No | Assessment Name | Weight | Date Open | Date for Submission |
1 | Assessment 1 Online discussion and peer review (approx. 1500words) | 20% | Week1 | Week 4, 6, 8 and 10 |
2 | Assignment 3 : GroupCase Study analysis of an Organisation and Presentation | 40% | Week 5 | Week 7 |
3 | Individual Assignment Case Studyanalysis of a Leader. | 40% | Week 9 | Week 11 |
Learning Outcomes
ULO No |
Learning Outcome | AQF Mapping* | CLOs mapping MBA | ||
K | S | A | |||
1 | Understand concepts and frameworks of strategic leadership in comparison to other types of leadership theories and models in different Organisational contexts. |
Y |
1, 2 | ||
2 | Appraise the role and importance of strategic intent and its link to strategic decision-making in a range of contexts and challenges. |
Y |
Y |
Y |
2, 3, 4 |
3 | Adapt a robust analysis of specific Organisationalsituations to recommend and introduce strategic initiatives using practical applications of theoretical concepts and principles. |
Y |
Y |
Y |
4, 5, 6 |
4 | Evaluate strategic business practices and Organisational performance considering ethical considerations in real world situations. |
Y |
Y |
3, 6, 7, 8 | |
5 | Apply a range of relevant theories and constructs to analyse Organisational dynamics when responding to competitive challenges and experiences to develop creative solutions to these challenges to improving Organisational performance. |
Y |
Y |
1, 2, 3, 4, 5, 6, 7, 8 |
The following instructions are strictly applied throughout our MBA program:
Note - For all assignments, the preferred layout is in 12-point Calibri, with 1.5 line spacing, 5 centimetres left- hand margins and bold headings. Whenever you use the ideas and arguments of other writers, you must make reference to the writers and their work. By acknowledging the work of others, you avoid
plagiarism. The APA style requires a reference list at the end of your assignment. It is to be arranged in alphabetical order by author surname.
For further clarification you can contact your tutor via the VIT email.
Assessments in More Detail
Assessment 1 | Weight | Hurdle | CLOs | ULOs | |
Students select, readand analyse |
20% |
No |
1,2, 5,6,7,8 |
1, 3 | |
a currentand detailed press | |||||
article aboutan internationally | |||||
Online | well knowncorporate leader, | ||||
discussion and | then discussit in classor in an | ||||
peer review (approximately | online forum andwrite a 200 words critical analysis of the | ||||
1,200 words) | topic. Students must then | ||||
critically review peers’ forum | |||||
posts (x min 10) and write | |||||
approximately 100 words on | |||||
each. | |||||
Due at 23:59pm on the Sundayat the beginning of Week 5. |
Your search for a suitable press articles about notable industry and business leaders should focus on the business pages in newspapers such as The New York Times, The Sydney Morning Herald, The Age (Melbourne), The Australian, The Australian Financial Review, The Times (London), the China Daily, The Times of India, and The Straits Times (Singapore).
Your commentary should demonstrate the leader’s contribution to their industry, the economy, and or society. Look for their strengths and weaknesses, and the opportunities and threats that might exist for them. Examples could be philanthropic activities, mergers and acquisitions, corporate failures, successions and terminations etc.
Post your 200 word review in the Assessment #1 section in the LMS. Try to complete this by the end of Week #2. Then over the next two weeks post your contributions to the posts by ten of your peers- approximately 100 words per post. Be constructive and creative in your comments.
The practice in management discussions is to conduct yourself in a polite and respectful manner. Derogatory remarks and rudeness are unacceptable.
Assessment 2 | Weight | Hurdle | CLOs | ULOs | |
Group | Critically analyse a specific organizational case study in relation to strategic diagnosis, identification of gaps,strategic plans and strategies, and implementing them. Apply theories, toolsand frameworks covered in the unit. |
40% |
No |
1,2,3,4 ,5,6,8 |
2,3,4 |
Case Study (1,500 words) | |||||
Presentation. (15 Slides) | |||||
Due at 23:59pmon the Sunday at the beginning of Week 9. |
Teamwork, or group work are core practices in business. Activities and actions always involve more than one person, regardless of the size of the business.
