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Management Concepts – 1001MGT代寫 QIBTLiterature

    Management Concepts – 1001MGT  QIBTLiterature Review and Report Requirements S12013
    C OURSE Management Concepts - 1001MGT  A SSESSMENT Literature Review and
    Report (LRR)
    D UE  D ATE Week 10 – start of tutorial  W ORDS 1500 ± 10%  W EIGHT 30%
    R EPORT  C ASE
    Temasek – ‘Leadership and turbulent times at Temasek’, available from page 398 of your text book.
    R EPORT O BJECTIVES
    You are expected to address the following objectives in your report:
    1. From your initial understanding of the management approach (paradigm) at Temasek (CP),
    outline one (1) Management Problem (challenge or opportunity) that would be relevant to
    managers in relation to one (1) of the following management concept areas – planning,
    organising, leading OR controlling (See Appendix A – Page 7). Use the contents pages of
    your Textbook/Lecture schedule to assist with identifying a relevant research area within
    these four (4) functions: The Management Problem you identify must be apparent in the
    Textbook OR Lecture schedule and facts of the case;
    2. Source relevant academic literature (at least 5 Journal Articles) that relate to views/
    arguments/ themes about your chosen Management Problem;
    3. Use the academic literature to support your assertion that the Management Problem
    identified can be considered to be a relevant problem;
    4. Identify a relevant Theory/Model that relates to the Management Problem identified and
    suitably explains the existence of the problem;
    5. Use the academic literature to assist in critically evaluating your chosen explanation and
    choice of Theory/Model in a balanced manner;
    6. Indicate how the academic literature proposes the Management Problem you identified could
    be addressed through a Recommendation.
    The LRR will assist in developing your written communication, information literacy, secondary
    research, critical and innovative thinking and academic integrity skills. These skills are critical to
    fulfilling the role of a practicing manager.
    BEFORE YOU START DEVELOPING YOUR LRR, VISIT APPENDIX A IN THE EXERCISE 1 SECTION OF THE
    WORK BOOK FOR ADVICE (MODELLING OF SECTIONS OF PAST STUDENTS PAPERS WILL ALSO BE
    AVAILABLE ON THE PORTAL).
    IMPORTANT NOTES:
    1. This report is NOT a case study; the purpose of the case story is to provide you with
    a scenario that exposes a Management Problem you can research.
    2. A problem is defined by Robbins, Bergman, Stagg and Coulter (2009, p. 216) as “a
    discrepancy between an existing and desired state of affairs”. Thus an identified
    problem might relate to situations where there is a currently existing challenge that
    managers should resolve, an opportunity to capitalise on now or in the future, or a
    potential problem that may emerge if some issue is not addressed. Thus, a problem
    can in fact be a challenge currently, or in the future, or an opportunity currently, or
    in the future.
    3.  A minimum of 5 academic standard - or scholarly - reference sources are required.
    page 1
    Management Concepts – 1001MGT  QIBTLiterature Review and Report Requirements S12013
    R EPORT R EQUIREMENTS
    Structure ( The LRR is a report; which means that a Title and Contents page and headings are used). 
    The report will have the following structure:
    1. Introduction (Approximately 200 words)
    The Introduction is essentially an overview of the report which frames and states the
    Management Problem, explains the importance of the Management Problem and gives a
    preview of the report’s overall argument (presented in a clear statement at the end of the
    Introduction. Your argument is critical to the report, as you will need to defend/support your
    argument through your report. The statement of argument helps to establish the logical
    structure of the report.
    Typically, the following questions are answered:
    •  What is the context (case facts) of the Management Problem? Are there any case
    symptom/s that are important to framing the case? (present these facts briefly – 2 to
    3 sentences);
    •  What is the Management Problem? (brief statement – 1 to 2 sentences);
    •  Why is the Management Problem worthy of research? (brief statement – 2 to 3
    sentences)
    •  What is my argument? (brief statement – 1 to 2 sentences. This statement links your
    Theory/Model to your Recommendation. Your argument is developed and explored
    further in the Critical Analysis and Recommendation/s sections of your LRR.);
    These stages help you in framing the Management Problem, supports your research and development
    of your writing in the LRR.
    2. Problem Identification (Approx. 200 words)
    This section presents an outline of the Management Problem and a discussion of why it is
    regarded as a Management Problem worthy of further research. In this section you expand
    on the brief statement - Why is the Management Problem worthy of research? from your
    Introduction. This should be supported with research evidence; it is useful if this evidence is
    empirical (from Journal articles).
    Typically, the following questions are considered:
    •  Why is the Management Problem indeed a problem? (for the organisation and in the
    general research);
    •  Why is it worthy of further research? (expansion of Introduction brief statement).
