School of Business

Fundamentals of Management and Organisation

STUDENTS PACK
Year 2016/17
Course code:
Course Leader:
Seminar Leaders:

Junior Freshman
BU 1511
Mr John Quilliam
Business School Staff

CONTENTS
1. Module Descriptor for 2016/17 (including Class Schedules for the
year & details of Semester 1 & 2 assignments)
2. Week by week schedule for Seminars
3. Appendices:
1. Semester 1 & 2 Assignments
2. Cover Form for Semester 1 & 2 Assignments
3. Thematic mapping of the seminars and plenary lectures

MODULE CODE: BU1511

MODULE NAME: Fundamentals of Management & Organization
Lecturer:
Mr John Quilliam
E mail:
quilliaj@tcd.ie
Office Hours: By appointment
Enquiries:
Enquiries about academic related course matters should be directed
to your Seminar Leader. All other enquiries may be directed to Ms. Yvonne
Agnew ,JF Course Administrator, School of Business: agnewy @tcd.ie

1. MODULE DESCRIPTION
Fundamentals of Management & Organization is taught over two semesters and structured
around five themes. Each of these five themes addresses a central question about organization
and management. The Themes are:

The Historical Context theme explores the emergence of modern organization, and the
parallel development of the role of managers, from the nineteenth century to the present
day.
The Competitive Environment theme asks how organisations are shaped by the
environments in which they operate, and how they can position themselves to compete
and succeed in that environment.
The Modes of Organising theme examines patterns in the ways in which organisations
are structured.
The Managing People theme explores the roles of individuals and groups in
organisations
The Managing Today theme explores aspects of the interaction between business and
the wider society.

2. TEACHING ARRANGEMENTS
The course does not follow the traditional large lecture method of many first year university
courses. Rather, it introduces students to a new way of learning and studying by independent
inquiry, critical appraisal, and by debate and discussion. In this model, students take significant
responsibility for their own learning, with the academic staff acting as facilitators of learning. It is
integral to the design of Fundamentals of Management & Organization that students take
this responsibility very seriously.
The course is taught through a comprehensive plenary lecture and seminar programme with
business school faculty and senior doctoral candidates. Eight 1 hour plenary lectures are
delivered by Mr. John Quilliam and twelve seminars are scheduled throughout the year. The
plenary lectures introduce each of the main themes and their associated readings. The seminar
is where the real work of the course takes place.
In the course of the first two weeks of Semester 1, you will be allocated to a group of
approximately 15 students. Each group of 15 students constitutes a seminar group for the entire
year with the assigned seminar leader. In the weeks between plenary meetings, you will meet in
seminar to discuss your assigned work, examine progress, test understanding, critically challenge
your learning and assess your progress.
Attendance at all seminars and plenary lectures is compulsory for all students. Non-attendance
will result in a non-satisfactory report being submitted to the Senior Lecturer, on the basis of
which you may be denied permission to sit the final examination. A detailed schedule of all
teaching dates is appended to this outline.
3. RELATION TO DEGREE
Fundamentals of Management & Organization is designed as a foundation course for students
intending to take business as part of their degree and as an overview course for those who do not
so intend. The course assumes no prior study of management and organization. The course is
taken by students reading BESS, BS&L, MSISS, Law & Business, and Business & Computing.
4. LEARNING OUTCOMES
Having completed this module, participants should be able to:
evaluate critically the nature of management and organizations;
explain what management is and how managers work
conduct library based research into subjects related to the course material;
apply a variety of analytical frameworks to study the environment of business;
demonstrate analytical skills by producing an in-depth analysis of a real-life business
situation;
understand and be able to explain the strategies adopted by enterprises in particular
contexts,
describe the variety in organizational forms, and explain the key determinant of
organizational form,
be prepared for future study of management and business disciplines;

5. TEXTBOOKS AND REQUIRED RESOURCES

You must purchase:
The customised book of readings entitled Introduction to Organisation and Management
4th Edition compiled by John Quilliam and published by Pearson. The readings contained
in the book have been chosen for their relevance to the course and accessibility to
undergraduates. The book is available at Messrs. Hodges Figgis of Dawson St Dublin 2
only, and is available at a discounted price to those who also purchase the recommended
Economics and Sociology texts published by Pearson.
It is recommended that you purchase:
The book What Management Is, by Joan Magretta, (publ. Profile Books, 2002) This
excellent little volume, selected as Book of the Year by The Economist and Business
Week, is a very readable account of the core ideas in management and business. Much
like a novel, this volume can be read at one or two sittings. You should read this volume
several times. It is available very cheaply from online booksellers.
It is essential that you read:
The business press, for example the Financial Times or the Economist, or the business
sections of national newspapers, at least once a week. In reading these sources you
should always be alert for news items or articles that provide real world examples of
ideas you have read about in the course material and reinforce your learning.
It is essential that you register on the Blackboard site for JF Fundamentals of Management &
Organization: URL is http://mymodule.tcd.ie. Copies of the Plenary Lecture Power Point
presentations will be posted on this site immediately before each lecture.
6. EVALUATION AND ASSESSMENT
There are four elements to the assessment of the course, namely:
(i) Seminar attendance and participation (value 10%)
Ten percent of the annual grade will be reserved for the seminar leader to assess each
students performance over the academic year. All students are expected to be fully
prepared to present ideas, contribute to discussion and generally behave in a
professional manner at all seminars. As noted above (Section 4), all students are
expected to attend all seminars and non-attendance will result in a non-satisfactory report
being submitted to the Senior Lecturer, on the basis of which permission to sit the annual
examination may be denied.
(ii) Semester 1 Assignment; Ornua Case Analysis (value 15%)
(iii) Semester 2 Assignment: Term paper assignment (value 15%)
iv) Final examination (value 60%)
A three-hour examination will test participants understanding of the content of the course.
In order to sit the final examination you must have attended your seminars, and
submitted the two semester assignments

