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ASSESSMENT BRIEFCourse Code and Title COMR2000 Management, Leadership and ProfessionalPractice AssessmentAssessment 2 Case StudyIndividual/GroupLearning Outcomes Individual Knowledge of the ‘Code of Ethics for ProfessionalAccountants’ and the ability to apply the codeappropriately in professional situations with local andglobal communities. Understanding of business and business environment Awareness of the nature of the management profession Sound judgement in applying knowledge and skills toidentify and solve business problems Submission Assessment – 2 Case Study AnalysisSubmit Week 4600 Words (+/- 10%) Weighting20%Total Marks 80 Page 1 of 6 Assessment Brief The Assessment consists of two parts. Students should:1. Answer the questions in Question and Answer format. 2. Submit the assignment electronically in Word format, 12pt. and 1.5 linespacing. 3. Fully reference their work according to the Torrens University guide: (see theAcademic Skills section of the learning Portal). 4. Clearly identify their student name and number on the answer page. PART 1: 200 Words“A Member in Public Practice shall not knowingly engage in any business,occupation, or activity that impairs or might impair integrity, objectivity or the goodreputation of the profession and as a result would be incompatible with thefundamental principles.” (Accounting Professional and Ethical Standards Board, CompiledAPES Code of ethics for Professional Accountants, Available:http://www.apesb.org.au/uploads/standards/apesb_standards/compiledt2.pdf) 1. Explain the fundamental principles listed in the Code of Ethics for Professional Accountants.2. Describe the threats that may compromise an Accountant’s compliance with thefundamental principles. Page 2 of 6 Marking Criteria Part 1 CriterionAnalysis of theCase Exceptional Excellent 18-20 15-17 Thoughtful,Comprehensiveinsightful andanalysis of thecomprehensivecase with a highanalysis of the case standard ofwith exceptional interpretationinterpretation and and applicationapplication of the of the theory.theory. Presentation 5Exceptionalpresentation,grammar andwriting. Referencing 5 Exceptionalreferencing.Exceptional qualityof sourcesresearched andcited correctly. Total Mark 4Excellentpresentation,writing andgrammar. Advanced13-14Thorough analysis ofthe case with anabove averagestandard ofinterpretation andapplication of thetheory. 3 Acceptable10-12 Poor0-9 Adequate analysis of Inadequatethe case withanalysissufficient standard of lackinginterpretation and sufficientapplication of thedetail of thetheory.case withpoorstandard ofinterpretationandapplication ofthe theory. 2 0-1 Good presentation, Sufficient standard of Inadequatewriting and grammar. presentation, writing standard ofand grammar.presentation,writing andgrammar. 4 3 Excellentreferencing.Excellent qualityof sourcesresearched andcited correctly. Good referencing.Good quality ofsources researchedand cited correctly. 2 0-1 Sufficient standard of Inadequatereferencing.standard ofSufficient quality of referencing.sources researched Inadequateand cited correctly. quality ofsourcesresearchedand citedcorrectly. /30 Page 3 of 6 Part 2.Students are required to read the Case Study on BHP Billiton and answer the questionsfollowing the case.The focus of the analysis is the application of the content studied in Weeks 1, 2 and 3 andthe prescribed text may be used as the primary source. Further research will benefit theanalysis.The Analysis should:1. Critically analyse the case.2. Clearly identify and justify the management principles applied to the case.3. Critically evaluate the questions posed to the case.4. Answer the questions in Question and Answer format.5. Be submitted electronically in Word format, 12pt. and 1.5 line spacing.6. Be fully referenced according to the Torrens University guide (see Academic Skillssection of the learning Portal).7. Clearly identify student name and number on the answer page. Part 2 400 WordsBHP – MANAGING TO KEEP IT SIMPLEBeing a manager means staying focused on the big picture of what your organisation is and what it’strying to achieve. And when you’re managing a global organisation worth $220 billion, that’s a verybig picture indeed! According to BHP Billiton, the key is to keep it simple. BHP Billiton operates in themining, metals, gas, steel and oil sectors and is one of the world’s largest producers of naturalresource commodities such as aluminium, copper, coal, silver and uranium. The company wascreated in 2001 by merging BHP Limited and BHP Billiton PLC, which still exist as separate companiesbut operate as a combined group run by a single management team. The company operates in morethan 100 locations and 25 countries around the world, employing 41 000 staff and