Consequently in management programs, students are required to participate in group assignments, and breakout discussions in lectures and tutorials.
In this assignment your group must find a suitable business case study in relation to strategic diagnosis, identification of gaps, strategic plans and strategies, and implementing them. Apply theories, tools and frameworks
covered in the unit. Your group must conduct research about the enterprise beyond what is revealed in the case study.
An example might be a case study about a major event that effected the business, such as the Samarco tailings dam disaster in Brazil, 2015. To analyse this case research would need to examine the various parties involved in the
event, be they the owners of the mine, the communities effected, the Brazilian government, and the markets effected by the event.
Critically analyse the specific organizational case study in relation to strategic diagnosis, identification of gaps, strategic plans and strategies, and implementing them. Apply theories, tools and frameworks covered in the unit.
The presentation of the case study (15 minutes and 15 slides Maximum) must be conducted in a manner as if being presented to an executive board. Note that within PowerPoint is a feature for recording commentary. It is recommended that your team uses this.
The names and student numbers of each member of the group must be on title page of the report, and in the first PPT slide. The report and the group presentation must be submitted by only one member of the group.
Assessment 3 | Weight | Hurdle | CLOs | ULOs | |
Individual Major essay (2,000 words) | Critically evaluate an organizational strategic leadership situation, analysing the paradigms and other factors influencing leadership strategic effectiveness and organizational performance and recommend solutions for future successful outcomes. |
40% |
Yes |
1,2,5,6 ,7,8 |
2, 3, 4, 5 |
Students are to select an industry leader other than one who has been profiled
in any of the lectures. It could be the individual dealt with in Assignment #1.
You are required to critically evaluate an organizational strategic leadership situation of this individual, analysing the paradigms and other factors
influencing leadership strategic effectiveness and organizational performance and recommend solutions for future successful outcomes.
In the mandatory tutorials conducted early in each week, opportunities will prevail for discussing assignments with your tutor.
Assessment #1 Rubric
Online discussion and peer review (approx. 1,200words) | Students select, read and analyze a current and detailed press article about an internationally well known corporate leader, then discuss it in class or in an online forum and write a 200 words critical analysis of the topic. Students must then critically reviewpeers’ forum posts(x min 10) and writeapproximately 100 wordson each. | 20% | |||||
Criteria | HD(Excellent) | D(Very Good) | C(Good) | P(Pass) | F(Fail) | Missing Content | Comment |
ULO 1: Understandconcepts and frameworks of strategic leadership in comparison to other types of leadership theories and models in different Organizational contexts. | Demonstrates an exceptional understanding of concepts and frameworks of strategic leadership, comparing them effectively to other types of leadership theories and models in various organizational contexts.
6 points | Displays a very good understanding of conceptsand frameworks of strategic leadership, with a clear comparison to other types of leadership theories and models in different organizational contexts.
5 points | Shows a good understan ding of concepts and framewor ks of strategic leadershi p, with adequate comparis on to other types of leadershi p theories and models in various organizati onal contexts.
4 points | Demonstrat es a satisfactory understandi ng of concepts and frameworks of strategic leadership, with basic comparison to other types of leadership theories and models in different organization al contexts.
3 points |
Displays limited understand ing of concepts and framework s of strategic leadership, with minimal compariso n to other types of leadership theories and models in various organizatio nal contexts.
<3 points |
ULO 2: Appraise the role and | Offers an exceptional | Provides a very good appraisal | Shows a good | Demonstrat es a | Displays limited |
importance of strategic intent and its link to strategic decision-making in a range of contexts and challenges | appraisal of the role and importance of strategic intent, linking it effectively to strategic decision-making across various contexts and challenges discussed in the corporate leader's press article.
6 points | of the role and importance of strategic intent, with clear connections to strategic decision- making in various contexts and challenges presented in the corporate leader's press article.
