Change and Culture Case Study Essay Example for Free

Change and Culture Case Study Essay In tough economic times, companies are looking for ways to continue to provide services and products to the public without compromising quality and efficiency. When it comes to smaller businesses, or businesses that provide the same product or service, it is often wise to merge the companies together to form a stronger, more stable structure. This will take place when Frithsen Physical Therapy merges with Select Physical Therapy. Select Physical Therapy is a national corporation that provides physical therapy as well as aquatic therapy, occupational therapy, athletic training outreach and long-term care services. For the past decade Frithsen Physical Therapy has seen Select Physical Therapy as a fierce competitor that provides less than quality care to its patients. Frithsen Physical Therapy has been well known in the community for providing care in a professional and personal way. Many employees are afraid that merging with a large corporation will change the way they work, causing the quality of patient care to decrease. Middle managers will become essential before, during, and after the merge to ensure that every employee from each company understands the vision for the new corporation and is willing to compromise to make it a reality. The combining of two companies is no easy task and will change the shape and culture of both companies, until a new one is born. Processes such as communication, hiring, patient care and record keeping will change to accommodate the growing corporation, in hopes it will become more effective than either company was on its own. Merging two companies is a delicate procedure, requiring compromise and patience. Each company has built a certain culture over its existence, and each one believes that their culture is best. In reality, each company has certain services or tasks that they perform better than the other. In the instance of Select Physical Therapy merging with Frithsen Physical Therapy, the culture of the new, combined company will be similar to the cultures put in place by each company separately. However, it is important to create a new culture, differing from the previous ones, to promote a sense of teamwork and camaraderie. If this step does not occur, everyone will continue to work in his or her own culture, which becomes divisive, causing the company to be pulled in different directions (Sherrill, 2001). In the first phases of combining the companies, the culture may be fragmented, with each company holding on to what they know. Many of the employees will be wary of the changes occurring around them on a daily basis and may resist certain adjustments (Stanwick, 2000). A new atmosphere of open-mindedness and compromise needs to emerge for the blended company to be successful. When two companies are combined, there are bound to be differences of opinions between practitioners and administrators regarding polices and procedures. It is important to understand that each company brings something valuable to the table, and all ideas and opinions should be considered and discussed Avoiding a competitive stance will help employees from both sides see the positives of blending ideals and values, and ultimately encourage the birth of a stronger, more successful new culture (Stanwick, 2000). To successfully combine two companies involves cooperation from all levels of management. As a middle manager in a merging corporation, there are different strategies and skills that will be necessary to ensure a smooth transition. The most important strategy will be communication. Before the merger occurs, it is important for middle managers to understand the new beliefs and values that upper management desires (Bolton Lewis, 1998). Once middle managers understand the vision for the new company, they must pass it down to their employees. It is not enough to simply communicate the new vision; middle managers must begin practicing these changes immediately. Leading by example is the most effective way to produce results. The middle managers in most companies are more approachable than top management; therefore it is imperative that middle managers are on board with the new vision of the company and display this in a positive way. While the merger is occurring it is essential to build a team atmosphere, full of open communication, honesty, and teamwork. Each employee from both companies should feel as though their positions is important, and their cooperation is essential to the success of the forming company. Once the merger is complete, it is all about the new culture, staying visible, approachable, and communicating information early and often (Bolton Lewis, 1998). Aside from ensuring employees are blending well, it is important to focus on patient care. There will be changes implemented at every phase of the merger, but it is important not let misunderstandings, or issues within the staff affect the quality of care given to the patients. Once the merger has been finalized and integration is complete, middle managers need to assess their staff to be sure that each employee is doing his or her part to make the merge as successful as possible. If there are employees who are resisting the changes being made within the company, or not buying into the new culture and vision, it is necessary to evaluate the situation and decide what is best for the team and the company as a whole. Middle managers must not forget to consider the employees feelings when situation such as this arise. Often times, employees resist mergers because their identities are closely tied to their jobs, and they like to experience continuity of their identities. Giessner (as cited by Sidle, 2006) noted that mergers would challenge this continuity, leading to distress and anxiety from employees. When middle management can understand the feelings of their employees, they can be better equipped to handle issues that may arise by allaying fears or implementing strategies to make employees comfortable with their new roles. Even if all employees from both companies are comfortable with the combining of their two organizations, upper management has the daunting task of reworking its current systems and procedures to include the best strategies from each company. In the case of Frithsen Physical Therapy and Select Physical Therapy, the former’s employees will see the most changes. Frithsen Physical Therapy is a small corporation, covering New England, while Select Physical Therapy is a national corporation, encompassing more services and a variety of clinicians. Along with physical therapy services Select Physical Therapy offers occupational therapy, aquatic therapy, long-term care facilities, and a large athletic