Servant Leadership Paper with Quantitative Analysis

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uestion Description

TOPIC: SERVANT LEADERSHIP
Consider a potential quantitative research problem you might choose for your Signature Assignment involving a fictitious research proposal. This topic can be one you have examined in previous courses or one you have recently become interested in exploring further for your capstone project or dissertation research study.
Consider the general problems or issues currently existing within your professional area of interest in education. Remember that at the graduate-level, a problem from practice must also be situated within the peer-reviewed scholarly literature. As you continue to explore and learn more about your identified problems or issues of research interest, you will be able to more naturally narrow your research topic to one you will truly find interest and inspiration to research.
Once you have identified a fairly broad yet well-supported research problem, determine the three best peer-reviewed quantitative research articles using the Northcentral Library that have noted this problem. (Note. Ensure the articles incorporated a quantitative research design and not a meta-analysis or critical review of previously conducted quantitative research findings.)
For each article, discuss the following elements:

  • Identify the research problem of inquiry.
  • Explain the purpose or intent of the research.
  • Summarize the research questions(s) or areas of inquiry.
  • Identify the specific quantitative design utilized.
  • Describe the sample/participants and target population.
  • Summarize how the ethical treatment of the human subjects was ensured.
  • Explain the quantitative data collection method.
  • Explain the quantitative data analysis method.
  • Describe how the proper design identification and implementation to ensure validity in the results was supported.
  • Briefly reflect on the overall strengths and weaknesses of the reviewed qualitative research.

Support your assignment with the three articles reviewed and other appropriate scholarly resources, including older articles, may be included.
Length: 5-7 pages, not including title and reference pages
Your assignment should demonstrate your understanding of the alignment of the quantitative method, the specific quantitative design choice, and the research problem identified as well as new thoughts and insights relating directly to the problem and a quantitative research design. Your response should also reflect scholarly writing and current APA standards.
Below I attached the 3 articles to use.
Please follow the directions and answer each bullet point carefully for each article.

 
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Examine a Theory of Management through Leadership

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Question Description

Week 8 – Assignment: Examine a Theory of Management through Leadership
Instructions
Select and research a leadership theory you feel relates to how you engage with others and is applicable to the management concepts presented in this course. Examples include transformational leadership, transactional leadership, emotional intelligence, servant leadership, and situational leadership. Assume you are meeting with potential investors for your organization. They want to be sure your organization’s mission aligns with theirs as well, based on theory.
Be sure to include the following in your presentation:
Identify and describe the leadership theory you prescribe to.
Present evidence as to why this specific theory is applicable to healthcare administration.
Apply the concepts of the theory to the managerial topics of this course to support your findings for your audience:
Change Management
Strategic Planning
Staff Motivation and Control
Communication
Staff Training
Determine and address potential challenges you may face in applying your leadership theory to these managerial topics.
Incorporate appropriate animations, transitions, and graphics as well as speaker notes for each slide. The speaker notes may be comprised of brief paragraphs or bulleted lists.
Support your presentation with at least five scholarly sources. In addition to these specified resources, other appropriate scholarly resources may be included.
Length: 15-20 slides (with a separate reference slide)
Notes Length: 150-200 words for each slide
Be sure to include citations for quotations and paraphrases with references in APA format and style.
Video for additional help:
Becoming an Outstanding Leader and Manager
directed by Pam Hervey, fl. 2011; produced by Briefings Media Group and Fuel Creative, in Essential Skills for Managers’ Success (Bethesda, MD: Columbia Books, 2013, originally published 2013), 1 hour 2 mins.
Criteria
Identified and described the leadership theory (3 points).
Presented evidence as to why the specific theory is applicable to healthcare administration (2 points).
Applied all stated concepts of the theory to the indicated managerial topics (5 points).
Determined and addressed potential challenges in applying the identified leadership theory to the listed managerial topics (5 points).
Included speaker notes for each slide, animations, transitions, and graphics. Included a minimum of five scholarly references, with appropriate APA formatting applied to citations and paraphrasing. Presentation is 15-20 slides long (5 points).
(Total Points 20)
 
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BSB60915 Advanced Diploma of Management (Human Resources) Subject/module Excellence in Leadership Assessment method Part A

