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Unit of Study Guide

Unit Code: SBM3202


Unit Name: Leadership & Governance

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This publication is copyright. Apart from any use permitted under the Copyright Act 1968, no part may be
reproduced by any process without the written permission of Asia Pacific International College.
Table of Contents

1. Unit Overview .................................................................................................................. 1

1.1 Unit Description .................................................................................................................. 2


1.2 Unit Learning Outcomes (ULOs).......................................................................................... 2
1.3 Teaching Methods and Strategies....................................................................................... 2
1.4 Development of Course Learning Outcomes and Graduate Attributes.............................. 2
1.5 Schedule of Teaching and Learning Activities ..................................................................... 3
1.6 Key dates ............................................................................................................................. 5
1.7 Student Feedback and Continuous Improvement .............................................................. 5

2. Learning Resources........................................................................................................... 6

2.1 Prescribed and Recommended Readings............................................................................ 6


2.1.1 Prescribed.................................................................................................................... 6
2.1.2 Recommended ............................................................................................................ 6
2.1.3 Access to Library Resources ........................................................................................ 6
2.2 Additional Resources Required ........................................................................................... 6

3. Assessment Information ................................................................................................... 7

3.1 Assessment Overview ......................................................................................................... 7


3.2 Assessment Principles and Practice .................................................................................... 7
3.3 Submitting assessments ...................................................................................................... 8
3.4 Late submission of assessments.......................................................................................... 8
3.5 Receiving marks for assessments........................................................................................ 8
3.6 Changes to assessments...................................................................................................... 9
3.7 Assessment moderation...................................................................................................... 9
3.8 Appeals against assignment marks ..................................................................................... 9

4. Policies............................................................................................................................10

4.1 Academic Integrity and Professional Standards................................................................ 10


4.2 Other Relevant Policies, Procedures and Forms ............................................................... 10

5. Student Support ..............................................................................................................11

5.1 Academic and Learning Support ....................................................................................... 11


5.2 Technical Support.............................................................................................................. 11

i
5.3 Student Services Support .................................................................................................. 11

APPENDIX A - Assessment Information ....................................................................................12

Assignment 1: Critical review........................................................................................................ 12


Assignment 2: Case study ............................................................................................................. 14
Assignment 3: Presentation.......................................................................................................... 17

APPENDIX B: Unit Moderation Status.......................................................................................19

ii
1. Unit Overview
Unit Title Leadership & Governance

Unit Code SBM3202

Credit Points 6

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AQF Level 7

COURSE(S) BBUS, BBIS

Academic Team - Melbourne

Director of Studies: Dr Viral Pandya Phone: (03) 9603 5323

Email: viral.pandya@apicollege.edu.au

Office: Room 6.05A, Level 6, 399 Lonsdale


Street, Melbourne 3000, Australia

Lecturer: Click or tap here to enter Phone: (03) 9603 5333


text.
Email: Click or tap here to enter text.

Office: Level 6, 399 Lonsdale Street,


Melbourne 3000, Australia

Academic Team - Sydney

Director of Studies: Dr Rakesh Khanal Phone: (02) 9318 8111

Email: Rakesh.Khanal@apicollege.edu.au

Office: Level 1, 55 Regent Street,


Chippendale, NSW 2008, Australia

Lecturer: Click or tap here to enter Phone: (02) 9318 8111


text.
Email: Click or tap here to enter text.

Office: Level 1, 55 Regent Street,


Chippendale, NSW 2008, Australia

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1.1 Unit Description

This unit introduces and explores the major concepts and perspectives in leadership and
governance. In order to succeed in today’s professional world, it is as important to be aware and
understand the dynamics that influence organisational life as it is to possess technical and task
oriented skills. People at different levels in organisations are expected to lead, inspire and energize
their colleagues, departments and whole organisations. As the environment in which organisations
operate rapidly changes, new forms of leadership and governance emerge. These trends and their
implications will be analysed and discussed in this unit of study.
This unit is a core unit in the BBUS program and an elective unit in the BBIS program.

