MAN132 International Management In Context
Table of Contents
Assessment Details
Solent University Coursework Assessment Brief
| Module Title: | International Management In Context |
| Module Code: | MAN132 |
| Module Leader: | Tim Jackson |
| Level: | 7 |
| Assessment Title: | Report |
| Assessment Number: | 2 (Main (First Sitting)) |
| Assessment Type: | Report |
| Restrictions on Time/Word Count: | 4000 Words |
| Consequence of not meeting time/word count limit: | There is no penalty for submitting below the word/count limit, but students should be aware that there is a risk they may not maximise their potential mark. Assignments should be presented appropriately in line with the restrictions stated above; if an assignment exceeds the time/word count this will be taken in account in the marks given using the assessment criteria shown. |
| Individual/Group: | Individual |
| Assessment Weighting: | 60% |
| Issue Date: | 27/09/2021 |
| Hand In Date: | 12/1/2022 |
| Planned Feedback Date: | 9/2/2022 |
| Mode of Submission: | Online |
| Number of copies to be submitted: | 1 electronic copy via Turnitin |
| Anonymous Marking | This assessment will : (b) be exempt from anonymous marking as it falls within an exempt category under the University’s Anonymous Marking Policy. |
Assessment Task
You have been asked to write a formal management report that critically analyses and evaluates the management of people, finance, operations and marketing of the organisation in the case study below.
The Case Study: Uber
In recent years, a concept known as the sharing economy has taken the market by storm, giving rise to a number of truly revolutionary businesses. While a number of companies have cashed in on this trend, the sharing economy’s undisputed king is Uber as a ride-sharing company that empowers anyone to start earning money with their vehicle and enables those needing a lift to quickly and affordable to find a ride. The amount of success Uber has been able to achieve in their short history is remarkable.
Ubers disruptive technology, explosive growth, and constant controversy make it one of the most
fascinating companies to emerge over the past decade. The almost ten year old company soon grew to become the highest valued private start up company in the world.
By 2016 from its inception in 2009, Uber operated in 300 cities across 6 continents, and in 2016 Uber grossed 20 billion dollars. Uber actually lost 2.8 billion dollars on that 2016 gross, showing just how committed the company is to continuing to push the envelope and develop new services and technologies that will revolutionise the transportation industry. Uber has continued to diversify. In August 2014, Uber launched Uber Eats, a food delivery service. Uber Eats market share grew from 3% to 24% in 2018. Other less well known subsidiaries include Uber Freight, Uber Health, Uber Business and JUMP Bikes.
Despite Ubers successes, the company has also attracted some negative attention and been associated with some controversies with regard to leadership and management within the company, intellectual property lawsuits, the rights of drivers and accidents involving driverless cars. Uber has also learnt the importance of good financial management to minimise infrastructure costs, using appropriate incentives to attract workers and to keep their operations simply and streamlined.
The Report
Your report should be written for the senior management team. The insights that your report give should allow senior management to make informed choices that will lead to strategic improvements in the organisation.
Your report will focus on critical analysis and evaluating the management practices relating to people, operations, finance and marketing within the organisation. You should provide insights into areas of good practice and areas for improvement based upon relevant theories in these areas. You are expected to explore the links between different areas of management (e.g. the impact of people management has on company reputation and therefore brand image).
When considering areas for improvement, the implications of under performance in these areas should be explained. Areas for improvement should be supported by suggestions for specific and appropriate interventions, changes and introductions of alternative practices as appropriate. Your suggestions should be supported by evidence for theory and examples from other case studies.
A suggested structure for your report is shown below. Other appropriate subheadings should be used to break up the larger sections of the report.
Title Page Contents Page
Introduction (350 words)
Overview of Performance and Management Issues (650 words) Critical Analysis of Management Practices (2500 words) Conclusion and Recommendations (500 words)
References Appendices
Assessment criteria
| Criteria & Weighting % | A1 and 2 | A3 and 4 | B1-B3 | C1-3 | D1-3 | F 1-3 |
| Logical structure, cohesion and presentation. | Exemplary. Logical structure/f ramework throughout . | Excellent structure and cohesion. | Clear and appropriate, good cohesion. | Clear structure, some cohesion between the parts. | Evidence of planning. | Little or no preparation. Unclear, lacking cohesion |
| Originality and creativity of work, relevant and topical examples. | Exemplary level of comprehen sive data collection, and coverage of manageme nt practices. | Excellent level of comprehensi ve data collection, and coverage of management practices | Very good level of comprehensi ve data collection, and coverage of management practices. | Good level of comprehensiv e data collection, and coverage of management practices. | Satisfactory level of data collection, and coverage of management practices. | Poor level of data collection, and poor coverage of management practices. |
| Knowledge and understand of the subject matter. | Exemplary level of knowledge and understand ing of the theories and concepts that underpin manageme nt in context and of the interdepen dencies of the four business decision areas. | Excellent level of knowledge and understandin g of the theories and concepts that underpin management in context and of the interdepende ncies of the four business decision areas | Very good level of knowledge and understandin g of the theories and concepts that underpin management in context and of the interdepende ncies of the four business decision areas. | Good level of knowledge and understandin g of the theories and concepts that underpin management in context and of the interdepende ncies of the four business decision areas. | Satisfactory level of knowledge and understanding of the theories and concepts that underpin management in context and of the interdepende ncies of the four business decision areas. | Limited evidence for knowledge and understanding of the theories and concepts that underpin management in context and of the interdepende ncies of the four business decision areas. |
