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COM100 - 2023 Learning Guide

Commerce 100 (University of Johannesburg)

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College of Business and Economics

School of Management

Department of Business
Management

Learning Guide
Commerce 100
COM100

Suzaan Hughes

2023

Copyright © University of Johannesburg, South Africa

Printed and published by the University of Johannesburg

© All rights reserved.

Apart from any fair dealing for the purpose of research, criticism or review as permitted under the Copyright Act 98 of
1978 (and as amended), no part of this material may be reproduced, stored in a retrieval system, transmitted or used
in any form or be published, redistributed or screened by any means electronic, photocopying, recording or otherwise
without the prior written permission of the University of Johannesburg.

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TABLE OF CONTENTS

1. INTRODUCTION ..................................................................................... 2
1.1 Welcome .................................................................................................. 2
1.2 Department of Business Management: Strategic viewpoint statement .... 2
1.3 Equality Clause……………………………………………………………….. 2
1.4 Departmental Contact Information…………………………………………..3
1.5 Lecturer contact information .................................................................... 3
1.6 Purpose and use of this learning guide .................................................... 3
1.7 Student conduct (academic honesty, rules of engagement, etc.) ............ 3
2. MODULE AND PROGRAMME INFORMATION ...................................... 6
2.1 The place of the programme in the academic disciplinary progression .. 6
2.2 Module name, code, NQF level, NQF credits and prerequisites .............. 6
2.3 Module purpose, outcomes and assessment criteria ............................... 7
3. ADMINISTRATIVE AND ORGANISATIONAL INFORMATION ............... 8
3.1 Prescribed course material (textbook, etc.).............................................. 8
3.2 Work schedule for the semester/year .................................................... 10
3.3 Tutorial arrangements ............................................................................ 11
3.4 Lecture and tutorial attendance ............................................................. 13
3.5 BlackBoard access and use................................................................... 14
3.6 Consulting times .................................................................................... 14
3.7 Assessment programme for the semester/year ..................................... 14
3.8 Composition of final mark ...................................................................... 16
3.9 Marking of assessment scripts and request/application for remarking ... 17
4. LEARNING UNITS ................................................................................. 18

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1. INTRODUCTION

1.1 Welcome

The Department of Business Management welcomes students to the module

Commerce 100. We trust that information contained in this learning guide will
assist in your preparation for lectures, provide guidance in your studies and
assessments, and contribute to your successful completion of this module.

1.2 Department of Business Management: Strategic viewpoint statement

What do we want to be?

We aspire to be a Department that:
 Creates impactful knowledge, and
 Prepares the mindsets of business innovators.

Who are we?

We are a dynamic, diverse team of academic business experts.

What guides us?

We are driven by the ambition to challenge mainstream thinking in an ethical,
open and collaborative manner.

What do we do? (And how, and for whom, do we do it?)

We develop graduates by means of market related programs which are informed
by quality knowledge creation, and teaching based on challenging current
paradigms to transform society for the betterment of all.

Approach
A human centred approach to innovative business and management.

1.3 Equality clause

All students will receive exactly the same amount of time to hand in assignments
and to prepare for tests and exams; will be measured against the same
standards when exams, tests and assignments are marked; and will be held to
the same course rules. Justification: Every student has the same right to equal
treatment as every other student, which is in line with the Bill of Rights in our
country’s Constitution. This is why no exceptions to the course rules will be made
at any stage of the course or under any circumstances. Students with disabilities
may apply for special considerations.

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1.4 Who to contact for all other subject and/or departmental issues

Your first contact in this regard must be with either your lecturer for academic
subject-related matters or the administrative assistant for administrative matters.
Position Name Office Telephone Email address
Senior Tutor Ms. Mbali Thejane D Ring 525 [email protected]
Administrative Assistant Mrs. Christinah Hlomuka D Ring 534 011 559 2259 [email protected]
Lecturer Ms.Suzaan Hughes D Ring 525 011 559 4172 [email protected]

After consulting with your lecturer and administrative assistant, you may then
escalate your queries to:

Position Name Office Telephone Email address

Head: Under-graduate
programmes (for Business
Management degree
modules) Ms S. Bronkhorst D Ring 530 011 559 2418 [email protected]
Head of Department Prof. C Schachtebeck D Ring 521 011 559 3623 [email protected]

Note, when one of the abovementioned functionaries is skipped in the consultation

process, you will be referred back to the person missed.

1.5 Lecturer contact information

Position Name and surname Office Telephone Email address

Lecturer Ms.Suzaan Hughes D Ring 525 011 559 4172 [email protected]

1.6 Purpose and use of this learning guide

‘
This learning guide provides you with important administrative and module
information. You can consult the guide to note assessment dates, lecture topics
and learning outcomes.

Please note that the learning guide is not a substitute for lectures and tutorials.
The learning guide, textbook, lectures, tutorials and assigned assessments as a
whole constitute an integrated learning experience aimed at achieving the
outcomes of this module.

Lecture attendance is crucial, important theories and concepts are introduced and
discussed in class so that you can engage meaningfully with the core concepts
covered in the module. Tutorials complete the picture by allowing smaller group
interaction, which enables greater discussion to round out your understanding.

1.7 Student conduct (academic honesty, rules of engagement, etc.)

Please refer to the Faculty Rules and Regulations and Academic Regulations.

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Please take note of the following Department of Business Management

regulations:
 This document serves as a guideline of the individual lecturer and he/she
may change dates and content as they see fit.
 All engagements with the lecturer and tutors in person or via any mode of
communication must be conducted in a professional and respectful manner.
 Test queries will only be dealt with within 7 days after results have been
released.
 It is the responsibility of the student to attend scheduled contact sessions
and be aware of any announcements sent out.
 Assignment groups will be automatically assigned and once enrolled the
groups are final. Students have to attend the tutorial that they are
allocated to in order to be marked present. Students may also not
change assignment groups without consulting the lecturer as this will
negatively impact their marks for teamwork.
 All assignments that are submitted late will incur a penalty of a 10%
deduction for each day that the assignment is late. Please hand in all
assignments timeously.
 Many assessments will be completed online and will have clearly stated
deadlines with automated submission times. Please make sure your
device is fully charged and plan to have enough data available to
complete the assessment (remember working on campus with free wifi
is preferable). Note that you have to work to submit within the
submission deadline as late submissions cannot always be accepted
and may result in a lost opportunity for the given assessment.
 It is also the responsibility of the students to check their semester marks
with the lecturer to ensure that it appears correctly on the class list.
Checking of semester marks needs to be dealt with within 5 working days
of marks appearing. No queries will be handled thereafter.

Plagiarism as referred to in the Faculty Guidelines for Ethics in Research:

1.7.1 Plagiarism Is To:

 present the ideas, words or results of another person as your own,
without acknowledging the original author;
 use the ideas or words of another person without giving due credit to
that person or source;
 use sentences, paragraphs or parts of articles and books without
quotation marks and/or appropriate acknowledgement;
 download sentences, paragraphs or sections of writings from the
Internet and to use them without quotation marks and/or proper
acknowledgement;
 use another person's direct words without quotation marks, even
when you acknowledge the source;
 use ideas without making them properly your own, even though you
might have acknowledged the original source;

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 formulate your words so closely to those of the original author that it

is obvious that you could not have written them without having had
the source next to you, i.e. your paraphrasing of the author's words
is too close to the original author's use of the words, even if you did
acknowledge your source.
Source: Booth, et al. and Schuklenk

If you use the words and ideas of other people, their words must be clearly
indicated in quotation marks and used correctly, and their source indicated to avoid
being guilty of plagiarism. No copying of textbooks is allowed.