5 points | appraisal of the role and importanc e of strategic intent, with adequate connectio ns to strategic decision- making in different contexts and challenge s discussed in the corporate leader's press article. 4 points | satisfactory appraisal of the role and importance of strategic intent, with basic connections to strategic decision- making in various contexts and challenges highlighted in the corporate leader's press article.
3 points | appraisalof the role and importance of strategic intent, with minimal connection s to strategic decision- making in different contexts and challenges covered in the corporate leader's press article.
<3 points | ||
Disciplinary Knowledge | Demonstrates a deep understanding of the disciplinary knowledge | Displays a solid understanding of disciplinary knowledge related to | Shows a satisfactor y understan ding of | Demonstrat es a basic understandi ng of disciplinary | Displays a minimal understand ing of disciplinary |
related to strategic leadership, applying relevant theories and frameworks effectively in the analysis of the chosen corporate leader's press article.
4 points | strategic leadership, incorporating relevant theories and frameworks appropriately in the analysis of the selected corporate leader's press article.
3 points | disciplinar y knowledg e related to strategic leadershi p, applying relevant theories and framewor ks adequatel y in the analysis of the chosen corporate leader's press article. 2.5 points | knowledge related to strategic leadership, with limited application of relevant theoriesand frameworks in the analysis of the selected corporate leader's press article.
2 points | knowledge related to strategic leadership, with weak application of relevant theories and framework s in the analysis of the chosen corporate leader's press article.
<2 points |
![]() | Provides insightful and constructive reviews of at least 10 peers' forum posts, offering valuable feedback and contributing to meaningful discussions. | Offers thoughtful reviews of at least10 peers' forum posts, providing constructive feedback and engaging in meaningful discussions. | Provides satisfactor y reviews of at least 10 peers' forum posts, offering feedback and contributi ng to discussion s. | Offers basic reviews of at least 10 peers' forum posts, with limited feedback and minimal contribution to discussions. | Provides minimal or inadequate reviews of peers' forum posts, lacking constructiv e feedback and meaningful engageme nt in discussions . | ||||
4 points |
3 points |
2.5 points |
2 points |
<2 points | |||||
Total | |||||||||
Assessment #2 Rubric
Case Study (2,500 words) | Critically analyzea specific organizational case study in relation to strategic diagnosis, identification of gaps, strategic plans and strategies, and implementing them.Apply theories, toolsand frameworks covered in the unit. | 40% | |||||
HD Excellent | D Very Good | C Good | P Pass | F Fail | Missing Content | Comment | |
ULO 2: Appraise the role and importance of strategic intent and its link to strategic decision-making in a range of contexts and challenges | Demonstrate s an exceptional appraisal of the role and importance of strategic intent, linking it effectively to strategic decision- making across various contexts and challenges in the case study. 9Points |
Displays a very good appraisal of the role and importance of strategic intent, with clear connections to strategic decision- making in various contexts and challenges in the case study. 7.5 Points |
Shows a good appraisal of the role and importance of strategic intent, with adequate connections to strategic decision- making in different contexts and challenges in the case study.
6 Points |
Demonstratesa satisfactory appraisal of the role and importance of strategic intent, with basic connections to strategic decision- making in various contexts and challenges in the case study.
4.5 Points |
Displayslimited appraisal of the role and importance of strategic intent, with minimal connections to strategic decision- making in different contexts and challenges in the case study.
<4.5 Points |
ULO 3: Adapt a robust analysis of specific Organizational situations to recommend and introduce strategic initiatives usingpractical applications of theoretical concepts and principles2 | Offers an exceptional analysis of specific organization al situations in the case study, recommendi ng and introducing strategic initiatives with a high level of practical application of theoretical concepts and principles.
9 Points | Provides a very good analysis of specific organization al situations in the case study, recommendi ng and introducing strategic initiatives with practical applications of theoretical concepts and principles.
7.5 Points | Offers a good analysis of specific organizational situations in the case study, recommendin g and introducing strategic initiatives with satisfactory applications of theoretical concepts and principles.
6 Points | Providesabasic analysis of specific organizational situations in the case study, recommending and introducing strategic initiatives with limited applications of theoretical concepts and principles.
