Lincoln International Business School (LIBS) LIBS Vision: To provide an innovative, scholarly learning environment based on a commitment to responsible management practices and a global community mind-set. LIBS Mission: To develop socially responsible leaders ready to meet the challenges of 21st century business. Contents Contact Details 4 Introduction 5 Learning Outcomes 5 Employability Skills / Skills for your Future 5 Principles of Responsible Management Education 6 Teaching & Learning Methods 7 Module Delivery 7 Feedback Strategy 8 Assessment Rationale 10 Learning Resources 10 Reading 10 The Library (www.library.lincoln.ac.uk ) 11 Digital Learning Resources (https://digitaleducation.lincoln.ac.uk/resources-hub/ ) 12 Appendix One: Schedule of Activity 14 Appendix Two: Assessment Brief 15 Appendix Three: Assessment Criteria LO1-3 19 Appendix Three: Assessment Criteria LO4-6 20 Module Details Module Code: MGT9130M Credit Rating: 15 Level: M Subject: International Business Pre-requisites: None Co-requisites: None Barred Combinations: None Department: Management External Examiner: Dr Rima Hussein Contact Details Module Co-ordinator: Dr SunnyDee Horton sHorton@lincoln.ac.uk DCB3201 Seminar Tutors: Dr SunnyDee Horton sHorton@lincoln.ac.uk Dr Kudrat Khuda mkhuda@lincoln.ac.uk Dr Mahdieh Zeinali mzeinali@lincoln.ac.uk Admin Support: LIBS Reception David Chiddick Building 01522 835509 Open: 9am 4pm Monday - Friday pgtadmin-business@lincoln.ac.uk Introduction This 15-credit module aims to introduce learners to the realities of the organisational context and the challenges of management practices in the global business arena. It will encourage you to view organisations as complex, process-based cultural systems, and continually emerging social structures operating on the basis of people relations and interactions. The last four decades have been marked by significant developments within the international arena, including increased speed and volume of knowledge transmission internationally, reduced restrictions on international trade, the resultant acceleration in the flow of foreign direct investment, and increasing business participation from less familiar territories. Such developments have led to intensified worldwide competition as a growing number of firms from emerging and developing economies expand globally, and existing multinational companies (MNCs) continue to spread their activities around the world into less familiar territories. In light of such developments, it is crucial to understand the impact of culture and national institutions on the business activities and practices of individuals within these firms. Cross-border activities are underpinned by cultural interaction as firms tend to be embedded in the society from which they emerged. Hence, this module will provide learners with the opportunity to develop knowledge and gain an understanding of how the national context impacts on the behaviour of people in organisations. To do this, the impact of various dimensions of culture on business will be explored, with particular attention to national culture. Additionally, students will be able to identify and examine alternative explanations (other than culture) for the differences in organisational and management practices across firms from varying national territories. Moreover, students will be given the chance to collect specialised insights into certain themes, firms, or cultures, through the focused module assessment. Learning Outcomes On completion of the module, you should be able to: LO1 Explain organisational processes from the perspectives of individuals and organisations in the global context. LO2 Evaluate global organisational context within which individuals operate and assess how economic, political, and social influences impact individual/team behaviour. LO3 Analyse strategies for managing international teams and projects with particular emphasis on the impact of national culture on the function and culture of the organisation. LO4 Evaluate organisation and management theory in relation to students own experience and/or competencies as manager. Employability Skills / Skills for your Future In addition to the specific learning outcomes detailed above, the module also facilities the development of several transferable Work Ready skills. These are skills which will contribute to your own personal development as a scholar, but also in the world of work. These can be identified as: 1. The ability to solve complex problems and make decisions: establish criteria, using appropriate decision-making techniques including identifying, formulating, and solving business problems; the ability to create, identify and evaluate options; the ability to implement and review decisions 2. High personal effectiveness: critical self-awareness, self-reflection, and self-management; time management; conflict resolution, displaying commercial acumen, the ability to continue to learn through reflection on practice and experience 3. Soft skills: understanding the needs of others and having empathy towards them; sensitivity to diversity in people and in different situations 4. Effective performance within team environments and the ability to recognise and use individuals' contributions in group processes