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时间：2024-04-17
MGX3110
Strategic Management
Strategy Report Part A & Part B:
Strategy Annotated PowerPoint Written Presentation (Part A)
and
In-Class Oral Presentation with PowerPoint slides (Part B)
Guidance
Assessment Requirements
To meet the learning goals of this unit, you are required to create a Strategy Report, which is
composed of two types of assessed presentations: Part A and Part B.
• Part A is an individual assessment and is presented as an annotated written PowerPoint
presentation file.
• Part B is a team assessment and is an in-class oral team presentation with PowerPoint slides
Part A (annotated PowerPoint) and Part B (slides) are to be submitted on the Moodle site ([Unit
Schedule and Assessments tab]; for Part B only one of the team members needs to submit.
• You can find the details for both parts next.
In real life, the Strategy Report would be one
event, but for the purposes of study, feedback,
and time management it is split it into two parts.
It is very common to do a presentation to the
client before sending the final written report.
This way the client (often the top management
team of the organisation) can give feedback
which can be incorporated into the final report. It
is a more efficient use of time, and there are no
surprises.
Part A focuses on the current situation/ context/
environment and determining the organisation’s
strategic position.
Section B is future-focused and is your proposal
for recommendations. What you would do if you
were managing the organisation’s strategy?
MGX3110 Strategy Report Guidance
Part A & Part B
For the basis of your report (Part A and B), you have the choice of selecting one organisation
from the list below (no others allowed^*):
• Marley Spoon AG (https://www2.asx.com.au/markets/company/mmm)
(https://ir.marleyspoon.com/investor-centre/)
• Blackmore Ltd (https://www2.asx.com.au/markets/company/bkl)
(https://www.blackmores.com.au/)
• Qantas Group (https://www2.asx.com.au/markets/company/qan)
(https://www.qantas.com/au/en.html)
• Simonds Group Ltd (https://www2.asx.com.au/markets/company/sio)
(http://simondsgroup.com.au/)
Your audience is the senior management team in the organisation.
Every aspect of your submission should be appropriate for this audience. This is not an
academic essay!
These are all publicly listed companies on the Australia Stock Exchange (ASX). Bear in mind
that the information provided on their website can be both about the parent companies
(the corporations) and the businesses that the corporations are composed of (so for
instance for the Qantas group choose one of the companies for instance JetStart or Qantas).
For Part A, please make sure you choose one of the businesses of these corporations
(remember topics 1 and 7), as Part A is about competitive strategy.
*^ Please note: The selection of an organisation outside the organisations listed here will
result in a zero (0) mark for the assessment. This applies to both Part A and Part B.
MGX3110 Strategy Report Guidance
Part A & Part B
PART A. STRATEGY ANNOTATED POWERPOINT WRITTEN PRESENTATION
Part A is an individual assessment. It is about competitive (business) strategy. It is worth
40%. You are required to submit an annotated PowerPoint presentation (3000 words saved
as PDF, *A 10% + or – tolerance applies) before 11.55 pm (Melbourne time), Friday Week 7
of the semester^.
The file for Part A should be saved and submitted as Yoursurname Companyname A.pdf
(so if you choose Qantas and your surname is Familyname and it should be saved and
submitted as Familyname Qantas A.pdf]
PART B. IN-CLASS TEAM ORAL PRESENTATION WITH POWERPOINT SLIDES
Part B is a team assessment. It is about corporate strategy. It is worth 30%.
Week 12 of the unit is dedicated to team presentations. They will happen during your
allocated tutorials. Each team is required to both prepare an oral presentation lasting 10-12
minutes maximum and submit the PowerPoint slides of this presentation before Sunday
11.55 pm Week 11. Notes are not required.
The team is the team composed for the Case Debrief report (see Managing Team
Dynamics, Challenges and Issues at the end of this document)
The file for the Powerpoint Presentation (Part B) should be saved and submitted as
Teamname Companyname B.pdf (so if you choose Qantas and your team name is Strategos
and it should be saved and submitted as Strategos Qantas B.pdf]
Please note: It does not matter if team members completed a different organisation for Part
A, as a team you will choose which organisation you will focus on in Part B.
