Assessment Task 1: Case study analysis. ‘The Malard Manufacturing Company’, textbook pp 431-432

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Assessment Task 1: Case study analysis. ‘The Malard Manufacturing Company’, textbook pp 431-432.

The objectives of the analysis are to:
• Improve your knowledge of specific concepts and theories of management
• Develop your ability to apply theories and concepts to practical situations
• Encourage you to consider the effectiveness of various management theories and models as they relate to organisational functioning

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• Develop your skills in research, critical thinking and analysis
• Develop your skills in academic writing
Weighting: 20%
Due: at the Week 5 lecture
Criteria for assessment: available at the end of this course description.

Accessing the case study: ‘The Malard Manufacturing Company’ case study is from the textbook, pp 431-432
Instructions: answer all three questions on p 432. You do not need to include an introduction, conclusion or executive summary; just answer the questions.

Note: you are not expected to undertake extensive reading beyond the textbook, but you should read widely within the textbook. You must cite references using the APA style and supply an alphabetised reference list. Ensure you provide the signed School Assignment sheet with your assignment.

6 ADDITIONAL RESOURCES
‘Must read’ article
Mintzberg, H. (1990). ‘The manager’s job: folklore and fact’. Harvard Business Review, March-April. This seminal article is on the Moodle site.
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Books
Bartol, K., Tein, M., Matthews, G., & Sharma, B. (2008). Management – a pacific rim focus (5th ed.). Sydney: McGraw-Hill.

Bartol, K., Tein, M., Matthews, G., Sharma, B., Ritson, P., & Scott-Ladd, B. (2008). Management foundations – A Pacific rim focus (2nd ed.). Sydney: McGraw-Hill.

Campling, J., Poole, D., Wiesner, R., Ang, E. S., Chan, B., Tan, W., et al. (2008). Management (3rd Asia-Pacific ed.). Milton, Qld.: Wiley.

Clegg, S., Kornberger, M. & Pitsis, T. (2005). Managing and organizations: an introduction to theory and practice. London: Sage.

Davidson, P, Simon, A, Gottschalk, L, Hunt, J, Wood, G, & Griffin R. W. (2006). Management – core concepts and skills (Australasian ed.). Milton, Qld.: Wiley.

Davidson, P., Simon. A., Woods, P., Griffin, R. (2009). Management: Core concepts and application (2nd Australian ed.). Milton, Qld.: Wiley.

Gibson, J. L., Ivancevich, J. M. & Donnelly, J. H. (1997). Organizations: behavior, structure, processes (9th ed.). Chicago: Irwin.

Hanagan, T. (2005). Management: Concepts and practices (4th ed.). Harlow, England: Pearson.

Robbins, S., Bergman, R., Stagg, I., & Coulter, M. (2009). Management (5th ed.) Frenchs Forest, NSW: Pearson.

Waddell, D., Devine, J., Jones, G. R. & George, J. M. (2007). Contemporary management. Boston: McGraw-Hill.

Academic Journals
1. Journal of Management & Organization, published by eContent Management Pty Ltd, www.jmanorg.com (ISSN 1833-3672)

2. Harvard Business Review, published by Harvard Business School Publication Corp., www.hbr.org (ISSN 0017-8012)

Academy of Management Journal, Published by Academy of Management, www.aom.pace.edu/amj/ (ISSN 0001-4273)
Semester 2, 2013. Assessment Task 1: Case study (Worth 20%).
Malard Manufacturing case study, Samson & Daft (2012), pp. 431-432.

Q1. Balance of vertical and horizontal structure; appropriateness of direct communication with Exec Vice President. (4 marks)
• Depth of understanding and discussion of the differences between vertical and horizontal structure
• Depth of understanding and discussion regarding appropriateness of direct communication with the Exec Vice-President rather than problem-solving at the managerial level

Q2. Analysis of the problem and suggested potential solutions. (4 marks)
• acknowledgement of both personalities and organisational structure to the conflict
• Actions suggested for Julie Crandell
• Depth of understanding and discussion of solutions proposed
Q3. Potential structural changes; span of control and other management issues relating to the CV305 project (7 marks)
• Discussion of structure and proposed new organisational chart as relevant
• Discussion re span of control
• Depth of understanding and discussion of the other management issues relevant to CV 305 project such as a project manager and/or a task force.
• Discussion of the possible advantages and disadvantages of the student’s suggestions.
Written expression (3 marks)
• the writing is fluent, exhibiting grammatically correct sentences that are appropriately punctuated.
• there are no spelling or typing errors and due regard is given to rules of capitalisation and abbreviation, etc.
• the response conforms to the appropriate style guide advice and the requirements of the specified format (font, margins etc).
APA style (2 marks)
• cited and listed the textbook as the source of the case study
• in-text citations and direct quotes from the case study follow referencing guide rules
• reference list and/or bibliography appropriately compiled.

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