7. DETAILED COURSE READING:

Theme 1: The Historical Context of Organisations & Management

Chandler, A. D. (1990), The Enduring Logic of Industrial Success, Harvard Business Review, March-April
1990, 130-140.
Dore, R, W. Lazonick and M.OSullivan, (1999), Varieties of Capitalism in the Twentieth Century, Oxford
Review of Economic Policy, 15 (4) 102-120.
Taylor, F. (1911), The Principles of Scientific Management, Part I, The American Magazine, March 1911,
562-581 [with introductory remarks by Mr R. Stannard Baker]
Mintzberg, H (1990) The Managers Job; Folklore or Fact? Harvard Business Review, March/April 1990.

Theme 2: The Competitive Environment of Organisations

Ghemawat, P. (2002), Competition and Business Strategy in Historical Perspective, Business History
Review, 76 (Spring) 37-74.
Hambrick, D.C. and J.W. Fredrickson (2001), Are You Sure You Have a Strategy? Academy of
Management Executive, 15 (4), Nov. 2001, 48-59.
Porter, M. (1979) How Competitive Forces Shape Strategy, Harvard Business Review March-April 1979,
137-145.
Gadiesh, O. and J.L.Gilbert, (1998), Profit Pools: A Fresh Look at Strategy Harvard Business Review,
May-June 1998, 39-148.
Hirt, M & P Willmott (2014) Strategic Principles for Competing in the Digital Age, McKinsey Quarterly
May 2014
Dewhurst, M & P Willmott (2014) Manager & Machine The New Leadership Equation McKinsey
Quarterly September 2014
2 Case Studies :
Ornua
Stripe

Theme 3: Modes of Organising

Barney, J.B. (1998), How a Firms Capabilities Affect Boundary Decisions, Sloan Management Review,
Spring 1998.
Greiner, L. (1998), Evolution and Revolution as Organisations Grow, Harvard Business Review, MayJune 1998.
Mintzberg, H. (1981), Organisation Design: Fashion or Fit, Harvard Business Review, January-February
1981, 103-116.
Mintzberg, H., (1991), The Effective Organisation: Forces and Forms, Sloan Management Review, 54
Winter 1991.
Snow, C.C., R.E. Miles and H.J. Coleman, (1992), Managing 21st Century Network Organisations,
Organizational Dynamics, 20 (3), Winter 1992

Theme 4: Managing People

Drucker, P. (1999), Knowledge-Worker productivity: The Biggest Challenge, California Management
Review, 41 (2), Winter 1999, 79-94.
Katzenbach,J R & D K Smith; The Discipline of Teams; Harvard Business Review, March April 1993 111120
Goleman, D. (1998), What Makes a Leader, Harvard Business Review, November-December, 93-102.
Collins, J ( 2001), Level 5 Leadership, ; The Triumph of Humility and Fierce Resolve, Harvard Business
Review January 2001,28-38
Adler, P S (1993) ; Time & Motion Regained ; Harvard Business Review, Jan. Feb. 1993 ; 97-108

Theme 5: Managing Organisations Today

Friedman, M. (1970), The Social Responsibility of Business is to Increase its Profits, The New York
Times Magazine, September 13.
Handy, C. (2003), Whats a Business For, Harvard Business Review, 80 (12), 59-56.
Porter M & M R Kramer (2011), Creating Shared Value, Harvard Business Review Jan /Feb 201;62-77
Delios A (2010) , How Can Organisations Be Competitive but Dare to Care? Academy of Management
Perspectives, Vol 24 no. 3 August 2010 25-36
Unruh G & R Ettenson (2010) , Growing Green; Three Smart Paths to Developing Sustainable
Products , Harvard Business Review June 2010 94-100

Do be sure to read and study all these thoroughly.

8. DETAILED SCHEDULE OF PLENARY & SEMINAR DATES

Plenary lectures take place from 12.00 to 2.00 on designated Mondays in the Edmond Burke Theatre, Arts
Block.
Seminars also take place on Mondays and are of one-hour duration beginning at either 12.00 or 13.00
depending on the class to which to are assigned. Details of seminar assignment and location will be posted
on the JF Blackboard
SEMESTER 1, 2016
Wk.

