San Francisco State UniversityFall 2014IR 104 (04) Introduc.docx

San Francisco State University
Fall 2014
IR 104 (04): Introduction to World Affairs
Days/Time M: 610-855 Room: HSS 317
Instructor: Jonathon Whooley
Email: [email protected]
Phone: 707-217-0706 (will not answer after 6PM- DO NOT
CALL LATE in the evening)
Skype: whooleyj28
Office Hours: MW 4-6 (HSS 387- For now, Skype, Text, or
email is the best method of contact.)
Course description
This is an introductory course for students looking to establish a
competence in international politics and international theory.
This course examines in detail a wide range of issues,
including: the bedeviling role of insurgencies, interstate and
civil wars, terrorism, international efforts to contain violent
conflict, military interventions, human rights, the problem of
economic development, the functioning and effectiveness of
international institutions, and the global environment. While
theory will be touched on at some points, this course uses
International Relations theory as a jumping off point to
approach real-world problems and puzzles Those wishing to
immerse themselves more deeply in the International Relations
theory and academic development are encouraged to build on
the understanding gained in this course by taking one of the
theory seminars offered by the department.
Course Aims and Objectives
This course aims: … to introduce students to the study of
International Politics, with an emphasis on historicizing current

issues, ideas, and institutions in international affairs; … to
encourage students to ask critical questions about the way in
which issues and identities are represented by political elites,
scholars, and the media; … to help students establish links
between the ways we think (theory) about international affairs
and their day--‐to--‐ day lives (practice) in a thoroughly, but
unequally, globalized world; … to guide students in developing
their own analyses of world politics --‐ to articulate their ideas
in a coherent manner, supported by empirical evidence and
consistent argument.
On completion of this class, students should be able:
…to demonstrate general knowledge of world politics and the
connections between “the
World out there” and their own lives; … to identify key
concepts and institutions of international affairs and how they
have developed historically; … to describe and debate, in
depth, the features of particular case studies examined in the
class; … to gather, and critically evaluate, material from media,
government and other sources of information; … to organize
and synthesize large amounts of often contradictory and uneven
source material; … to state and justify their opinions and
analyses of world politics.
Grading
Your course evaluation will be based upon: map quizzes, mid-
term exam, class participation, a portfolio, and a final exam.
Here is the breakdown:
Map Quizzes (20%) 100 Points
Mid-term exam (20%) 100 points
Final Exam (20%) 100
points
Class participation (20%) 100 points
Portfolio (20%) 100 points
Total: 500 Points

The grading scale will be as follows:
A= 475 or above B-=415-424 D+=335-364
A-=465-474 C+=385-414 D=325-334
B+=435-464 C=375-384 D-=315-324
B=425-434 C-=365-374 F=314-and below
Reading materials:
Jenny Edkins, Maja Zehfuss, (2014), Global Politics: A New
Introduction, 2nd edition, Routledge. (Referred to as GP in
Assigned Readings).
Purchase of the text is required.
All additional reading materials will either be linked to through
ILearn or will be on online reserve through the library. It is
often cheaper to rent the book using either the campus
bookstore or an Amazon Kindle EReader for PC, MAC, or
Android OS.
In addition, keeping up with developments in international
politics is a constant process, so access to the New York Times,
the Washington Post, The Guardian, Al Jazeera, or the Wall
Street Journal, etc. is an absolute must. We will discuss access
to media and finding good sourcing on the internet and in print
during the second week, if you have any questions please feel
free to ask!
Course Rules
The following rules govern the requirements for this course:
Make-up exams are given only under extraordinary
circumstances. The nature & timing of exam will be determined
by the instructor. Students are strongly urged to avoid make-up
tests by taking regular exams.

Failure to take any one of the exams results in a failing grade
for the course.
Instructor reserves the right to use his discretion in instances of
extreme emergency or serious illness. Appropriate
documentation must be provided by students in either event.
Additional notes:
Academic dishonesty will be penalized by taking appropriate
action including, but not limited to, adjusting the final grade for
the course. If you have any questions regarding this situation,
please feel free to talk them over with the instructor. Also
students with disabilities who need reasonable accommodations
are encouraged to contact the instructor early in the semester.
The Disability Programs and Resource Center (DPRC) is
available to facilitate the reasonable accommodations process.
The DPRC, located in SSB 110, can be reached by telephone at
338-2472 (voice/TTY) or by email at [email protected].
Reading and assignment schedule
All readings MUST be done prior to the first meeting of the
week (excepting, of course, the first week of class).
Week 1-Welcome and Introductions (August 25).
GP, Introduction, Chap 1.
September 1 (No Class)
Week 2-Situating ourselves within Global Politics and IR,
Finding Sources. (September 8)
GP, Chap 8 (Lisle) and 9 (Franklin).
Week 3- What is Identity? How does it affect politics? Why are
there countries? (September 15)
GP, Chap 5 (Wibben), 12 (Barabantseva), and 13 (Shapiro)
EUROPE MAP QUIZ, Second SESSION!

