course material

1. (Mt) – MGF1010 CUNY BC Management Techniques Essay
MGF1010: Introduction to Management Assessment task 3: Individual Final Essay Due Date:
Friday 23 September 2022 (week 9), 11:55pm (AEST) Weighting/Value: 40% Details of
Task: Students are required to develop an essay on a contemporary topic and asked to
analyse certain management issues, bringing in relevant theories and principles. Word
limit: 1500 words (+/- 10%) (excluding reference list) Using the following statement, write
a critical essay with the use of relevant examples: The external environment of an
organisation includes background conditions that influence the organisation, while its
internal environment (or organisational culture) is the set of key values, beliefs and
attitudes shared by organisational members. Discuss how the relationship between the
external and internal environments affect organisations. Presentation requirements: ●
Students must consider and incorporate the feedback received from their tutors on
assessment 2 of the essay (skeleton essay) in completing this task. ● The final essay
(assessment 3) requires students to develop an essay containing the following: o
Introduction: purpose, scope, structure, stance taken; o Body: discussion and analysis of the
various themes from the skeleton essay; o Conclusion: summary of key arguments; o
References: List of key references (APA 7 format) ● A list of references should also be
provided under the sub-heading ‘References’ using the APA 7 format (see
https://guides.lib.monash.edu/citingreferencing/apa7th ) on a separate page. These
sources should also be cited within the essay. A minimum of 7 academic references are
required. ● Use Times New Roman or Arial 12-point font size, with 1.15 spacing 1 Criteria
for marking: ● The marking template for this assessment task is available on the MGF1010
Moodle site under assessment 3. ● The essay will be assessed and marked based on the five
sections: o Introduction 10% o Body 60% o Conclusion 10% o Presentation 10% o
Referencing 10% Learning objectives assessed: This assessment task assesses learning
objectives 1, 4, & 5 of the unit. Submission details: ● Only Microsoft Word documents will
be accepted (.doc / .docx) ● It is essential you adhere to the following format for the
naming of the file: o it must contain your FULL NAME; and o there must be no space in the
filename. (i.e. janedoe_essay.docx o You will receive a confirmation message within Moodle
once you have successfully submitted your assignment within the electronic drop-box.
Penalties for late lodgement: The penalty for late submission is 10% per day, including
weekends. Special Considerations: For information on applying for special consideration,
please visit: https://forms.monash.edu/special-consideration. It is suggested that students
plan to submit assessment tasks before the due date to cover any unexpected delays.

2. Assessment coversheet: An electronic coversheet is required for this assessment. This is
accessible in Moodle as a tick-box before you submit your report. You will be prompted to
read through and accept a student agreement prior to submission. Additional information:
Assessments will be marked with a letter grade only. Penalties will also be applied to
assessments with Turnitin scores above 15%. Estimated return date: Two weeks after
submission 2 MGF1010 Marking and Feedback Sheet for Individual Final Essay (Assignment
3) Student Name: Section/Criteria Introduction: Clearly outlines the purpose, scope,
structure of the essay. The stance taken in relation to the essay statement is articulated.
Body: Each issue under investigation thematically analysed. Arguments/viewpoints
supported by evidence from reference material, data or examples. Logical progression of
ideas. Demonstrates a high level of quality research into the topic utilising 7 academic
sources, preferably academic journal articles plus 2-3 reputable and reliable non-academic
sources to derive real-life corporate examples. Conclusion: All aspects drawn together in a
brief, concise summary. Consistent with findings, no new material introduced but highlights
implications or a comment on the future of the issue. Presentation: High quality of
expression, grammar, spelling, punctuation and proofreading. Format and layout in
professional manner (i.e. 1.5 spacing, 12-size font, Times New Roman). Referencing: Use of
APA referencing system in a consistent and correct manner in the essay itself. Inclusion of
an accurate reference list on a separate page listing only the sources that actually have been
used. The reference list is arranged in alphabetical order according to the authors’ last
names. ID number: /30 4 14 4 4 4 Fail (Less than 25%) Fail (26-49%) Pass (50‐59%) Credit
(60‐69%) Distinction (70‐79%) High Distinction (80 ‐100%) In addition to the conventional
recognition of Management as the organizational unit responsible for carrying out strategic
goals, it is essential to address Management’s role as an inherently social practice. This is
the case even though Management is traditionally understood as a formal entity. Therefore,
managers are given authority that invariably significantly affects those under them. In
addition, historical and cultural traditions have shaped this authority in ways that have
aided in businesses’ growth and success and sometimes contributed to their demise. The
definitive history of ‘power’ can be investigated as a significant determinant of the style of
Management that a corporation carries out by looking at the connection between corporate
conditions and innate human behavior in the early stages of Management in commercial
contexts after the year 2000. This is significant for the period after 2000 when Management
was first implemented in corporate settings. When managers use traditions as a learning
curve on which to build new practices, it also helps them to investigate the element of
preserving or reconstructing techniques, which is an essential ability for persons working in
Management. The shifting power dynamic in society, in which managers are increasingly
expected to converge their influence holistically rather than assert their dominance, makes
it possible for company development to be supported. Greed is a core component of
capitalism and a universal human feature (Epstein, 2000; Sinha & P., 2010). (Epstein, 2000;
Sinha & P., 2010). Financial incentives are appealing to the private sector. According to the
classical scientific management paradigm, where profits are prioritized above all else, using
monetary incentives to motivate staff aligns perfectly with capitalist principles (Van Fleet &
Bedeian, 1977). While this technique may raise earnings, it does not guarantee employee