^Penalty for late submission: 10% of the marks allocated to the assessment task will be
deducted for each 24hrs (or part thereof) that any part of the assessment is late. This also
applies to weekends and public holidays.
Part A: What is an Annotated PowerPoint?
• It is a PowerPoint presentation that has the notes included.
• The notes are the basis of the speaking part in a presentation.
• You should submit both parts of your Strategy Report as a PDF with the slide format set to ‘notes’ (hint: go to print, not save as and then
select print to PDF).
When developing the slides, the
notes are written in the section
beneath the slides.
When you go to print, make
sure it is set as print to PDF,
Slides are in notes page
format and are in colour.
This is what it should look like
( ) In note format and saved as a PDF
6
Structure for Part A & Part B
Title Page: Organisation selected, your name, Team Name (Part B only), and ID, the word
count of your presentation (Part A only) (including tables and figures but not the references).
The title page does not count in the total word count.
Structure of the written annotated PowerPoint presentation and in-class team oral
presentation: Similar to a contents’ page, but no page numbers are needed.
Introduction: Sets up the presentation (what is it about?) and briefly introduces the
organisation.
Body: See below and next for details.
Conclusion: Summarises key points from previous sections and brings the presentation to a
close.
References: See below
Body of Part A & Part B
The body (content) of your written annotated PowerPoint presentation and oral
presentation with PowerPoint slides should cover
Part A:
Background, History and Culture
External Analysis
Internal Analysis
Stakeholder Analysis
Overall Strategic Position
Part B:
Strategy Options
Strategy Evaluation
Final Strategy Recommendations
7
Part A (body of the report)
Current Strategic Position
Part A is about competitive (business) strategy. You are required to focus on the following
aspects in the body of Part A:
In the Background, History and Culture, please provide a summary of the background,
history and culture of your organisation. This brief descriptive section sets up an
understanding of the organisation.
In the Analysis sections of your report, use all the following tools to analyse your
organisation’s strategic position:
• PESTEL – including a summary of key findings of this analysis
• Porter’s Five Forces analysis- including a summary of key findings of this analysis
▪ VRIO Analysis - including a summary of key findings of this analysis
▪ Stakeholder Mapping: Power/Attention Analysis - including a summary of key
findings of this analysis
This means that you can pace your work for the assessment. You can do various sections
each week as we move along the topics. If you do so you will only have to finesse your
assessment on week 7.
For the Organisation’s Overall Strategic Position, drawing from your previous analysis,
conduct a prioritised SWOT analysis (Strengths, Weaknesses, Opportunities and Threats).
State overall what should be considered when developing strategic options in Part B of the
strategy report. For example, based on my analysis, the organisation should be aware of the
following important insights.
(Hints: Use academic research and commercial information, as well as theories, concepts
and frameworks in each section to support, evidence and justify each section. Do not use any
appendices, the markers are aware that some assumptions might need to be made).
8
Part B
Strategic Choices and Action
Part B is about corporate strategy. Part B presentation should cover the following
Strategy Options. They should be corporate strategies studies in Chapter 8/ Corporate
Strategy and Diversification. To enhance your argument, you can also use support from
Chapter 11 on Mergers, Acquisitions and Alliances.
Two (2) strategies are required, with insight into the proposed strategies (what is it/how
will it work?). How will it utilise the organisation’s strengths and opportunities and/or
minimises their weaknesses and threats (refer to Strategy Report Part A)? Use relevant
theory and frameworks as evidence to support.
This means
1. you start from the SWOT and conclusion you drew in Report A. You do not need to
conduct again the analysis you did in report A (so for instance there is no PESTEL, 5
Forces or VRIO in report B).
2. You only consider two of the possible strategies discussed in Chapter 8 (for instance
two strategies from the Ansoff Growth matrix-figure 8.2 in your book)
Strategy Evaluation. This is the analysis of each of the proposed strategies to determine
whether they are suitable, acceptable and feasible. Please make sure you read chapter 12
Evaluating Strategies (and read/watch the relevant materials in Moodle)
Final Strategy Recommendations. Based on the previous sections, which ONE of the two
strategies should the organisation adopt or prioritise? Why? Provide a rationale based on
previous sections. Do the recommendations have the potential for real impact and is
relevant? Is it realistic to implement/operationalise? How will it contribute to the
organisation’s competitive advantage and long-term success (profitability)?