Week 4- Terrorism and the Ticking time bomb (September 22)
GP, Chap 2 (Pin-Fat) and 7 (Edkins)
Week 5- US Intervention and state-sponsored violence
(September 29).
GP, Chap 23 (Amoore and de Goede) and 24 (Dillon)
PRESENTATON PROPOSAL DUE
Week 6- The Role of religion in Global Politics and Midterm
Review (October 6).
GP, Chap 6 (Mandaville)
“The Clash of Civilizations” (Huntington) (Provided on ILearn)
“The Clash of Ignorance” (Said)
Recommended “Forget 9/11” (2010) Zehfuss
Week 7- Midterm (October 13)
NORTH AFRICA/MIDDLE EAST MAP QUIZ INCLUDED IN
MIDTERM!
Week 8- Environmental Issues (October 20)
GP, Chap 3 (Dalby) 4 (Death)
“The Great Pacific Garbage Patch: Pacific Trash Vortex”,
National Geographic: Education.
“The Tragedy of the Commons” (1968) Hardin (provided on
ILearn).
Week 9- Human Rights (October 27)
GP, Chap 25 (Orford) and 27 (Shani)
Ghosts of Rwanda Greg Barker, (PBS, 2004)
AFRICA MAP QUIZ- SECOND MEETING
Week 10- International Institutions and the UN (November 3).
GP Chap 26 (Bleiker)

“The UN Security Council, Indifference, and Genocide in
Rwanda”, (2008) Barnett (provided on ILearn).
Oooh dear, Halloween on a Friday(!), be safe out there, kids.
Week 11- Colonialism, Imperialism, and Post-Colonialism
(November 10).
GP Chap 10 (Doty), 11 (Elden), 16 (Krishna), and 21
(Inayatullah)
SOUTH AMERICA MAP QUIZ- SECOND MEETING
Week 12- Ending Poverty and Recognizing Slavery (November
17)
GP Chap 15 (Manzo) and 20 (Pasha)
CENTRAL AMERICA MAP QUIZ- SECOND MEETING
Thanksgiving recess 24-28
Week 13- The Global Economy and IPE, (December 1).
GP, Chap 19 (Cammack) and 17 (Petersen).
SOUTH AND EAST ASIA MAP QUIZ- SECOND MEETING
Week 14- Conclusions and Final Exam Review (December 8)
Week 15- Final Exam (610-855p 12/15).
ASIA MAP QUIZ INCLUDED IN FINAL
Second Term Paper and Portfolio due End of Finals Week
(Friday, 12/19/2014)
Details and Supplemental Information for Course Assignments
Portfolio Assignment- Details
Portfolio Assignment and Description (All 5 Stories Due- Finals
Week- via email):

Description: the portfolio is the closest we get to homework in
this course. You will analyze a single story either periodically
or pictorially from three different article sources. You will read
the articles/pictures and attach the links or the photographs
representing the story you have chosen. In one sentence you
will describe the basic structure of the story and in the
following sentences you will describe the similarities or
inconsistencies in reporting from various periodicals. The
differences you are looking for can come from the way actors or
states in the story are described, from the vantage point of the
story (capitalist, realist, liberal, Marxist, conservative, state-
based, individual-based etc. ), or from the editorial byline of the
periodical (i.e. does the bias of the periodical stand out in their
reporting, when compared to other stories?)
Objective: To critically analyze a single story from multiple
periodical vantage points (at least three).
Number of Stories: 5
Format: Below I have included a sample of the photojournal, the
article-based option can have the same format. A third option is
also available. If the written assignment is not in your
wheelhouse, another option is to take the 5 stories (either
pictorially or periodically at least three articles or pictures per
story), you have completed throughout the semester and post a
short PowerPoint-assisted, video podcast. A completed podcast
should do effectively what you written assignment would
otherwise do throughout the semester: briefly introduce each
story and note the differences and similarities in the reporting
of each story. Representing this visually can be a challenging
and engaging way to complete the assignment.
Past students have posted videos to Youtube and simply turned
in the link as their portfolio, others have used programs on the
MAC and PC to generate their videos. I have used PowerPoint
video linked through a program called Camtasia, so, this is the
one I am most familiar with but I would be willing to try to
learn whatever you need to complete the assignment. Let me
know how I can help you to get this done. The format for your