and to negotiate and persuade or influence others, team selection, delegation, development, and management 5. Leadership and performance management: selecting appropriate leadership style for different situations; setting objectives, motivating, monitoring performance, coaching, and mentoring 6. Effective communication: networking, listening, oral and written communication of complex ideas and arguments, using a range of media Principles of Responsible Management Education The Lincoln International Business School is committed to the Principles of Responsible Management Education (PRME) to develop future leaders that are socially responsible who will create sustainable environmental and economic value. Accordingly, the school seeks to engage its students in critical debate about the implications of sustainability for the global business community and management practice. To that end, this module relates to the following sustainable development goals: Goal 1: Purpose - Developing the capabilities of students to be future generators of sustainable value for business and society at large and to work for an inclusive and sustainable global economy. Goal 3: Method - Creating educational frameworks, materials, processes, and environments that enable effective learning experiences for responsible leadership. Goal 4: Research - Engaging in conceptual and empirical research that advances our understanding about the role, dynamics, and impact of corporations in the creation of sustainable social, environmental, and economic value. Teaching & Learning Methods The learning process includes lectures (two hour per week) where all the themes and topics will be analysed and seminars (one hour per week) where the concepts will be discussed, and activities will help you better understand some complex themes. International perspectives are provided through: The lecture and book materials. The readings that students are provided with. Examples used by the tutor in the class. Module Delivery The module will involve you in guided independent study and will support the concept of Student as Producer. You will be required to relate your experiences to the concepts and theories you learn in the classroom. The module will consist of lectures, where all the relevant themes and topics are analysed, and seminars, where the concepts will be discussed, and activities will help you better understand some of the complex themes. International perspectives are provided through the lecture and book materials, assigned reading and in-class examples. The schedule of activity is available in Appendix 1. Contact Time Lectures The modules lectures are organised into 11 two-hour sessions that will be providing the theoretical foundations for this module. You should aim to organise your research group and agree on weekly reading, or you might also choose to complete your weekly lecture reading independently. Students are encouraged to communicate their progress with each other as well as through formal timetabled module activities. Seminars Your timetabled seminar sessions will meet one hour each week starting on Week 2. The purpose of the seminars is to allow students to discuss the lecture content in small groups, to analyse the readings and practice their analytical skills through exercises and case studies. Discussion Board The module will incorporate the use of discussion board which can be accessed through the module site. Students are encouraged to use this platform to clarify queries with their peers and tutor. The tutor will check the discussion board on Tuesday and Friday afternoons and address any general student concerns or queries regarding the tasks they are working on. Preparation for Class You should prepare for class by doing the required reading, viewing, and making notes on the lecture for the week, and preparing tasks as instructed by your tutor. Before seminars, all students need to ensure that: 1. They have attended the lecture 2. They have completed the recommended reading 3. They have prepared for the seminars task as directed by the tutor Independent Study Being able to make informed choices and taking responsibility for your own learning activities are two important aspects of being an independent learner. If you are aware of having a weakness in a particular area, you may choose to devote extra time and energy outside of class to making improvements. On the other hand, there may be topics which particularly interest you so you might choose to do extra reading and research on these subjects. This is independent study - you decide what to do, how to do it, and whether it was worthwhile. Remember that working independently does not necessarily mean working alone. Working with someone else, talking through concepts and problems can be a very effective way of working independently, and can help you to solidify your knowledge from class. To achieve the learning outcomes and to perform well in your assessment, you need to be familiar with the writers associated with your research, identify, and understand the conflicting views of writers on your research topic. Private reading will also allow you to develop your concepts and reflective thinking and formulate your own views on what the writers propose. Module Delivery