training outreach program. This will require managers from Frithsen Physical Therapy to be in charge of more people, and perhaps different clinicians than they are accustomed to working with. The shape and systems currently used in the company will have to shift in order to fit a larger scale of business and a more complicated hierarchy. The regional managers from Frithsen Physical Therapy reported directly to the President of the company, whereas the regional managers of Select Physical Therapy report to one of ten executive managers, who then report to the CEO of the company. The clinic managers of Frithsen Physical Therapy were able to see all of the employees they supervise on a daily basis, working side by side. With the inclusion of the vast athletic training program, they will now be responsible for knowing which athletic trainers report to their clinics, and what schools they are assigned to. There will also be a manager of athletic training services that they will need to communicate with about referrals and business relating to the relationship between the schools covered and the clinics in the area. Due to this more intricate hierarchy, the employees of Frithsen Physical Therapy will see a dramatic change in how they communicate with upper management. Under their old organization, there was a relatively straight path to the top, with only a few levels of management until they reached the President. Communication could be done easily by telephone or in person, and most employees had met each other face to face at one time or another. In the new organization, there will be a need for a more formal kind of communication. In organizations communication tends to be directional, moving upward, downward, diagonal or lateral (Leibler McConnell, 2008). Frithsen Physical Therapy was used to mostly lateral communication, discussing issues with other managers or sharing notes about a particular patient’s care. With the merger, the managers and employees will mostly be communicating upward, providing detailed reports to their supervisors, who will then provide reports to a higher supervisor, and so on. This will require attention to detail and more paperwork for the managers at every level, which will change the way the managers handle issues that arise within their department. With the inclusion of new services and a goal for comprehensive care, comes the call for new positions and alterations to old ones. A need for more middle management will arise, and more staff will be added to accommodate the growth of services while still maintaining exceptional patient care. In conclusion, there are many factors to consider when combining two organizations. It may make sense financially and logically to combine two entities that provide similar services. However, it is important to understand that not only will it be difficult to combine two cultures; it will also take time for employees to adjust to a new chain of command and new policies and procedures. Middle managers will play an important role in the blending of two corporations. They need to remain positive, lead by example, and possibly sever ties with employees who do not fall into line with new visions and ideas. An increase in communication will help make the transition successful, and ultimately all employees will reap the benefits from such a merger. References Bolton, J.M., Lewis, B. (1998, Jan/Feb). The challenge of merging and consolidating organizations. Journal of Management in Engineering, 14(1), 9-10. Academic Search Complete. Leibler, J.G., McConnell, C.R. (2008). Management principles for health professionals (5th ed.). Retrieved from The University of Phoenix eBook Collection database. Sherrill, T. (2001, May). Creating a can-do culture. New Zealand Management, 48(4), 17-21. MasterFILE Premier. Sidle, S.D. (2006, August). Resisting the urge to merge. Academy of Management Perspectives, 20(3), 115-118. Business Source Complete. Stanwick, P.A. (2000, Jan/Feb). How to successfully merge two corporate cultures. Journal of Corporate Accounting Finance, 11(2), 7-11. Business Source Complete.

Insider Trading Essay -- Business, Investment, Trading

It can fairly be said that an Investor considering an investment decision (whether to purchase, sell or hold stock) in publicly traded company acts on the basis of extensive information which is available by corporation to him until the last moment of his investing decision and try to determine the fair price of corporate stock. In the light of continuous creation of a particular impression of corporate affairs by the corporation, new information by corporate can vanish the importance of previous available information to investor. In the scenario only one kind of investors can get advantage over others, who is either very close to corporate operation (corporate officers) or can access nonpublic price-sensitive information to corporation (large shareholder). These investors are known as insider. To ensure fair platform of trading to all investor, the law of insider trading is one of the vehicles which is used by society to allocate the property right to information generated by firm and it can be ensured that by virtue of being insider, director or company’s officer cannot explore private information in trading of his or her company’s stock but many studies (e.g., Jaffe, 1974; Finnerty, 1976a,b; Seyhun, 1986, 1988a,b; Rozeff and Zaman, 1988; Lin and Howe, 1990) conclude that Insiders like to buy (sell) their own company stock before price-favorable (unfavorable) information disseminates in public and take the advantage of nonpublic information. For example, Jaffe (1974a) find the insiders are able to make abnormal return by taking position in their own stock but insiders’ short-term prediction power is greater than long-term predication. Several aspects of insider trading activity are debatable. Like is insider trading is... ...ces in compensation package to their executives between two groups. Graver and Graver (1995) find that intangible assets of a firm are important factor to determine the executives’ compensation and a large portion of their compensation derives from long term incentive compensation like stock option grants. When executive receivers a large portion of compensation in stocks, then his investment portfolio is subject to more idiosyncratic risk than any diversity investment portfolio or to survive, for example to pay home rent, he needs liquidity, which in turn, either to achieve diversify investment portfolio or to achieve liquidity, he sells his a part of his stake in open market even his stock in undervalued (Meulbroek, 2000). We assume that insiders selling of intangible assets’ firms are less likely to convey information to public than tangible assists’ firms.

