wong/foreign_universities/australia/sunshin… · Web viewCourse Outline. Session 2 2007. Course Title: Information Systems for Managers. Course Code: INF701. Field of Education:

Faculty of BusinessC o u r s e O u t l i n e

S e s s i o n 2 2 0 0 7

Course Title: Information Systems for Managers

Course Code: INF701

Field of Education: 020399

Required course in program: MBA – yesMIntBus – yes MFinPlan – noMaster of Management – yes

Contact hours per week: Recommended study time 10 – 12 hours

Admission requirements: No pre-requisites for courses

Mode: External/Online/On campus

Units: 12 credit points

Enrolment restrictions: Students enrolled in MBA, MIntBus, MFinPlan or Master of Management programs (and all subsidiary programs)

Course Coordinator: Jeanette Van AkkerenRoom: K2.29Phone: +61 7 5430 1256Email: [email protected]

Course Lecturer: Oscar ImazRoom: SessionalPhone: +61 7 5430 2850Email: [email protected]

Course Moderator: Edmond P Fitzgerald Room: K1.18Phone: +61 7 5430 1230Email: [email protected]

mailto:[email protected]



i

ContentsWelcome and key contacts...................................................................1Blackboard access...............................................................................................3Contact details....................................................................................................3

Course information..............................................................................4Course description...............................................................................................4Graduate attributes, learning objectives and assessment tasks............................5Learning/Assessment details................................................................................6Assessment guidelines........................................................................................61 Assignment presentation...................................................................................................62 Analysing a case study.......................................................................................................73 Writing the case study report.............................................................................................94 Conditions for passing the course....................................................................................10Course schedule................................................................................................11Prescribed texts................................................................................................13e-Reserve readings..................................................................................................................13

Assessment and other details.............................................................15Learning/Assessment Task 1..............................................................................15Assessment 1 marking criteria................................................................................................17Part C (Assessment 1) feedback and mark..............................................................................18Assessment task 1 checklist....................................................................................................19Learning/Assessment Task 2..............................................................................20Assessment 2 marking criteria................................................................................................23Part C (Assessment 2) feedback and mark..............................................................................25Assessment task 2 checklist....................................................................................................26Learning/Assessment Task 3..............................................................................27Assessment submission instructions..................................................................29

Assessment conditions.......................................................................31Non-discriminatory language.............................................................................31Assignment submission and collection................................................................31Plagiarism and copied papers..................................................................................................32Variations to assessment...................................................................................32

Session 2, 2007 – Planner.....................................................................................35

First Published: Session 2, 1997. This edition: Session 2, 2007.Published by the Graduate Studies Program, Faculty of Business, University of the Sunshine Coast, Maroochydore DC, Qld, 4558Copyright, University of the Sunshine CoastCopyright protects this publication. Except for purposes permitted by the Copyright Act 1968 (Cwlth) reproduction by any process is prohibited without the prior written permission of University of the Sunshine Coast. Initial inquiries are to be made to the Director Graduate Studies, Faculty of Business. Copyrighted materials reproduced herein are used either under the provisions of the Copyright Act as amended, under agreement with Copyright Agency Limited, or as a result of permission from the copyright owner.We acknowledge, with thanks, those people who contributed of their time and knowledge to the development of this course.

Faculty of Business, University of the Sunshine CoastCourse Outline—Information Systems for Managers INF701 Page 1

Welcome and key contactsWelcome and key contactsWelcome to a session of study of the main issues in information systems management. The main goal of this course is to enable both technical and non-technical mangers to make good decisions about computing and communications technology so that their organisations can obtain maximum value from the technology. Even though the focus is on the management opportunities and problems relating to computing and communications technology - not on the underlying technical details of the technology - you will be provided with an overview of relevant aspects of the technology where it is deemed necessary for your understanding of the management issues under consideration. In recent years, information technology (IT) – or to use the latest term, Information & Communications Technology (ICT)1 – has evolved from mainly supporting the traditional accounting, human resources and inventory management functions to also taking on an important strategic role. Many organisations are becoming increasingly aware of the potential of ICT – when properly managed - to improve competitiveness and even to provide sustainable competitive advantage. Whether your current or future management role is specifically in the information systems area, or is in the general management area, it is important that you have a good grasp of the management issues relating to ICT. This assertion needs no justification with respect to information system specialists. Those of you in other areas of management may not be fully convinced of the need for such knowledge. However, given the new strategic role of ICT mentioned above, and given that a widely used technique for establishing the vital link between ICT and corporate/ business planning is to push ICT decisions out to line management, it becomes readily apparent that all managers require this knowledge.Clearly, organisations whose managers have a good understanding of ICT will be in a better position to successfully integrate new technology and thereby use it strategically. All managers must learn what ICT is capable of providing so as to be able to take full advantage of all that the new technology has to offer. This course will help you meet this objective.The approach taken in this course is one of presentation of relevant issues and problems via the textbook and associated readings, with student activity – mainly case study analysis - interspersed throughout. As you will see, the prescribed textbook is integral to the study materials. There is quite a heavy reading load, so you will need good study techniques to obtain maximum benefit. As befits the coursework elements of any Master degree, this course is academically demanding but, hopefully, at the same time intellectually stimulating.

1 Note, in accordance with current industry convention, unless otherwise stated the terms Information Systems (IS), Information Technology (IT), and Information & Communications Technology (ICT) are used synonymously in this document.

Graduate Studies Program


Jeanette Van AkkerenCourse CoordinatorEmail: [email protected]

Jeanette Van Akkeren is the Course Coordinator for Information Systems for Managers and welcomes you to the course. She looks forward to working with you during the Session and hopes you find the course rewarding.

Ed FitzgeraldCourse ModeratorRoom: K1.18Tel: +61 7 5430 1230E-mail: [email protected]

Edmond P Fitzgerald (BA in Comp Sc, MBA, PhD; MACS) is Dean of the Faculty of Business, and Professor in Information Systems at the University of the Sunshine Coast. Professor Fitzgerald has 37 years experience in the ICT industry in academic, technical, and consulting positions. He has extensive experience teaching both undergraduate and postgraduate students. Ed has a PhD from the University of New South Wales, Sydney, and maintains an active involvement in consulting – specialising in IT Strategy, Benefits Management and Knowledge Management.Ed is currently supervising four postgraduate students undertaking masters and doctoral theses. His main research interest is in Information Systems (IS) management especially with regard to information system planning and strategy formulation, and effectiveness measures. Other areas of research interest include e-Commerce, knowledge management, the business value of ICT, IS change management, IT/management relationship, and ICT benefits management. Ed has served in various senior positions at a number of Australian universities over the last 25 years. Prior to entering academia, Ed worked in industry for nearly 10 years as a Project Manager and Systems Analyst/Programmer. He also had a short-term commission as a jet pilot in the Royal Canadian Air Force.



Blackboard accessThe coursework in Blackboard can be accessed at: http://my.usc.edu.au/online – this link will take you to the Web Systems Login page. When you arrive at the Web Systems Login page, information on using Blackboard (without actually going to Blackboard) can be found by clicking on the link Getting Online with Blackboard and then the link Using Blackboard.

Contact detailsIssue type Contact detailsIT Service Desk: If you have questions about your password or browser configuration or other login issues please contact the IT service desk.

[email protected] Tel: +61 7 5430 1237

MBA Help Desk: If you have any questions about Blackboard or the technical aspects of your studies please contact the MBA Help Desk.

[email protected]: +61 7 5430 1131Fax: +61 7 5430 2855

Library & bibliographic help: Library Information Desk. [email protected]: + 61 7 5430 2803

Learning support: Current educational best practice is based on self-directed learning on the student's part. If you have trouble with fulfilling this requirement then please contact Margot Reeh, who is the University’s Learning Support Officer.

