School of Management

MGMT101 Introduction to Management

Trimester 1, 2016
COURSE OUTLINE

Prescription
This introductory course in management offers a broad perspective on modern management in the
business, public and voluntary sectors, and examines key issues likely to face managers in the near
future.

Course Learning Objectives

Objective
1

3
4
5

By the end of this course, students should be able to:

Describe and apply a selection of key
concepts/theory/frameworks relevant to management;

Understand some of the interrelations between the disciplines

within management (e.g. Organisational Behaviour, Human
Resources and Industrial Relations, Decision Making and
Operations, Strategic Management, Maori Business, Culture
and Globalisation);
Recognise ethical and social responsibility issues in a business
context;
Recognise, support and display leadership in a group setting;
Demonstrate communication skills involving an ability to
communicate clearly in written and oral form;
Demonstrate knowledge of local, national, and global business
contexts.

Addressed via
Lectures,
assignment,
tutorials and
exam
Tutorials and
lectures
Tutorials and
lectures
Tutorials
Assignments,
tutorials and
exam
Assignments,
tutorials and
exam

Course Content
This course covers a broad perspective on management theories and their application in the
business, public and voluntary sectors. It provides a foundation to explore issues expanded on in
other courses offered within the School of Management.
Please note that due to the nature of the lectures it is important for you to have read the chapters
pertaining to the lecture before you turn up so that you will be familiar with management theories,
frameworks and concepts discussed in the lecture.
1

Trimester Dates
Teaching Period: Monday 29th February Friday 3rd June
Study Period: Monday 6th June Thursday 9th June
Examination Period: Friday 10th June Wednesday 29th June (inclusive)

Withdrawal from Course

1. Your fees will be refunded if you withdraw from this course on or before Friday 11th March
2016.
2. The standard last date for withdrawal from this course is Friday 13th May 2016. After this
date, students forced to withdraw by circumstances beyond their control must apply for
permission on an Application for Associate Deans Permission to Withdraw Late including
supporting documentation. The application form is available from either of the Facultys
Student Customer Service Desks or online.

Names and Contact Details

COURSE COORDINATOR

UNDERGRADUATE PROGRAMME MANAGER

Sashi Meanger
Room: RH919, Rutherford House
Phone: 463-6942
Email: [email protected]

Garry Tansley
Room: RH1031
Phone: 463-6968
Email: [email protected]

ADMINISTRATOR

Misa Ito
Room: RH1022, Rutherford House
Phone: 463-5397
Email: [email protected]

Class Times and Room Numbers

Lectures:

16019
8508
Tutorials:

5.10pm 6.00pm
1.10pm 2.00pm

Tuesday and Thursday

Tuesday and Thursday

KKLT303
KKLT303

Please see Blackboard or contact the Undergraduate Programme Manager

(Email is preferable).

Please see last page of this course outline for the lecture and tutorial schedule.

Course Delivery
The course consists of two 50 minute lectures per week and one tutorial per week. Lectures are run
over all 12 weeks of the course and tutorials are run over ten weeks of the course. There is an
expectation that students will attend all lectures and tutorials offered. Lectures will start in week
one of the course and tutorials in week two of the course.

Readings
The course textbook:
Schermerhorn, J., Davidson, P., Poole, D., Woods, P., Simon, A., McBarron, E. (2014).
Management: Foundations and Applications. 2nd Asia-Pacific Edition. Australia: John
Wiley & Sons Australia Ltd.
The textbook is available at VicBooks.

Mandatory course requirements

In addition to achieving an overall pass mark of at least 50%, students must:
a. Submit hard copies of both Assignments for marking
b. Submit both assignments within the allowable timeframe
(see the section on Penalties for Lateness above)
c. Obtain at least 40 per cent of the final examination marks available, (20 marks out of the 50
total examination marks).
These requirements exist because a) & b) presenting, managing and working to deadlines is a key
introductory management skill and c) the examination is an important assessment of overall
recruitment and selection knowledge and how well one is able to integrate and apply that
knowledge to the questions posed.
If you believe that exceptional circumstances may prevent you from meeting the mandatory course
requirements, contact the Course Coordinator for advice as soon as possible.
If you cannot complete an assignment or sit a test or examination, refer to
www.victoria.ac.nz/home/study/exams-and-assessments/aegrotat

Expected Workload
A total of 150 hours of work is expected from students in this course. This consists of 34 hours of
classes, eight hours per week outside classes during teaching weeks spent reading, studying and
writing assignments, and a further 20 hours revising during mid-trimester break and study week.