Date

Lecture/Seminar
Plenary 1 : Introduction to Course

26-Sep-16

3-Oct-16

10-Oct-16

Plenary 2: Theme 1: The Historical Context of Organisations

17-Oct-16

Seminar 2: on Historical Theme

24-Oct-16

Plenary 3: Theme 2: The Competitive Environment of Organisations - Part A

10

31 Oct-16

Public Holiday.

11

7-Nov-16

Study week

12

14-Nov-16

Seminar 3: on Managerial Work

13

21-Nov-16

Plenary 4: Theme 2: The Competitive Environment of Organisations - Part B.

14

28-Nov-16

Seminar 4: on Competitive Theme

15
16

5 -Dec-16
12-Dec-16

Seminar 5: on Competitive Theme

Seminar 6: Semester 1 Test

21

16-Jan-17

SEMESTER 2, 2017
Plenary 5: Theme 3: Modes of Organising

22

23-Jan-17

Seminar 7: Review of progress on the Semester 2 assignment

23

30-Jan-17

Seminar 8: on Organising

24

6-Feb-17

25

13-Feb-17

Seminar 1: Introduction

SEMESTER 1 ASSIGNMENT DUE

Plenary 6 : Theme 4: Managing People

Seminar 9: on Managing People

26
20-Feb-17

Seminar 10: on Managing People Theme

27

27-Feb-17

Study Week

28

6-Mar-17

29

13-Mar-17

Seminar 11: on Managing Organisations Today SEMESTER 2 ASSIGNMENT DUE

30

20-Mar-17

Seminar 12: Revision & Wrap-up

31

27-Mar-17

Plenary 8: Final Round Up and Exam Preparation

Plenary 7: Theme 5: Managing Organisations Today

Week by Week Schedule of Tutorial

Seminars

SEMINAR 1
3rd October 2016

INTRODUCTION TO THE COURSE & TO THE TUTORIAL PROCESS

In this seminar, your Seminar Leader will introduce you to the tutorial system - a way of learning
and studying by independent inquiry, critical appraisal, and by debate and discussion. In this
system, students take significant responsibility for their own learning; the academic staff act as
facilitators of learning. This will probably be new to you, but it is integral to the design of the
Fundamentals of Management & Organization course, and the Business School expects students
to take their responsibility for their own learning very seriously.
The plenary lectures introduce each of the main themes and their associated reading. In the
weeks between plenary meetings, your seminar group will meet to discuss your assigned work,
examine progress, test understanding, critically challenge your learning and assess your
progress. The seminar is where the real work of the course takes place.
Attendance at all seminars is compulsory for all students. Non-attendance will result in a nonsatisfactory report being submitted to the Senior Lecturer, on the basis of which you may be
denied permission to sit the final examination.
See page 7 for a detailed schedule of all the dates for the Plenary Lectures and Seminars.

SEMINAR 2
17th October 2016
Theme I:
THE HISTORICAL CONTEXT
Readings:
Chandler, A. D. (1990), The Enduring Logic of Industrial Success, Harvard Business
Review, March-April 1990, 130-140.
Dore, R, W. Lazonick and M.OSullivan, (1999), Varieties of Capitalism in the Twentieth
Century, Oxford Review of Economic Policy, 15 (4) 102-120.
Taylor, F. (1911), The Principles of Scientific Management, Part I, The American Magazine, March
1911, 562-581 [with introductory remarks by Mr R. Stannard Baker]
Mintzberg, H (1990) The Managers Job; Folklore or Fact? Harvard Business Review, March/April
1990.

Seminar Assignment:
For this first assignment you will be working on your own. You should prepare answers to the
following questions in advance of the seminar and be prepared to explain and engage in debate
on the topics in the seminar.
1. Alfred Chandler, in his paper entitled The Enduring Logic of Industrial Success,
argues that industrial success demands a three-pronged investment strategy. Briefly
describe the three prongs that he identifies. How relevant is this advice in Ireland today?
2. What do Dore, Lazonick and OSullivan mean by describing the 1960s as the heyday of
managerial capitalism? If the 1960s was the heyday of managerial capitalism, how would
you characterise 2016?
The core readings will help you with the first part of each question. However, the second part of
each question asks you to independently assess the authors ideas against what you judge to be
the conditions prevailing in todays business environment.
There are no right answers to the second part of these questions- you are being asked to reflect
on the points being made in the readings and to do some basic research to establish their
contemporary relevance.

10

SEMINAR 3
14th November 2016

Theme 1:
THE CHANGING NATURE OF MANAGERIAL WORK
Readings:
Chandler, A. D. (1990),The Enduring Logic of Industrial Success, Harvard Business Review,
March-April 1990, 130-140.
Dore, R, W. Lazonick and M.OSullivan, (1999), Varieties of Capitalism in the Twentieth Century,
Oxford Review of Economic Policy, 15 (4) 102-120.
Taylor, F. (1911), The Principles of Scientific Management, Part I, The American Magazine,
March 1911, 562-581 [with introductory remarks by Mr R. Stannard Baker]
Mintzberg, H (1990) The Managers Job; Folklore or Fact? Harvard Business Review ,
March/April 1990.