1.7.2 Plagiarism Is Wrong Because:

 It is theft of intellectual property.
 The person (plagiarist) lies about the contribution made to the
project.
 The person (plagiarist) cannot give a true account of how the
research was carried out.
Source: Schuklenk (University of the Witwatersrand)

1.7.3 Benefits To Be Derived From Consciously Avoiding Plagiarism:

By deliberately avoiding plagiarism, you learn:
 the value of doing original work;
 to develop professional skills such as doing research, giving
attention to detail and analysing arguments;
 to act with honesty and integrity in your professional life; and
 to write professionally and engage in debate.
Source: Faculty of Law, the University of the Witwatersrand

1.7.4 Collusion
Collusion is the act of collaborating with someone else on an assessment exercise
which is intended to be wholly your own work, or the act of assisting someone else
to commit plagiarism” (Maguire, 2003). Collaboration by members of the same
team on a group activity does not constitute collusion. However, collaboration by
team members on tasks that must be completed individually does constitute
collusion. Seeking assistance from individuals outside the team, including other
students or paid consultants (within and outside the university) is collusion.

As with plagiarism, collusion should be avoided so that you as the student derive
the benefit and satisfaction of completing your own work and earning your degree.

Collusion is a serious academic offense and can result in the same ramifications
as plagiarism.

1.7.5 Written Declaration

Students are required to sign a written declaration when they submit assignments,

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essays, mini-dissertations, and theses. In these declarations Students must

indicate that they have not committed plagiarism. Such a declaration should
contain the following statements:
 "I understand that plagiarism means presenting the ideas and words of
someone else as my own, without appropriate recognition of the source."
 "I confirm that the work that I submit for assessment is my own, except where
I explicitly indicate otherwise."
 "I have fully acknowledged all words, ideas and results from other sources that
I have used in this assignment through a generally accepted style of quotes,
references and bibliography."
 "I am aware that the university views plagiarism as a serious offence
punishable by a disciplinary committee."
 I confirm that no collusion has taken place in the completion of this
assessment.
Source: The University of Cape Town

Note the UJ policy on Academic Misconduct.

2. MODULE AND PROGRAMME INFORMATION

2.1 The place of the programme in the academic disciplinary

progression

First Year Second Year Third Year

Accounting 100 28
Economics 100 24
Commerce 100 24
Introduction to Law 24
Business 14
Mathematics
Accounting 12
Studies 100

You are here

2.2 Module name, code, NQF level, NQF credits and prerequisites

Module name Commerce

Module code COM100
NQF level 6
NQF credits (calculated 24 credits
according to notional hours

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Prerequisites (if any) 26 with Mathematics and English

Duration of module This module is lectured over a period of one
year

2.3 Module purpose, outcomes and assessment criteria

The purpose of this module is to provide the student with intellectual competencies,
practical skills and an understanding of General Management based on historical
and modern approaches as well as the management tasks, namely planning,
organising, leading and controlling. Furthermore the purpose of this module is to
develop the students’ fundamental theoretical academic knowledge on how to
gather, integrate and disseminate information which can be used to provide them
with a global overview of management functions and prepare them for challenges
in the South African business environment in a multicultural context. This module
will also develop the student with fundamental academic knowledge, intellectual
competencies, and practical skills on how to apply and disseminate Marketing
Management, Operational Management, Information Management, Financial
Management, Human Resource Management and External Communications
which can be used in functional management. Finally every student will be faced
with the challenges associated with starting a business, choosing an organisational
structure suitable to the environment, solving the various problems that a typical
business will encounter as it grows and establishes itself within a South African
business context, identifying the functions and tasks of management. This will be
done in a case study as part of the lecturing and assessment of the subject.

Module outcomes:
At the end of this module you should be able to do the following:

1. Explain the role of business in society, considering the needs and resources of
the community, the main economic systems and the nature of business;
2. Identify and explain the internal and external business environment and the
interaction between an organisation and its environment;
3. Define and explain the entrepreneurial process, the characteristics of an
entrepreneur, the difference between an entrepreneurial venture and a small
business and the phases of growth in a business;
4. Explain the importance of Business Ethics and analyse the relevant aspects to
be considered in developing ethical behaviour and a code of ethical conduct in
an organisation;
5. Analyse the skills, roles and characteristics of managers as important role
players in establishing effective and efficient business practice;
6. Identify and explain planning, organising, leading and controlling as primary
management tasks;
7. Explain the role of the Marketing function within the organisation;
8. Explain the term market segmentation and the bases which can be used to
segment the market as well as explaining the terms positioning and targeting;
9. Explain the product and pricing strategies that organisations can use;

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10. Explain the distribution and marketing communication strategies used by

organisations in reaching the consumer;
11. Comment on the developments within the field of marketing such as services’
marketing and relationship marketing;
12. Explain financial management as a management function focusing on
investment and financing decisions;
13. Explain the contribution of external communications as a management function
in a large organisation as an essential interaction with all the stakeholders;
14. Describe the managerial implication and aspects relevant to e-management and
managing an e-business;
15. Describe the role of human resource management in organisations, and discuss
the contribution that human resource management makes to the management
of the organisation;
16. Explain how the functions of job analysis and job design contribute to the
successful recruitment of people to fill vacant positions in an organisation; and
17. Explain how selection is done in organisations in such a manner that the
requirements of relevant legislation is met, and that the right candidate is
appointed to vacant positions so that the organisation can deliver products and
services to its customers.

3. ADMINISTRATIVE AND ORGANISATIONAL INFORMATION

3.1 Prescribed course material (textbook, etc.)

In addition to the learning guide the prescribed textbooks for this module are:

Semester 1:
Schermerhorn, J.R. & Bachrach, D.G. (2019). Management, 14th EMEA Ed.
Singapore: Wiley. (E-book ISBN 9781119677802)

I recommend purchasing the e-book.

Semester 2:
Kelly, M. & Williams, C. (2019). COM100: BUSN11 Custom edition, 1st Ed.
United Kingdom: Cengage EMEA (ISBN 9781473773592)

The lecturer may prescribe or present additional study material in class.

Library services and resources

The UJ Library offers a range of information services and resources contained in

subject specific guides, for detailed Library information, go to
https://www.uj.ac.za/library/

These guides include various important topics that will make your academic
journey easier, some of the topics covered in the course include:

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 Assignment help
 How to search for books and journal articles
 How to avoid plagiarism
 How to formulate research strategies
 Learn to evaluate information on the internet to avoid misinformation.

To get in touch or contact your friendly Information Specialists (Librarians) get our
full details and relevant departments here:
https://uj.ac.za.libguides.com/c.php?g=581172&p=9507910

Highly Recommended guides:

 The College generic guide
https://uj.ac.za.libguides.com/?group_id=12172

 Prescribed and Recommended Books:

https://uj.ac.za.libguides.com/c.php?g=1217108

 Past Exam Papers (Online)

https://uj.ac.za.libguides.com/c.php?g=1222441

 Postgraduate information services:

https://uj.ac.za.libguides.com/c.php?g=1211691

 How to find journal articles:

https://uj.ac.za.libguides.com/c.php?g=581172&p=4011460

 Online Information Literacy Module

https://uj.ac.za.libguides.com/c.php?g=581225

 The Postgraduate Research Navigator (Start to Finish):

https://uj.ac.za.libguides.com/c.php?g=938500

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3.2 Work schedule for the semester/year

Semester 1:
LEARNING CLASS
WEEK DATE LECTURES TOPIC
UNIT CHAPTERS
Managers and the Management
1 1,5
13-17 February 13 & 15 Feb Process Chapter 1
Management learning past to
2 1 20-24 February 20 & 22 Feb present Chapter 2
Entrepreneurship and New
3 3 27 Feb - 3 March 27 Feb & 1 Mar Ventures Chapter 6
Environment, Technology and
4 2, 5 6 - 10 March 6 & 8 Mar Sustainability Chapter 4

5 4 13 - 17 March 13 & 15 Mar Ethics and Social Responsibility Chapter 3

Global Management and
6 2, 5 20 - 24 March 22 Mar Cultural Diversity Chapter 5
7 5, 6 27 - 31 March 27 & 29 March Data and Decision Making Chapter 7
Holiday 1-10 April 1-10 April Holiday
Planning processes and
8 5, 6 11-14 April 12 & 14 April techniques Chapter 8