another 65 000contractors. More than 40% of them work in the Australasian region; Australia is also BHP Billiton’smain operational base, housing the company’s global headquarters and the head offices for four ofits eight business units.BHP Billiton’s focus, clearly defined in the company charter, is ‘to create long-term shareholder valuethrough the discovery, acquisition, development and marketing of natural resources’. The companyhas pursued this goal by focusing on three objectives: (1) effectively managing and building theorganisation’s assets and services; (2) establishing a high-performance culture in which allemployees accept responsibility and are rewarded for results; and (3) earning the trust ofemployees, customers, suppliers, communities and shareholders through forthright communicationand consistently delivering on commitments.To achieve this, BHP Billiton has designed its organisation to build functional expertise and to ensurethat people understand their responsibilities and accountabilities. This has produced a structure thatreflects the value chain of the natural resources industry from exploration to the sale of mineralPage 4 of 6 based products to customers. The Minerals Exploration group is responsible for identifying andacquiring greenfield (previously unexplored) mineral deposits that have the potential to supportlarge, long-life, expandable and low-cost mining operations. This includes identifying prospectivemineral sites, undertaking reconnaissance operations and operating multimillion-dollar drillingprograms. Customer service groups handle the conversion of natural resources into products andoperate as distinct business units: Aluminium and Nickel; Base Metals, which handles copper, silver,lead and zinc; Energy Coal; Iron Ore; Manganese; Metallurgical Coal; Petroleum; and Uranium. TheMarketing group is responsible for managing the organisation’s revenues, which requiresunderstanding the various markets in which BHP Billiton operates, purchasing raw materials andmanaging supply chains, setting prices and handling the sales and the physical distribution ofcompany products, and responding quickly to marketplace changes. Group Functions is responsiblefor all activities related to meeting governance and assurance requirements and improving theoverall effectiveness of the BHP Billiton group. This includes responsibilities for areas such assecurity and emergency management, managing risk and control systems, and managing theorganisation’s impact on communities and the natural environment.BHP Billiton uses its straightforward structure and organisational values to keep its employeesfocused on what is important to achieving the company’s goals and strategies. The company’scharter and Code of Business Conduct reinforce the core values of safety and the environment,integrity, high performance, win–win relationships, courage to lead change and respect for eachother. Integrity is the most important principle of BHP Billiton’s culture, as the Code of BusinessConduct clearly states: ‘Wherever BHP Billiton operates in the world we want to work withintegrity—making the right decisions and doing things the right way. In fact, we care as much abouthow results are achieved as we do about the results themselves … Do not allow anything—meetingproduction, competitive instincts or even a direct order from a manager—to compromise ourcommitment to working with integrity. There must be no gap between what we say and what wedo.’ Questions1.Explain which of the four functions of Management will be most important at each level ofmanagement at BHP?2.What issues could be faced by the Human Resource Management Department at BHPBilliton? Discuss each of the main functions of Human Resource Management.3.How could BHP managers use the four approaches to ethical decision making to ensurecompliance with their code of practice? Page 5 of 6 Marking Criteria Part 2. CriterionAnalysis of theCase Exceptional Excellent 36-40 30-35 Thoughtful,Comprehensiveinsightful andanalysis of thecomprehensivecase with a highanalysis of the case standard ofwith exceptional interpretationinterpretation and and applicationapplication of the of the theory.theory. Presentation 5Exceptionalpresentation,grammar andwriting. Referencing 5 Exceptionalreferencing.Exceptional qualityof sourcesresearched andcited correctly. Total Mark 4Excellentpresentation,writing andgrammar. Advanced25-29Thorough analysis ofthe case with anabove averagestandard ofinterpretation andapplication of thetheory. 3 Acceptable20-24 Poor0-19 Adequate analysis of Inadequatethe case withanalysissufficient standard of lackinginterpretation and sufficientapplication of thedetail of thetheory.case withpoorstandard ofinterpretationandapplication ofthe theory. 2 0-1 Good presentation, Sufficient standard of Inadequatewriting and grammar. presentation, writing standard ofand grammar.presentation,writing andgrammar. 4 3 Excellentreferencing.Excellent qualityof sourcesresearched andcited correctly. Good referencing.Good quality ofsources researchedand cited correctly. 2 0-1 Sufficient standard of Inadequatereferencing.standard ofSufficient quality of referencing.sources researched Inadequateand cited correctly. quality ofsourcesresearchedand citedcorrectly. /50 Page 6 of 6