Assessment
The Assessment Handbook will apply to all VUW courses: see
http://www.victoria.ac.nz/documents/policy/staff-policy/assessment-handbook.pdf.

Item

Title

Weight

Assignment One (1500 words).

Course learning objectives 1, 2, 4 and 5.

20%

Assignment Two (1500 words).

Course learning objectives 1, 2, 4 and 5.

20%

Tutorial Participation.
Course learning objectives 1, 2, 3, 4, 5 and 6.
Final Examination.

10%

50%

Due Date
Your tutors drop box, north end
Level 2 Murphy building at
12 Noon Thursday 14 Apr 2016
Your tutors drop box, north end
Level 2 Murphy building at
12 Noon Thursday 12 May 2016
Continuously assessed throughout
the course.
Two hour exam.

Course learning objectives 1, 2, 3, 5 and 6.

TOTAL

The Study/Exam period is

Tuesday 7 June Wednesday 29
June (inclusive)
100%

Group Work
While the course has a tradition of study group collaboration, there are important elements in the
assessment process that are strictly individual. Collaboration on individual assignments is not
allowed beyond general discussion as to how one might interpret the nature of the assignment
question. You will be expected and encouraged to work in groups on in-term case discussions;
however the written assignments must be an individual submission. Please do not work together
to formulate a response and do not loan out your completed assignments.
Assignments
The assignments are set in the context of the Tasman Arts Training Institute (TATI), case study
based on a fictitious private training establishment teaching a broad range of Arts courses including
fine arts, pottery, and textile design certificate courses in Nelson, New Zealand.
The case study is posted on Blackboard. The purposes of the assignments are to analyse the key
issues and apply relevant management theories to the TATI case study.
All referenced material must be appropriately cited. Please see Annex A for the marking guidelines
for both assignments. The holistic academic quality of your assignments, as in the marking
guidelines, will determine your overall performance.
The Word limit for each assignment is 1500 words and assignments must be presented on
12pt font, 1.5 line spacing, and single sides of a page.
The assignments are due in the MGMT101 drop box, north end Level 2 Murphy building, at:
12 Noon Thursday 14 Apr 2016 for Assignment One, and 12 Noon Thursday 12 May 2016for
Assignment Two. Any applications for extensions to assignment due dates must be made to the
Course Coordinator, supported with valid reasons and evidence.

Assignment One: Due 12 Noon Thursday 14 Apr 2016

Apply the relevant Management theories from the following disciplines to the TATI case study.

Globalisation
Communication
Working in teams
Leadership
Motivation and rewards

Assignment Two: Due 12 Noon Thursday 12 May 2016

Strategic Management is about winning, through understanding opportunities and threats emerging
in the environment, an organisations strengths and weaknesses and effectively positioning the
organisation for competitive advantage in changing times. Human Resource Management is the
process of attracting, developing and maintaining a quality workforce to support the organisations
mission, objectives and strategies.
As it looks ahead, TATI is focussing on strategic issues as the basis for its future success. How
might Ethan Williams, Director of TATI, use frameworks in the human resources and strategic
management processes in planning for TATIs future success and what do they need to consider in
establishing their competitive advantage?
Further details on the assignments will be posted on Blackboard.

Tutorial Preparation and Participation

You are expected to come to tutorials prepared for discussion. Discussion questions/topics will be
posted on Blackboard and provided by tutors. This pre-tutorial preparation and the demonstrated
quality of your tutorial participation will guide the outcome of your tutorial marks. The assessment
criteria are outlined in Annex B.

Tutorial Signup
Tutorial signup is done through the online programme; MyAllocator. You should already have
been notified by email about your sign-up to a tutorial. Go to the signup website at:
https://student-sa.victoria.ac.nz and enter your SCS username and password to log into the system.
Click on MGMT101 and follow the instructions. If you have not been able to sign up by the end of
the first week of the course please contact the Undergraduate Programme Manager,
[email protected].