Seminar Assignment:

This is a team exercise.

Form teams to prepare and present the following task:

The paper entitled The Gospel of Efficiency and in particular the section entitled The
Principles of Scientific Management is a famous and seminal work from 1911 just over 100
years ago - which laid down basic principles that guided the practice of management for much of
the 20th Century. Henry Mintzbergs paper The Managers Job; Folklore and Fact is also a
seminal work, this time from the late 20 th Century, and can be said to represent a contemporary
view on the nature of management
Having studied the two papers, your assignment is:
1) prepare a list of the key differences between these two approaches to the job of
management.
2) Think of a manager you know in business, sports, politics, education or any
other walk of life? Which of these writers Taylor or Mintzberg best describes
how he/she manages?

11

SEMINAR 4
28th November 2016
Theme 2:
THE COMPETITIVE ENVIRONMENT OF ORGANISATIONS(a)
Readings:
Ghemawat, P. (2002), Competition and Business Strategy in Historical Perspective,
Business History Review, 76 (Spring) 37-74.
Hambrick, D.C. and J.W. Fredrickson (2001), Are You Sure You Have a Strategy? Academy of
Management Executive, 15 (4), Nov. 2001, 48-59.
Porter, M. (1979) How Competitive Forces Shape Strategy, Harvard Business Review
March-April 1979, 137-145.
Gadiesh, O. and J.L.Gilbert, (1998), Profit Pools: A Fresh Look at Strategy Harvard Business
Review, May-June 1998, 39-148.
Quilliam, J (2015) Strategy in the Digital Age Trinity Business School
Hirt, M & P Willmott (2014) Strategic Principles for Competing in the Digital Age, McKinsey
Quarterly May 2014
Dewhurst, M & P Willmott (2014) Manager & Machine The New Leadership Equation McKinsey
Quarterly September 2014
Seminar Assignment:

This is a team assignment.

Refer to the Case Study entitled Stripe: Increase the GDP of the Internet. The case is available
on Blackboard. The case was written by a team of final year Business Studies students in 2015.
Study the case thoroughly in advance of class. This means reading it a number of times, taking
notes and progressing your analysis with each re-reading. Initially you should work alone, then
share and discuss your views in your team and prepare team answers to the following:
1) Identify significant influences political, economic, social, technological, environmental
& legal in the environment of the industry
2) Use Porters 5 Forces framework to assess competition in the industry
3) Using a SWOT analysis, identify key issues that will affect Stripe going forward.
While each team should bring a written outline of their answer to the seminar, you must be
prepared to present it verbally and debate it.

12

SEMINAR 5
5th December 2016

Note Semester 1 Assignment is due today

Theme 2:
THE COMPETITIVE ENVIRONMENT OF ORGANISATIONS(b)
Readings:
Ghemawat, P. (2002), Competition and Business Strategy in Historical Perspective,
Business History Review, 76 (Spring) 37-74.
Hambrick, D.C. and J.W. Fredrickson (2001), Are You Sure You Have a Strategy? Academy of
Management Executive, 15 (4), Nov. 2001, 48-59.
Porter, M. (1979) How Competitive Forces Shape Strategy, Harvard Business Review March-April
1979, 137-145.
Gadiesh, O. and J.L.Gilbert, (1998), Profit Pools: A Fresh Look at Strategy Harvard Business
Review, May-June 1998, 39-148.
Quilliam, J (2015) Strategy in the Digital Age Trinity Business School
Hirt, M & P Willmott (2014) Strategic Principles for Competing in the Digital Age, McKinsey
Quarterly May 2014
Dewhurst, M & P Willmott (2014) Manager & Machine The New Leadership Equation McKinsey
Quarterly September 2014

Seminar Assignment

This is a team assignment

Choose an industry (not a company) for analysis typically, this could be an industry where you
might like to work, or would like to learn about. You will have to rely on internet sources for much
of the information. A place to start might the websites of major public companies that compete in
the industry.
Prepare a short presentation to include:
A brief description of the industry.
A diagram setting out the Business System of the industry, using the McKinsey
Business System model with appropriate labelling. (see p.94 of Custom Book).
A comment of the likely impact of digitisation on the industry, using Hirt &
Willmotts Seven Trends that could Redefine Competition

13

SEMINAR 6
12th December 2016
TEST ON SEMINAR 1 CONTENT

Your Seminar Leader will administer a brief test today, comprising questions based on the first
semester material.
There will be 3 questions. Question 1 will be a Multiple Choice, questions 2 & 3 will involve short
written answers. The test will be completed in 30 minutes.
You should prepare for this by reviewing / recapping all the readings from themes 1 & 2

14

SEMINAR 7
23th January 2017

Seminar Assignment:
During this seminar, you will be asked to review your progress in the writing of the term paper.
Come to the seminar with a one/two page outline of your essay structure including the core
arguments/issues that you propose to address. Your seminar leader will choose a number of
these and help the group to reflect on structure and writing.