citations for the article can be found here
(http://libguides.tulane.edu/content.php?pid=6016&sid=273230
5), the photographs only require the link. The preferred
structure for citations is Harvard Referencing Style the
description of which can be found in the link above.
Where to look for sources:
http://www.foreignpolicy.com/ Foreign Policy is a news
magazine that is published by the Council on Foreign Relations
(CFR). Those that are skeptical of the CFR, its motives, and
history have every reason to be dubious about the validity of
this magazine as a source, however, I think it is a useful starting
point in asking important questions about news and foreign
affairs. The magazine also will send tailored emails every
morning about issues important to our area of study. Peruse the
website, find the Middle East Brief, or the FP daily briefing and
see if it fits your notion of how news should be gathered, it is
an important resource, if only as a starting point.
Several Periodicals (be skeptical of editiorial byline, but feel
free to use)
The Washington Post http://www.washingtonpost.com/
The New York Times http://www.nytimes.com/
Politico (American News site, it can be valuable for Foreign
Policy purposes). http://www.politico.com/ (While I would by
no means require you to link your email to these, much like FB
or Twitter, Politico has several early morning emails that can
serve as the basis for further media exploration, specifically
The Huddle, Playbook, and the E-Ring (Defense Department-
focused).
Europe-
Der Spigel (Germany) - http://www.spiegel.de/international/
BBC (The UK)- http://www.bbc.com/
Le Monde- http://mondediplo.com/
Latin America
Argentina- http://www.buenosairesherald.com/
Boliva- http://boliviatimes.com/
(Two very, very different perspectives on LA politics)

Middle East-
Al Jazeera (English or if possible
Arabic) http://america.aljazeera.com/
Haaretz (Israeli- Left) http://www.haaretz.com/
Arutz Sheva (Israeli- Right-
Center) http://www.israelnationalnews.com/
The Jerusalem Post (Israeli- Right) http://www.jpost.com/
The Times of Israel (Israeli-
Center) http://www.timesofisrael.com/
The Lebanese Daily Star (A good daily with a searchable
archive) http://www.dailystar.com.lb/
Al Ahram (Egypt) http://english.ahram.org.eg/Index.aspx
Al Aribiya http://english.alarabiya.net/
For Africa I have contacted some of Afr-icanist colleagues (a
subset of comparative politics) and they have responded that
while there are papers in Africa they are mostly local in focus,
so if some of you have specific interests in a given county, A)
let me know about it, and B) ask for sources.
I am still looking for well rounded Asia sources and would
invite discussion on the issue. Yes, the subcontinent of Asia, I
don't have reliable sources for India, or China, although I do
have a couple for S. Korea (http://www.koreaherald.com/
; http://english.chosun.com/) I'd be interested to hear any
suggestions from the class.
Another way to cut these sources is to 'like' them on FB or
follow them on Twitter, while I would not require the use of
your personal accounts for research or class purposes some of
you may find this to be an easier way to stay current.
Sample Photojournal:
Jonathon Whooley, Photojournal (Class ID IR 104), Story #1
Caption: In this citizen journalism image provided by Aleppo
Media Center (AMC), an anti-Assad activist group, which has
been authenticated based on its contents and other AP reporting,
a Syrian boy weeps over the coffin of his mother who was killed
following a Syrian government airstrike in Aleppo, Jan. 31,

2014.
http://america.aljazeera.com/topics/topic/categories/internationa
l.html
Caption (First Line): Syrian government helicopters and
warplanes unleashed a wave of airstrikes on more than a dozen
opposition-held neighborhoods in the northern city of Aleppo on
Sunday, firing missiles and dropping crude barrel bombs in a
ferocious attack that killed at least 36 people, including 17
children, activists said.
http://www.washingtonpost.com/world/middle_east/al-qaida-
fighters-in-syria-kill-rival-rebel-leader/2014/02/02/fec7d53e-
8be1-11e3-a760-a86415d0944d_story.html
Caption (1st Line): Syrian government forces have launched an
offensive in recent weeks on rebel-held areas of Aleppo
http://www.bbc.co.uk/news/world-middle-east-26008512
Story: On February 2, the Assad regime through its armed
forces dropped munitions, described as “cylinders packed with
explosives and shrapnel” on the citizens of the Syrian city of
Aleppo (Al Jazeera, February 2, 2014) Through a series of
pictures, shown above, we observe the fact that the Syrian
government used barrel bombs on a civilian population to
achieve military goals in the city of Aleppo. Notice in the Al
Jazeera coverage we see a very personal portrayal of an
individual child, young person, mourning the loss of their
family member. The caption tells us a far more personal story.
The Washington Post shows us scenes of civilians digging out
after the attack and we note that the story the caption tells is of
domestic warfare, not , as the Al Jazeera photo shows, an anti-
Assad activist group. Al Jazeera seems to note or describe a
political scene as well as the personal tragedy of the story.
Finally, the BBC shows us a scene of a population caught in the
midst of fighting with a family fleeing the rubble and wreckage
of a recent assault. Note specifically the use of military terms

like ‘forces’ and ‘offensive’, which draws the reader into longer
running conflict rather than an individual incident.
THE ARTICLE VERSION OF THE PORTFOLIO WILL
EFFECTIVELY BE THE SAME FORMAT BUT INSTEAD OF
PICTURES YOUR WILL INCLUDE THE HARVARD STYLE
CITATIONS FOR EACH ARTICLE. THE SAME ANALYSIS IS
CONDUCTED IN BOTHER.
1
Course information
BUSS1054 201403
Management Principles
Course Coordinator: Dr Janine Pierce
Course Information: BUSS1054 i Semester 3 2014
CONTENTS
Introduction 1
SAIBT contact details 1