[email protected]

SOLAR (Student Online Access and Registration). [email protected]

General issues: Coordinator, Graduate Studies. Tel: +61 7 5459 4742Fax: +61 7 5430 1231

Other contact issuesYou are encouraged to form study groups with your classmates, or if you prefer to find a "study buddy" please do so. You can do this by introducing yourself via Blackboard. Go to 'Communications' in the course menu on the left-hand side of the screen. Click on 'Discussion Boards' and you will find a discussion forum called 'ICafe' set up. Tell your classmates something about yourself and where you live and ask if there is anyone else living close to you who would like to form a study group.







http://online.usc.edu.au/


Course informationCourse informationCourse descriptionThis course aims to provide managers (whether their background be as computing 'end-users' or technical specialists) with an understanding of the management issues (i.e. opportunities and problems) associated with information & communications technology (ICT). The course explores aspects of ICT that are significant to corporate management including ICT’s strategic role, e-commerce, the integration of computer technologies, knowledge management, business process re-engineering, social and ethical issues, and emerging issues relating to ICT especially with regard to the role of the Internet and the digital firm in the modern business.

Overview

The strategic use of information & communications technology (ICT) is critical to business success in the twenty-first century. Using ICT strategically assumes that managers of businesses and of business units within an organisation understand the contribution information technologies can make in influencing and supporting the strategic decision-making process within their areas. Three important factors which will affect a manager's capacity to effectively use information technologies in this process are: a sound knowledge of business and of major existing and emerging ICTs; familiarity with a range of frameworks for analysing both the current and future

business situations. knowledge of how to manage ICT in business.Managers must understand the functions and practices of management which relate to the provision of information within an organisation, the utilisation of technologies to support these services, and the developments in technology which will impact on these services. For this reason it is imperative that Masters students gain an appropriate understanding of the role of ICT and its management. Information is critical to the successful management of operational and strategic functions in almost all modern businesses. The course, Information Systems for Managers, encourages students to consider the importance of ICT in the context of their own profession. Opportunities will be provided to investigate the role of information systems which support the use and management of business information within an enterprise.To promote an understanding of the practical application of information technologies, students will access and master the use of Internet services, electronic mail, and presentation software. This course explores aspects of information technology that are significant to corporate information systems management. It is important to note that with the globalisation of business, it is necessary to incorporate issues of international information management, including cultural, social and political considerations and sensitivities. The integration of computer technologies, business process re-engineering, and emerging social and ethical issues relating to information technology should be of interest to any manager. In addition, the role of the Internet and electronic business are areas of focus throughout this course.



Graduate attributes, learning objectives and assessment tasksThe Faculty of Business strives to enable its Masters coursework graduates to acquire the following attributes:

MBA/MFinPlan Graduate Attributes

Learning ObjectivesOn completion of this course students should be able to:

Assessment Tasks

To understand

Demonstrate relevant and current discipline-based knowledge in a business context

utilise multidisciplinary perspectives in the analysis of business problems and opportunities

1. Discuss the major issues in ICT management 1, 2

& 3.

Final assessment task – short answer, essay questions & case study; Assessment task 1 – ICT strategic analysis: alignment (case study organisation).

2. Identify emerging ICTs that potentially will impact business strategy

3. Identify issues of culture, society and politics in managing international information systems

4. Explain the relevance of a range of business analysis frameworks to ICT strategic analysis

4 & 5.

Assessment task 2 – ICT strategic analysis: alignment & impact (own or case study organisation); Final assessment task. 5. Discuss the interaction of

managers, end-users and IT experts in ICT strategic analysis

To think

analyse and evaluate business practices using relevant theories and frameworks

develop and justify arguments using relevant information from academic and industry-based sources

take a strategic view of organisations and their position in the economy

6. Undertake an ICT strategic analysis of an organisation

6. Assessment tasks 1 & 2; Final assessment task

7. Apply elementary project management techniques 7. Assessment tasks 1 & 2



Learning/Assessment detailsLearning/Assessment Tasks Due Date Length Weight

%

1. Strategic analysis of ICT alignment (case study organisation)

Week 5, Monday 23 July, 5.00pm AEST

2000 words 20

2. Strategic analysis of ICT alignment & impact (own or case study organisation)

Week 10, Monday 3 September, 5.00pm AEST

4000 words 40

3. Final assessment task (open book, time monitored – to be written over one weekend)

Wk 13/14 (to be advised)

Part A – short answer questionsPart B – essay question Part C – case study questions

40

TOTAL 100

As part of the Blackboard submission process, you are required to make an Assessment Task Declaration and you will not be able to submit any piece of assessment without first making an Assessment Task Declaration. The course coordinator may decide to check for plagiarism on a particular piece of assessment. This will be an automatic process involved in the Assessment Task submission to Blackboard.

Assessment guidelines

1 Assignment presentationThe assessment for this course consists of two assignments and an end-of-session, open-book assessment task. Details regarding due dates, weightings, etc. are shown in the course outline at the beginning of each assignment. Careful attention to the following points will assist you in attaining the standards expected for assignments in this postgraduate course: 1. Unless otherwise indicated, in undertaking the assignments for this course you

should assume the role of an independent ICT consultant hired by the relevant firm in the case study (i.e. do not take a ‘student’ perspective).

2. Your approach in all aspects of the course should demonstrate an interest in gaining knowledge and new skills and not be overly focused on marks and grades.

3. Your work must be based on well-thought-out, well-researched and well-explained argument.

4. Grammar, punctuation, expression and presentation must be of a high standard: ‘jackets and ties’ are very important in today’s world of business.

5. Appropriate theoretical support must be provided for your arguments/recommendations. As a minimum, this support will be derived from the appropriate sections of the recommended text together with the Course Work Guide and Electronic References. Students performing at the highest level will have canvassed some additional sources. Journals with an appropriate



management orientation on IS issues include Harvard Business Review and Sloan Management Review. Another relevant source is the ‘professional’ computing press (e.g. MIS magazine, Information Age, ComputerWorld, The Australian newspaper’s computer section on Tuesdays).

6. A maximum word length is specified for each assignment, as one of the desirable skills of a manager is to be able to communicate concisely. A leeway of plus or minus 10% will be allowed. At the Course Coordinator’s discretion, marks may be deducted where the word limit falls outside this range. Appendices are not included in the word limit. The word count (from your word processor) must be specified on the cover page of your assignment.

Reference to the criteria contained in the sample ‘Assignment task 1 Feedback and Mark’ sheet (see ‘Learning/Assessment Task 1’ later in this Course Outline) may help you interpret the above expectations.

2 Analysing a case studyBoth of your assignments require you to analyse a case study or real-life organisation. To assist you with that task, the following approach is recommended.

There is no single best way to go about analysing a case. You should try the process outlined below, and modify it to suit your own requirements.A case is a written description of a business problem or situation. Sometimes the organisation in which the case was written is disguised, but usually the real organisation name and the real names of the people in that organisation are used. Naturally, to maintain a reasonable length of text, a case will omit many of the details of reality in the organisation. However, the case writer will try to include the important facts that bear on the issues around which the case was written. Also, cases will frequently include other information which may not bear directly on the case issues, but which helps give a well-rounded picture of the organisation.As case studies omit many details about the organisations they are describing, it may sometimes be necessary for you to assume some aspects. These assumptions must be plausible and major ones must be clearly stated in an appendix to your assignment.A suggested process for analysing a case is as follows:1. First, read quickly through the case. Read the first sentence of each

paragraph, and check the section headings, if any. Try to develop a broad picture of the organisation, the primary issues being discussed, and the roles of the key players. The first reading shouldn’t take any more than 5–10 minutes.

2. Now, go back and read the case carefully, including exhibits, tables, etc. It is usually helpful to make fairly detailed notes during this second pass, jotting down in shorthand all the things that seem important. Ask yourself, ‘what are the important concerns of the manager(s), both short term and long term?’ Try to develop a sense – a feeling – of involvement with the manager’s problems. The more you can inject yourself into the case, the more you’ll get out of the case learning process in general. Some of the case material will be of critical importance, while some will be a side issue, or even trivial.

