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2.

Assessment Brief

This assessment is in two parts. Both parts should be presented within one portfolio document.

2.1. Part 1 - Reflective Statement (PowerPoint Presentation) : 1000 Words (30 Marks)

You are required to complete the following reflective statement:

Question Reflection (Short Answers : c200 words per answer)

Why do aspiring leaders need to


have a clear understanding of
leadership theories and
organisational behaviour?

5 marks

What are the main contributions


that individuals, leaders and
stakeholders make in creating and
executing the mission and vision of
an organization?

5 marks

Why do aspiring leaders need to


understand a broad range of
potential leadership strategies (and
specifically change management
strategies) in order to maximise
organisational potential in a variety
of different business contexts?

5 marks

Why do aspiring leaders need to be


able to critically evaluate a range of
motivational (employee
engagement) theories within a
specific organisational context?

5 marks

Complete the attached

Questionnaire and answer the


following questions:

Potential Leadership
Style Questionnaire.pdf

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MSc LBO Summer 2019 Coursework
How would you define your
potential leadership style?

What are your key strengths?

What are your key challenges?

What personal development do you


need to undertake in order to
develop your leadership ability?

10 marks

You need to present your answers to the above questions about your potential leadership style in a
PowerPoint presentation of no more than four slides.

Your presentation should reflect how you would present your potential leadership style to recruiters.
Your slides should comprise a variety of relevant visuals but minimum words.

Please Note :
The words contained within your PowerPoint presentation are not included in the wordcount.
You are not required to deliver this presentation.

2.2 Part 2 Management Report based on the Case Study : 2500 Words (60 Marks)

You are required to prepare a management report based on the following insight into Dennis
Chief Executive Officer & Chairman of the Board of Boeing).

Dennis Muilenburg (Chief Executive Officer of Boeing)

What do I know about branding, maybe nothing (but I did become President!) but if I were
Boeing, I would FIX the Boeing 737 MAX, add some additional great features & REBRAND the
plane with a new name. No product has suffered like this one.
But again, what the hell do I know?
Donald Trump (President of the United States of America)

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The Boeing Company is an American multinational corporation that designs, manufactures and sells
airplanes, rotorcraft, satellites and missiles worldwide. It also provides leasing and product support
services. It is among the largest global aerospace manufacturers; is the fifth largest defence
contractor in the world and is the largest exporter in the United States.

It recorded US$93.3 billion in sales in 2017 and was ranked 24th nd


19th

Some of its current projects and initiatives include:


Jet Biofuels
Boeing estimates that biofuels could reduce flight-related greenhouse-gas emissions by 60
to 80%. The company is informally collaborating with leading Brazilian biofuels maker
Tecbio and Aquaflow Bionomic and other fuel developers around the world. So far they
have tested six fuels from these companies. Likewise Air New Zealand and Boeing are
continuing to research the jatropha plant to see if it is a sustainable alternative to
conventional fuel.
Electric Propulsion
Given that hybrid electric propulsion has the potential to shorten take off distance and
reduce noise Boeing has determined that hybrid electric engine technology is by far the
best choice for its subsonic design of NASA's N+3 future airliner program.
Corporate Citizen Programme
Boeing runs a corporate citizenship program centred on charitable contributions in five
areas: education, health, human services, environment, the arts, culture, and civic
engagement. Boeing spent US$147.3 million in these areas through charitable grants and
business sponsorships in 2011.

B Political Contributions, Federal Contracts & Advocacy


In the 2008 presidential election Barack Obama "was by far the biggest recipient of campaign
contributions from Boeing employees and executives, hauling in US$197,000. Likewise in 2008 and
2009 it was second on the list of the Top 100 US Federal Contractors having secured contracts worth
$22 billion and US$23 billion. It spent US$16.9 million on political lobbying in 2009 and secured the
highest ever tax breaks at the state level in 2013.

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The organisation is a member of the US Global Leadership Coalition that advocates for a larger
International Affairs Budget to fund American diplomatic and development efforts abroad. A series
of emails have demonstrated how US diplomats and senior politicians regularly intervene on behalf
of Boeing to help boost the company's sales.