9 5, 6 17 - 21 April 17 & 19 Apr Control Processes and Systems Chapter 9

Strategy and Strategic
10 5, 6 24 - 28 April 24 & 26 April Management Chapter 10
11 5, 6 2-5 May 3 May Organisational structures Chapter 11
Mon 8 May Case Asg Chapter 1-10
12 5, 6 8 - 12 May 10 May Organisational
Leading culture and
and leadership Chapter 12
13 5, 6 15-19 May 15 & 17 May development Chapter 14
Wed 17 May Sick Case Asg Chapter 1-10
14 22 -26 May 22 & 24 May Revision Revision
SWOT wk 27-31 May
Examination Period: 1 - 23 June 2023
Winter holiday: 24 June - 16 July 2023
Supplementary Exams: 10-14 July 2023

Semester 2:

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LEARNING CLASS
WEEK DATE LECTURES TOPIC
UNIT CHAPTERS

1 5, 6 17-21 July 17 & 19 July Individual Behaviour Chapter 15

2 5, 6 24 - 28 July 24 & 26 July Motivating Theory and Practice Chapter 16
3 5, 6 31 July - 4 Aug 31 July & 2 Aug Teams and Teamwork Chapter 17
4 5, 6, 13 7 - 11 Aug 7 Aug Communication and collaboration Chapter 18
Accounting: Decision making by the
5 12 14 - 18 Aug 14 & 16 Aug numbers Chapter 8
Finance: Acquiring and using funds to
6 12 21 - 25 Aug 21 & 23 Aug maximise value Chapter 9
Financial markets: Allocating financial
7 12 28 Aug- 1 Sept 28 & 30 Aug resources Chapter 10
Holiday 2-10 Sept 2-10 Sept
Marketing: Building profitable customer
8 7, 8, 9, 10 &11 11-15 Sept 11 & 13 Sept connections Chapter 11
Product and promotion: Creating and
9 7, 8, 9, 10 &11 18 - 22 Sept 18 & 20 Sept communicating value Chapter 12
Distribution and Pricing: Right product,
10 7, 8, 9, 10 &11 25 - 29 Sept 25 & 27 Sept right person, right place, right price Chapter 13
Thursday 28 Sept Case Asg Ch14-18 (M) & Ch8-11 (BUSN11)
Managing Information and Technology:
11 14 2 - 6 Oct 2 & 4 Oct Finding new ways to learn and link Chapter 16
Operations management: Putting it all
12 9, 10 9 - 13 October 9 & 11 Oct together Chapter 17
Human Resource Management:
13 15, 16 & 17 16 - 20 October 16 & 18 Oct Building a top-quality workforce Chapter 15
SWOT wk 21 - 25 October
Examination Period: 26 October - 17 November 2023
Supplementary exams: 27 November-1 December 2023
Please note that deviations from this schedule may occur, but this will be
communicated and every effort will be made to cover the necessary learning
outcomes.

3.3 Tutorial arrangements

Note that discussion forums will open in the week that content is presented and in
the following week there will be a discussion forum based on that content in your
tutorial group. Your contribution will count for marks. You may use the tutorial
whatsapp group for consultations and questions about the discussion forum.

Semester 1:

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CLASS CONTENT FOR

WEEK DATE TUTS
CHAPTERS DISCUSSION FORUM

1 13-17 February Chapter 1 No tuts

2 20-24 February Chapter 2 Chapter 1 21 & 24 Feb
3 27 Feb - 3 March Chapter 6 Chapter 2 28 Feb & 3 Mar
4 6 - 10 March Chapter 4 Chapter 6 7 & 10 Mar
5 13 - 17 March Chapter 3 Chapter 4 14 & 17 Mar
6 20 - 24 March Chapter 5 No tuts
7 27 - 31 March Chapter 7 Chapter 3 & 5 28 & 31 Mar
Holiday 1-10 April Holiday
8 11-14 April Chapter 8 No tuts
9 17 - 21 April Chapter 9 Chapter 7 & 8 18 & 21 Apr
10 24 - 28 April Chapter 10 No tuts
11 2-5 May Chapter 11 Chapter 9 & 10 2 & 5 May
Mon 8 May Chapter 1-10
12 8 - 12 May Chapter 12 Chapter 11 9 & 12 May
13 15-19 May Chapter 14 Chapter 12 & 14 16 & 19 May
Wed 17 May Chapter 1-10
14 22 -26 May Revision Revision 23 & 26 May
SWOT wk 27-31 May

Semester 2:

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CONTENT FOR
CLASS
WEEK DATE DISCUSSION TUTS
CHAPTERS
FORUM
1 17-21 July Chapter 15 No tuts
2 24 - 28 July Chapter 16 Chapter 15 25 & 28 July
3 31 July - 4 Aug Chapter 17 Chapter 16 1 & 4 Aug
4 7 - 11 Aug Chapter 18 Chapter 17 8 & 11 Aug
5 14 - 18 Aug Chapter 8 Chapter 18 15 & 18 Aug
6 21 - 25 Aug Chapter 9 Chapter 8 22 & 25 Aug
7 28 Aug- 1 Sept Chapter 10 Chapter 9 29 Aug & 1 Sept
Holiday 2-10 Sept
8 11-15 Sept Chapter 11 Chapter 10 12 & 15 Sept
9 18 - 22 Sept Chapter 12 Chapter 11 19 & 22 Sept
10 25 - 29 Sept Chapter 13 Chapter 12 26 & 29 Sept
Thursday 28 Sept
11 2 - 6 Oct Chapter 16 Chapter 13 3 & 6 Oct
12 9 - 13 October Chapter 17 Chapter 16 10 & 13 Oct
13 16 - 20 October Chapter 15 Chapter 17 17 & 20 Oct
SWOT wk 21 - 25 October

Please note that deviations from this schedule may occur, but this will be
communicated and every effort will be made to cover the necessary learning
outcomes.

3.4 Lecture and tutorial attendance

Lecture times

Monday 12:10-13:45 E les 200

Wednesday 13:50-14:35 E les 100

Please note that tutorial attendance will be according to the venue that you have
been allocated to. In week one you will be asked to sign in to the tutorial group
that you have been allocated to on your timetable in blackboard on the
tutorial sign-up sheet. This is extremely important for record keeping purposes
and group assignments as the tutorial that you are signed up to is where we will
keep track of your marks.

Please note that in order to get tutorial attendance marks you have to attend
tutorials AND submit homework in weeks that homework is due. Please also note
that there will not be any tutorials in week one, tutorials will start in week two!

There will also be whatsapp groups matching the venue you are allocated to. The
link to join will be posted on blackboard in the Admin folder. Note;
 Only join the venue link where you are allocated to attend tutorials on your
timetable
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 Joining the whatsapp groups is not compulsory

 By joining the whatsapp group you acknowledge that other students will be
able to see your number and you consent that this arrangement is
acceptable to you.

Please note that you can private message your tutor but we want to encourage
you to do so between 9am-4pm on weekdays. Messages received after 4pm
(which fall after our virtual office hours) will be replied to the next day, we thank
you for your consideration.

3.5 BlackBoard access and use

Please note that you will find the lecture outlines, assessment briefs and rubrics
and announcements on BlackBoard. You will also submit all of your tutorial
homework and assignments electronically on BlackBoard.

3.6 Consulting times

Lecturer: Suzaan Hughes

Available during in class consultations and on e-mail, and as per the times below.

Consultation times
Monday 10:30am -12:00pm
Wednesday 10:30am -12:00pm

Senior Tutor: Mbali Thejane ([email protected])

Tutors will be available in the office for consultation and on whatsapp or on e-mail
to assist with queries.

