The document outlines the assessment task for a group report on the performance analysis of a selected business organization, due in week 15, with a weighting of 40%. It provides detailed instructions on report structure, required research, submission guidelines, and assessment criteria, including content analysis and individual contributions. Students are expected to work collaboratively, utilizing various sources while adhering to Harvard referencing style, with a word count between 2500 and 3000 words.

1. Assessment Task Information
Assessment title:Group Report
Module Name:
Business Organisations and Management
Module Code:
FC314
Tutor’s Name:
Dr. Robert (Ratthanava Tivaratchai)
Assessment will be set in:
Week 2
Assessment is due in:
Week 15
Assessment weighting:
40%Assessment Task Instructions:
For this assessment you will work in a small group of 3-4
students (groups will be allocated by your teacher), and you
have to write a report that analyses the performance of a
specific business organisation for a group of potential investors
who are seeking to invest in a major company. You should
select a company from the list below:
· Volkswagen
· Procter and Gamble
· HSBC
· H&M
· Walmart
· LVMH Moët Hennessy
· Chevron
· Amazon
First choose the company you are going to research. Your report
should include some background information about the
company, its performance and market position in relation to
relevant internal and external factors in the countries in which it
operates.

2. To successfully complete this task, you should work together as
a team: planning, organising, researching, analysing, writing
and referencing, to produce an effective written report.
Each team member will be responsible for writing a specific
section, or sections, of the report. You must decide, as a team,
which sections individual team members will work on.
Report Structure:
Section 1:Introduction –provide some background information
about the company, the nature of its business; also include a
brief summary of the purpose and content of the report.
Section 2: Operational Overview – this section should provide a
summary of the company’s operations: the industrial sector it
operates in and the products and/or services it offers; size and
scale of the organisation, the methods used to grow the
business; the company’s aims and objectives. You should also
include your team’s evaluation of how successfully you think
the company is achieving or working towards its aims and
objectives.
Section 3: Environmental Analysis – this section should contain
either a SWOT or a PESTLE analysis for the chosen company.
It should also consider how the company has responded to the
internal and external factors identified and make
recommendations for other possible responses.
Section 4: Marketing – using one or two of the company’s main
products or services as examples, this section should identify
and describe the marketing mix used for each, and comment on
how successful the strategies are and how they might be
improved.
Section 5: Financial performance - this section should provide a
brief analysis of the company’s financial performance. You will
need to locate the company accounts for the last two financial

3. years and comment on financial performance using data
contained in the profit and loss accounts and balance sheets.
Section 6: Conclusion –provide a brief overview of thestrengths
and aspects for improvement of your company and make
recommendations to the group of investors about whether or not
you would advise them to invest, with your reasons.
Section 7: Reference list (not included in the word count).
Theory and/or task resources required for the assessment:
· Industrial classifications
· Business size, scale, aims and purpose
· Environmental analysis
· Marketing
· Preparation of financial documents
You must conduct secondary research for this assessed task,
finding relevant sources. You should refer to a minimum of 8
relevant sources for your report. These sources should be a
combination of electronic and printed sources. In addition to the
company’s final accounts, you are expected to use academic
sources from the University Library. You may supplement these
with non-academic sources, e.g. news reports.
Assessment reference style:
You must use in-text citations and include a Harvard style
reference list at the end of your report.
Expected word count:
2500 - 3000 words, following the structure outlined above.
The word count does not include the title and contents pages,
reference list or any appendices.Learning Outcomes Assessed:
The following learning outcomes are assessed in this task:
· Apply knowledge and understanding of external and internal
business contexts in the analysis of the affairs of specific
business organisations in order to produce an appropriate report.
· Demonstrate knowledge and understanding of the external
factors that influence businesses and the skills to assess how

