BUSN1006 Wicked Problems BUSN1006 Wicked Problems BUSN1006 Wicked Problems Assessment Guide Assessment
BUSN1006 Wicked Problems
BUSN1006 Wicked Problems
1. Video presentation
5 minutes maximum
Sunday night, end of week 2
2. Reflective learning essay 1
1, 2, 3
Sunday night, end of week 4
3. Reflective learning essay 2
1, 2, 3
Sunday night, end of week 6
High Distinction (HD) 85 and above
In addition to satisfying all of the basic learning requirements, the assessment demonstrates distinctive insight and ability in researching, analysing and applying relevant skills and concepts, and shows exceptional ability to synthesise, integrate and evaluate knowledge.
Distinction (DI) 75-84
In addition to satisfying all of the basic learning requirements, the assessment demonstrates distinctive insight and ability in researching, analysing and applying relevant skills and concepts, and shows a well- developed ability to synthesise, integrate and evaluate knowledge.
Credit (CR) 65-74
In addition to satisfying all of the basic learning requirements specified, the assessment demonstrates insight and ability in researching, analysing and applying relevant skills and concepts.
Pass (PA) 50-64
The assessment adequately, competently satisfies the basic learning requirements specified and provides a sound basis for proceeding to higher-level studies in the subject area.
49 and below
The assessment fails to satisfy the learning requirements specified.
Assessment policies and information
Referencing guidelines Please use the SCU Harvard referencing style for all assessment tasks in this unit. Refer to the Library’s Referencing guides for more information.
Academic integrity All students are expected to practice academic integrity and to be aware of and comply with the Rules – Student Academic and Non-Academic Misconduct Rules along with all other relevant Rules, Policies, Procedures and the Code of Conduct.
Timely feedback for learning Marked assessment tasks submitted on time, other than examination scripts, will be returned to students within seven (7) days of submission.
Late submissions Late submission of assessment tasks without approved extension will lead automatically to the imposition of a penalty. Penalties will be applied as soon as the deadline is reached. A deduction of 5% of the available mark from the actual mark will be imposed for each day a submission is late. This penalty will be applied until the pass mark for the assessment has been reached. Any work submitted 10 or more days after the expiry of the deadline will be deemed a non-submission and assigned a mark of zero.
Special consideration Students wishing to request Special Consideration in relation to an assessment task the due date of which has not yet passed must submit a Request for Special Consideration form as early as possible and prior to start time of the due date, along with any accompanying documents, such as medical certificates. For more information, visit: https://www.scu.edu.au/current-students/student-administration/special-consideration/
Inclusive and equitable assessment Reasonable adjustment in assessment methods will be made to accommodate students with a documented disability or impairment. Contact Student Access & Inclusion for more information. If you are unlikely to deliver your assignment on time, please contact the Unit Assessor (UA) to discuss your options.
Assessment 1: Video presentation
Presentation (recorded video)
Between 4 and 5 minutes
End of week 2 Sunday 11:00 pm
Overview Record a video of yourself explaining to someone who knows nothing about wicked problems what wicked problems are and how they are different from tame problems. Be sure to discuss examples of wicked and tame problems, as well as what makes wicked problems so hard to deal with. You may use notes, reminders, and/or an outline, but be sure that you do not read from a script or memorise and then recite a script. I want to you talk from what you understand, know, and have learned during weeks 1 and 2.
Learning outcomes This assessment task is designed to evaluate your understanding of the core concepts related to wicked and tame problems. It is important that this basic understanding is established prior to commencing the more conceptually challenging assessment activities in Assessments 2 and 3.
Task details Record a video of yourself explaining to someone what wicked problems are, how they are different from tame problems, what some examples of wicked and tame problems are, and what makes wicked problems so hard to deal with based on your Week 1 and 2 studies. Assume the person you are talking to knows nothing about wicked problems. DO NOT READ FROM A SCRIPT. You can use notes to help you remember the structure of your talk, or you can write down the three or four key questions you need to answer during the presentation, but I want you to video yourself answering as if your boss said, “I just read something about wicked problems. I have never heard of them before. I think you did a course named Wicked Problems at SCU. What can you tell me about wicked problems?”
You are being assessed on your early understanding and your ability to show that you are starting to think about and understand wicked problems. You need to be able to explain what wicked problems are, how they differ from tame problems, and what some examples of wicked and tame problems might be. While we do not expect you to sound like an expert delivering a TED talk, we do expect you have a solid understanding of the basic concepts from weeks 1 and 2! You are free to have fun and be creative if you wish.