Total Hours Lectures 24 hours Tutorials 12 hours Preparation for Class 50 hours Independent Study 64 hours Nominal Total (15 CATS) 150 hours Feedback Strategy Receiving formative feedback during your learning is essential to ensure you are prepared for your final assessments. To support your learning throughout the module the following formative feedback strategies are used: Dedicated lecture time for assessment support Dedicated assessment support workshops Feedback on draft work (one for each component of the portfolio - a draft outline structure or bullet points only) One-to-one meetings with tutor Assessment Summary The assessment on this module is an individual 3000-word portfolio which demonstrates students learning on the module. The aim of the portfolio is to appraise students as responsible business managers through analysis and critique of a topic covered on the module with practical application to an organisation. Assessment will incorporate both formative and summative approaches, with the formative feedback feeding into the final piece of summative work. The portfolio should consist of two parts: Part A will involve choosing and analysing a topic with practical application to a case study scenario. Emphasis will be on highlighting the significance of the chosen topic based on existing research, employing appropriate national and institutional frameworks to apprise the topic, identifying issues and strengths, examining the benefits and challenges of the chosen topic from individual, organisational, and societal perspectives, evaluating, and critiquing the current leadership approach towards the topic in your chosen organisation, and highlighting a plan of action - (approx. 2200 Words +/- 10%). Part B will involve a reflection on your own development during the module - exploring how your understanding of managing People in Global Organisations has developed over the term and how you will use your new knowledge in work or life in general. Please ensure to develop your reflective account in relation to academic theory highlighting if you found the theory to hold true or otherwise in your experience and how this will inform your practice in future - (approx. 800 words +/- 10%). Full assessment details are available in Appendix 2. Portfolio: a) 100% of your overall grade b) 3,000 words (+/- 10%) c) Due on Friday 20 January 2023 by 12:00 (noon) UK Time d) Electronic submission via Turnitin Detailed instructions for each of these assignments are also contained on the modules Blackboard site under Assessment Submission Guidelines. Assessment Rationale Assessment Method Weighting (%) Week Due Group Work LOs Assessed 1 2 3 4 Portfolio 100% Week 16 No x x x x Assessment Criteria Grids will be used to provide feedback on Blackboard and indicate how marks will be allocated, they are included in Appendix 3. Dishonesty and Plagiarism The University Regulations define plagiarism as the passing off of another persons thoughts, ideas, writings or images as ones own. Examples of plagiarism include the unacknowledged use of another persons material whether in original or summary form. Plagiarism also includes the copying of another students work. Plagiarism is a serious offence and is treated by the University as a form of dishonest means in assessment. Students are directed to the University Regulations for details of the procedures and penalties involved. Plagiarism is, however, easily avoided by the full and correct use of referencing. When available, always check your similarity rating index on Turnitin submissions to ensure you percentage rating is in the green. Please note however, that such a rating is indicative only and tutors will consider other evidence in assessing the academic integrity of your work. Where there are doubts about your work, you may be called in for an interview. Learning Resources Reading The required reading for each weeks lecture/seminar is listed in Appendix 1. The articles come from various academic journals and can be accessed through the Online Reading List. This reading is the absolute minimum you need in order to understand and participate on the module. If you would like a general textbook, we recommend: French, R. (2010). Cross-Cultural Management in Work Organisations. London: CIPD Other recommended textbooks for the module are: Brewster, C., Sparrow, P., Vernon, G., and Houldsworth, E. (2010). International Human Resource Management. London: CIPD Iles, P., and Zhang, C.L. (2013). International Human Resource Management: a cross-cultural and comparative approach. London: CIPD Buchanan, D. and Huczynski, A. (2010). Organisational Behaviour. Harlow: Prentice Hall Other more specific references are provided on the Module Blackboard site and will be signposted in class. You are also expected to read independently for this module. This module requires that you follow the Harvard System of referencing. The Library (www.library.lincoln.ac.uk ) Our Subject Librarians are Martin Osborne and Daren Mansfield. They can assist you to use the catalogue, do subject searches and so on. Contact details are: Martin Osbornes contact details: Work telephone: (01522) 886316 Email: mosborne@lincoln.ac.uk Room: University Library Daren Mansfields contact details: Work telephone: (01522) 