Public Criticism of Boeing


Since 1995, the company has paid US$1.6 billion to settle 39 instances of misconduct, including
US$615 million in relation to illegal hiring of government officials and improper use of proprietary
information in 2006.

The non-partisan organization Public Campaign criticized Boeing for spending US$52.29 million on
lobbying and not paying taxes during 2008 2010. It was particularly concerned about the US$178
million in tax rebates it secured despite making a profit of US$9.7 billion; laying off 14,862 workers
and increasing executive pay for its top five executives by 31%.

President, Chief Executive Officer & Chairman of the Board of Directors : Boeing
Since joining the organisation in 1985 Dennis Muilenburg has held a wide range of engineering,
management and key executive roles. He is currently President, Chief Executive Officer (CEO) and
Chairman of the Board of Directors of Boeing. He became President in 2013, CEO in 2015 and
Chairman of the Board of Directors in 2016.

He has earned a reputation as a high-energy CEO bicycling 140 miles a week, sometimes taking
groups of employees along for high-speed bonding sessions.

Business Education
Muilenburg graduated in 1982 for Sioux Center High School in Iowa. He received a

Aeronautics Astronautics from the University of Washington.

Earlier Career
Muilenburg started his career as an Aerodynamics Engineer. He has held numerous management
and engineering positions on various programmes throughout his thirty four years with Boeing.

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Leadership Style
-on background has granted him valuable insights as a leader in the aerospace

tuition about the business and I think that


technical depth and intuition is something that is helpful to me as a leader today. It gives me an
understanding of our customer needs, the products we develop and the importance of the talent

The following are key elements of approach to leadership:


A willingness to draw upon a wide spectrum of talents

experience and to surround yourself with a team


having a team with different thoughts and backgrounds and experiences, that makes for a

An important mission ...


Inspiring people to produce their best work is essential in areospace where failure can have
catastropic real-world consequences.
on what we do and this drives the sense of excellence in how we do it. Our mission is an
important and worthy one and I think all of our people can connect to that mission. They
can see their daily job is connected to it.
all have a common understanding of our purpose as a business what we aspire to and a
strategy for achieving it. We know that we work on things that really matter. We connect
people all around the world with our aeroplanes, satellites and communications. We
protect freedoms and work with servicemen and women around the world. We explore the
edges of space and we know that astronauts depend on what we do there.
Charting the Course ...

corner, being
able to envision the future and then to be able to lay out a strategy that defines the path to

bringing the new commercial aeroplaces to the marketplace like the 737 MAX, the 77XX and
-

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convinced that the first human foot that sets on Mars will arrive there via a Boeing rocket.
All
important that we lay out a strategy that can turn it into a real plan and deliver on that

Current Leadership Challenges


Boeing is currently at a defining moment in its history. Muilenburg needs every ounce of energy
- two fatal airline crashes
that have killed 346 people. Both incidents are linked to the automated flight controls of the 37

The stakes for Boeing and Muilenburg as its CEO are huge. The 737 accounts for 33 per ent of
enue and almost 55 per cent of its profit, according to Berenberg Analyst Andrew
Gollan. Deliveries of new aircraft have been halted since the aeroplane was taken out of service
worldwide after the Ethiopian Airlines crash in March 2019. A number of Airlines are demanding
compensation and the company faces scrutiny from the US Congress, a Department of
Transportation inquiry and a Federal Criminal probe.
by 10% and lawsuits filed by relatives of those that have died could take years to conclude.

Many observers are very critical of Boeing and specifically Muilenburg for the public handling of the

whilst expressing sympathy for the families and friends of the deceased were short on substance.

give them a B! Muilenburg needs to put a human face on Boeing, get out in public and engage with
the media to try and correct misperceptions and address the many questions about what went

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Public Statement issued by Dennis Muilenburg on 04 April 2019
We at Boeing are sorry for the lives lost in the recent 737 MAX accidents. These tragedies continue to weigh heavily on
our hearts and minds, and we extend our sympathies to the loved ones of the passengers and crew on board Lion Air
Flight 610 and Ethiopian Airlines Flight 302. All of us feel the immense gravity of these events across our company and
recognize the devastation of the families and friends of the loved ones who perished.

