Presenting Recommendations [Business Report – 5000 Words]
This assignment is designed to get you to think more deeply about Part 3 of how you might solve the overall management challenge and why your chosen approach could be the “best way.” Your goal in A1 (Part 1) was to analyse what the FFCRC does as an R&D organisation, and the goal of A2 (Part 2) was to analyse a particular energy product created by Engie Energy Resources (listed below). In A3 (Part 3), you will bring what you have learned in A1 and A2 together to design a business model / roadmap for FFCRC to present to Engie Energy Resources about how they could work together to commercialise that product for three business sectors.
Overall management challenge: The FFCRC, as an R&D organization, helps energy businesses design solutions to technical & management problems. In this instance, the FFCRC is trying to help Engie Energy Resources design a business plan (roadmap) to commercialise the technical products they have created at the REIDS-SPORE Demonstration project.
Requirements for the assignment:
Your group will be required to demonstrate a thorough understanding of the relevant theory and application of that theory in a way that creates a business report that the partner organization can act upon. You will also be required to create and present a 6-minute video of your findings.
The group report:
- Negotiate with your group members to reach a common understanding of the management challenge. Re-state the problem in the context of your chosen management perspective as a research question.
You may have to do some research on ‘how best to formulate a research question.’
- Write a report justifying why your research approach to solving the management challenges should be adopted.
- This assignment is about taking the learning experiences from the 1st and 2nd assignments and developing a focused set of practical recommendations for the PO.
- It is required to make consistent arguments from an environmental analysis and organizational design/process as well as suggestions of action plan/implementation.
- Subsequently, there should not be much overlap from previous assignments in getting your group members’ ideas together and in consolidating persuasive arguments.
- Here, while not losing sight of the interconnected nature of managerial issues, you should pick a specific area to focus on (e.g. environment (competitors?) HRM (training?) ethics? (etc) that is relevant in offering solutions to management challenges.
- Depending on your focus, you may wish to continue to conduct both external and/or internal environment research involving critically analyzing and synthesizing business information.
Your analysis should be broad but more importantly deep for your focus area. Once you have collected the information, you have to critically analyze it.
- Make recommendations to management about how to solve the management challenges that have a rigorous, contemporary theoretical, and empirical basis.
Conclusions and recommendations are to be supported by evidence.
Recommendations must include a practical implementation plan
Recommendations should also identify risks associated with the adoption
Recommendations must also include an evaluation plan for your solution. - Use a business report format.
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Local Tutor: Rodney Goon
BUSM 4547 – Management In Practice
Bachelor Of Business (Management)
Engie – Recommendations
Jan 2021
1
ENGIE Provides Low-Carbon Energy & Services.
To Tackle The Climate Emergency & Their Aim Is To Become The World Leader In The Zero-Carbon Energy Transition “As A Service” For Clients – In Particular For Companies & Regional Authorities.
Their Expertise In Key Business Areas (Renewables, Gas, Services) To Provide Competitive & Bespoke (Customized) Solutions.
Although More Organizations Than Ever Are Committing To Setting Sustainability Goals, There’s A Gap Between Those Commitments & Progress, Which Isn’t Happening Fast Enough.
The Problem Is That Most Organizations DO NOT KNOW Where To START To Meet Their Objectives.
The Management Challenge
(Customized Solutions)
Environment
HRM
Ethics
Competition
Creativity
Building Skills
Training
Staffing
Leadership
Conflict & Trust
Sustainable Development
Corporate Social Responsibility
Managerial Issues
Managerial Issues That Is Relevant In Offering Solutions To The Management Challenges.
Examples
“Focus On Engie Energy Resources For Assessments 03a & 03b”
Dr. Carol Bond
Smart Grids
Industry Energy Efficiency And
Smart Cities
“Engie’s Expertise In –
Is Reflected In The REIDS Project – A State-Of-The-Art, Multi-Fluid Microgrid Solution.
REIDS – Singapore Strength Is That They Are A Well-Funded R&D Unit Within Engie.
Their Weakness Is That They Have Focused So Much On Solving The Technical/Engineering Problems, They Are Having Trouble Connecting With Potential Customers For Their Products
RMIT Management Practitioners
Recommendations – Bespoke Solutions
Team Negotiated Selections
Managerial Issues
Engie’s Expertise
Smart Grids
Industry Energy Efficiency
Smart Cities
Environment
HRM
Ethics
Team Selections
Recommendations – Bespoke Solutions
Do NOT Proposed A GENERIC Set Of Recommendations.