3. Note on a piece of paper the case’s problems and opportunities. Some problems are something fairly specific and reasonably well understood, even if their solution is not. For example, ‘the computer is down’ is a serious problem. Other problems are more general,



amorphous kind of things; these need to be better understood before specific solutions are brought forth. For example, ‘our company is having trouble managing eCommerce’ might be a problem in one or more of the cases in the course. Opportunities are favourable openings/events/chances/etc. that may be available to the organisation. It is important to get an understanding of problems and opportunities before you jump into a diagnosis of the underlying cause and a recommended solution.

4. Go through the case and/or your notes on the case yet again, thinking specifically about the problems and opportunities you’ve noted. Look for the information in the case that is relevant to those problems and opportunities. It is often helpful to draw little impact models – boxes and circles and arrows – to help you sort out the data and relationships.

5. Now consider the concepts, suggestions, cases and examples discussed in the text and Course Work Guide. Ask yourself whether any of them help you understand the case problems and opportunities better, perhaps even suggesting solutions or approaches to some of them. Note that rarely will a concept or framework from a reading perfectly ‘fit’ a case problem. The real world just isn’t that neat. Nonetheless, the concepts discussed in the text and Course Work Guide should at least help put some structure on the case situations, and should provide some additional insight into them. Try to diagnose the underlying cause of the problems and opportunities you have identified.

6. Strategic analysis. In Part A of each assignment, you are required to undertake strategic analysis using some specific frameworks: two in the first assignment and four in the second assignment. The textbook (Laudon & Laudon 2006, pp. 90-102) contains some information on some of the frameworks. However, an explanation of all the frameworks that you are required to use in the assignments, together with descriptions of how to use them in undertaking strategic analysis is provided in two PDF documents in the Resources section in Blackboard under the headings:

Strategic Analysis – Alignment.pdf (for assignment 1) Strategic Analysis – Impact.pdf (for assignment 2).

In undertaking the strategic analysis component of each assignment (i.e. Part A), you are required to record your strategic analysis for each of the frameworks in matrices that have been designed specifically for these assignments. As you will see when you download them, the four matrices each contain five columns where you are required to record the problems and opportunities suggested by your application of the particular framework, plus an indication as to whether you consider that ICT has a role in addressing the problem/opportunity. The matrices contain a varying number of rows depending on the specific framework for which they have been designed. All should be clear when you actually access the matrices! You will find these matrices in the folder Analysis Framework Matrices in the Resources section in Blackboard. The frameworks help you to consider the organisation from a lot of different perspectives (e.g. Porter's 5 Forces model gets you to consider 5 different aspects that affect an organisation; the value chain gets you to focus on 9 more aspects, etc.). They will enable you to identify a range of actual or potential problems/opportunities (both management and ICT) that the organisation is either facing now or is likely to face in the next few years. You then should ask how ICT



could assist the organisation to resolve/deal with these problems/opportunities. In addition to frameworks, you should also use your own experience to identify problems/opportunities - but, again, look for ICT solutions to them. Of course, not all the problems/opportunities will have ICT solutions (and so will not be relevant to the assignments in this course).

7. Now try to pull it all together by developing a set of recommendations, supported by your analysis of the case data, and by the material from your readings. A case analysis isn’t complete until you have formulated a set of recommendations for action, supported by your analysis. Your recommendations, and the supporting analysis, are the main things you will be expected to present and defend in the assignment report on the case.

It’s very important to keep in mind that a case usually has no ‘one right answer’ – if indeed there are any ‘answers’ at all! Compare cases to experiences from your own life, for example, finding which postgraduate degree program to undertake. While there may be no perfect solutions to problems such as this, there may be a reasonable line of analysis that can be used to determine a pretty good, or at least workable, solution. Same thing for cases. Note that some cases will lend themselves to this approach better than others. Unless otherwise directed in a specific assignment, follow this approach as closely as possible, but use your own best judgement wherever inconsistencies occur.As mentioned elsewhere, the reports should confirm with the word limit specified for the assignment, and should be typed with 1.5 line spacing using 12-point font. Depending on their size and relevance, major tables, diagrams, and such, might best be relegated to appendices to the case report.Take the perspective of an independent ICT consultant (not a student perspective). Unless otherwise directed, address the report to the organisation’s Managing Director. You should spend time on the writing quality in your write-ups. Work on the clarity and conciseness of your arguments. Think in terms of a highly-paid, busy senior executive spending his or her time reading your report. You would want to get your arguments across forcefully, but not waste the person’s time. The senior executive would probably not read the appendices, so the body of your report should be able to stand on its own. However, the senior executive’s staff analysts would likely explore your appendices in depth, so they must also be well done.

3 Writing the case study reportYour report should contain the following, in the order shown: (i) Cover page – this is where you put student-type information (e.g. your name,

course number, date submitted, word count (excluding appendices)). (No special covers, just a corner staple for hardcopy submissions please).

(ii) Title page – from this page onwards, the report is to resemble a consultant’s (not a student’s) report. The title page should be addressed to the Managing Director (unless otherwise specified), with report title, date, your consultant firm’s name, your name, etc.

(iii) An executive summary – about one page, single-spaced, on a page of its own (not included in the specified word limit). As the name implies, this is a high level summary for senior management. It should be written last and provide a concise overview of:



the organisation’s background (but only the background that is applicable to your recommendations)

current opportunities/problems your recommendations and justification of these recommendations implementation priorities, with benefits highlighted (you need to ‘sell’ your

solution).(iv) Table of Contents - on a separate page, with page numbers indicated, and

appendices (number and title) listed.(v) The body of your case analysis report should address the following:

1. Background. Be brief and salient here; don’t reproduce the text of the case.2. Problems/Opportunities. Your identification of the important problems

and/or opportunities.3. Analysis of Causes. Your analysis of the underlying cause(s) of the

problems and opportunities – supported by concepts, frameworks, and other material from the readings, wherever appropriate.

4. Recommendations. Your recommendations, appropriately supported.5. Implementation Plan. Your plan for having your recommendations

implemented. Remember, you must convince management that they should take notice of your recommendations.

(vi) References. References to the literature that you use in developing the five items above - on a separate page (not included in the specified word limit). Use the Harvard referencing style. Please refer to the recommended text, Communication Skills Handbook, for an overview of the Harvard referencing style.

(vii) Appendices - if any (not included in the specified word limit).

4 Conditions for passing the courseTo achieve a pass in this course, students must: achieve at least a pass level in the final assessment task achieve at least a pass level overall complete all items of assessment perform satisfactorily in all items of assessment.



Course scheduleThe details of the week-by-week timetable of course activities, e.g. lectures, tutorials

Teaching WeekCommencing

Content Focus of Week

Learning/Teaching Activities

1. 25 June 07 Module 1: Introduction to ICT

Course Work Guide: all of Module 1Case Study: ‘Dollar General: Heavy on Organization, Light on Systems’ (Laudon & Laudon 2006, pp. 35-37). Case Study Questions: 1-5 (Laudon & Laudon 2006, p. 37).

2. 2 July 07 Module 2: ICT’s Strategic Role

Course Work Guide: all of Module 2Case Study: ‘Can Albertsons Trounce Wall-Mart with Advanced Information Technology?’ (Laudon & Laudon 2006, pp. 109-111). Case Study Questions: 1-5 (Laudon & Laudon 2004, p. 111). Electronic Readings:2.1 Kishore & McLean 20022.2 Treacy & Wiersema 1993

3. 9 July 07 Module 3: e-Commerce

Course Work Guide: all of Module 3Case Study: ‘Can the Music Industry Change Its Tune?’ (Laudon & Laudon 2006, pp. 143-1451). Case Study Questions: 1-4 (Laudon & Laudon 2006, p. 145).