9
Following the presentation there will be time for questions and feedback. The order of the
teams’ presentation will be randomly determined on the day. You are required to attend
the entire tutorial otherwise 20% marks will be deducted to your report B final mark.
10
General Hints
• Please make sure you use imagery/visuals (not just words) to communicate your key points
in your PowerPoint. Colour, tables/ diagrams and images are good. Your slides must be
engaging!
• Point form on the slides is fine. For part B, your talk and for part A, your notes should
expand beyond the points made on the slide (i.e. explain what are the implications or key
insights that should be inferred from the slides). For part A, the notes are the equivalent of
the speech you would give to the management team.
• Your report should be consistent throughout (same fonts/writing style etc.).
• In the body of your presentations, one section does not equal one slide, you will most likely
need multiple slides (watch the word/time limit though).
Part A Referencing
• For Part A, academic referencing must be adhered to. This includes in-text references where
required, including visual references, and a reference list (APA format only).
• References (in-text and the reference list) do not count in the word count. All the rest
counts (notes; words on slides; tables and figures)
• You do not have to have references on the slides or in the notes, but you should use at least
5 academic journal articles in Part A. They should be listed at the end of your PowerPoint
presentation.
• If you do not have in-text references please present a bibliography*, if you have in-text
references please present a reference list.
• For each part, five (5) marks will be deducted from the total if the bibliography or reference
list is missing.
* A bibliography includes all the sources consulted even if they not directly cited (referred
to) in the assignment. A reference list is for those directly cited.
Part A and B: Other aspects assessed
The following areas will be assessed as proof of professionalism:
Slide Quality - communicates appropriate and relevant information clearly and succinctly to
your managerial audience– written and visual quality.
11
Notes Quality (part A) expands on the content of the slides and is communicated succinctly
and appropriately (Why is the information on the slide important? What does the
information on the slide mean for the organisation?).
Oral Presentation Quality (part B) – All aspects (written and spoken) are communicated
succinctly and are appropriate. It is professional, consistent with audience expectations, has
energy, is engaging and well prepared. Spoken information is not repeating what is on the
slides, but rather expands on it, review points made for Part A’s notes section too (Part B
only).
Structure and format – a flow that makes sense, is cohesive; the sections are connected
overall, and are appropriate to the managerial audience.
Part B (only)
EVERY team member has to present, and everybody is expected to answer questions.
Managing Team Dynamics, Challenges and Issues
• Once placed in a team, it is up to each student to contact other team members ASAP.
The Chief Examiner reserves the right to remove students from a team where they
have not made effort to contact other team members in a timely manner.
• Please be aware that as a team you should all be working on this assessment at a
minimum from week 8 onward (preferably earlier. Do not leave starting it too late as
this will most likely result in team issues – you have been warned!).
• By week 8, you should have contacted your team and started planning your work. If
you have not done so by then, please contact your tutor immediately. No individual
presentations will be allowed, and a zero will be given.
• If issues surrounding the performance of one or more team members is raised by the
team, this must occur via email to the teaching team ASAP. This must be done by
Week 10. You are required to provide evidence to support your issue.
• The teaching team may ask the student team to provide further information to
evaluate the performance of each team member (including themselves). Furthermore,
the Chief Examiner or teaching team may either email the student team or ask them
12
to meet (via an online meeting) to discuss issues raised (if meeting as a team, all team
members must be present, individual team members not in attendance may receive a
zero for this assessment).
• Where it is found that one or more students have not contributed an equitable
amount of work toward this assessment (based on the evidence presented), a lower
result may be recorded for the student. The Chief Examiner will make this decision
based on the information and evidence (or lack of) provided.
• Students who ghost the team will be awarded zero (0) for this assessment (ongoing
evidence of the team's attempts to contact the missing team member will be required,
so please ensure you keep a track of this and advise the teaching team ASAP if you
notice this becoming an issue). There will be no opportunity for alternate assessments
in this instance.
• Due to privacy regulations, the teaching team cannot advise other team members of
individual student results.
