Ethics Discussion

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Question Description

Part 1
This article identifies the need for ethics in information management given the rapid expansion of information technology. In it, you will explore the role that higher education can play in preparing students to apply ethics to the usage of information and information systems. You will step through a research investigation conducted by the authors where students of an online Ethics and Technology course developed a code of ethics specifically for information technology.
Review this paper, then in your ePortfolio summarize what should be in the code of ethics for information technology. Describe the code of ethics for information technology in your company. What should it be if it does not exist in your company? Share your summary and your company’s code of ethics in Discussions.
The Development of a Code of Ethics
Brooks, R. (2010). The development of a code of ethics: An online classroom approach to making connections between ethical foundations and the challenges presented by information technology. American Journal of Business Education, 3(10), 1–13.
Part 2
This paper explores the role of ethics in the IS field. In particular, the authors emphasize the practical potential of the discourse theory of ethics. Review this paper, then in your ePortfolio summarize the role of ethics and its importance in the field of information system. Share your summary in Discussions.
Toward Ethical Information Systems: The Contribution of Discourse Ethics
Mingers, J., & Walsham, G. (2010). Toward ethical information systems: The contribution of discourse ethics. MIS Quarterly, 34(4), 833–854. Retrieved from the Walden University Library databases.
 
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BU 7401 Trine University Leadership in Action and Management Skills Essay

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Assessment Type, Word Count & Weighting Individual written assignment
1000 words
25% of module grade

 

B: Learning Outcomes
1.     Analyse the evolution and nature of contemporary management and leadership and the theoretical and philosophical underpinnings

 

C: Assessment Task
 
Write a critically reflective account of your personal understanding of what it means to be a manager.  Your account should draw on both relevant academic theory and examples of your own experience and practice.
 
 

 

D: Specific Criteria/Guidance
 
There is no one correct way to approach this assessment.  Essentially you are being asked: What does being a manager mean to you?  Note that this deliberately leaves the question of whether leadership and management are synonymous, related or separate concepts open to your personal experience and academic judgment.  However, please take account of the following guidance.
 

  1. Your work will be marked according to the following criteria (please see the marking rubric later in this brief for details of what each requirement covers in relation to the task):

 
·         Knowledge and understanding of management, identity and/or leadership theory and practice (30%)
·         Critical analysis and interpretation of management theory and practice (40%)
·         Critical reflection, personal and professional evaluation and application (30%)
 

  1. The key to this brief is to be able to integrate and synthesise relevant academic theories with reflection on your own experience and practice.

·         This means using each (theory and experience/practice) to inform, interpret, analyse and evaluate the other.
·         For example – How might a particular theory help to explain your personal management practice or experience?
·         For example – How can your personal management practice and experience help to evaluate a particular theory?
 

  1. It is usually more effective, particularly for short assignments, to aim for an in-depth analysis with a narrow focus, rather than trying to cover many different things.

·         You are not expected to provide a comprehensive account of your management career, nor of theories and practices of management and/or leadership.
·         You will be given credit for being able to select appropriate and relevant materials and integrate them effectively.
·         For example, you may choose to discuss a particular event which has shaped your understanding of management, or use a particular theory as a lens with which to examine your personal understanding and management practice.
 

  1. Relevant academic theories should include at least one of the following (more are discussed in the module materials):

·         Theories of management
·         Theories of identity
·         Theories of leadership
 

  1. Your personal experience and practice may include:

·         Experience of being a manager
·         Experience of being managed
·         Experience of observing managers
·         Accounts of managers and management that you have read or heard about
 

  1. In your account you may wish to consider one or more of the following:

·         Has your understanding of management changed?  In what ways, how and why?
·         Has your understanding been affected by your initial MBA studies?  In what ways, how and why?
·         Do you see yourself as a manager?  Why?
·         Do you see yourself as a leader?  Why?
·         In what ways does your experience of being a manager (or observing managers) reflect theories of management and leadership?  In what ways does your experience challenge theories?

 

E: Key Resources
Including (a minimum of 10) recommended texts and peer-reviewed electronic sources which you expect students to use.
 