4. 16 July 07 Module 4: Hardware and Data

Course Work Guide: all of Module 4 Case Study: ’99 Cents Only Stores: IT Infrastructure on a Budget’ (Laudon & Laudon 2006, pp. 226-227).Case Study Questions: 1-4 (Laudon & Laudon 2006, p. 227). Electronic Readings:4.1 Anonymous 1993

5. 23 July 07 Module 5: ICT Networks (including wireless)

Course Work Guide: all of Module 5 Case Study: ‘Snyder’s of Hanover: New Systems for an Old Family Company’ (Laudon & Laudon 2006, pp. 68-69). Case Study Questions: 1-5 (Laudon & Laudon 2006, p. 69). Electronic Readings:5.1 Siau et al. 20015.2 Banks 2001

6. 30 July 07 Module 6: ICT Security Course Work Guide: all of Module 6 Case Study: ‘Royal Bank of Canada’s Software Woes’ (Laudon & Laudon 2006, pp. 373-374). Case Study Questions: 1-5 (Laudon & Laudon 2006, p. 374). Electronic Readings:6.1 Dellecave 1996



Teaching WeekCommencing

Content Focus of Week

Learning/Teaching Activities

7. 6 August 07 Module 7: Software Course Work Guide: all of Module 7 Case Study: ‘Can Information Systems Restore Profitability to Restoration Hardware?’ (Laudon & Laudon 2006, pp. 411-413). Case Study Questions: 1-5 (Laudon & Laudon 2006, p. 413).

13 – 19 August 07 Mid-session break8. 20 August 07 Module 8: Knowledge

ManagementCourse Work Guide: all of Module 8Case Study: ‘Can Knowledge Management Systems Help Pfizer?’ (Laudon & Laudon 2006, pp. 453-455).Case Study Questions: 1-4 (Laudon & Laudon 2006, p. 455). Electronic Readings:8.1 Ludwinski & Sperling 1994

9. 27 August 07 Module 9: Decision Support Systems

Course Work Guide: all of Module 9 Case Study: ‘Optimizing Operations at UPS’ (Course Work Guide, pp. 489-491). Case Study Questions: 1-4 (Course Work Guide, p. 491).

10. 3 Sept 07 Module 10: Managing ICT Strategic Planning

Course Work Guide: all of Module 10 Case Study: ‘Blue Rhino Slows Down to Get Ahead’ (Laudon & Laudon 2006, pp. 532-533). Case Study Questions: 1-5 (Laudon & Laudon 2006, p. 533). Electronic Reading: 10.1 Lederer & Sethi 199610.2 Earl 1993

11. 10 Sept 07 Module 11: Managing ICT Change

Course Work Guide: all of Module 11Case Study: ‘Can the IRS Modernize Its Systems?’ (Laudon & Laudon 2006, pp. 567-569). Case Study Questions: 1-5 (Laudon & Laudon 2006, p. 569).

12. 17 Sept 07 Module 12: Managing ICT Internationally

Course Work Guide: all of Module 12 Case Study: ‘UPS versus FedEx: Two Competitors, Two Wireless Strategies’ (Laudon & Laudon 2006, pp. 337-339). Case Study Questions: 1-4 (Laudon & Laudon 2006, p. 339). Electronic Reading: 12.1 Raymond 2003

13. 24 Sept 07 Revision 14. 1 October 07 Final Assessment Task week

Session 2 2007 ends 7 October. Session 3 2007 commences 22 October 2007.

Prescribed textsLaudon, KC & Laudon, JP 2006, Management Information Systems: managing the

digital firm, 9th edn, Prentice Hall.



All students are required to purchase the following book during their enrolment in the program to assist them in their study: Summers, J & Smith, B 2005, Communication Skills Handbook, 2nd edn John Wiley &

Sons, Brisbane, (an earlier edition is acceptable if you have already purchased this text).

e-Reserve readingsLinks to these e-Reserve readings are available in the Resources area of this course in Blackboard.

Module 2: 2.1 Kishore, R & McLean E 2002, ‘The Next Generation Enterprise: A CIO

Perspective on the Vision, its Impacts, and Implementation Challenges’, Information Systems Frontiers, Apr 2002, vol 4, 1, p. 121.

2.2 Treacy, M & Wiersema, F 1993, ‘Customer Intimacy and Other Value Disciplines’, Harvard Business Review, Jan-Feb, pp. 84-92. Module 4:

Module 4: 4.1 Anonymous 1993, ‘Architectures and more architectures’, CMA Magazine, Oct

1993, vol 67, 8, p. 19.

Module 5: 5.1 Keng Siau, Ee-Peng Lim, Zixing Shen 2001, ‘Mobile commerce: promises,

challenges and research agenda’, Journal of Database Management, Hershey, Jul-Sep 2001. vol 12, 3, pp. 4-13.

5.2 Banks, J 2001, ‘The third generation of wireless communications: The intersection of policy, technology, and popular culture’, Law and Policy in International Business, Washington, Spring 2001, vol 32, 3, pp. 585-642.

Module 6: 6.1 Dellecave, T Jr 1996, ‘Insecurity: Is technology putting your company's

primary asset - its information - at risk?’, Sales and Marketing Management, vol 148, 4, pp. 38-50.

Module 8: 8.1 Ludwinski, T & Sperling, J 1994, ‘CAD CAM Keeps Shuttle Flying High’,

Computer-Aided Engineering, vol 13:5, p. 18. 8.2 Wenger, E.C. & Snyder, W.M. 2000, ‘Communities of practice: the

organisational frontier’, Harvard Business Review, Jan-Feb 2000, pp. 139-145.

Module 10: 10.1 Lederer, A L & Sethi, V 1996, ‘Key prescriptions for strategic information

systems planning’, Journal of Management Information Systems, vol 13, 1, pp. 35-62.

10.2 Earl, M J 1993 ‘Experiences in strategic information systems planning’, MIS Quarterly, vol 17, 1, pp. 1-24.

Module 12:



12.1 Raymond, L 2003, ‘Globalization, the knowledge economy, and competitiveness: A business intelligence framework for the development SMEs’, Journal of American Academy of Business, Hollywood, vol 3, 1, p. 260.



Assessment and other detailsAssessment and other detailsLearning/Assessment Task 1

Strategic analysis of ICT alignmentFormat Report.Due date Week 5, Monday 23 July 2007, 5.00 pm AEST Weighting 20%.Length 2000 words (maximum – excluding appendices).Modules This assignment relates to material covered in modules 1-4.Topic Strategic analysis of ICT alignmentCase Study Case Study: Can Information Systems Save U.S. Steel? (Laudon &

Laudon 2004, pp. 68-71).Approach To attain the standards expected for this assignment you will need, inter

alia, to carefully follow the directions and requirements specified earlier in this course outline under the heading ‘Assessment Guidelines’.

Task You have been hired by U.S. Steel (USS) as an Information Systems consultant to examine their use of ICT - with the objective of providing recommendations on how USS can better align its use of ICT with the current business goals/strategies of the organisation. Your report, addressed to the CIO of USS, should show evidence of insightful analysis and contain proposals of how the recommendations resulting from your analysis should be implemented.Your report is to have the three (3) parts described under Parts A, B and C below.Firstly, to obtain an understanding of the case, apply the approach outlined in ‘Analysing a case study’ (which is part of those ‘Assessment Guidelines’ mentioned above) to the case. Secondly, write your report following the requirements specified in Parts A, B and Part C below.

Part A Extent of Alignment (Appendix A)This appendix is to contain the results of your analysis of the extent to which USS’s use of ICT is aligned with its current business strategies/goals. The main focus of this part is on identifying the main business strategies/goals and comparing them with USS’s software systems (see heading 3 below). This is in addition to identifying its generic business strategy and its business model (see headings 1, 2 below) Do this analysis first (i.e. before you assess the quality of alignment and write the report), but then include it at the end of your report as Appendix A. Its purpose is to provide you with the evidence you will need to complete the report itself - especially Recommendations (see Part C below).

