hnd_-_unit_3_organisations_behaviour_-_2014-2.doc

8/15/2019 HND_-_Unit_3_Organisations_Behaviour_-_2014-2.doc

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Student assignment guidelines for HNC

Organisations & Behaviour – Unit 3

• The essential parts of the assignment are :

Title page

Table of ontents

!ntrodution

"ain bod# of the assignment learl# identif#ing the separate tas$s

Conlusions and reommendations

%eferenes

ppendi' (onl# if relevant and neessar#)

• Complete #our report in 3*** +*, tolerane- Sho. #our .ord ount at the end- /ord ount e'ludes title

page0 table of ontents0 referene pages appendies and harts 1graphs- 2lease be a.are if setions of theassignment have their o.n .ord ounts-

• The report should be grammatiall# orret and .ord proessed- 2ages should be numbered- Use font sie

+4 .ith line spaing +-5- The use of subheadings .ithin the doument and bullet points ma# aid produing

a better struture and presentation-

• 6ist referene using the Harvard referening st#le-

• 7ou .ill pass the assignment onl# if #ou ahieve all 2ass riteria- "erit and 8istintion re9uire further

anal#tial and ritial ommentar#-

• The assignment deadline is final. ssignments .ill have to be submitted b# ++-5 pm on the da# of

deadline- The assignment is due in on 27th May 2014 and a soft copy must be uploaded to ‘Turnitin’.


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Grade descriptors pass grade is ahieved b# meeting all the re9uirements defined in the pass assessment riteria for eah unit-

Merit descriptors !ndiative harateristis istinction descriptors !ndiative harateristis!n order to ahieve a merit the learner must:

The learner;s evidene sho.s: !n order to ahieve a distintion thelearner must:

The learner;s evidene sho.s:

!dentify and apply strategies to find

appropriate solutions

• relevant theories and techniques have

• been applied

• effective judgements have been made

• complex problems with more than one

• variable have been explored

• an effective approach to study and

• research has been used

• work was submitted within thetimeframe allowed

"se critical reflection to e#aluate

o$n $or% and &ustify #alid

conclusions

• synthesis has been used to generate

• and justify valid conclusions

• the validity of results has been

• judged

• self criticism of approach has taken

• place

• evaluation has taken place using

• defined criteria• realistic improvements have been

• proposed against defined

• characteristics for success

'elect(design and apply appropriate

methods(techni)ues

• a range of methods and techniques have

• been applied

• a range of sources of information used

• the selection of methods and

• techniques/sources justified

• the design of methods/techniques

• justified

• complex information/data have been

• synthesised and processed

• appropriate learning

• methods/techniques applied

Ta%e responsibility for managing

and organising acti#ities

• autonomy/independence

• demonstrated

• substantial activities/projects or

• investigations have been planned,

• managed and organised

• joint/activities of others have been

• managed

• the unforeseen has been

• accommodated

• the importance of interdependence

• has been recognised

*resent and communicate

appropriate findings

• appropriate structure and approach has

• been used

• logical and coherent arguments have

• been presented

• technical language accurately used

• a range of methods of presentation has

• been used

• appropriate media used

• familiar and unfamiliar contexts have

• been used

• it is appropriate for familiar and

emonstrate con#ergent+ lateral and

creati#e thin%ing

• ideas generated and decisions taken

• self evaluation has taken place

• convergent and lateral thinking have

• been applied

• problems have been solved

• capacity for innovation and creative

• thought has been used

• receptiveness to new ideas have

• been demonstrated

• unfamiliar contexts have been

• applied


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• unfamiliar audiences


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,rganisations - eha#iour / "nit

'cenario

!ntroduction

!n +4*+4 %eapitaliation?)0 primaril#onsisting of (i) the issuane of +-55 billion of borro.ings of fi'ed rate notes0 (ii) the purhase and retirement ofall outstanding 4** fi'ed rate notes (the >4** Notes?)0 (iii) the replaement of its e'isting variable funding notefailit# .ith a ne. +**-* million failit#0 and (iv) the pa#ment of a speial ash dividend to shareholders andrelated antiDdilution pa#ments and adEustments to ertain sto$ option holders-