886094 Email: dmansfield@lincoln.ac.uk Room: University Library If you cannot find Martin Osborne or Daren Mansfield, any of the subject librarians will help you. Digital Learning Resources (https://digitaleducation.lincoln.ac.uk/resources-hub/ ) In addition to the above it is recommended you make use of the digital learning resources to support your learning on this module: L4.1 Academic Etiquette L4.1a Academic Etiquette for International Students L4.2 Time Management L4.3 Goals and Action Planning L4.4 Using Feedback L4.5 Academic Writing 1: Genres L4.6 Academic Writing 2: Style L4.7 Active Listening L4.8 Critical Analysis 1 L4.9 Developing a Line of Argument L4.10 Group Work L4.11 Paraphrasing and Summarising Sources L4.12 Presentations 1: The Slides L4.13 Presentations 2: Delivery L4.14 Reading strategies L4.15 Revision and Memory Techniques L4.16 Academic Writing 3: Hedging L4.17 Critical Analysis 2 L4.18 Critical Reflection L4.19 Cross-cultural Communication L4.22 Introduction to Postgraduate Study Skills L4.23 Postgraduate Study Skills: Being Critical at Masters Level L4.25 Postgraduate Study Skills: Academic Writing and the Research Process L4.26 Postgraduate Study Skills: In-depth Critical Literature Review L4.27 Postgraduate Study Skills: Reading Critically L4.28 English Language Skills: Sentence Structure Appendix One: Schedule of Activity W/C Week Lecture Materials / Topic Reading Materials Suggested Seminar 03/10 01 Module Introduction Module Handbook NO SEMINAR 10/10 02 Organisational analysis: Review and key concepts Chapter 3 (New Conditions, New Organisation) in Organisation: Contemporary principles and practices by John Child Ice-breaker activity Assessment brief 17/10 03 Managing across the globe: Cultural and institutional perspectives Chapter 1 (International HRM, National Differences and the Transfer of HRM) AND Chapter 2 (National Difference, Culture and IHRM) in International Human Resource Management by Iles and Zhang (2013) Case study IBM 24/10 04 Cross-cultural competences: Managing cross-cultural teams Chapter 8 (The Multicultural Team) in Managing Across Cultures by Schneider, Barsoux, and Stahl (2014) Debate: culture vs. institutions 31/10 05 Diversity in Global Organisations Patrick and Kumar (2012) Managing Workplace Diversity: Issues and Challenges Patrick and Kumar (2012) Discussion 07/11 06 Organisational leadership: The expatriate manager Chapter 5 (International Assignments) in International Human Resource Management by Harzing and Pinnington (2011) Chapter 7 (The International Manager) in Managing Across Cultures by Schneider, Barsoux, and Stahl (2014) Rosalinde Torres in What it takes to be a great leader 14/11 07 Human Resource Issues: Expatriates, Inpatriates and Third-Country Nationals An Examination of Salient Factors Affecting Expatriate Culture Shock Robert H Sims; Mike Schraeder Journal of Business and Management; Spring 2004; 10, 1; ABI/INFORM Global pg. 73 Academic Writing Support 21/11 08 Cross-cultural negotiations: The influence of culture Graham, J. L. (1983). Brazilian, Japanese, and American business negotiations. Journal of International Business Studies, 14(1), pp. 47-61. Negotiation Self-Assessment 28/11 09 Organisational change: Managing new environments Todnem, R. (2005). Organisational change management: A critical review, Journal of Change Management, 5(4), pp.369-381. Assessment Support Portfolio Part A drop in 05/12 10 Managing human resources: Strategies, practices, and debates Gitell, J.H. and Bamber, G.J. (2010) High- and low-road strategies for competing on costs and their implications for employment relations: international studies in the airline industry, The International Journal of Human Resource Management, 21(2), pp. 165-179. Peccei, R., Van De Voorde, K., and Van Veldhoven, M. 2013. HRM, well-being and performance: A theoretical and empirical review. In Guest, D. E., Paauwe, J., and Wright, P. M. (Eds.) Human resource management and performance: Achievements and challenges, Oxford: Wiley-Blackwell, pp. 15-46. Case Study: UTEL 12/12 11 The Art of Reflection Chapter 1 - Bolder and Delderfield (2018) Reflective Practice, 5th Edition. London: Sage. Available as an eBook via the Library Assessment Support Drop In 19/12 02/01 12-14 The Holiday Period 09/01 15 Managing in new environments: The Gig economy De Stefano, V. (2015). The rise of the just-in-time workforce: On-demand work, Crowdwork, and labor protection in the gig-economy. Comparative Labor Law & Policy Journal, 37, pp. 471-503. Video analysis: Deliveroo 16/01 16 Assessment Support Portfolio Part B drop in Assessment Support drop in Appendix Two: Assessment Brief Module Code & Title: People and Global Organisations Contribution to Final Module Mark: 100% Description of Assessment Task and Purpose: The assessment is an individual 3000-word portfolio which demonstrates your learning on the module. The aim of the portfolio is to appraise students as responsible business managers through analysis and critique of a topic covered on the module with practical application to an organisation. Additionally, the assessment also aims to assess your ability to find and evaluate accurate and reliable information/evidence and present it in a clear, concise, and academic manner. Assessment will incorporate both formative and summative approaches, with the formative feedback feeding into the final piece of summative work. The portfolio should consist of two parts. Part A: Approx. 