D. Referencing and Formatting (weight = 20% of marks) 1) Unsatisfactory. The assignment document is unprofessionally presented and/or the required number of references is not provided. 2) Pass. The assignment document is generally well presented but several (at least 2) formatting features have not been adopted and there are errors with the referencing style. 3) Credit. Several (at least 2) formatting features have not been adopted or there is a notable error with the referencing style. 4) Distinction. One formatting feature has not been adopted or there is one minor error with the referencing style. 5) HD. The assignment document adopts all the required referencing and formatting features and is professionally presented.

C. Questions and Answers (weight = approx 26% of marks) 1) Unsatisfactory. The Q&Asare poorly conceived. They do not contribute in any noteworthy way to a particular learning outcome 2) Pass. The questions are appropriate however the answers are ambiguous or they identify issues that are not present in the case. 3) Credit. Both the Q&As are linked to the Case details. The answer content reflects a solid basic learning outcome. 4) Distinction. The questions clearly encourage the reader to consider and analyse key OB features imbedded within the case. The answers could be developed further to show greater insight into the OB topic. 5) HD. The Q&As reflect a very strong understanding of the OB topic. In combination they clearly reveal how the case provides the opportunity for a very effective learning outcome

B. Case Content (weight = approx 26% of marks) 1) Unsatisfactory. The case details are highly ambiguous. No lesson in Organisational Behaviour can be logically deduced from the case story. 2) Pass. The case story highlights a basic lesson in Organisational Behaviour. Some of the details may be unnecessary or unrelated to the OB topic. 3) Credit. The case details offer good insight into the OB topic. Presenting the content in a more subtle manner will increase the learning impact. 4) Distinction. The case details reflect a good understanding of the OB topic. Further detail and/or insight is needed to demonstrate a stronger level of understanding. 5) HD.The case provides a very effective lesson in Organisational Behaviour. It is well constructed, believable and relevant to the OB context.

Marking Criteria: A. Written communication (weight = approx 28% of marks) 1) Unsatisfactory. The writing is ineffective due to numerous spelling and/or grammatical errors. 2) Pass. Proof-read the final document to identify and correct minor errors in spelling and grammar. Plan for and undertake additional drafts as this will help to improve the quality of your written work. 3) Credit. A good standard of writing is provided (no spelling errors), however there is room for improvement in terms of higher-order writing skills (e.g. vocabulary and sentence structure). Work on developing the logic within your discussion. 4) Distinction. Higher-order writing skills are evident in parts. Greater consistency will improve the overall quality of your work. 5) HD. The quality of writing is exceptional. Well done.

For students who have no workplace experience on which to base their case, they need to identify and interview someone who can provide the required first-hand insight. This will provide for a more realistic case story; as compared to simply making things up. Students can however, use a small degree of ‘artistic license’ to help promote the OB issue at the centre of their case. It is important that you use pseudonyms to protect the identity of the organisation and the individuals concerned. Refer to the documents ‘How to writing the Case Study’ and ‘Reflective Writing’ (located in Assignment 3 folder) for further advice and tips that are specific to this assignment. Two example assignments from previous sessions have also been provided to help students recognise the markers expectations for this task.

At the same time, students should avoid being too blatant with the learning-related details. It is important for readers to ‘pick-up’ (if they read the case carefully enough) various surreptitious clues about the particular OB concept and to recognise their relevance to the intended learning objective. While the case is based on your own experience, you should not be referring to yourself specifically (e.g. I thought…, I did…, etc). Rather, you should adopt the perspective of someone who is observing and subsequently describing the case details as they unfold. Many textbooks across a range of disciplines provide case studies that adopt this type of perspective. Students who are unfamiliar with the approach should review various textbooks for examples.

Submit Process: All assignments are to be submitted through‘Turn-it-in,’ which can be accessed from the ‘Assignment 2’ folder on Blackboard. The link will be activated in week 10 and you can submit the assignment at any time leading up to the due date. Feedback:Students who submit their report by the due date will receive feedback within 2 weeks. This feedback will be in the form of a marking rubric and a copy of your report with electronic comments made by the marker. Structure and style of the Case-Study There is no prescribed structure for the case. It is advised that students develop a catchy title; one that gives a clue as to the focus or purpose of the case. Although not mandatory, students might use sub-headings to help structure their case story. The general aim is to write an interesting story which clearly illustrates a good lesson in Organisational Behaviour. It is important that the key concepts associated with the lesson are discussed in the case and that this information is presented in a logical manner (i.e. it is effectively ‘contextualised’ and the story has good ‘flow’).