13
Demonstration of
knowledge
High Distinction
80%+
Distinction
70-79%
Credit
60-69%
Pass
50-59%
NP
<50%
a) CONTENT Body of part A (current strategic position) and body of part B (strategic choice and action) 80%
b) Accuracy and
relevance of
knowledge
Demonstrates insight,
awareness and
understanding of the
deeper and more subtle
aspects of the topic.
Ability to consider the
topic in the broader
context of the course
Evidence of an
awareness and
understanding
of the deeper
and more subtle
aspects of the
topic
Sound knowledge of
principles and
concepts
Knowledge of
principles
and concepts
Limited knowledge
of principles and
concepts
Argument and
Analysis:
articulation of
argument and
analytical-
evaluative skills
Demonstrates original
and independent
thought and highly
developed analytical
and evaluative skills.
The answers are well
justified and reflect a
command of complex
concepts and ideas.
Evidence of high level
reflective and critical
thinking.
Evidence of
original and
independent
thought and
clear evidence
of analytical and
evaluative skills.
Evidence of
reflective and
critical thinking.
Well-reasoned
argument. Evidence
of analytical and
evaluative skills,
reflective and
critical thinking.
Sound argument.
Some evidence of
analytical and
evaluative skills and
reflective and
critical thinking.
Very little evidence
of an ability to
construct coherent
argument,
analytical and
evaluative skills.
Very little evidence
of reflective and
critical thinking.
PROFESSIONALISM: Slides, notes, structure, research and referencing 20%
Communication
and presentation
Highly developed skills
in expression and
presentation and
excellent academic
referencing.
Well-developed
skills in
expression and
presentation
and academic
referencing
Good skills in
expression
and presentation.
Accurate and
consistent academic
referencing
Adequate skills in
expression and
presentation.
Demonstrates
understanding of
academic
referencing
Inadequate skills in
expression and
presentation.
Inaccurate and
inconsistent
academic
referencing
14
Ability to identify
information, read
widely and use
information from
academic and
professional
sources
Strong evidence of
independent reading
beyond the core texts
and materials
Evidence of
reading beyond
the core texts
and materials
Thorough
understanding of
the core texts and
materials
Evidence of having
read the core texts
and materials
Very little evidence
of having read any
of the core texts
and materials
Strategic Management
Strategy Report Part A & Part B:
Strategy Annotated PowerPoint Written Presentation (Part A)
and
In-Class Oral Presentation with PowerPoint slides (Part B)
Guidance
Assessment Requirements
To meet the learning goals of this unit, you are required to create a Strategy Report, which is
composed of two types of assessed presentations: Part A and Part B.
• Part A is an individual assessment and is presented as an annotated written PowerPoint
presentation file.
• Part B is a team assessment and is an in-class oral team presentation with PowerPoint slides
Part A (annotated PowerPoint) and Part B (slides) are to be submitted on the Moodle site ([Unit
Schedule and Assessments tab]; for Part B only one of the team members needs to submit.
• You can find the details for both parts next.
In real life, the Strategy Report would be one
event, but for the purposes of study, feedback,
and time management it is split it into two parts.
It is very common to do a presentation to the
client before sending the final written report.
This way the client (often the top management
team of the organisation) can give feedback
which can be incorporated into the final report. It
is a more efficient use of time, and there are no
surprises.
Part A focuses on the current situation/ context/
environment and determining the organisation’s
strategic position.
Section B is future-focused and is your proposal
for recommendations. What you would do if you
were managing the organisation’s strategy?
MGX3110 Strategy Report Guidance
Part A & Part B
For the basis of your report (Part A and B), you have the choice of selecting one organisation
from the list below (no others allowed^*):
• Marley Spoon AG (https://www2.asx.com.au/markets/company/mmm)
(https://ir.marleyspoon.com/investor-centre/)
• Blackmore Ltd (https://www2.asx.com.au/markets/company/bkl)
(https://www.blackmores.com.au/)
• Qantas Group (https://www2.asx.com.au/markets/company/qan)
(https://www.qantas.com/au/en.html)
• Simonds Group Ltd (https://www2.asx.com.au/markets/company/sio)
(http://simondsgroup.com.au/)
Your audience is the senior management team in the organisation.
Every aspect of your submission should be appropriate for this audience. This is not an
academic essay!
