discuss and evaluate a range of selected management theories and concepts from management that managers and organisations can use to operates efficiently and effectively. Although this is a report based on the real world (case study), you are still required to use academic sources including the textbook and journal articles as well as use academic citation and referencing conventions. A good analysis (in the discussion section) will include consideration of the factors that support and constrain the management and/or organisation’s response to the ensuring efficient and effective operations.

Based on this case study, you are now required to identify, discuss and evaluate a range
of selected management theories and concepts from management that managers and
organisations can use to operates efficiently and effectively.
Although this is a report based on the real world (case study), you are still required to use
academic sources including the textbook and journal articles as well as use academic
citation and referencing conventions. A good analysis (in the discussion section) will
include consideration of the factors that support and constrain the management and/or
organisation’s response to the ensuring efficient and effective operations.

Attachments:BUMGT1501
Management Principles
ASSIGNMENTS
Semester 1, 2020
CRICOS Provider No. 00103D Page 2 of 10
Assignment Questions
Assessment task 1
Title: TEST
Due date: Tutorial session in Week 5 (please check date with your lecturer/tutor)
So far, this course has introduced you to what managers do, management theory and
contemporary context and issues that influence organisations and their managers.
This test with a mixture of question types would test you on the management concepts,
theories, terminology and application. More detail to be provided nearer the time.
Test duration: 1.5 hours (90 minutes)
Weighting/Value: 20%
Estimated return date: Three weeks after assignment submission
CRICOS Provider No. 00103D Page 3 of 10
Assessment Task 2: Case Study Report (30%)
Assessment task 2
Title: Report on Case Study
Due date: Week 10 (please check date with your lecturer/tutor)
Based on this case study, you are now required to identify, discuss and evaluate a range
of selected management theories and concepts from management that managers and
organisations can use to operates efficiently and effectively.
Although this is a report based on the real world (case study), you are still required to use
academic sources including the textbook and journal articles as well as use academic
citation and referencing conventions. A good analysis (in the discussion section) will
include consideration of the factors that support and constrain the management and/or
organisation’s response to the ensuring efficient and effective operations.
Details of task:
Read and analyse the *case study “Sharpstyle Salons” and answer the two
questions provided here. Present your answer in a report format. The report
should be 1500 words with appropriate APA referencing citing a minimum of four
academic references.
* the case study here provides background for this report
In your report you should consider the following:
Preliminaries: These are the title page, table of contents, and full executive summary.
Note that these are NOT included in the word count.
Introduction: This
• indicates the purpose of your report
• identifies the plan of the report.
Discussion: This is the main part of your report. Here you will identify, discuss and
evaluate case study based on the questions provided. You can have two separate
subheadings addressing each aspect of the questions in this section.
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Conclusion: This is where you draw your conclusion from the discussion based on the
purpose of this report.
Recommendations: Finally, based on your discussion, make some recommendations
that you suggest the organisation/manager should do to achieve their purpose.
Quality: You must use academic journal resources and suitable language and grammar.
References: appropriate APA referencing citing a minimum of four academic
references. Note that the reference list is NOT included in the word count.
Your main aim in this report is to show your reader that you can apply some of the
management theories and concepts you are studying to address real-life problems faced
by managers in organisations and that you can present these ideas. Chapter 7 in the
Student Q Manual provides a detailed outline for report writing.
Online Submission is required for all students
Please submit your assignment online by the due date.
Word limit: 1500 words (+/- 10%). Excluding preliminaries and references
Weighting/Value: 30%
Estimated return date: Three weeks after assignment submission
Criteria for marking: Please see the marking guide
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Case Study for Assignment 2
SHARPSTYLE SALONS
Jamie Westbrook takes pride in her position as salon manager for SharpStyle Salon, one
of a chain of hairdressing salons under the Gold Group umbrella. She oversees a staff of
15 including hairdressers, a nail technician, receptionists and hairdressing apprentices.
Jamie enjoys a reputation as a manager who works very hard and takes care of her
people. Hairdressers want to work for her.
Following the salon’s new-hire policy, Jamie began as a hairdressing apprentice and
quickly became a top hairdresser in the company through a combination of skill, a large
and loyal client base and long hours at work. In 2016, retiring manager Carla Weems
hand-picked Jamie as her successor, and the board quickly approved.
Initially, the salon, located in a suburban shopping centre, managed a strong, steady
increase, holding its position as one of the company’s top performers. But an economic
crisis hit the area hard, with increases in unemployment and mortgage woes among
current and potential customers. As families sought ways to save, the luxury of regular
visits to the hair salon was among the first logical budget cuts. The past year has
reflected this economic reality, and Jamie’s salon saw a sharp decrease in profits.