Please refer to the recommended and further reading on the module pages and module handbook, but expected sources relevant for this assessment submission would include:
 
 
The following are key texts which will be frequently referenced throughout the module:
 
 
Aswathappa, K., (2013), Human Resource Management: Text and Cases,Tata McGraw-Hill Education
Beard, C., & Wilson, J. P. (2006). Experiential Learning. (2nd ed.). London, UK: Kogan Page.
Bratton, J., (2015), Introduction to Work and Organisational Behaviour, 3rd Edition, Palgrave
Buchanan, D.A., & Huczynski, A. A. (2010). Organizational Behaviour. (7th ed.). Harlow, UK: FT Prentice Hall.
Burnes, R. (2009). Managing Change. (5th ed.). Harlow, UK: FT Prentice Hall.
Cameron, S. (2004). The MBA Handbook: Skills for Mastering Management. (5th ed.). Harlow, UK: FT Prentice Hall.
Clegg,S.R., Kornberger, M. and Pitsis, T.,(2011) Managing and Organisations, Sage.DOI: 10.1177/0018726708092403, Volume 61(6): 763–782
Gold, J., Thorpe, R., & Mumford, A. (2010). Leadership and Management Development, (5th ed.). London, UK: CIPD.
Harrison, R. (2005). Learning and Development. (4th ed.). London, UK: CIPD.
Kelliher,C.,  Truss, D. and Mankin,C., (2012), Strategic Human Resource Management, Oxford Press
Kelly, S.,(2008), Leadership: a categorical mistake?, Human Relations
Kendall, D., (2017),Sociology in Our Times, 11th Edition, Cengage
Mats Alvesson (2013) Understanding Organisational Culture, Routledge
Murdock, A., & Scott, C. (2002). Personal Effectiveness. (3rd ed.). Oxford, UK: Butterworth Heinemann.
Pedlar, M., Burgoyne, J., & Boydell, T. (2007). A Manager’s Guide to Self-Development. (5th ed.). Maidenhead, UK: Prentice Hall.
Raelin J. A. (2000). Work Based Learning: the New Frontier of Management Development. Reading, MA: Addison-Wesley.
Routledge, C., & Carmichael, J. (2007). Personal Development and Management Skills. London, UK: CIPD.
Silva, A.,(2016),What is Leadership?, Journal of Business Studies Quarterly, 8,1.
Thomson, A. (2001). Changing Patterns of Management Development. Oxford, UK: Blackwell.
Watson, G., & Reissner, S. (Eds.). (2010). Developing Skills for Business Leadership. London, UK: CIPD.
Weinstein, K. (2005). Action Learning: a Practical Guide. Aldershot, UK: Gower.
Western, S., (2013), Leadership: A critical text, Sage.
Whetton, D., & Cameron, K. D. (2007). Developing Management Skills. (7th ed.). London, UK: Pearson Education.
Winstanley, D. (2005). Personal Effectiveness. London, UK: CIPD.
 
 
 
 

 

F: Submission Guidance
·         You must submit assessments in Microsoft Word format.
·         The file must be no larger than 40MB.
·         Your writing is expected to conform to Standard English in terms of spelling, syntax and grammar.
·         You must include your Assessment Number (J Number) in the header or footer.
·         Include your word count at the end of the assignment or the front cover.
·         Set up your page for A4 paper in portrait style.
·         The font size must be a minimum of point 12 Calibri (or equivalent) for the body of the assessment and footnotes must be 2 points smaller.
·         Line spacing in the body of the assessment must be 1.5 lines.
·         Number the pages consecutively.
·         Students should submit work before 12 noon on the deadline date electronically via Moodle. Please follow the ‘Turnitin submission’ link on the module space and follow the on-screen instructions, paying particular attention to any specific instructions for each assignment.
·         You must submit your work with the following details written on the first page:
–       Title of your work
–       Module title and code
–       Module Leader and Seminar Tutor (if relevant)
–       Number of words
–       Your student assessment number (J Number)
 
Student work that does not have this information on will not be identifiable after marking has taken place and risks being recorded as a non-submission.
 