These are all publicly listed companies on the Australia Stock Exchange (ASX). Bear in mind
that the information provided on their website can be both about the parent companies
(the corporations) and the businesses that the corporations are composed of (so for
instance for the Qantas group choose one of the companies for instance JetStart or Qantas).
For Part A, please make sure you choose one of the businesses of these corporations
(remember topics 1 and 7), as Part A is about competitive strategy.
*^ Please note: The selection of an organisation outside the organisations listed here will
result in a zero (0) mark for the assessment. This applies to both Part A and Part B.
MGX3110 Strategy Report Guidance
Part A & Part B
PART A. STRATEGY ANNOTATED POWERPOINT WRITTEN PRESENTATION
Part A is an individual assessment. It is about competitive (business) strategy. It is worth
40%. You are required to submit an annotated PowerPoint presentation (3000 words saved
as PDF, *A 10% + or – tolerance applies) before 11.55 pm (Melbourne time), Friday Week 7
of the semester^.
The file for Part A should be saved and submitted as Yoursurname Companyname A.pdf
(so if you choose Qantas and your surname is Familyname and it should be saved and
submitted as Familyname Qantas A.pdf]
PART B. IN-CLASS TEAM ORAL PRESENTATION WITH POWERPOINT SLIDES
Part B is a team assessment. It is about corporate strategy. It is worth 30%.
Week 12 of the unit is dedicated to team presentations. They will happen during your
allocated tutorials. Each team is required to both prepare an oral presentation lasting 10-12
minutes maximum and submit the PowerPoint slides of this presentation before Sunday
11.55 pm Week 11. Notes are not required.
The team is the team composed for the Case Debrief report (see Managing Team
Dynamics, Challenges and Issues at the end of this document)
The file for the Powerpoint Presentation (Part B) should be saved and submitted as
Teamname Companyname B.pdf (so if you choose Qantas and your team name is Strategos
and it should be saved and submitted as Strategos Qantas B.pdf]
Please note: It does not matter if team members completed a different organisation for Part
A, as a team you will choose which organisation you will focus on in Part B.
^Penalty for late submission: 10% of the marks allocated to the assessment task will be
deducted for each 24hrs (or part thereof) that any part of the assessment is late. This also
applies to weekends and public holidays.
Part A: What is an Annotated PowerPoint?
• It is a PowerPoint presentation that has the notes included.
• The notes are the basis of the speaking part in a presentation.
• You should submit both parts of your Strategy Report as a PDF with the slide format set to ‘notes’ (hint: go to print, not save as and then
select print to PDF).
When developing the slides, the
notes are written in the section
beneath the slides.
When you go to print, make
sure it is set as print to PDF,
Slides are in notes page
format and are in colour.
This is what it should look like
( ) In note format and saved as a PDF
6
Structure for Part A & Part B
Title Page: Organisation selected, your name, Team Name (Part B only), and ID, the word
count of your presentation (Part A only) (including tables and figures but not the references).
The title page does not count in the total word count.
Structure of the written annotated PowerPoint presentation and in-class team oral
presentation: Similar to a contents’ page, but no page numbers are needed.
Introduction: Sets up the presentation (what is it about?) and briefly introduces the
organisation.
Body: See below and next for details.
Conclusion: Summarises key points from previous sections and brings the presentation to a
close.
References: See below
Body of Part A & Part B
The body (content) of your written annotated PowerPoint presentation and oral
presentation with PowerPoint slides should cover
Part A:
Background, History and Culture
External Analysis
Internal Analysis
Stakeholder Analysis
Overall Strategic Position
Part B:
Strategy Options
Strategy Evaluation
Final Strategy Recommendations
7
Part A (body of the report)
Current Strategic Position
Part A is about competitive (business) strategy. You are required to focus on the following
aspects in the body of Part A:
In the Background, History and Culture, please provide a summary of the background,
history and culture of your organisation. This brief descriptive section sets up an
understanding of the organisation.
In the Analysis sections of your report, use all the following tools to analyse your
organisation’s strategic position:
• PESTEL – including a summary of key findings of this analysis
• Porter’s Five Forces analysis- including a summary of key findings of this analysis
▪ VRIO Analysis - including a summary of key findings of this analysis
▪ Stakeholder Mapping: Power/Attention Analysis - including a summary of key
findings of this analysis
This means that you can pace your work for the assessment. You can do various sections
each week as we move along the topics. If you do so you will only have to finesse your
assessment on week 7.