4. they might affect business activity.
Submission Requirements:
The group report should be submitted through Turnitin via the
VLE. Your report must be titled using the following pattern:
‘STUDENT NUMBER - GROUP NAME - TUTOR’S NAME’
Eg.’102648 - M27- Jane Smith’. Please do not write your names
on group report documents. Format your report like this:
· Use Arial or Calibri font, size 12
· Use double-spaces between lines/1.5 and standard document
margins
· Include an appropriate header
· Number all pages in the report
· Include a title page with the following information: Module
Code (e.g. FC314); Module Name (Business Organisations and
Management); Class/Group (e.g. Group A); Assessment Type
(e.g. Group Report); Module Tutor Name; Student ID Numbers
of all students in your group; Date of Submission; Word count
· On the contents page students should annotate the section(s)
they have worked on with their name and student ID number.
Assessed work submitted after the deadline may lose marks or
may not be accepted.Assessment Mark:
The assessment will be marked using four marking criteria.
Three of these criteria are team marks and one is for individual
contribution. The criteria are as follows:
· Individual contribution to task achievement: how well,
individually, you addressed the report task and the extent of
your overall contribution to the achievement of the task (35
marks – individual marks).
· Content and analysis: depth of knowledge and evidence of
understanding about the company, business environment,
marketing strategies and financial documents, and the extent to
which you used detail and analysis in the report. How well you
applied SWOT or PESTLE analysis, and evaluations of
marketing strategies and financial performance (25 marks –
team marks).
· Use of sources and support: how well researched your report is

5. and how well you used sources, examples and data to support
your analysis of the organisation, including how relevant your
sources are (25 marks – team marks).
· Presentation, structure and referencing: How well you have
organised, linked and developed your ideas, how well you have
presented and formatted your report, how accurately you have
used the Harvard referencing system for in-text citations and
reference list (15 marks – team marks).
You will receive a mark for each of these categories, and your
overall mark will be the total of the four. This assignment is
marked out of 100.Assessment Feedback:
Your tutor will mark the assessment via the Turnitin Plugin on
the VLE.
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INSTUCTOR:

6. DATE:
Assignment 4
LEADERSHIP & MANAGEMENT – LEADERSHIP
CONSULTANT Analysis
Due Date: Week 9
Note: All scenarios in this assignment are fictional.
Real Business
It can be difficult for a business to improve how it operates
from inside the organization. Sometimes, an outside perspective
is needed. The large discount retail store you work for wants to
improve its in-store restaurant management team.
Your Role
Companies like Target and Walmart often works with outside
consultants—people who are not employees of the company but
who are hired on a contract basis to help with a specific project.
As a Leadership Consultant, you’ve been hired by a large
discount retail company to help the company improve its
leadership structure and approach to management.
What Is a LEADERSHIP CONSULTANT?
A leadership consultant is a person called in to a company, be it
a large corporation or a small business, to evaluate how it
operates and make recommendations for improvement.
Leadership consultants are typically hired when a business is
struggling and needs to make changes in order to remain
profitable. Such consultants are often highly educated in the
field of business and have experience in managerial roles.
Instructions
Step 1: ORGANIZATIONAL STRUCTURE

7. Take a look at the Organization Chart provided by the company.
· Based on your knowledge of hierarchies, would you say that
this team has tall structure or flat structure?
Underline your selection:
Tall Structure
Flat Structure
Explain your answer.
Step 2: HUMAN RESOURCES
The company would like to improve the culture of its team and
the quality of its work. Its leadership has provided you with a
Process Chart detailing how it currently applies Human
Resources best practices.
· What step of the Human Resources Cycle is missing? Explain
why it is important to include this part of the process.
Note: You should complete Steps 3 & 4 after reading the
material in Week 9.
Step 3: LEADERSHIP STYLE
You have been asked to help improve the leadership style of the
team leader in order to meet the team’s performance goals. The
team leader has given you a description of what is most
comfortable in terms of leading others.
Identify this leader’s style of leadership. Underline your
selection:
Pacesetting
Visionary
Affiliative
Coaching
Coercive