3. happiness, which could impede company growth (Brightman, 2004). In profit-sharing,
supervisors receive much larger bonuses than their employees. This gives a financial
incentive for managers to deliver results. In today’s complex world, this weakens the
management team. Under a profit-share arrangement, managers may pick profit-
maximizing techniques, but employees may act indifferently because their reward is
disproportionately low. This supports scientific Management. Although financial incentives
have the potential to shape business strategy and even seize control in some situations,
their allure varies widely across an organization’s organizational chart. Combining tried-
and-true tactics with creative solutions can boost business success. The variety of
management approaches employed around the world supports this view. History and
culture in different regions of the world have contributed to distinctive concepts of power
and dominance, primarily when social diversity is being cultivated. The meritocratic
Western system and the seniority-based Eastern framework are just two examples of how
cultural differences and unique histories shape the management styles of different
countries. As society places a greater emphasis on diversity and tolerance, we must also
learn to live with long-standing traditions and recognize the impact of cultural features on
economic success or failure (Cummings & Bridgman, 2011). For example, the
underrepresentation of women in the East’s labor force is a symptom of long-standing
cultural conventions that harms the region’s ability to cultivate good Management and, by
extension, its chances of success. When faced with such challenges, governments and
organizations must reflect on their management practices and adjust to meet better the
demands of the modern world (Lin, Chen, & Su, 2017). Here, it is crucial to maintain and
adapt cultural mores to develop a management style best suited to specific contexts
(Brightman, 2004). Mark Cohen of Columbia University calls Toys R Us “guilty of repeated
mismanagement,” providing yet another example of failing to adjust to the needs of the
modern day. They went bankrupt because they misrepresented the market by presuming
that children today play as they did in the past, without devices. As a result, it is more
important than ever that managers think about the potential consequences of their actions
in the context of the here and now. This case illustrates the make or break of the power of
Management, which calls for cultural traditions not to be abandoned but rather to be
practiced in a way that makes the culture’s historical foundations compatible with today’s
society. Today, in the workplace, as in other spheres of life, people place a premium on
helping one another and working together. Money may influence the direction and be the
entity in power, yet its attraction may vary throughout a company’s hierarchy and lead to
failure. Extrapolating from historical and present management styles across the world, it is
evident that past techniques and current needs must be integrated to achieve business
progress. History and culture in different regions of the world have contributed to
distinctive conceptions of power and dominance at a time when diversity is promoted in all
social sectors. From a merit-based system in the West to a seniority-based framework in the
East, countries’ management styles differ and share similarities. As current times emphasize
inclusivity, it is essential to accept the consequences of past norms (Cummings & Bridgman,
2011) and recognize the effect of particular cultural qualities on corporate growth. The
underrepresentation of women in the East’s labor force is emblematic of a cultural norm