3.7 Assessment programme for the year

Description Marks Date
Sem 1
Entrepreneurial Challenge Vlog 8% Check Schedule
Case Response Assignment 10% 8-May
Tutorial Discussion forums 5% Check Schedule
MCQ tests 5% Check Schedule
Case Response/June exam 15% 14-Jun
Sem 2
The KPMG Challenge 10% TBA
JSE Challenge 7% End Sept
Case Response Assignment 10% 28-Sep
Tutorial Discussion forums 5% Check Schedule
MCQ Tests 5% Check Schedule
Final Case Response Assignment 20% TBA
Total 100%
* TBA: To be announced
COM100 will utilise a continuous assessment approach. Continuous
assessment is conducted on a continuous basis throughout the learning

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experience and includes formative and summative assessment opportunities. It is

carried out at any of the pre-determined points of the total learning experience.
There will be consecutive assessment opportunities, which include a variety of
assessment methods, each has predetermined weightings and includes the
assessment of all the outcomes within the module. In the case of continuous
assessment, all assessments (including the final summative) contribute to the final
pass/fail mark of the student.

You will find relevant additional details about assessments on blackboard in the
folders with corresponding titles. Assignment briefs will also be discussed and
clarified during lecture times and rubrics detailing how marks will be allocated will
be made available in advance for all assignments where this is feasible.

This module will follow a continuous assessment approach, this means that all
assessment marks contribute towards your final mark, which still needs to be
above 50% to qualify as a pass. The chapters and learning objectives covered in
tests and exams (which will be referred to as case response assignments) will
always be communicated timeously. Due to the variety of topics covered in the
semester the case studies for tests can be lengthy and case studies will always be
available at least one week before tests for you to read through. Note that
consultation to clarify understanding of the case is possible but the lecturer and
tutors will not engage in speculative model questions and answers.

You will participate in automatically allocated groups in the JSE challenge and will
receive continuous assessment marks for this. There will be various activities
connected to your participation in the challenge such as video essays (vlogs) and
written reflections.

In semester two you will have an opportunity to participate in the KPMG

Challenge! More information about this assessment opportunity will be given
closer to the time.

Note that tutorial discussion forums will be given at the end of each lecture for
the following weeks’ discussion. Tutorial homework must be typed and submitted
in the discussion forum for the relevant topic, remember to reply to two posts of
your peers in order to get full credit on that measure.

Multiple choice tests (MCQ’s) provide you the opportunity to test your knowledge
and understanding of chapters as you progress through the semesters. Deadlines
for MCQ’s always end on the Friday of the week that you wrap up discussions of
the relevant chapters in tutorials. Please diarise and/or set reminders on your
phone for the following deadlines;

Semester 1:

15

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CONTENT FOR
CLASS BlackBoard Date
WEEK DATE DISCUSSION Date Closed
CHAPTERS MCQ Open
FORUM
1 13-17 February Chapter 1
Test 1: Ch 1, 2,
2 20-24 February Chapter 2 Chapter 1 3, 4, 6 20-Feb 31 Mar 4pm
3 27 Feb - 3 March Chapter 6 Chapter 2
4 6 - 10 March Chapter 4 Chapter 6
5 13 - 17 March Chapter 3 Chapter 4
Test 2: Ch 5, 7,
6 20 - 24 March Chapter 5 8, 9 20-Mar 5 May 4pm
7 27 - 31 March Chapter 7 Chapter 3 & 5
Holiday 1-10 April Holiday
8 11-14 April Chapter 8
9 17 - 21 April Chapter 9 Chapter 7 & 8
Test 3: Ch 10,
10 24 - 28 April Chapter 10 11, 12, 14 24-Apr 26 May 4pm
11 2-5 May Chapter 11 Chapter 9 & 10
Mon 8 May Chapter 1-10
12 8 - 12 May Chapter 12 Chapter 11
13 15-19 May Chapter 14 Chapter 12 & 14
Wed 17 May Chapter 1-10
14 22 -26 May Revision Revision
SWOT wk 27-31 May

Semester 2:
CONTENT FOR
CLASS BlackBoard Date Date
WEEK DATE DISCUSSION
CHAPTERS MCQ Open Closed
FORUM
Test 1: Ch 15,
1 17-21 July Chapter 15 16, 17, 18 24-Jul 18 Aug 4pm
2 24 - 28 July Chapter 16 Chapter 15
3 31 July - 4 Aug Chapter 17 Chapter 16
4 7 - 11 Aug Chapter 18 Chapter 17
Test 2: Ch 8, 9,
5 14 - 18 Aug Chapter 8 Chapter 18 10 14-Aug 15 Sept 4pm
6 21 - 25 Aug Chapter 9 Chapter 8
7 28 Aug- 1 Sept Chapter 10 Chapter 9
Holiday 2-10 Sept
Test 3: Ch 11,
8 11-15 Sept Chapter 11 Chapter 10 12, 13 11-Sep 6 Oct 4pm
9 18 - 22 Sept Chapter 12 Chapter 11
10 25 - 29 Sept Chapter 13 Chapter 12
Thursday 28 Sept
Test 4: Ch 16,
11 2 - 6 Oct Chapter 16 Chapter 13 17, 15 2-Oct 20 Oct 4pm
12 9 - 13 October Chapter 17 Chapter 16
13 16 - 20 October Chapter 15 Chapter 17
SWOT wk 21 - 25 October

3.8 Composition of final mark

COM100 is a continuous assessment module. That means that every assessment

contributes to your final mark for the module according to the weight indicated in
this learning guide. It also means that there is no minimum year mark necessary
to gain access to the final assessment in Com100, even though this assessment
will take place during the scheduled exam time in November.

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As indicated in the semester programme, ONE semester test (formative

assessment) described as a case response assignment is scheduled for each
semester. It is compulsory for students to write ONE semester test (formative
assessment) and for any reason as listed in the Academic Regulations a special
formative assessment (sick test) may be written.

Please take note that no late BlackBoard assessments will be accepted no

exceptions.

Assessment feedback/results
Feedback is an essential part of assessment. Therefore, feedback will be given in
the form of rubrics with marks and performance criteria indicated for assignments,
marked scripts can be viewed after tests and reviewed and oral feedback will be
provided in class and tutorials after each assessment to maximise your learning.
Feedback will be given during contact sessions.

Supplementaries
Students with a final mark of 40% for Com100 at the end of the year will qualify for
a supplementary exam. Details of the supplementary exam will be communicated
to students that qualify, but it is important to also take responsibility for
seeking out this information timeously!
For the calculation of the final mark of the supplementary, only the supplementary
mark will be used. (The year mark will not count). Also note that the supplementary
mark will be capped on 50%.
NB: Your mark is made up of every assessment, so missing assessments,
or not completing or submitting them is a lost opportunity. Please pay
careful attention to deadlines and the weighting of assessments to make
the most of every opportunity.

3.9 Marking of assessment scripts and request/application for remarking

Please note that we aim to mark test equivalent assessments within 10 days and
assignments within 14 days. Marks will be released electronically along with
feedback as soon as they are available. If there is a delay for any reason with
marking or results this will be communicated.

For any test equivalent assessments please note: Test queries will only be dealt
with within 7 days after results have been released.

You can view the memo and if warranted request a remark by completing the form
at D ring 534 with Mrs. Fourie or the student assistant on duty.

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4. LEARNING UNITS
Semester one:

Lecture 1 Chapter 1
Topic Managers and the Management Process

Media/resources/support  Textbook
 BlackBoard
 Journal articles
 Media resources
Learning activities  BlackBoard
 MCQ
 Tutorial homework
 Case studies
 Assessments
Unit learning outcomes
After completion of this lecture unit, the student Unit assessment criteria
should be able to:
1. Describe what organisations are like as work  Define Management
settings.  Describe the challenges of working in the new
2. Discuss what it means to be a manager. economy
3. Explain the difference between efficiency and  Discuss the nature of organisations as work
effectiveness and their importance for settings
organisational performance.  Discuss a managers responsibility with regards
4. Explain the functions, roles, and activities of to efficiency and effectiveness
managers.  Discuss what it means to be a manager
5. Identify essential managerial skills and  Provide an overview of the four management
discuss how they are learned functions
6. Discuss the innovative competencies needed  Identify the skills that managers need and why
to be an effective manager in today’s they can fail
environment.
 Identify and discuss the ten roles that managers
perform in organisations
 Describe the innovative competencies needed to
be an effective manager in today’s environment.