8. Democratic
Explain your reasoning and list two benefits and two drawbacks
to the style of leadership you identified as it relates to the
performance of the team.
Provide advice to the team leader on how to overcome the
drawbacks of this leadership style.
Step 4: REAL-WORLD APPLICATION
Apply the thinking in Steps 1-3 as if you were a Leadership
Consultant hired by the company where you work or for a
previous employer.
· Review the organization chart for your company. Based on
your knowledge of hierarchies, would you say that your
company’s team has a tall structure or flat structure? How does
this affect the way your team works? Explain your answer.
· Consider the work conducted by the Human Resources team at
your company. What steps of the Human Resources Cycle do
they implement well? What steps of the Human Resources Cycle
might be missing from your company or are not implemented as
well as they could be? What is the effect of this on you and
your team? Explain your answer.
· Lastly, reflect on the leadership style of either yourself or
your supervisor. What leadership style do you have, or what
leadership style does your supervisor have? What are the
benefits and drawbacks of this style for your team? What might
you or your supervisor do to improve leadership? Explain your

9. answer.
1 BUS508: CONTEMPORARY BUSINESS
ASSIGNM E NT
Leadership & Management –
Leadership Consultant Analysis
1
DU E DATE
Week 9
S T R AY E R U N I V E RS I T Y | CO PY R I G H T © 2 0
1 6 . A L L R I G H TS R E S E RV E D.
WEEKS 8 & 9
MANAGEMENT & LEADERSHIP
people
ORGANIZATIONAL CHART
In-Store
Sales
Associate
Catering

10. Sales
Associate
Maintenance
Associate
Purchase
Associate
Cashier
Food
Quality
Control
Executive
Chef
Cashier
Head of
Food
Service
Assistant
Manager
Food &
Beverage
Director
Sales
Manager

11. Logistics
Manager
Financial
Director
Kitchen
Manager
Restaurant
Manager
General
Manager
Junior
Accountant
Accountant
Assistant
Chef
Food
Service
Staff
Ingredients
Buyer
Operations
Manager

12. S T R AY E R U N I V E RS I T Y | CO PY R I G H T © 2 0
1 6 . A L L R I G H TS R E S E RV E D. 2
HUMAN RESOURCES:
Hello,
Head of HR here, providing you a bit more insight into our
process. I’ve included a flow
chart on the high level process (see below) but also wanted to
provide a more detailed
explanation.
Our HR cycle begins with our recruiting department. We have
campus recruiters who
attend career fairs and develop relationships from select
universities around the country.
We also do a substantial amount of recruiting through LinkedIn,
targeting professionals
further along in their career with the backgrounds we look for.
We then conduct phone
screens with qualified candidates, followed by rigorous in-
person interviews. We hire
approximately 10% of the candidates we interview in-person.
Once an employee comes on-board, our performance
management system begins.
Employees are required to write out goals and objectives after
their first 30 days on the job.
They have regular ongoing conversations with their direct
managers, as well as with
assigned mentors, regarding their performance. On or near their
anniversary date, we
conduct a formal performance review. In the review, we
evaluate how the employee
performed relative to the goals they mapped out for themselves,

13. and relative to our
expectations. Based on the result of the performance review,
we make compensation
adjustments and promotion decisions. Finally, when an
employee does exit their role, by
transitioning to another role within the company or by
terminating their employment, we
conduct formal exit interviews.
Hope this helps. Look forward to your feedback on how we can
improve.
R E C RU I T H I R E M A N AG E
E X I T E VA L UAT EC O M P E N SAT I O N
A D J U ST M E N T
S T R AY E R U N I V E RS I T Y | CO PY R I G H T © 2 0
1 6 . A L L R I G H TS R E S E RV E D. 3
LEADERSHIP STYLE:
Hi,
I’m writing this email in response to your request for an
overview of my leadership style.
First, I think it’s important to tell you how I got to my role as
the General Manager. I started
at the bottom and I’ve worked my way up through the ranks by
being the top performer in
every role I’ve had. I’ve worked hard to get to where I am
today, nothing has been given to
me, and I believe everyone reporting to me should have a

14. similar mindset and work ethic.
I’m looking for people who can keep up with my level of
performance; that’s what we need
to achieve our organizational goals. I demand a lot from
people. Some might say I’m
difficult to please, but I believe in continually pushing people
to achieve results they
previously didn’t think possible. To do that, my employees
must move fast and execute on
the directives I give them. If they can’t, then I need to find
others who can keep up. That
may sound harsh, but I view maintaining a strong performance-
based culture as my
responsibility as a leader.
Please feel free to contact me with any questions.