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MMK2 7 MM 277 U it Out ne Uni O tlin rimes ster 1, 201 1 13 Tr Un Code nit e: Un Nam nit me: ourse: Co MMK277 Marketing Manag g gement of merce Diploma o Comm of a ommunic cation Diploma o Media and Co of gement Diploma o Manag For more infor rmation con ntact MIBT: : T + 61 3 9 9244 5197 F + 61 3 9 9244 5198 E [email  protected] eakin. edu. au u W mibt. vic c. edu. au Melb bourne Institut of Business and Technolo te s ogy Pty Ltd (M MIBT) CRIC COS Provider c codes: MIBT 01590J, Deak in 00113B 0 CONTENTSA Note from your Unit Co-ordinator †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 3   Contact details †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 3   Unit overview †¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ 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submission of assignments †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 8   Learning support †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 8   Grading system †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 9   Changes to enrolment†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢ € ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..    Class Attendance†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 9   Student evaluation of this unit †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 10   Trimester timetable †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 11   APPENDIX A: Exam Requirements and Instructions †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 13 This document is current at 21/02/2013. Once printed this document is no longer a controlled document.L:Academic – Unit Outlines2013-01 Diploma of Commerce MMK277 V27– 02/13 Page 2 A Note from your Unit Co-ordinator Welcome to MMK277 Marketing Management. This unit outline explains the aims of the unit and describes the assessment requirements. This Unit Guide is an essential part of this course and will be referred to throughout the trimester in lectures and tutorials. You should always read this unit guide first and check it frequently when preparing to study, or embarking on assignment work. Contact detailsUnit Co-ordinator: Room: Telephone: Email: Lecturer: Room: Telephone: Email: John Boyd Gerny la4. 111, Level 4 Building la 0419 369 114 [email  protected] edu. au Craig Allen la4. 111, Level 4 Building la 0412 735 443 [email  protected] edu. au Unit overview Unit: Unit title: Prerequisites: Teaching Method: Nature of the Unit This unit examines the nature of marketing management from a marketing planning perspective. The focus of discussion is the coordinated activities of the network of producers of goods, services and experiences which seek to satisfy their customers.Emphasis is placed on marketing strategy formulation and the use of strategic marketing mix elements in developing and maintaining a market orientation and assessing organisational performance. Aspects of marketing such as marketing research, customer behaviour, product innovation and marketing communication are also examined. MMK277 Marketing Management Nil Four hours of class contact per week are allocated to this unit. Learning Objectives On completion of this unit students should be able to: 1. 2. 3. 4.Identify and explain theoretical concepts and the marketing mix elements employed in marketing strategy development; Explain the use of market information in developing segmentation and positioning strategies; Apply the marketing concept and marketing strategy in various contexts including profit and not-for-profit organisations, including government; Demonstrate effective group-based oral and written communication skills when presenting marketing plans for selected organisations. This document is current at 21/02/2013. Once printed this document is no longer a controlled document.L:Academic – Unit Outlines2013-01 Diploma of Commerce MMK277 V27– 02/13 Page 3 Content and Topics Covered Module 1: Module 2: Module 3: Module 4: Module 5: Module 6: Module 7: Module 8: Module 9: Module 10: Module 11: Marketing: Creating and Capturing Customer Value. Prescribed Text : Chapter 1. Company and Marketing Strategy: Partnering to Build Customer Relationships and Analysing the Marketing Environment. Prescribed Text : Chapters 2 and 3. Managing Marketing Information to Gain Customer Insights. Prescribed Text : Chapter 4. Understanding Consumer and Business Buyer Behaviour. Prescribed Text : Chapters 5.Customer-Driven Marketing Strategy: Creating Value for Target Customers. Pr escribed Text : Chapter 6. Products, Services and Brands: Building Customer Value Prescribed Text : Chapters 7 and 8. Pricing to Capture Customer Value. Prescribed Text : Chapter 9. Placement: Customer Value Fulfilment. Prescribed Text : Chapter 10. Communicating Customer Value: Advertising and Public Relations. Prescribed Text : Chapter 11. Communicating Customer Value: Personal Selling and Sales Promotion Prescribed Text : Chapter 12. Direct and Digital Marketing: Building One-to-One Customer Relationships. Prescribed Text : Chapter 13.Graduate knowledge and understanding, skills and attributes This