1.2 Unit Learning Outcomes (ULOs)

On successful completion of this unit, students will be able to:


[ULO1] Demonstrate an understanding of the interconnectedness between leadership styles and
governance models applied in present day organisations.
[ULO2] Develop self-reflection about one’s own preferred style of leadership, the ensuing impact
and effectiveness.
[ULO3] Interpret how networked organisations can be effectively managed by leaders.
[ULO4] Assess the importance of ethics, diversity and politics to effective leadership.
[ULO5] Monitor performance and evaluate corporate direction.
[ULO6] Use audits for organisational compliance and risk management.
[ULO7] Demonstrate an understanding of the perspectives of different stakeholders in a
corporate: employees, owners, managers, sustainability and society.

1.3 Teaching Methods and Strategies

This unit is delivered over 14 weeks, comprised of 13 weeks of classes and a one-week final
examination period. Unit content is delivered to students via lectures and tutorials, and totals 4
student contact hours per week.
Students will participate in teaching and learning activities including ‘activity-based learning’ under
academic supervision, with frequent interaction with fellow students and the faculty, who will also
provide frequent feedbacks to individuals and the class as a whole.
In addition to timetabled contact hours, students are expected to do at least 4 hours of personal
study each week to review lectures and read prescribed and recommended materials for this unit.
The expected total individual workload for this unit is 140 hours (including in-class activities and
individual self-study).
This unit does not include a Work Integrated Learning (WIL) component.

1.4 Development of Course Learning Outcomes and Graduate Attributes

This unit develops the learning required to deliver the following Course Learning Outcomes:
 [CLO1] Broad and coherent knowledge of a range of business and related disciplines
including accounting, project management, economics, statistics, general management, and
marketing.

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 [CLO5] Communication skills to work effectively with people and teams and to present clear
and coherent information in business, professional and academic formats.
 [CLO6] Through the resolution of problems and decision making in a range of business and
related disciplines including accounting, project management, economics, statistics, general
management, and marketing.
 [CLO7] Through the identification, implementation, and evaluation of innovative and
professional business practice.
 [CLO8] With responsibility and accountability for their own learning and professional
practice and ethical standards, and in collaboration with others within a business or industry
environment.

Successful completion of this unit also contributes specifically to development of the following APIC
Graduate Attributes:
 GA1: Collaborator. Works constructively with others in the creation of a shared goal,
product or outcome.
 GA6: Leader. Directs and motivates individuals and teams.
 GA8: Manager of Change. Develops and directs processes to support the adoption of the
changes required by a project or initiative.
 GA10: Resilient and Adaptable. Adjusts quickly and positively to new conditions and/or
circumstances.

1.5 Schedule of Teaching and Learning Activities

Week Topic Scheduled Teaching and Learning Activities


1 Introduction to Introduction of core module concepts & overview of coursework
Leadership and assignments
- Introduction to course aims, objectives, target competencies,
learning strategies, resources available, timetable and
deliverables, assessment methods and related briefings
- Briefing on how to conduct each phase and the entire unit of
study
- Tutorial 1: Forming the work teams and working on the first
group assignment
- Reading: Specified reading on OLS
2 Types of Examining a range of leadership theories and the type of
Leadership – organisational environment they produce
Traits, Styles, - Tutorial 2: case study based on the current leadership
Patterns
challenges
- Reading: Specified reading on OLS
3 Groups and How to design and lead high performance teams, and identify and
Teamwork cope with problematic group-related behaviours
- Quiz
- Tutorial 3: Review of theoretical concepts relevant to group
Research project and presentation.
- Reading: Specified reading on OLS