The Semester 2 Assignment requires you to write a 2,500 word essay one of the
following topics:
1

Pick an organisation of your choice it can be public sector, private sector,

voluntary, NGO, Irish or Multinational. Using (a) Greiners model and (b)
Mintzbergs configurations, describe its present form in terms of stages of
evolution/revolution and configuration.
How is the organization of your choice likely to evolve over the next number of
years, and why?

In his paper entitled The Managers Job, Folklore and Fact, Mintzberg sets out
to introduce the reader to a more supportable, more useful description of
managerial work. How convincing is Mintzberg in his argument that the true
nature of the managers job is different from that portrayed by classical writers on
management.

Nobodys perfect, but a team can be (Anthony Jay).

Discuss, in the light of the readings in Theme Four of the course.

The term paper assignment offers you the opportunity to extend your reading, so you will be expected
to source relevant material from beyond the prescribed course reading, using the resources of the
College library and the Internet. Remember however that much material available on line does not
meet academic standards of reliability and accuracy, so you are strongly advised to rely
predominantly on published books and mainstream journals. The paper should be an integrated
discussion of the topic - not a collection of loosely connected paragraphs.
In planning the paper, consider:

15

Content:
How will you answer the question posed and / or discuss / explain the topic as
requested? Are you confident of your understanding of the relevant concepts and
of how you will use the course readings?
Form/style:
Have you a clear logical structure in mind for the development of your answer /
argument. Can you draw or write a simple skeleton of structure of the essay? Are
you clear about referencing (see below)?
Originality:
How can you go beyond reproducing what you find in course readings / notes?
Can you undertake some research in the business press or journals such as the
Economist, Fortune, etc? Can you draw in insights from other courses you are
taking or from your wider reading and experience?
Your term paper must be in good style; typed using space and a half, contain no misspellings,
incorporate a good introduction, liberal use of headings, a sound conclusion, appropriate use of
endnotes and full references to sources cited.
Please refer to the guidelines on Plagiarism and Referencing on pages 6 & 7 of this pack ;
accurate and thorough citation for all references, whether direct quotes or paraphrased,
must be adhered to in the text and in the bibliography of your paper in accordance with
these guidelines.

Present the paper to your seminar leader at the seminar on Monday, 22th February 2016. You
must attach a completed Assignment Submission Form to your assignment see appendix or the
IOM Intranet site for a copy. Work submitted late is graded but the grade awarded is dropped by
a class (e.g., II. 1 to II. 2) in all instances. No work submitted after the end of Semester 2 will be
graded.

16

SEMINAR 8
30th January 2017
THEME 3:
MODES OF ORGANISING
Readings:
Barney, J.B. (1998), How a Firms Capabilities Affect Boundary Decisions, Sloan Management
Review, Spring 1998.
Greiner, L. (1998), Evolution and Revolution as Organisations Grow, Harvard Business Review,
May-June 1998.
Mintzberg, H. (1981), Organisations Design: Fashion or Fit, Harvard Business Review, JanuaryFebruary 1981, 103-116.
Mintzberg, H., (1991), The Effective Organisation: Forces and Forms, Sloan Management
Review, 54 Winter 1991.
Snow, C.C., R.E. Miles and H.J. Coleman, (1992), Managing 21st Century Network Organisations,
Organizational Dynamics, 20 (3), Winter 1992

Seminar Assignment:

This is a team assignment

Drawing on information in the public domain, research the evolution and present organisational
structure of Ryanair.
Use Greiners model of Evolution and Revolution as Organisations Grow and
Mintzbergs models of Components and Configurations to illustrate Ryanairs growth
trajectory from its inception, and its current structural configuration.
What in your view do these models predict for Ryanairs future configuration?

17

SEMINAR 9
13th February 2017
THEME 4:
MANAGING PEOPLE
Readings:
Drucker, P. (1999), Knowledge-Worker productivity: The Biggest Challenge, California
Management Review, 41 (2), Winter 1999, 79-94.
Katzenbach,J R & D K Smith; The Discipline of Teams; Harvard Business Review, March April
1993 111-120
Goleman, D. (1998), What Makes a Leader, Harvard Business Review, November-December, 93102.
Collins, J (2001), Level 5 Leadership, ; The Triumph of Humility and Fierce Resolve, Harvard
Business Review January 2001,28-38
Adler, P S (1993); Time & Motion Regained; Harvard Business Review, Jan/Feb. 1993; 97-108

Seminar Assignment

This is a team assignment

Read The Discipline of Teams by Katzenbach & Smith.

Think of a team with which you are familiar either a team in which you have participated, or one
of which you have some reasonable knowledge.
Evaluate the effectiveness of your chosen team, using Katzenbach & Smiths four
elements, namely common commitment, performance goals, complementary skills and
mutual accountability, and the teams approach to building team performance .
In preparation for this seminar you should also read Level 5 Leadership by Jim Collins and
Time & Motion Regained by Paul Adler.