The full details of what happened in the two accidents will be issued by the government authorities in the final reports,
but, with the release of the preliminary report of the Ethiopian Airlines Flight 302 accident investigation, it's apparent
that in both flights the Maneuvering Characteristics Augmentation System, known as MCAS, activated in response to
erroneous angle of attack information. The history of our industry shows most accidents are caused by a chain of
events. This again is the case here, and we know we can break one of those chain links in these two accidents. As pilots
have told us, erroneous activation of the MCAS function can add to what is already a high workload environment. It's
our responsibility to eliminate this risk. We own it and we know how to do it.

From the days immediately following the Lion Air accident, we've had teams of our top engineers and technical experts
working tirelessly in collaboration with the Federal Aviation Administration and our customers to finalize and
implement a software update that will ensure accidents like that of Lion Air Flight 610 and Ethiopian Airlines Flight 302
never happen again. We're taking a comprehensive, disciplined approach, and taking the time, to get the software
update right. We're nearing completion and anticipate its certification and implementation on the 737 MAX f leet
worldwide in the weeks ahead. We regret the impact the grounding has had on our airline customers and their
passengers.

This update, along with the associated training and additional educational materials that pilots want in the wake of
these accidents, will eliminate the possibility of unintended MCAS activation and prevent an MCAS-related accident
from ever happening again.

We at Boeing take the responsibility to build and deliver airplanes to our airline customers and to the flying public that
are safe to fly, and can be safely flown by every single one of the professional and dedicated pilots all around the world.
This is what we do at Boeing. We remain confident in the fundamental safety of the 737 MAX. All who fly on it the
passengers, flight attendants and pilots, including our own families and friends deserve our best. When the MAX
returns to the skies with the software changes to the MCAS function, it will be among the safest airplanes ever to fly.

We've always been relentlessly focused on safety and always will be. It's at the very core of who we are at Boeing. And
we know we can always be better. Our team is determined to keep improving on

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safety in partnership with the global aerospace industry and broader community. It's this shared sense of responsibility
for the safety of flight that spans and binds us all together. I cannot remember a more heart-wrenching time in my
career with this great company. When I started at Boeing more than three decades ago, our amazing people inspired
me. I see how they dedicate their lives and extraordinary talents to connect, protect, explore and inspire the world
safely. And that purpose and mission has only grown stronger over the years.

We know lives depend on the work we do and that demands the utmost integrity and excellence in how we do it. With
a deep sense of duty, we embrace the responsibility of designing, building and supporting the safest airplanes in the
skies. We know every person who steps aboard one of our airplanes places their trust in us. Together, we'll do
everything possible to earn and re-earn that trust and confidence from our customers and the flying public in the weeks
and months ahead.

Again, we're deeply saddened by and are sorry for the pain these accidents have caused worldwide. Everyone affected
has our deepest sympathies.

Dennis Muilenburg
Chairman, President & CEO
The Boeing Company
...............................................

t by Ralph Nader
(An American political activist, author, lecturer and attorney noted for his involvement in
consumer protection, evironmentalism and government reform)

Dear Mr. Muilenburg:

recent 737 MAX accidents. These tragedies continue to weigh heavily

These and other remarks reflect years of mismanagement by Boeing executives, now tragically bearing bitter fruit.
Your acknowledgement of the problems with the 737 MAX somehow escaped inclusion in your messages to
shareholders, the capital markets and the Securities and Exchange Commission. It is now stunningly clear that your
overly optimistic outlook on January 20, 2019 after the Indonesian Lion Air crash was misleading. Whatever the
public learns, day after day about the troubles of your company, it is still far less than what Boeing knows will come
out day by day, and not just about the deadly design of the 737 MAX.

Your narrow-body passenger aircraft


prime. How long could Boeing avoid making the investment needed t -

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get away with it and keep necessary pilot training and other costs low for the airlines as a sales incentive.