It is important that we see and hear you clearly on the video. Please look at the camera and do not read from a script. Please speak clearly and slowly.
Create a YouTube account.
Upload your video to YouTube
Mark your video as: Not for children & Unlisted.
Copy the link (URL) and that is what you submit for the assignment.
Assessment 1 rubric
BUSN6005 2021 Strategy and Case Analysis
Some superb and thoughtful comments, explanations, and examples
Excellent understanding and exceptional insight into the concepts
Critical analysis and connection to real world application
Some very good and insightful comments, explanations, and examples
Great understanding and sound insight into the concepts
Some signs of critical analysis and connection to real world application
Generally sound and factual comments, explanations, and examples
Basic understanding and insight into the concepts
Occasional signs of critical analysis and connection to real world application
Bare minimum standard
Most comments, explanations, and examples are superficial and may be inaccurate
Some indication of understanding or practical application
Below acceptable standard
material has been
No relevant content or practical application mentioned
Clearly and coherently spoken
Looking at camera almost all of the time
Video of the correct duration
Looking at camera most of the time
Video of the correct duration
Somewhat clearly spoken
Looking at camera some of the time
Video of the correct duration
Video may be too short or too long
May be hard to hear clearly
Looking away from camera for large proportion of the time
Video may be too short or too long
Not able to see or hear the student clearly
Student is reading or reciting a script and/or not looking at the camera
BUSN6005 2021 Strategy and Case Analysis
Assessment 1: Managing business practice and impact in the real world How
Assessment 1: Managing business practice and impact in the real world
How to get started?
Consider a business you’re familiar with. It could be a privately owned coffee shop, a franchise like a McDonalds or an EB Games store, perhaps a large corporate chain store, for example Kmart, or even your own business. Now make a list off all the things that might be important for that business to stay in business. To do so, think about these broad categories:
People – both internal (management and staff) and external (customers and suppliers)
Goods and services the business sells or provides and how these are acquired, created, and delivered
Finances (consider the whole supply chain from suppliers, sales, expenses, tax)
Physical space and assets – the floor space of the premises, including any manufacturing areas (such as kitchens or workshops) as well as the customer space
Administration and reporting requirements, systems, and regulations for licences, registrations, such as workplace health and safety, food health regulations, legal approvals to operate the business
Regardless of the type of business you have considered, thinking about it in this way will have demonstrated an important principle: Businesses – whether for-profit or not-for-profit – are complex. There are many components that need to be managed. Food does not cook itself. Smartphones bought on eBay do not arrive at the customer’s doorstep without freight channels. Staff wages do not get paid without someone organising the payroll. These are just a few examples of things that need to happen.
Depending on the scale of the operation, a manager doesn’t need to be capable of doing every single thing that needs to be done in a business. However, a manager does need to know what needs to be done, how it will be done, who will do it, and when it will be done.
Here’s an example for you to follow.
The Fruit Shop Burleigh is a small juice bar, but it follows the same principles as for larger businesses – it’s just a matter of scale.
The juice bar needs someone to manage it. The owner/manager may not necessarily work behind the counter – but they do need to make sure there is someone behind the counter. So, they need to recruit the right staff, and ensure that there is enough staff to cover off the opening hours of the juice bar. The staff recruited need to have all the necessary skills and qualifications to work there, and it is the manager’s responsibility to make sure of this. The opening hours are 6am to 4pm, 7 days a week. How is this managed? The juice bar worker can’t be expected, or legally allowed, to work 10 hours days or 7 days a week, so the manager needs to ensure there is enough staff to cover the whole day, and probably preparation, set up, and clean up time at either end of the day. There needs to be a roster developed that ensures a spread of staff across all the hours that the juice bar is open throughout the week. But maybe the trade at the juice bar is uniform throughout the day or the week. Maybe it is extra busy on a Saturday and Sunday. Once again, the manager can’t expect one person to serve multitudes of people. So, the manager needs to know when the busy periods are and assign enough staff to deal with them. Equally, there will no doubt be quieter shifts when it would be a waste of money to have multiple staff on shift when there are few customers. Now we start to think about a key financial element – profit. The manager needs to balance the cost of employing the staff in those quiet times with the value of sales made.