Jamie’s stomach is in knots as she arrives at the salon on Monday. Scheduled to fly
interstate the next morning for a meeting at head office, she fears potential staffing cuts,
but more important, she feas the loss of opportunity to secure her dream job, replacing
the retiring manager at Riverwood Shopping Centre, the top-performing salon located in
an upscale area of the city.
Distracted, Jamie walks past the receptionist, Marianne, who is busily answering the
phones. Hanging up the phone, Marianne tells Jamie that Holly and Carol Jean, two
popular hairdressers, called in sick, and Jamie now has to reschedule their clients. Jamie
had denied their earlier request to travel out of town to attend a concert, and her irritation
is obvious. She orders Marianne to call both women and instruct them that, when they
return to work, they are each to bring a medical certificate. ‘They had better be sick!’
Jamie shouts as she enters her office, slamming the door more forcefully than she
intended. Startled employees and early-morning customers heard the outburst, and, after
a momentary pause, they resumed their activities and quiet conversation, surprised by
the show of managerial anger. Jamie knows she has let Holly and Carol Jean get away
with unwarranted absences before and worries that she will do it again. She needs every
head of hair they can style to help the salon’s profit.
Jamie takes a deep breath and sits at her desk, turning on the computer and checking
emails, including one from the group manager reminding her to send the salon’s status
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report in advance of tomorrow’s meeting. She asks Marianne to have final figures for the
report on her desk by 1.00 p.m.
Picking up the phone, she calls Sharon, a manager at another Sharpstyle salon. ‘I really
lost my cool in front of everyone, but I’m not apologising,’ Jamie admits, adding that she
wished she had the guts to fire both stylists. ‘But this is not the day for that drama. I’ve
got that report hanging over my head. I have no idea how to make things look better than
they are, but I have to come up with something. Things look pretty dismal.’
Sharon assures her that she did the best she could dealing with two ‘irresponsible’
employees. ‘What will you do if they show up tomorrow with no medical certificates?’
‘I don’t know. I hope I scared them enough so that they’ll come in with something.’
‘I know you’re worried about the report and the effect it might have on the Riverwood job,’
Sharon says. ‘But everyone knows you can’t control the economy and its effect on the
business. Just focus on the positive. You’ll be fine.’
At 10.30 a.m., as Jamie struggles to put the best possible spin on the report, she is called
to the receptionist desk to speak to an angry customer. ‘Another interruption,’ Jamie
fumes to herself. Just then, the door opens and top stylist/assistant manager Victoria
Boone sticks her head into the office.
I know you’re busy with the report. I’ll handle this,’ she says enthusiastically.
‘Thanks,’ Jamie replies.
No sooner had she handed off the irate client to Victoria than she second-guessed the
decision. In addition to her talents as a hairdresser, Victoria had experience as the
manager of a successful salon in another city before moving to the area. Recognising her
organisational and people skills, Jamie promoted Victoria to assistant manager soon after
her arrival. Now each ‘I’ll handle this’ remark by Victoria convinces Jamie that her
assistant manager is positioning herself as a potential rival for the Riverwood job. Jamie
appreciates her enthusiastic attitude, but she’s also trying to limit her opportunities to
lead or appear too competent before staff, customers and company officials. Jamie finds
herself wanting to hide Victoria’s competence, and she has condescendingly reminded
management that Victoria is a ‘great help to me’.
Now, thinking of Victoria’s cheerful ‘I’ll handle this,’ Jamie rises from her desk and
marches to the door. ‘No,’ Jamie thinks, ‘I’ll take care of this personally’.
Samson, D., Donnet, T. & Daft, R. L. (2018). Management (6th Asia Pacific Ed.). South Melbourne, Vic:
Cengage Learning Australia. Pages 43-44.
CRICOS Provider No. 00103D Page 7 of 10
Case Questions for Report:
1) Referring to the case study, is Jamie Westbrook a top manager, middle manager or a frontline/first-line manager?
2) Referring to the situational model of leadership in your textbook, what style of leadership should
Jamie Westbrook adopt to improve the efficiency and effectiveness of the organisation?
CRICOS Provider No. 00103D Page 8 of 10
Marking Guide: Case Study Report (30%)
Objective/Criteria
Performance Indicators
Missing from
Report Below pass
standard set for
this assignment
Meets pass
standard
Meets credit
standard
Meets distinction
standard
Meets high
distinction
standard
Exceeds
standards
Executive Summary
(0 points)
Missing
(max. 5 points)
Inadequate Adequate Effective and contains
relevant information
Clear and detailed with
and contains relevant
information
Excellent explanation
with and contains
relevant information
Exceeds standards
Introduction of the report to
the reader. Includes an
introduction of the main
concepts being discussed.
(0 points) (max. 5 points)
Missing
Inadequate Adequate Effective with some
theoretical concepts
Clear and detailed with
well linked and
relevant theoretical
concepts.