Boeing kept on this track until the competition from its only competitor, Airbus, came along with its A320neo. The year
2011 was a crucial period for the company. Top management was into preliminary work on a new aircraft and then
panick uccess. To compete with Airbus, Boeing equipped the 737 MAX with larger engines tilted more

company and its executives. The larger engines

management was on a fast track and ignored warnings by its own engineers, not to mention scores of other technical
aerospace people outside the company. The Maneuvering Characteristics Augmentation System (MCAS) software fix
or patch with all its glitches and miscues is now a historic example of a grave failure of Boeing management. Yet, you
insist the 737 MAX is still safe and some alteration of the MCAS and other pilot advisories will make the aircraft
airworthy. Aircraft should be stall-proof, not stall-prone. Trying to shift the burden onto the pilots for any vast numbers
hing to end the grounding
for the 737 MAX and resume delivery of nearly 5000 orders worldwide. The Boeing 737 MAX must never be permitted
to fly again it has an inherent aerodynamic design defect.

No matter your previous safety record of the 737 series, t one, two or more crashes that are
preventable by adopting long-established aeronautical knowledge and practices. You are on the highest level of notice
not to add to your already extraordinary record of criminally negligent decisions and inactions. Result 346 innocent
people lost their lives.

A reckless salesman, driving dangerously to reach a customer and close a deal, causing a collision and death of a family
in another motor vehicle, does not get to be exonerated from a manslaughter prosecution by saying he has a 25 year

Did you use the $30 billion surplus from 2009 to 2017 to reinvest in R&D, in new narrow-body passenger aircraft? Or
did you, instead, essentially burn this surplus with self-serving stock buybacks of $30 billion in that period? Boeing is

pension funding lagged


well know, stock buybacks do not create any jobs. They improve the metrics for the executive compensation packages
of top Boeing bosses. Undeterred, in 2018, buybacks of $9 billion constituted 86% of annual earnings.

To make your management recklessly worse, in December 2018, you arranged for your rubberstamp Board of Directors
to approve $20 billion more in buybacks. Apparently, you had amortized the cost of the Indonesian Lion Air crash victims
as not providing any significant impact on your future guidance to the investor world. Then came the second software-
bomb that took away control from the pilots and brought down Ethiopian Airlines Flight 302 on March 10, taking the
lives of 156 passengers and crew. At the time, you were way overdue with your new software allegedly addressing the
avoidable risks associated with the notorious 737 MAX.

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you see how you should have invested in producing better aircraft,
if you wished to compete with Airbus, whose engineers were allowed to do their job and avoid design instabilities?
Instead, your top management was inebriated with the prospect of higher stock values, through stock buybacks and

guessed wrong big time for your passengers as well as for your company and its shareholders.

Boeing is in additional trouble that reflects poor management. On March 22, 2019, the Washington Post reported that

because of how far behind According to a second Washington Post, March 22, 2019 article, the delay in

your company, revealing it has already spent over $5 billion and is


to burn through the remaining money by early this year (2019), three years too soon, without delivering a single rocket
On March 13, 2019, Bridenstine SA still steadfastly supports the massive
rocket, known as the Space Launch System (SLS), the agency would consider sidelining it and instead using commercially
available rockets for the mission known as Exploration Mission-1 (EM- announcement before the Senate

And now, the agency is about to announce another major delay in the high-
profile spacecraft Boeing is building to fly astronauts to the International Space Station.

On March 28, 2019, the World Trade Organization (WTO) after 14 years, issued a final ruling that Boeing received an
illegal U.S. tax break from the state of Washington in prohibited subsidies under international trade rules. Boeing has
long been a recipient of various kinds of extensive corporate welfare before and after it became a U.S. monopoly
.
Then on April 21, 2019, the New York Times in a lengthy front-page story, ba

production and

documentaries, commencing in 2013, produced by Al-Jazeera investigators reported similar problems. The Air Force
last month temporarily stopped deliveries of the KC-48 tanker after finding random objects inside the new planes,

It is not as if you are receiving anything but top dollar payments for these civilian and military aircraft. Or, you are
underpaid at over $23 million in 2018 which comes to over $12,000 an hour.

In the midst of these accusations, whistleblower lawsuits, alleged retaliations by management, the Times reports your

Boeing shareholders and your compliant Board of Directors should be advising you that
the scheduled one hour annual shareholder meeting is not nearly enough time for you to explain these matters to
shareholders in Chicago on April 29, 2019. Big corporations are run like top-down dictatorships where the hired hands
determine their own pay and strip their shareholder owners of necessary powers of governance. Do not push this
envelope, further. Your Board of Directors should disclose what you told them about the 737 MAX and when they knew
it.