But now that we have the staff in place, what are they going to sell? How can they sell their iconic Fruit Juice Towers juices unless they have the raw ingredients, fruit and vegetables. Where will that stock come from? The manager needs to have in place contracts with trusted suppliers to ensure that there is sufficient supply of raw materials delivered regularly in the right quantities and degrees of freshness.
Thinking about freshness, how will the manager make sure the stock remains fresh? Each ingredient has its own storage requirements. Carrots might not require refrigeration, but cut fruit does, and ice requires a freezer. These facilities need to be in place before the juice bar can operate and need to be maintained in a working condition such that the food does not spoil. (see https://www.qld.gov.au/health/staying-healthy/food-pantry/starting-a-food-business/food-safety-laws/food-safety-regulation)
But what happens if not all the ingredients are used before they aren’t good anymore? How will that be managed? If the juice bar sells spoilt juices and someone gets sick, there could be all sorts of regulatory and legal consequences. On top of that, the loss of reputation to the business could cause the business to fail. So, the manager must ensure that there is a system in place to ensure stock rotation, where oldest stock is used first (FIFO), and unusable stock is disposed of.
Also, when will the stock be delivered? Deliveries need to be before opening hours. This is an example of the link between staff and other functions of the business. Is an employee rostered to arrive early enough to receive the stock and put it away? Or is this something that, the manager does, to ensure that the correct goods received as per invoice and/or save wages?
The business will have contracts in place for the raw materials. But how and when is payment made? Some fresh food suppliers expect cash on delivery, and others extend credit. At the same time, how does the business ensure that what the supplier is invoicing is what has been delivered? There needs to be a system in place to check stock received against the invoice to ensure it is correct.
Doors open. How do the employees know what to make? Are there recipes to follow? How are the finished products priced? Were prices decided based on competitive pricing, or a calculation to ensure that the selling price allowed for the cost-of-goods sold, the cost of the juice bar staff (variable costs), the cost of the rent for the space and other fixed costs, and a profit for yourself. Unless all these financial components are accounted for, in a short time the manager may find themselves unable to pay staff, rent, and suppliers, and will go out of business. The business is not sustainable.
In day to day operation how is the revenue from the sales treated? Will the business accept cash and electronic payments? What POS (point of sale) system will they use? What financial reports are available from this POS for financial analysis? Remember financial accounting is a decision-making tool which can be used to inform the management about peak and quiet times, popular – or less popular – products, and staff performance.
This includes any physical area of the fruit juice business:
The service counter area
Display and storage areas
Plant and equipment
An indirect area for this business is the footpath waiting area
These spaces also need managing (cleaning, maintaining, repairing).
As a food outlet the juice bar must have the appropriate permissions to operate. In Australia, councils have the local responsibility of granting operational permission, and periodically check premises to ensure they comply with regulations. Workplace health and safety legislation details an owner’s responsibilities, as well as the mutual responsibilities all staff have to cooperatively works towards zero workplace accident or injury. In addition businesses in Australia are required to have in place workers’ compensation insurance (administered state to state e.g., Workcover in Queensland) to cover the costs of accident of injury on the premises.
The business has an obligation to withhold and remit tax deducted from employees’ wages to the Australian Tax Office (ATO). An additional Superannuation Guarantee Levy (a percentage of the employee’s gross wage) must also be paid by employers to complying superannuation funds.
Other things to consider
It is important to bear in mind that the more activities in a business, the greater the complexity, and requirements for various levels of responsibility. There are different ways of organising a business, with multiple levels of management and oversight. Many businesses organise along functional lines into departments. An example would be a car sales company, with a sales team, a marketing team, the finance department, the service department, and administration and human resources. A building company will look quite different, as in the example below, and might organise in project teams but still have centralised responsibilities for managing, supervising, estimating, purchasing, accounting. There may also be a human resources department that recruits and manages the workforce.
Required: Case study discussion (500 words)
The business you chose at the beginning probably has a web presence, or you might like to choose another for your discussion. See if you can locate the organisational chart for the business, or at least the “About Us” or “Our Team” page. Include this (or create your own graphic) and a short explanation of the people/roles to introduce your case study discussion. Use the same categories as above to describe how the business goes about its business and ensures it continuing viability.
• Goods or services
• Physical space and assets
• Administration, systems, and regulations for licences, registrations, reporting