The results of your analysis are to be provided under the following three headings – as Appendix A to your report.1 USS’s business strategy

State what USS’s business strategy is, and exemplify with information provided in the case.



2 USS’s business model

State what USS’s business model is, and exemplify with information provided in the case.

3 Analysis of the extent of alignment

Do an analysis of the extent to which USS’s ICT (especially its software systems) is aligned with its main business strategies/goals – using information provided in the case. For guidance see #2 under the heading ‘Preparation for Assignment 1’ in the Course Work Guide, following Module 2.

Part B Quality of Alignment: ICT strategic analysis (Appendix B)This appendix is to contain the results of your analysis of the quality of the alignment between USS’s use of ICT and its current business strategies/goals. The main focus is on using the nominated frameworks (see headings 1 and 2 below). The frameworks will enable you to identify a range of actual or potential problems/opportunities (both management and ICT) relating to how well current ICT usage is aligned with current business strategies/goals. Do this analysis second (i.e. before you start writing the report), but then include it at the end of your report as Appendix B. Its purpose is to provide you with the evidence you will need to complete the report itself - especially Problems/ Opportunities (see Part C below). The greater the number and gravity of these problems/lost opportunities, the lower the quality of the alignment.The results of your analysis are to be provided under the following two headings – as Appendix B to your report. 1 Analysis using Porter’s Competitive Forces framework

Using the matrix entitled ‘Competitive Forces Analysis’, firstly use the framework to identify - for each of the five forces – the problems and opportunities relating to USS’s current operation.Next, examine your list of problems and opportunities and decide how well USS has aligned its current use of ICT with the current business goals/strategies of the organisation.

2 Analysis using the Balanced Scorecard framework

Using the matrix entitled ‘Balanced Scorecard Analysis’, firstly use the framework to identify - for each of the 4 dimensions – the problems & opportunities relating to USS’s current operation.Next, examine your list of problems and opportunities and decide how well USS has aligned its current use of ICT with the current business goals/strategies of the organisation.

[You may include more headings for additional analysis/ frameworks if you wish.]

Part C Now write your report, carefully following the directions and requirements specified earlier in this Course Outline - under the heading ‘Assessment Guidelines’. In structuring your report, be sure to pay careful attention to ‘Writing the case study report’ which is part of those ‘Assessment Guidelines’. Use the five headings in the Feedback and Mark sheet to structure the body of your report.Don’t forget to use Harvard referencing. In addition to the frameworks used for the analysis in Appendix B above, concepts and other material from the literature (text, readings, etc.) must be used to support your analysis and recommendations. The source of this support material must be cited where appropriate in the body of the report, and then



included in the list of References at the end of the report.Failure to follow all these directions/requirements will result in loss of marks. If you are unclear as to what is required, be sure to seek clarification prior to commencing the assignment by posting your query on the online Discussion Board.

Submission Please submit this Assessment Task electronically through Blackboard. See Assessment Submission Instructions (How to submit your learning/assessment tasks to Blackboard) in the Course Outline and Assessment areas of this Blackboard course.

Assessment 1 marking criteriaContent Mark Weighting

Part A – Analysis of Extent of Alignment (Appendix A) 12 3

- In writing Appendix A, use the three headings listed in Part A above

- For guidance in undertaking the task for heading 3, see #2 under the heading ‘Preparation for Assignment 1’ in the Course Work Guide, following Module 2.

- Graded on:- appropriateness of the answers for headings 1 and 2 of

Part A, including strength of evidence provided (3 marks)- heading 3 of Part A:

- identification of business strategies/goals (3 marks)- identification of ICT (esp. software systems) (3 marks)- matching of ICT with strategies/goals (3 marks)

Part B – Analysis of Quality of Alignment (Appendix A) 28 7- In writing Appendix B, use the two headings listed in Part B

above- For headings 1 and 2 of Part B, you are required to record

your strategic analysis for the two frameworks in the matrices that have been designed specifically for these assignments. Download the required two matrices from the folder Analysis Framework Matrices in the Resources Section in Blackboard. For guidance, see #3 and 4 under the heading ‘Preparation for Assignment 1’ in the Course Work Guide, following Module 2.

- Graded on:- use of the frameworks incl. depth of analysis (20 marks)- appropriateness of identification of ICT related

problems/opportunities (8 marks)

Part C – Report 40 10- prepare a report (see details of criteria and marks below).

TOTAL (NB: Assignment 2 has a 20% weighting) 80 20



Part C (Assessment 1) feedback and markCriteria Comments MarkExecutive Summary: (1 page) – see Assessment Guidelines.

_ / 3

1. Background. You must be brief and to the point (about 1 page). Use your own words – you mustn’t just reproduce the case here.

_ / 3

2. Extent of Alignment. Based on your analysis that you have recorded in Appendix A, provide an assessment of the extent of the alignment between USS’s strategies/goals and its ICT. Your assessment must be supported by concepts and other material from the literature (text, readings, etc.).*

_ / 6*

3. Quality of Alignment. Based on your analysis that you have recorded in Appendix B, provide an assessment of the quality of the alignment between USS’s strategies/goals and its ICT. Your assessment must be supported by concepts and other material from the literature (text, readings, etc.).* Note, your assessment will depend on the number and gravity of the problems/ opportunities that have ICT solutions – as recorded in your Appendix B.

_ / 6*

4. Recommendations. Provide recommendations on how USS can better align its use of ICT with the current/proposed business goals/strategies of the organisation. Again, these must be appropriately supported by the literature.* Your choice of recommendations demonstrates your understanding of the problems/opportunities. You must convince management to adopt your recommendations (i.e. ‘sell’ them to management).

_ / 6*

5. Implementation Plan. Your plan for implementing each of your recommendations should include activities and timelines for each recommendation (in a Gantt Chart), and must be plausible. Again, you must convince management to adopt your implementation plan (i.e. ‘sell’ it to them).

_ / 6

References. At the end of your report, you must provide a list of all cited references (using correct Harvard referencing style).

_ / 4

Presentation. Grammar, punctuation, expression and presentation must be of a high standard: ‘jackets and ties’ are very important in today’s world of business

_ / 6

TOTAL (NB: Assignment 1 has a 20% weighting) _ / 40

* Using the Harvard referencing style, you must provide appropriate theoretical support for what you write. That is, in sections 2, 3 & 4 above, you must clearly distinguish between your own ideas, other’s ideas adapted to your own, and ideas taken from the literature as verbatim quotations. Literature citations, however, must be relevant. (20% of the marks for sections 2, 3 & 4 above will be allocated to your use of referencing).Before submitting your assignment, you are strongly advised to undertake the following self-check of the quality of your assignment.



Assessment task 1 checklistThe following 10 questions enable you to undertake a self-check of the quality of your assignment:1. Did you undertake the strategic analysis first? (i.e. Appendices A & B of your

report).2. Did you structure your report correctly?

a) Did you first read the Assessment Guidelines above, paying particular attention to the information under the following headings:– Assignment presentation– Analysing a case study– Writing the case study report?

b) Did you use the five headings from the Feedback and Mark sheet for the body of your report?

3. Was your report written as a consultant’s report to the person/title named in the assignment specification?

4. Did you identify only new problems/opportunities and recommend only new approaches (i.e. not problems/opportunities already identified/implemented by the organisation)?

5. Did you use a sub-heading for each of the opportunities/problems?6. Did you logically develop your report starting with the problems/opportunities,

then taking those problems/opportunities on through the analysis, recommendations and implementation (using common sub-headings when applicable)?

7. Did you identify a wide range of problems/opportunities and then analyse just the key ones?

8. Were your analysis and recommendations supported by the literature?9. Did you ‘sell’ your recommendations/implementation plan to management (i.e.

convince them to adopt your recommendations)?10. Did you use Harvard referencing, with a minimum of 10 different references

listed alphabetically in a list at the end of your report, and cited appropriately in the body of your report (i.e. in-text references)?