Institution aims to ensure that its higher education awards provide educational experiences designed to develop attributes (including skills, knowledge and attitudes) appropriate to the discipline area and level of the award, which will support graduates in their future personal and professional life and contribution to society. This unit contributes to the following attributes: Linked Learning Objective(s) 1, 2, 3 N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A 4 N/A N/A Knowledge and understanding, Skill or Attribute Understanding of, and the bility to work with, a systematic body of knowledge, appropriate to the focus and level of the qualification based on the highest standards of scholarship and research Where research is undertaken: ability to initiate and formulate viable and relevant research questions Where research is undertaken: contribution to new knowledge, or an original interpretation and application of existing knowledge Where research is undertaken: understanding of the social, economic and cultural impact and application of their research, and its academic relevance and value Understanding of the professional, social, economic and cultural contexts of the discipline and related fields Awareness of ethical issues, social responsibility and cultural diversity Awareness of environmental sustainability issues and the contribution of the field of study t o address such issues Understanding and appreciation of international perspectives in a global environment Critical analysis, problem solving, and creative thinking Identifying, gathering, evaluating and using information Communicating effectively and appropriately in a range of contexts Developing, planning and managing independent work Working effectively as part of a team Effectively using information and communication technologies Applying knowledge learned in the program to new situations This document is current at 21/02/2013. Once printed this document is no longer a controlled document. L:Academic – Unit Outlines2013-01 Diploma of Commerce MMK277 V27– 02/13 Page 4 Learning Approach and Activities The unit involves four hours contact per week. It is the intention to build knowledge on the marketing planning process and how this is successfully implemented in market- and competitororiented organisations that include profit-oriented companies, government and the n ot-for-profit sector.Internet access is mandatory for this unit with all students as all lectures and learning material is provided on it and all students are expected to frequently check with the MIBT portal for ongoing course activities. Tutorial exercises will be given to students to complete on a weekly basis during the Trimester. Learning in this unit is aided by an enthusiastic and experienced teaching team. They will monitor the classroom during week days throughout the trimester in order to engage with students, facilitate discussions of key concepts, and clarify any unit content and to make announcements. Class room discussions and experiences are a unique aid in understanding marketing concepts. The input of students will significantly help the understanding of critical marketing concepts by sharing their experiences and opinions.Furthermore, it will aid the students by offering examples of actually marketing experiences and make the classes more enjoyable. Tests are held during the semester with details available on the MIBT portal. The case study presentation must be completed in groups. Forming a group to work with, to produce an oral presentation and written assignment is a fundamental part of completing this part of assessment. It is essential you become proactive in communicating with your fellow group members, and with approaching potential group members you wish to work with. This assessment can not be completed individually. You must be part of a group in order to complete this piece of assessment.It is known that group work enhances your teamwork skills, reduces work load and provides the opportunity for you to test your knowledge with fellow students enabling you to learn valuable life long skills. Specific details and instructions related to all assessment in this unit are provided on the MIBT portal. MIBT Transitional Attributes All ? ? ? ? ? ? ? ? MIBT Diploma units contribute to the following graduate attributes: independent learner kn owledge base research skills time management skills report writing skills awareness of ethics of tertiary education use of appropriate technologies ability to work alone and as part of a team Prescribed texts The content of the text book and the lectures are examinable in this subject. The lecture program will provide you with key points on the range of topics to be covered in the course.Lecture material will predominantly come from the prescribed text, as well as other sources. Armstrong G, Adam S, Denize S, and Kotler P 2012, Principles of Marketing, 5e (5th edition), Pearson Australia, Frenchs Forest, New South Wales It is strongly recommended that you purchase or at least have access to this book Recommended Reading Each week introduces new chapters that must be read in the