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Week Topic Scheduled Teaching and Learning Activities
4 Leadership Ethics Moral development, character formation and the six stages of
ethical behaviour
- Tutorial 4: Analysing a case leader (Australia based)
- Provide feedback on draft assignment 1
- Reading: Specified reading on OLS
5 Diversity and How to enable and manage diversity (gender, race, sexuality),
Multi-Cultured overviewing its benefits and challenges
Teams - Tutorial 5: Provide feedback on draft assignment 1
- Reading: Specified reading on OLS
6 Understanding Overview of the different types of organisational change and the
Change various psychological responses to them
- Tutorial 6: Provide feedback on draft assignment 1
- Reading: Specified reading on OLS
7 Leading Change How to lead a transformational organisational program
- Tutorial 7: Provide feedback on final draft assignment 1
- Preparation for Submission of Group Research Project and
Presentation
- Reading: Specified reading on OLS
8 Power and Politics The different types of organisational power and how they are
employed in organisational politics
- Tutorial 8: Analysis of few case leaders in the context of
power and leadership
- Review of theoretical concepts related to assignment 2
- Provide feedback on draft assignment 2
- Reading: Specified reading on OLS
9 Governance and Overviewing the role of governance across multiple types of
Management organisational forms
- Provide feedback on draft assignment 2
- Reading: Specified reading on OLS
10 Corporate Social Overviewing the role of governance in leading and managing
Responsibility corporate social responsibility
- Provide feedback on draft assignment 2
- Reading: Specified reading on OLS
11 Corporate The role of the chairman of the board and culture in governance
Governance - Provide feedback on final draft assignment 2
- Prepare for presentation of assignment 2
12 Case Study Global Procurement: Case studies on various multinational
contractors

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Week Topic Scheduled Teaching and Learning Activities
13 Case Study Reviewing the Case Study assignment before submission and
Review & facilitating the preparation of students’ presentations
Presentation - Prepare for presentation of assignment 2
Preparation
- Provide feedback on final draft of assignment 2

1.6 Key dates

The Semester Key dates can be assessed at http://apicollege.edu.au/courses/calendar/

1.7 Student Feedback and Continuous Improvement

APIC is committed to the principle of continuous improvement, and seeks feedback from students
to assist APIC in providing the best possible teaching and learning experience.
As a result of feedback received from students via APIC’s Student Evaluation Questionnaire (SEQ),
implemented at the end of each teaching period, the following changes have been made to this unit:
N/A

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2. Learning Resources

2.1 Prescribed and Recommended Readings

2.1.1 Prescribed

Manning, G. and Curtis, C. (2015). The Art of Leadership. McGraw Hill, New York.

2.1.2 Recommended

Textbook(s)
Tricker, R. I. (2015). Corporate Governance, Third Edition, Oxford University Press.

Journal Articles
WHITE PAPER on Corporate Governance and Leadership (2013), 1st International Forum of The
Council on Business and Society

2.1.3 Access to Library Resources

Library opening hours are as follows:

Melbourne Sydney

Monday – Friday: 9:00am to 9:00pm Monday – Friday: 9:00am to 5:00pm


Saturday: Closed Saturday: Closed
Sunday: Closed Sunday: Closed
Public holidays: Closed Public holidays: Closed

E-library (ProQuest) resources are accessible 24/7 via the OLS.

2.2 Additional Resources Required

N/A

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3. Assessment Information

3.1 Assessment Overview

The assessment in this Unit has 4 components as listed below:

Task Assessment Tasks and Description ULO Weighting

Due Week 2 Quiz Short quiz on the general 10%


theories of leadership presented
in Weeks 1 -2

Due Week 7 Critical review Explaining the practices of a [ULO1], 40%


leader / organisation though the [ULO4],
theoretical lenses presented in [ULO7]
the module

Due Week 12 Case study Using theories of leadership and [ULO1], 30%
governance to critique a relevant [ULO3],
case study [ULO4],
[ULO5],
[ULO6],
[ULO7]

Due Week 13 Presentation Presenting the conclusion of the [ULO1], 20%


case study critique [ULO2],
[ULO3],
[ULO4],
[ULO7]

Full details of all assessment tasks for this unit of study (including detailed marking criteria) can
be found in Appendix A of this document.