Course overview 2
Course statement 2
Learning objectives 2
Prerequisite(s)/Assumed knowledge 2
Teaching and Learning Arrangements
2
Attendance requirements 2
Other special requirements 3
Learning resources 3
Course homepage 4
Evaluation of the course 4
Assessment 5
Assessment summary 5
Extensions 111
Performance in assessment
11
Submission and return of assignments
11
Late penalties
12
Students with disabilities
12
Variations to assessment tasks 12
Important information about all assessment 12
Examination arrangements 122
Academic integrity
13
Course calendar – Semester 3, 2014 14

1
Introduction
Welcome
Welcome to the Course Management Principles. This Course
will provide you with an overview
of management, work, and how it is organised in the world of
today, This course will enable you
to consider and explain the ways in which work is organised and
managed, within the context of
forces that impact such as developing technologies, globalising
of markets, services and
manufacturing, the global financial crisis, threat of Bird Flu and
unpredictable natural disasters.
This course information booklet provides the course outline,
assessments, policies,
assessment feedback sheets and course dates. Delivery will be
through lectures and tutorials.
Course Coordinator : Dr Janine Pierce email:[email protected]
Lecturers:Bob Arnott email:[email protected]
Dr Brian Crossman email:[email protected]
Location: All lecturers :room location:B 5-01

SAIBT contact details
South Australian Institute of Business and Technology
Brookman Building
University of South Australia
City East Campus
North Terrace
Adelaide 5000
Telephone: (08) 8302 1555
Fax: (08) 8302 1557
Email: [email protected]
mailto:[email protected]
2
Course overview
Course statement
This course is designed to provide students with a basic
understanding of the nature of

management, work and its organisation.
Course content
The nature and meaning of management, work and work
organisation; influence of changing
technology on management processes and practices; the
motivation of people to achieve
organisational objectives; social relations in the work place;
organisational culture and control;
conflict, its regulation and management; cross-cultural
dimensions; global trends.
Learning objectives
critically examine the roles of managers and the organisation of
work.
identify the processes of management.
identify and assess the influence of change and technology on
managers, management, work and its
organisation.
demonstrate an understanding of the ethical dimensions of
management.
assess the implications and significance of human and cultural
diversity in the exercise of management,
work and its organisation.

demonstrate an understanding of indigenous cultural issues in
the organisation of work and its
management.
Prerequisite(s)/Assumed knowledge
Nil
This course is taught through internal mode.
Internal delivery is through lectures and tutorials and includes a
Course Information Book.
Online resources include:powerpoint slides, study guide topics,
textbook, e readings. You must
purchase the textbook.
Attendance requirements
There is a weekly 4 hr class combined lecture and tutorial –
both components are required to be
attended
Students must attend and participate in all course sessions
(course sessions include
lectures, tutorials or workshops) throughout the semester. We
understand that
sometimes situations can make attendance at course sessions
difficult, so students are

3
permitted to miss up to two course sessions without
explanation. Absences may be
approved if a current medical certificate, counsellor's certificate
or other acceptable
explanation is provided.
However, students who miss more than two sessions without
reasonable explanation
may be requested to see an Academic Counsellor to explain
their absences and discuss
potential academic progress issues. The meeting will also
discuss other appropriate
support options available to them.
Other special requirements
Students are required to achieve a mark of 50% or more when
all pieces of assessment are
viewed together to pass the course. Students are also required to
obtain 35% in the exam
to achieve an overall pass in this course.

2. Students must attend and participate in all course sessions (a
course session is either a
lecture or tutorial) throughout the semester.
We understand that sometimes situations arise that make
attendance at lectures difficult, so
we will permit students to miss up to two course sessions
without explanation.
Students may not miss any more than two course sessions
without supplying a current
medical certificate, counsellor's certificate or other acceptable
explanation.
Students who do miss more than two sessions without
reasonable explanation may fail the
course and be precluded from further attendance at classes and
submission of future
assessment items.
Learning resources
Text(s)
You will need continual access to the following text(s) in order
to complete this course. The
library will only hold one copy of the nominated text books and
therefore you will need to
acquire the book(s).
Robbins, S,. DeCenzo, D., Coulter, M, & Woods, M 2012