RMIT Management Practitioners – Recommendations
Recommendations Have To Be Specific & A Direct Correlation To BOTH Your Chosen Management Issue(s) & The ENGIE Expertise – For Servicing Their Industry Clients.
Preparing A3
Dr Carol Bond / Course Coordinator
Management in Practice
Instructions
To create em dash above headline
Same size and weight as the headline and set using a soft return.
PC: Em dash (—): Alt+Ctrl+ – (minus)
Mac: Em dash (—): Shift+Alt/Option+hyphen
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RMIT University acknowledges the people of the Woi wurrung and Boon wurrung language groups of the eastern Kulin Nation on whose unceded lands we conduct the business of the University.
RMIT University respectfully acknowledges their Ancestors and Elders, past and present. RMIT also acknowledges the Traditional Custodians and their Ancestors of the lands and waters across Australia where we conduct our business.
Ngarara Place
Above is RMIT’s acknowlegdment of country.
We strongly encourge you to write your own personalised acknowledgement of country.
Please also feel free to use an image which relates to your acknowledgement
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Objectives of this presentation
Explain how A1 & A2 articulate into the A3 task
Give concrete suggestions on how to compose the A3 report and prepare the Pechu Kucha presentation
Clarify what the FFCRC is (R&D organisation) and how it works with major energy providers (e.g., Engie)
A1
A2
A3
Overall management challenge:
Design a business model / roadmap for FFCRC to present to Engie with a recommendation about how to commercialise one of the products in development at REIDS-SPORE.
Strategic analysis of FFCRC
Market & Social analysis of Engie products
Recommend how FFCRC could help Engie commercialise products
Reviewing A1
Build out a SWOT analysis of the FFCRC using multiple theories to add depth and complexity.
Possible topics covered included:
Articulating the benefits of switching from fossil fuel generated energy to lower carbon forms of energy such as renewables (e.g., wind & solar) and hydrogen. Describe benefits for wider society as well as business opportunities for FFCRC
Describing the business risks or threats of failing to act on decarbonising various sectors of the economy. Also discuss how the FFCRC needs to respond to these threats by demonstrating R&D leadership in response to these threats.
Analyse how the FFCRC is well positioned to undertake R&D work owing to its strong partnership base, its governance structure, its stable funding base for 7 years, and the collective experience of the people in the partner organisations.
Discuss how the limited time-frame of the FFCRC (7 year life) means that they can only accomplish so much in a window of opportunity. They need to carefully curate their time and be very strategic about where they are making a contribution to the energy decarbonisation transition.
Make sure to include social impact factors – with both internal and external stakeholders as a significant consideration of which technical R&D projects to pursue and how
Reviewing A2
Build out a market analysis of the products being developed at REIDS-SPORE. Articulate technical and social considerations using multiple theories to add depth and complexity.
Possible topics covered included:
Identify which product from the REIDS-SPORE demonstration project you will analyse
Undertake a market analysis of this product by firstly reviewing the needs of the energy sector and articulating how this product would add value as a decarbonisation option. Make sure you use management theory and blend it with statistics to support your case.
Given the technology, and seeing that it will introduce change to established industry sectors and businesses, organisations that decide to use the REIDS-SPORE product will need to manage stakeholder responses both inside and outside their firm. Pick two of the following that might be used to assist: Ethics, CSR, Leadership, HRM.
Discuss how uptake of this particular REIDS-SPORE product might unfold – how would you sell it as a valuable business opportunity / game changer to a corporate board? Introduce the idea of how the FFCRC might assist.
Developing A3
Bringing A1 + A2 together
The task
With your group members, you need to determine:
Which product from REIDS-SPORE you are going to promote.
Which three business sectors might be candidates to which you could sell the product.
How could FFCRC (an R&D org) add value to ENGIE (a commercial org) by helping develop a business plan that includes
complementary technical expertise
help generate ideas about how to market the product within the chosen sector and
design a plan to address the resulting social issues of client firms
Make recommendations to the FFCRC about how they can partner with ENGIE
Use rigorous, contemporary, and theoretical rationale (e.g., academic evidence)
Articulate a practical implementation plan
Identify both benefits and risks of ENGIE product adoption
How do we organise our groups?
If you haven’t already formed a group …
Make sure you join a group in Week 9
Commit to meeting either online or in person 2 x a week for an hour in Weeks 9 – 12
Play to your own strengths
Take notes of your meetings – these discussions will form the draft of your report
Rules of group work:
Determine how you will communicate
Respect each other’s time
Consider other points of view
Do what you said you would do
The outputs
1. A 5000 word report is due on Monday, 12th April at 10 pm. The report should be presented as for a business but will have robust academic references, perhaps some statistical tables or charts, and make a solid recommendation for FFCRC to approach Engie.