!nternational epansion

On "a# +40 +


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3urrent era

8ominoFs 2ia logo used from +J until 4*+4 in the U-S- and the UG0 and to present da# in the other ountries

!n 4**=0 after == #ears as a privatel# held ompan#0 8ominoFs began trading ommon sto$ on the Ne. 7or$ Sto$ @'hange under the ti$er s#mbol K82AK- !ndustr# trade publiation Pizza Today magaine named 8ominoFs 2iaKChain of the 7earK in 4**30 4*+*0 and 4*++-

!n a simultaneous elebration in anuar# 4**J0 8ominoFs opened its 50***th U-S- store in Huntle#0 !llinois0 and its30***th international store in 2anama Cit#0 2anama ma$ing


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NandoFs loations .orld.ide

NandoFs has loationsin ustralia0 Bahrain0 Bangladesh0 Bots.ana0 Canada0 C#prus0 IiEi0 !ndia0 !reland0 "ala#sia0 "auritius0 Namibia0

Ne.Aealand0 Oman0 2a$istan0 Matar 0 Singapore0 Southfria0 S.ailand0 U@0 UG0 US0 Aambia and Aimbab.e-

Iormer loations

NandoFs had a presene in the follo.ing ountries:

!srael0 Gen#a0 Gu.ait0 6ebanon0 6esotho0 "ala.i0 Nigeria0 Sri 6an$a0 Tur$e#0 United rab @mirates

3urrent era

!n 4*+*0 !dvertising !ge magaine named NandoFs as one of the .orldFs top 3* hottest mar$eting brands-

http://en.wikipedia.org/wiki/Australiahttp://en.wikipedia.org/wiki/Bahrainhttp://en.wikipedia.org/wiki/Bangladeshhttp://en.wikipedia.org/wiki/Botswanahttp://en.wikipedia.org/wiki/Canadahttp://en.wikipedia.org/wiki/Cyprushttp://en.wikipedia.org/wiki/Fijihttp://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/Irelandhttp://en.wikipedia.org/wiki/Malaysiahttp://en.wikipedia.org/wiki/Mauritiushttp://en.wikipedia.org/wiki/Namibiahttp://en.wikipedia.org/wiki/New_Zealandhttp://en.wikipedia.org/wiki/New_Zealandhttp://en.wikipedia.org/wiki/Omanhttp://en.wikipedia.org/wiki/Pakistanhttp://en.wikipedia.org/wiki/Qatarhttp://en.wikipedia.org/wiki/Singaporehttp://en.wikipedia.org/wiki/South_Africahttp://en.wikipedia.org/wiki/Swazilandhttp://en.wikipedia.org/wiki/United_Arab_Emirateshttp://en.wikipedia.org/wiki/United_Kingdomhttp://en.wikipedia.org/wiki/United_Stateshttp://en.wikipedia.org/wiki/Zambiahttp://en.wikipedia.org/wiki/Zimbabwehttp://en.wikipedia.org/wiki/Advertising_Agehttp://en.wikipedia.org/wiki/Advertising_Agehttp://en.wikipedia.org/wiki/Nando's#cite_note-9http://en.wikipedia.org/wiki/Australiahttp://en.wikipedia.org/wiki/Bahrainhttp://en.wikipedia.org/wiki/Bangladeshhttp://en.wikipedia.org/wiki/Botswanahttp://en.wikipedia.org/wiki/Canadahttp://en.wikipedia.org/wiki/Cyprushttp://en.wikipedia.org/wiki/Fijihttp://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/Irelandhttp://en.wikipedia.org/wiki/Malaysiahttp://en.wikipedia.org/wiki/Mauritiushttp://en.wikipedia.org/wiki/Namibiahttp://en.wikipedia.org/wiki/New_Zealandhttp://en.wikipedia.org/wiki/New_Zealandhttp://en.wikipedia.org/wiki/Omanhttp://en.wikipedia.org/wiki/Pakistanhttp://en.wikipedia.org/wiki/Qatarhttp://en.wikipedia.org/wiki/Singaporehttp://en.wikipedia.org/wiki/South_Africahttp://en.wikipedia.org/wiki/Swazilandhttp://en.wikipedia.org/wiki/United_Arab_Emirateshttp://en.wikipedia.org/wiki/United_Kingdomhttp://en.wikipedia.org/wiki/United_Stateshttp://en.wikipedia.org/wiki/Zambiahttp://en.wikipedia.org/wiki/Zimbabwehttp://en.wikipedia.org/wiki/Advertising_Agehttp://en.wikipedia.org/wiki/Nando's#cite_note-9