Management: The Essentials,
Pearson. Sydney.
ISBN: 9780136109822
Other resources
Below is a list of other books which students may use to
compliment the recommended text.
It is also recommended that, if possible, students read:
Summers, J & Smith, B 2006, Communication Skills Handbook,
Wiley.
The book provides good guidance on how to prepare for
assignments and exams, essay
writing, case study analysis, referencing, plagiarism and more.
It is particularly
recommended for first year students who will need some
guidance in these areas. Please
note: this is not a required text book, but students are
encouraged to at least read it. Both
4
books are available at UniBooks at the City West Campus of
UniSA.Materials to be

accessed online
Below is a list of other books which students may use to
compliment the
recommended text.Major references: books, journals and
periodicals (print and
electronic)
Bartol, K, Martin, D, Tein, M & Matthews, G 2005,
Management: A Pacific Rim Focus, 4th edn,
McGraw Hill, Australia.
Buchanan, D & Huczynski, A 2004, Organizational Behaviour :
An Introductory Text, Prentice Hall,
Harlow.
Davidson, P & Griffin, RW 2006, Management, 3rd
Australasian Edition, Wiley, Australia.
Drucker, PF 1995, Managing in a time of great change,:
Truman Talley, New York.
Jones, GR & George, JM 2006, Contemporary Management.
McGraw Hill, Australia.
Krietner, R 2001, Management, 8th edn, Houghton Mifflin, New
York.
Kreitner, R & Kinicki, A 2001, Organisational Behaviour, 5th
edn, Irwin, Chicago, Illinois.
Linstead, S, Fulop, L & Lilley, S 2004, Management and
Organisation, Palgrave Macmillan, Houndmill.

McFarlin, DB & Sweeney, PD 2003, International Management:
Strategic Opportunities and Cultural
Challenges, 2nd edn, Houghton Mifflin, New York.
Mullins, LJ 2005, Management and Organisational Behaviour,
Pearson Education, UK.
Robbins SP & Barnwell, N 2002, Organisation Theory: concepts
and cases, 3rd edn, Prentice Hall,
Sydney, Australia.
Robbins, SP, Millett, B & Waters-Marsh, T 2004,
Organisational Behaviour, Wiley, Australia.
Robbins, SP, Millet, B, Cacioppe, R & Waters-Marsh, T 2001,
Organisational Behaviour: leading and
managing in Australia and New Zealand, Prentice Hall, Sydney,
Australia.
Schermerhorn, J 2002, Management. 7th edn, John Wiley,
Sydney, Australia.
Thompson, P& McHugh, D 2002, Work Organisations,
Palgrave, Basingstoke.
Watson, TJ 2002, Organising and Managing Work, Pearson,
Harlow.
Course homepage
SAIBT Portal > Moodle > Available Subjects > Course
Login via http://learning.saibt.sa.edu.au/user/login

Evaluation of the course
SAIBT is committed to quality assurance and part of that
process is the collection of student
feedback on the courses that are delivered. Students will be
invited to complete a course
evaluation during the last two weeks of semester. You are also
welcome to contact the course
coordinator at any time throughout the semester should you
have any concerns or wish to make
suggestions for improvement to the course.
http://learning.saibt.sa.edu.au/user/login
5
Assessment
To pass a course you must satisfactorily complete the
assessment requirements prescribed for
the course. SAIBT has defined policies and procedures on
assessment. If you require more
information or detail then please refer to SAIBT academic

policies which can be downloaded
from the SAIBT website or accessed from SAIBT Reception.
As
Form of Assessment Weighting Due date
Assignment 1
Essay
15%
Due Saturday 8
th
November by
11pm to be
lodged through
Turnitin
Assignment 2 Case study
35%
Due Saturday
20

th
December
by 11pm to be
lodged through
Turnitin
Tutorial preparation and
participation
15% A series of three
tests
commencing in
week 3 (see
Course outline at
end of booklet)
Final Examination
35%
To be
announced
Assessment details

All assignments must use the Assignment cover sheet (available
from the SAIBT Student
Portal)—whether submitted electronically or in hard copy.
To pass the course you must satisfactorily complete its
assessment requirements. Achievement
of a pass in the course will be secured by obtaining 50 marks,
regardless of the assessment
tasks in which they are obtained. There is a requirement to
obtain 35% in the exam to achieve
an overall pass in this course. All assessment tasks are
individual tasks.
Details of assessment submission and return are listed under
each assessment task.
6
Assignment 1
Assignment 1 – Critical comparative review of contemporary
information (1,000 words) Due
Saturday 8
th
November by 11pm to Turnitin.
15% weighting

Discuss the following statement in 1,000 words-
Management at all levels need to carry out a range of functions,
they also need a
variety of skills’.
Discuss this statement, using specific examples from
organisations to support
your argument.
Format
The argument will be presented in essay format and will have
introduction, discussion
and conclusion sections. The objective of the exercise is to
enable you to develop and
present an argument which is convincing and well supported
and is within word
constraints. Please ensure that it is thoroughly and correctly
referenced using the
Harvard referencing system. You must use a minimum of 4
different academic
references (academic book or journal) in your essay. Web
references on companies
you provide examples of are not counted as part of these 4

references. Less than four
references of good quality will result in a Fail result.
Marksheet is on course page under Assignment 1 heading
Please conform to the following:
cing
copy
referencing style is on
course site)
-notes
Assessment criteria
Assessment of your assignments will take into account:

for arguments
7
bibliographic convention
punctuation
hensive coverage reflecting engagement with set
readings, text(s) and other
relevant materials.
textbooks posted onto the
course site to assist you
-marking and re-submission are not permitted.
Assignment 2— Evaluation and analysis case study (2,000
words) Due
Saturday 20
th
December by 11pm to Turnitin, worth 35% of final mark