3.2 Assessment Principles and Practice

The following principles and practice inform the design, development and implementation of
assessment at APIC:
 Assessment is fair and valid;
 Assessment is marked against clearly-defined criteria;
 Assessment processes provide timely feedback to students to improve their understanding
and subsequent performance;
 Assessment is designed to the appropriate level for the course;
 Assessment provides opportunities for students to apply and demonstrate their learning in
a variety of ways, including both individually and working in groups.

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Group assignments provide a platform of authentic assessment that highlights best practice and
enhances the development of collaborative skills. The assessment focus is around the process of
working in groups for purposes including:
 Collaboration and cooperation;
 Analysis of the task for the purpose of assigning responsibility for its components;
 Incorporating elements of leadership, teamwork, delegation and coordination;
 Preparation and presentation of group reports, which may be supplemented by individual
component reports;
 Understanding and evaluating the challenges that arise in collaborative work, and
formulating techniques to manage them.
Students are expected to undertake all assessment with due regard to the APIC Academic Integrity
Policy (see Section 4, Policies).

3.3 Submitting assessments

All written assessments are to be submitted via the Unit site on the Online Learning System (OLS)
by the due date and time given in the Assessment Overview. Unit lecturers will provide instructions
and in-class demonstration of the submission process prior to the due date for the first assessment
in the Unit. Students who experience technical issues when attempting to submit their assignment
via the OLS should immediately contact technical support or the website for assistance (see Section
5.2, Technical Support).
Vivas, examinations and presentations must be attended as scheduled, unless by prior arrangement
due to exceptional circumstances (see Section 4, Policies). Non-attendance at a scheduled
assessment may result in a Fail grade for the assessment piece, and may impact students’ overall
grade in the Unit.

3.4 Late submission of assessments

Written assessments that are submitted after the due date and time published in this Unit of Study
Guide will receive a penalty of 10% of the maximum available mark per working day. Exceptions to
this will only be granted where a student has requested and been granted an extension to the
assignment due date in advance, or where an application for Special Consideration has been granted
(see Section 4, Policies).

3.5 Receiving marks for assessments

Students will normally be notified of marks for individual assignments via the OLS. All student results
for an individual assessment item will be released concurrently.
Marks will normally be returned within two weeks of the assessment being submitted. Students will
be notified if there is to be a delay to the release of marks for an assignment.

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3.6 Changes to assessments

Other than in exceptional circumstances, no changes should be made to the assessment profile
published in this Unit of Study Guide after the end of Week 1 in any teaching period. If after this
time it becomes necessary to make changes to an assessment, any modifications must be:
 made in consultation with students;
 communicated to all students in writing by the Unit Coordinator; and
 approved by the Dean.

3.7 Assessment moderation

Pre- and post-assessment moderation is a quality assurance process for ensuring appropriate
assessment and the consistent marking and grading of student work. APIC does not define the
proportion of marks and/ or grades that lie within pre-determined bands.
Moderation may occur:
 before marking individual assessment tasks (pre-assessment) to ensure markers have a
shared understanding of the relevant criteria and standards; and
 after marking individual assessment tasks and before the release of marks to students (post-
assessment) to ensure markers have applied the relevant criteria and standards
consistently.

3.8 Appeals against assignment marks

Appeals against the mark(s) awarded for an assessment task will only be considered on the grounds
that:
 a Unit of Study Guide was not provided for the unit;
 the assessment requirements as specified in the Unit of Study Guide were varied without
the approval of the Dean and without written notification to students;
 assessment requirements specified in the Unit of Study Guide were unreasonably or
prejudicially applied to the student;
 the student believes that a clerical error has occurred in the computation of the mark; or
 due regard has not been paid to an approved application for Special Consideration.
Requests for re-marking must be made in writing to the Unit Coordinator within 2 weeks of the
results for the assignment being released.
The assignment will be re-marked by an academic staff member other than the person who did the
original marking. Re-marking may result in the original mark being confirmed, or the student being
awarded a higher or lower mark than originally awarded.
Results of re-marking are final and may not be appealed (see Section 4, Policies).

