MGC1010 : Introduction to Management Assesment

Part A: Quiz Instructions

The quiz is an open-book quiz, which consists of 20 multiple-choice questions, each worth 0.5 mark, for a total of 10 marks. You can find the quiz on Moodle under Assessment 2.

You will have 60 minutes to complete the quiz, and TWO (2) attempts are permitted before the deadline. The quiz is auto-timed: your responses will be automatically submitted when you reach 60 minutes.

• Each student will receive different quiz
• The second attempt has different questions from the first
• You can only start the second attempt 15 minutes after the first
• Your final grade will be recorded as the higher of the two
• You will be able to review the correct answers and feedback AFTER the quiz is closed (Week 5, Friday, 23:55).

The quiz content is randomly drawn from the following sources (each student will receive a different set of questions):

• Assessment 2 Guide
• Week 6 in-class content
• Materials related to the case study topic, including but not limited to:
  • APA referencing: Video introducing APA 7thstyle (Hayden Memorial Library)
  • University marking policy: 

You must complete the quiz by the stated deadline (Week 6, Friday, 23:55), otherwise you receive a zero. Extensions will only be granted with approval from the University Special Consideration team. The quiz cannot be reopened once the deadline has passed.

You are recommended to complete the quiz during weekdays in Week 6. No tech support is available after 5pm, Friday of Week 6. Make sure you have a stable internet environment when you do this quiz.

Part B: Case Report Case Report Instructions

Report formatting and referencing specifications

• Report format (use of numbered headings and sub-headings) NOT ESSAY STRUCTURE

(introduction, body, and conclusion)

• Writing style: Use professional language and carefully proofread for grammatical and punctuation errors; avoid first-person informal tone (“I think..”), highly technical jargon (e.g., describing an information system), and storyteling with fictional details added.
• Formatting:
  • Arial 12-point font, 5 spacing, 2.5 cm margin on all sides of the pages
  • Include page numbers
• Referencing:
  • APA (7th) style for citations in the report and the reference list – Please refer to the

Library’s resources on APA 7th style

• Use author-date format for citations (e.g. Smith, 2023). No footnotes or numbered
• You are allowed to use the textbook(s) as a reference for concepts and theories. But the textbook is not counted in the minimum number of journal
• Minimum 5 journal articles cited in the report (the articles can be from any year). Note: your report quality is not necessarily better by citing a large number of journal articles.
• The case study must be cited &
• Paraphrase – limit the use direct quotes in your case study reports, only use direct quotes for dialogue from the case study

Structure

Case Report Executive Summary  Table of Contents

1. Problem Identification and Analysis (approx. 450-550 words)
2. Generation and Evaluation of Alternative Solutions (approx. 900 words)
   • Solution 1 – Describe what it is, and how it may solve the problem
     • Advantages
     • Disadvantages
   • Solution 2 – Describe what it is, and how it may solve the problem
     • Advantages
     • Disadvantages
   • Solution 3 – Describe what it is, and how it may solve the problem
     • Advantages
     • Disadvantages

1. Recommendation (approx. 300-400 words) References (approx.150-200 words)

Note: The word count for each section is a guideline rather than a strict requirement. For example, if your executive summary is 120 words, that will be acceptable.

Description of contents for each section

Executive Summary

Prepare this after completing the report, and place it after the cover page and before the table of contents. Summarise the company’s background and current issues, report’s purpose, the key problem, and recommendations. Keep it concise—no more than one page, and it must be on a separate page.

Table of Contents

The table of contents indicates where the key parts of the report can be found. Ensure you match the same headings (and subheadings if applicable) to the correct page number in the report. It is suggested that you use the automated table of contents tool of Microsoft Word to generate one.

Problem Analysis

In this section you need to analyse a management problem that you choose from the list provided to you. Please only choose ONE (1) problem from the following list to analyse:

• Weak feedforward control
• Weak concurrent control/ weak monitoring
• Weak feedback control:
• Weak normative control
• Ineffective control process

Please be explicit in your report WHICH problem you have chosen to analyse. Your selected problem should be analysed using case evidence alongside the theories and concepts covered in the unit, demonstrating your understanding and ability to apply them to a real-world situation

You are not required to identify a problem, as a list is provided above, but it is important to distinguish symptoms from problems. Symptoms help illustrate how a problem emerges and evolves over time.