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Already, corporate crime specialists are making the case for you and other top Boeing managers, having refused to
listen to the warnings of your conscientious engineers, regarding the redesign of the 737 MAX, to face criminal
prosecution. Note BP pleading guilty in the Deepwater Horizon oil spill, to eleven counts of manslaughter in 2013.

Already, the kindly corporate crisis specialists are issuing warnings, along with the mild ones by the shareholder service
firms such as Institutional Shareholder Services (ISS), which urges separation of the roles of the Chairman of the Board
and CEO, both of which you hold. Further, Glass Lewis urges removal of Boeing audit committee head Lawrence Kellner

Consider, in addition, the statement of two Harvard scholars Leonard J. Marcus and Eric J. McNulty, authors of the

their positions by using strong language. That is why, the concluding statement in their CNN articleon March 27, 2019,
merits your closer attention:

discovers Boeing cut corners or attempted to avoid proper regulatory reviews of the modifications to the aircraft,
Muilenburg and any other executives involved should resign immediately. Too many families, indeed communities,

These preconditions have already been disclosed and are evidentially based. Your mismanagement is replete with
documentation, including your obsession with shareholder value and executive compensation. There is no need to wait
for some long-drawn out, redundant inquiry. Management was criminally negligent, 346 lives of passengers and crew
were lost. You and your team should forfeit your compensation and should resign forthwith. All concerned with
aviation safety should have your public response.

Sincerely,
Ralph Nader

Click here
Meeting that took place on 29 April 2019..

Click here to watch the CBS News Interview with Dennis Muilenburg on 29 May 2019.

Further Information:
https://www.telegraph.co.uk/business/boeing-uk/boeing-ceo-dennis-muilenburg-career/

Accessed : 29 May 2019

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MSc LBO Summer 2019 Coursework
Your management report should contain the following:

a. A short introduction explaining the contents of the report. (5 Marks)

b. A succinct overview of , and the


challenges associated with practicing these when dealing with a major organisational crisis such
as that currently being faced by Dennis Muilenburg (CEO of Boeing). (15 Marks)

c. A critical evaluation of Muilenburg


with particular reference to the manner in which he is dealing with the consequences of the
crashes involving the company's 737 Max 8 aircraft. To what extent is this situation likely to
damage his personal brand as a global leader, or depending on his ability to lead Boeing through
this crisis successfully, is it likely to strengthen it? Why? (20 Marks)

d. Provide three recommendations as to what you believe Muilenburg needs to do (or continue to
do) going forward. (15 Marks)

e. A short conclusion expressing your view whether Muilenburg is the right person to lead Boeing
out of its current crisis. (5 Marks)

You must use relevant concepts, models and/or theories of leadership to justify your observations,
comments and recommendations.

2.3 Presentation (10 Marks)

The presentation of your portfolio document containing both your reflective statement and your
management report should contain the following:

A BPP Assignment Cover Sheet (including SRN & Word Count)


A Portfolio Document Title Page
A Contents Page
A Reflective Statement
A PowerPoint Presentation
A Management Report
(including Introduction, Main Body and Conclusion)
Reference Listing
Glossary (optional)
Appendices (optional)

Appropriate language for both an academic and senior level business audience should be used
(10 marks)

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3. Student Guidance
The assessment is marked out of 100. The following table shows the mark allocation and the approach
required.

Content

Guidance : Reflective Statement (Part One)

You should use the format provided for the reflective statements to present your answers.

a. Why do aspiring leaders need to have a clear understanding of leadership theories and organisational behaviour?

Indicative Wordcount : 150


Marks Available : 5

You need to consider the volatile, uncertain, complex and ambiguous (VUCA) business environment and the
unprecedented challenges faced by leaders.
You need to comment on the extent to which it is important for contemporary leaders to have a clear
understanding of the impact of leadership style (theory) and organisational culture (behaviour) on
organisational sustainability and competitive advantage.

b. What are the main contributions that individuals, leaders and stakeholders make in creating and executing the
mission and vision of an organization?

Indicative Wordcount : 150


Marks Available : 5

You need to define the role that individual employees play in executing the mission and vision.
You need to define the role that leaders play in creating and executing the mission and vision.
You need to define the role that stakeholders have in influencing the mission and vision.

c. Why do aspiring leaders need to understand a broad range of potential leadership strategies (and specifically
change management strategies) in order to maximise organisational potential in a variety of different business
contexts?

