Business School

School of Management

MGMT 1001
Managing Organisations and People

Course Outline
Semester 1, 2015

Part A: Course-Specific Information

Please consult Part B for key information on Business School
policies (including those on plagiarism and special consideration),
student responsibilities and student support services.

Table of Contents
PART A: COURSE-SPECIFIC INFORMATION

STAFF CONTACT DETAILS

COURSE DETAILS

2.1 Teaching Times and Locations

2.2 Units of Credit
2.3 Summary of Course
2.4 Course Aims and Relationship to Other Courses
2.5 Student Learning Outcomes

1
2
2
2
2

LEARNING AND TEACHING ACTIVITIES

ASSESSMENT

COURSE RESOURCES

13

COURSE SCHEDULE

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PART A: COURSE-SPECIFIC INFORMATION

1 STAFF CONTACT DETAILS
Position

Name

Email

Lecturer-in-charge

Dr Hugh Bainbridge

[email protected]

Lecturer

Dr Lynn Gribble

[email protected]

Lecturer

Dr. Bernard Gan

[email protected]

Senior Tutor

Mr. David Cheng

[email protected]

Senior Tutor: Mr David Cheng

Office:

West Wing Level 5, Business School building

E-mail:

[email protected]

Phone

9385 7404

Specific personal queries should be sent to the Senior Tutor via email:
[email protected]
Everest Co-ordinator: Dr Bernard Gan
Specific questions about the Everest Simulation should be sent to Dr. Bernard Gan at
[email protected]
Tutors:
You will meet your tutor at your first tutorial in Week 2, and they will provide you with
their contact details and consultation times during the first tutorial.

2 COURSE DETAILS
2.1

Teaching Times and Locations

Lectures start in Week 1(to Week 12): The Time and Location are:
You are required to attend ONE (1) two hour lecture each week. There are three
different lecture times per week you can enrol in:
Day

Time

Monday

11:00 13:00

Location
Physics Theatre

Monday

16:00 18:00

Physics Theatre

Tuesday

18:00 20:00

Law Theatre G04

Wednesday

11:00 13:00

Wednesday

16:00 18:00

Leighton Hall, Scientia Building (weeks 1-5)

Mechanical Engineering G03 (weeks 6-12)
Law Theatre G04

Thursday

10:00 12:00

Burrows Theatre
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You are also required to attend ONE (1) one hour tutorial per week. There are a
number of tutorial options for students. Please see the UNSW enrolment system for
details of tutorial times.
Tutorials start in Week 2 (to Week 13). A full list of tutorials, times and tutors will be on
the Course Website.

2.2

Units of Credit

The course is worth 6 units of credit.

2.3

Summary of Course

Managing Organisations and People is a foundational core course offered in the main
bachelor degree programs. This course introduces students to the knowledge and skills
required to successfully manage organisations and people in a global economy, based
on contemporary research and practice. The course is designed to provide strong
foundations for the development of future organisational leaders and managers who
will be able to successfully respond to complex and turbulent environments, promote
and sustain competitive advantage, ensure ethical and social responsibility in business
practice and decision making, and manage changing social, political and technological
factors both inside and outside the organisation, in an increasingly global and diverse
workplace. Topics include: the role of organisations in modern societies, sustainability
and corporate social responsibility, the importance of organisational leadership, power
and networks, sources of conflict, problem solving, group motivation and behaviour, as
well as professional skills.

2.4

Course Aims and Relationship to Other Courses

The aim of MGMT1001 is to provide you with an introduction to principles, practices,

issues and debates that are relevant to the management of organisations. You will
study concepts and theories that help explain the attitudes and behaviours of
employees and managers.
As a core course in the Bachelor of Commerce degree, the activities, materials and
assessments have been designed to provide students with the opportunity to develop
skills relevant to their studies and employment.