Present detailed answers, using 6 academic references to
support them, to the questions posed
at the end of this case study: Toyota’s tough boss in
approximately 2,000 words in total:
Read the following case study and answer all the questions.
CASE: TOYOTA’S TOUGH BOSS
Hiroshi Okuda is not afraid to speak his mind or impose radical
change in an
organization. And because of these traits he is memorable at
Toyota Motor
Corporation where he is the chairman of the board. Prior to
becoming chairman,
Okuda served as Toyota’s president – the first non-family
member in over 30 years to
head the company. He also is unusual among other Japanese
executives because, in
Japan, executives are supposed to be unseen. Okuda justifies his
outspoken and
aggressive style as being necessary to change a company that
had become lethargic
(i.e. tired) and overly bureaucratic.
Okuda moved ahead at Toyota by taking jobs that other
employees did not want. For
example, in the early 1980s the company was trying to build a
manufacturing facility in
Taiwan, but the Taiwanese government’s demands for high local
content, technology
transfer and guaranteed exports convinced many at Toyota that
the project should be
scrapped. Okuda thought differently. He successfully lobbied

for the facility in the
company, and it is now very profitable for Toyota. As Okuda
noted, ‘Everyone wanted
to give up. But I restarted the project and led it to success.’ His
drive and ability to
overcome obstacles were central to his rise in the company’s
hierarchy.
When Okuda ascended to the presidency of Toyota in early 1995
the company
was losing market share in Japan to both Mitsubishi and Honda.
Okuda
attributed this problem to several factors. Toyota had been
losing touch with
Japanese customers for years. For example, when engineers
redesigned the
Corolla in 1991 they made it too big and too expensive for
Japanese tastes.
Then four years later, in an attempt to lower costs significantly,
they stripped
out so many features in the car that the Corolla looked too
cheap. Competitors,
on the other hand, had also done a much better job of
identifying the boom in
recreational vehicles – especially the sport-utility market.
Toyota’s burdensome
bureaucracy also bothered Okuda. A decision that took only five
minutes to
8
filter through at Suzuki Motor Corporation would take upwards

of three weeks
at Toyota.
In his first 18 months on the job Okuda implemented some
drastic changes. In a
country where lifetime employment is consistent with the
culture, he replaced
nearly one-third of Toyota’s highest-ranking executives. He
revamped Toyota’s
long-standing promotion system based on seniority, adding
performance as a
factor. Some outstanding performers moved up several
managerial levels in
one go – something unheard of in the history of the company.
Okuda also worked with the company’s vehicle designers to
increase the speed
at which the vehicle went from concept to market. What once
took 27 months
was shortened to 18 months. And now the company is making a
custom car
within five days of receiving an order.
Finally, Okuda is using the visibility of his job to address larger
social issues
facing all Japanese businesses. For instance, he accused Japan’s
Finance
Ministry of trying to destroy the car industry by driving up the
yen’s value. And
he has been an audible voice in the country, condemning the lax
lending
practices that forced Japanese banks to write off billions of
dollars in bad loans

and led, in part, to that country’s economic crisis in the late
1990s and early
2000.
Unfortunately, some of Okuda’s actions may have backfired. It
has been
suggested that the reason he was removed as president of the
company in June
1999 was that he had overstepped the boundary at times with his
blunt
demands for change; and his refusal to bail out other members
of the Toyota
keiretsu may have offended the founding Toyota family.
However, even though
he was no longer president, his strategic leadership helped him
to be appointed
to the chairman’s job.SOURCE: Robbins, Bergmann, Stagg and
Coulter 2006, p600, Pearson
Questions:
Answer all four (4) of the following questions.
1. Explain the different leadership styles (not theories) defined
in the academic
literature and discuss what style of leadership is the most
appropriate in different
environmental situations and with different categorisations of
employees.
2. Based on your answer to Question 1 (above) how would you
describe Hiroshi
Okuda’s leadership style/s? Cite specific examples in the case

study that support
your choice.
3. Explain the terms ‘transactional’ and ‘transformational’
leadership. What form did
Hiroshi Okuda exhibit? Cite specific examples in the case study
that support your
choice.
4. When a company is in crisis, do you believe that a radical
change in leadership is
required to turn the company around? Why? Why not?
9
Your answers to the Case Study should be presented as four (4)
distinct answers that are
presented with a covering introduction to the whole case study
(no more than 150 words). You
should divide your assignment into a brief introduction,
discussion (of each of the four
questions-up to 450 words-no more-on each question) and brief
conclusion section to the case
study (no more than 100 words). Reference list is not included
in word count.
The objective of the exercise is to enable you to develop and