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Tas$ + D @'plore organisational struture and ulture

+- Compare and ontrast different organisational strutures and ulture of Nando;s and 8omino;s

4- nal#se the relationship bet.een an organisation;s struture and ulture and the effets on business performanefor Nando;s and 8omino;s

3- Choosing either Nando;s or 8omino;s anal#se the fators .hih ould influene individual behaviour at .or$ assho.n in the ourse ontent-

Tas$ 4 D @'amine different approahes to management and leadership and theories of organisation

+- Compare the effetiveness of different leadership st#les used in Nando;s and 8omino;s

4- Compare the different approahes to management and theories of organisation used b# Nando;s and 8omino;sand ho. this underpins the pratie of management-

3- Comment on the effetiveness of these poliies-

Tas$ 3 D @'amine the relationship bet.een motivational theories

+- Using Nando;s or 8omino;s as onte't disuss the different leadership st#les and the effetiveness of theseleadership approahes in #our opinion- (7ou an use #our o.n leadership st#le and use e'amples .here possible-)

4-8isuss the impat these leadership st#les ma# have in periods of hange

3- @'plain the different motivational theories and their appliation .ithin #our .or$plae-

=- ssess the relationship bet.een motivation theor# and the pratie of management

Tas$ = D 8emonstrate an understanding of .or$ing .ith others0 team.or$0 groups andgroup d#namis

+- Using #our o.n e'periene desribe the nature of groups and group behaviour .ithin a senario of #our hoie-

4- Using the same senarios as above investigate the fators that lead to effetive team.or$ and the influenes thatthreaten suess

3- @valuate the impat of tehnolog# on team funtioning .ithin a .or$ team and organisation of #our hoie-


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BT@C Higher National 8iploma in Business Name: PPPPPPPPPPPPPPPPPPPPPPPPPStudent Number PPPPPPPPPPPPPPPPPPPPP

tivit# title: Organisation & Behaviour (2art +)Unit Number: 38ate issued: 8ate due: 8ate submitted: PPPPPPPPPPPPPPPP ssessor(s): PPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPP

,utcome #idence for

the criteria

5eedbac% 6ssessors

ecision

!nternal

#erification+ @'ploreorganisationalstruture andulture

+- Compareand ontrastdifferentorganisational

strutures andulture

+-+

4- nal#se therelationship

bet.een anorganisation;sstruture and

ulture and theeffets on

business performane

+-4

3- nal#se the

fators .hihinflueneindividual

behaviour at.or$

+-3


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4- @'aminedifferentapproahes tomanagementandleadershipand theoriesof

organisation

+- nal#se ho.organisationaltheor#underpins

priniples and praties oforganising andof

management

4-+

4- Compare thedifferentapproahes tomanagementand theories oforganisationused b# t.oorganisations

4-4

3- @'aminetherelationship

bet.een

motivationaltheories

+- 8isussdifferentleadershipst#les and the

effetivenessof theseleadershipapproahes

3-+

4- @'plain the

differentmotivationaltheories andtheir appliation.ithin the.or$plae

3-4

3- ssess therelationshi p

3-3


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bet.eenmotivationtheor#and the

pratie ofmanagement

=8emonstrateanunderstandingof .or$ing.ith others0team.or$0groups andgroupd#namis

+- 8esribe thenature ofgroups andgroup

behaviour .ithinorganisations

=-+

4- !nvestigatethe fators thatlead to

effetiveteam.or$ andthe influenesthat threatensuess

=-4

3- @valuate theimpat oftehnolog# onteamfuntioning.ithin a givenorganisation

=-3


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"erit grades a.arded "+ "4 "3

8istintion grades a.arded 8+ 84 83

6eturer;s additional feedba$ and omments

Qrade lloated: Signature:

!nternal Rerifiation of assignment (Iinal agreed version)

!R name (print) 8ate

Qrade lloated: Signature:

hnd_-_unit_3_organisations_behaviour_-_2014-2.doc

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