| Critical discussion, application of theory and research from the relevant literature. | Exemplary level of critical discussion on the manageme nt practices of the organisatio n. | Very good level of critical discussion on the management practices of the organisation. | Very good level of critical discussion on the management practices of the organisation. | Good level of critical discussion on the management practices of the organisation. | Satisfactory level of critical discussion on the management practices of the organisation. | No critical discussion on the management practices of the organisation. Report is mainly descriptive. |
| Conclusion and recommendation s. | Exemplary ability to present/co mmunicate the thinking about manageme nt issues to professiona | Excellent ability to present/com municate the thinking about management issues to professional and | Very good ability to present/com municate the thinking about management issues to professional and | Good ability to present/com municate the thinking about management issues to professional and | Some ability to present/com municate the thinking about management issues to an acceptable professional and | Significant deficiencies in presenting and communicatin g the thinking about management issues. Not an acceptable |
| l and | intellectual | intellectual | intellectual | intellectual M- | professional | |
| intellectual | M-level | M-level | M-level | level | or intellectual | |
| M-level | standard. | standard. | standard. | standard. | M-level | |
| standard. | Concepts | Concepts | Concepts | Concepts | standard. | |
| Concepts | expressed | clearly and | expressed in | expressed in | Fails to | |
| expressed | with | concisely | a clear and | an acceptable | express | |
| with exemplary | excellent clarity in a | expressed in a confident | systematic manner, at | style. | concepts clearly, | |
| clarity in a | convincing | and | good level. | systematicall | ||
| convincing | and cogent | persuasive | y and/or | |||
| and cogent | manner. | manner. | confidently. | |||
| manner. | ||||||
| Sensitive to | ||||||
| emotional, | ||||||
| attitudinal | ||||||
| and | ||||||
| political | ||||||
| aspects of | ||||||
| corporate | ||||||
| life. | ||||||
| Referencing. | Exemplary use of | Excellent use of research | Good use of research | Satisfactory presentation | Satisfactory use of | No or limited evidence for |
| research | from the | from the | Evidence that | research from | use of | |
| from the | relevant | relevant | referencing is | the relevant | relevant | |
| relevant | literature. | literature. | consistent | literature. | literature. | |
| literature. | Excellent use | Good use of | but some | Organisational | Limited or | |
| Exemplary and creative | of organisationa l documents. | organisationa l documents. | mistakes. | documents used. | poor use of organisational documents. | |
| use of | ||||||
| organisatio | ||||||
| nal | ||||||
| documents. |
Learning Outcomes
This assessment will enable students to demonstrate in full or in part the learning outcomes identified in the Module descriptors.
Late Submissions
Students are reminded that:
- If this assessment is submitted late i.e. within 5 working days of the submission deadline, the mark will be capped at 40% if a pass mark is achieved;
- If this assessment is submitted later than 5 working days after the submission deadline, the work will be regarded as a non-submission and will be awarded a zero;
- If this assessment is being submitted as a referred piece of work then it must be submitted by the deadline date; any Refer assessment submitted late will be regarded as a non-submission and will be awarded a zero.
https://students.solent.ac.uk/official-documents/quality-management/academic-handbook/2o- assessment-principles-regulations-temporary-amendments-for-covid-19-contingency-plans.pdf
Extenuating Circumstances
The University’s Extenuating Circumstances procedure is in place if there are genuine circumstances that may prevent a student submitting an assessment. If students are not ‘fit to study’, they can either request an extension to the submission deadline of 5 working days or they can request to submit the assessment at the next opportunity (Defer). In both instances students must submit an EC application with relevant evidence. If accepted by the EC Panel there will be no academic penalty for late submission or non- submission dependent on what is requested. Students are reminded that EC covers only short term issues (20 working days) and that if they experience longer term matters that impact on learning then they must contact the Student Hub for advice.
Please find a link to the EC policy below:
https://students.solent.ac.uk/official-documents/quality-management/academic-handbook/2p- extenuating-circumstances.pdf
Academic Misconduct
Any submission must be students’ own work and, where facts or ideas have been used from other sources, these sources must be appropriately referenced. The University’s Academic Handbook includes the definitions of all practices that will be deemed to constitute academic misconduct. Students should check this link before submitting their work.
Procedures relating to student academic misconduct are given below:
https://students.solent.ac.uk/official-documents/quality-management/academic-handbook/4l-student- academic-misconduct-procedure.pdf
Ethics Policy
The work being carried out by students must be in compliance with the Ethics Policy. Where there is an ethical issue, as specified within the Ethics Policy, then students will need an ethics release or an ethical approval prior to the start of the project.
The Ethics Policy is contained within Section 2S of the Academic Handbook: https://staff.solent.ac.uk/official-documents/quality-management/academic-handbook/2s-solent- university-ethics-policy.pdf
Grade marking
The University uses a letter grade scale for the marking of assessments. Unless students have been specifically informed otherwise their marked assignment will be awarded a letter grade. More detailed information on grade marking and the grade scale can be found on the portal and in the Student Handbook.
https://students.solent.ac.uk/official-documents/quality-management/academic-handbook/2o-annex-3- assessment-regulations-grade-marking-scale.docx