18

SEMINAR 10
20th February 2017

THEME 4:
MANAGING PEOPLE

Readings:
Drucker, P. (1999), Knowledge-Worker productivity: The Biggest Challenge, California
Management Review, 41 (2), Winter 1999, 79-94.
Katzenbach,J R & D K Smith; The Discipline of Teams; Harvard Business Review, March April
1993 111-120
Goleman, D. (1998), What Makes a Leader, Harvard Business Review, NovemberDecember, 93-102.
Collins, J ( 2001), Level 5 Leadership, ; The Triumph of Humility and Fierce Resolve, Harvard
Business Review January 2001,28-38
Adler, P S (1993); Time & Motion Regained; Harvard Business Review, Jan/Feb. 1993; 97-108

Seminar Assignment:
According to Daniel Goleman, most effective leaders have a high degree of Emotional
Intelligence. Emotional Intelligence, he argues, is the sine-qua-non of leadership. It is not that
technical skills and good IQ are irrelevant; rather, these are threshold capabilities the entry
requirements as it were.
However, Goleman was writing before the full impact of digitization had emerged. In this
assignment you are asked to consider what implications (if any) developments in machine aided
decision making could have on the role that Emotional Intelligence plays in leadership
effectiveness.
For the assignment, read Golemans article and the paper by Dewhurst & Willmott entitled
Manager & Machine the New Leadership Equation ( page 133 of the Custom Book)
Come to the seminar ready to debate what, if any, contribution Emotional Intelligence can
make to this new Leadership Equation?

19

SEMINAR 11
13th March 2017

NOTE: Seminar Two Assignment is due today.

THEME 5:
MANAGING ORGANISATIONS TODAY
Readings:
Friedman, M. (1970), The Social Responsibility of Business is to Increase its Profits, The New
York Times Magazine, September 13.
Handy, C. (2003), Whats a Business For, Harvard Business Review, 80 (12), 59-56.
*Porter M & M R Kramer (2011), Creating Shared Value, Harvard Business Review Jan Feb
2011; 62-77
*Delios A (2010), How Can Organisations Be Competitive but Dare to Care? Academy of
Management Perspectives, Vol 24 no. 3 August 2010 25-36
*Unruh G & R Ettenson (2010), Growing Green; Three Smart Paths to Developing Sustainable
Products, Harvard Business Review June 2010 94-100

Seminar Assignment on the 5th and final theme of our course:

This is a team assignment.
Prepare for the exercise by studying all five of the papers in this section.
The first reading is a well known article by Nobel prizewinning economist Milton Friedman. The
core of his argument is summed up in the title - The Social Responsibility of Business is to
Increase its Profits. This approach is known as Stockholder theory.
Charles Handys paper argues an alternative Stakeholder position - the purpose of business is
to work in the best interests of all those interested in a business, including customers, suppliers,
employees, and, of course, stockholders - each in their own ways being vital to the success of
any business.
The remaining 3 readings show, in their different ways, how the wider social responsibilities of
business can be achieved. Porter & Kramer in particular provide a trenchant guideline for
business on the importance of linking economic and social progress.
For this exercise, revisit the ThanksPenneys case study, and prepare to debate
whether Primark took a shareholder or stakeholder perspective in their approach to US
market entry, and whether they will create shared value in Porter & Kramers terms.

20

Seminar 12
20th March 2017

This is the final seminar, when your tutor will review the 5 themes of the course and
discuss any outstanding issues

21

APPENDICES

22

APPENDIX 1
Semester 1 & 2 Assignments

23

The Semester 1 & Semester 2 Assignments

Semester 1 Assignment
Refer to the case study entitled Ornua: Milking It. This case study, which was written by a team
of Final Year TCD Business Studies students in 2015, is available on Blackboard. You can also
refer to the Irish Dairy Board case study in the Coursebook page 154 -170, for further background
on Ornua.
Write a report, of not more than 2,500 words, to address the following:
1. Using a PESTEL analysis, Identify significant influences in the general
environment that impact the dairy industry.
2. Using the Porter 5 Forces framework assess the forces driving competition in the
industry.
3. Assess Ornuas strategy of internationalization in the light of your analysis.
You may use whatever additional sources of public and private information that you can locate,
provided that full citations are presented. Your paper should be very focused, rigorously analysed,
well structured, neatly presented and clearly expressed. The key requirement is that the messages
you wish to convey are well justified.
Present the paper to your seminar leader at the seminar on Monday 5th December 2016. You
must attach a completed Assignment Submission Form to your assignment see Appendix 1 or
Blackboard for a copy.
Work submitted late will be graded but the grade awarded will be dropped by a class (e.g., II. 1 to
II. 2) in all instances. No work submitted after the end of Semester 2 will be graded.
The assignment will be graded and returned to you with appropriate feedback at the first seminar of
the second semester.
Semester 2 Assignment:
Write the paper on one of the three topics detailed below:
1

Pick an organisation of your choice it can be public sector, private sector,

voluntary, NGO, Irish or Multinational. Using (a) Greiners model and
(b)Mintzbergs configurations, describe its present form in terms of stages of
evolution/revolution and configuration.
How is the organization of your choice likely to evolve over the next number of
years, and why?