prescribed textbook. This document is current at 21/02/2013. Once printed this document is no longer a controlled document. L:Academic – Unit Outlines2013-01 Diploma of Commerce MMK277 V27– 02/1 3 Page 5 Deakin University Library Searching the Internet is a key way of finding information – especially for general and everyday topics.The Library website is a key way to find academic journals, books, e-books, subject databases and websites that contain quality information for your study of this unit, and as research for assignments. Many of these resources are online so that you can access them on campus, at home or at work – any day, any time. The Library’s help services, in person or via email, phone or instant messaging, will assist you to make the most of library services and save research time. Journals ? Journal of Marketing ? Journal of Consumer Research ? Journal of Marketing Research ? Journal of the Academy of Marketing Science ? European Journal of Marketing ? Journal of Retailing ? Journal of Service Research ?Journal of Advertising ? Journal of Marketing Management ? Journal of Consumer Psychology ? And many, many more! Newspapers and Magazine s Newspapers and weekly magazines will provide a valuable insight into current issues and developments in marketing. Many also provide articles on the Internet on topical issues. The Age (http://www. theage. com. au) The Australian (http://www. theaustralian.. com. au Australian Financial Review (http://www. afr. com. au) Business Review Weekly (http://www. brw. com. au) Ausstats database (http://www. abs. gov. au) Assessment The assessment for this subject is a combination of tests, case studies and a final examination.Weight Due date Brief description The case study has two parts, an oral presentation and written report. Each component is worth 15% of the total marks for this subject. Trimester tests. Details available on MIBT Portal The exam is a two-hour, closed-book. The examination covers the entire trimester's work. It is the students responsibility to determine the date, time and location for the examination. Linked learning objective(s) Case Study 30% During Trimester Durin g Trimester End of Semester Examination Period 1, 2, 3, 4 Tests 30% 1, 2, 3 Examination 40% 1, 2, 3 Notes: Full details regarding all assessment tasks will be provided on the MIBT portal. You must read and understand these details.The information provided here in this outline and the table above only provide a summary. Missed Classes Please note it is the responsibility of students to sit for a test on the scheduled date. Failure to sit a test must be supported by a medical certificate and shown to the lecturer WITHIN 48 HOURS OF THE SCHEDULED TEST DATE. THE MARKS FOR THE TEST WILL BE ALLOCATED TO THE FINAL EXAMINATION. IF YOU ARE GOING TO MISS A TEST PLEASE CONTACT THE RECEPTIONIST AT MIBT AND LEAVE A MESSAGE. COPIES OF THE MEDICAL CERTIFICATE MUST ALSO BE GIVEN TO YOUR LECTURER OR BY SOME OTHER ARRANGEMENT. This document is current at 21/02/2013. Once printed this document is no longer a controlled document.L:Academic – Unit Outlines2013-01 Diploma of Commerce MMK277 V27â⠂¬â€œ 02/13 Page 6 If a student misses a mini test, they cannot sit that test in another class. Students can only sit tests in the class they are enrolled in. If a student completes the test in another class, it will not be marked and the student will get a zero for that piece of assessment. There will be an opportunity for students to catch up on missed classes. This will be discussed in class. Assessment reviews / appeals Students may appeal against the mark/grade awarded in any component of their assessment. The appeal must relate to the assessment procedures and not simply dissatisfaction with the final grade given.Appeals will be considered by the unit co-ordinator and a recommendation made to the MIBT Academic Progress Committee. Appeals are made by completing a Review of Assessment Application available from the Student Portal under Students / Forms. The form must be lodged at MIBT Reception by 5. 00 pm on the Friday after the publication of results. Special Consideration Spe cial Consideration may be provided when a student completes a piece of assessment and the student believes there have been exceptional and adverse circumstances affecting their performance. (Note: Special consideration is not normally intended for assignments and other forms of continuous assessment.Here the Request for Extension of Assignment Due Date form should be used and submitted to the lecturer concerned. The form is available from the Student Portal under Students / Forms. ) Applications for Special Consideration will be accepted on medical, compassionate, and/or trauma grounds. Supporting evidence, clearly stating specific reason, must be given with the application. Reasons such as headaches, colds or returning home, will not be accepted as grounds for Special Consideration. Students are required to complete a Special Consideration/Deferred Exam Application available from the Student Portal under Students / Forms and submit to MIBTReception, together with supporting documen tation before the