...objectives and how to guide others to meet collective responsibility in morally challenging situations. To do so, the subject develops the concept of stewardship to help leaders to better understand how to promote and sustain the symbiotic integrity of business and society, i.e. where business serves society's needs for not just products and services but in ways that earn public trust and respect. The approach taken in the subject delivery and associated assignments is to encourage students to recognise the place of business in society and to cultivate a personal commitment toward earning and sustaining public trust in consideration of others in their business judgments and decision-making. SUBJECT PRECIS An understanding of managing, leading and stewardship is foundational to the development of students as responsible and accountable leaders, managers, followers and stewards. This subject aims to prepare students to meet profession-like objectives and how to guide others to meet collective responsibility in morally challenging situations. To do so, the subject develops the concept of stewardship to help leaders to better understand how to promote and sustain the symbiotic integrity of business and society, i.e. where business serves society's needs for not just products and services but in ways that earn public trust and...
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...Study Skills for Postgraduate Learning | Planning & Reflecting at Postgraduate Level | [Student Name] [Student ID] [Submission Date] | Table of Contents Abstract 3 Task 1: Development of a Research Strategy 4 Task 2: Development of a Project Plan 7 Task 3: Reflective Piece 10 Effectiveness of My Research Strategy & Project Plan 10 Problems Faced and Learning: 10 Learned Time Management Skills and Reflection Skills: 11 New Learning during the Research Project: Reviewing a Case Study 11 Conclusion from the Case study 13 My Reflections on the Research Questions: 13 References 14 Abstract The point addressed in this research document is the Importance of Planning and Reflection Skills at Postgraduate Level and also an assumption that post graduate students acquire planning and critical reflection skills automatically during their post graduate studies. Planning, critical thinking and reflecting are the pillars of the postgraduate study, managerial work and continuing professional development (CPD). “It is not sufficient simply to have an experience in order to learn. Without reflecting upon this experience it may quickly be forgotten, or its learning potential lost. It is from the feelings and thoughts emerging from this reflection that generalizations or concepts can be generated. And it is generalizations that allow new situations to be tackled effectively.” (Gibbs 1988) Reflection is a key element in any successful planning. You are...
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...------------------------------------------------- Prof. Walter Towner ------------------------------------------------- ------------------------------------------------- Phone: (508) 944-3862 cell ------------------------------------------------- fabman@wpi.edu ------------------------------------------------- Course web page: http://my.wpi.edu ------------------------------------------------- Overview and Objectives Many management gurus and leaders posit that an organization’s business processes and operations are critical strategic capabilities, vital to organizational survival and success as global competitors. We will study processes and methods to create value from operations. Our Mission The Department of Management at WPI is committed to providing education, research, and outreach that focus on: * leading and managing technology-based organizations; * integrating technology into the workplace; and * creating new processes, products, services, and organizations based on technology. We emphasize: * innovative and project-based education that integrates the theory and the practice of management, and prepares students to assume...
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...Certificate/Diploma in Hospitality Management Assignment Summary: | | Assignment front sheet: |Qualification |Unit number and title | |Pearson BTEC Level 4/5 HNC/D Diploma in Hospitality Management |Unit 37: The Travel and Tourism Sector | |Student name |Assessor name | | |Mihaela Dariescu | |Date issued |Completion date |Submitted on | |28 July 2015 |Presentation date: 24 November 2015 | | | |Submission on Turnitin for presentation: 29 November 2015 | | | |Written assignment: 4 December 2015 ...
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...LO 1 1.1 Self-managed learning is a way that individuals organise themselves and find different ways in learning things whether in the community or at work. It is also about setting out the goals for the learning by evaluating the purpose for learning and ways to achieve those goals. People always learn new things, for example, the culture of different people, behaviour, personality, perceptions and so on. People can learn things from college, through friends, personal and other people’s experience, books to mention but few. It is therefore important to manage one’s learning as it has huge impacts in one’s life. Some of the positive impacts include: Self-managed learning gives people the opportunity to come up with their own strategy in learning. For instance, I have a goal to get a distinction on my assignment, so my strategy will be to research, reference and write well my work and submit it on time to achieve my goal. Self managed learning motivate people make their own training plan as well as motivate others to participate. Self - managed learning ensures people are effective and efficient in their work. Being in a 21 century where technology is advancing, people need to manage themselves to learn new things to keep up with advanced technology which will be beneficial in organisation where people work (Nordstrom, 1996-2014). There are different approaches to self-managed learning: • Research Individual can learn through research given by the university...