2. You will record a Pechu Kucha presentation (20 slides x 20 seconds each) based on your report. The presentation should be on auto-forward so you don’t go over time. This is practice towards real-world ‘pitching’ ideas for businesses.
What kind of references do we use?
Type of reference Number
Academic journal articles 12-15
Industry or government reports 10-12
Websites or media 6-8
FAQ about FFCRC
Questions and feedback?
Does the FFCRC produce or distribute energy:
What is the benefit of the FFCRC collaborating with Engie?
Why should Engie partner with the FFCRC?
Does COVID alter the need for these energy products?
Regarding the hydrogen fuelled EVs, why should ASEAN countries pivot from lithium-ion batteries?
Regarding district cooling, there is a high up-front cost, why should companies or governments invest?
Regarding sustainable data centres, how can those centres maximise ‘first mover advantage’?
What happens if our group has ‘issues’?
Most groups can work out how to behave responsibly towards one another and have had plenty of practice in learning those skills over three years now
Groups with members who are either not communicating or not doing the work they said they would should reach out to BOTH their local lecturer and the course coordinator to trouble shoot
If you have a group member who is seriously absent throughout the process, be respectful, but also collect evidence of who has been doing which tasks so marks can be awarded appropriately. Please write to the course coordinator directly as there is a form which needs to be filled out so a dispute resolution process – fair to all sides – can be applied
Next Steps…
Attend class for Week 9 & 10 – make sure you join a group as no individual work will be accepted
Review feedback on A1 – thoughtfully review what you did correctly and where there was room for more detail and specificity
From 22 March, feedback on A2 will be available. Thoughtfully review your approach and, if relevant, how would you change your approach now.
Meet with your group at least 2 x week to discuss and execute the report and Pechu Kucha. Everyone needs to contribute to both. Submit on 12th April by 10 pm SGP
Final note …
The top performing 5 teams will have an opportunity for their work to be reviewed, personally, by the FFCRC. Feedback will be provided.
Within that feedback, there may be an opportunity to discuss a business internship and / or a scholarship for a PhD at RMIT sponsored by the FFCRC.
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Local Tutor: Rodney Goon
BUSM 4547 – Management In Practice
Bachelor Of Business (Management)
Assessment 03a/Group Report
Assessment 03b/Video Making & Presentation
Jan 2021
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Future Fuels Cooperative Research Centre (FFCRC) Is The Industry Focussed Research, Development & Demonstration (RD&D) Partnership Enabling The Decarbonisation Of Australia’s Energy Networks.
“Focus On Engie Energy Resources For Assessments 03a & 03b”
Dr. Carol Bond
“Engie’s Expertise In –
Smart Grids,
Industry Energy Efficiency And
Smart Cities
Is Reflected In The REIDS Project – A State-Of-The-Art, Multi-Fluid Microgrid Solution.
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BUSM 4547 – Assessment 03a & 03b (Video Making & Presenting Recommendations)
Assessment: 03a Group Report
Assessment: 03b Video Making Presentation
Due Date
Video Presentation
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Due Date: Mon, April 12th 2021
Assignment 03a: Group Report – 30%
Making & Presenting Recommendations (Applying)
Due Time: By 10pm (Local Time)
Place: On-Line RMIT Canvas
Format: Report
Length: 5,000 Words (Max), 1.5 Line Spaced, 12 Point Times New Roman.
Note: The Word Count Does Not Include References Or Appendices
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The Management Challenge
ENGIE Is In The Energy Business But Is Changing The Commercial Model From Contributing To Green House Gas Emissions Using Fossil Fuels To A NEW Model Where Fossil Fuels Are NOT Used At All & Allowing Singapore To Meet Its 2050 Emissions Targets. (Paris Climate Accord)
In Order, For Technology To Be Commercially Viable, NEW Business Models Will Be NEEDED In Order To Make This Happen.
Write A Business Report For ENGIE That Addresses The Brief.
Skills Of Critical Review,
Analysis,
Consolidation,
Synthesis (Combination Of Ideas) & Presentation Of Knowledge In A Format That Is Appropriate For Submission To Senior Management For Consideration.
Assessment Is Designed To Assess Your:
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Demonstrate A Thorough Understanding Of The Relevant Theory & Application Of That Theory In A Way That Creates A Business Report That Engie Can Act Upon
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Assessment 03a Group Report -With Reference To Assignment 02 Management Theories.