2.5

Student Learning Outcomes

2.1 Student Learning Outcomes

By the end of this course, you should be able to:
Content outcomes:
1. explain the central role of organisations in society
2. evaluate the value and importance of the human side of organisations
3. describe the interconnections between individual(s), team(s) and
organisation(s)
4. understand the language of organisations and management
Skills outcomes:
5. acquire foundational academic research skills
6. demonstrate familiarity with the process of critical analysis
7. enhance your effectiveness in working in groups and teams
8. learn independently and assume responsibility for the learning process
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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 teams 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):

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Business Undergraduate Program Learning Goals and Outcomes

The following table shows how your Course Learning Outcomes relate to the overall
Program Learning Goals and Outcomes, and indicates where these are assessed.
Program Learning
Goals and Outcomes
This course helps you
to achieve the following
learning goals for all
Business
undergraduate
students:

Knowledge

Critical
thinking and
problem
solving

3a

Written
communication

3b

Oral
communication

Teamwork

5a.

Ethical,
environmental
and
sustainability
responsibility
Social and
cultural
awareness

5b.

Course Learning Outcomes

On successful completion of the course, you
should be able to:

Content outcomes:
1. explain the central role of organisations in
society
2. evaluate the value and importance of the
human side of organisations
3. describe the interconnections between
individual(s), team(s) and organisation(s)
4. understand the language of organisations
and management
Content outcomes:
1. explain the central role of organisations in
society
2. evaluate the value and importance of the
human side of organisations
3. describe the interconnections between
individual(s), team(s) and organisation(s)
4. understand the language of organisations
and management
Skills outcomes:
5. demonstrate familiarity with the process of
critical analysis
Skills outcomes:
6. enhance your effectiveness in working in
groups and teams
7. learn independently and assume
responsibility for the learning process
Skills outcomes:
8. learn independently and assume
responsibility for the learning process
Skills outcomes:
7. enhance your effectiveness in working in
groups and teams
Content outcomes:
1. explain the central role of organisations in
society
2. evaluate the value and importance of the
human side of organisations
Content outcomes:
1. explain the central role of organisations in
society
3. describe the interconnections between
individual(s), team(s) and organisation(s)
4. understand the language of organisations
and management

Course
Assessment Item
This learning
outcome will be
assessed in the
following items:

Tutorial
participation
Assignment 1
Assignment 2
Exam

Tutorial
participation
Assignment 1
Assignment 2
Exam

Tutorial
participation
Assignment 1
Assignment 2
Exam
Tutorial
participation
Tutorial
participation
Assignment 1
Assignment 2
Exam
Assignment 1
Assignment 2
Exam

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3 LEARNING AND TEACHING ACTIVITIES

3.1

Approach to Learning and Teaching in the Course

MGMT1001 has been designed to provide you with a complete learning experience
that incorporates interactive teaching and learning and provides a strong foundation for
successful studies in your Bachelors degree. We encourage student contributions,
through discussion and questioning that draw upon your reading and life experiences.

3.2 Learning Activities and Teaching Strategies

Role of Lectures
The lectures provide a forum to introduce students to the main issues, theories and
conceptual frameworks for each topic. Lecture notes for each weeks topic will be
available on the course website on the preceding Sunday. For example, the Week 4
lecture handout will be available to you on the Sunday at the end of Week 3.
Role of the Tutorial
The tutorials use a variety of experiential learning activities which encourage active
engagement in the tutorials. The weekly tutorials provide you with an interactive
environment to enhance your formal and informal learning in the course. The more
conscientiously you participate, the more you will enjoy and learn from the tutorials.
The tutorials also provide you with opportunities to improve important interpersonal
skills by working with other students in groups and teams, building relationships and
networks, and being exposed to the opinions and values of others.
Role of Everest Simulation
The Everest Simulation provides students with a hands-on experience of concepts
taught in this course. Via the Everest Simulation, students will appreciate how
individual attitudes and behaviours relate to group functioning and gain a practical
understanding of the influence of key topics central to effective teamwork.