In his paper entitled The Managers Job, Folklore and Fact, Mintzberg sets out
to introduce the reader to a more supportable, more useful description of
managerial work. How convincing is Mintzberg in his argument that the true
nature of the managers job is different from that portrayed by classical writers on
management.

Nobodys perfect, but a team can be (Anthony Jay)

Discuss, in the light of the readings in Theme Four of the course.

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While this paper is not due until Semester 2, you should begin your planning and research for it in
Semester 1. Your paper should be based on your review and evaluation of accessible material.
It should not exceed 2,500 words. Note that in preparation for your chosen essay topic you
may need to read course material not yet addressed in Plenary lectures and seminars.
This term paper assignment offers you the opportunity to extend your reading, so you will be
expected to source relevant material from beyond the prescribed course reading, using the resources
of the College library and the Internet. Remember however that much material available on line does
not meet academic standards of reliability and accuracy, so you are strongly advised to rely
predominantly on published books and mainstream journals.
Present the paper to your seminar leader at the seminar on Monday, 13th March 2017. You must
attach a completed Assignment Submission Form to your assignment see appendix or Blackboard
for a copy. Work submitted late is graded but the grade awarded is dropped by a class (e.g., II. 1 to II.
2) in all instances. The assignment will be graded and returned to you with appropriate feedback
before the end of the second semester.
No work submitted after the end of Semester 2 will be graded.

GUIDELINES FOR WRITING THE ASSIGNMENTS

They should be written in appropriate style; typed using space and a half, contain no misspellings,
incorporate a good introduction, liberal use of headings, a sound conclusion, appropriate use of
endnotes and full references to sources cited. The source of every fact that is not common knowledge
must be given either in a footnote or in parenthesis. Any sentences or parts of sentences reproduced
from one of your sources must be in quotation marks and the source must be acknowledged (not to
do this is plagiarism). Put your arguments in your own words. Slightly rewritten passages from your
sources are not acceptable. Avoid using jargon.
With regard to criteria by which your work will be assessed, the term papers should be an
integrated discussion of the topic - not collections of loosely connected paragraphs. Your
Seminar Leader will consider:
-

Content: Do you understand the material you are presenting and especially the conceptual /
theoretical constructs you use? Do you answer the question posed by the essay title? Do you
utilise the readings to date to develop your thoughts?
Form / style: do you develop a clear argument? Is there a beginning, middle, and end? Do
you define the issue, conduct analysis and draw conclusions? Do you argue logically? Do you
present a disciplined document with good paragraph structure and / or appropriate headings,
typed with appropriate use of references to sources cited? All without problems of grammar,
punctuation or spelling?
Originality: Do you incorporate valuable but unexpected insights, observations or
conclusions? Do you make use of insights from other areas of study to broaden and enhance
your work?

Plagiarism
Plagiarism is viewed as a form of academic dishonesty and may be defined as stealing or
borrowing from the writings or ideas of others and passing them off as ones own. Any failure to
acknowledge other peoples ideas and statements in an assignment can be seen by the
University as academic fraud. It is regarded as a major offence which will result is a zero grade
for the assignment, and a possible referral of the student to the Disciplinary Committee of the
University and the risk of serious sanction up to expulsion from the University.
It is important to understand that stating that your intention was not to cheat and that you
didnt understand what constituted plagiarism will not be accepted as a defence. It is the
action and not the intention that constitutes plagiarism.

25

The University has established regulations in relation to suspected cases of plagiarism and other
forms of cheating. The Universitys full statement on Plagiarism is set out in The University of
Dublin Calendar Part 1 and Part 2 which are available in the library and also on the College
website: http://www.tcd.ie/calendar/
Plagiarism can be avoided by diligent attention to referencing in your work; please read the
following section carefully

RERERENCING
As a student, it is important that you identify when you use the words or ideas of another author in
your assignments. The most accepted way of acknowledging the work of another author is to use
a referencing system. A reference system will perform three essential tasks:

Enable you to acknowledge other authors ideas (thus avoiding plagiarism).

Enable a reader to quickly locate the source of the material you refer to so they can
consult it if they wish.

Indicate to the reader the scope and depth of your research.

The Referencing System

The system required by the School of Business is a simple method of quoting references in which
names and dates are given in the body of the text (In-text citation).and alphabetically listed at the
end of the essay/assignment / project.(Bibliography)
Thus, the system places two essential requirements on the author of an academic work : the first
is to cite every reference to another persons work in the main body of the text and the second is
to compile a Bibliography that lists all references at the end of the text.
When using this system do not use footnotes, numbered reference lists, or include references for
Wikipedia as this is not an academic source.
In-text citation:
Direct quotations this is when you copy another authors material word-for-word. The
citations inthe text should be by the authors' last name and year of publication enclosed in
parentheses; e.g., (Hayes 1994).
You should show the reader that it is a direct quote by placing the material in
inverted commas , e.g
Contemporary developments of team based organization structures make an
appreciation of the psychology of groups especially relevant for managers and
team leaders (Quilliam 1999).
Paraphrasing this is when you take another authors ideas and put them into your own
words.
You are still copying someone elses work, so you must reference it. You do
not need to use inverted commas when you paraphrase, but you must clearly show the
reader the original source of your information e.g:
Duff & Quilliam (2010) explain the four phases of a Project Life Cycle.
Note, when the authors surname is part of the text, only the date appears in brackets.