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17 ASSESSMENT 1 Course Name BSB61015 Advanced Diploma of Leadership and Management BSB60915 Advanced Diploma of Management (Human Resources) Subject/module Excellence in Leadership Assessment method Part A: Written or Oral Questions Part B: Case Study Weighting 50% Units of Competency BSBMGT605 Provide Leadership Across the Organisation Instructions 1. Assessments should be completed as per your trainer’s instructions. 2. Assessments must be submitted by the due date to avoid a late submission penalty. 3. Plagiarism is copying someone else’s work and submitting it as your own. You must write your answers in your own words and include a reference list. A mark of zero will be given for any assessment or part of an assessment that has been plagiarised. 4. You may discuss your assessments with other students, but submitting identical answers to other students will result in a failing grade. Your answers must be yours alone. 5. Your trainer will advise whether the assessment should be digitally uploaded or submitted in hard copy. Assessments that are digitally uploaded should be saved in pdf format. 6. You must attempt all questions. 7. You must pass all assessments in order to pass the subject. 8. All assessments are to be completed in accordance with WHS regulatory requirements. ADDENDUM | © 2018 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB61015 ADVANCED DIPLOMA OF LEADERSHIP AND MANAGEMENT | ADVANCED DIPLOMA OF MANAGEMENT (HUMAN RESOURCES) EXCELLENCE IN LEADERSHIP_V6.0 18 Assessment 1 Part A – Written or Oral Questions This assessment task will assess your understanding of what all of the above means in a leadership role. Answer the following questions 1. Why is it important to establish linkages between organisational objectives, values and standards to the responsibilities of relevant groups and individuals when setting goals in the organisation? (10 marks) 2. What is the relationship between media and language used when communicating organisational mission and goals to staff? Give an example.  (10 marks) 3. When there is a goal to achieve, explain the importance of stating expectations clearly to staff in a language easy to understand to ensure commitment to the given goal?  (10 marks) 4. When an incident occurs in the organisation (e.g., accident, scandal), explain why it is important to communicate results clearly to relevant groups and individuals involved? (10 marks) 5. Discuss the importance of a. Leaders as role-models in the workplace b. Workplace culture c. Change management in the workplace d. Workplace consultation and communication e. Decision-making and risk management f. Public relations g. Business ethics h. Leadership styles i. Professional development  (45 marks) Part A total: 85 marks ADDENDUM | © 2018 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB61015 ADVANCED DIPLOMA OF LEADERSHIP AND MANAGEMENT | ADVANCED DIPLOMA OF MANAGEMENT (HUMAN RESOURCES) EXCELLENCE IN LEADERSHIP_V6.0 19 Assessment 1 Part B – Case Study You are the training manager at FoodStuff, a chain of popular fast-food restaurants in Australia. You are planning to organise a 20-hour management training program for 20 shift supervisors. To accomplish the task, you need to assign 3 trainers who will alternately complete the training program within a 3-week period. These trainers should be supervisors themselves and have been in the company for a total of 5 years on average. Your tasks 1. Write accountabilities and responsibilities for the three management trainers you are appointing  (10 marks) 2. List all the resources these trainers will require to accomplish their tasks successfully (10 marks) 3. Design a support system for the trainers to help them perform their responsibilities more effectively (10 marks) 4. As a manager, explain how you are going to accomplish the following: • Create a positive workplace environment (5 marks) • Encourage teams and individuals to develop innovative approaches to the performance of work in the workplace  (5 marks)  Part B total: 40 marks  Assessment 1 total: 125 marks ADDENDUM | © 2018 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB61015 ADVANCED DIPLOMA OF LEADERSHIP AND MANAGEMENT | ADVANCED DIPLOMA OF MANAGEMENT (HUMAN RESOURCES) EXCELLENCE IN LEADERSHIP_V6.0 1 1. INTRODUCTION What is Leadership? At the end of this training session, you should be able to: f Define leadership f Learn about various leadership theories f Identify the skills and knowledge required to become effective leaders Important terms to remember: f Leadership f Leading Definition of leadership “A leader is the man who has the ability to get other people to do what they don’t want to do and enjoy it.” Leadership is a process whereby an individual influences a group of individuals to achieve a common goal (Northouse 2007). Leading is a management process