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4 ASSESSMENT
4.1 Formal Requirements
In order to pass this course, you must:
1. achieve a composite mark of at least 50; and
2. make a satisfactory attempt at ALL assessment tasks (see below).
4.2 Assessment Details
Assessment Task

Length

Due Date

Assignments
15%

1000
words

Week 5, 30 March (Monday) by 10am,

electronic copy submitted via turn-it-in
(Course website)

30%

2500
words

Week 10, 15 May (Friday) by 10am,

electronic copy submitted via turn-it-in
(Course website)

Attendance at least 9 tutorials

2%

NA

Assessed in each tutorial

Active and engaged

participation in tutorials
(students must attend at least
9 of tutorials to be eligible)

10%

NA

Assessed in each tutorial

Review of the prior weeks

course topic

5%

1 page

Research Studies Participation

3%

NA

35%

2 hours

Individual essay (short writing

task)

Individual Everest Report

Student participation

Assessed in one allocated tutorial

Week 2 to Week 13

Exam
Final Exam

University exam period

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4.3 Assessment Details

Assessment Format
4.3.1 Assignment 1 Requirements: Essay - 15% of final mark
Due date & submission procedure: In WEEK 5, 30 March (Monday), by 10am, submit
an electronic copy via the turn-it-in link on the MGMT1001 website. A paper copy
is not required.
Submission procedure: See section 4.4 Assignment Submission Procedure in this
course outline
Weighting: 15% of your total course mark
Length: 1,000 words +/- 10%. The word count excludes the list of references/
bibliography.
Essay Question:
Do the majority of organisations undertake corporate social responsibility initiatives
primarily for altruistic reasons? Discuss.

Reference requirements: Maximum total number of references for this assignment is

six (6)
1. Use these two (2) references as a minimum from this list.
Lindorff, M., & Peck, J. (2010). Exploring Australian financial leaders' views of
corporate social responsibility. Journal of Management and Organization, 16, 4865.
Sen, S., & Cowley, J. (2013). The relevance of stakeholder theory and social capital
theory in the context of CSR in SMEs: An Australian perspective. Journal of
Business Ethics, 118, 413-427.
AND
2. You must find at least TWO (2) and a maximum of FOUR (4) academic journal
articles in the following library databases: ABI Inform; Business Source; Web
of Science that are relevant to support your analysis. Note: Articles from
Harvard Business Review, websites and books are not valid sources for
this assignment.
Marking criteria:
- Development of a consistent, clear and well-supported answer to the question
- Overall quality of analysis, depth of reflection/ thinking in terms of the key
themes and issues raised in the question
- Quality of academic research (sourced from appropriate journals/ databases,
appropriate number of sources, relevance of sources to your argument)
- Appropriate structure (logical sequence; transitions between parts; well-developed
paragraphs)
- Clarity of expression & grammar
- Correct format of in-text citations and bibliography using APA referencing (see
page 6, Part B course outline)
- Appropriate document formatting as per requirements on section 4.6 of the
Course Outline and length (1,000 words +/- 10%)
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4.3.2 Assignment 2 Requirements: Report - 30% of final mark

Due date: In WEEK 10, 15 May (Monday) by 10am, submit an electronic copy via
the turn-it-in link on the MGMT1001 website. A paper copy is not required.
Submission procedure: See section 4.4 Assignment Submission Procedure in this
course outline
Weighting: 30% of your total course mark
Length: 2,500 words +/- 10%
Report Focus:
While studying MGMT 1001 you have completed two simulated climbs of
Mount Everest. This has given you an experience of working in a team. You are now
required to write a report. Your report must:
Show you understand and have selected issues to analyse as a result of
your Everest participation.
Analyse these issues by using frameworks and theories from MGMT 1001 course.
Reflect upon what you have learnt as a result of your experiences in a supported
manner (by utilising theories and frameworks from MGMT 1001).
The report should include the following:
Title page:
Executive summary: Presents the entire report in brief
Table of contents:
Introduction: Indicate scope and direction of the report

Included in word
limit
No
No (approx 250
words)
No
Yes (approx 200
words)

Section One: Issues encountered during Everest

This should focus on what worked well or did not work so you can
analyse it later - think about Management and people issues arising
from your Everest participation.
Section Two: Analysis of the Everest experiences using
frameworks from MGMT 1001.
Analyse your experiences showing why things worked or why they
went wrong. You must discuss the following two key concepts:
1) Decision making
2) Attribution theory and perception
Section Three: My learning review
Draw upon frameworks and theories from MGMT 1001 to describe
what you have learned about yourself as part of a team.