Assessment 03b – Video Making & Presentation
Assessment 03a: Group Report -30% Assessment 03b: Video Making & Presentation – 20%
Making & Presenting Recommendations (Applying): Monday April 12th 2021
Draft
Submit
In-Class Discussion
Survey
Group Report & Video Presentation
Management & Analysis Of Environments
Assignment Submission
Attached A Cover Sheet & Signed (Download From RMIT CANVAS)
Firstly, Submit Into Turnitin To Check The Authenticity & Similarity
Attach The Turnitin Report To Your Assignment
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The Group Report (03a)
NEGOTIATE With Your Group Members To Reach A Common Understanding Of The Management Challenge.
Re-State The Problem In The Context Of Your Chosen Management Perspective As A Research Question.
Write A Report Justifying Why Your Research Approach To Solving The Management Challenges Should Be Adopted.
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The Management Challenge
ENGIE Is In The Energy Business But Is Changing The Commercial Model From Contributing To Green House Gas Emissions Using Fossil Fuels To A NEW Model Where Fossil Fuels Are NOT Used At All & Allowing Singapore To Meet Its 2050 Emissions Targets. (Paris Climate Accord)
In Order, For Technology To Be Commercially Viable, NEW Business Models Will Be NEEDED In Order To Make This Happen.
“What Business Model Is Required For ENGIE To Scale Up A Micro-Grid Project To Address The Energy Need Of Singapore Within The 2030 Emissions Reductions Targets”.
“Focus On Engie Energy Resources For Assessments 03a & 03b”
Dr. Carol Bond
Smart Grids,
Industry Energy Efficiency And
Smart Cities
“Engie’s Expertise In –
Is Reflected In The REIDS Project – A State-Of-The-Art, Multi-Fluid Microgrid Solution.
Although More Organizations Than Ever Are Committing To Setting Sustainability Goals, There’s A Gap Between Those Commitments & Progress, Which Isn’t Happening Fast Enough.
The Problem Is That Most Organizations DO NOT KNOW Where To Start To Meet Their Objectives.
Why It’s Urgent – Narrative
REIDS – Singapore Strength Is That They Are A Well-Funded R&D Unit Within Engie. Their Weakness Is That They Have Focused So Much On Solving The Technical/Engineering Problems, They Are Having Trouble Connecting With Potential Customers For Their Products
RMIT Management Practitioners
Assessment 03 – Central Idea
Team Negotiated Selections
Managerial Issues
Engie’s Expertise
Smart Grids
Industry Energy Efficiency
Smart Cities
Environment
HRM
Ethics
Team Selections
Recommendations
The Group Report (03a) – cont’d
Taking The Learning Experiences From The 1st & 2nd Assignments, Develop A Focused Set Of Practical Recommendations For ENGIE.
Make Consistent Arguments From Environmental Analysis & Organizational Design/Process As Well As Suggestions Of Action Plan/Implementation.
There Should NOT Be Much Of Overlaps From Previous Assignments Per Se, In Getting Your Group Members’ IDEA Together & In Consolidating Persuasive Arguments.
The Group Report (03a) – cont’d
Not Losing Sight Of The Interconnected Nature Of Managerial Issues, Pick A Specific Area To Focus On (e.g. Environment (Competitors?) HRM (Training?) Ethics? etc)
Environment
HRM
Ethics
Competition
Creativity
Building Skills
Training
Staffing
Leadership
Conflict & Trust
Sustainable Development
Corporate Social Responsibility
The Group Report (03a) – cont’d
That Is Relevant In Offering Solutions To Management Challenges. Examples
Depending On Your Focus, You May Wish To Continue To Conduct Both External And/Or Internal Environment Research Involving Critically Analysing & Synthesising (Combination Of Elements) Business Information.
The Group Report (03a) – cont’d
Option – If Necessary
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Link Between Macro-Environmental Forces & Industry
The Macro Analysis Refers To The Impact Of The PESTLE Factors On The Energy Research & Consultancy Industry
PESTLE
Energy Research & Consultancy
Option – If Necessary
21
The Group Report (03a) – cont’d
Your Analysis Should Be Broad But More Importantly Deep For Your Focus Area.
Once You Have Collected The Information, You Have To Critically Analyse It.
Option – If Necessary
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Make Recommendations To Management About How To Solve The Management Challenge That Have A Rigorous, Contemporary Theoretical & Empirical Basis (Observation & Experience).
Conclusions & Recommendations Are To Be Supported By Evidence.