4. that hinders good Management and overall performance. Such situations need governments
and organizations to rethink and adjust their management style (Lin, Chen, & Su, 2017) to
meet modern society’s needs. Preserving and adapting cultural norms is crucial in this
context to develop a management approach optimal for specific environments (Brightman,
2004). Mark Cohen of Columbia University calls Toys R Us “guilty of chronic
mismanagement,” making the company a prime example of failing to adapt to the current
culture. Their liquidation stems from misrepresenting the existing market by presuming
that a child’s play is devoid of devices. This underscores the need for managers to make
judgments based on current situations and the negative impact their approach can have.
Management’s “make or break” ability is demonstrated by the preceding situation, which
highlights the importance of maintaining cultural traditions while also adapting to the
needs of the modern world. Modern workplaces emphasize mutual empowerment and
teamwork. As supervisors extend their control to personnel, it encourages people to take
the initiative and responsibility (Bhuiyan, 1970). This allows for a team effort in which
employees see their jobs as contributing to their achievement. The management style
encourages employees to actively participate in solving problems and other cognitively
stimulating tasks rather than just carrying out orders from higher-ups in the organization’s
hierarchy. According to Deloitte’s 2016 Global Human Capital Trends report, “culture is a
potential competitive advantage” when employees are encouraged to contribute to the firm.
This exemplifies the value of working together toward a common goal and demonstrates
the connection between corporate expansion and development in this way. In the same vein
as Frederick Herzberg’s theory of motivation, which examines the impact of employees’
sense of worth on their actions, this view of motivation focuses on the importance of
autonomy (Pringle & Starr, 1999), creating a work environment where everyone feels
appreciated a priority can be a powerful motivator for expansion. Therefore, there has been
a shift from the traditional view of managers as exerting authoritative behavior to the more
recent concept of “shared” power, in which employees at lower levels of the organization
may not have a direct say in managerial decisions but are nonetheless actively encouraged
to do so and given a forum in which to do so. The result is that everyone, not just the “head”
manager, feels accountable for their actions. Today, Management focuses on interpersonal
connections, cooperation, and shared accountability to propel an organization forward.
Through their appeal to fundamental aspects of the human condition, historical and cultural
relations of power and dominance indirectly impact Management. The requirement that
future practices be designed following the shifting requirements of society imposes an
additional requirement on the style of Management, namely that it differs from previous
iterations by being adaptable. Recent research has shown that a management style that
takes on more of a communal view of power is more likely to foster a productive workplace
culture in which all employees are encouraged to take responsibility. Additionally, potential
topics for the future could include the impact that the “relaxed” attitude of modern
Management has had on the expansion of businesses. References Bhuiyan, S. I. (1970).
Strategies for developing media managers for convergence: An analysis of perspectives
from management theory and practice for managers of converged newsrooms: Semantic
scholar. undefined. Retrieved August 11, 2022, from

5. https://www.semanticscholar.org/paper/Strategies-for-developing-mediamanagers-for-
an-of-Bhuiyan/f9ba0088de59e2c035e3aca77915c34a835ed9ba Borgen, C. (2018). Conflict
Management and the Political Economy of Recognition. Complex Battlespaces, 127–160.
https://doi.org/10.1093/oso/9780190915360.003.0005 Cummings, S., & Bridgman, T.
(2011). The relevant past: Why the history of management should be critical for our future.
Academy of Management Learning & Education, 10(1), 77–93.
https://doi.org/10.5465/amle.10.1.zqr77 Brightman, B. K. (2004). Why managers fail, and
how organizations can rewrite the script. Journal of Business Strategy, 25(2), 47–52.
https://doi.org/10.1108/02756660410526416 Epstein, E. M. (2015). The continuing quest
for accountable, ethical, and Humane Corporate capitalism: An enduring challenge for social
issues in management in the New Millennium: Business Ethics Quarterly. Cambridge Core.
Retrieved August 5, 2022, from https://www.cambridge.org/core/journals/business-
ethicsquarterly/article/continuing-quest-for-accountable-ethical-and-humane-
corporatecapitalism-an-enduring-challenge-for-social-issues-in-management-in-the-
newmillennium/3C808F9C2E5B3CED267A7EADB4BABA22 Lin, H., Chen, M., & Su, J.
(2017). How management innovations are successfully implemented? an organizational
routines’ perspective. Journal of Organizational Change Management, 30(4), 456–486.
https://doi.org/10.1108/jocm-07-20160124 Van Fleet, D. D., & Bedeian, A. G. (1977). A
history of the span of Management. The Academy of Management Review, 2(3), 356.
https://doi.org/10.2307/257693