    •  What does research show has happened with similar Management Problems
    elsewhere?
    page 2
    Management Concepts – 1001MGT  QIBTLiterature Review and Report Requirements S12013
    3. Critical Analysis (Approx. 700 words)
    The Critical Analysis presents your explanation and argument in a logical manner, supported
    by research evidence (using a deep, critical approach to analysing your argument). In this
    section you should explain the relevant Theory/Model (with minimal, if any linking back to
    Temasek) that you argue best helps to understand the Management Problem and why it
    exists; in other words, the chosen Theory/Model addresses the specific issue – or issues –
    identified in the facts of the case. You must also consider any criticism, including a counter
    argument (an alternative position – this may be presented through a second Theory/Model) to
    the Theory/Model of focus in your Critical Analysis. This is essential in defending your
    argument through providing a balanced analysis.
    Typically, the following questions are considered:
    •  What is the Theory/Model that is most relevant?
    •  How does the Theory/Model explain the Management Problem?
    •  What criticism or alternative/opposite views exist?
    •  Why is the chosen Theory/Model still relevant?
    4. Recommendation/s (Approx. 200 words)
    After the critical analysis of the Management Problem and associated Theory/Model, you
    should explain one (1) clear and practical Recommendation (can be split more specifically into
    two (2) areas, but no more) that can be taken by managers to minimise the influence of the
    relevant factors and so reduce the Management Problem, or maximise the factors to
    capitalise on the opportunity (your Recommendation/s must be applied to Temasek). These
    recommended actions should be supported by your literature research to explain why they
    would be of benefit. Your Recommendation/s must be linked to your initial argument
    statement and be practical and manageable in the context of the Temasek organisation.
    Typically, the following questions are considered:
    •  What does the literature suggest can be done to resolve the Management Problem?
    •  What evidence of success exists?
    •  How do those suggestions apply to the case Management Problem?
    •  What suggestion/s do I recommend for Temasek?
    5. Conclusion (Approx. 200 words)
    The conclusion completes the report by stating the outcomes or implications of the argument
    or discussion presented before. A conclusion has no new evidence but rounds off the report
    by summarising the main points (Ensure that you link your concluding remarks back to your
    argument statement from the Introduction).
    page 3
    Management Concepts – 1001MGT  QIBTLiterature Review and Report Requirements S12013
    6. Reference List and in-text citations
    A Reference List contains the sources of information directly used in the report to support the
    argument. The list should not include reference to material that has not been directly cited
    - in the report. APA 6 th Edition referencing style is to be used throughout.
    Reference Sources
    Academic Reference sources (i.e. Journal Articles) must be of peer reviewed, scholarly -
    standard. Articles and Reports obtained from the Internet are additional sources that will
    NOT be accepted as Academic reference sources. You should select Journal Articles from
    Griffith University Library Search (includes suitable databases such as Proquest). You may use
    our course text book as one (1) additional reference source, but its use should be minimal.
    Do not use other books.
    A minimum of 5 academic standard - or scholarly - reference sources (Journal Articles) are
    required. However, in order to warrant high marks of a High Distinction or Distinction
    standard, it would be expected that you would use more articles. Typically, you should
    consider using 10 articles for every 1000 words.
    Presentation and Submission
    Reports should be presented in Calibri/Arial OR Times New Roman 12-point font with one-
    and-a-half line spacing.
    LRR Assignments are to be submitted electronically only to Turnitin by your Tutorial
    day/date in Week 10. Information about submission to Turnitin will be provided on the
    portal and in Tutorial/Workshops. You must bring a completed QIBT coversheet to your
    Week 10 Tutorial class. This will be collected in conjunction with the LRR supplementary
    activity completed in your Week 10 Tutorial.
    Word Count
    The word count is nominally 1500 words, but may vary by ±10%.
    The word count includes the Introduction, the body of the report, and the conclusion, but
    does not include in-text citations, the Reference List, cover sheet or any other attached
    material.
    1001MGT LRR Marking Rubric (Criteria) is presented over-page (all marking and feedback
    will be completed and presented to you on completion through Turnitin).
    page 4
    Management Concepts – 1001MGT  QIBTLiterature Review and Report Requirements S12013
    Marking Rubric for 1001MGT Literature Review and Report
    Criteria 1 - Excellent 2 - Very Good 3 - Good 4 - Satisfactory 5 - Unsatisfactory
    12.5 - 11 10.5 - 9.5 9 - 8.5 8 - 6.5 6.0 - 0
    ANALYTICAL 1 -
    Ability to analyse
    complex ideas from a
    management case.
    Outstanding critical
    analysis of issues from
    the case summarised in
    a clear, actionable
    problem statement.