Recommendations Must Include Practical Implementation Plan
Recommendations Should Also Identify Risks Associated With Adoption
Recommendations Must Also Include An Evaluation Plan For Your Solution.
Use A Business Report Format
The Group Report (03a) – cont’d
Management Theories & Applications
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Competitor Analysis Components
Building Skills
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Strategic Human Resource Management
Leadership
Skills Good Leaders Need
Leadership Styles
How Do You Manage Conflicts?
1. Accept Conflict. Remember That Conflict Is Natural & Happens In Every Ongoing Relationship.
2. Be A Calming Agent.
3. Listen Actively.
4. Analyse The Conflict.
5. Model Neutral Language.
6. Separate The Person From The Problem.
7. Work Together.
8. Agree To Disagree.
Mastering Conflict Management Skills
RMIT University©yyyy
School/Department/Area
36
Corporate Social Responsibility (CSR)
Make Recommendations To Management About How To Solve The Management Challenge That Have A Rigorous, Contemporary Theoretical & Empirical Basis (Observation & Experience).
Conclusions & Recommendations Are To Be Supported By Evidence.
Recommendations Must Include Practical Implementation Plan
Recommendations Should Also Identify Risks Associated With Adoption
Recommendations Must Also Include An EVALUATION PLAN For Your Solution.
Use A Business Report Format
The Group Report (03a) – cont’d
Evaluation Criteria
FOUR Qualifications:
Strategy Development In Practice Isn’t Always A Logical Or Even Rational Process.
The Implementation & Development Of Strategies Might Reveal Unanticipated Problems.
Consistency Between The Different Elements Of
A Strategy Is Essential.
Be Aware Of Conflicting Conclusions & The Need For Management Judgement.
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Evaluating Strategies
Figure 12.1 Evaluating strategies
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The SAFe Criteria & Techniques Of Evaluation
SUITABILITY – Does A Proposed Strategy Address The Key Opportunities & Threats An Organization Faces?
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Suitability
Does It Exploit The Opportunities In The Environment & Avoid The Threats?
Does It Capitalise On The Organisation’s Strengths & Avoid Or Remedy The Weaknesses?
SUITABILITY Is Concerned With Assessing Which Proposed Strategies Address The Key Opportunities & Threats An Organisation Faces.
It Is Concerned With The Overall Rationale Of The Strategy:
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Suitability Of Strategic Options In Relation To Strategic Position (2 Of 2)
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Some Examples Of Suitability (1 Of 2)
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Suitability
Acceptability
Risk;
Return;
Stakeholder Reactions.
There Are 3 Important Aspects To Acceptability:
ACCEPTABILITY Is Concerned With Whether The Expected Performance Outcomes Of A Proposed Strategy Meet The Expectations Of Stakeholders.
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Make Recommendations To Management About How To Solve The Management Challenge That Have A Rigorous, Contemporary Theoretical & Empirical Basis (Observation & Experience).
Conclusions & Recommendations Are To Be Supported By Evidence.
Recommendations Must Include Practical Implementation Plan
Recommendations Should Also Identify RISKS Associated With Adoption
Recommendations Must Also Include An Evaluation Plan For Your Solution.
Use A Business Report Format
The Group Report (03a) – cont’d
Financial Risk
Financial Risk Refers To The Possibility That The Organization May NOT Be Able To Meet The Key Financial Obligations Necessary For Survival.
Strategies Should Meet Acceptable Levels Of Financial Risk.
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FEASIBILITY Is Concerned With Whether A Strategy Could Work In Practice, i.e. Whether An Organisation Has The Capabilities To Deliver A Strategy.
Feasibility (1 Of 2)
Do The Resources & Competences Currently Exist To Implement The Strategy Effectively?
If NOT, Can They Be Obtained?
TWO Key Questions:
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Feasibility (2 Of 2)
NEED To Consider:
Financial Feasibility – Funding & Cash Flow.
People & Skills – Competences, Knowledge & Experience.
Integrating Resources – Obtaining & Integrating NEW Resources.
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People & Skills (1 Of 2)
THREE Questions Arise:
Do People In The Organisation Currently Have The Competences To Deliver A Proposed Strategy?
Are The Systems To Support Those People Fit For The Strategy?
If NOT, Can The Competences Be Obtained Or Developed?
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People & Skills (2 Of 2)
Critical Issues That Need To Be Considered:
Work Organisation – Will This Need To Change?
Rewards – Are The Incentives Appropriate?
Relationships – Will People Interact Differently?
Training & Development – Are Current Systems Appropriate?
Recruitment & Promotion – Are The Levels & Skills Of The Staff Appropriate?