• Problems vs Symptoms

Distinguish Symptoms from Problems – Focus on root causes, not surface symptoms, by asking

“Why?” repeatedly.

• Example 1: Low productivity and morale often stem from a reward system that fails to recognize good performance. Productivity and morale are symptoms; the reward system is the
• Example 2: Low customer retention may arise from poor service, product defects, stronger competitors, or new entrants. External factors are problems on their own; internal issues often trace back to misaligned priorities, such as valuing efficiency over quality.

• How to analyse the problem

Analysis involves examining the problem in detail. It requires that you dissect the problem and consider it closely to understand its nature and key elements.

Use Case Facts : Use case facts to build a thorough understanding of the problem, support logical arguments, and draw evidence-based inferences. Don’t limit yourself to the main text; figures and exhibits often contain additional facts that can enrich your analysis.

Use Management Concepts, Models, and Tools : Apply established business theories, models, or frameworks to interpret, explain, and evaluate real-world situations. Theory gives structure and rigor, moving analysis beyond mere description.

• Theory provides a lens to explain or
• You can use selected constructs or prior literature; full formal theory isn’t
• Focus on critical, theory-applied analysis: connect observations to concepts, explain significance, and derive insights.
• Descriptive: What happened (you need to avoid this)
• Critical and theory-applied: Why it matters and what can be learned (you should try to achieve this)

Descriptive analysis (no theory applied – you should avoid this):

“The company introduced a digital training program for its employees in 2024. Following the program, employees reported improved skills, and the company observed an increase in productivity.

Management noted that this initiative helped streamline some internal processes.”

Problem: This version just tells what happened — no explanation of why it mattered or how it connects to broader business concepts.

Critical analysis using theory version (using Resource-Based View):

“From the perspective of the Resource-Based View (RBV), the company’s digital training program can be seen as an investment in intangible human capital, a key strategic resource. By enhancing employees’ digital skills, the firm strengthened its unique capabilities, which are valuable, rare, and difficult to imitate. This development likely contributed to the observed productivity gains and process improvements, illustrating how firms can leverage internal resources to achieve sustainable competitive advantage.”

Strengths:

• Uses theory to explain why the initiative matters
• Connects outcomes (productivity, process improvement) to strategic concepts
• Moves beyond description to analysis and insight, supporting future recommendations

Illustrate Theory with Evidence : Show how theory explains what is happening by weaving case evidence with theoretical concepts (theory–evidence–theory–evidence).

• Briefly explain the theory (e.g., transactional leadership emphasizes rewards/punishments, clear expectations, defined roles, and short-term goals).
• Use direct case quotes to demonstrate how the organization reflects these
• Link theory to the problem, showing how this leadership style contributes to the

Do Not Use Outside Research : Base your analysis only on the case information and your background knowledge. Assume the role of the organization’s manager, making decisions with the same information available at the time.

Common mistakes in problem analysis:

• Theory is not used at all, or theories are only mentioned, but not connected to case evidence at all. Please note, theories are used as a lens to make sense of problems.
• Descriptive analysis rather than critical Descriptive analysis simply summarides

facts or events, e.g., “The company implemented a new program in 2023.”

Critical analysis, by contrast, explores why the company made that decision, how it aligns with theory, and what the implications are for stakeholders or performance. This shows that you can interpret information rather than just report it.

• Analysing problems from an individual or societal perspective rather than All problems must be organisation-level problems that can be resolved by organisations. For example, if your problem analysis is about "government regulations" or

"national culture," you're likely on the wrong track. Companies typically cannot resolve issues related to government regulations or change a society’s culture. Similarly, pinpointing a few unethical employees as the problem is also misguided, as this individual perspective overlooks the deeper organisational issues that contribute to unethical behavior.

Generation and Evaluation of Alternative Solutions

Propose and Evaluate Solutions: Provide three practical solutions for the identified problem. For each solution, list two advantages and two disadvantages, supported by relevant literature. Think creatively and ensure your suggestions address the problem effectively.

• How to generate solutions

Develop several viable solutions beyond the status quo, avoiding bias toward any option. Encourage creative thinking and postpone evaluation until alternatives are fully developed. Ensure all solutions align with your problem analysis to maintain a clear, consistent line of reasoning.