For the Organisation’s Overall Strategic Position, drawing from your previous analysis,
conduct a prioritised SWOT analysis (Strengths, Weaknesses, Opportunities and Threats).
State overall what should be considered when developing strategic options in Part B of the
strategy report. For example, based on my analysis, the organisation should be aware of the
following important insights.
(Hints: Use academic research and commercial information, as well as theories, concepts
and frameworks in each section to support, evidence and justify each section. Do not use any
appendices, the markers are aware that some assumptions might need to be made).
8
Part B
Strategic Choices and Action
Part B is about corporate strategy. Part B presentation should cover the following
Strategy Options. They should be corporate strategies studies in Chapter 8/ Corporate
Strategy and Diversification. To enhance your argument, you can also use support from
Chapter 11 on Mergers, Acquisitions and Alliances.
Two (2) strategies are required, with insight into the proposed strategies (what is it/how
will it work?). How will it utilise the organisation’s strengths and opportunities and/or
minimises their weaknesses and threats (refer to Strategy Report Part A)? Use relevant
theory and frameworks as evidence to support.
This means
1. you start from the SWOT and conclusion you drew in Report A. You do not need to
conduct again the analysis you did in report A (so for instance there is no PESTEL, 5
Forces or VRIO in report B).
2. You only consider two of the possible strategies discussed in Chapter 8 (for instance
two strategies from the Ansoff Growth matrix-figure 8.2 in your book)
Strategy Evaluation. This is the analysis of each of the proposed strategies to determine
whether they are suitable, acceptable and feasible. Please make sure you read chapter 12
Evaluating Strategies (and read/watch the relevant materials in Moodle)
Final Strategy Recommendations. Based on the previous sections, which ONE of the two
strategies should the organisation adopt or prioritise? Why? Provide a rationale based on
previous sections. Do the recommendations have the potential for real impact and is
relevant? Is it realistic to implement/operationalise? How will it contribute to the
organisation’s competitive advantage and long-term success (profitability)?
9
Following the presentation there will be time for questions and feedback. The order of the
teams’ presentation will be randomly determined on the day. You are required to attend
the entire tutorial otherwise 20% marks will be deducted to your report B final mark.
10
General Hints
• Please make sure you use imagery/visuals (not just words) to communicate your key points
in your PowerPoint. Colour, tables/ diagrams and images are good. Your slides must be
engaging!
• Point form on the slides is fine. For part B, your talk and for part A, your notes should
expand beyond the points made on the slide (i.e. explain what are the implications or key
insights that should be inferred from the slides). For part A, the notes are the equivalent of
the speech you would give to the management team.
• Your report should be consistent throughout (same fonts/writing style etc.).
• In the body of your presentations, one section does not equal one slide, you will most likely
need multiple slides (watch the word/time limit though).
Part A Referencing
• For Part A, academic referencing must be adhered to. This includes in-text references where
required, including visual references, and a reference list (APA format only).
• References (in-text and the reference list) do not count in the word count. All the rest
counts (notes; words on slides; tables and figures)
• You do not have to have references on the slides or in the notes, but you should use at least
5 academic journal articles in Part A. They should be listed at the end of your PowerPoint
presentation.
• If you do not have in-text references please present a bibliography*, if you have in-text
references please present a reference list.
• For each part, five (5) marks will be deducted from the total if the bibliography or reference
list is missing.
* A bibliography includes all the sources consulted even if they not directly cited (referred
to) in the assignment. A reference list is for those directly cited.
Part A and B: Other aspects assessed
The following areas will be assessed as proof of professionalism:
Slide Quality - communicates appropriate and relevant information clearly and succinctly to
your managerial audience– written and visual quality.
11
Notes Quality (part A) expands on the content of the slides and is communicated succinctly
and appropriately (Why is the information on the slide important? What does the
information on the slide mean for the organisation?).
Oral Presentation Quality (part B) – All aspects (written and spoken) are communicated
succinctly and are appropriate. It is professional, consistent with audience expectations, has
energy, is engaging and well prepared. Spoken information is not repeating what is on the
slides, but rather expands on it, review points made for Part A’s notes section too (Part B
only).