 

G: Academic Integrity and Penalties
 
It is your responsibility to ensure that you are familiar with all of the information contained in this brief as failure to do this may impact on your achievement.
Please refer to the various Assessment Guidance below for detailed information on:
 
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ECOM201 Saudi Electronic University Virtual Management Project

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Saudi Electronic University
College of Administrative and Financial Sciences
Introduction to E-Management
 
 
ECOM 201                                  Project Assignment                   September 2019
 
 
Consider yourself as Global Manager for one of the following Saudi companies:  Jarir Bookstore, Baja, Al-Baik, Herfy or Coffee Day. At present the company you’ll choose is planning to do business in the USA and UK. You are required to develop a detail strategy on the following:
 
Part 1:

  • Give a brief introduction about the chosen company (history, products, etc)
  • Explain what type of virtual management characteristics will be implemented and why?
  • How the virtual teams will work together?
  • What tools are they using for communications and task management?
  • How you will manage the teams in both locations in terms of language, cultural, time, political, and economical differences?

Part 2:

  • What are techniques that you will be using in order to create a strong team with a high level of teamwork?
  • What are the advantages and disadvantages of managing a virtual team?
  • What type of conflicts might occur between members? When it’s happened how will you solve it?
  • As a manager how you will manage the outsourced projects?
  • What techniques that you will apply to encourage and motivate your team for improvement?

 
 
 
 
Project report structure:
 

  • Title Page: the name of the institution, the title of the report, the name of the author and then add the date.

 

  • Abstract: Brief summary of your work.

 
 

  • Table of contents:

 
1.Introduction: Background or introduction to state what the report is about.  You must give the reader an overview of the whole report.
2.Main Body of the report: Include your main work.
3.Conclusion.
4.References: Use APA style.
 

Project Parts Due date Marks
Part 1 End of week 9 10 marks
Part 2 Week 13 10 marks

 
Useful links:
 

 
Guidelines for the project assignment:
 

  • This is an individual project, which is part from your course score. It requires effort and critical thinking.
  • Use font Times New Roman, Calibri or Arial.
  • Use 1.5 or double line spacing.
  • Use the footer function to insert page number.
  • Ensure that you follow the APA style in your project.
  • Your project report length should be between 1600 to 2000 words.

 

 
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econ 3p13: ECON assignment

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ASSIGNMENT:
NEW! “ECONO-MAGIC” document. (worth 40%) Four pages with solid ideas with economic reasoning about one of the follow topics.

  1. Innovation Economics. How to put Canada on the map! Your dream for a smarter and more successful Canada
  2. Financial Centre. How to take thunder away from NYC and London. What necessary success factors are needed to put Toronto in the big league of finance.
  3. How to build a Canadian multinational. How can / should the government help?
  4. Incoming FDI in free fall….. how to get business back to Canada? How to optimize outcomes?
  5. The global university experience. Your dream format!

NOTE : YOU ARE ALLOWED TO DO THE “ECONO-MAGIC” paper with multiple people. # Pages =  # persons x 4pages each.  Focus on Substance! No filler. Share the dream and back it up with facts/figures/graphs/theories/concepts/benchmarks etc.
 
 

  1. Course Outline

 
Selected readings will be provided during the course. No need to purchase the book!
 
. Reference Text book: Buckley, Peter J. and M. Casson (2010) “The Multinational Enterprise Revisited” Palgrave Macmillan, Basingstoke, UK
 
Other texts:
 
See attached literature list.
 
The objective of the course is to provide the students with an overview of the academic literature on the Multinational Enterprise (MNE) and Foreign Direct Investment (FDI). The theory will be related to practical examples and applications.
 
 
Week 1:          Introduction: MNE and Foreign Direct Investment
Rugman, Alan M. and Brewer, T.L. (2001). “The Oxford Handbook of International Business”, Oxford University Press, New York, USA
–    Wilkins, Mira. “The History of Multinational Enterprise” pp3-35 Ch1
–     Dunning, John H. “The Key Literature on IB Activities: 1960-2000”          pp 36-68 Ch 2
–     Markusen, James R. “International Trade Theory and International Business”     pp69-87 Ch 3
Buckley, Peter J. and Casson, M. (2010). “The Multinational Enterprise Revisited” Palgrave MacMillan, Basingstoke, UK . Chapter 1, 3
 