Examinations
Students who enrol in courses with examinations are obliged to attend an examination at the
University at any time during the formal examination period. The final examination for this course
will be scheduled at some time during the following period:
Friday 10th June Wednesday 29th June (inclusive)

Penalties
Late assignments
Late assignments are to be handed in at Level 10 Reception, RH 1022, Pipitea Campus, during
Reception Desk hours, 9am till 5pm Monday to Friday during term time. An Administrator or
Duty Receptionist will stamp the assignment with the date and time. Late assignments that do not
have the time and date and signed by the Administrator or Duty Receptionist, will incur late
penalties from the time the Administrator receives it. Assignments left on the Reception Counter,
or slid under the door of the Reception office will also incur penalties from the time and date they
are recovered. Note that there is no provision to accept assignments on weekends or public
holidays.

Penalties for Lateness

(i) In fairness to other students, work submitted after any deadline will incur a penalty for
lateness. The penalty is 10% of the marks available (marks available means what the
5

assignment is worth i.e. 20% or 20 marks) for an assignment submitted after the due time on
the due date for each part day or day late (for example if an assignment is out of 20 and the
assignment receives 50% then one day late means the mark will be out of 18 and the student
will receive 50% of 18). Closed University days, Saturdays, Sundays and public holidays
will be included when counting the number of days late. An assignment late day begins from
the time the assignment is due. Assignments received more than 7 days after the due date
will not be accepted.
(ii) Course Outlines provide a signal to students of forthcoming workload, dates of submission
etc, and thus student study plans should take account of course requirements across all
courses. Consequently, workload issues related to other courses and employment will not be
accepted as reason for dispensation from mandatory requirements or waiver of penalties.
Extensions to submission deadlines for any assigned work will only be granted in
exceptional circumstances.
(iii) Students who are unable to comply with any of the mandatory requirements should make a
written application for an extension to the due date for submission of assigned work or for
waiver of a penalty, in advance, to the Course Coordinator, providing documentary
evidence of the reasons of their circumstances.
(iv) All such applications must be made before the deadline and be accompanied by documentary
evidence, e.g. a medical certificate, or counsellors report clearly stating the degree of
impairment, and the dates the illness or event prevented you from undertaking your academic
studies. This can be applied retrospectively.
(iii) In the event of unusual or unforeseeable circumstances (e.g. serious illness, family
bereavement or other exceptional events), that precludes an application in advance, students
should make contact with the Course Coordinator as soon as possible, and make application
for waiver of a penalty as soon as practicable.
(iv) Word limits should be adhered to, especially so when they provide a guide to limiting the
students coverage of a topic and the intended assignment work load. You are strongly
advised to adhere to the word limit so as to keep your workload at a manageable level. Any
material that is above the word limit may not be taken into account by the marker. Your
marker will simply stop at the maximum words for the assignment and you will receive the
appropriate grade.

Remarking
Application for remarks must be made within 14 days after the assignments or marks are made
available.
Every attempt is made to ensure that the marking is consistent across tutors and fair to students.
Students may ask for their written work to be remarked. A different tutor will do the remarking and
provide comments.
For marks: If the mark differs by 10% or less the two marks are averaged. If it exceeds 10% then it
is independently marked by a third marker and the average of the two closest marks is taken.
For grades: If the grade differs by one grade then the highest grade is taken. If the grade differs by
more than one grade then the assignment is marked by a third marker and the average grade is
taken. Experience from previous years is that almost all remarks are within 10% or one grade.
Occasionally there is a significant shift in the mark or grade.
To apply for a remark, complete the request for re-examination of assessed work form (Annex D)
stating which sections (criteria listed in the mark sheet) you wish re-examined. You must provide
6

academic reasons on why you think the mark does not, in your view, fairly reflect the quality of
your work. Your assignment will only be reconsidered on the points you raised. Complete remarks
will not be undertaken. Hand this with your assignment into the following place:

Pipitea Campus the Reception Desk on Level 10 Rutherford House where your assignment
will have the time, date and signature noted on the front cover by the person receiving it.