Structure and format – a flow that makes sense, is cohesive; the sections are connected
overall, and are appropriate to the managerial audience.
Part B (only)
EVERY team member has to present, and everybody is expected to answer questions.
Managing Team Dynamics, Challenges and Issues
• Once placed in a team, it is up to each student to contact other team members ASAP.
The Chief Examiner reserves the right to remove students from a team where they
have not made effort to contact other team members in a timely manner.
• Please be aware that as a team you should all be working on this assessment at a
minimum from week 8 onward (preferably earlier. Do not leave starting it too late as
this will most likely result in team issues – you have been warned!).
• By week 8, you should have contacted your team and started planning your work. If
you have not done so by then, please contact your tutor immediately. No individual
presentations will be allowed, and a zero will be given.
• If issues surrounding the performance of one or more team members is raised by the
team, this must occur via email to the teaching team ASAP. This must be done by
Week 10. You are required to provide evidence to support your issue.
• The teaching team may ask the student team to provide further information to
evaluate the performance of each team member (including themselves). Furthermore,
the Chief Examiner or teaching team may either email the student team or ask them
12
to meet (via an online meeting) to discuss issues raised (if meeting as a team, all team
members must be present, individual team members not in attendance may receive a
zero for this assessment).
• Where it is found that one or more students have not contributed an equitable
amount of work toward this assessment (based on the evidence presented), a lower
result may be recorded for the student. The Chief Examiner will make this decision
based on the information and evidence (or lack of) provided.
• Students who ghost the team will be awarded zero (0) for this assessment (ongoing
evidence of the team's attempts to contact the missing team member will be required,
so please ensure you keep a track of this and advise the teaching team ASAP if you
notice this becoming an issue). There will be no opportunity for alternate assessments
in this instance.
• Due to privacy regulations, the teaching team cannot advise other team members of
individual student results.
13
Demonstration of
knowledge
High Distinction
80%+
Distinction
70-79%
Credit
60-69%
Pass
50-59%
NP
<50%
a) CONTENT Body of part A (current strategic position) and body of part B (strategic choice and action) 80%
b) Accuracy and
relevance of
knowledge
Demonstrates insight,
awareness and
understanding of the
deeper and more subtle
aspects of the topic.
Ability to consider the
topic in the broader
context of the course
Evidence of an
awareness and
understanding
of the deeper
and more subtle
aspects of the
topic
Sound knowledge of
principles and
concepts
Knowledge of
principles
and concepts
Limited knowledge
of principles and
concepts
Argument and
Analysis:
articulation of
argument and
analytical-
evaluative skills
Demonstrates original
and independent
thought and highly
developed analytical
and evaluative skills.
The answers are well
justified and reflect a
command of complex
concepts and ideas.
Evidence of high level
reflective and critical
thinking.
Evidence of
original and
independent
thought and
clear evidence
of analytical and
evaluative skills.
Evidence of
reflective and
critical thinking.
Well-reasoned
argument. Evidence
of analytical and
evaluative skills,
reflective and
critical thinking.
Sound argument.
Some evidence of
analytical and
evaluative skills and
reflective and
critical thinking.
Very little evidence
of an ability to
construct coherent
argument,
analytical and
evaluative skills.
Very little evidence
of reflective and
critical thinking.
PROFESSIONALISM: Slides, notes, structure, research and referencing 20%
Communication
and presentation
Highly developed skills
in expression and
presentation and
excellent academic
referencing.
Well-developed
skills in
expression and
presentation
and academic
referencing
Good skills in
expression
and presentation.
Accurate and
consistent academic
referencing
Adequate skills in
expression and
presentation.
Demonstrates
understanding of
academic
referencing
Inadequate skills in
expression and
presentation.
Inaccurate and
inconsistent
academic
referencing
14
Ability to identify
information, read
widely and use
information from
academic and
professional
sources
Strong evidence of
independent reading
beyond the core texts
and materials
Evidence of
reading beyond
the core texts
and materials
Thorough
understanding of
the core texts and
materials
Evidence of having
read the core texts
and materials
Very little evidence
of having read any
of the core texts
and materials