Common mistakes in generating solutions:

• Solutions are not related to the key problem identified in the problem analysis
• Solutions are not practical, in other words, theoretical solutions that are overly broad and

conceptual, e.g., “enhance engagement” “modify corporate culture”.

• Solutions do not solve the problem. E.g., firing several employees does not solve the long-term organisational

• How to evaluate the solutions

Assess each solution’s advantages and disadvantages in terms of how effectively it addresses the problem. Quantify financial and operational impacts where possible, and suggest ways to mitigate significant disadvantages. Avoid one-sided or biased arguments.

Go beyond obvious and generic critiques like “costly” or “time-consuming”; A costly alternative might still be highly advisable, especially if it generates sufficient advantages. Compare solutionsbased on their relative effort, fit with existing capabilities, and alignment with organizational goals. Preliminary analysis may eliminate clearly unsuitable options, but avoid discarding alternatives too quickly due to bias.

Evaluate each alternative individually rather than as a combined package, as grouping can obscure specific pros and cons and weaken the analysis.

Use relevant literature (journal articles) to evaluate the solutions - Support your evaluation with journal articles or academic evidence. Show how each alternative has been effective (or not) in similar situations and relate it to the company’s specific context. For example, literature can demonstrate how rewarding desired behaviors or using different recruitment methods can address the identified problem.

Common mistakes in evaluating solutions:

• Overly brief, or not highly relevant 
• Advantages and disadvantages are not supported by peer reviewed articles

• The evaluation is not connected to the key problem

Recommendation

Make and justify your recommendation: Identify the solution that best addresses the core problem and explain why it is superior to other alternatives. Support your choice with case evidence and management theory. Be persuasive and ensure your recommendation would realistically solve the problem.

• How to decide on which solution to recommend

Apply criteria for making sound recommendations - Choose solutions that are useful, consistent with your analysis, reasonable, feasible, and persuasive. Clearly state the decision criteria and show how your recommended solution meets them, especially if the case protagonist has already defined the criteria.

Craft your recommendation - Address all identified problems using management concepts and theories from your analysis. Show why the recommendation is feasible, acceptable to key stakeholders, and aligned with the organization’s resources and capabilities. Justify your chosen alternative over others and base your recommendation on the available case information. If additional analysis is necessary, specify what, why, and who should do it.

Base your recommendation on the information that you have - Make recommendations using the information provided, even if more data would be helpful. If further analysis is essential, clearly specify what should be done, why, and by whom. Avoid recommending that further information be obtained, or that additional analysis be completed.

Evaluate your recommendation - Before finalising, assess whether your recommendation:

• Solves the identified problems and aligns with organizational goals
• Is supported by theory
• Addresses the pros and cons of alternatives and mitigates key disadvantages
• Is financially and resource feasible
• Is acceptable to key stakeholders

Common mistakes in evaluating solutions:

• The recommendation is not justified by theory and/or case evidence and why it is the best solution of the three proposed.
• The recommended solution does not solve the key problem or is inappropriate or not
• Repeats evaluations
• The recommendation is vague, completely separate from previous analysis and solutions, and focus only on short-term fixes
• Introduce new solutions

Assessment Requirements Summary

This assessment consists of two parts:

• Part A: Quiz (10%) – An open-book, auto-timed quiz consisting of 20 multiple-choice questions worth a total of 10 marks.

• Part B: Case Report (30%) – A professionally formatted report requiring critical analysis of a management problem, development and evaluation of three alternative solutions, and a justified recommendation.

Key Pointers to be Covered in the Assessment

• Complete the timed quiz within the given deadline, with two attempts allowed.

• Prepare a structured case report (1,800–2,000 words) including:

  • Executive Summary

  • Table of Contents

  • Problem Identification and Analysis (explicit problem selection)

  • Generation and Evaluation of Three Alternative Solutions (with supported pros and cons)

  • A Persuasive and Justified Recommendation

  • Proper APA 7th referencing and formatting

  • Use of at least 5 journal articles and only case study content (no external research beyond background knowledge)

The assessment focuses on critical thinking, application of management theory, structured problem-solving, professional communication, and academic integrity.

Assessment Approach by Academic Mentor: Step-by-Step Guidance

Step 1: Clarify Assessment Purpose and Expectations

The Academic mentor began by clearly explaining the dual purpose of the assessment:

• Part A tests knowledge retention and understanding through a structured quiz.