Excellent explanation
with superior
application of key
theoretical concepts
Exceeds standards
Identification of relevant
theories and discussion of
the topics relating to the
questions
(0 points) (max. 30 points)
Missing Inadequate Discussion is limited to
generalities. Uses
some relevant
references and linking
of theory and practice.
Discussion indicates
some reasoning and
analysis and uses
relevant references,
and linking of theory
and practice.
Demonstrates
evidence from the
wider literature.
Discussion supports a
coherent line of
reasoning and linking
of theory and practice
Statements
supported by a clear
and balanced line of
reasoning and strong
evidence of
background reading.
Exceeds standards
Quality of case analysis –
relevant management
theories included in the
discussion.
(0 points) (max. 20 points)
Missing May not have
adequately
addressed this
aspect of the
question.
Discussion is not
supported
adequately.
Discussion is
adequate but limited to
generalities. Uses
some relevant
references, and links
to the case study.
Effective discussion
indicating some
reasoning and
analysis using relevant
references, and links
to the case study.
Demonstrates
evidence from the
wider literature.
Discussion supports a
coherent line of
reasoning, linking the
case study.
Statements
supported by clear
and balanced
reasoning and strong
evidence of
background reading.
Exceeds standards
Citation of sources,
referencing and their correct
formatting using APA
(0 points) (max. 5 points)
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method (as shown in Faculty
Q Manual).
Missing Inadequate Some errors in
referencing. May
deviate from Q Manual
requirements. May
over-rely on direct
quotations.
Quotations and
referencing are mainly
accurate. Work shows
some integration of
citations.
Minor referencing
errors. Citations used
to good effect. Meets
Q Manual
requirements.
Referencing is
consistently accurate.
Citations used well to
support the essay’s
rationale. Meets Q
Manual requirements.
Exceeds standards
Conclusion
(0 points) (max. 5 points)
Missing Inadequate Satisfactory. Effective Excellent with strong
line of reasoning.
Excellent with very
strong line of
reasoning.
Exceeds standards
Recommendations
(0 points)
Missing Inadequate Satisfactory and
supported in report
Effective and
supported in report
Excellent and
supported in report
Excellent and well
supported in report
(max. 5 points)
Exceeds standards
Report structure (0 points) . (max. 5 points)
Missing Inadequate Satisfactory. Well presented Very well presented. Excellent. Exceeds standards
Use of prescribed text and
relevant journal articles
(0 points) (max. 10 points)
Missing Less than 2 relevant
journal articles.
Uses prescribed text
plus 2-3 relevant
journal articles.
Uses prescribed text
plus 4-5 relevant
journal articles.
Uses prescribed text
plus 5-6 relevant
journal articles.
Uses prescribed text
plus 7 relevant
journal articles.
Exceeds standards
Impact of language,
grammar, punctuation and
spelling.
(0 points) (max. 5 points)
Missing Inadequate Adequate language
Some errors in
grammar, punctuation
and/or spelling.
Effective language.
Mainly accurate
grammar, punctuation
and spelling.
Effective language.
Good grammar,
punctuation and
spelling.
Effective language.
Accurate grammar,
punctuation and
spelling.
Exceeds standards
Technical aspects
(0 points) (max. 5 points)
Missing Inadequate Adequate Includes several of
title page/coversheet,
table of contents, is
word processed, size
11 font, 1.5 spacing,
fully justified, spaced
between paragraphs
with a reference list in
alphabetical order on
a separate page.
Includes most of title
page/coversheet, table
of contents, is word
processed, size 11
font, 1.5 spacing, fully
justified, spaced
between paragraphs
with a reference list in
alphabetical order on a
separate page.
Includes all of title
page/coversheet,
table of contents, is
word processed, size
11 font, 1.5 spacing,
fully justified, spaced
between paragraphs
with a reference list in
alphabetical order on
a separate page.
Exceeds standards
Overall feedback: GRADE
CRICOS Provider No. 00103D Page 10 of 10
General Grade Descriptions
High Distinction
In addition to the passing requirements, the student’s work demonstrated a consistently
high level of performance on all criteria for assessment.
Distinction
In addition to the passing requirements, the student’s work demonstrated a consistently
high level of performance on most criteria for assessment.
Credit
In addition to the passing requirements, the student’s work demonstrated a sound level
of performance on the criteria for assessment.
Pass
The student’s work demonstrated a satisfactory level of performance on the criteria for
assessment.
MF – Fail Level 1
The student’s work marginally failed to demonstrate a satisfactory level of performance
on the criteria for assessment, but nevertheless shows potential for improvement.
F – Fail Level 2
The student’s work failed to achieve a satisfactory level of performance on the criteria for
assessment.