Lecture 2 Chapter 2
Topic Management learning past to present

Media/resources/support  Textbook
 BlackBoard
 Media resources
Learning activities  BlackBoard MCQ
 Tutorial homework
 Assessments

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Unit learning outcomes

After completion of this lecture unit, the student Unit assessment criteria
should be able to:
1. Understand how historical forces influence  List the different management perspectives over time
the practice of management.  Identify the approach, contributions and criticisms of;
2. Describe the principal insights of classical - Scientific Management
management thinking. - The bureaucratic organisations approach
3. Identify key insights of the behavioural - The administrative principles approach
management approaches. - The Behavioural Management Approaches
4. Explain the core foundations of modern - Management Science/ the Quantitative perspective
management theory and practice. - Systems thinking
- The Contingency view
- Total Quality Management
- Evidence based Management
 Discuss innovative management approaches that
currently influence management thinking

Lecture 3 Chapter 6
Topic Entrepreneurship and new ventures

Media/resources/support  Textbook
 BlackBoard
 Journal articles
 Media resources
Learning activities  BlackBoard MCQ
 Tutorial homework
 Case studies
 Assessments
Unit learning outcomes
After completion of this lecture unit, the student Unit assessment criteria
should be able to:
1. Define entrepreneurship and identify  Define entrepreneurship
characteristics of entrepreneurs.  Discuss the impact of entrepreneurial companies
2. Describe the importance of entrepreneurship on economies
to economies.  Describe how small businesses get started and
3. Describe how small businesses get started common problems they face
and common problems they face  List and explain the attitudes and traits of
4. Explain the attitudes and personality traits of entrepreneurs
entrepreneurs  Define social entrepreneurship
5. Explain social entrepreneurship as a vital  Outline the steps and planning necessary to
part of today’s small business environment. launch a start-up, legally structure and fund new
6. Explain how entrepreneurs plan, legally ventures
structure, and fund new business ventures  Describe the stages of growth for an
7. Describe the five stages of growth for an entrepreneurial company
entrepreneurial company.

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Lecture 4 Chapter 3
Topic Ethics and Social Responsibility

Media/resources/support  Textbook
 BlackBoard
 Journal articles
 Media resources
Learning activities  BlackBoard MCQ
 Tutorial homework
 Case studies
 Assessments
Unit learning outcomes
After completion of this lecture unit, the student Unit assessment criteria
should be able to:
1. Define ethics and describe the foundations  Discuss ethics as a concept
of ethical behaviour  Define the foundations of ethical behaviour
2. Discuss ethical dilemmas and common  Describe ethical dilemmas and issues in the
ethical issues in the workplace workplace
3. Discuss why ethics is important for  Explain why ethics is important for today’s
managers and identify recent events that call managers
for a renewed commitment to ethical  Critically discuss the utilitarian, individualism,
management. moral rights and justice approaches for making
4. Explain the utilitarian, individualism, moral ethical decisions.
rights and justice approaches for making  Describe the factors that shape a manager’s
ethical decisions. ethical decision making, including levels of
5. Describe the factors that shape a manager’s moral development.
ethical decision making, including levels of  Discuss approaches to maintaining high ethical
moral development. standards
6. Describe approaches to maintaining high
 Discuss how ethical organisations are created
ethical standards
through ethical leadership and organisational
7. Discuss how ethical organisations are
structures and systems.
created through ethical leadership and
 Define Corporate Social Responsibility and
organisational structures and systems.
Corporate Governance
8. Explain corporate social responsibility and
corporate governance  Explain the following concepts;
9. Explain the philosophy of sustainability and o Sustainability
why organisations are embracing it. o The triple bottom line
10. Describe what is meant by “the triple bottom
line.”

Lecture 4 Chapter 4
Topic Environment, Technology and Sustainability

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Media/resources/support  Textbook
 BlackBoard
 Journal articles
 Media resources
Learning activities  BlackBoard MCQ
 Tutorial homework
 Case studies
 Assessments
Unit learning outcomes
After completion of this lecture unit, the student Unit assessment criteria
should be able to:
1. Identify key trends in the external  Define and discuss the components and
environment of organisations influence of the following;
2. Define an organisational ecosystem and -The general (external) environment
how the general and task environments -The task (market) environment
affect an organisation’s ability to thrive. -The internal (micro) environment
3. Define corporate culture and give  Explain how a manager can help an organisation
organisational examples. adapt in a changing environment
4. Discuss value creation and competitive  Define an organisational ecosystem and how
advantage in complex environments. the general and task environments affect an
5. Describe how organisations embrace organisation’s ability to thrive.
technology and pursue innovation  Define corporate culture and give organisational
6. Explain the challenges of sustainability as an examples.
environmental priority  Explain how managers can shape corporate
culture to respond innovatively to a dynamic
environment
 Explain key issues of sustainability as an
environmental priority

Lecture 5 Chapter 5
Topic Global Management and Cultural Diversity

Media/resources/support  Textbook
 BlackBoard
 Journal articles
 Media resources
Learning activities  BlackBoard MCQ
 Tutorial homework
 Case studies
 Assessments
Unit learning outcomes
After completion of this lecture unit, the student Unit assessment criteria
should be able to:

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1. Define globalization and explain how it is  Define globalization and the opportunities and
creating a borderless world for today’s challenges it presents to managers and
managers. organisations
2. Discuss the implications of globalization for  Describe global corporations and the issues they
management and organisations face and create
3. Describe global corporations and the issues  Discuss the “bottom of the pyramid” concept and
they both face and create what it means for businesses
4. Explain the “bottom of the pyramid” concept.  Explain the advantages of developing a global
5. Describe a global mind-set and why it has mind-set
become imperative for companies operating  Identify the benefits of global learning for
internationally. management and organisations
6. Identify the benefits of global learning for  Define international management and explain
management and organisations how it differs from the management of domestic
7. Define international management and business operations.
explain how it differs from the management  Indicate how dissimilarities in the economic,
of domestic business operations. sociocultural, and legal political environments
8. Indicate how dissimilarities in the economic, throughout the world can affect business
sociocultural, and legal political operations.
environments throughout the world can
 Define culture and identify ways to describe
affect business operations.
diversity in global cultures
9. Define culture and identify ways to describe
 Discuss how the international landscape is
diversity in global cultures
changing, consider trading alliances and rising
10. Discuss how the international landscape is
superpowers
changing, consider trading alliances and
rising superpowers  Discuss how the international landscape of
business is changing, with specific reference to
developing and emerging economies

Lecture 6 Chapter 7
Topic Data and decision making

Media/resources/support  Textbook
 BlackBoard
 Journal articles
 Media resources
Learning activities  BlackBoard MCQ
 Tutorial homework
 Case studies
 Assessments
Unit learning outcomes
After completion of this lecture unit, the student Unit assessment criteria
should be able to:

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1. Discuss the role of information, data, and  Describe the role of information in the
analytics in management. management process
2. Identify different ways managers approach  Discuss how managers approach problems and
and deal with problems. decisions
3. Describe four personal decision styles used  Describe four personal decision styles used by
by managers, and explain the biases that managers
frequently cause managers to make bad  Explain the biases that frequently cause
decisions. managers to make bad decisions.
4. Discuss the difference between programmed  Discuss the difference between programmed
and non-programmed decisions and the and non-programmed decisions
decision characteristics of structured and  Discuss the decision characteristics of
unstructured problems structured and unstructured problems
5. Explain the six steps in the decision-making  Describe the six steps of the decision making
process. process
6. Describe the potential pitfalls and sources of
 Describe the potential pitfalls and sources of
creativity in managerial decision making
creativity in managerial decision making
7. Explain why decision making is an important
 Explain why decision making is an important
component of good management.
component of good management.
8. Identify and explain innovative techniques
for decision making, including brainstorming,  Identify and explain innovative techniques for
and after-action reviews. decision making, including brainstorming, and
after-action reviews.