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4. Policies

4.1 Academic Integrity and Professional Standards

Plagiarism is the inclusion of another person’s work within your submission without
acknowledgment or permission. While limited amounts of information and concepts expressed by
others may be included as part of your work, each inclusion must be identified by appropriate
referencing and acknowledgement to the original author. Plagiarism is regarded as a form of
cheating. The penalties associated with misconduct are severe, and plagiarism may result in failure
or variation of grade in the Unit.
All APIC students must familiarise themselves with the APIC Academic Integrity Policy, which can be
accessed here: http://www.apicollege.edu.au/policies/ACADEMIC_INTEGRITY_POLICY.pdf.

4.2 Other Relevant Policies, Procedures and Forms

The following documents contain important information relevant to all aspects of studying at APIC:
Policies:
 Assessment Policy
 Academic Progress Policy
 Attendance Policy
 Examination Policy
 Recognition of Prior Learning Policy
 Student Code of Conduct
 Student Grievance and Appeals Policy
 APIC General Regulations
Forms:
 Application for Special Consideration
 Application to Reduce Study Load or Overload

All APIC students are expected to familiarise themselves with these documents as part of their
rights and responsibilities as an APIC student.

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5. Student Support

5.1 Academic and Learning Support

Students’ first point of contact for academic support is their tutor or lecturer. Contact details for
relevant staff are provided in the Unit Overview, Section 1 of this Unit of Study Guide.
Students will be advised in class of the consultation hours for this Unit and the best means for
contacting individual teaching staff.
APIC also provides a range of workshops and tutorials to support students with study skills, academic
writing and English language learning. These services are open to all APIC students free of charge.
Students may access these services either by referral from a lecturer or tutor, or by speaking directly
to a member of staff at their campus reception desk.

5.2 Technical Support

APIC provides a 24/7/365 OLS technical support service to its staff and students. To access this
service please call 1800 092 652 and select option 1 for students.
The technical team will take a step-by-step approach to resolve queries, and will automatically
escalate unresolved tickets to a local APIC OLS administrator.
We aim to resolve any technical issue within 48 hours of the issue being reported.

5.3 Student Services Support

Students who feel overwhelmed by their studies or living in a new country are strongly encouraged
to make an appointment to see the Welfare and Engagement Officer at their campus. APIC’s Welfare
and Engagement Service provides free confidential support and personalised assistance to help
students to manage their personal issues and help develop strategies to concentrate on their studies
and get more out of their APIC experience.
APIC’s Student Services team can be contacted at studentservices@apicollege.edu.au, or by
speaking to a member of staff at the campus reception desk.
All student application forms can be accessed from http://apicollege.edu.au/current-
students/forms/.

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APPENDIX A - Assessment Information

Assignment 1: Critical review

Due date: Week 7

Group/individual: Individual assignment

Word count: 2000 - 3000

Weighting: 40%

Unit learning outcomes: [ULO1], [ULO4], [ULO7]

Course Learning Outcomes: [CLO1], [CLO6], [CLO7]

Graduate Attributes: GA8, GA10

Assignment Details:
1: Introduction: Introduce a leader of your choice, explaining why he/she is of interest to you
2: Literature Review: Review the theories of leadership, teamwork, ethics, diversity and change
presented throughout the module. Deepen the review with references to academic research
(appropriate readings).
3: Critical Study: Use these theories to analyse the leader of your choice. Use academic research
and popular media to provide evidence regarding how well the chosen leader does or does not
follow the theoretical ideas presented in the review section.
4: Conclusion: Conclude with a critical description of the leader, outlining his/her strengths and
weaknesses, and suggestions on how he/she might improve his/her leadership.