Indicative Wordcount : 150


Marks Available : 5

You need to explain why aspiring leaders need to understand a broad range of leadership strategies and
specifically change management strategies in order to become an effective senior leader of a contemporary
organisation.
You need to explain why aspiring leaders need to be able to interpret a variety of different business
environments and identify the most suitable leadership style within a specific business context.

d. Why do aspiring leaders need to be able to critically evaluate a range of motivational (employee engagement)
theories within a specific organisational context?

Indicative Wordcount : 150


Marks Available : 5

You need to explain the interrelationship between high levels of employee engagement and high levels of
organisational performance.

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You need to explain why aspiring leaders need to be able to critically evaluate a range of motivational
theories to identify those that might help them to achieve the highest possible level of employee
engagement in their specific organisational context.

e. , answer the following questions and produce a


PowerPoint presentation for potential recruiters.

Indicative Wordcount : 400


Marks Available : 10

Potential Leadership
Style Questionnaire.pdf

How would you define your potential leadership style?


What are your key strengths?
What are your key challenges?
What personal development do you need to undertake in order to develop your leadership ability?

You need to access and complete the self-assessment questionnaire using the link provided as a starting point for
identifying your potential leadership style. The questionnaire will help you to identify whether you are likely to be
more task or relationship focussed in your leadership style.

You should use your knowledge of contemporary leadership styles to identify which one appears to be the
closest fit for you.
You should identify what you perceive to be your key strengths in terms of your knowledge, skills and
behaviours.
You should identify what you perceive to be your key challenges in terms of your knowledge, skills and
behaviours.
You should identify the specific areas of personal development you need to undertake to develop your
leadership ability. Specifically what additional knowledge to you need, what additional skills do you need
and what behaviours do you need to adopt?

f. You need to present your answers to the above questions in a PowerPoint presentation of no more than four slides.

The presentation should reflect how you would present your views on your potential leadership style to
recruiters.
Your slides should comprise a number of relevant visuals but minimum words.

Your personal reflective statement should be written in the first person.

You MUST utilise relevant concepts, models and/or theories to justify your observations and comments.

Elements of each section can be presented in bullet-points and/or a table format.

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Guidance : Case Study (Part Two)

a. Introduction

A very short introduction in which you explain what your report contains.

Indicative Word Count : 150 Words


Marks Available : 5 Marks

b.
with practicing these when dealing with a major organisational crisis such as that currently being faced by Dennis
Muilenburg (CEO of Boeing).

Indicative Wordcount : 800


Marks : 15

You need to define the terms ethical, authentic and distributed leadership.
You need to provide an example of good practice ethical, authentic and distributed leadership within a
contemporary organisation (other than Boeing).
You need to provide a succinct overview of the potential difficulties and specific challenges of practicing
ethical, authentic and distributed leadership when dealing with a major organisational crisis.

ve inquiry technique) with particular

Max 8 aircraft.

To what extent is this situation likely to damage his personal brand as a global leader, or depending on his ability to
lead Boeing through this crisis successfully, is it likely to strengthen it? Why?

Indicative Wordcount : 800


Marks Available : 20

Note : 2 Marks (10%) will deducted if you do not use the approach to structure your answer.

You need to identify leadership style providing evidence from the case study, his recent
interviews and/or your independent research to support this.
You need to identify the positive elements of leadership style in terms of what is working
well for him.
You need to identify the negative in terms of what is not working
well for him.
Specifically you need critically evaluate the manner in which he has recently dealt with the aftermath of
and the impact of this on his personal brand as a
significant global leader.
You to view his handling of the crisis
negatively and which of them are likely to view it positively.
You need to identify why stakeholders are likely to have different views.
You need to comment on whether you believe that his personal brand is damaged beyond repair and that
he should resign or whether his decision to remain in his role and lead the company out of this extremely
difficult situation is the right one.

d. Provide three recommendations as to what you believe Muilenburg needs to do (or continue to do) going forward.

Indicative Wordcount : 800


Marks Available : 15

You need to make three clear recommendation based on what you would advise him to do differently or
what he should continue to do and why?
You need to justify your recommendations with reference to information contained within the case study,
his recent interviews and your own independent research.