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...ASSIGNMENT COVER SHEET Name: Nadine Williams Hadfield Address: 28 Parkland, Stella, Blaydon on Tyne, Tyne and Wear Post code / Zip: Ne21 4LJ Telephone No: 07875217096 Email Address: nadinehadfield@me.com Date: 7/7/13 Course Name: Level 7 Diploma in Strategic leadership and management Tutor Name: Maxine Shaverin Assignment Name: Professional Development for strategic managers DRAFT Introduction It is now commonly accepted that a firm and holistic commitment to the continued professional development of employees and managers alike is highly beneficial, not only for the continued success of a business or organization but for the well being and personal development of individuals. Megginson and Whitaker (2007:3) reflect on the personal opportunities afforded through CPD: ‘ It challenges us to make time for personal reflection and review. It reminds us that we have responsibility for developing ourselves…’ Remaining competitive in this ever changing global market is becoming increasingly difficult, putting pressure on managers to deliver consistently high standards of product/service delivery. Guskey (2001) asks that we recognise that professional development is a purposeful and intentional process, which is designed to evoke positive change within organisations. In order to maintain an effective and efficient workforce and to ensure that managers’ skills reflect this commitment to professional development then it is imperative that we, as managers, set...
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...Business School School of Management MGMT3101 INTERNATIONAL BUSINESS STRATEGY Course Outline Semester 2, 2015 Part A: Course-Specific Information Part B: Key Policies, Student Responsibilities and Support business.unsw.edu.au CRICOS Code 00098G Table of Contents PART A: COURSE-SPECIFIC INFORMATION 3 1 STAFF CONTACT DETAILS 3 2 COURSE DETAILS 3 2.1 2.2 2.3 2.4 2.5 Teaching Times and Locations Units of Credit Summary of Course Course Aims and Relationship to Other Courses Student Learning Outcomes 3 LEARNING AND TEACHING ACTIVITIES 3 3 3 4 4 6 3.1 Approach to Learning and Teaching in the Course 3.2 Learning Activities and Teaching Strategies 6 6 4 7 ASSESSMENT 4.1 Formal Requirements 4.2 Assessment Details INDIVIDUAL ASSESSMENTS 7 7 8 4.2.1 Individual Written Assignment (25%) 8 4.2.2. Quiz (total 20%) 9 4.2.3. Individual Participation (10%) 9 4.2.4. Peer Evaluation and Team Reflective Journal 10 4.2.4.1. Peer Evaluation (weighting marks on group assessments) 10 4.2.4.2. Team Reflective Journal (5%) 10 4.2.5. Team Case Analysis (15%) 11 4.2.6. Team Simulation Performance (25%) 12 4.3. Late Submission 14 14 5 COURSE RESOURCES 14 6 COURSE EVALUATION AND DEVELOPMENT 15 7 COURSE SCHEDULE 16 PART B: KEY POLICIES, STUDENT RESPONSIBILITIES AND SUPPORT 17 8 PROGRAM LEARNING...
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...will be able to adjust the mix of electives and requirements that make up each major to more fully meet program goals. Other matters, such as grading standards or individual course requirements may also come up for discussion during the review of student portfolios. Thus, your particular portfolio will help shape the future of the online MBA program as well as help you review your own education. This course will also develop your career and professional aspirations via a career workshop and advisement session to prepare you for the next step in your professional life, which varies from student to student. ADMIN 995 Course Overview There are four components to the course which you must complete: 1. Portfolio of Academic Work 2. Reflective Essay 3. Career Development Activities 4. Exit Survey NOTE: You must pass all 4 parts of the course in order to graduate. Course Criteria • Grading: Credit / No Credit Important Contact Information |Name |Email / Web Address |Phone number |Office | |Dr. Vipin Gupta...