Yes (approx 1200

words)

Conclusion: Integrate various issues covered in the body of the

report, and make comments upon the meaning of all of it.

Yes (approx 200

words)

List of references / bibliography

Yes (approx 300

words)

Yes (approx 600

words)

No

Compulsory appendices:
All students who were participants (not observers) in Everest
must attach their individual and team goals achieved from the
simulation (screen shots or typed in table format is acceptable).

No

All students (participants & observers) must attach a copy of

team contract
(These must be referred to in your analysis and learning review).

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Reference requirements: You must use a minimum of six (6) academic references to
support your analysis
Marking criteria:
- Overall quality of analysis, depth of reflection/ thinking in terms of the key
themes and issues raised in the Everest experience.
- Quality of academic research (appropriate number of academic sources,
relevance of sources to your argument).
- Appropriate structure (logical sequence; transitions between parts; welldeveloped paragraphs).
- Clarity of expression & grammar.
- Correct format of in-text citations and bibliography using APA referencing (see
page 6, Part B course outline).
- Correct document formatting as per requirements in section 4.6 of the
Course Outline, length (2,500 words +/- 10%), and inclusion of compulsory
appendices.
More information about the Everest Simulation can be found on the course website.
Note that the Everest simulation is to be completed twice. The simulation will be
available to students at the following times only.
Everest simulation 1: 11-19 April (midnight)
Everest simulation 2: 2-8 May (midnight)

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4.3.3 Individual Participation - 20% of final mark

Tutorial Attendance: (2%)
Students who attend a minimum of 9 tutorials during semester will obtain 2% towards
their overall subject mark. No marks will be award for attendance at 8 or fewer tutorials.
Tutorial Participation: (10%)
Preparation for, and active participation in, your lectures and seminars is a vital
component of the learning in this subject and as such students who prepare and
participate in the classroom will be rewarded. Participation may involve small group
discussion, short informal presentations to the class, answering questions, participation
in class discussion.
Participation marks are based on the degree to which students make an informed
contribution to class and small group discussion. Simply attending tutorials without
getting involved in class discussion is of little value to you or your classmates and will
result in a minimal participation mark.
To be eligible for the Tutorial Attendance and Participation mark students must attend a
minimum of nine (9) tutorials. Students must ensure their attendance is taken. If
students have a valid reason to be absent, documentary evidence (e.g. medical
certificate) must be presented to the tutor in the next tutorial.
Grade

Description

Mark

Outstanding
Contribution

Attends 9 + tutorials and actively participates in both small group

and class discussions. Contributions in class reflect thorough
preparation. Provides good insights; has clear and thoughtful
views; and supports and argues for but is open to modifying
positions

8 10

Satisfactory

Attends 9 + tutorials and participates in both small group and class

discussions. Contributions demonstrate some preparation for
tutorial. Some contribution of facts or opinion.

47

Unsatisfactory

Attends 9 + tutorials but is an unwilling participant, is observed to

rarely speak in small group discussion and never voluntarily
speaks in class discussions. For example: only speaks when
directly addressed by a tutor.

13

Does not
meet
attendance
requirement

Students must attend a minimum of 9 +tutorials to be eligible for

participation marks

Review of a prior weeks course topic (lecture and textbook content only) (5%)
This component requires that students prepare two elements.
1) A 1 page summary of the prior weeks topic. Students should bring 26 copies of
the 1 page summary to distribute to the tutor and their classmates.
2) A 2 minute summary of key points that is presented verbally to entire tutorial.
Tutors will be instructed to stop the presentation at the 2 minute mark. No
powerpoint slides or accompanying audio visual aids can be used.
In the third tutorial, students will be allocated a week during the semester in which their
presentation and 1 page summary is due. Students who fail to attend the tutorial they
are scheduled to present in without informing the tutor will not be granted an
opportunity to redo this assessment item. This assessment item will be graded
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SATISFACTORY (5 marks) / UNSATISFACTORY (0 marks) only. No written feedback