 
Week 2:          History and Theory of the MNE. Overview of key literature on MNE
–     Hennart, Jean-Francois, “Theories of Multinational Enterprise”  pp127-149.  Ch 5
 
 
 
 
 
Week 3:          MNE and Strategy, Organizational design.
–     Buckley, Peter/Casson, M. “Strategic Complexity in IB”pp88-126Ch4
–     Tallman, Stephen B/Yip, G.S. “Strategy and the MNE”p317-348Ch12

  • Westney, D. Eleanor and Zaheer, S. “The MNE as an Organization” pp349-379 Ch13
  • Birkinshaw, Julian “Strategy and Management in MNE Subsidiaries” pp380-401 Ch14

Kim, Chan W. and Mauborgne, R. (2005). “Blue Ocean Strategy, How to Create Uncontested Market Space and Make the Competition Irrelevant” Harvard Business School Press, Boston, USA
Cohen, Stephen D. (2007). “Multinational Corporations and Foreign Direct Investment” Avoiding Simplicity Embracing Complexity” Oxford University Press, Oxford, UK
 
Week 4:          MNE, Innovation and Knowledge. Platform companies and big data. From Multinational to Extraterrestial companies.
–    Cantwell, John “Innovation and Information Technology in the MNE” pp431-456 Ch 16
Atkinson, Robert D., S.J. Ezell (2012), “Innovation Economics, The Race for Global Advantage”. Yale University Press
Swann, G.M.Peter (2009), “The Economics of Innovation, An Introduction” Edward Elgar Publishing, UK
Thiel, Peter (2014) “From Zero to One, Notes on Start-ups or How  to Build the Future” Crown Business,

  • “Google Analytics”

 
Week 5:          MNE and Location Decisions and Competitiveness/Market Entry/Timing.
–    Rugman, Alan M. and Verbeke, A. “Location, Competitiveness, and the MNE”  pp 150-180. In: Rugman/Brewer. Ch 6
– Buckley and Casson, “ The Multinational Enterprise Revisited”, 2010. Ch 2.
 
Week 6:          Country Competitiveness Rankings/Competitive Advantage
Porter, Michael E. (1998). “The Competitive Advantage of Nations”, The Free Press, New York, USA
 
READING WEEK: SATURDAY, FEB. 15 – SUNDAY, FEB. 23, 2020
Week 7:          Emerging Economies.
Moran, Theodore H., Graham, E. M., and Blomstrom, M. (2005). “Does    Foreign Direct Investment Promote Development” Institute for International Economics, Center for Global Development, Washington DC, USA

  • Smarzynska Javorcik, Beata and Spatareanu, M. “Disentangling FDI Spillover Effects: What Do Firm Perceptions Tell Us?” pp 45-71
  • Long, Guoqiang “China’s Policies on FDI: Review” pp 315-336
  • Moss, Todd J. et al “Is Africa’s Skepticism of Foreign Capital Justified? Evidence from East African Firm Survey Data” pp 337-366

 
Buckley, Peter J. (2006).  “The Multinational Enterprise and the Globalization of Knowledge”, Palgrave MacMillan, Basingstoke, UK

  • Buckley Peter J. “Asian Network Firms: An Analytical Framework” pp53-73
  • Buckley, Peter J., et al “United States FDI into Canada: An Emprical Analysis with Emphasis on the Free Trade Hypothesis” pp130-149
  • Buckley, Peter J. and Meng, C. “ The Strategy of Foreign-Invested Manufacturing Enterprises in China: Export-oriented and Market-oriented FDI Revisited” pp 284-308

Rugman, Alan M. and Brewer, T.L. (2001). “The Oxford Handbook of International Business”, Oxford University Press, New York, USA

  • Child, John “China and International Business” pp 681-715 Ch24
  • Meyer, Klaus E .”International Business Research on Transition Economies” pp 716-759 Ch25

Buckley, Peter J. (2010). “The Multinational Enterprise Revisited” Ch. 4.
 