used in directing work efforts of other people to help them accomplish their assigned tasks. It involves creating a vision, inspiring commitment and directing efforts towards a common purpose (Wood, Wallace, Zeffane, Chapman, Fromholtz & Morrison 2004). Thus, leadership applies to senior managers who have a role in inspiring and motivating others to achieve organisational goals and to model professionalism in their organisation and industry. Reading 1a, 1b Now read the following article to learn more about Leadership: Ward, S. (n.d). Leadership. Retrieved 11 May 2010, from http://sbinfocanada.about.com/od/leadership/g/leadership.htm (See page 127 at the back of this workbook). Now read the following article to learn more about an example of Leadership: Reh, J. (2010). The best leader I ever knew. Retrieved 11 May 2010, from http:// management.about.com/cs/generalmanagement/a/FJR. htm WORKBOOK | © 2018 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB61015 ADVANCED DIPLOMA OF LEADERSHIP AND MANAGEMENT | BSB60915 ADVANCED DIPLOMA OF MANAGEMENT (HUMAN RESOURCES) EXCELLENCE IN LEADERSHIP_V5.7 2 Excellence in leadership involves being able to; 1. Clarify objectives, values and standards in accordance with organisation’s strategic direction 2. Establish linkages between organisational objectives, values and standards and the responsibilities of relevant groups and individuals 3. Ensure media and language used is appropriate to individuals and group circumstances 4. State clear expectations of internal groups and individuals and explain in a manner which builds commitment to the organisation 5. Address expectations of the organisation 6. Investigate incidents promptly and communicate results clearly to relevant groups and individuals 7. Build trust, confidence and respect of diverse groups and individuals, through positive role modelling, and effective communication and consultation 8. Embrace, resource and effectively implement improvements to organisational and workplace culture 9. Demonstrate understanding of the global environment and new technology in work activities 10. Ensure actions convey flexibility and adaptability to change and accessibility 11. Ensure consultation and participation in decision making occurs with relevant groups and individuals where appropriate 12. Ensure decision making takes into account needs and expectations of both internal and external groups 13. Ensure decision making occurs in accordance with risk management plans for all options, and within appropriate time frames 14. Ensure that the organisation is represented positively in the media and community 15. Assign accountabilities and responsibilities to teams consistent with their competencies and operational plans 16. Ensure teams are resourced to allow them to achieve their objectives 17. Empower teams and individuals through effective delegation and support for their initiatives 18. Create and maintain a positive work environment 19. Encourage teams and individuals to develop innovative approaches to the performance of work 20. Model ethical conduct in all areas of work and encourage others to adopt business ethics 21. Adapt appropriate interpersonal and leadership styles to meet particular circumstances and situations 22
. Set and achieve personal objectives and work program outcomes 23. Ensure self-performance and professional competence is continuously improved through engagement in a range of professional development activities 24. Participate regularly in industry/professional networks and groups WORKBOOK | © 2018 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB61015 ADVANCED DIPLOMA OF LEADERSHIP AND MANAGEMENT | BSB60915 ADVANCED DIPLOMA OF MANAGEMENT (HUMAN RESOURCES) EXCELLENCE IN LEADERSHIP_V5.7 3 Leadership Theories Are leaders born or made? The debate on whether leadership is innate or taught seems never-ending. The source of the debate is simple: organisations want to identify leaders. To come up with an explanation, there are eight major leadership theories arising from academic research. These are: f The “Great Man” theory f Trait theory f Contingency theory f Situation theory f Behavioural theory f Participative theory f Management theory f Relationship theory Reading 1c Now read the following article to learn more about Leadership Theories: Cherry, K. (2010). Leadership Theories – 8 Major Leadership Theories. Retrieved 11 May 2010, from http:// psychology.about.com/od/leadership/p/leadtheories. htm. (See page “Leadership Theories – 8 Major Leadership Theories” on page 68 of this workbook). Notes: WORKBOOK | © 2018 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB61015 ADVANCED DIPLOMA OF LEADERSHIP AND MANAGEMENT | BSB60915 ADVANCED DIPLOMA OF MANAGEMENT (HUMAN RESOURCES) EXCELLENCE IN LEADERSHIP_V5.7 4 Skills and Knowledge Required to be Effective Leaders A senior manager must have a certain set of