Learning/Assessment Task 2

Strategic analysis of ICT alignment and impactFormat Report and PowerPoint Presentation.Due date Week 10, Monday 3 September 2007, 5.00 pm AEST. Weighting 40%.Length 4000 words (maximum – excluding appendices and PowerPoint slides). Modules This assignment relates to material covered in modules 1-10.Topic Strategic analysis of ICT alignment and impactOrganisation In undertaking this assignment you have the choice of analysing:

your own organisation; or the case study organisation specified for this assignment (see below).The only options available to you are your own organisation (with the criteria below fully met) or the case study organisation specified for this assignment. No other organisation may be used.1. Own organisation

You may use your own organisation only if all of the following criteria are fully met:(i) you are currently employed by the organisation;(ii) the organisation is at least medium sized (i.e. has approximately 100

or more employees);(iii) ICT is used extensively in the organisation’s key operations;(iv) You agree to provide all of the following information – on a separate

page, to be inserted into your report immediately following the cover page (i.e. between the cover page and the title page):

the name of the organisation and its full address, including street number and name, suburb, city, country, and area/zip code;

the name, position, and contact details (i.e. phone number and email address) of your immediate supervisor in the organisation;

the industry that the organisation is in (e.g. banking, insurance, manufacturing, government).

If all of the above criteria are not met, or if you are unable or unwilling to provide all of the information specified in (iv) above, you must use the case study organisation. However, there are many possible benefits from using your own organisation (e.g. you will gain a better understanding of your organisation; the outcomes may be of value to your organisation), so I strongly encourage you to do so if the above criteria can be met.2. Case study organisationIf you choose to use the case study organisation, you must use Case Study 3: SkandiaBanken: Developing Information Capabilities for an Effective eBusiness Strategy (Laudon & Laudon 2004, pp. 521-528).

Task Assignment 2 has four (4) parts – a report with 2 appendices and a PowerPoint presentation, as follows:

Part A Extent of Alignment (Appendix A)This appendix is to contain the results of your analysis of the extent to



which your organisation’s/SkandiaBanken’s use of ICT is aligned with its current business strategies/goals. The main focus of this part is on identifying the main business strategies/goals and comparing them with your organisation’s/SkandiaBanken’s software systems (see heading 3 below). This is in addition to identifying its generic business strategy and its business model (see headings 1, 2 below) Do this analysis first (i.e. before you assess the quality of alignment and write the report), but then include it at the end of your report as Appendix A. Its purpose is to provide you with the evidence you will need to complete the report itself - especially Recommendations (see Part C below).The results of your analysis are to be provided under the following three headings – as Appendix A to your report.1 Your organisation’s/SkandiaBanken’s business strategy

State what your organisation’s/SkandiaBanken’s business strategy is, and provide the evidence for your answer.

2 Your organisation’s/SkandiaBanken’s business model

State what your organisation’s/SkandiaBanken’s business model is, and provide the evidence for your answer.

3 Analysis of the extent of alignment

Do an analysis of the extent to which your organisation’s/SkandiaBanken’s ICT (especially its software systems) is aligned with its main business strategies/goals – using information provided in the case. For guidance see #2 under the heading ‘Preparation for Assignment 2’ in the Course Work Guide, following Module 7.

Part B Quality of Alignment: ICT strategic analysis (Appendix B)This appendix is to contain the results of your analysis of the quality of the alignment between your organisation’s/SkandiaBanken’s use of ICT and its current business strategies/goals, and how well ICT could be used to impact the future business strategy of the organisation. The main focus is on using the nominated frameworks (see headings 1 to 4 below). The frameworks will enable you to identify a range of actual or potential problems/opportunities (both management and ICT) relating to how well current ICT usage is aligned with current business strategies/goals, and how well ICT could be used to impact the business strategy in the future. Do this analysis second (i.e. before you start writing the report), but then include it at the end of your report as Appendix B. Its purpose is to provide you with the evidence you will need to complete the report itself - especially Problems/ Opportunities (see Part C below). The greater the number and gravity of these problems/lost opportunities, the lower the quality of the alignment.The results of your analysis are to be provided under the following four (4) headings – as Appendix B to your report.1 Analysis using Porter’s Competitive Forces framework

Using the matrix entitled ‘Competitive Forces Analysis’, firstly use the framework to identify - for each of the five forces – the problems and opportunities relating to your organisation’s/SkandiaBanken’s current operation.Next, examine your list of problems & opportunities & decide how well your organisation/SkandiaBanken has aligned its current use of ICT with the current business goals/strategies of the organisation, and to what extent ICT could be used to impact future business strategies.

2 Analysis using the Balanced Scorecard framework

Using the matrix entitled ‘Balanced Scorecard Analysis’, firstly use the



framework to identify - for each of the four dimensions – the problems and opportunities relating to your organisation’s/ SkandiaBanken’s current operation.Next, examine your list of problems & opportunities & decide how well your organisation/SkandiaBanken has aligned its current use of ICT with the current business goals/strategies of the organisation, and to what extent ICT could be used to impact future business strategies.

3 Analysis using the Dimensions of Competence framework

Using the matrix entitled ‘Dimensions of Competence Analysis’, firstly use the framework to identify - for each of the three dimensions – the problems and opportunities relating to your organisation’s/ SkandiaBanken’s current operation.Next, examine your list of problems and opportunities and decide how well your organisation/SkandiaBanken has aligned its current use of ICT with current business goals/strategies of the organisation, and to what extent ICT could be used to impact future business strategies.

4 Analysis using Porter’s Value Chain framework

Using the matrix entitled ‘Value Chain Analysis’, firstly use the framework to identify - for each of the five primary activities and the four support activities – the problems and opportunities relating to your organisation’s/SkandiaBanken’s current operation.Next, examine your list of problems and opportunities and decide how well your organisation/SkandiaBanken has aligned its current use of ICT with current business goals/strategies of the organisation, and to what extent ICT could be used to impact future business strategies.

[You may include more headings for additional analysis/ frameworks if you wish.]

Part C Now write your report, carefully following the directions and requirements specified earlier in this Course Outline - under the heading ‘Assessment Guidelines’. In structuring your report, be sure to pay careful attention to ‘Writing the case study report’ which is part of those ‘Assessment Guidelines’. Use the five headings in the Feedback and Mark sheet to structure the body of your report.Don’t forget to use Harvard referencing. In addition to the frameworks used for the analysis in Appendix B above, concepts and other material from the literature (text, readings, etc.) must be used to support your analysis and recommendations. The source of this support material must be cited where appropriate in the body of the report, and then included in the list of References at the end of the report.Failure to follow all these directions/requirements will result in loss of marks. If you are unclear as to what is required, be sure to seek clarification prior to commencing the assignment by posting your query on the online Discussion Board.

Part D PowerPoint Presentation (maximum of 20 slides)- this section becomes Appendix C of your report

For the fourth part of the assignment, you are required to produce a PowerPoint presentation based on Part C above. (Note: only on-campus students will actually deliver the presentation).In your role as the ICT consultant for the project, management have asked that upon completion of your report you present your findings to them – in a half-hour presentation using PowerPoint. You will need to ‘sell’ your recommendations to them (i.e. convince management to adopt your



recommendations). You will be graded on the contents/design of the presentation – including the quality of the slides. [On-campus students will also be graded on the quality of the delivery of their presentation.]


Report Structure

After completing Parts A, B, C and D above, assemble your report as follows: The report (i.e. Part C) References (for Part C) Appendix A (i.e. Part A) Appendix B (i.e. Part B) Appendix C (i.e. Part D)

Assessment 2 marking criteriaContent Mark Weighting

Part A – Analysis of Extent of Alignment (Appendix A) 8 4

- In writing Appendix A, use the three headings listed in Part A above

- For guidance in undertaking the task for heading 3, see #2 under the heading ‘Preparation for Assignment 2’ in the Course Work Guide, following Module 7.