4.5 Points | Offers a minimal analysis of specific organizational situations in the case study,with weak recommendatio ns and implementation s of strategic initiatives and limited application of theoretical concepts and principles.
<4.5 Points |
ULO 4: Evaluate strategic business practice and Organisational performance considering ethicalconsiderations in real- world situations. | Exhibits an excellent evaluation of strategic business practice and | Shows a very good evaluation of strategic business practice and organization al performance in the case study,with a clear consideratio n of ethical consideratio ns in real- world situations. | Displays a good evaluation of strategic business practice and organizational performance in the case study, considering ethical consideration sin real-world situations. | Providesabasic evaluation of strategic business practice and organizational performance in the case study, with limited consideration of ethical considerations in real-world situations. | Shows a minimal evaluation of strategic business practice and organizational performance in thecase study, lacking consideration of ethical considerations in real-world situations. | |||||
organization | ||||||||||
al | ||||||||||
performance | ||||||||||
in the case | ||||||||||
study, | ||||||||||
demonstrati | ||||||||||
ng a | ||||||||||
comprehensi | ||||||||||
ve | ||||||||||
consideratio | ||||||||||
n of ethical | ||||||||||
consideratio | ||||||||||
ns in real- | ||||||||||
world | ||||||||||
situations. | ||||||||||
ULO5: | Demonstrate s a deep and comprehensi ve understandi ng of the theories, tools, and frameworks covered in | Displays a solid understandi ng of the theories, tools, and frameworks covered in the unit, incorporatin | Shows a satisfactory understandin g of the theories, tools, and frameworks covered in the unit, applying them | Demonstratesa basic understanding of the theories, tools, and frameworks covered in the unit, with limited applicationto | Displays a minimal understanding of the theories, tools, and frameworks covered in the unit, with weak application to the analysis of | |||||
Disciplinary Knowledge | ||||||||||
the unit, effectively applying them to the analysis of the case study. 5 Points | g them appropriatel y into the analysis of the case study.
4 Points | adequately to the analysis of the case study.
3.5 Points | the analysis of the case study.
2.5 Points | the case study.
<2.5 Points | |||
|
Exceptional command of spelling and grammar with no errors present. | Very good command of spelling and grammar with minor errors that do not detractfrom overall clarity. |
Good command of spelling and grammarwith noticeable errors that minimally impact clarity. |
Satisfactory command of spelling and grammar with several errors that may impact clarity. |
Limited command of spelling and grammar with frequent errors that hinder clarity. | ||
3 Points | 2.5 Points | 2 Points | 1.5 Points | <1.5 Points | |||
| Accurateand consistent use of referencing style with a comprehensi ve list of sources. | Mostly accurate and consistent use of referencing style with a completelist of sources. | Adequateuse of referencing style with occasional errors and a sufficiently complete list of sources. | Limited use of referencing style with frequent errors and an incomplete list of sources. | Minimal use of referencing style with significant errors and an incomplete or missing list of sources. | ||
5 Points | 4 Points | 3 Points | 2.5 Points | <2.5 Points |
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Assessment #3 Rubric
Major essay (2,500 words) | Critically evaluate an organizational strategic leadership situation, analyzing the paradigms and otherfactors influencing leadership strategic effectiveness and organizational performance and recommend solutions for future successful outcomes. | 40% | |||||
HD Excellent | D Very Good | C Good | P Pass | F Fail | Missing Content | Comment | |
ULO 2: Appraise the role and importance of strategic intent and its link to strategic decision- making in a range of contexts and challenges. | Demonstrates an exceptional understanding of the role and significance of strategic intent, providing insightful analysis across various contexts and challenges. |
Displaysavery good graspof the role and significance of strategic intent, with clear analysis in multiple contexts and challenges. |
Shows a good understanding of the role and importance of strategic intent, with adequate analysis in different contexts and challenges. |
Demonstrates a satisfactory understanding of the role and importance of strategic intent, with basic analysis in various contexts and challenges. |
Displays limited understanding of the role and importance of strategic intent, with minimal analysis in different contexts and challenges. |
- | |