Allow a minimum of 5 days for remarks to be completed.

Use of Turnitin
Student work provided for assessment in this course may be checked for academic integrity by the
electronic search engine http://www.turnitin.com. Turnitin is an on-line plagiarism prevention tool
which compares submitted work with a very large database of existing material. At the discretion of
the Head of School, handwritten work may be copy-typed by the School and submitted to Turnitin.
A copy of submitted materials will be retained on behalf of the University for detection of future
plagiarism, but access to the full text of submissions will not be made available to any other party.

Materials and Equipment

Students will not be allowed to use machines such as computers or electronic calculators in
examinations.

Student feedback
Student feedback for this course continues to be positive and changes continue to be made to the
delivery of the course. Support outside of lectures is provided in study groups, including Maori and
Pacific student groups, and this contributes to the positive overall pass rate. This course was trialled
for the Course Signals programme which monitored the tutorial attendance and handing in of
assignments, and this will be continued in 2016. Specific changes from feedback from the most
recently surveyed cohort of students include increasing the word limit of both assignments from
1200 to 1500 words. Minor changes have also been made on specific lecture topics to take into
consideration where students requested more or less time.
Student feedback on University courses may be found at
www.cad.vuw.ac.nz/feedback/feedback_display.php.

Class Representative
A class representative will be elected in the first class, and that persons name and contact details
made available to VUWSA, the course coordinator and the class. The class representative provides
a communication channel to liaise with the course coordinator on behalf of students.
Communication of Additional Information
Additional course information will be conveyed to students via BlackBoard (BB) and through
lectures and tutorials so please check BB often and go to all tutorials and lectures.

Link to general information

For general information about course-related matters, go to
http://www.victoria.ac.nz/vbs/studenthelp/general-course-information
Note to Students
Your assessed work may also be used for quality assurance purposes, such as to assess the level of
achievement of learning objectives as required for accreditation and academic audit. The findings
may be used to inform changes aimed at improving the quality of VBS programmes. All material
used for such processes will be treated as confidential, and the outcome will not affect your grade
for the course.
************************

Annex A
MGMT 101 Assignment One marking rubric

#A Summary of key
points:

Grade:

#1 Exemplary
Summary of issues is relevant
to all five subject disciplines.

#2 Satisfactory
Summary of issues is
relevant to at least three
subject disciplines.

#3 Not Satisfactory
Summary of issues in less
than three subject
disciplines.

Comprehensive application of
management theory shown in
all five discipline areas.

Limited application of
management theory.

Very little understanding

of management theory
demonstrated.

Relevance of summarised
key managerial issues.
#B Application of
theory:
Linking appropriate
management theories to
the tutorial case.
#C Critical & creative
thinking:
Multiple perspectives in
theory application.
# D Structure and style:
Document, paragraph and
sentence structure, flow
and layout, appropriate to
audience.

#E Clarity and
conciseness:

Inferences/implications in
application show
reasonable appreciation of
multiple perspectives.

Inferences/implications in
application show appreciation
of multiple perspectives and
ambiguity resulting from
situational factors.
Variety of sentence
construction, logical flow, style
and structure appropriate for
task, audience and genre.
Uses engaging delivery that
enhances understanding.
Thoughtful presentation.

Not overly repetitive with

some variety in sentence
construction. Generally
flows well and some
awareness of audience and
genre.

Overly repetitive or
simplistic sentence
structure. Consistently
disjointed with
style/structure
inappropriate for
audience.

Focuses on key issues and

conveys them in a way that is
easily understood.

Occasionally misses the

point but addresses most of
the main issues.

Main points
confused/unclear.
Irrelevant information, no
transition between ideas.
No conclusion.

Very few spelling errors,

correct punctuation and
grammatically correct complete
sentences. Proper citation of
referenced work.

Occasional lapses in
spelling, punctuation,
grammar and referencing
but not enough to seriously
distract the reader.

Numerous spelling errors.

Non-existent or incorrect
punctuation. Severe
errors in grammar that
interfere with
understanding. No
referencing.