Lecture 6 Chapter 8
Topic Planning processes and techniques

Media/resources/support  Textbook
 BlackBoard
 Journal articles
 Media resources
Learning activities  BlackBoard MCQ
 Tutorial homework
 Case studies
 Assessments
Unit learning outcomes
After completion of this lecture unit, the student Unit assessment criteria
should be able to:

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1. Define goals and plans and explain the  Define goals and plans and explain the
relationship between them. relationship between them.
2. Explain the concept of organisational  Explain the concept of organisational mission
mission and how it influences goal setting and how it influences goal setting and planning.
and planning.  Define the characteristics of effective goals.
3. Define the characteristics of effective goals.  Identify the importance of planning and discuss
4. Identify the importance of planning and the steps in the planning process
steps in the planning process  List and give examples of the types of plans
5. List and give examples of the types of plans used by managers
used by managers  Describe useful planning tools and techniques
6. Discuss useful planning tools and  Discuss how goals and participation influence
techniques planning success
7. Explain how goals and participation
 Explain the importance of contingency planning,
influence planning success
forecasting and scenario building for today’s
8. Describe and explain the importance of
managers.
contingency planning, forecasting and
scenario building for today’s managers.

Lecture 7 Chapter 9
Topic Control Processes and Systems

Media/resources/support  Textbook
 BlackBoard
 Journal articles
 Media resources
Learning activities  BlackBoard MCQ
 Tutorial homework
 Case studies
 Assessments
Unit learning outcomes
After completion of this lecture unit, the student Unit assessment criteria
should be able to:
1. Define organisational control and explain  Define organisational control and its importance
why it is a key management function. to organisations
2. Identify the types of controls used by  Identify the types of controls used by managers
managers and the reasons for them and the reasons for them
3. List and describe the steps in the control  List and discuss the steps in the control process
process  Explain the use of common control tools and
4. Explain how to use common control tools techniques
and techniques.  Contrast the hierarchical and decentralized
5. Contrast the hierarchical and decentralized methods of control.
methods of control.  Identify the benefits of open-book management.
6. Identify the benefits of open-book
management.

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Lecture 8 Chapter 10
Topic Strategy and Strategic Management

Media/resources/support  Textbook
 BlackBoard
 Journal articles
 Media resources
Learning activities  BlackBoard MCQ
 Tutorial homework
 Case studies
 Assessments
Unit learning outcomes
After completion of this lecture unit, the student Unit assessment criteria
should be able to:
1. Discuss the process and importance of  Discuss the process and importance of strategic
strategic management in relation to management in relation to competitive
competitive advantage advantage
2. Identify the essential elements in strategic  Identify the essential elements in strategic
analysis analysis
3. Describe the strategic management process  Describe the strategic management process and
and SWOT analysis. SWOT analysis.
4. Compare alternative corporate strategies.  Explain alternative corporate strategies
5. Explain alternative business-level strategies.  Explain alternative business level strategies
 Describe the foundations for strategy
implementation

Lecture 9 Chapter 11
Topic Organisational Structures

Media/resources/support  Textbook
 BlackBoard
 Journal articles
 Media resources
Learning activities  BlackBoard MCQ
 Tutorial homework
 Case studies
 Assessments
Unit learning outcomes
After completion of this lecture unit, the student Unit assessment criteria
should be able to:

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1. Describe organising as a management  Define organising from a business management

function and the difference between formal perspective
and informal organisational structures  Compare formal and informal organisational
2. Identify the strengths and weaknesses of structures
traditional organisational structures  Identify the traditional organisational structures
3. Identify the strengths and weaknesses of and the strengths and weaknesses of each
team, virtual, and network structures.  Identify newer organisational structures and the
4. Discuss how and why organisational designs strengths and weaknesses of each
are changing in today’s workplace  Explain how organisational designs are changing
5. Discuss the fundamental characteristics of in the modern workplace
organising, including such concepts as work  Discuss the following concepts;
specialization, chain of command, span of o Work specialisation
management, and centralization versus o Chain of command
decentralization. o Span of management
6. Explain why organisations need coordination o Centralization vs. Decentralisation
across departments and hierarchical levels,  Discuss mechanism that an organisation can use
and describe mechanisms for achieving to encourage horizontal coordination
coordination.
 Explain the link between structure and strategy

Lecture 10 Chapter 12
Topic Organisational Culture and Change

Media/resources/support  Textbook
 BlackBoard
 Journal articles
 Media resources
Learning activities  BlackBoard MCQ
 Tutorial homework
 Case studies
 Assessments
Unit learning outcomes
After completion of this lecture unit, the student Unit assessment criteria
should be able to:

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1. Explain organisational culture and its  Define organisational change and disruptive
influence on behaviour in organisations. innovation
2. Define organisational change and explain  Explain the concept of organisational culture and
the forces driving innovation and change in discuss how it affects organisational behaviour
today’s organisations. and performance
3. Explain the concept of organisational culture  Describe how a multicultural organisation
and discuss how it affects organisational handles subcultures and diversity issues
behaviour and performance  Identify alternative approaches to organisational
4. Describe subcultures and diversity in change and the types of change strategies and
multicultural organisations. resistance to change found in organisations
5. Describe how a multicultural organisation  Discuss why changes in people and culture are
handles subcultures and diversity issues critical to any change process.
6. Identify alternative change strategies and  Describe how managers can implement changes
types of resistance to change found in in a way that overcomes resistance to change
organisations
7. Discuss why changes in people and culture
are critical to any change process.
8. Identify sources of resistance to change and
describe the implementation tactics that
managers can use to overcome resistance.

Lecture 11 Chapter 14
Topic Leading and Leadership Development

Media/resources/support  Textbook
 BlackBoard
 Journal articles
 Media resources
Learning activities  BlackBoard MCQ
 Tutorial homework
 Case studies
 Assessments
Unit learning outcomes
After completion of this lecture unit, the student Unit assessment criteria
should be able to:

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1. Define leadership and explain its importance  Define leadership and elaborate on its
for organisations. importance for organisations
2. Discuss leadership and explain its links to  Describe how Management and Leadership are
power, vision, and service different but related
3. Identify key leader behaviours that impact  Explain the foundations of leadership in vision
leadership effectiveness and service
4. Identify how situational contingencies  Identify and discuss the different sources of
influence leadership effectiveness. power that leaders can have
5. Understand the challenges of personal  Identify key leader behaviours that impact
leadership development. leadership effectiveness
6. Identify personal characteristics associated  Discuss major contingencies that impact
with effective leaders. leadership effectiveness
7. Define task-oriented behaviour and people-  Describe the challenges of personal leadership
oriented behaviour and explain how these development
categories are used to evaluate and adapt
 Identify personal characteristics associated with
leadership style.
effective leaders.
8. Explain how followership is related to
 Define task-oriented behaviour and people-
effective leadership.
oriented behaviour and explain how these
categories are used to evaluate and adapt
leadership style.
 Discuss the styles of followership and how they
affect leadership

Semester two:

Lecture 1 Chapter 15
Topic Individual Behaviour

Media/resources/support  Textbook
 BlackBoard
 Journal articles
 Media resources
Learning activities  BlackBoard MCQ
 Tutorial homework
 Case studies
 Assessments
Unit learning outcomes
After completion of this lecture unit, the student Unit assessment criteria
should be able to:

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1. Explain why understanding yourself is  Explain why understanding yourself and others is
essential for being a good manager, and valuable for a manager
describe methods for enhancing self-  Discuss approaches to increasing self-
awareness. awareness
2. Summarize perceptual tendencies and  Identify perceptual tendencies and distortions
distortions that influence behaviour. that influence behaviour
3. 2 Explain common personality differences  Explain common personality differences along
and their behavioural implications (ie. for with their implications for work and careers
work and careers)  Discuss the components of attitudes and the
4. Discuss the components of attitudes and the importance of job satisfaction
importance of job satisfaction  Illustrate how emotions, moods, and stress
5. Illustrate how emotions, moods, and stress influence behaviour in work and social situations
influence individual behaviour in work and
social situations