will be provided.
Research Studies Participation (3%)
You are required to participate in two management research studies, each worth 1.5%
of your total mark, before the end of the semester. Participating in ongoing research is
a great way to learn about how UNSW researchers are advancing knowledge in
Management and involves you in an important aspect of University life.
Descriptions of the research studies available for you to participate in will be posted
from Week 2 onwards on the Management Research Participation System
(http://unswasb.sona-systems.com). The system closes at 5pm, Friday 5 June (Week
13). The link to the Management Research Participation System will be available on
the course Moodle site. You will need to:
1. register in the system with your UNSW email address,
2. browse through the list of research studies,
3. sign up for two studies you find of interest, and
4. choose a time slot to participate.
The system is easy to use. There are also instructions provided on Moodle. You can
contact the Research Pool Coordinator ([email protected]) if you
have any questions.
Most research studies are 60 minutes in duration, including a debrief highlighting the
key insights for managing organisations and people. Each study will accept only a
limited number of participants, so sign up early to ensure your spot in the studies that
interest you most. Some studies may be added later in the semester, so check back in
the system if you are still looking for a research study.

Alternative assessment. All students are strongly encouraged to participate in

two research studies. If you are unable to participate in the research studies,
you may choose two alternative pieces of assessment (i.e., two online multichoice tests) in the Management Research Participation System. Each of these
tests is of 60 minutes in duration. A minimum mark (50%) on each test is
required to receive participation marks.

Students who participate in two research studies or complete two alternative

assessments, or a combination of both will be awarded 3%. Participating in only one
research study or one alternative assessment is worth 1.5%. There is no written
feedback provided.
4.3.4 Final Examination - 35% of total mark
A final two-hour exam will be held in during the University exam period at the end of the
semester. All material from the course is examinable (including lecture content, tutorial
experiences, and textbook). Students are expected to sit the exam on the prescribed
day and should not make plans to travel, attend work functions or make any other
plans on this day.

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4.4 Assignment Submission Procedure

The essay (Assignment 1) is to be submitted in an electronic copy via the turn-it-in
link on the Course website on or prior to your due date in Week 5, 30 March by 10am.
Paper copy submission is not required. When submitting your assignment in the course
website, you are required to declare your work is original, and has not been
submitted previously for assessment.
The report (Assignment 2) is to be submitted in an electronic copy via the turn-it-in
link on the Course website on or prior to your due date in Week 10, 15 May by 10am.
Paper copy submission is not required. When submitting your assignment in the course
website, you are required to declare your work is original, and has not been
submitted previously for assessment.
4.5 Late Submission
You must submit all assignments and attend all examinations scheduled for your
course. A penalty of 10% for each day the assignment is late will be applied. You
should seek assistance early if you suffer illness or misadventure affecting your course
progress. No extensions will be granted except in the case of serious illness or
misadventure or bereavement which must be supported with documentary evidence.
Requests for extensions must be made to the Senior Tutor by email and be
accompanied by the appropriate documentation no later than 24 hours before the due
date of the assignment (the time your tutorial commences).
The Senior Tutor is the only person who can approve a request for an extension. If you
do make a request for an extension, the Senior Tutor will email you and your tutor with
the decision. Note: A request for an extension does not guarantee that you will be
granted one.
Request for assignment to be re-marked
From time to time some students will query the mark they have received on an
assessment. If you have a question about the mark you received on Assignment 1 or
Assignment 2, you must first make an appointment with your tutor no earlier than one
week after the course assignment return date, but no later than two weeks from the
return date, to discuss your concerns. The return date is usually 2 weeks after
submission of the assignment. If you choose to access your assignment via the course
website at a later date, keep in mind that you are still required to follow the course
return date timing.
If, after speaking to your tutor you remain unhappy with their explanation, you may
request a review of your assignment. This request must be made within 3 weeks of the
assignment return date to the Lecturer in charge. Requests made later than 3 weeks
will not be accepted for a re-mark. Keep in mind that a request for an assignment
review is not automatically granted. To qualify for an assignment review you must
submit, in writing, the specific reasons you believe a review is warranted. This
document should also include a discussion of the tutors comments and how the
components of your essay relate to the assignment criteria. Applications that request a
re-mark on the basis of I felt the mark was too low will be rejected. If a re-mark is
granted, your assignment mark may decrease, increase, or remain the same. You
should be aware that historically, many assignment marks have been lowered following
a review. The mark awarded following the review is final and no further discussion will
be entered into.
If you are requesting a re-mark of your final exam, this request must be made to the
Lecturer in charge within 2 weeks of the UNSW release date of marks for the semester.
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4.6