Addresses the task

succinctly with
appropriate complexity.
#F Technical writing
skills:
Spelling, capitalisation,
punctuation, grammar,
general proofreading and
referencing.

Inferences/implications
unclearly stated or
unexplored with little
appreciation of
multiple perspectives.

NB. The overall grade for this assignment will depend on its holistic quality.
The criteria are not necessarily equally weighted.
9

Mark:

/20

Grade:

MGMT 101 Assignment Two marking rubric

#1 Exemplary
HR and Strategic processes
described.
All areas fully covered with
appropriate discussion and
conclusion and appropriate
recommendations; competitive
advantage analysed.

#2 Satisfactory
HR and Strategic processes
described.
Most areas fully covered
with discussion, conclusion
and recommendations;
competitive advantage
discussed.

#3 Not Satisfactory
HR and Strategic process
not well described. Only
some areas covered and
not fully with conclusions
and recommendations.
Lacking competitive
advantage discussion.

#B Application of
theory:
Linking appropriate
HR/Strategic
Management and
competitive advantage
theories to the case.
#C Critical & creative
thinking:
Multiple perspectives in
theory application.

Comprehensive application of
HR and strategic management
and competitive advantage
theory; Swot analysis, Peste,
Porter, and/or Drucker applied.

Limited application of HR
and strategic management
theory.

Very little understanding

of HR and strategic
management theory
demonstrated.

# D Structure and style:

Document, paragraph and
sentence structure, flow
and layout, appropriate to
audience.

Variety of sentence
construction, logical flow; style
and structure appropriate for
task, audience and genre.
Uses engaging delivery that
enhances understanding.
Thoughtful presentation.

Not overly repetitive with

some variety in sentence
construction. Generally
flows well and some
awareness of audience and
genre.

Overly repetitive or
simplistic sentence
structure. Consistently
disjointed with
style/structure
inappropriate for
audience.

#E Clarity and
conciseness:
Addresses the task
succinctly with
appropriate complexity.

Focuses on key issues and

conveys them in a way that is
easily understood.

Occasionally misses the

point but addresses most of
the main issues.

Main points
confused/unclear.
Irrelevant information, no
transition between ideas.
No conclusion.

#F Technical writing
skills:
Spelling, capitalisation,
punctuation, grammar,
general proofreading and
referencing.

Very few spelling errors,

correct punctuation and
grammatically correct complete
sentences. Proper citation of
referenced work.

Occasional lapses in
spelling, punctuation,
grammar and referencing
but not enough to seriously
distract the reader.

Numerous spelling errors.

Non-existent or incorrect
ponctuation. Severe
errors in grammar that
interfere with
understanding. No
referencing.

#A HR/Strategic Mgmt:
Process described;
Alternate choices
discussed; Competitive
advantage described and
discussed.

Inferences/implications in
application show
reasonable appreciation of
multiple perspectives.

Inferences/implications in
application show appreciation
of multiple perspectives and
ambiguity resulting from
situational factors.

NB. The overall grade for this assignment will depend on its holistic quality.
The criteria are not necessarily equally weighted.
10

Inferences/implications
unclearly stated or
unexplored with little
appreciation of
multiple perspectives.

Mark:

/20

Annex B

Tutorial Preparation and Participation

You are expected to come prepared to participate in tutorial group discussions.
Discussion questions/topics will be posted on Blackboard and provided by tutors. This pre-tutorial
preparation and the demonstrated quality of your tutorial participation will guide the outcome of
your tutorial marks. The assessment criteria are outlined below.

#1 Exemplary

#2 Satisfactory

#3 Not Satisfactory

Preparation &
understanding of
discussion topics

Demonstrates in-depth
understanding of
discussion topics

Demonstrates a
superficial and
incomplete
understanding of
discussion topics

Is unprepared for
discussion and shows
little or no
understanding of the
topics

Conceptual & creative

ability

Provides alternative
application of theories
and interpretations of
key issues

Provides some linkages

between organisational
issues and management
theories

Provides little or no
constructive ideas

Critical ability and

insight

Critically examines
management theories
and provides insightful
comments

Applies management
theories without
convincing justification
of their relevance

Demonstrates little or
no critical ability and
insight

Contribution to the
learning of others

Provides thought
leadership and
contributes to the
learning environment

Focuses on convincing
others

Shows little or no
consideration for group
learning

Extent of participation

Participates fully in all

tutorials

Inconsistent
participation in tutorials

Limited or no
participation in tutorials

Mark

11

/10

Annex C

School of Management

MGMT101 Assignment Cover Sheet

Name:

Student ID:

_____

Assignment:

Tutors Name: ___________________

Tutorial Number:

Tutorial Day:

Tutorial Time:

Date Due:

Date Submitted:

I have read and understood the university policy on Academic Integrity and Plagiarism.
I declare this assignment is free from plagiarism.
Signed: ______________________________________________
Extension of the due date (if applicable)
Date extension applied for
Extension granted until:
Extension granted by:
Submit to the Second Floor of the Murphy Building to the box labelled with MGMT101 and
your Tutors Name.
12

Annex D

School of Management
MGMT 101
Request for re-examination of assessed work.
Assessment affected:
e.g. Assignment

Student ID:

Name as it appears in your enrolment

Tutorial No: ____________

Tutors Name: __________

_______________

____________________________________ Tutorial Day ___________

and Time: ______________

Contact Details:

Phone: _______________________________________________
Email: _______________________________________________

Specify which section (criteria specified in the mark sheet) you wish to be re-examined
Note: requests to re-examine all criteria will not be considered.
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
Clearly state why you believe each of these sections should be re-examined:
Note: I think it is worth more, is insufficient.
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________

Signature:

Date:

13

COURSE SCHEDULE Tri One 2016

Week

Dates

Lecturer

Chapter

Topics

Tutorial topics

1 Mar

S Meanger

N/A

MGMT 101: Introduction

3 Mar

S Meanger

Historical Foundations of Management

8 Mar

S Meanger

The Contemporary Workplace

10 Mar

S Meanger

Environment and Diversity

15 Mar

S Meanger

International Dimensions of Management

17 Mar

S Meanger

13

Communication and Interpersonal Skills

22 Mar

S Meanger

12

Managing Groups and Teams

31 Mar

S Meanger

12

5 Apr

S Meanger

N/A

Research and Presentation Projects

7 Apr

S Meanger

14

Motivation and Rewards

12 Apr

C. Yao

14 Apr

C. Yao

11
11

Human Resource Management

Human Resource Management (cont.)

19 Apr

C. Yao

11

Human Resource Management (cont.)

21 Apr

S Meanger

11

Entrepreneurship

3 May

S. Meanger

7 - 10

5 May

S. Meanger

7 - 10

Strategic Management (cont.)

10 May

S. Meanger

7 - 10

Strategic Management (cont.)

12 May

S Meanger/EY

N/A

Management Consultancy

17 May

S. Meanger

3-4

Cultural Management/ Maori Business

19 May

S. Meanger

Ethics and Social Responsibility

24 May

S. Meanger

15

Managing Organisational Change

26 May

S Meanger

10

Operations Management

31 May

S Meanger

15

Career Management

2 Jun

S Meanger

N/A

Exam Preparation & Revision

1
2
3

5
6
7

8
9
10
11
12

Easter Break
Leadership

Tutorial activity
No tutorial

Tut one (1)

Tutorial: Introductions and expectations. Discussion of

theoretical frameworks.

Tut two (2)

Tutorial: Global Management

Tut three (3)

Tutorial: Communication/Teams

Tut three (3)

Tutorial: Communication/Teams

Tut four (4)

Tutorial: Leadership

Tut five (5)

Assignment due: 12 Noon Thur 14 Apr 2016

Tutorial: Motivation/HR

Tut six (6)

Tutorial: Human Resource Management

Tut seven (7)

Tutorial: Strategic Management

Mid Trimester Break

Strategic Management

Exam Study Break

14

Assignment due: 12 Noon Thur 12 May 2016

No tutorial
Tut eight (8)

Tutorial:
Ethics and Social Responsibility/

Tut nine (9)

Tutorial: Change Management

Tut ten (10)

Tutorial: Exam Preparation

15