    Some critical analysis of
    issues from the case
    summarised in a clear,
    actionable problem
    statement.
    Issues from the case
    are summarised in a
    problem statement.
    Vague statement of a
    management problem
    and/or incorrect facts
    used.
    Inappropriate
    management problem
    presented.
    ANALYTICAL 2 -
    Ability to translate
    conceptualisations of
    ideas to written
    communication.
    Expresses clear ideas
    persuasively in error-
    free written
    communication.
    Generation of ideas
    integrated clearly and
    applied in written
    communication with few
    errors.
    Ideas formed with
    basic written
    communication skills
    with some errors.
    Disorganised
    presentation of ideas
    with several errors.
    Poor idea formulation
    with poor writing
    skills. Many errors.
    ANALYTICAL 3 - To
    apply appropriate
    recommendation/s to
    the problem
    identified in the case.
    Applies comprehensive
    and justified
    recommendation/s to
    the problem identified in
    the case.
    Applies appropriate
    recommendation/s,
    providing some
    justification.
    Applies appropriate
    recommendation/s
    with minimal
    justification.
    Simple
    recommendation/s is
    offered.
    Inappropriate
    recommendation
    offered.
    REFLECTIVE 1 - To
    be able to reflect on
    theory/ research in
    the context of a given
    case.
    Using more than five
    academic standard,
    peer reviewed journal
    articles,thoroughly
    critically reflects on
    sources of theory/
    research, develops
    innovative case insights
    beyond the explicit
    ones presented.
    Using more than five
    academic standard, peer
    reviewed journal articles,
    critically reflects on how
    sources of theory/
    research apply to the
    case.
    Using at least five
    academic standard,
    peer reviewed journal
    articles, reflects on
    sources of theory/
    research relevant to
    the case.
    Using at least five
    academic standard,
    peer reviewed journal
    articles, reflects in a
    limited manner on
    theory/ research
    relevant to the case.
    Irrelevent reflection of
    theory/ research in
    the case context and/
    or does not use five
    academic standard,
    peer reviewed journal
    articles.
    REFLECTIVE 2 -
    Ability to apply the
    theory/ research to
    the case.
    Using more than five
    academic standard,
    peer reviewed journal
    articles, demonstrates a
    deep understanding of
    the theory/ research as
    it applies to the
    underlying issues and
    practice in the case.
    Using more than five
    academic standard, peer
    reviewed journal articles,
    theory/ research are
    connected to the facts
    and practice in the case.
    Able to explain causes.
    Using at least five
    academic standard,
    peer reviewed journal
    articles, describes
    links between theory/
    research and practice
    without explaining
    causes.
    Using at least five
    academic standard,
    peer reviewed journal
    articles, simple/limited
    connections are made
    between theory/
    research and practice.
    Inappropriate attempt
    to apply theory/
    research to the case
    and/ or does not use
    five academic
    standard, peer
    reviewed journal
    articles.
    REFLECTIVE 3 -
    Presents clear
    rationale for
    application of the
    theory/ research to
    the case.
    Clearly explains why
    theory/ research
    applies to the case
    problem and relevant
    underlying issues.
    Communicates why
    theory/ research applies
    to the case problem.
    Connections between
    theory/ practice and
    the case problem are
    presented.
    Simple or obvious
    reason for application
    of theory/ research to
    case problem.
    Inadequate reason for
    application of theory/
    research considered
    or presented.
    EVALUATION 1 - To
    be able to choose
    between competing
    contingencies
    (theories/models and
    possible
    Recommendation/s)
    in a management
    context.
    Presents a suitable
    Recommendation
    related to research.
    Presents reasons for
    selections and likely
    consequences of the
    Recommendation.
    Presents a feasible
    Recommendation related
    to research. Reasons
    provided for selections.
    Presents a sound
    Recommendation
    related to research.
    Some reasoning
    provided for
    selections.
    Discrete
    Recommendation
    identified. Little
    reasoning provided for
    selection.
    Inappropriate
    Recommendation is
    made with no
    reasoning provided.
    EVALUATION 2 -
    Ability to
    communicate
    responses in a
    business context
    (report).
    Convincing and inspired
    analysis presented in
    written form with no or
    few errors, including
    word limit and
    referencing and
    citation.
    Responses are
    integrated and
    communicated in a
    business report format
    with no or few errors,
    including word limit and
    referencing and citation.
    Well-reasoned report.
    Minor errors in
    business report format
    within word limit. May
    include some
    communication errors,
    including referencing
    and citation.
    Reasoned writing,
    though not fully
    developed into
    business report
    format. May include
    some minor
    communication errors,
    including word limit
    issues and
    referencing and
    citation.
    Incorrect format.