ASSESSMENT BRIEFCourse Code and Title COMR2000 Management, Leadership and ProfessionalPractice AssessmentAssessment 2 Case StudyIndividual/GroupLearning Outcomes Individual Knowledge of the ‘Code of Ethics for ProfessionalAccountants’ and the ability to apply the codeappropriately in professional situations with local andglobal communities. Understanding of business and business environment Awareness of the nature of the management profession Sound judgement in applying knowledge and skills toidentify and solve business problems Submission Assessment – 2 Case Study AnalysisSubmit Week 4600 Words (+/- 10%) Weighting20%Total Marks 80 Page 1 of 6 Assessment Brief The Assessment consists of two parts. Students should:1. Answer the questions in Question and Answer format. 2. Submit the assignment electronically in Word format, 12pt. and 1.5 linespacing. 3. Fully reference their work according to the Torrens University guide: (see theAcademic Skills section of the learning Portal). 4. Clearly identify their student name and number on the answer page. PART 1: 200 Words“A Member in Public Practice shall not knowingly engage in any business,occupation, or activity that impairs or might impair integrity, objectivity or the goodreputation of the profession and as a result would be incompatible with thefundamental principles.” (Accounting Professional and Ethical Standards Board, CompiledAPES Code of ethics for Professional Accountants, Available:http://www.apesb.org.au/uploads/standards/apesb_standards/compiledt2.pdf) 1. Explain the fundamental principles listed in the Code of Ethics for Professional Accountants.2. Describe the threats that may compromise an Accountant’s compliance with thefundamental principles. Page 2 of 6 Marking Criteria Part 1 CriterionAnalysis of theCase Exceptional Excellent 18-20 15-17 Thoughtful,Comprehensiveinsightful andanalysis of thecomprehensivecase with a highanalysis of the case standard ofwith exceptional interpretationinterpretation and and applicationapplication of the of the theory.theory. Presentation 5Exceptionalpresentation,grammar andwriting. Referencing 5 Exceptionalreferencing.Exceptional qualityof sourcesresearched andcited correctly. Total Mark 4Excellentpresentation,writing andgrammar. Advanced13-14Thorough analysis ofthe case with anabove averagestandard ofinterpretation andapplication of thetheory. 3 Acceptable10-12 Poor0-9 Adequate analysis of Inadequatethe case withanalysissufficient standard of lackinginterpretation and sufficientapplication of thedetail of thetheory.case withpoorstandard ofinterpretationandapplication ofthe theory. 2 0-1 Good presentation, Sufficient standard of Inadequatewriting and grammar. presentation, writing standard ofand grammar.presentation,writing andgrammar. 4 3 Excellentreferencing.Excellent qualityof sourcesresearched andcited correctly. Good referencing.Good quality ofsources researchedand cited correctly. 2 0-1 Sufficient standard of Inadequatereferencing.standard ofSufficient quality of referencing.sources researched Inadequateand cited correctly. quality ofsourcesresearchedand citedcorrectly. /30 Page 3 of 6 Part 2.Students are required to read the Case Study on BHP Billiton and answer the questionsfollowing the case.The focus of the analysis is the application of the content studied in Weeks 1, 2 and 3 andthe prescribed text may be used as the primary source. Further research will benefit theanalysis.The Analysis should:1. Critically analyse the case.2. Clearly identify and justify the management principles applied to the case.3. Critically evaluate the questions posed to the case.4. Answer the questions in Question and Answer format.5. Be submitted electronically in Word format, 12pt. and 1.5 line spacing.6. Be fully referenced according to the Torrens University guide (see Academic Skillssection of the learning Portal).7. Clearly identify student name and number on the answer page. Part 2 400 WordsBHP – MANAGING TO KEEP IT SIMPLEBeing a manager means staying focused on the big picture of what your organisation is and what it’strying to achieve. And when you’re managing a global organisation worth $220 billion, that’s a verybig picture indeed! According to BHP Billiton, the key is to keep it simple. BHP Billiton operates in themining, metals, gas, steel