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Make Recommendations To Management About How To Solve The Management Challenge That Have A Rigorous, Contemporary Theoretical & Empirical Basis (Observation & Experience).
Conclusions & Recommendations Are To Be Supported By Evidence.
Recommendations Must Include PRACTICAL IMPLEMENTATION PLAN
Recommendations Should Also Identify Risks Associated With Adoption
Recommendations Must Also Include An Evaluation Plan For Your Solution.
Use A Business Report Format
The Group Report (03a) – cont’d
People;
Finance;
Physical Resources;
Information;
Technology;
Resources Provided By Suppliers &Partners.
Integrating Resources
It Is Essential To Integrate Resources – Inside The Organisation & In The Wider Value System.
The Success Of A Strategy Depends On The Management Of Many Resource Areas, For Example:
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Figure 14.2 Types Of Change
Source: J. Balogun & V. Hope Hailey, Exploring Strategic Change, 3rd edition, Prentice Hall, 2007
Types Of Strategic Change
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Organizations Use BSCs To: Communicate What They Are Trying To Accomplish.
The Balanced Scorecard (BSC) Is A Strategic Planning & Management System.
Align The Day-To-Day Work That Everyone Is Doing With Strategy.
The Balanced Scorecard (BSC)
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The Four Perspectives Of The Balanced Scorecard
The Group Report (03a) – cont’d
Use A Business Report Format
The Group Report
As A Group, Write A 500-Word Response To The Feedback You Received In Your First TWO Assignments & What You Did In Reaction To That Feedback To Develop Your Group Assignment
(This Does Not Count Towards Your Total Word Count).
Draft This In The Appendix:
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Reference List – Academic References
Academic Papers From Peer Reviewed Academic Journals
Examples – Peer Reviewed Academic Journals
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Hollender, J. (2004) “ What Matters Most: Corporate Values & Social Responsibility”, California Management Review, Vol 46, Issue 4, pp 111-119
Examples – Peer Reviewed Academic Journal Articles
Rowley, T.J. & Moldoveanu, M. (2003) “When Will Stakeholder Act? An Interesting Identity-Based Model Of Stakeholder Group Mobilization”, Academy Of Management Review, Vol 28, Issue 2, pp 204-219
Sull D.N (2005) “Strategy As Active Waiting”, International Harvard Business Review, Vol 83, Issue 9, pp 120-130
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References From Books/Textbooks, Periodicals, Magazines, Newsprints, Websites, & Other Non-Academic Literature.
Reference List – Non-Academic Journal Articles
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Harvard Referencing
Citation – In The Report
1. The Risk Of New Entry Of Potential Competitors,
2. The Degree Of Rivalry Among Established Companies Within An Industry,
3. The Bargaining Power Of Buyers,
4. The Bargaining Power Of Suppliers, And
5. The Closeness Of Substitutes To An Industry’s Products.
Appendix – References List
Porter, M. E. (1979). “How Competitive Forces Shape Strategy.” Harvard Business Review 57(2): 137-145.
To Analyze Competitive Forces In An Industry Environment & In Order To Identify The Opportunities & Threats Confronting A Company, (Porter 1979) 5 Forces Model Is Used In The Analysis. This Model Focuses On Five Forces That Shape Competition Within An Industry:
Porters Argues That The Stronger Each Of These Forces, The More Limited Is The Ability Of Established Companies To Raise Prices & Earn Greater Profits.
