...Explaining the Report Format (BUSM3119 & BUSM3201 Assessment 1 Semester 1 2015) This document complements the Course Guide and Assessment Criteria for Assessment 1. Therefore, it should be read together with the Course Guide and Assessment Criteria for Assessment 1. The document tries to explain in a simple manner the format that Assessment 1 markers will be looking for in your Reports for BUSM3119 and BUSM3201 Assessment 1 in S1 2015. You are strongly encouraged to be creative in how you develop your subheadings and arguments within the body of the Report. For the Melbourne Campus: I am happy to discuss the format of the two reports with individual students via email or telephone calls. For the SIM campus students: please contact your Tutor or Lecturer to discuss issues related to this Course, including the two Assessments. This document is to aid you in developing a format which will help you to express your ideas well. I am using a shortened example (based loosely on some past marked assignments) to show possible subheadings that you may include in your Assessment 1. Note that your assessment MUST be original, with appropriate references that follows the Harvard Referencing Guide! Students are also expected to write better reports than the example provided here. Each report must address the assessment criteria in the Course Profile. I expect the structure of your reports to have: 1. Title Page 2. An Abstract or an Executive Summary 3. Table of Contents 4...
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...Contents 1. Introduction 2 2. Background information 2 2.1. Unitel 2 2.2. Vision 2020 2 2.3. HRM model 2 3. Problem identification and solution 2 3.1. Teamworking 2 3.2. Employee empowerment and engagement 3 3.3. “Work smarter” 3 3.4. War with the Union 3 4. Implication of Harvard model in UnitelHRM systems 3 4.1. Harvard model philosophy 3 4.2. Implication of Harvard model 3 4.2.1. Strengthening the role of employees in the decision-making process 3 4.2.2. Encourage quality initiatives and corresponding enhanced reward systems 5 5. Conclusion 6 6. Reference 6 7. Appendix 8 7.1. Five-stage model 8 7.2. Harvard model 9 1. Introduction 2. Background information 3.1. Unitel 3.2. Vision 2020 3.3. HRM model Bottom-up 3. Problem identification and solution 4.4. Teamworking A senior maintenance officer of Unitel claimed that the Vision 2020 created a discrimination among employees that decrease the effect of team spirit. Consequently, employees are blamed for all problems as “self-conflicts” According to Katzenbach and Smith (1993), a high performance team can create beyond performance expectations. Moreover, working as a team ca influent on individual behaviour and attitudes towards work (Roethlisberger and Dickson, 1964). Hence managers should pay more attention on forming team for employees following Tuckman and Jensen (1977) five-stage model (stated in the appendix). 4.5. Employee empowerment and engagement...
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...Introduction According to Bratton and Gold (2012), human resource management is a strategic approach to managing employment relations which focuses on leveraging individual's abilities and commitment which is critical to accomplishing sustainable competitive advantage. This is achieved through a distinctive set of integrated employment policies, programmes and practices embedded in an organisational and societal context. Activities which are performed by HRM are mainly strategic planning, staffing, recruitment and selection, performance management, training, compensation, labour relations, workforce planning and talent management (Bratton & Gold 2012). Human resource management (HRM) is decisions made about the relationship between people and the organisation. These decisions are influenced by internal and external factors. Internal factors can be classified by organisation, job and individual which relates to the analysis of strengths and weaknesses in an organisation. External factors consist of political, economic, social and technological reflects on how the organisation evaluates its opportunities and threats. The aim of this report is to evaluate the importance of human resource management in terms of workforce planning, strategic planning, managing talent and recruitment and selection. Strategic Planning The activities mentioned above support the managing of organisation. An area of expertise is strategic human resource management (SHRM) which relates...
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...in a Changing Environment: HRM in Practice 4.2: Unitel (Nankervis et al 2014) HRM in Practice 4.2: Unitel Pages 140 to 141 Unitel is one of the largest telecommunications companies in the Asia Pacific region. Like most large telcos it was formerly government-owned, but was privatised in the early 1990s. Since privatisation, however, Unitel has faced increased competition from foreign and local competitors. Unitel remains profitable, but the telecommunications industry has seen considerable innovation in terms of both products and services in recent years, and senior management are concerned that the culture needs to be improved at Unitel if the telco is going to continue to grow its presence and maintain its profitability in a continually developing and changing market. Last year, Unitel senior management unveiled a new corporate strategy to guide Unitel into the next decade. Called ‘Vision 2020’, it is an ambitious programme that aims ‘to place customers in a pivotal position’ and to seek ‘excellence in products, customer service, product delivery and corporate image’. Developed by an external management consulting firm, Vision 2020 aims to reposition Unitel as the ‘best enterprise in the region’ by developing ‘action teams’ and ‘change teams’ whose role is to encourage ‘possibility thinking’ and ‘customer comes first values’ in the large industry incumbent. Vision 2020 has been enthusiastically embraced by many senior managers at Unitel. ‘It is bringing field staff...
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...Chapter 4:Human Resource Planning in a Changing Environment: HRM in Practice 4.2: Unitel (Nankervis et al 2014) ------------------------------------------------- HRM in Practice 4.2: Unitel Pages 140 to 141 ------------------------------------------------- ------------------------------------------------- Unitel is one of the largest telecommunications companies in the Asia Pacific region. Like most large telcos it was formerly government-owned, but was privatised in the early 1990s. Since privatisation, however, Unitel has faced increased competition from foreign and local competitors. Unitel remains profitable, but the telecommunications industry has seen considerable innovation in terms of both products and services in recent years, and senior management are concerned that the culture needs to be improved at Unitel if the telco is going to continue to grow its presence and maintain its profitability in a continually developing and changing market. Last year, Unitel senior management unveiled a new corporate strategy to guide Unitel into the next decade. Called ‘Vision 2020’, it is an ambitious programme that aims ‘to place customers in a pivotal position’ and to seek ‘excellence in products, customer service, product delivery and corporate image’. Developed by an external management consulting firm, Vision 2020 aims to reposition Unitel as the ‘best enterprise in the region’ by developing ‘action teams’ and ‘change teams’ whose role is to encourage ‘possibility...
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