present an argument which is
convincing and well supported and is within word constraints.
The answers should be written in paragraph form using
appropriate headings and sub-headings
based on your reading of the case study and additional research.
Please ensure that it is
thoroughly and correctly referenced using the Harvard
referencing system. It is expected that
students would use a minimum of 6 different reference sources
in the body of this
assignment. Of the 6 reference sources, at least one should be
an article from a scholarly
journal. Where less than 6 references are used within the body
of the assignment it would be
difficult to achieve a grade higher than P2. Assignments that
are not correctly referenced will
incur heavy penalties. See course site for Harvard referencing
guide. Please note that there will
be some useful references on the course site to assist you
Please conform to the following:
ew Roman font only

-notes
‘References’ section).
Occasionally assignments go missing during submission and
return. It is expected that students
will submit to Turnitin as well as a hard copy to your tutor or to
assignment box.
Assessment of your assignments will take into account:
nswer to the question or task set
bibliographic convention
all presentation, including correct grammar, spelling and
punctuation

readings, text(s) and other
relevant materials
to assignment
Re-marking and re-submission are not permitted.
10
Exam/Test
35% weighting
The exam will test your understanding of the information
presented and discussed in the
lectures, and the required reading for each of the topics
covered. Students are required to
obtain 35% in the exam to achieve an overall pass in this
course.
The duration of the exam will be 2 hours 20 minutes plus 10
minutes reading time.
Past exam papers will be posted on the Course portal.
The exam comprises:

Part A: 1 essay to answer worth 50% of exam mark (choice of 7
questions). It is expected 2-3
pages answer to this.
Part B: 4 short answers to address out of a choice of 10
questions. Each answer is worth equal
marks. Part B comprises 50% of overall exam marks. It is
expected around 3/4 of a page on
each question
As stated earlier in this Course Information Book students are
not required to pass any one
piece of assessment to pass the course overall, however you
need to achieve a mark of 35% in
the exam to pass the course overall (regardless of marks in other
pieces of assessment).
The exam will be closed book. Students will only be permitted
to bring in an English language or
a bilingual print dictionary.
The duration of the exam will be 2 hours and twenty minutes
Tests: are held in three particular weeks of the course, which
will be advised on the portal and
dates are also are listed in the back of this course booklet. The
tests cannot be completed at
any other time.

Test 1: this will comprise an individual test of 20 multiple
choice questions. The test is open
book using your textbook and lecture notes form week 1. The
test is worth 5 marks in total of
your final course result marked out of 100.
Test 2: this will be done in a small group and requires the group
to answer as a group questions
1 and question 2 from the case study for assignment 2. This is a
useful exercise to start to
brainstorm ideas you can then take away and use individually
(but in your own words) when
you write assignment 2. You are allowed to use lecture notes
and handouts from readings and
your textbook, but not any writing you have done prior to the
test. The test is worth 5 marks in
total of your final Course result marked out of 100.
Test 3: this will be done in a small group and requires the group
to answer as a group questions
3 and question 4 from the case study for assignment 2. This is a
useful exercise to start to
brainstorm ideas you can then take away and use individually
(but in your own words) when you
write assignment 2. You are allowed to use lecture notes and

handouts from readings and your
textbook, but not any writing you have done prior to the test.
The test is worth 5 marks in total of
your final course result marked out of 100.
Past exam papers may be obtained from the course portal.
11
Performance in assessment
Your performance in a course’s assessment will be given a
grading notation. Graded or
Non-graded modes of assessment may be used. The following
table depicts the various
grade notations and the notational percentage they reflect.
Grade Notation Notational % Grade Point
High distinction HD 85–100 7
Distinction D 75–84 6
Credit C 65–74 5
Pass level 1 P1 55–64 4.5
Pass level 2 P2 50–54 4

Fail level 1 F1 40–49 1.5
Fail level 2 F2 below 40 1
Withdraw – No Fail W — —
Withdraw – Fail WF — 1.5
Submission and return of assignments
All assignments must be submitted in the following two ways:
Submit assignments using the moodle online submission
instrument that enables you to
submit your assignments directly to your Course Coordinator or
Tutor. Instructions on how
to upload your assignments can be found on the Student Portal
under Resources –
Student FAQ – Online Submission of Assessment.
Please note that before you upload your assignments you should
save them with the
following file name structure Your SAIBT ID – Assignment
name or number. For
example STANMA1003 Communication Assignment 1.
Please ensure you keep an electronic copy or hard copy, or both,
of all assignments.

