations in business decision-

making and practice, and

b. Consider social and cultural implications of business and /or management practice.

9 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: https://student.unsw.edu.au/plagiarism as well as the guidelines in the online

ELISE tutorials for all new UNSW students: http://subjectguides.library.unsw.edu.au/elise

To see if you understand plagiarism, do this short quiz:

https://student.unsw.edu.au/plagiarism-quiz

For information on how to acknowledge your sources and reference correctly, see:

https://student.unsw.edu.au/harvard-referencing

For the Business School Harvard Referencing Guide, see the Business Referencing and

Plagiarism webpage (Business >Students>Learning support> Resources>Referencing and

plagiarism).

For information for staff on how UNSW defines plagiarism, the types of penalties that apply

and the protocol around handling plagiarism cases, see:

https://www.gs.unsw.edu.au/policy/documents/plagiarismpolicy.pdf

https://www.gs.unsw.edu.au/policy/documents/plagiarismprocedure.pdf

https://www.gs.unsw.edu.au/policy/documents/studentmisconductprocedures.pdf

10 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 UNSW Current Students ‘Managing

your Program’ webpages: https://student.unsw.edu.au/program

10.1 Workload

It is expected that you will spend at least nine to ten hours per week studying this course.

This time should be made up of reading, research, working on exercises and problems,

online activities 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.

We strongly encourage you to connect with your Moodle course websites in the first week

of semester. Local and international research indicates that students who engage early and

often with their course website are more likely to pass their course.

Information on expected workload: https://student.unsw.edu.au/uoc

10.2 Attendance

Your regular and punctual attendance at lectures and seminars and in online activities is

expected in this course. University regulations indicate that if students attend less than 80%

of scheduled classes they may be refused final assessment. For more information, see:

https://student.unsw.edu.au/attendance

10.3 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://student.unsw.edu.au/conduct

10.4 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://safety.unsw.edu.au/.

10.5 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.

11 SPECIAL CONSIDERATION

For UG and PG courses:

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 for undergraduate and postgraduate

courses:

1. All applications for special consideration must be lodged online through myUNSW

within 3 working days of the assessment (Log into myUNSW and go to My

Student Profile tab > My Student Services > Online Services > Special

Consideration). You will then need to submit the originals or certified copies of your

completed Professional Authority form (pdf - download here) and other supporting

documentation to Student Central. For more information, please study carefully in

advance the instructions and conditions at: https://student.unsw.edu.au/special-

consideration

2. Please note that documentation may be checked for authenticity and the submission

of false documentation will be treated as academic misconduct. The School may ask

to see the original or certified copy.

3. Applications will not be accepted by teaching staff. The lecturer-in-charge will be

automatically notified when you lodge an online application for special consideration.

4. Decisions and recommendations are only made by lecturers-in-charge (or by the

Faculty Panel in the case of UG final exam special considerations), not by tutors.

5. Applying for special consideration does not automatically mean that you will be

granted a supplementary exam or other concession.

6. Special consideration requests do not allow lecturers-in-charge to award students

additional marks.

Business School Policy on requests for special Consideration for Final Exams in

undergraduate courses:

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 [Fill in specific requirements for

your School or course] 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 in undergraduate courses:

Applications for special consideration in relation to the final exam are considered by a

Business School 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 dates for Business School

supplementary exams for Semester 2, 2016 are:

6 th December – exams for the School of Accounting

7 th December – exams for all Schools except Accounting and Economics

8 th December – exams for the School of Economics

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 final exam.

If you attend the regular final exam, you are extremely unlikely to be granted a

supplementary exam. Hence if you are too ill to perform up to your normal standard in the

regular final exam, you are strongly advised not to attend. However, granting of a

supplementary exam in such cases is not automatic. You would still need to satisfy the

criteria stated above.

The Business School’s Special Consideration and Supplementary Examination Policy and

Procedures for Final Exams for Undergraduate Courses is available at:

https://www.business.unsw.edu.au/students/resources/student-centre/student-

resources/policies-and-guidelines/supplementary-exam-policy-for-undergraduates

12 STUDENT RESOURCES AND SUPPORT

The University and the Business School provide a wide range of support services for

students, including:

• Business School Education Development Unit (EDU)

https://www.business.unsw.edu.au/students/resources/learning-support

The EDU provides academic writing, study skills and maths support specifically for

Business students. Services include workshops, online resources, and individual

consultations. EDU Office: Level 1, Room 1033, Quadrangle Building. Phone: 9385

5584; Email: [email protected]

• Business Student Centre

https://www.business.unsw.edu.au/students/resources/student-centre

Provides advice and direction on all aspects of admission, enrolment and graduation.

Office: Level 1, Room 1028 in the Quadrangle Building; Phone: 9385 3189.

• Moodle eLearning Support

For online help using Moodle, go to: https://student.unsw.edu.au/moodle-support

For technical support, email: [email protected] Phone: 9385 1333.

• UNSW Learning Centre

http://www.lc.unsw.edu.au/ Provides academic skills support services, including

workshops and resources, for all UNSW students. See website for details.

• Library training and search support services

http://www.library.unsw.edu.au/

• IT Service Centre

Provides technical support for problems logging in to websites, downloading

documents etc. https://www.it.unsw.edu.au/students/index.html

Office: UNSW Library Annexe (Ground floor). Ph: 9385 1333.

Wellbeing, Health and Safety https://student.unsw.edu.au/wellbeing Provides

support and services if you need help with your personal life, getting your academic

life back on track or just want to know how to stay safe, including free, confidential

counselling. Phone: 9385 5418.

• Disability Services
莫纳什代写 MGMT 1101 GLOBAL BUSINESS ENVIRONMENT

https://student.unsw.edu.au/disability Provides support for students who are trying to

manage the demands of university as well as a health condition, learning disability or

have personal circumstances that are having an impact on their studies. Office:

Ground Floor, John Goodsell Building; Phone: 9385 4734; Email:

[email protected]

莫纳什代写 MGMT 1101 GLOBAL BUSINESS ENVIRONMENT