knowledge and skills required to become an effective leader. Required Skills Some of the required skills of a leader include: f Interpersonal skills f Networking skills f Risk management skills Interpersonal Skills f A leader must have interpersonal skills to communicate and inspire trust and confidence of others and to ensure their cooperation and support. Networking Skills A leader must have networking skills to ensure support from key groups and individuals for concepts/ideas/products/services. Risk Management Skills A leader must have risk management skills to analyse, identify and develop mitigation strategies for identified risks. In addition to the required skills a leader must have, senior managers must also have the necessary knowledge to effectively play their role as a leader. The required knowledge a leader must possess includes: f business ethics and their application, f leadership styles and their application, f legislation, codes and by-laws relevant to the organisation’s operations, f organisation mission, purpose and values, f organisation objectives, plans and strategies, and f organisational change processes. WORKBOOK | © 2018 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB61015 ADVANCED DIPLOMA OF LEADERSHIP AND MANAGEMENT | BSB60915 ADVANCED DIPLOMA OF MANAGEMENT (HUMAN RESOURCES) EXCELLENCE IN LEADERSHIP_V5.7 5 Activity 1.1 1. Form a group of 2-3 people. As a group, reflect on what leadership means to you. Write your conclusions below. WORKBOOK | © 2018 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB61015 ADVANCED DIPLOMA OF LEADERSHIP AND MANAGEMENT | BSB60915 ADVANCED DIPLOMA OF MANAGEMENT (HUMAN RESOURCES) EXCELLENCE IN LEADERSHIP_V5.7 6 2. Find a partner. Choose a position and discuss the issue: “Are leaders born or made?” Write down your arguments below. Share your thoughts in the class. Session Review Questions 1. Define leadership. 2. List the required knowledge and skills all leaders must posses when playing leadership roles. References f Northouse, G. (2007). Leadership theory and practice. 3rd ed, Thousand Oak, London, New Delhe: Sage Publications, Inc. WORKBOOK | © 2018 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB61015 ADVANCED DIPLOMA OF LEADERSHIP AND MANAGEMENT | BSB60915 ADVANCED DIPLOMA OF MANAGEMENT (HUMAN RESOURCES) EXCELLENCE IN LEADERSHIP_V5.7 7 2. COMMUNICATE ORGANISATIONAL MISSION AND GOALS At the end of this training session, you should be able to: f Clarify objectives, values and standards in accordance with organisation’s strategic direction f Establish linkages between organisational objectives, values and standards and the responsibilities of relevant groups and individuals f Ensure media and language used is appropriate to individuals and group circumstances f State clear expectations of internal groups and individuals and explain in a manner which builds commitment to the organisation f Address expectations of the organisation f Investigate incidents promptly and communicate results clearly to relevant groups and individuals The Leader as a Communicator “The very essence of leadership is that you have to have a vision. It’s got to be a vision you articulate clearly and forcefully on every occasion.”1 An effective leader must be a good communicator. A leader can communicate to staff in a variety of ways using different communication mediums such as the use of telephone, video conferencing, memos, reports, emails and face-toface conversations. The leader must ensure that the media used is appropriate to individuals and group circumstances. For example, if the recipients of the message are dispersed in various geographical locations, a leader might decide to use memos and/or email in order to communicate to everyone efficiently. A leader may also be communicating messages in a non-verbal way although he/ she may be unaware of it. A leader influences others to achieve a common goal. This can be achieved if the vision or the common goal is communicated articulately and forcefully on every occasion. The key role of a leader is to inspire emotional attachment to an appealing vision and to make success visible for all concerned. For example, a company might decide to move to a new strategic direction. The best way to move forward is to involve everyone in developing the vision right from the start. This can be done in a variety of ways such as question and answer sessions, team meetings and one-to-one communication. The tone and language used by the leader is also very important and must be tailored according to the objective of the message. For example, when communicating a new vision, a leader might decide to use an inspirational tone and a language that will solicit and ensure cooperation from staff. The leader must be able to establish linkages between organisational objectives, values and standards and the responsibilities of relevant groups and