26

Listing all reference sources:

The full citation to each source must be listed in the Bibliography, at the end of the assignment.
References cited in the paper should be listed alphabetically, last name first, in accordance with
the following guidelines:
Referencing books :
Author ( last name, initials) , Year , Title (bold, italics, capitalise first letter of the first word
and of the first word after a long dash or colon). City where published , Name of
publisher. e.g.:
Duff, D & Quilliam, J. 2010. Project management ; A practical guide. Dublin;
Management Briefs
Referencing journals/periodicals:
Author ( last name, initials, separated by a space) , Year , Title (regular type, italics, same
single-capital rule as for books) Name of Journal (bold, italic, title style capitalisation).
Volume No (include an issue number only if every issue of the referenced periodical
begins with a page numbered 1) Page no. e.g:
Greiner, L.1998.Evolution and revolution as organisations grow. Harvard Business
Review. Vol. 76,No 3, page 54-60
Citing a Web source:
If you are quoting a web source, cite the authors name and publication date in the text,
and give the full URL and the date you accessed the site in the Bibliography
It is essential that your assignments are appropriately referenced. The outline above
covers the main elements, but if you have any questions about referencing your work, be
sure to seek advice from your Seminar Leader.
Your Semester 1 & Semester 2 assignment must be accompanied by a signed cover sheet
which confirms that you have consulted the Online Tutorial on avoiding plagiarism Ready,
Steady, Write, located at http://tcd-ie.libguides.com/plagiarism/ready-steady-write .
You must submit your assignments through the Turnitin link on Blackboard. This checks for
similarities between submitted text and an extensive database so that uncited references can be
identified. Your Seminar Leader will tell you how to submit the assignment.

27

APPENDIX 2
Cover Page for Assignments

28

School of Business
JF SUBMISSION COVER FORM

SEMESTER 1 ASSIGNMENT
Present to Seminar Leader on Monday, 5th December
2016 at your scheduled seminar
Please sign the declaration below and attach this to your assignment. Please
retain a copy of the assignment for your own records.
The attached assignment is entirely my own work. Material and ideas used from
other sources are fully referenced in the bibliography.
I have read and I understand the plagiarism provisions in the General
Regulations of the University Calendar for the current year, found at:
http://www.tcd.ie/calendar
I have also completed the Online Tutorial on avoiding plagiarism Ready,
Steady, Write, located at http://tcd-ie.libguides.com/plagiarism/ready-steadywrite
Signed________________________

Date__________________________

Student Name: ________________________________________

Student ID number:_____________________________________

Name of your Seminar Leader:_____________________________

29

School of Business
JF SUBMISSION COVER FORM

SEMESTER 2 ASSIGNMENT
Present to Seminar Leader on Monday, 13th March 2017
at your scheduled seminar
Please sign the declaration below and attach this to your assignment. Please
retain a copy of the assignment for your own records.
The attached assignment is entirely my own work. Material and ideas used from
other sources are fully referenced in the bibliography.
I have read and I understand the plagiarism provisions in the General
Regulations of the University Calendar for the current year, found at:
http://www.tcd.ie/calendar
I have also completed the Online Tutorial on avoiding plagiarism Ready,
Steady, Write, located at http://tcd-ie.libguides.com/plagiarism/ready-steadywrite
Signed________________________

Date__________________________

Student Name: ________________________________________

Student ID number:_____________________________________

Name of your Seminar Leader:_____________________________

30

Appendix 2.
Thematic mapping of the
seminars and plenary lectures

31

Semester 1
Theme

Core Ideas

Plenary lecture
Week 5
Plenary No. 1

Introduction to Course

Historical context

The rise of the modern

industrial enterprise

Week 6
Plenary No. 2

Competitive environment
of organizations

Environments & firms

Analytical frameworks
five forces, business
system, value chain,

Week 10
Plenary No 3

Semester 1 Test

Seminars

Week 13
Plenary No 4

Recap Semester 1

Weeks 7,8,12

Weeks 14,15

Week 16

Semester 2
Week 22
Review of Progress on
Semester 2 Assignment
Modes of organizing

Evolution of firms
Organisational forms
Stages of development

Week 21
Plenary No. 5

Weeks 23.

Managing People

Development of
Management thought
managing and leading

Week 24
Plenary No.6

Weeks 25,26,

Managing Orgainisations
Today

Business in Society:
Sustainability & the
concept of Shared
Value

Week 28
Plenary No. 7

Revision
&
Final Round up

Week 31
Plenary No.8

Weeks 29
Week 30

32