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...Business School School of Management MGMT3101 INTERNATIONAL BUSINESS STRATEGY Course Outline Semester 2, 2015 Part A: Course-Specific Information Part B: Key Policies, Student Responsibilities and Support business.unsw.edu.au CRICOS Code 00098G Table of Contents PART A: COURSE-SPECIFIC INFORMATION 3 1 STAFF CONTACT DETAILS 3 2 COURSE DETAILS 3 2.1 2.2 2.3 2.4 2.5 Teaching Times and Locations Units of Credit Summary of Course Course Aims and Relationship to Other Courses Student Learning Outcomes 3 LEARNING AND TEACHING ACTIVITIES 3 3 3 4 4 6 3.1 Approach to Learning and Teaching in the Course 3.2 Learning Activities and Teaching Strategies 6 6 4 7 ASSESSMENT 4.1 Formal Requirements 4.2 Assessment Details INDIVIDUAL ASSESSMENTS 7 7 8 4.2.1 Individual Written Assignment (25%) 8 4.2.2. Quiz (total 20%) 9 4.2.3. Individual Participation (10%) 9 4.2.4. Peer Evaluation and Team Reflective Journal 10 4.2.4.1. Peer Evaluation (weighting marks on group assessments) 10 4.2.4.2. Team Reflective Journal (5%) 10 4.2.5. Team Case Analysis (15%) 11 4.2.6. Team Simulation Performance (25%) 12 4.3. Late Submission 14 14 5 COURSE RESOURCES 14 6 COURSE EVALUATION AND DEVELOPMENT 15 7 COURSE SCHEDULE 16 PART B: KEY POLICIES, STUDENT RESPONSIBILITIES AND SUPPORT 17 8 PROGRAM LEARNING...
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...Resource 1: EDA 551 Supervision and Instructional Leadership Benchmark Assessment and Rubric Targeted Essential Learning Effective leaders will need an understanding of the pervasive nature of supervision and instructional leadership. Successful administrators need interpersonal skills to address the challenges of the educational community. (ISLLC 2008: 2; ELCC 2, 3). Assessment Tool Selected Response Letter with Rationale Plan of Action Essay Specific Performance/Task(s) • Develop and sustain a culture of collaboration, trust, learning, and high expectations. (ISLLC 2008: 2A; ELCC 2.2, 3.2) • Explain a principal’s responsibility in instructional supervision. (ISLLC 2008: 2D; ELCC 2.4, 3.1) • Develop the instructional and leadership capacity of staff. (ISLLC 2008: 2F; ELCC 2.4) Relevancy of Task to Principal Candidate Effective leaders are often faced with situational crises that involve the need for immediate teacher supervision and evaluation. They will be asked to assess the situation, identify the appropriate path to follow, and recommend possible solutions to the crisis. Assessment: Student Prompts/Teacher Directions 1) Individual: A Sticky Affair: Evaluating Teachers (Benchmark Assessment) a) General Practicum Information: i) Review the EDA Program Handbook in its entirety in Module 1. ii) Identify a principal in an area Title I school who is willing to work as your mentor as you move through this class. Contact this principal, identify...
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...points of view between the commentators and the author. Justify your own point of view regarding the importance of reflection to individual and organisational performance. In his article, “I Don't Have Time to Think!, Versus the Art of Reflective Practice”, Joseph Raelin defined the importance of reflective practice, laid down organizational strategies that encourage reflection, and called for developing the skills of reflection. Two commentators, namely Phillip DiChiara and Philip McArthur, presented contra-arguments as to the standpoint of the author on reflective practices. DiChiara's main argument evolves around the creation of a “safe space” to make reflection viable, whereas McArthur reckons the key barrier to reflection-in-action is not necessarily time but skill. Besides, he disagrees with the author on how to apply certain skills of reflection at the individual or collective levels. Philip DiChiara opines that the concept of reflective practise is essentially unknown to many practitioners. His main argument is that reflective practice can never flourish if the organization or managers do not set the stage and create an environment for reflection. He argues that managers have to facilitate the correct balance between “getting down to business” and nurturing a conducive environment for refection in order to engage their peers. In his belief, this is essentially due to the differences from group to group, within a group, and often within a topic. Failure to take into account...