Extensions
Students may request an extension on submission dates for
assessments based on medical,
compassionate or religious observance grounds, or community
services. Extensions must be
sought at least three days prior to the submission date, and
negotiated with your individual
lecturer.
Requests closer to the submission date need to be negotiated
with the Course Coordinator, and
will require at minimum, a medical certificate or other
documentation regarding your reasons for
seeking an extension.
Late penalties
Late assignments, without a previously negotiated extension,
will incur a penalty of 5% per day.
Assignments will not be accepted for marking after two weeks
post-submission date, without
12

prior approval or after answers have been discussed or
distributed in class or via the student
portal.
Students with disabilities
Students with disabilities may be entitled to a variation or
modification to standard assessment
arrangements. Policy for students with disabilities is available
in the SAIBT Policy Manual, a
copy of which can be accessed from Reception.
Variations to assessment tasks
Students may request a variance to assessment methods, tasks
and timelines based on
medical, compassionate or religious observance grounds, or
community services. Such
variations must be requested before or during the second
teaching week or within 5 working
days of the distribution of this Course information. Variations
requested after this date will need
to be negotiated with the Course Coordinator and may not be
able to be accommodated.
Important information about all assessment
All students must adhere to SAIBT’s policies about assessment.
Key information can be found

in the SAIBT Policy Manual. See www.saibt.sa.edu.au or
SAIBT portal.
Examination arrangements
Examinations
Examinations are a form of assessment where you are required
to undertake a specified
academic task within a specified limited period of time.
Generally, access to the examination
room and external assistance are also regulated.
Examination procedures are detailed in the email to students
and in the Resources section of
the Student Portal under “Exam Details” and you should
familiarise yourself with them.
All students must bring their Student Identification Card.
Students who breach the examination conditions may be guilty
of misconduct. For further
information about this, please refer to SAIBT Academic Policy
on Academic Integrity,
A timetable for examinations will be made available by Week 8
of the study period and can be
accessed from the SAIBT Student Portal. Students will be
emailed advice of the release of the

exam timetable.
Academic integrity
_____________________________________________________
__________
SAIBT is committed to academic integrity and has policies and
procedures in place to ensure
academic integrity and manage academic misconduct for all
students.
Academic misconduct includes:
http://www.saibt.sa.edu.au/
13
Assessment Procedure
Manual), presentation of data with respect to laboratory work,
field trips or other work
that has been copied, falsified or in other ways improperly
obtained.
significant assistance from

another person, where such assistance is not expressly permitted
in this booklet.
e academic records.
Students' work may be checked for plagiarism using a variety of
means, including text
comparison software (Turnitin). Assignments checked
electronically will be held in a database
for future matching processes. You may upload your assignment
multiple times before the due
date to check for any academic integrity concerns. Turnitin will
produce a report every 24 hours.
A lecturer may require the student to do a Viva assessment on a
topic, in order to validate the
authenticity of the student’s own work.
SAIBT’s full Academic Integrity procedure can be downloaded
from the SAIBT website
(www.saibt.sa.edu.au/images/PDF/policies/SAIBT-CELUSA-
AcademicIntegrityPolicy.pdf )
.
http://www.saibt.sa.edu.au/images/PDF/policies/SAIBT-

CELUSA-AcademicIntegrityPolicy.pdf
14
Course calendar – Semester 3, 2014
Week Dates (Monday –
Saturday)
Topic Readings & Assessment
1 13 October-18 October
Managers & Management:Contemporary &
Historical perspectives (Chapter 1 & History
module pp.23-28).
2 20 October-25 October
The Internal Management
Environment:culture (Readings to be
provided) & diversity (pp.44-
45;71;75;167;253-254;226;282-3;331)
3
27 October-1
November
The External & International Management
Environments (Chapter 2)
Weekly test 1

(individual multiple choice)
4
3 November-8
November
Planning (Chapter 4) Assignment 1 due by Saturday
8
th
November by 11pm` to be
submitted through Turnitin
5
10 November- 15
November
Organising (Chapter 13)
6
17 November-22
November
Leading (chapter 11)
7
24 November-29
November
Controlling (Chapter 13)

Weekly test 2 (group test based
on questions 1 &2 of Asst 2 case
study)
8
1 December-6
December
Motivating employees (Chapter 10) Weekly test 3 (group test)
based
on questions 3 & 4 of Asst 2 case
study
9
8 December-13
December
Managing Human Resources (Chapter 6)
10
15 December-20
December
Decision Making (Chapter 3) Asst 2 to be submitted to Turnitin
by Saturday 20
th
December by
11pm
22 December-27

December
No classes- Christmas break
29 December-3
January
No classes-Christmas break
11 5 January-10 January
Managing change, Innovation &
Entrepreneurship (Chapter 7 plus pp.111-
120)
12 12 January-17 January
Indigenous Management (Readings to be
provided) & exam revision
Bring your textbook & all your
lecture notes & resources for
revision
13
SWOT Vac and Week
1 of exams
15
Week Dates (Monday –

Saturday)
Topic Readings & Assessment
14
SWOT Vac and Week
1 of exams
Semester 2 2014

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