and oil sectors and is one of the world’s largest producers of naturalresource commodities such as aluminium, copper, coal, silver and uranium. The company wascreated in 2001 by merging BHP Limited and BHP Billiton PLC, which still exist as separate companiesbut operate as a combined group run by a single management team. The company operates in morethan 100 locations and 25 countries around the world, employing 41 000 staff and another 65 000contractors. More than 40% of them work in the Australasian region; Australia is also BHP Billiton’smain operational base, housing the company’s global headquarters and the head offices for four ofits eight business units.BHP Billiton’s focus, clearly defined in the company charter, is ‘to create long-term shareholder valuethrough the discovery, acquisition, development and marketing of natural resources’. The companyhas pursued this goal by focusing on three objectives: (1) effectively managing and building theorganisation’s assets and services; (2) establishing a high-performance culture in which allemployees accept responsibility and are rewarded for results; and (3) earning the trust ofemployees, customers, suppliers, communities and shareholders through forthright communicationand consistently delivering on commitments.To achieve this, BHP Billiton has designed its organisation to build functional expertise and to ensurethat people understand their responsibilities and accountabilities. This has produced a structure thatreflects the value chain of the natural resources industry from exploration to the sale of mineralPage 4 of 6 based products to customers. The Minerals Exploration group is responsible for identifying andacquiring greenfield (previously unexplored) mineral deposits that have the potential to supportlarge, long-life, expandable and low-cost mining operations. This includes identifying prospectivemineral sites, undertaking reconnaissance operations and operating multimillion-dollar drillingprograms. Customer service groups handle the conversion of natural resources into products andoperate as distinct business units: Aluminium and Nickel; Base Metals, which handles copper, silver,lead and zinc; Energy Coal; Iron Ore; Manganese; Metallurgical Coal; Petroleum; and Uranium. TheMarketing group is responsible for managing the organisation’s revenues, which requiresunderstanding the various markets in which BHP Billiton operates, purchasing raw materials andmanaging supply chains, setting prices and handling the sales and the physical distribution ofcompany products, and responding quickly to marketplace changes. Group Functions is responsiblefor all activities related to meeting governance and assurance requirements and improving theoverall effectiveness of the BHP Billiton group. This includes responsibilities for areas such assecurity and emergency management, managing risk and control systems, and managing theorganisation’s impact on communities and the natural environment.BHP Billiton uses its straightforward structure and organisational values to keep its employeesfocused on what is important to achieving the company’s goals and strategies. The company’scharter and Code of Business Conduct reinforce the core values of safety and the environment,integrity, high performance, win–win relationships, courage to lead change and respect for eachother. Integrity is the most important principle of BHP Billiton’s culture, as the Code of BusinessConduct clearly states: ‘Wherever BHP Billiton operates in the world we want to work withintegrity—making the right decisions and doing things the right way. In fact, we care as much abouthow results are achieved as we do about the results themselves … Do not allow anything—meetingproduction, competitive instincts or even a direct order from a manager—to compromise ourcommitment to working with integrity. There must be no gap between what we say and what wedo.’ Questions1.Explain which of the four functions of Management will be most important at each level ofmanagement at BHP?2.What issues could be faced by the Human Resource Management Department at BHPBilliton? Discuss each of the main functions of Human Resource Management.3.How could BHP managers use the four approaches to ethical decision making to ensurecompliance with their code of practice? Page 5 of 6 Marking Criteria Part 2. CriterionAnalysis of theCase Exceptional Excellent 36-40 30-35 Thoughtful,Comprehensiveinsightful andanalysis of thecomprehensivecase with a highanalysis of the case standard ofwith exceptional interpretationinterpretation and and applicationapplication of the of the theory.theory. Presentation 5Exceptionalpresentation,grammar andwriting. Referencing 5 Exceptionalreferencing.Exceptional qualityof sourcesresearched andcited correctly. Total Mark 4Excellentpresentation,writing andgrammar. Advanced25-29Thorough analysis ofthe case with anabove averagestandard ofinterpretation andapplication of thetheory. 