individuals in order for them to understand their role in the achievement of the new vision. In addition, the leader must be able to state clear expectations of internal 1. Theodore Hesburgh, President of the University of Notre Dame WORKBOOK | © 2018 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB61015 ADVANCED DIPLOMA OF LEADERSHIP AND MANAGEMENT | BSB60915 ADVANCED DIPLOMA OF MANAGEMENT (HUMAN RESOURCES) EXCELLENCE IN LEADERSHIP_V5.7 8 groups and individuals and explain in a manner which builds commitment to the organisation and to the tasks at hand. Reading 2a Now read the following article to learn more about the Different Types of Business Communication: Carpenter, M., Bauer, T., & Erdogan, B. (n.d.). Retrieved 15 May 2010, http://www.flatworldknowledge.com/node/29122. (See ȃ’쎛Ž—ȱ¢™Žœȱ˜ȱ˜––ž—’ŒŠ’˜—Ȅȱ˜—ȱ™ŠŽȱŝŖ of this Workbook) Reading 2b Now read the following article to learn more on How to Run Effective Meetings: Farivar, C. (2010). How to run an effective meeting. Retrieved 19 April 2010, http://www.bnet.com/2403-13059_23-61211.html (See ȃ ˜ ȱ˜ȱž—ȱŠ—ȱ쎌’ŸŽȱŽŽ’—Ȅȱ˜—ȱ™ŠŽȱŝŝ of this Workbook) Video 2a You Sydney Ferries Tube Watch the following video in YouTube: How to run a meeting http://www.youtube.com/watch?v=e3a0KbM5p9A How not to run a meeting http://www.youtube.com/watch?v=kp6H8XMf5ec&feature=related WORKBOOK | © 2018 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB61015 ADVANCED DIPLOMA OF LEADERSHIP AND MANAGEMENT | BSB60915 ADVANCED DIPLOMA OF MANAGEMENT (HUMAN RESOURCES)
EXCELLENCE IN LEADERSHIP_V5.7 9 Activity 2.1 Your tasks 1. If you are currently working (or have worked before), can you recall an instance where a supervisor, manager, director or a CEO had to communicate a company goal to all 2. How did the leader communicate with the staff (e.g., email)? Was he/she effective in accomplishing the task? What went wrong? What went right? 3. When an incident (e.g., accident) occurs in your workplace (or previous workplace), is it promptly investigated and actioned upon? Are the results of the investigation and/or action taken communicated clearly to all relevant groups and individuals? If you answered No to both questions, where do you think is the source of the problem? WORKBOOK | © 2018 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB61015 ADVANCED DIPLOMA OF LEADERSHIP AND MANAGEMENT | BSB60915 ADVANCED DIPLOMA OF MANAGEMENT (HUMAN RESOURCES) EXCELLENCE IN LEADERSHIP_V5.7 10 Activity 2.2 1. You are the CEO at ABC Company. Your company recently adopted a new mission statement expressing the company’s values and commitment to environmental sustainability. You wanted to communicate this change effectively to all of the ABC staff scattered to all branches nationwide. Explain how you are going to effectively communicate the new mission to your staff. 2. You are the CEO of Fashion Factory, a large clothing manufacturer. Your company recently finalised a deal to shift operations in India to cut costs. This decision is strategically good for the company but it will mean onethird of your current full-time staff will lose their jobs. You are expecting heavy resistance to this change. It is your job to communicate the change to all of your staff. How are you going to effectively communicate the message effectively to the staff? Explain. WORKBOOK | © 2018 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB61015 ADVANCED DIPLOMA OF LEADERSHIP AND MANAGEMENT | BSB60915 ADVANCED DIPLOMA OF MANAGEMENT (HUMAN RESOURCES) EXCELLENCE IN LEADERSHIP_V5.7 11 3. Your firm is facing an audit from a government agency regulator next month. This will mean most of your staff will have to work overtime in order to meet the audit requirements. Most of your staff have families. You have to explain clearly your expectations from your staff. How you are going to communicate this and ensure support from your staff? Explain. 4. You are the CEO at Bank2Us. A news item was recently printed in the news about an alleged hacking activity in your computer network. It has been reported that nearly 300,000 credit card numbers have been stolen by the hackers. It is your responsibility to communicate this event to all of your employees and customers to prevent panic. How are you going to do this? Explain. WORKBOOK | © 2018 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB61015 ADVANCED DIPLOMA OF LEADERSHIP AND MANAGEMENT | BSB60915 ADVANCED DIPLOMA OF MANAGEMENT (HUMAN RESOURCES) EXCELLENCE IN LEADERSHIP_V5.7 12 Activity 2.3 TrustUs Accounting ›žœœȱŒŒ˜ž—’—ȱ’œȱŠȱœ–Š••ȱŠŒŒ˜ž—’—ȱꛖȱ ’‘ȱŠȱ˜Š•ȱ˜ȱŗśȱ Ž–™•˜¢ŽŽœǯȱ‘Žȱꛖȱ‘Šœȱ‹ŽŽ—ȱ˜™Ž›Š’—ȱ›˜–ȱ‘Žȱ™ŠœȱŘŖȱ¢ŽŠ›œȱŠ—ȱ‘Šœȱ grown from a two-man operation to what it is today. ‘Žȱꛖȱ‘ŠœȱŠȱ›Š’’˜—Š•ȱ–Š—ŠŽ–Ž—ȱœ›žŒž›Žȱ ’‘ȱ ˜‘—ǰȱ‘Žȱ–Š—Š’—ȱ ’›ŽŒ˜›ǰȱ™•žœȱ ˜ȱ˜‘Ž›ȱ’›ŽŒ˜›œǰȱ ˜’ŽȱŠ—ȱŠ›Œžœǯȱ‘Ž›ŽȱŠ� …
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STRM043: MODULE: COMPETITIVE STRATEGY & INOVATION