Week 8:          Emerging Economies. Emerging Market Multinationals
Jensen, Nathan M. (2006). “Nation-States and the Multinational Corporation, A Political Economy of Foreign Direct Investment”. Princeton University Press, Princeton, USA
Buckley, Peter J. (2010). “Foreign Direct Investment, China and the World Economy” Palgrave MacMillan, Basingstoke, UK
Casanova, Lourdes (2009). “Global Latinas: Latin America’s Emerging Multinationals”, Palgrave MacMillan, Basingstoke, UK
Ramamurti, Ravi and Singh, J.V. (2009). “Emerging Multinationals in Emerging Markets” Cambridge University Press, New York, USA
 
 
Week 9:          MNE, Government Relations and Lobbying.
Jensen, Nathan M. (2006). “Nation-States and the Multinational Corporation, A Political Economy of Foreign Direct Investment”. Princeton University Press, Princeton, USA
 
Rugman, Alan M. and Brewer, T.L. (2001). “The Oxford Handbook of International Business”, Oxford University Press, New York, USA

  • Rugman, Alan M. and Verbeke, A. “Multinational Enterprises and Public Policy” pp 818- 842. Ch 28
  • Rugman, Alan and Verbeke, A. “Environmental Policy and International Business” pp 537-557. Ch19

 
Week 10:        Beyond the Economics: Social/Political/Cultural/Globalization Issues.
Bhagwati, Jagdish (2004). “In Defense of Globalization” Oxford University Press, Oxford, UK
Stiglitz, Joseph E. (2003). “Globalization and Its Discontents”, W. W. Norton & Co, New York, USA
Stiglitz, Joseph E. (2007). “Making Globalization Work” , W.W. Norton & Co, New York, USA
Urmetzer, Peter (2005). “Globalization Unplugged, Sovereignty and the Canadian State in the Twenty First Century”, University of Toronto Press, Toronto, Canada
Tanzi, Vito (2011). “Government versus Markets, the Changing Economic Role of the State”, Cambridge University Press
Buckley, Peter J. and M. Casson (2010) “ The Multinational Enterprise Revisited”. Ch. 9
 
 
Week 11:        Government and FDI Policies. Transfer Pricing, Taxes and Tax Havens.
Rugman, Alan M. and Brewer, T.L. (2001). “The Oxford Handbook of International Business”, Oxford University Press, New York, USA

  • Eden, Lorraine “Taxes, Transfer Pricing, and the Multinational Enterprise” pp591-622. In: Brewer/Rugman. Ch 21

King, Elizabeth (2010). “Transfer Pricing and Corporate Taxation, Problems, Practical Implications and Proposed Solutions” Springer, New York, USA
Palan, Ronan, Murphy, R. and Chavagneux, C. (2010). “Tax Havens, How Globalization Really Works” Cornell University Press, Ithaca, NY, USA
Sharman, J.C. (2006). “Havens in a Storm, the Struggle for Global Tax Regulation”, Cornell University Press, Ithaca, USA
Zucman, Gabriel (2016) “The Hidden Wealth of Nations: The Scourge of Tax Havens” University of Chicago Press, Ill. USA
 
Week 12:        Review

  1. Presentation

 
You are required to produce a TEN slide PowerPoint presentation with a team. The PowerPoint presentation will have to be a team effort of FIVE students and will be presented in class. I will assist you in developing proper team monitoring and project management skills. The presentation will be evaluated by looking at the following factors:

  1. Quality of economic content
  2. Quality of the presentation & class discussion
  3. Effort/Skills of each team member
  4. Project Management Skills

Assumed due date:  Thursday, MARCH 12, 2020.
 

  1. Learning Objectives

 

  1. Learn from each other.
    1. Active participation in class
    2. Dinner/lunch/coffee meetings
    3. Strengthen social skills
  2. Learn to work in teams and strengthen interpersonal skills
  3. Learn project management skills
    1. Project management 101
  4. Learn to present in an auditorium setting
    1. Will assist with format & design
    2. Will encourage professionalism
  5. Learn new analytical tools
    1. Tools from economics, political science and business
  6. Learn to think globally and strategically
    1. Global examples and cases will be discussed
    2. Comprehensive reading list and course materials

 
 
 
 
 
 

  1. Academic Integrity Statement for Undergraduate Courses:

Academic misconduct is a serious offence. The principle of academic integrity, particularly of doing one’s own work, documenting properly (including use of quotation marks, appropriate paraphrasing and referencing/citation), collaborating appropriately, and avoiding misrepresentation, is a core principle in university study. Students should consult Section VII, “Academic Misconduct”, in the “Academic Regulations and University Polices” entry in the Undergraduate Calendar, available at http://brocku.ca/webcal to view a fuller description of prohibited actions, and the procedures and penalties.
 