Lecture 2 Chapter 16
Topic Motivating theory and practice

Media/resources/support  Textbook
 BlackBoard
 Journal articles
 Media resources
Learning activities  BlackBoard MCQ
 Tutorial homework
 Case studies
 Assessments
Unit learning outcomes
After completion of this lecture unit, the student Unit assessment criteria
should be able to:
1. Define motivation and explain the difference  Define motivation
between intrinsic and extrinsic rewards.  Contrast extrinsic and intrinsic rewards
2. Explain theories of how individual needs  Explain theories of how individual needs
motivate behaviour motivate behaviour
3. Contrast how expectancy, equity, goal-  Identify the influences of expectancy, equity,
setting, and self-efficacy motivate behaviour. goal-setting, and self-efficacy processes on
4. Discuss the motivational implications of motivation
reinforcement principles and strategies.  Discuss the roles reinforcement principles and
5. Summarize the motivational implications of strategies play in motivation
job designs and work schedules  Explain how job design can be used to motivate
6. Describe how managers build a thriving employees
workforce for a high-performing  Discuss innovative ways that organisations can
organisation. motivate employees to build a thriving
organisation

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Lecture 3 Chapter 17
Topic Teams and teamwork

Media/resources/support  Textbook
 BlackBoard
 Journal articles
 Media resources
Learning activities  BlackBoard MCQ
 Tutorial homework
 Case studies
 Assessments
Unit learning outcomes
After completion of this lecture unit, the student Unit assessment criteria
should be able to:
1. Explain the ways teams contribute to  Define the concept of a team in an organisation
organisations.  Elaborate on the kind of contributions that teams
2. Explain current trends in the use of teams in can make in an organisation
organisations  Discuss the way teams are used in organisations
3. Describe the key processes through which  Describe the key processes through which
teams work teams work
4. Discuss the ins and outs of team decision  Discuss the advantages and disadvantages of
making. team decision making
5. Explain the general stages of team  Explain the general stages of team
development. development.
6. Explain the concepts of team cohesiveness  Explain the concepts of team cohesiveness and
and team norms and their relationship to team norms and their relationship to team
team performance. performance.

Lecture 4 Chapter 18
Topic Communication and collaboration

Media/resources/support  Textbook
 BlackBoard
 Journal articles
 Media resources
Learning activities  BlackBoard MCQ
 Tutorial homework
 Case studies
 Assessments
Unit learning outcomes
After completion of this lecture unit, the student Unit assessment criteria
should be able to:

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1. Describe the elements in the communication  Define communication

process  Discuss the model of communication, using
2. Explain the importance of excellent business examples
communication  Explain the importance of excellent business
3. Describe ways to improve the effectiveness communication
of communication.  Identify ways to improve the effectiveness of
4. Explain the importance of listening as a communication
communication skill  Explain the importance of listening as a
5. Describe the key elements of nonverbal communication skill
communication  Discuss the importance of non-verbal
6. Describe how an open communication communication
climate and choice of a communication  Describe the benefits of an open communication
channel influence the quality of climate
communication.
 Discuss the importance of selecting the
7. Understand the difference between formal
appropriate communication channel
and informal communication
 Understand the difference between formal and
8. Compare, contrast, and choose effective
informal communication
communication channels
9. Identify and discuss the different  Identify and discuss the different communication
communication barriers barriers
10. Discuss how conflict can be functional and  Discuss how conflict can be functional and
managed successfully managed successfully
11. Explain ways to negotiate successfully and  Explain ways to negotiate successfully and avoid
avoid negotiation pitfalls. negotiation pitfalls.

Lecture 5 Chapter 8 (BUSN11 Custom text book)

Topic Accounting decision making by the numbers

Media/resources/support  Textbook
 BlackBoard
 Journal articles
 Media resources
Learning activities  BlackBoard MCQ
 Tutorial homework
 Case studies
 Assessments
Unit learning outcomes
After completion of this lecture unit, the student Unit assessment criteria
should be able to:

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1. Define accounting and describe how  Define accounting and discuss how accounting
accounting information is used by a variety of information is used by a variety of stakeholders
stakeholders both in and outside the organisation both in and outside the organisation
2. Identify the purposes and goals of generally  Identify the purposes and goals of generally
accepted accounting principles accepted accounting principles
3. Describe the key elements of the major  Describe the key elements of the major financial
financial statements statements
4. Describe several methods stakeholders can  Critically discuss several methods stakeholders can
use to obtain useful insights from a company’s use to obtain useful insights from a company’s
financial statements financial statements
5. Explain how the budget process can help  Explain how the budget process can help managers
managers plan, motivate, and evaluate their plan, motivate, and evaluate their
organisation’s performance organisation’s performance
6. Explain the role of managerial accounting and  Explain the role of managerial accounting and
describe the various cost concepts identified by describe the various cost concepts identified by
managerial accountants managerial accountants

Lecture 6 Chapter 9 (BUSN11 Custom text book)

Topic Finance: Acquiring and using funds to maximize value

Media/resources/support  Textbook
 BlackBoard
 Journal articles
 Media resources
Learning activities  BlackBoard MCQ
 Tutorial homework
 Case studies
 Assessments
Unit learning outcomes
After completion of this lecture unit, the student Unit assessment criteria
should be able to:

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1. Identify the goal of financial management, and  Identify the goal of financial management, and
explain the issues financial managers confront explain the issues financial managers confront
as they seek to achieve this goal  as they seek to achieve this goal
2. Explain finance as a management task in
relation to planning, organising, leading and  Explain finance as a management task in relation to
controlling, planning, organising, leading and controlling,
3. Distinguish financial decisions on the various  Distinguish financial decisions on the various
managerial levels, managerial levels,
4. Describe the tools financial managers use to  Describe the tools financial managers use to
evaluate their company’s current financial
evaluate their company’s current financial
condition and develop financial plans
5. Evaluate the major sources of funds available  condition and develop financial plans
to meet a firm’s short-term and long-term  Evaluate the major sources of funds available to
financial needs meet a firm’s short-term and long-term
6. Identify the key issues involved in determining  financial needs
a firm’s capital structure
 Identify the key issues involved in determining a
7. Describe how financial managers acquire and
manage current assets firm’s capital structure
8. Explain how financial managers evaluate  Describe how financial managers acquire and
capital budgeting proposals to identify the best manage current assets
long-term investment options for their  Explain how financial managers evaluate capital
company budgeting proposals to identify the best long-term
9. Apply the measurement and reporting of
investment options for their company
financial statements by making use of ratios,
10. Explain and interpret the various financial  Apply the measurement and reporting of financial
ratios statements by making use of ratios,
11. Determine the future value of an amount of  Explain and interpret the various financial ratios
money  Determine the future value of an amount of money
12. Calculate the present value of a specific
 Calculate the present value of a specific amount
amount
13. Compare two projects by evaluating the net  Compare two projects by evaluating the net present
present value and making a recommendation value and making a recommendation based on the
based on the calculation calculation

Lecture 7 Chapter 10 (BUSN11 Custom text book)

Topic Financial markets: Allocating financial resources

Media/resources/support  Textbook
 BlackBoard
 Journal articles
 Media resources
Learning activities  BlackBoard MCQ
 Tutorial homework
 Case studies
 Assessments

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Unit learning outcomes

After completion of this lecture unit, the student Unit assessment criteria
should be able to:
1. Explain the nature of financing and the nature of  Explain the nature of financing and the nature of
this decision to the organisation this decision to the organisation
2. Explain the various types of long and short-term  Explain the various types of long and short-term
financing methods financing methods
3. Discuss the nature of the investment decision  Discuss the nature of the investment decision
4. Explain the role of financial markets in an  Explain the role of financial markets in an economy,
economy, and identify the key players in these and identify the key players in these markets
markets  Identify the key laws that govern the way financial
5. Identify the key laws that govern the way financial markets operate, and explain their impact
markets operate, and explain their impact  Describe and compare the major types of securities
6. Describe and compare the major types of that are traded in securities markets
securities that are traded in securities markets  Explain how securities are issued in the primary
7. Explain how securities are issued in the primary market and traded on secondary markets
market and traded on secondary markets
 Compare several strategies that investors use to
8. Compare several strategies that investors use to
invest in securities
invest in securities
 Interpret the information provided in the stock
9. Interpret the information provided in the stock
quotes available on financial websites
quotes available on financial websites