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Purpose of the Assessment
 
The purpose of this assignment is to
 

  1. test the student’s knowledge of the core concepts, models and frameworks taught in the module and relevant to the strategy process

 

  1. allow the student to apply their learning in the module to date in a case study analysis and to present their findings in a high level board manner that captures the key issues

 
Assessment Task
 
You are required to read the case on Richard Branson and the Virgin Group and prepare a 12-14 minute board level Powerpoint presentation that addresses the following questions (support you answer in details in the Notes page of the slide):
 

  1. What common resources and capabilities link the separate Virgin companies?                                                                                           (30%)

 

  1. Which business if any should Branson consider divesting? What criteria should he use in deciding what new diversification strategy to pursue?   (40%)

 

  1. What changes in the organisational structure and management systems of the Virgin Group would you recommend?                                            (30%)

 
The case is available from the Grant e-textbook via the Online Library tab on the module’s NILE site

Assessment Breakdown

 
The percentages above indicate the weighting given to each section.
 
Assessment Submission
 
To submit your work, please go to the ‘Submit your work’ area of the Module NILE site. It is important that you submit your work to the correct module NILE site, and that your work is submitted on time.
 
An appointment will be made for you to deliver the presentation, either in person or via Skype.
 
Assessment Guidance
 
You will be expected to read the case several times to make sure you understand the context, grasp the detail and then review the key elements using the key strategy models to go through the strategy process, drawing on evidence from the case to justify your views.
 
You should read the module material for the first half of the module, and the related chapters in the Grant e-textbook. Chap 13 is of particular relevance.
 
You can carry out further research on The Virgin Group, however you must only use material drawn from credible sources such as: academic articles and texts;; quality newspaper and business periodicals, e.g., the FT, The Economist and the official Virgin website. You should not use unreliable sources such as non-reviewed websites, e.g., Wikipedia.
 
Academic Practice
 
This is an individual assignment. The University of Northampton policy will apply in all cases of copying, plagiarism or any other methods by which students have obtained (or attempted to obtain) an unfair advantage.
 
Support and guidance on assessments and academic integrity can be found from the following resources
 

 

  • CfAP: http://skillshub.northampton.ac.uk/centre-for-achievement-and-performance-cfap/

 
Learning outcomes
 
The learning outcomes being addressed through this assignment are:
 
Knowledge and Understanding
c) Recognise, consider and address macro-economic trends in a changing world and their impact on business whilst evaluating competitive, organisational and ethical values.

Subject Specific Skills

  1. e) Develop appropriate policies and strategies within a changing environment for a variety of organisations, to meet stakeholder interests.

          
Key Skills

  1. f) Develop and demonstrate key communication and time management skills.
  2. h) Demonstrate critical thinking and creativity: engage the creative processes in self and others; organise thoughts, analyse, synthesise and critically appraise alternative strategies and choices.

 

 
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