    Inadequate
    understanding
    demonstrated of
    written communication
    skills, including word
    limit and/orreferencing
    and citation.
    Comments Overall Total Scaled Total
    /100 /30
    Reflective
    Analytical
    Evaluation
    page 5
    Management Concepts – 1001MGT  QIBTLiterature Review and Report Requirements S12013
    1001MGT LRR Marking Rubric Guide
    Analytical –
    Break material into constituent parts and determine how parts relate to one another and to an overall
    structure and purpose (Anderson & Krathwohl Eds., 2001).
    LRR COMPONENTS - Introduction/Problem identification/Critical analysis/Recommendation/s
    (application to the case) and Research
    Reflective –
    Resulting from reflection - A personal process that usually results in some change for the individual in
    their perspective of a situation or creates new learning for the individual (Johns, 1995).
    LRR COMPONENTS - Problem identification, Argument and Critical analysis
    Evaluation –
    Assessing the value of ideas or information (Turner, Ireland, Krenus &Pointon, 2009).
    LRR COMPONENTS -
    Critical analysis/Recommendation/s (choice/decision)/Conclusion/ Referencing-Citation/Clarity,
    Presentation, Format and Proofreading
    Quick-check Questions to support your writing:
    Introduction & argument - Has a suitable Management Problem been identified with respect to the
    case context (facts)? Has the argument and reasoning been clearly stated?
    Problem identification - Is the Management Problem relevant to the facts of the case identified? Is
    the Management Problem and argument outlined effectively along with an explanation? Has
    literature been used to suitably support the Management Problem?
    Critical analysis - Has a suitable Theory/Model been identified that is relevant to the Management
    Problem? Has the Theory/Model been used to suitably explain the Management Problem? Has the
    explanation been critically considered in a balanced manner? Has the use of the Theory/Model been
    justified – or defended – even though there is criticism?
    Recommendation/s - Has a suitable (actionable) Recommendation/s been offered? Has the
    Recommendation/s been supported in literature? Has the Recommendation/s been applied to the
    case situation?
    Conclusion - Does the conclusion summarise the report argument and findings without adding new
    material?
    Research - Are there at least 5 articles from refereed journals and are the articles used clearly
    relevant to the Management Problem and concepts discussed?
    Referencing - Is the work of other writers acknowledged accurately, consistently and completely,
    both with in-text citations and in the reference list?
    Clarity, Presentation, Format and Proofreading - Is the review written in concise sentences and clear
    language? Is it free of grammar, spelling and punctuation errors? Is it presented in the appropriate
    format and word-processed, using a standard 12pt font, one-and-a-half line spacing on white single-
    sided A4 paper with suitable margins and page numbers?
    page 6
    Management Concepts – 1001MGT  QIBTLiterature Review and Report Requirements S12013
    APPENDIX A: 1001MGT 01 13 LITERATURE REVIEW AND REPORT (LRR) POSSIBLE TOPIC
    AREAS
    You must select a Management Problem (see definition below) from ONE of the following
    HIGHLIGHTED areas only:
    Planning and strategy (Lecture 5 – YES, RECOMMENDED)  Ch 7/9
    Managing organisational design (Lecture 6 – YES, RECOMMENDED)  Ch 10
    Leadership, power, and influence (Lecture 7 – YES, RECOMMENDED)  Ch 12
    Controlling (Lecture 8 – YES, RECOMMENDED)  Ch 8
    Managing change (Lecture 9 – NO)  Ch 15
    Ethical behaviour and social responsibility (Lecture 10 – NO)  Ch 6
    Motivating employee performance (Lecture 11 – YES, BUT NOT
    RECOMMENDED)
    Ch 13
    Human Resource Management (Lecture 12 – YES, BUT NOT RECOMMENDED)  Ch 11
    PLEASE NOTE: Managing change is a broader management concept that you may wish to research
    and write about in your LRR. IT IS NOT to be the focus of your research, HOWEVER, you are allowed
    to discuss managing change in relation to your Recommendations for Temasek.
    REFERENCES
    Johns C. (1995). The value of reflective practice for nursing. Journal of Clinical Nursing. 4:23-60.
    Anderson, L. W., Krathwohl, D. R., (Eds.). (2001). A Taxonomy for Learning, Teaching, and Assessing:
    A Revision of Bloom's Taxonomy of Educational Objectives: Complete edition, New York: Longman.
    Robbins, S. Bergman, R. Stagg I. and Coulter M. (2009). Foundations of Management 3, Frenchs
    Forest, NSW: Pearson Education Australia.
    Turner, K., Ireland, L., Krenus, B., & Pointon, L. (2008). Essential academic skills: Revised Edition, South
    Melbourne: Oxford University Press.
    page 7
     

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