assessment is due, or within 2 working days of completing the assessment. Academic misconduct The Academic Integrity and Plagiarism and Collusion Policies are available on the Student Portal under Students / Forms / MIBT Policies and Procedures. Students should make themselves familiar with the content of these policies. Plagiarism and collusion are academic offences. They are forms of cheating and severe penalties are associated with them. If a student is caught plagiarising they may be failed in that piece of assessment. ? Plagiarism occurs when a student passes off as their own another student’s work, or copies without acknowledgement of its authorship, the work of any other person. Collusion occurs when a student obtains the agreement of another person for a fraudulent purpose with the intent of obtaining an advantage in submitting an assignment or other work. ? Submitting your own work when it has been previously submitted for another unit or course. Wh enever you refer to another person’s research or ideas (whether by directly quoting or by paraphrasing them) you MUST acknowledge the source. Also, copying paragraphs from the Internet and presenting them as your own work is plagiarism. If you download and copy paragraphs from the Internet you must identify the source. References / acknowledgement of authorship (including electronic resources).You MUST acknowledge the sources that you have drawn on. This is a necessary courtesy to the original authors, and also allows the readers of your work to follow up any points you have raised. If you directly copy another writer's phrase, sentence or paragraph, then you should use quotation marks and note the source of the quote. If you use another writer's ideas, but not his or her exact words, you should again note the source. There are a number of ways by which you can refer to other people's work. This document is current at 21/02/2013. Once printed this document is no longer a cont rolled document. L:Academic – Unit Outlines2013-01 Diploma of Commerce MMK277 V27– 02/13 Page 7For an essay the reference list should include full citations of all sources consulted for the essay and these sources should appear in the body of the essay EG. (Thwaites, 2012 ) wherever a reference to someone’s work is made, instead of footnotes. This referencing method, like all methods, involves noting the author's name, the title of the article and journal, or book, the year of publication, the journal's volume number, the book publisher's name and location, and the relevant page numbers. A copy of Guide to Assignment Writing and Referencing is available to every student during Orientation. It is also available on the Deakin University website: http://deakin. du. au/currentstudents/assets/resources/study-support/study-skills/assign-ref. pdf Assignment submission Assignments must be submitted by the due date. Students should complete the Assignment Cover Sheet (av ailable from the Student Portal under Students / Forms), attach it to their assignment and then submit the completed assignment as outlined in the assignment details. (Assignments will not be accepted at MIBT Reception). Students must keep a copy of each assignment submitted and must be able to produce the copy in the unlikely event that the original assignment is misplaced. Students must maintain backup copies of all their assignment work.Electronic loss of data is common, but is NOT a satisfactory excuse for an extension of a submission date. Late submission of assignments Extension of an assignment submission date If there is a compelling reason why you are unable to complete your assignment before the due date you should complete a Request for Extension of Assignment Due Date form, available from the Student Portal under Students / Forms and submit it to your lecturer. This must be done at least 24 hours before the assignment due date. If you submit your assignment without an ap proved extension, penalties for late submission will apply. The only exception to this is if your work is late for medical reasons and you have a doctor’s certificate to support your claim.You will not need to seek the prior approval of your lecturer but you must attach the doctor’s certificate to your assignment with a note that the work is late for medical reasons. Under these circumstances, the medical certificate must cover the entire period from the time the assignment was due until the time it is submitted. Penalties for late submissions Assignments received late and without prior approval will be penalised. A penalty of 10% of the available marks will be deducted for every day the assignment is late. Assignments received after 7 days without an approved extension, will not be marked. Learning support Students have access to group-oriented and individual learning support at MIBT.During each trimester, students can attend a series of study skills workshops conduct ed both at MIBT and Deakin University on topics such as time management, avoiding plagiarism, referencing, academic writing, critical thinking and exam preparation. The MIBT Study Skills Drop-in Centre provides students with one-to-one consultations with