Marking Criteria:
Assessment Level of Attainment Mark
attributes Obtained
Fail Pass Credit Distinction High
Distinction
Demonstrate Inadequate Basic Exhibits breadth Exhibits Displays
an understanding knowledge and depth of accurate and exceptional
understanding of the of the understanding detailed ability in and
of the interconnecte interconnect of the breadth understandi
interconnecte dness edness interconnected and depth ng of the
dness between between ness between understanding interconnect
between leadership leadership leadership of the edness
leadership styles and styles and styles and interconnected between
styles and governance governance governance ness between leadership
governance models models models applied leadership styles and
models applied in applied in in present day styles and governance
applied in present day present day organisations governance models
present day organisations models applied applied in

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organisations organisation in present day present day
(30%) s organisations organisation
s
Assess the Inadequate Basic Exhibits breadth Exhibits Displays
importance of assessment of knowledge and depth of accurate and exceptional
ethics, the of assessing understanding detailed ability in and
diversity and importance of the of assessing the breadth understandi
politics to ethics, importance importance of and depth of ng of
effective diversity and of ethics, ethics, diversity understanding assessing
leadership politics to diversity and and politics to of assessing the the
(30%) effective politics to effective importance of importance
leadership effective leadership ethics, diversity of ethics,
leadership and politics to diversity and
effective politics to
leadership effective
leadership
Demonstrate Inadequate Basic Exhibits breadth Exhibits Displays
an understanding knowledge and depth of accurate and exceptional
understanding of the of the understanding detailed ability in and
of the perspectives perspectives of the breadth understandi
perspectives of different of different perspectives of and depth of ng of the
of different stakeholders stakeholders different understanding perspectives
stakeholders in a corporate: in a stakeholders in of the of different
in a corporate: employees, corporate: a corporate: perspectives of stakeholders
employees, owners, employees, employees, different in a
owners, managers, owners, owners, stakeholders in corporate:
managers, sustainability managers, managers, a corporate: employees,
sustainability and society sustainabilit sustainability employees, owners,
and society y and society and society owners, managers,
(40%) managers, sustainabilit
sustainability y and society
and society

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Assignment 2: Case study

Due date: Week 12

Group/individual: Group assignment

Word count: 2000 - 3000

Weighting: 30%

Unit learning outcomes: [ULO1], [ULO3], [ULO4], [ULO5], [ULO6], [ULO7]

Course Learning Outcomes: [CLO1], [CLO5], [CLO6], [CLO7], [CLO8]

Graduate Attributes: GA1, GA6, GA8, GA10

Assignment Details:
Case Study: CEO: power, accountability and transparency.
Source: White Paper on Corporate Governance and Leadership, 1st International Forum, Paris of
The Council on Business and Society
The purpose of this assignment is to combine the theories of leadership presented in the first half
of the course with concepts of power, politics, corporate social responsibility and governance
presented during the second half of the course.
1: The case study details some bad behaviour from CEOs that leads them to being singled out as
villains who steal from the company or shirk their responsibilities. Using ideas about ethics and
good governance, explain how a board of governors might prevent such bad behaviour in the
CEO?
2: The case study argues that the CEO is the focal point in a company’s governance - the ultimate
decision maker responsible before all stakeholders. Explain, in detail and supported by theories
from the module, how a high performing CEO should be leading by example.
3: The case study suggests that CEOs must leverage the loyalty of their employees and help them
feel they belong. Examine how he might achieve that through some or all of the following
concepts: organisational climate, organisational community, teamwork, diversity, flexibility,
organisational culture and/or organisational change.