2200 words +/- 10% For this Part, you are required to choose one of the three topics below and develop a 2,200-word individual essay to address a case study scenario. 1. Cross-cultural conflict and negotiations 2. Diversity in global organisations 3. Cross-cultural team-working The purpose of the essay is to assess your knowledge of the subject area and your ability to employ the key theoretical concepts covered on the module in the analysis of an organisation. In the essay, you must have the following aspects covered. Please note that you dont need to use titles and subtitles for different aspects/sections but its your choice if you would like to have sub-sections). Introduction This will be a very brief icebreaker about what your essay will be all about. Good introductions will signpost reader about what will be discussed in the essay, any theories used and the order of the discussion. Develop a critical literature review on your chosen topic This requires you to provide a rigorous assessment of academic literature on the chosen topic with a particular focus on evidencing critique of the academic theory for practice. Here, you should also explain why the topic you have chosen is significant and critically evaluate the benefits and challenges of your chosen topic from individual, organisational, and societal perspectives. After choosing your topic, you may decide to focus on a sub-topic since the topics stated above are very broad and include several themes. For example, you can analyse the relationship between your chosen topic and organisational outcomes - such as performance, innovation, business development and so on. In all cases, the chosen angle must be discussed with a cross-cultural perspective. Please note that when you are writing an essay, you are not describing a topic, but presenting some type of argument, or claim about what you are analysing. So, please include both positive and negative claims, points and arguments in your discussion that are found in the literature. Based on this evaluation of the literature develop your own stance about what seems more plausible and why (in the light of theory!). Good essays will have a very rigorous evaluation of theory and a clear rationale for arguments based on a thorough literature search from academic resources. So, support your arguments with academic sources and reports. Application and analysis of the chosen topic to the case study scenario this is a crucial element of the essay. You are required to address the scenario by examining it from the angle of your chosen topic by applying relevant theories and approaches. While conducting this analysis, consider the cultural and institutional contexts that could have an impact on the scenario. A discussion which highlights the complexity and influence of these contexts will bolster the overall mark. Additionally, you should focus on critically evaluating the current leadership approach on your chosen topic in your chosen organisation. Discuss whether the leadership approach is appropriate and effective based on the situation of the case study scenario in comparison to what the theory says. Support the discussion with evidence of the case study and theory. Implication and recommendations - Propose recommendations for any identified issues considering academic theory (i.e., provide the academic rationale for the proposed future strategy). For example, would you recommend the organisation to change its style or stance on the topic/issue and why? You must base your recommendations on academic theory and rationales and state what might improve if this change is made. Or, if the change is not made, what could be the negative consequences? Finally, you should highlight managerial implications for managers working in a global setting. What is the take home message for managers/organisations based on your research and analysis? Top tips for them and what will these tips achieve. Conclusion A brief overview of what the essay discussed. Do not introduce new ideas in the conclusion but tell the reader What do we know now that we read your paper that we did not know before? Part B: Approx. 800 words +/- 10% A 800-word reflective essay on your own development during the module, reflecting upon how your understanding of managing People in Global Organisations has developed over the term and how you will use your new knowledge in work or life in general. Please ensure to develop your reflective account in relation to academic theory highlighting if you found the theory to hold true or otherwise in your experience and how this will inform your practice in future. Learning Outcomes Assessed: LO1 Explain organisational processes from the perspectives of individuals and organisations in the global context. LO2 Evaluate global organisational context within which individuals operate and assess how economic, political, and social influences impact individual/team behaviour. LO3 Analyse strategies for managing international teams and projects with particular emphasis on the impact of national culture on the