Plagiarism Software:
This course may use Turnitin.com, phrase-matching software. If you object to uploading your assignments to Turnitin.com for any reason, please notify the instructor to discuss alternative submissions.
 
Academic Accommodation due to Religious Obligations:
Brock University acknowledges the pluralistic nature of the undergraduate and graduate communities such that accommodations will be made for students who, by reason of religious obligation, must miss an examination, test, assignment deadline, laboratory or other compulsory academic event. Students requesting academic accommodation on the basis of religious obligation should make a formal, written request to their instructor(s) for alternative dates and/or means of satisfying requirements.
 
Medical Exemption Policy:
The University requires that a student be medically examined in Health Services, or by an off-campus physician prior to an absence due to medical reasons from an exam, lab, test, quiz, seminar, assignment, etc. The Medical Certificate can be found at: http://www.brocku.ca/health-services/policies/exemption.
 
Academic Integrity:
Academic misconduct is a serious offence. The principle of academic integrity, particularly of doing one’s own work, documenting properly (including use of quotation marks, appropriate paraphrasing and referencing/citation), collaborating appropriately, and avoiding misrepresentation, is a core principle in university study. Students should consult Section VII, “Academic Misconduct”, in the “Academic Regulations and University Policies” entry in the Undergraduate Calendar, available at http://brocku.ca/webcal to view a fuller description of prohibited actions, and the procedures and penalties. Information on what constitutes academic integrity is available at https://brocku.ca/academic-integrity/
Intellectual Property Notice:

All slides, presentations, handouts, tests, exams, and other course materials created by the instructor in this course are the intellectual property of the instructor. A student who publicly posts or sells an instructor’s work, without the instructor’s express consent, may be charged with misconduct under Brock’s Academic Integrity Policy and/or Code of Conduct, and may also face adverse legal consequences for infringement of intellectual property rights.
Special Accommodation:

The University is committed to fostering an inclusive and supportive environment for all students and will adhere to the Human Rights principles that ensure respect for dignity, individualized accommodation, inclusion and full participation. The University provides a wide range of resources to assist students, as follows:
a) If you require academic accommodation because of a disability or an ongoing health or mental health condition, please contact Student Accessibility Services at askSAS@brocku.ca or 905 688 5550 ext. 3240.

  1. b) If you require academic accommodation because of an incapacitating medical condition, you must, as soon as practicable, inform your instructor(s) of your inability to complete your academic work. You must also submit a Brock University Student Medical Certificate (found at https://brocku.ca/registrar/toolkit/forms). The University may, at its discretion, request more detailed documentation in certain cases. If you are unable to write a scheduled examination due to an incapacitating medical condition, you must follow the process set out in the Faculty Handbook III:9.4.1.
    c) If you are experiencing mental health concerns, contact the Student Wellness and Accessibility Centre. Good2Talk is a service specifically for post-secondary students, available 24/7, 365 days a year, and provides anonymous assistance: http://www.good2talk.ca/ or call 1-866-925-5454. For information on wellness, coping and resiliency, visit: http://brockmentalhealth.ca/mental-well-being/.
    d) If you require academic accommodation on religious grounds, you should make a formal, written request to your instructor(s) for alternative dates and/or means of satisfying requirements. Such requests should be made during the first two weeks of any given academic term, or as soon as possible after a need for accommodation is known to exist.
    e) If you have been affected by sexual violence, the Human Rights & Equity Office offers support, information, reasonable accommodations, and resources through the Sexual Violence Support & Education Coordinator. For information on sexual violence, visit Brock’s Sexual Assault and Harassment Policy or contact the Sexual Violence Support & Response Coordinator at humanrights@brocku.ca or 905 688 5550 ext. 4387.
    f) If you feel you have experienced discrimination or harassment on any of the above grounds, including racial, gender or other forms of discrimination, contact the Human Rights and Equity Office at humanrights@brocku.ca.

 

 
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