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e. Conclusion

A short conclusion in which you express your view whether Muilenburg (with his thirty four years of experience in the
aviation industry and specifically Boeing) is the right person to lead Boeing out of hits crisis or whether it might be time

Indicative Word Count : 150 Words


Marks Available : 5 Marks

This is a management report and should be written in the third person.

You MUST utilise relevant leadership concepts, models and/or theories to underpin your views, opinions and critical
evaluation and recommendations.

Elements of each section can be presented in bullet-points and/or a table format.

Part 3 - Presentation

A BPP Assignment Cover Sheet (including SRN & Word Count)


A Title Page
A Contents Page
A Reflective Statement
A PowerPoint Presentation
A Management Report
(including Introduction, Main Body and Conclusion)
Reference Listing
Glossary (optional)
Appendices (optional)

Presentation
Clearly structured reflective statement, PowerPoint presentation and management report.
Appropriate language for both an academic and senior level business audience.
Evidence of a broad range of reading/independent research referenced using the Harvard Referencing System.

Total Marks : 100

Weighting :
30% Reflective Writing & PowerPoint Presentation
60% Case Study
10% Presentation

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BPP Coursework Cover Sheet

Please use the table below as your cover sheet for the 1 st page of the submission. The sheet should
be before the cover/title page of your submission.

Programme MSc Management with Streams

Module name Leading Business Organisations

Schedule Term Summer 2019

Student Reference Number (SRN)

Report/Assignment Title Leading Business Organisations Portfolio

Date of Submission
(Please attach the confirmation of any 27 August 2019
extension received)

Declaration of Original Work:

original work, researched, undertaken, completed and submitted in accordance with the requirements
of BPP Business School.

The word count, excluding contents table, bibliography and appendices, is ___ words.

Student Reference Number: Date:

By submitting this coursework you agree to all rules and regulations of BPP regarding assessments
and awards for programmes. Please note, submission is your declaration you are fit to sit.

BPP University reserves the right to use all submitted work for educational purposes and may
request that work be published for a wider audience.

BPP School of Business and Technology

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4. Appendix A - General Grading Criteria (Level 7)

Criteria Pass Grades Referral/Fail Grades

High Distinction Distinction Merit Pass Referral/Fail Referral/Low Fail


85-100% 70-84% 60-69% 50-59% 30-49% 0-29%

The work displays: The work displays: The work displays: The work displays: The work displays: The work displays:

Knowledge & (a) Strong evidence of a (a) Clear evidence of a (a) Clear evidence of a (a) Evidence of a (a) Evidence of an (a) Evidence of a limited
Understanding comprehensive and comprehensive and comprehensive and systematic understanding, understanding of an understanding of issues,
(a) Systematic systematic understanding of systematic understanding systematic understanding which may contain some appropriate range of concepts, theories and
Understanding an extensive range of of a considerable variety of of all major - and some gaps, of all major - and issues, concepts, theories research either major
appropriate issues, issues, concepts, theories minor - issues, concepts, some minor - issues, and research but has and/or minor.
(b) Emerging
concepts, theories and and research theories and research concepts, theories and significant gaps or
Thought
research research misunderstandings.

(b) Sustained excellence in (b) Precise and well-judged (b) Some clear evidence of (b) Clear evidence of an (b) Unclear or imprecise (b) Significant gaps in the
the application of thoughts application of thoughts and the application of thoughts understanding of thoughts understanding of thoughts understanding of the
and practices at the forefront practices at the forefront of and practices at the and practices at the and practices at the debates at the forefront of
of the discipline the discipline forefront of the discipline forefront of the discipline. forefront of the discipline. the discipline.