Lecture 8 Chapter 11 (BUSN11 Custom text book)

Topic Marketing: Building profitable customer connections

Media/resources/support  Textbook
 BlackBoard
 Journal articles
 Media resources
Learning activities  BlackBoard MCQ
 Tutorial homework
 Case studies
 Assessments
Unit learning outcomes
After completion of this lecture unit, the student Unit assessment criteria
should be able to:

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1. Discuss the objectives, the process, and the scope  Discuss the objectives, the process, and the scope of
of marketing marketing
2. Define marketing and marketing management as a  Define marketing and marketing management as a
business function business function
3. Explain the key concepts of marketing  Explain the key concepts of marketing
4. Briefly explain the evolution of the different  Briefly explain the evolution of the different marketing
marketing orientations and the marketing concept orientations and the marketing concept
5. Identify the role of the customer in marketing  Identify the role of the customer in marketing
6. Define, classify and explain consumer behaviour  Define, classify and explain consumer behaviour
7. Discuss the buying and decision process  Discuss the buying and decision process
8. Outline the process of market targeting
 Outline the process of market targeting
9. Understand the importance and meaning of the
 Understand the importance and meaning of the
concept of marketing segmentation
concept of marketing segmentation
10. Identify and discuss the various bases for
segmenting consumer and business-to-business  Identify and discuss the various bases for
markets segmenting consumer and business-to-business
11. Describe the factors organisations take into markets
account when evaluating market segments  Describe the factors organisations take into account
12. Explain the difference between the various when evaluating market segments
strategic approaches to target marketing  Explain the difference between the various strategic
13. Explain each element of marketing strategy approaches to target marketing
14. Describe the consumer and business decision-  Explain each element of marketing strategy
making process  Describe the consumer and business decision-
15. Discuss the key elements of marketing research making process
16. Explain the roles of social responsibility and  Discuss the key elements of marketing research
technology in marketing  Explain the roles of social responsibility and
technology in marketing

Lecture 9 Chapter 12 (BUSN11 Custom text book)

Topic Product and Promotion: Creating and communicating value

Media/resources/support  Textbook
 BlackBoard
 Journal articles
 Media resources
Learning activities  BlackBoard MCQ
 Tutorial homework
 Case studies
 Assessments
Unit learning outcomes
After completion of this lecture unit, the student Unit assessment criteria
should be able to:

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1. Explain the characteristics of “products” and  Explain the characteristics of “products” and identify
identify product classifications product classifications
2. Describe product differentiation and the key  Describe product differentiation and the key elements
elements of product planning of product planning
3. Discuss innovation and the product life cycle  Discuss innovation and the product life cycle
4. Analyze and explain promotion and integrated  Analyze and explain promotion and integrated
marketing communications marketing communications
5. Discuss development of the promotional message  Discuss development of the promotional message
6. Discuss the promotional mix and the various  Discuss the promotional mix and the various
promotional tools promotional tools

Lecture 9 Chapter 13 (BUSN11 Custom text book)

Distribution and Pricing: Right product, right person, right place, right
Topic
price

Media/resources/support  Textbook
 BlackBoard
 Journal articles
 Media resources
Learning activities  BlackBoard MCQ
 Tutorial homework
 Case studies
 Assessments
Unit learning outcomes
After completion of this lecture unit, the student Unit assessment criteria
should be able to:
1. Define distribution and differentiate between  Define distribution and differentiate between
channels of distribution and physical distribution channels of distribution and physical distribution
2. Describe the various types of wholesale  Describe the various types of wholesale distributors
distributors  Discuss strategies and trends in store and non-store
3. Discuss strategies and trends in store and non- retailing
store retailing  Explain the key factors in physical distribution
4. Explain the key factors in physical distribution  Outline core pricing objectives and strategies
5. Outline core pricing objectives and strategies  Discuss pricing in practice, including the role of
6. Discuss pricing in practice, including the role of consumer perceptions
consumer perceptions  Explain the term break-even point and its importance
7. Explain the term break-even point and its to the organisation
importance to the organisation

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Lecture 10 Chapter 16 (BUSN11 Custom text book)

Managing Information and Technology: Finding new ways to learn and
Topic
link

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 Journal articles
 Media resources
Learning activities  BlackBoard MCQ
 Tutorial homework
 Case studies
 Assessments
Unit learning outcomes
After completion of this lecture unit, the student Unit assessment criteria
should be able to:
1. Identify the information needs in an  Identify the information needs in an organisation
organisation  Explain the basic elements of computer
2. Explain the basic elements of computer technology—including hardware, software, and
technology—including hardware, software,
and networks—and describe key trends in networks—and describe key trends in each area
each area  Discuss the reasons for the increasing popularity of
3. Discuss the reasons for the increasing cloud computing
popularity of cloud computing  Describe how data become information and how
4. Describe how data become information and decision support systems can provide
how decision support systems can provide
 high-quality information that helps managers make
high-quality information that helps managers
make better decisions better decisions
5. Explain how Internet-based technologies have  Explain how Internet-based technologies have
changed business-to-consumer and changed business-to-consumer and business-to-
business-to-business commerce business commerce
6. Describe the problems posed by the rapid  Describe the problems posed by the rapid changes
changes in Internet-based technologies,
in Internet-based technologies, and explain ways to
and explain ways to address these problems
address these problems

Lecture 11 Chapter 17 (BUSN11 Custom text book)

Topic Operations management: Putting it all together

Media/resources/support  Textbook
 BlackBoard
 Journal articles
 Media resources
Learning activities  BlackBoard MCQ
 Tutorial homework
 Case studies
 Assessments

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Unit learning outcomes

After completion of this lecture unit, the student Unit assessment criteria
should be able to:
1. Define operations management and describe how  Define operations management and describe how the
the role of operations management has changed role of operations management has changed over the
over the last five decades last five decades
2. Discuss the key responsibilities of operations  Discuss the key responsibilities of operations
managers managers
3. Create an organisational value chain  Create an organisational value chain
4. Describe a simple value chain through which an  Describe a simple value chain through which an
organisation creates value organisation creates value
5. Explain why operations management is important  Explain why operations management is important in
in the value creating process the value creating process
6. Describe how operations managers face the  Describe how operations managers face the special
special challenges posed by the provision of challenges posed by the provision of services
services  Explain how changes in technology have
7. Explain how changes in technology have revolutionized operations management
revolutionized operations management
 Describe the strategies operations managers have
8. Describe the strategies operations managers have
used to improve the quality of goods and services
used to improve the quality of goods and services
 Explain how lean and green practices can help both
9. Explain how lean and green practices can help
the organisation and the environment
both the organisation and the environment

Lecture 12 Chapter 15 (BUSN11 Custom text book)

Topic Human Resource Management: building a top-quality workforce

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 Media resources
Learning activities  BlackBoard MCQ
 Tutorial homework
 Case studies
 Assessments
Unit learning outcomes
After completion of this lecture unit, the student Unit assessment criteria
should be able to:

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1. Explain the importance of human resources to  Explain the importance of human resources to
business success business success
2. Define the concepts relating to Human  Define the concepts relating to Human resource
resource management and the Human management and the Human resource manager
resource manager  Discuss key human resource issues in today’s
3. Discuss key human resource issues in today’s economy
economy  Outline challenges and opportunities that the human
4. Outline challenges and opportunities that the resources function faces
human resources function faces  Discuss human resource planning and core human
5. Discuss human resource planning and core resources responsibilities
human resources responsibilities  Explain the concepts and importance of career
6. Explain the concepts and importance of career maintenance and Human resource retention
maintenance and Human resource retention  Discuss employment relations
7. Discuss employment relations

Please take note:

The lecturer may add some learning outcomes to the existing ones. Any changes will be
communicated during contact sessions and/or on BlackBoard.

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