the Academic Skills Advisor. Students can also access the Deakin University Language and Learning Drop-in Centre at Student Life. For flexible learning, all students have access to the Academic Skills Moodle site which contains a number of resources to improve students’ study skills and language proficiency. This document is current at 21/02/2013. Once printed this document is no longer a controlled document. L:Academic – Unit Outlines2013-01 Diploma of Commerce MMK277 V27– 02/13 Page 8 Grading systemAll students enrolled in any unit will be graded according to MIBT’s standard grading system as follows: GRADE HD D CR P N DE EX RI RPL RW UP W WN XN DESCRIPTION High Distinction Distinction Credit Pass Fail Deferred Examination Exemption Granted Results Not Finalised Recognition of Prior Learning Results Withheld Ungraded Pass (Safety Units) Withdrawn without academic penalty Withdrawn Failure Enrolled Assessment Incomplete PERCENTAGE 80 – 100 70 – 79 60 – 69 50 – 59 0 – 49 Changes to enrolment ? Enrolment changes can be made through the student portal until 5. 00 pm Friday of the ? A unit can be dropped until the end of the fourth week (without penalty) and fees paid for ? ? ? second week of the trimester. the dropped unit will be credited to the next trimester.After week four if a unit is dropped fees for that unit will be forfeited. Students who drop a unit after Week 4 will have ‘W’ (Withdrawn) recorded as their result in the unit. A unit dropped after Week 8 will be recorded as ‘WN’ (Withdrawn – Fail). A unit cannot be dropped in the final two teaching weeks of a trimester. Class Attendance Attendance is an import ant element of a student’s success in their studies and it is strongly recommended that attendance is maintained in all classes. All work covered in class is examinable. Attendance will be recorded in all sessions and students should make themselves aware of the ‘Attendance Policy’ located on the Student Portal under Students / MIBT – Policies and Procedures.Where alternative classes exist for a unit, students are permitted to attend a maximum of two alternate classes per unit during the trimester. Students should collect a Lecturer Attendance Variation form from reception or from the Student Portal under Students / Forms and submit it to the lecturer of the alternate class to sign and verify the student’s attendance. The form is retained by the lecturer who submits this with the class list. Further, grants of leave from a class can be given for medical, compassionate or compelling reasons provided that original or certified medical, psychological, police or other certificates are provided. Students are to complete an Explained Absence Form from reception or from the Student Portal under Students / Forms and submit to reception.Compassionate or compelling circumstances are generally those beyond the control of the student and have an impact upon the student’s course progress or wellbeing. This document is current at 21/02/2013. Once printed this document is no longer a controlled document. L:Academic – Unit Outlines2013-01 Diploma of Commerce MMK277 V27– 02/13 Page 9 Student evaluation of this unit At the end of trimester students will be asked to evaluate all of the units they have studied during the trimester. Students are strongly encouraged to complete the Student Evaluation form for this unit and give feedback. All ratings and comments are read and given careful consideration following completion of each trimester and inform the changes which may be introduced in subsequent trimesters.This document is current at 21/02/2013. Once printed this document is no longer a controlled document. L:Academic – Unit Outlines2013-01 Diploma of Commerce MMK277 V27– 02/13 Page 10 Trimester timetable Week 1 2 3 Week Commencing Monday 4 March 2013 Monday 11 March 2013 Monday 18 March 2013 Topic Marketing: Creating and Capturing Customer Value. Analysing the Marketing Environment. Company and Marketing Strategy: Partnering to Build Customer Relationships. Managing Marketing Information to Gain Customer Insights. Textbook Chapters Ch 1 Ch 3 Ch 2 Comments 4 Monday 25 March 2013: Thursday 28 March 2013 to Wednesday 3 April 2013 Ch 4 Mini Test 1TRIMESTER BREAK – EASTER Managing Marketing Information to Gain Customer Insights. Understanding Consumer and Business Buyer Behaviour. Customer-Driven Marketing Strategy: Creating Value for Target Customers. Products, Services, and Brands: Building Customer Value. Pricing to Capture Customer Value. Communicating Customer Value: Advertising , Public Relations, Sales Promotion and Personal Selling. Placement: Customer Value Fulfilment. Direct and Digital marketing: Oneto-One Customer Relationships. Revision. Ch 4 Ch 5 Ch 6 Mini Test 1 4b 5 6 Thursday 4 April 2013 Monday 8 April 2013 Monday 15 April 2013 7 8 9 Monday 22 April 2013 Monday 29 April 2013 Monday 6 May 2013 Ch 7,8 Ch 9 Ch 11,12 Mini Test 2 10 11 12 13Monday 13 May 2013 Monday 20 May 2013 Monday 27 May 2013 Monday 3 June 2013 – Friday 7 June 2013 Ch 10 Ch 13 Mini Test 3 EXAMINATION WEEK Trimester 1 Census Date: Results released on portal: Wednesday 27 March 2013 Tuesday 18 June 2013 This document is current at 21/02/2013. Once printed this document is no longer a controlled document. L:Academic – Unit Outlines2013-01 Diploma of Commerce MMK277 V27– 02/13 Page 11 INSTRUCTIONS TO CANDIDATES READ BEFORE COMMENCING Note: A tick (X), in a box indicates the instruction applies. A blank box indicates the instruction does not apply. X This exam is a CLOSED BOOK exam. This exam is an OPEN BOOK exam. XYou may use a (non-electronic) LANGUAGE ONLY DICTIONARY. You may use a CALCULATOR. If programmable, the memory must be empty. Mobile phones cannot be used as calculators. SPECIAL INSTRUCTIONS: 1. 