- Graded on:- appropriateness of the answers for headings 1 and 2 of

Part A, including strength of evidence provided (2 marks)- heading 3 of Part A:

- identification of business strategies/goals (2 marks)- identification of ICT (esp. software systems) (2 marks)- matching of ICT with strategies/goals (2 marks)



Content Mark Weighting

Part B – Analysis of Quality of Alignment (Appendix B) 26 13- In writing Appendix B, use the four headings listed in Part B

above- For headings 1 to 4 of Part B, you are required to record your

strategic analysis for the two frameworks in the matrices that have been designed specifically for these assignments. Download the required four matrices from the folder Analysis Framework Matrices in the Resources Section in Blackboard. For guidance, see #3 and 4 under the heading ‘Preparation for Assignment 2’ in the Course Work Guide, following Module 7.

- Graded on:- use of the frameworks incl. depth of analysis (18 marks)- appropriateness of identification of ICT related

problems/opportunities (8 marks)

Part C – Report 34 17- prepare a report (see details of criteria and marks below).

Part D – PowerPoint presentation (Appendix C) 12 6- prepare a PowerPoint presentation to management- graded on:

- content of slides (6 marks)- design of slides (4 marks)- ‘selling’ of recommendations (3 marks)- overall impression – senior management focus (3 marks)

TOTAL (NB: Assignment 2 has a 40% weighting) 80 40



Part C (Assessment 2) feedback and markCriteria Comments MarkExecutive Summary: (1 page) – see Assessment Guidelines.

_ / 3

1. Background. You must be brief and to the point (about 1 page). Use your own words – you mustn’t just reproduce the case here.

_ / 2

2. Extent of Alignment. Based on your analysis that you have recorded in Appendix A, provide an assessment of the extent of the alignment between your organisation’s/SkandiaBanken’s strategies/goals and its ICT. Your assessment must be supported by concepts and other material from the literature (text, readings, etc.).*

_ / 5*

3. Quality & Impact of Alignment. Based on your analysis that you have recorded in Appendix B, provide an assessment of the quality & impact of the alignment between your organisation’s/SkandiaBanken’s strategies/goals and its ICT. Your assessment must be supported by concepts and other material from the literature (text, readings, etc.).* Note, your assessment will depend on the number and gravity of the problems/ opportunities that have ICT solutions – as recorded in your Appendix B.

_ / 5*

4. Recommendations. Provide recommendations on how your organisation/SkandiaBanken can better align its use of ICT with the current/proposed business goals/strategies of the organisation. Again, these must be appropriately supported by the literature.* Your choice of recommendations demonstrates your understanding of the problems/opportunities. You must convince management to adopt your recommendations (i.e. ‘sell’ them to management).

_ / 5*

5. Implementation Plan. Your plan for implementing each of your recommendations should include activities and timelines for each recommendation (in a Gantt Chart), and must be plausible. Again, you must convince management to adopt your implementation plan (i.e. ‘sell’ it to them).

_ / 5

References. At the end of your report, you must provide a list of all cited references (using correct Harvard referencing style).

_ / 4

Presentation. Grammar, punctuation, expression and presentation must be of a high standard: ‘jackets and ties’ are very important in today’s world of business

_ / 5

TOTAL (NB: Assignment 1 has a 20% weighting) _ / 34

* Using the Harvard referencing style, you must provide appropriate theoretical support for what you write. That is, in sections 2, 3 & 4 above, you must clearly distinguish between your own ideas, other’s ideas adapted to your own, and ideas taken from the literature as verbatim quotations. Literature citations, however, must be relevant. (20% of the marks for sections 2, 3 & 4 above will be allocated to your use of referencing).

Before submitting your assignment, you are strongly advised to undertake the following self-check of the quality of your assignment.



Assessment task 2 checklistThe following 11 questions enable you to do a self-check of the quality of your assignment:1. Did you undertake the strategic analysis first? (i.e. Appendices A & B of your

report).2. Did you structure your report correctly?

a) Did you first read the Assessment Guidelines above, paying particular attention to the information under the following headings:– Assignment presentation– Analysing a case study– Writing the case study report?

b) Did you use the five headings from the feedback and mark sheet for the body of your report?

3. Was your report written as a consultant’s report to the person/title named in the assignment specification?

4. Did you identify only new problems/opportunities and recommend only new approaches (i.e. not problems/opportunities already identified/implemented by the organisation)?

5. Did you use a sub-heading for each of the opportunities/problems?6. Did you logically develop your report starting with the problems/opportunities,

then taking those problems/opportunities on through the analysis, recommendations and implementation (using common sub-headings when applicable)?

7. Did you identify a wide range of problems/opportunities and then analyse just the key ones?

8. Were your analysis and recommendations supported by the literature?9. Did you ‘sell’ your recommendations/implementation plan to management (i.e.

convince them to adopt your recommendations)?10. Did you use Harvard referencing, with a minimum of 10 different references

listed alphabetically in a list at the end of your report, and cited appropriately in the body of your report (i.e. in-text references)?

11. Did you produce a PowerPoint presentation based on Part C of the assignment?



Learning/Assessment Task 3

Final assessmentFormat Final Assessment (open book, to be written over one weekend).

Due date Final assessment paper will be made available at: (to be advised)Students must submit their completed papers by: (to be advised)

Weighting 40%.

Task The final assessment will be an open-book task that students are to complete as an individual assignment (i.e. without the assistance of anyone else) over a maximum period of three hours. As stated, the task is to be each student’s own work. The completed assessment is to be submitted via Blackboard and any evidence of cheating (i.e. using any part of another student’s answers) will be heavily penalised (e.g. both students being awarded a mark of zero).

Assessment format

As exemplified below, the final assessment has three parts: Part A – 3 short answer questions (total 30 marks). Part B – 1 essay question (total 30 marks). Part C – one case study (total 60 marks)N.B. 120 total marks – with course weighting of 40%

Part A Short Answer Questions (total 30 marks)– suggested time: 45 minutes

Instructions These are short answer questions. You need to concentrate on a small number of specific points, in detail, in each response. Each answer should be half (½) to one (1) page in length. All three questions are compulsory. Questions 1 to 3 (10 marks each).

Part B Essay Question (total 30 marks)– suggested time: 45 minutes.

Instructions This is an essay question. You should answer it as fully as possible using an essay format. Your answer should be approximately 1½-2 pages in length. Question 4 (30 marks).

Part C Case Study Questions (total 60 marks)– suggested time: 90 minutes.

Instructions After carefully considering the attached case study, answer all of the following questions.Questions 5 to 8 (60 marks in total).These questions will be similar to those that were asked regarding the case studies (see Appendix A of the assignments). However, neither the questions nor the case study will be the same as those in the assignments.




Results in Blackboard

Results for the final assessment for this course will be posted in Blackboard, after grades have been officially released on SOLAR.

Feedback/ model answers

General feedback / model answers for the final assessment for this course will not be posted in Blackboard.



Assessment submission instructionsPlease submit assessment tasks electronically through Blackboard. NOTE: It is very important that you do not use the Back button when preparing your submission.

Step 1 Prepare your assessment task file to be submitted to Blackboard, as a single Microsoft Word (.doc) document. The Assignment Cover Sheet is no longer required. Make sure you name your file as detailed below. Include your name, USC student ID number, postal address and assessment details in the headers and footers of your assessment task document.

Step 2 Please make sure your assessment task file is named like this: LastName_FirstName_USCStudentID_TaskX_COURSEID.doc ie. if your name is Bill Gates and you are doing Task 3 for Managing Organisational Behaviour, you would name your file:Gates_Bill_1011223_Task3_MGT701.docNote: There must not be any spaces between words in the file name. Use an underscore (Shift Hyphen) between words. If you name your files in this manner you should not encounter any problems uploading them to Blackboard.