Formatting information (Essay and Report)

Your assignments must be formatted as per the requirements below:

-

Use 11pt or 12pt font

2.5 cm left margin

1.5 line spacing

Leave a line between each paragraph

Number each page

Student number and course code (MGMT 1001) to appear on every page

Coversheet completed correctly and attached - coversheet available on

course website
- Correct format of in-text citations and bibliography using APA referencing
- (see page 6, Part B course outline)

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 and will not be related to course grades.

5 COURSE RESOURCES
Required Resources: available to purchase at UNSW Bookshop or in the UNSW
Library
Textbook:
Robbins, S., Bergman, R., Stagg, I., Coulter, M., Judge, T., Millett, B., & Boyle, M.
(2015). Managing Organisations and People MGMT 1001 - Customised for the
University of New South Wales (3rd ed). Sydney, Australia: Pearson Prentice Hall.

COURSE EVALUATION AND DEVELOPMENT

Based on feedback and consultation with the Business Schools key stakeholders
(including major corporations and professional service firms, professional associations
and alumni) the core program for the Bachelor of Commerce has been redeveloped.
This course has been developed and included in the core based on stakeholder
feedback that graduates need to be proficient not only in 'technical' skills but also have
a broader understanding of the 'human side' of organisation and well developed team
work, critical thinking and communication skills.
Each year feedback is sought from students about the courses offered in the School
and continual improvements are made based on this feedback. In this course, we will
seek your feedback through the university CATEI process.

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6 COURSE SCHEDULE
Course Schedule MGMT 1001 Managing Organisations and People
Week
Week 1
March 2

Week 2
March 9
Week 3
March 16
Week 4
March 23
Week 5
March 30

Week 6
April 13
Week 7
April 20
Week 8
April 27

Week 9
May 4
Week 10
May 11
Week 11
May 18
Week 12
May 25
Week 13
June 1

Lecture Topic

Tutorial Topic

Topic 1: Introduction to
organisations and
management
Lecturer: Bernard Gan
Topic 2: Foundations of
management theory
Lecturer: Bernard Gan
Topic 3: Social
responsibility and ethics
Lecturer: Bernard Gan
Topic 4: Attitudes,
perception and personality
Lecturer: Bernard Gan
Topic 5: Decision making
Lecturer: Lynn Gribble

No tutorials

Topic 1: Introduction to
organisations and
management
Topic 2: Foundations of
management theory
Topic 3: Social
responsibility and ethics
No tutorials this week due
to Good Friday Holiday

Mid-Session Break: Week April 3 April 12

Topic 6: Communication
Topic 5: Decision making
Lecturer : Lynn Gribble
Topic 7: Groups and teams Topic 6: Communication
Lecturer: Lynn Gribble
Topic 8: Human resource
Topic 7: Groups and teams
management
Lecturer: Lynn Gribble

Topic 9: Strategic
management
Lecturer: Hugh Bainbridge
Topic 10: Leadership
Lecturer: Hugh Bainbridge

Everest: simulation debrief

Topic 11: International

business
Lecturer: Hugh Bainbridge
Topic 12: Course review
and exam preparation
Lecturer: Hugh Bainbridge
No lecture

Topic 10: Leadership

Topic 9: Strategic
management

Other Activities /
Assessment

Students submit personal

contact details to tutor
(For the Everest exercise)
Workshops for Essay 1
(Dates To be advised via
course website)
Students assigned to
their Everest group
found on Moodle
Students log into the
Everest simulation and
complete the preparation
materials.
Essay 1 due
Everest simulation 1
11-19 April (midnight)

Everest simulation 2
2-8 May (midnight)
Workshops for Everest
reports (Dates To be
advised via course
website)

Everest report due

Topic 11: International

business

Topic 12: Course review

and exam preparation
Study Period June 6 11
Final Examination Period June 12 29

14
[MGMT 1001 Managing Organisations and People]
business.unsw.edu.au
CRICOS Code 00098G