8 Points | 6.5 Points | 5.5 Points | 4 Points | /<4 | |||
ULO 3: | Offers an | Provides a very | Offers a good | Provides a | Offers a minimal |
- | |
Adapt a robustanalysis | exceptional | good analysis | analysis of | basic analysis | analysis of | ||
of specific Organizational | analysis of | of specific | specific | of specific | specific | ||
situations to recommend | specific | organizational | organizational | organizational | organizational | ||
and introduce strategic | organizational | situations, | situations, | situations, | situations, with | ||
initiatives using practical | situations, | recommending | recommending | recommending | weak | ||
applications of | recommending | and | and | and | recommendations | ||
theoretical concepts and | and | implementing | implementing | implementing | and |
principles. | implementing strategic initiatives with a high levelof practical application of theoretical concepts and principles. | strategic initiatives with practical applications of theoretical concepts and principles. | strategic initiatives with satisfactory applications of theoretical concepts and principles. | strategic initiatives with limited applications of theoretical concepts and principles. | implementations of strategic initiatives and limited application of theoretical concepts and principles. | ||
8 Points | 6.5 Points | 5.5 Points | 4Points | <4 Points | |||
ULO 4: Evaluate strategic business practice and Organizational performance considering ethical considerations in real-world situations | Exhibits an excellent evaluation of strategic business practice and organizational performance, demonstrating a comprehensive consideration of ethical considerations in real-world situations. |
Shows a very good evaluation of strategic business practice and organizational performance, with a clear consideration of ethical considerations in real-world situations. |
Displays a good evaluation of strategic business practice and organizational performance, considering ethical considerations in real-world situations. |
Provides a basic evaluation of strategic business practice and organizational performance, with limited consideration of ethical considerations in real-world situations. |
Shows a minimal evaluation of strategic business practice and organizational performance, lacking consideration of ethical considerations in real-world situations. |
- | |
8 Points | 6.5 Points | 5.5 Points | 4 Points | <4 Points | |||
ULO5: Relevant theories and constructs applied to | Applies an extensive range of relevant | Applies a wide range of relevant | Applies a sufficient range of | Applies a basic range of relevant | Applies a minimal range of relevant theories and |
- |
analyze Organizational dynamics when responding to competitive challenges and experiences to develop creative solutions to these challenges to improve Organizational performance | theories and constructs to analyze organizational dynamics, demonstrating creativity in developing solutions to competitive challenges and experiences. | theories and constructs to analyze organizational dynamics, with creativity in developing solutions to competitive challenges and experiences. | relevant theories and constructs to analyze organizational dynamics, developing solutions to competitive challenges and experiences. | theories and constructs to analyze organizational dynamics, with limited creativity in developing solutions to competitive challenges and experiences. | constructs to analyze organizational dynamics, lacking creativity in developing solutions to competitive challenges and experiences. | ||
8 Points | 6.5 Points | 5.5 Points | 4 Points | <4 Points | |||
|
Exceptional command of spelling and grammar with no errors present. | Very good command of spelling and grammar with minor errors that do not detract from overall clarity. | Good command of spelling and grammarwith noticeable errors that minimally impact clarity. |
Satisfactory command of spelling and grammar with several errors that may impact clarity. |
Limited command of spelling and grammar with frequent errors that hinder clarity. |
- | |
3 Points | 2.5 Points | 2 Points | 1.5 Points | <1.5 Points | |||
| Adequate use | ||||||
Accurate and consistent use | Mostly accurate and | of referencing style with | Limited use of referencing | Minimal use of referencing style | |||
of referencing | consistent use | occasional | style with | with significant | |||
style witha | of referencing | errors and a | frequent errors | errors and an | |||
comprehensive | style with a | sufficiently | and an | incomplete or | |||
list of sources. | complete list of sources. | complete list of sources. | incomplete list of sources. | missing list of sources. |
5 Points |
4 Points |
3 Points |
2.5 Points |
<2.5 Points | ||||
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