Step 3 Ensure the document page size of your completed assessment task is A4. To change the page size to A4: click on File > Page Setup click on the Paper Size tab scroll through the paper sizes and choose A4 (210 x 297mm). Change the page size to A4 when you are first creating your assessment task document. Changing the page size after you have finished your assessment task will affect the page text areas which could cause unwanted page breaks which you will need to adjust.

Step 4 Open the Assessment area in Blackboard by clicking Assessment in the left hand navigation menu of the Blackboard course.

Step 5 Click on Assessment overview link in the right hand side content panel.Step 6 Click on Learning/Assessment Task X.Step 7 Scroll down and review the Assessment Task Declaration.

You need to accept this declaration before you can proceed to the Assessment Task submission area that will appear directly below the declaration panel.

Step 8 Click on the >>View/Complete link at the bottom of the Submit Assessment Task X area to open the Upload Assignment: Submit Learning/Assessment Task X area.

Step 9 Add a comment to your Course Coordinator while you are in the Upload Assignment: Submit Learning/Assessment Task X area.

Step 10 Browse your computer to find and attach your single document – the assessment task only.

Step 11 Only when you have attached the document you wish to upload, click Submit.

Step 12 You should receive the message: “The assignment has been successfully updated”.

Step 13 Click OK.Checking your

submissionYou can check that you have submitted the assessment task by doing one of two things:



click >> View/Complete and see if the message “You’ve already completed this assignment, click on review your results” comes up.

OR click on the Tools page in the Course menu and open View Grades

to see if the assessment task has been logged in (and marked yet).Unsuccessful

submissionIf your submission has been unsuccessful, please contact [email protected] MBA Helpdesk will clear your submission attempt and will send you an email requesting you to resubmit your assessment task through Blackboard.

Task feedback To view your grade and feedback from the Course Coordinator, go to Tools > View Grades.

Final assessment

grades

It is at the discretion of the Course Coordinator to display the grades for the final assessment task.




Assessment conditionsAssessment conditions Non-discriminatory languageStudents are expected to use non-discriminatory language in all social and academic contexts of our socially diverse university located in the multi-cultural community of the Sunshine Coast of Queensland, Australia. Additionally our online courses reach students throughout the world living in diverse cultural circumstances. Please ensure that all assessments use non-discriminatory language such that oral, written and visual presentations do not devalue, demean or exclude individuals or groups on the basis of the following attributes: gender, disability, culture, race, religion, sexual preference or age.

Assignment submission and collectionAll assessment tasks are due by the time and date indicated in the Assessment Schedule previously listed in this course outline. Students submitting assessment tasks after the due date without extenuating circumstances may incur a penalty up to a maximum of 20% of the assigned mark for each working day late. Applying this penalty is solely at the discretion of the Course Coordinator or co-teacher.Students are to prepare their assessment task file to be submitted to Blackboard, as a single document. The Assignment Cover Sheet is no longer required. Students must make sure they name their file as per the Submission instructions detailed before. Students also need to include their name, USC student ID number, postal address and assessment details in the headers and footers of their assessment task document.As part of the Blackboard submission process, you are required to make an Assessment Task Declaration and you will not be able to submit any piece of assessment without first making an Assessment Task Declaration. For students using Blackboard, assessment tasks are to be submitted to the course coordinator or co-teacher via the Blackboard learning management system on or before the due date specified in the Assessment Schedule by:1. Using the view/complete link found with each assessment piece within

Blackboard. OR2. As directed by your course coordinator or co-teacher.Do not attempt to submit your assessment task in any other manner, as it will not be accepted.Students must retain a copy of all pieces of assessment, which must be produced if requested by the course coordinator.Assessments tasks will normally be returned no later than three (3) weeks after the due date. Normally they will be returned through the Blackboard learning management system. However, if the course coordinator has made other arrangements the assessment tasks may be posted to you. Please therefore ensure that your current postal address is in the Assessment Task document.



For quality assurance purposes the faculty may make copies of selected assessment tasks.

Plagiarism and copied papersPlagiarism and copied papers are serious offences against professional standards. Papers rejected on these grounds may receive a zero mark without any opportunity to resubmit them. Students who copy each other’s papers are engaged in a form of cheating and the original, as well as all copies, of the paper may be awarded a mark of zero.The following definition of plagiarism is taken from the Student Conduct and Discipline Statute:

… a person plagiarises the work of another if that person presents the thoughts or words of the other as being his or her own, and the word for word reproduction of a written passage of more than insignificant length, or the paraphrasing of such a passage, is evidence of plagiarism unless the source of the material is acknowledged in the work.

Please carefully read the Student Conduct and Discipline Statute section within the Student Policies and Rules of the Student Handbook, a copy of which can be accessed on the university website at: http://www.usc.edu.au/University/AbouttheUniversity/Governance/Policies/StudentRelated/Conduct.htm The course coordinator may decide to check for plagiarism on a particular piece of assessment. This will be an automatic process involved in the Assessment Task submission to Blackboard.

Variations to assessmentAll initial inquiries regarding extension of due date for assessment tasks or special consideration should be made to the Course Coordinator.If the student’s request for extension and/or special consideration is due to confidential circumstances, students may wish to contact Student Services who may make a recommendation to the Faculty.

Extensions

The Faculty may agree to an extension for assessment tasks where a student experiences illness or other significant personal matters that prevent them meeting the due date.A request for an extension must be made to the Course Coordinator via email before the due date of the assessment task. Requests received on the day that the assessment task is due are only considered in exceptional circumstances.If your request for extension is due to illness then you should provide a medical certificate from your doctor. In the case of severe personal circumstances such as the death of a close relative, students may need to provide supporting documentation.Where an extension is granted, the student is expected to submit the assessment task item by the revised due date. A marking penalty may be applied to assessment tasks submitted after the extension date.


http://www.usc.edu.au/University/AbouttheUniversity/Governance/Policies/StudentRelated/Conduct.htm

http://www.usc.edu.au/University/AbouttheUniversity/Governance/Policies/StudentRelated/Conduct.htm


Special consideration

A student who considers that their academic performance has been adversely affected by illness, disability or significant personal circumstances may apply to the Course Coordinator for special consideration. A medical certificate or documentary evidence of personal circumstances should accompany the application.If special consideration is granted, the Faculty will take into account the information contained in the application when determining the student’s final grade.Special Consideration will only apply where a student is on the pass/fail borderline. Special Consideration will not apply for movement between pass/credit, credit/distinction or distinction/high distinction.

Supplementary final assessment tasks

A Supplementary Final Assessment Task can be initiated only at the discretion of the Course Coordinator where a student has marginally failed to meet the requirements of the program course and has shown, through results obtained in other pieces of assessment, a sufficient level of performance and/or competence to warrant setting additional assessment. The subsequent grade of result awarded after completion of a Supplementary Final Assessment Task cannot exceed that of “Pass.”

Grade levels

Grades shall be awarded on the following basis:HIGH DISTINCTION Where a student achieves an exceptionally high level

of performance and / or competence plus the production of original work and demonstrated awareness of all significant elements of the course.

DISTINCTION Where a student achieves a high level of performance and / or competence plus the production of original work and demonstrated awareness of all significant elements of the course.

CREDIT Where a student achieves a level of performance and / or competence substantially above the minimum requirements of the course.

PASS Where a student achieves a level of performance and / or competence which satisfies the minimum requirements of the course.

PASS UNGRADED Where a student has satisfied the minimum requirements of the course but it is not appropriate to differentiate between levels of satisfactory performance and / or competence.

FAIL Where a student has not satisfied the minimum requirements of the course.


Graduate Business Studies

Session 2, 2007 – PlannerSession 2, 2007 – Plannerhttp://www.usc.edu.au/Students/OnlineLearning/

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wong/foreign_universities/australia/sunshin… · Web viewCourse Outline. Session 2 2007. Course Title: Information Systems for Managers. Course Code: INF701. Field of Education:

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