Marking Criteria:
Assessment Level of Attainment Mark
attributes Obtained
Fail Pass Credit Distinction High
Distinction
Demonstrate Inadequate Basic Exhibits breadth Exhibits Displays
an understanding knowledge and depth of accurate and exceptional
understanding of the of the understanding detailed ability in and
of the interconnecte interconnect of the breadth understandi
interconnecte dness edness interconnected ng of the

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dness between between ness between and depth of interconnect
between leadership leadership leadership understanding edness
leadership styles and styles and styles and of the between
styles and governance governance governance interconnected leadership
governance models models models applied ness between styles and
models applied in applied in in present day leadership governance
applied in present day present day organisations styles and models
present day organisations organisation governance applied in
organisations s models applied present day
(15%) in present day organisation
organisations s
Interpret how Inadequate Basic Exhibits breadth Exhibits Displays
networked interpretation knowledge and depth of accurate and exceptional
organisations of how of understanding detailed ability in and
can be networked interpretatio of breadth understandi
effectively organisations n of how interpretation and depth of ng of
managed by can be networked of how understanding interpretatio
leaders (15%) effectively organisation networked of n of how
managed by s can be organisations interpretation networked
leaders effectively can be of how organisation
managed by effectively networked s can be
leaders managed by organisations effectively
leaders can be managed by
effectively leaders
managed by
leaders
Assess the Inadequate Basic Exhibits breadth Exhibits Displays
importance of assessment of knowledge and depth of accurate and exceptional
ethics, the of assessing understanding detailed ability in and
diversity and importance of the of assessing the breadth understandi
politics to ethics, importance importance of and depth of ng of
effective diversity and of ethics, ethics, diversity understanding assessing
leadership politics to diversity and and politics to of assessing the the
(20%) effective politics to effective importance of importance
leadership effective leadership ethics, diversity of ethics,
leadership and politics to diversity and
effective politics to
leadership effective
leadership
Monitor Inadequate Basic Exhibits breadth Exhibits Displays
performance knowledge of knowledge and depth of accurate and exceptional
and evaluate monitoring of understanding detailed ability in and
corporate performance monitoring of monitoring breadth understandi
direction and performance performance and depth of ng of
(15%) evaluation and and evaluation understanding monitoring
corporate evaluation corporate of monitoring performance
direction corporate direction performance and
direction and evaluation evaluation
corporate corporate
direction direction
Use audits for Inadequate Basic Exhibits breadth Exhibits Displays
organisational knowledge of knowledge and depth of accurate and exceptional
compliance using audits of using understanding detailed ability in and
and risk for audits for of using audits breadth understandi
management organisational organisation for and depth of ng of using
(15%) compliance al organisational understanding audits for
compliance compliance and of using audits organisation

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and risk and risk risk for al
management managemen management organisational compliance
t compliance and risk
and risk managemen
management t
Demonstrate Inadequate Basic Exhibits breadth Exhibits Displays
an understanding knowledge and depth of accurate and exceptional
understanding of the of the understanding detailed ability in and
of the perspectives perspectives of the breadth understandi
perspectives of different of different perspectives of and depth of ng of the
of different stakeholders stakeholders different understanding perspectives
stakeholders in a corporate: in a stakeholders in of the of different
in a corporate: employees, corporate: a corporate: perspectives of stakeholders
employees, owners, employees, employees, different in a
owners, managers, owners, owners, stakeholders in corporate:
managers, sustainability managers, managers, a corporate: employees,
sustainability and society sustainabilit sustainability employees, owners,
and society y and society and society owners, managers,
(20%) managers, sustainabilit
sustainability y and society
and society

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Assignment 3: Presentation

Due date: Week 13

Group/individual: Group assignment

Word count: N/A

Weighting: 20%

Unit learning outcomes: [ULO1], [ULO2], [ULO3], [ULO4], [ULO7]

Course Learning Outcomes: [CLO1], [CLO5], [CLO7], [CLO8]

Graduate Attributes: GA1, GA6, GA8

Assignment Details:
Students present the case study conclusions.