• Part B challenges students to critically apply management theory to a real-world case, requiring analytical rigor and evidence-based decision-making.

The mentor emphasized the importance of balancing academic theory and case-specific facts.

Step 2: Understanding the Case Study Context

The mentor guided the student to carefully study the case study material, focusing on:

• Organisational background and structure

• Contextual challenges (e.g., weak control processes)

• Facts from figures, exhibits, and key dialogues in the case

Students were coached to avoid describing what happened and instead critically analyze why the situation matters and how it reflects underlying management concepts.

Step 3: Problem Identification and Analysis

Approach:

• The student was instructed to select ONE problem from the provided list, such as "Weak Feedforward Control" or "Ineffective Control Process."

• The mentor stressed the importance of distinguishing between symptoms and the real problem by repeatedly asking “Why?” to drill down to root causes.

Guidance:

• Apply relevant management theories (e.g., Resource-Based View, Control Theory).

• Integrate case facts as evidence to build a strong, supported argument.

• Avoid merely descriptive writing; instead, aim for critical analysis linking theory to the problem.

Step 4: Generation of Alternative Solutions

Approach:

• Mentor encouraged the student to think creatively and practically, developing three distinct, viable solutions related directly to the identified problem.

Guidance:

• For each solution:

  • Describe what it is and how it addresses the problem.

  • List two advantages and two disadvantages.

  • Support evaluation of advantages/disadvantages with references from peer-reviewed journal articles.

Example:

• Solution: Implement Real-Time Performance Dashboards

  • Advantages:

    • Provides up-to-date monitoring data (supported by Smith & Jones, 2021)

    • Improves decision-making speed

  • Disadvantages:

    • High implementation cost

    • Requires staff training

The mentor coached the student to avoid vague or generic solutions like "improve culture" and instead focus on actionable, realistic strategies.

Step 5: Recommendation Development and Justification

Approach:

• The Academic mentor helped the student evaluate all three alternatives based on feasibility, alignment with the organization’s resources, and effectiveness in solving the key problem.

Guidance:

• Select the solution that offers the best fit and strongest justification.

• Support the recommendation with clear linkage to case evidence and theory.

• Clearly state why the chosen solution is superior and how it addresses the problem holistically.

Example Recommendation:

• Adopt Real-Time Performance Dashboards

  • Justified by improved managerial control theory and supported by evidence in case documents.

  • Aligned with TFD’s digital modernization goals.

  • Costs balanced by long-term operational efficiency gains.

The mentor guided the student to avoid introducing completely new solutions at this stage or making vague recommendations.

Step 6: Executive Summary and Formatting

Approach:

• The executive summary was written last, summarizing the company background, the chosen problem, key solutions, and final recommendation in a concise manner (~150 words).

Guidance:

• Use clear, professional language.

• Ensure proper report formatting:

  • Arial 12-point font

  • 2.5 cm margins

  • Numbered headings and sub-headings

  • APA (7th) referencing with in-text citations and a reference list.

The mentor instructed the student to avoid first-person informal tone or storytelling styles.

Step 7: Citation and Academic Integrity

Approach:

• Mentor clarified the correct use of APA (7th) style and emphasized paraphrasing over direct quoting, except for direct case study dialogue.

Guidance:

• Include a minimum of 5 journal articles to support evaluations of solutions.

• Reinforce that the case study itself is a key source of information.

• Highlight the critical importance of avoiding plagiarism.

Final Outcome Achieved

The student successfully delivered a high-quality case report that demonstrated:

• Clear understanding of problem identification by distinguishing root causes from symptoms.

• Three well-developed and practical solutions, evaluated with strong academic support.

• A justified recommendation aligned with case context and management theory.

• Professional formatting and appropriate APA referencing.

Additionally, the student completed the quiz within the stipulated time and obtained a satisfactory score through two thoughtful attempts.

Learning Objectives Covered

• ULO 1: Applied critical thinking and analysis of contemporary management problems in an organisational context.

• ULO 2: Evaluated and proposed risk reduction strategies by developing practical solutions based on theoretical frameworks.

• Professional communication: Produced a structured, professional report with appropriate academic writing conventions.

• Research Skills: Selected and integrated relevant peer-reviewed journal articles to support evaluation.

• Academic Integrity: Followed APA (7th) referencing, avoided plagiarism, and focused on evidence-based analysis.

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