2. 3. Answer all questions in the exam booklet provided. There are three (3) sections in this exam. All sections must be attempted. Section 1 – Answer all parts of the one (1) mini case question in Section 1(26 Marks). Section 2 – Answer ten (10) short response questions in Section Two (10 x 3 marks = 30 marks). Section 3 – Answer two (2) out of five (5) extended response questions in Section Three (2 x 12 marks = 24 marks). Students must complete ALL parts of each question answered.This exam is out of 80 and is worth 40% of the marks for this subject. Answer all questions in the exam booklet provided. 4. 5. 6. 7. 8. THIS EXAMINATION PAPER MUST NOT BE REMOVED FROM THE EXAMINATION ROOM This document is current at 21/0 2/2013. Once printed this document is no longer a controlled document. L:Academic – Unit Outlines2013-01 Diploma of Commerce MMK277 V27– 02/13 Page 12 APPENDIX A: Exam Requirements and Instructions SUMMARY OF EXAM REQUIREMENTS FOR STUDENTS 1. 2. 3. 4. 5. You should arrive for your exam at least 15 minutes before it is scheduled to commence. You will not be permitted to sit the exam if you are more than 30 minutes late.You MUST have your MIBT student ID card with you for every exam you sit. You will not be permitted to enter the exam room without it. No electronic equipment whatsoever, with the possible exception of a calculator, may be used in an exam. Personal items (purse, wallet, mobile phone) may be brought into the exam and should be left underneath your desk. Do NOT leave valuables in bags at the end of the exam room. Mobile phones MUST be switched off. Any mobile phone which rings during an exam will be confiscated and not returned until the exam papers have bee n collected and placed into storage Find out before end of the trimester whether your exam is ‘Open Book’ or ‘Closed Book’.Find out before the end of the trimester whether or not you can bring a calculator or a printed dictionary into the exam. The penalties for misbehaving or having unauthorised material (cheating) in an exam are severe. Make sure you know before hand what materials you can take into your exams. Any extraneous written material must be handed in before the exam commences. Students found with unauthorised material in their possession during an exam may have their paper cancelled. Students who are ill during an exam may apply for special consideration using the form found on the student portal. An application for special consideration MUST be accompanied by supporting documentation and submitted within 2 working days of the exam. Students who are prevented from

Human Rights Campaign The Natural Consequence Of Liberty

Ä orÄ‘e Tomić GOVERNMENT 2305-53501 Human Rights Campaign Ever since there was a governing body, organized groups of people tried to influence it for their benefit. James Maddison called them â€Å"factions† and concluded they are the natural consequence of liberty, but that their influence should be limited. Organized groups of people working to promote their interests and their points of view on important socio-economic issues are today referred to as interest groups or lobbies. It’s clear that people’s approval of an interest group stems from whether it supports their views or not. That shows that one of the roles of interest groups is to represent a group of people in front of the government, in a different form than congressmen. People also tend to participate more in political life if they are directly invested in an issue that a lobby represents. Interest groups help inform and educate the public and government officials, and in that process they build their agendas which increases their chances to be addressed. They also monitor and evaluate government programs related to their interests and push for changes that would bring them closer to their goals. Those goals are also assisted by the media which focuses on issues of importance for the public, which sets political agendas. Since most of the media in the US is privately owned, the agendas that they set can be biased and tilted towards the liberal end or conservative end, depending on t he ownership. Strong ideologicalShow MoreRelated Should Abortion Remain Legal? Essay1487 Words   |  6 Pages America is a land of choices and rights, a land of opportunities and freedom but where do we draw the line? On January 22, 1973 the US Supreme Court made a historic decision that a woman has a constitutional right to an abortion during the first six months of pregnancy. 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