Marking Criteria:
Assessment Level of Attainment Mark
attributes Obtained
Fail Pass Credit Distinction High
Distinction
Demonstrate Inadequate Basic Exhibits Exhibits Displays
an understanding knowledge breadth and accurate and exceptional
understanding of the of the depth of detailed ability in and
of the interconnecte interconnect understanding breadth understanding
interconnecte dness edness of the and depth of of the
dness between between interconnecte understandin interconnected
between leadership leadership dness g of the ness between
leadership styles and styles and between interconnecte leadership
styles and governance governance leadership dness styles and
governance models models styles and between governance
models applied in applied in governance leadership models applied
applied in present day present day models styles and in present day
present day organisations organisation applied in governance organisations
organisations s present day models
(20%) organisations applied in
present day
organisations
Develop self- Inadequate Basic Exhibits Exhibits Displays
reflection knowledge of knowledge breadth and accurate and exceptional
about one’s developing of depth of detailed ability in and
own preferred self-reflection developmen understanding breadth understanding
style of about one’s t of self- of and depth of of development
leadership, own preferred reflection development understandin of self-reflection
the ensuing style of about one’s of self- g of about one’s
impact and leadership, own reflection development own preferred

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effectiveness the ensuing preferred about one’s of self- style of
(20%) impact and style of own preferred reflection leadership, the
effectiveness leadership, style of about one’s ensuing impact
the ensuing leadership, own and
impact and the ensuing preferred effectiveness
effectivenes impact and style of
s effectiveness leadership,
the ensuing
impact and
effectiveness
Interpret how Inadequate Basic Exhibits Exhibits Displays
networked interpretation knowledge breadth and accurate and exceptional
organisations of how of depth of detailed ability in and
can be networked interpreting understanding breadth understanding
effectively organisations how of and depth of of
managed by can be networked interpretation understandin interpretation
leaders (20%) effectively organisation of how g of of how
managed by s can be networked interpretatio networked
leaders effectively organisations n of how organisations
managed by can be networked can be
leaders effectively organisations effectively
managed by can be managed by
leaders effectively leaders
managed by
leaders
Assess the Inadequate Basic Exhibits Exhibits Displays
importance of knowledge of knowledge breadth and accurate and exceptional
ethics, assessing the of assessing depth of detailed ability in and
diversity and importance of the understanding breadth understanding
politics to ethics, importance of assessing and depth of of assessing the
effective diversity and of ethics, the understandin importance of
leadership politics to diversity and importance of g of assessing ethics, diversity
(20%) effective politics to ethics, the and politics to
leadership effective diversity and importance effective
leadership politics to of ethics, leadership
effective diversity and
leadership politics to
effective
leadership
Demonstrate Inadequate Basic Exhibits Exhibits Displays
an understanding knowledge breadth and accurate and exceptional
understanding of the of the depth of detailed ability in and
of the perspectives perspectives understanding breadth understanding
perspectives of different of different of the and depth of of the
of different stakeholders stakeholders perspectives understandin perspectives of
stakeholders in a corporate: in a of different g of the different
in a corporate: employees, corporate: stakeholders perspectives stakeholders in
employees, owners, employees, in a corporate: of different a corporate:
owners, managers, owners, employees, stakeholders employees,
managers, sustainability managers, owners, in a owners,
sustainability and society sustainabilit managers, corporate: managers,
and society y and society sustainability employees, sustainability
(20%) and society owners, and society
managers,
sustainability
and society

Unit of Study Guide: SBM3202, 25/01/2018 12:12:00 PM Page 18


APPENDIX B: Unit Moderation Status

UNIT: Leadership & Governance

UNIT CODE: SBM3202

UNIT COORDINATOR:

UNIT MODERATOR:

I have read the Unit of Study Guide for the above-named Unit and consulted with the Unit
Coordinator on amendment, and in my opinion:

a) information presented in the Schedule of Teaching and Learning Activities is consistent


with the current version of the Unit of Study Guide;
b) the chosen educational strategies are appropriate for the aims and objectives of the
Unit;
c) the assessment tasks are consistent with the Unit of Study Guide;
d) the assessment tasks are for the aims & objectives of the Unit.

Signed: Date:

Moderator

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