Argument (a) Consistently precise, (a) Consistently precise, (a) Precision, accuracy and (a) Broad levels of (a) Errors which affect the (a) A lack of precision,
(a) Analysis, accurate and reasoned accurate and reasoned clear reasoning throughout precision, accuracy and consistency of the analysis, accuracy or reasoning in
Synthesis & analysis, synthesis and/or analysis, synthesis and/or the analysis, synthesis reasoning in analysis, synthesis or evaluation analysis, synthesis or
Evaluation evaluation; addressing evaluation addressing all and/or evaluation synthesis and/or and/or key gaps in the evaluation with significant
issues with insight or issues, some with creativity addressing all issues evaluation, and addresses issues addressed gaps in the issues
(b) Numerical
originality appropriately all key issues addressed
Analysis
(c) Argumentation (b) Numeric analysis that is (b) Numeric analysis that is (b) Numeric analysis that is (b) Numeric analysis that is (b) Numeric analysis that is (b) Numeric analysis that is
complete and free from complete and mostly free complete and mostly free mostly complete and free mostly complete but incomplete or contains
(d) Independent
errors with application of from errors with fluent and from errors with relevant from significant or critical contains errors with errors which have critical
Research
methods that may be appropriate application of and effective application of errors with appropriate significant effect, or effect, or methods that are
insightful or original methods. methods. application of methods. methods that are applied applied inappropriately
inappropriately

BPP University School of Business and Technology


MSc LBO Summer 2019 Coursework
Criteria Pass Grades Referral/Fail Grades

High Distinction Distinction Merit Pass Referral/Fail Referral/Low Fail


85-100% 70-84% 60-69% 50-59% 30-49% 0-29%

The work displays: The work displays: The work displays: The work displays: The work displays: The work displays:

(c) Extremely strong and (c) Extremely strong and (c) Evidence of an (c) Evidence of an overall (c) Evidence of a (c) Lack of consistency or
consistent argument making consistent argument that argument that is generally convincing argument but may consistent argument but structure in the argument.
convincingly addresses issues have weaknesses, gaps or
a convincing whole with convincing with a good may have weaknesses, Serious weaknesses in the
including uncertainties and inconsistencies. Clear use of
evidence of originality. internal consistency and significant gaps or be integration of evidence
conflicts. Excellent use of information gathered but may
Impressive dexterity in the information gathered which to addresses most issues. have some weaknesses in the unconvincing. Clear use of and/or no awareness of the
use of information gathered support and further the Very good use of integration into the argument. information gathered but limitations or weaknesses
to support the argument. argument information gathered to may not be sufficient to of the research.
support the argument. sustain the argument.

Argument (d) Evidence of an (d) Substantial research (d) Clear evidence of (d) Appropriate use of a (d) Evidence of a range of (d) Over reliance on very
(continued) innovative or original use of and evidence of an considerable personal wide range of personal personal research but restricted range of personal
extensive personal research innovative use of a wide research and the use of a research which is critically evidence of methodological or secondary research
which has been thoroughly range of personal research diverse range of evaluated for key or conceptual evaluation much of which may not be
(d) Independent
critically evaluated both with clear and consistent appropriate sources but conceptual and may be limited, evaluated and may not be
Research
conceptually and critical evaluation both may contain problems with methodological issues inconsistent or directly related to the
methodologically conceptually and consistency in the although this may not be inappropriate question or area
methodologically conceptual and consistent throughout
methodological critical
evaluation

Presentation (a) Excellent structure and (a) Excellent structure and (a) Good structure and (a) Adequate structure and (a) Adequate structure and (a) Poor structure and
(a) Structure presentation presentation presentation presentation presentation presentation

(b) Referencing (b) Precise, full and (b) Precise, full and (b) Full and appropriate (b) Good references and (b) Competent references (b) Poor references and
(c) Use of appropriate references and appropriate references and references and notes with notes with minor or and notes but may contain notes with multiple
Language notes. notes. minor or insignificant errors insignificant errors or inconsistencies, errors or inconsistencies, errors or
omissions omissions omissions

(c) Subtle use of language (c) Precise use of language (c) Clear and precise use (c) Generally clear use of (c) Generally (c) Serious errors in the
expressing highly nuanced expressing complex of language allowing a language sufficient for understandable use of use of language which
thought with clarity and thought with clarity, complex argument to be arguments to be readily language but significant makes meaning unclear or
precision to a level accuracy and precision easily understood and understood and followed errors in expression imprecise
appropriate for submission which furthers and followed affecting overall clarity
for publication. enhances the argument

BPP University School of Business and Technology


MSc LBO Summer 2019 Coursework
BPP University School of Business and Technology
MSc LBO Summer 2019 Coursework