function and culture of the organisation. LO4 Evaluate organisation and management theory in relation to students own experience and/or competencies as manager. Knowledge & Skills Assessed: Subject Specific Knowledge Skills and Understanding: Academic writing, literature searching, project planning, paraphrasing and summarising sources, critical analysis, critical reflection, evaluation. Professional Graduate Skills: Independence and personal responsibility, written communication, critical thinking, creativity, effective time management, working under pressure to meet deadlines. Emotional Intelligence: Self-awareness, self-management, motivation, resilience, self-confidence. Career-Focused Skills: An understanding of the range of graduate careers, skills and attributes required by employers, a range of strategies to present skills and attributes to employers. Assessment Submission Instructions: You are required to submit your assessment by 12:00 (noon) on Friday, 20th January 2023 through Turnitin, the online assessment submission facility on the Module Blackboard site. Pay careful attention to instructions provided at the time of submission. Both parts of the portfolio will be submitted as one document. Separate submissions of both parts are not required. Date for Return of Feedback: 10th February 2023 Format for Assessment: The portfolio is limited to 3000 words, with Part A of approx. 2200 and Part B 800 words. The word count includes everything in the main body of the text (including headings, tables, citations, quotes etc). It does not include your reference list. The word count should be clearly stated on the first page of the assignment. Please follow these formatting guidelines: - Font / Size: Arial 11/12 - Spacing / Sides: 1.5 / Single Sided - Page numbers required: Yes - Margins: At least 2.54 to left and right and text justified - Referencing: Full compliance with Harvard protocols Note usual practice is to allow +/-10%. If you submit an assignment which exceeds the prescribed word limit, marking will cease at the point at which the limit has been exceeded and the mark will be awarded based on the extent to which the criteria for assessment have been met up to that point. Marking Criteria for Assessment: Please see Appendix Three. Please note that all work is assessed according to the University of Lincoln Management of Assessment Policy and that marks awarded are provisional on Examination Board decisions (which take place at the end of the Academic Year. Feedback Format: Final grades and written feedback will be provided through the Turnitin system. Face to face feedback will be available for those who would like to schedule a time to meet with the tutor. If you have any specific questions relating to the feedback comments, please email your tutor to discuss. Additional Information for Completion of Assessment: Feel free to use tables/figures/diagrams, but make sure they are properly formatted (title, source, etc) and make sure to use them to promote your argument and are commented on/interpreted in the text. Appendix: if you want to add any information. Appendix is not included in the word count. Reference list: Please use Harvard style - you must be consistent. Also, use a variety of scholarly sources from journal articles. There is a list with suggested journals in your module handbook. Be aware of online sources that may not be trustworthy. You may use some of those to present/illustrate your case, but you should not use them as evidence to support your arguments. You must work with referenced journal articles and academic sources from textbooks. You must supply a full list of academic references on completion of your research. Learning Resources are available via the links above and on Blackboard. Assessment Support Information: You will receive support and guidance from the tutor, but please use other university resources. Some of the planned support activities include: Dedicated assessment support workshop* Class discussions Links to online resources provided in lecture slides One-to-one meetings with tutor *Students are encouraged to explore and utilise the support offered by the library on Essay Writing, Reading and Language Skills and Referencing techniques Important Information on Dishonesty & Plagiarism: University of Lincoln Regulations define plagiarism as 'the passing off of another person's thoughts, ideas, writings or images as one's own... Examples of plagiarism include the unacknowledged use of another person's material whether in original or summary form. Plagiarism also includes the copying of another student's work'. Plagiarism is a serious offence and is treated by the University as a form of academic dishonesty. Students are directed to the University Regulations for details of the procedures and penalties involved. For further information, see plagiarism.org Appendix Three: Assessment Criteria LO1-2 Learning Outcome 0-35 (Fail) 35-39 40-49 50-59 60-69 70-79 80+ LO1: Explain organisational processes from the perspectives of individuals and organisations in the global context. There is a lack of awareness of the organisational processes from the perspectives of individuals and organisations. There is inadequate awareness of the organisational processes from the