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Diagrams, Tables, Statistics, Graphs, Pictures, Questionnaires, Drawings, Tabulations, Surveys, Data, etc. Must Be Inserted In The Appendix Page
Appendix Page
Assignment Submission
Attached A Cover Sheet & Signed (Download From RMIT CANVAS – (Modules/Course Resources)
Firstly, Submit Into Turnitin To Check The Authenticity & Similarity
Attach The Turnitin Report To Your Assignment
Cover Sheet
RMIT CANVAS – (Modules/Course Resources)
Assignment Submission: On-Line (Including Turnitin) Via RMIT CANVAS
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Attachment – Turnitin Report
ORIGINALITY REPORT
24% 2% 2% 20 %
Similarity Index Internet Sources Publications Papers Student Papers
Primary Sources
1
Submitted To RMIT University
1%
2
www.ge.com.usa
2%
3
Submitted To Curtin University
3%
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Similarity Index: <20% Penalty May Be Incurred; Exceeding 20% Similarity 72 73 Your Turnitin Score Shows 32%. There Is Evidence Of Plagiarism i.e. Not Acknowledging Source Of Information. You Lose 1% From Your Earned Grade Of (51) For Each Point Over The Allowable Of 20% Enforced By The University. You Are (12%) Over So Your Grade Has Been Adjusted To (44) Similarity Index: < 20% Penalty Will Be Incurred - Exceeding 20% Similarity Example: Similarity Index < 20% 73 My Advice Is This: Finish Your Assignment Early (Days Early, NOT Hours) & Submit It Well BEFORE The Due Date (April 12th). A Catastrophic Failure Of The System Aside, Claims Of System Slowness & Other Such Excuses Will NOT Be Accepted By RMIT As A Valid Reason For Being Late. Late Submissions Submission: Submit Assignment On-Line Via The RMIT CANVAS Lateness: Late Submission Will Be Penalized 10% Of The Marks For Each Day After The Due Date (April 12th ). No Assignment Will Be Accepted More Than 7 (Seven) Calendar Days Late Without Special Consideration 75 For Further Details Refer To The BUSM 4547 Assignment Guide BUSM3200 Assignment Guide 76 Marking Criteria – Assessment 03a (60%) Description Of Definition Problem Definition (9 Points) Breadth & Depth Of Research (12 Points) Recommendations (30 Marks) Report Structure & Academic Standards (9 Points) 77 Assessments Markers ALL Assignments Will Be Marked Jointly- By The Local Tutor & The RMIT Faculty Member. 79 80 Questions For want of an unasked question, knowledge dies. Knowledge is your lifeblood. There is an interesting paradox here: Dumb questions frequently open the mind to brilliant answers. Ask anyway. There is a 99 percent chance that, instead of looking stupid, you come off as courageous and curious enough to ask which seem simple or obvious. Most of us have stories about how the one question opened a whole new set of opportunities or made a muddy situation become perfectly clear. If we do not ask that one question, we risk passing up great opportunities for understanding and progressing in our business. ________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ 80 In-Class/On-Line Activities & Student Counselling Group Report, Video Making & Presenting Recommendations Don’t Postpone It First Point Of Contact: Your Local Lecturer Name: Rodney Goon e-mail: rodney.goon@rmit.edu.au Start Your e-mail Subject With “BUSM 4547” In The Subject Area Of Your e-mail Academic Enquiries The Following e-mail Guidelines In Order To Get Timely Answer To Your Questions. At The Beginning Of Your e-mail State Your Name: Student ID: Your Study Mode (Full Time Or Part Time): 83 Use ONLY The RMIT OUTLOOK e-Mail System For All Enquiries & Other Correspondence With The RMIT Faculty Staff & Local Tutor. e-Mail: rodney.goon@rmit.edu.au Search: RMIT Outlook Mail 83 84 NO REPLY/RESPONSE From RMIT Staff & Associates Will Be Forthcoming If You Use Your PRIVATE Or Other Institutions e-Mail Accounts. EXAMPLES In-Class/On-Line Activities & Student Counselling Group Report 03a Don’t Postpone It 86 Your Turnitin Score Shows 32%. There Is Evidence Of Plagiarism i.e. Not Acknowledging Source Of Information. You Lose 1% From Your Earned Grade Of (51) For Each Point Over The Allowable Of 20% Enforced By The University. You Are (12%) Over So Your Grade Has Been Adjusted To (44) Similarity Index: < 20% Penalty Will Be Incurred - Exceeding 20% Similarity Example: Similarity Index < 20% 86 87 Questions For want of an unasked question, knowledge dies. Knowledge is your lifeblood. There is an interesting paradox here: Dumb questions frequently open the mind to brilliant answers. Ask anyway. There is a 99 percent chance that, instead of looking stupid, you come off as courageous and curious enough to ask which seem simple or obvious. Most of us have stories about how the one question opened a whole new set of opportunities or made a muddy situation become perfectly clear. If we do not ask that one question, we risk passing up great opportunities for understanding and progressing in our business. ________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ 87 88 Local Tutor: Rodney Goon BUSM 4547 – Management In Practice Bachelor Of Business (Management) Assessment 03b – Video Making & Presenting Recommendations Jan 2021 88 Due Date: Sat, April 12th 2021 Assignment 03b: Video: Making & Presenting Recommendations – 20% Due Time: By 10pm (Local Time) Submission: Via RMIT Canvas Make A 6 Minutes Short Video 89 Assessment Requirements Create A High Quality 6 (Six) Minutes VIDEO Presentation About The Management Solutions All Group Members Must Take Part In Making/Presenting The Video (Save Video In mp4, avi, etc) Submit The Video (Via Canvas) For Grading This Format Ensures That The Speaker Is Concise, Keeps The Presentation Moving, & Gets Through All Of Their Content. A Pecha Kucha Presentation Is A Format That Uses 20 Slides Or Images That Are Displayed For 20 Seconds Each. The Slides Will Move Automatically As The Presenter Is Speaking. Put An END To LONG-WINDED Presentations With Pecha Kucha https://www.techrepublic.com/blog/microsoft-office/put-an-end-to-long-winded-presentations-with-pecha-kucha/ Recommendations Implementation Plan Risks Evaluation Plan Pecha Kucha Presentation (03b) Edit Pictures & Clips Engie Expertise Write Your Story Within Time Limits (6 Minutes) Gather Needed Pictures And/Or Video Clips The Management Challenge & Management Issues Storyboard – Craft The Pecha Kucha Presentation https://www.youtube.com/watch?v=0hUEkC0uGeg https://www.youtube.com/watch?v=gZJc8PB2DsQ https://www.youtube.com/watch?v=JlcDz4kLck8 https://www.youtube.com/watch?v=5df7XtyvDb4 What Makes A Great Pecha Kucha Presentation? Topic Simple Structure Beautiful Image It’s All About Attitude Practice …. But Not Too Much Epilogue: Sharing Is Caring Gardens By The Bay – Cloud Forest Dome Cloud Forest Theatre – Global Warming Video Marking Criteria – Assessment 03b (20%) Challenge & Solutions (16 Points) Structure & Flow (12 Points) Delivery & Presentation Using Video (12 Points) 98 Assessments Markers ALL Assignments Will Be Marked Jointly- By The Local Tutor & The RMIT Faculty Member. 100 101 Questions For want of an unasked question, knowledge dies. Knowledge is your lifeblood. There is an interesting paradox here: Dumb questions frequently open the mind to brilliant answers. Ask anyway. There is a 99 percent chance that, instead of looking stupid, you come off as courageous and curious enough to ask which seem simple or obvious. Most of us have stories about how the one question opened a whole new set of opportunities or made a muddy situation become perfectly clear. If we do not ask that one question, we risk passing up great opportunities for understanding and progressing in our business. ________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ 101 102 BUSM 4547 – Assessment 03a & 03b (Video Making & Presenting Recommendations) Assessment: 03a Group Report Assessment: 03b Video Making Presentation Due Date Video Presentation 102 Video Making & Presenting Recommendations – 03b Don’t Postpone It In-Class/On-Line Activities & Student Counselling Family name Given name Student number (1) (2) (3) (4) (5) (6) STUDENT/S DECLARATION AND STATEMENT OF AUTHORSHIP 1. I/we hold a copy of this work which can be produced if the original is lost/damaged. 2. This work is my/our original work and no part of it has been copied from any other student’s work or from any other source except where due acknowledgement is made. 3. No part of this work has been written for me/us by any other person except where such collaboration has been authorised by the lecturer/teacher concerned. 4. I/we have not previously submitted this work for this or any other course/unit. 5. I/we give permission for this work to be reproduced, communicated, compared and archived for the purpose of detecting plagiarism. 6. I/we give permission for a copy of my/our marked work to be retained by the school for review and comparison, including review by external examiners. I/we understand that: 7. Plagiarism is the presentation of the work, idea or creation of another person as though it is my/our own. It is a form of cheating and is a very serious academic offence that may lead to exclusion from the University. Plagiarised material can be drawn from, and presented in, written, graphic and visual form, including electronic data and oral presentations. Plagiarism occurs when the origin of the material used is not appropriately cited. 8. Plagiarism includes the act of assisting or allowing another person to plagiarise or to copy my/our work. Further information relating to the penalties for plagiarism, which range from a notation on your student file to expulsion from the University, is contained in Regulation 6.1.1 Student Discipline and the Plagiarism Policy which are available on the Policies and Procedures website at www.rmit.edu.au/policies. Copies of this form can be downloaded from the student forms web page at www.rmit.edu.au/students/forms. Cover sheet for submission of work for assessment 1111 page 1 of 1 Student signature/s (1) (2) (3) (4) (5) (6) I/we declare that I/we have read and understood the declaration and statement of authorship. Cover sheet for submission of work for assessment SCHOOL: Office use only School date stamp Program name Program code Course/unit name Course/unit code TAFE National Module Unit of Competency (UOC) name TAFE National Module Unit of Competency (UOC) ID Assignment no. Due date Name of lecturer/teacher Campus Class day/time Tutor/marker’s name