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...(2015/16) Code: FFMN009H4 Term: Autumn and Spring Day – Autumn Term: Tuesday or Saturday (Bloomsbury) Day – Spring Term: Saturday (Bloomsbury) Time: Weekday Evenings 18:00 to 21:00; Saturdays 10:00 Time: Room(s): TBC Code: {{module code}} Term: {{term}} to 17:00 {{day/s}} 6.00pm to 9.00pm Room: {{room}} Lecturers: Ian Harrison Peter Hirsch Keith Mattacks V1:06/07/2015 Table of Contents Personal Effectiveness – Module Overview............................................................................................ 2 Aims and Objectives................................................................................................................................ 2 Learning Outcomes ................................................................................................................................. 2 Key Readings ........................................................................................................................................... 2 Required Reading................................................................................................................................2 Recommended Reading ...................................................................................................................... 2 Journal Articles.................................................................................................................................... 2 Websites ....
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...2014/15 The Strathclyde MBA 1 The University of Strathclyde's mission dates from our founder, Professor John Anderson, leaving instructions in his will for 'a place of useful learning' to be established in the city. By this he meant an institution open to everyone, regardless of gender, status or income. “ The Place of Useful Learning John Anderson 1796 ” We continue to be committed to 'useful learning' through our provision of relevant, high quality, educational opportunities, the global application of our research and our focus on knowledge exchange, all of which aim to benefit the wider economy and society. Our commitment to 'useful learning' is about: • • Offering a wide range of education opportunities in a flexible, innovative learning environment. Developing students who have the aptitudes and capacities to make significant contributions to their communities after graduation as employees, employers and citizens. Connecting research through knowledge exchange to make an impact on modern society. • 2 Contents Welcome ................................................................................................................. 5 The University of Strathclyde .................................................................................. 6 Strathclyde Business School ................................................................................... 6 About the Handbook and MyPlace ...........................................................
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...London School of Business & Management BTEC Levels 4 & 5 HND Business Centre No Unit No & Unit Title 79829 Unit 16: Managing Communications, Knowledge and Information HND Business Year 1 ( BTEC Level 4 ) Dr Knowledge Mpofu Improving Heathrow Airport - 3rd Runway Plans: Individual Assignment MCKI Assignment 24th September 2014 09th January 2015 Course Title Lecturer’s Name Assignment Title & Type Assignment Title Date Set Due Date Semester / Academic Year September 2014 Semester Unit Outcomes Covered: LO1. Understand how to assess information and knowledge needs LO2. Be able to create strategies to increase personal networking to widen involvement in the decision-making process LO3. Be able to develop communication processes LO4. Be able to improve systems relating to information and knowledge . GRADING OPPORTUNITIES AVAILABLE Outcomes/ Grade Descriptors AC1.1 AC1.2 AC1.3 AC1.4 AC2.1 AC2.2 AC2.3 AC2.4 AC3.1 AC3.2 AC3.3 AC3.4 √ √ √ √ √ √ √ √ √ √ √ √ Outcomes/ Grade Descriptors AC4.1 √ AC4.2 √ AC4.3 √ M1 √ M2 √ M3 √ D1 √ D2 √ D3 √ Assessor: Signature: ______________ Date: ___/___/___ Tutor Notes Dr Knowledge Mpofu September 2014 Semester 1 Key Points: Your assignment/report should be submitted by the deadline. The assignment must be your own work and original in all answers to the tasks. All sources used should be correctly referenced in Harvard format. You will be...
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...A. (Hons) in Hotel Management Business Ethics HM 04/28 Module Handbook 2011-2012 Module Leader: Rakesh Katyayani Email: rakesh.katyayani@tajhotels.com rakesh.katyayani @ihma.ac.in HM 04 / 28 Business Ethics Introduction: This module examines the values and value conflicts inherent in the modern practices of the business world, investigates the major philosophical issues that challenge the conduct of ethics as a rational enterprise, exposes students to major traditions in philosophical normative ethics and applies those traditions to specific value conflicts in the business world. A critical thinking component is included in the course. Specific problems relating to topics such as corporate responsibility, employee rights, and the nature of the free enterprise system, environmental concern and ethical business practices. In deciding how to act, managers reveal their inner values, test their commitment to those values, and ultimately shape their characters. In general, Ethics is both an academic “subject” and a thoughtful way of doing things. Theoretical Ethics is that branch of Philosophy concerned with determining what is right (with regard to principles and actions) and what is good (what ends or ideals are worth pursuing and what values are worth holding). Practical Ethics is the art or techne (know-how) of figuring out how to make things better rather than worse with regard to concrete or actual situations. Business Ethics is a type of applied ethics...
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