perspectives of individuals and organisations. There is only a partial awareness of the organisational processes from the perspectives of individuals and organisations. There is a clear awareness of a range of the organisational processes from the perspectives of individuals and organisations. There is an analysis of the organisational processes from the perspectives of individuals and organisations. There is a comprehensive evaluation of the organisational processes from the perspectives of individuals and organisations. There is a thoughtful critique of the organisational processes from the perspectives of individuals and organisations. LO2: Evaluate global organisational context within which individuals operate and assess how economic, political, and social influences impact individual/team behaviour. There is a lack of awareness of the global organisational context within which individuals operate and assess how economic, political, and social influences impact individual/team behaviour. There is vague awareness of the global organisational context within which individuals operate and assess how economic, political, and social influences impact individual/team behaviour. There is recognition of the global organisational context within which individuals operate and assess how economic, political, and social influences impact individual/team behaviour. There is a description of the global organisational context within which individuals operate and assess how economic, political, and social influences impact individual/team behaviour. There is an analysis of the global organisational context within which individuals operate and assess how economic, political, and social influences impact individual/team behaviour. A selection of issues are synthesised with a comprehensive evaluation of the global organisational context within which individuals operate and assess how economic, political, and social influences impact individual/team behaviour. There is a comprehensive critical evaluation of the global organisational context within which individuals operate and assess how economic, political, and social influences impact individual/team behaviour. Learning Outcome 0-30 (Fail) 35-39 40-49 50-59 60-69 70-79 80+ LO3: Analyse strategies for managing international teams and projects with particular emphasis on the impact of national culture on the function and culture of the organisation. No consideration of the strategies for managing international teams and projects and the impact of national culture on the function and culture of the organisation. Insufficient discussion on the strategies for managing international teams and projects and the impact of national culture on the function and culture of the organisation. Some key points raised on the strategies for managing international teams and projects and the impact of national culture on the function and culture of the organisation. A range of issues raised on the strategies for managing international teams and projects and the impact of national culture on the function and culture of the organisation. There is evidence of analysis to analyse the strategies for managing international teams and projects and the impact of national culture on the function and culture of the organisation. You have carefully analysed the strategies for managing international teams and projects and the impact of national culture on the function and culture of the organisation. A thoughtful critique of the strategies for managing international teams and projects and the impact of national culture on the function and culture of the organisation. LO4: Evaluate organisation and management theory in relation to students own experience and/or competencies as manager. There is no attempt to evaluate and critique theory or to reflect on experience. There is no evidence of learning/ development over the course of the module. Implications for managerial development are not considered. Fails to adequately reflect on experience. There is no evidence of learning /development over the course of the module. Implications for managerial development are not considered. Demonstrates minimal reflection of experience. Evidence of learning/ development over the course of the module is unclear/absent. Implications for managerial development are not considered. Demonstrates some attempt to reflect on experience but discussion is predominantly descriptive. Evidence of learning/ development over the course of the module is unclear/absent. Implications for managerial development unclear/not present. Demonstrates a general attempt to reflect on experience. Some evidence of learning/ development over the course of the module is unclear/absent. Implications for managerial development unclear/not fully explained. Demonstrates a thoughtful reflection on experience. Evidence of learning/ development over the course of the module is present. Implications for managerial development clearly identified. Demonstrates an in-depth and self-critical reflection on experience. Learning/ development over the course clearly evident. Implications for managerial development are clearly identified and thoroughly explained. Appendix Three: Assessment Criteria LO3-4

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