3 Acceptable20-24 Poor0-19 Adequate analysis of Inadequatethe case withanalysissufficient standard of lackinginterpretation and sufficientapplication of thedetail of thetheory.case withpoorstandard ofinterpretationandapplication ofthe theory. 2 0-1 Good presentation, Sufficient standard of Inadequatewriting and grammar. presentation, writing standard ofand grammar.presentation,writing andgrammar. 4 3 Excellentreferencing.Excellent qualityof sourcesresearched andcited correctly. Good referencing.Good quality ofsources researchedand cited correctly. 2 0-1 Sufficient standard of Inadequatereferencing.standard ofSufficient quality of referencing.sources researched Inadequateand cited correctly. quality ofsourcesresearchedand citedcorrectly. /50 Page 6 of 6

ASSESSMENT BRIEFCourse Code and Title COMR2000 Management, Leadership and ProfessionalPractice AssessmentAssessment 2 Case StudyIndividual/GroupLearning Outcomes Individual Knowledge of the ‘Code of Ethics for ProfessionalAccountants’ and the ability to apply the codeappropriately in professional situations with local andglobal communities. Understanding of business and business environment Awareness of the nature of the management profession Sound judgement in applying knowledge and skills toidentify and solve business problems Submission Assessment – 2 Case Study AnalysisSubmit Week 4600 Words (+/- 10%) Weighting20%Total Marks 80 Page 1 of 6 Assessment Brief The Assessment consists of two parts. Students should:1. Answer the questions in Question and Answer format. 2. Submit the assignment electronically in Word format, 12pt. and 1.5 linespacing. 3. Fully reference their work according to the Torrens University guide: (see theAcademic Skills section of the learning Portal). 4. Clearly identify their student name and number on the answer page. PART 1: 200 Words“A Member in Public Practice shall not knowingly engage in any business,occupation, or activity that impairs or might impair integrity, objectivity or the goodreputation of the profession and as a result would be incompatible with thefundamental principles.” (Accounting Professional and Ethical Standards Board, CompiledAPES Code of ethics for Professional Accountants, Available:http://www.apesb.org.au/uploads/standards/apesb_standards/compiledt2.pdf) 1. Explain the fundamental principles listed in the Code of Ethics for Professional Accountants.2. Describe the threats that may compromise an Accountant’s compliance with thefundamental principles. Page 2 of 6 Marking Criteria Part 1 CriterionAnalysis of theCase Exceptional Excellent 18-20 15-17 Thoughtful,Comprehensiveinsightful andanalysis of thecomprehensivecase with a highanalysis of the case standard ofwith exceptional interpretationinterpretation and and applicationapplication of the of the theory.theory. Presentation 5Exceptionalpresentation,grammar andwriting. Referencing 5 Exceptionalreferencing.Exceptional qualityof sourcesresearched andcited correctly. Total Mark 4Excellentpresentation,writing andgrammar. Advanced13-14Thorough analysis ofthe case with anabove averagestandard ofinterpretation andapplication of thetheory. 3 Acceptable10-12 Poor0-9 Adequate analysis of Inadequatethe case withanalysissufficient standard of lackinginterpretation and sufficientapplication of thedetail of thetheory.case withpoorstandard ofinterpretationandapplication ofthe theory. 2 0-1 Good presentation, Sufficient standard of Inadequatewriting and grammar. presentation, writing standard ofand grammar.presentation,writing andgrammar. 4 3 Excellentreferencing.Excellent qualityof sourcesresearched andcited correctly. Good referencing.Good quality ofsources researchedand cited correctly. 2 0-1 Sufficient standard of Inadequatereferencing.standard ofSufficient quality of referencing.sources researched Inadequateand cited correctly. quality ofsourcesresearchedand citedcorrectly. /30 Page 3 of 6 Part 2.Students are required to read the Case Study on BHP Billiton and answer the questionsfollowing the case.The focus of the analysis is the application of the content studied in Weeks 1, 2 and 3 andthe prescribed text may be used as the primary source. Further research will benefit theanalysis.The Analysis should:1. Critically analyse the case.2. Clearly identify and justify the management principles applied to the case.3. Critically evaluate the questions posed to the case.4. Answer the questions in Question and Answer format.5. Be submitted electronically in Word format, 12pt. and 1.5 line spacing.6. Be fully referenced according to the Torrens University guide (see Academic Skillssection of the learning Portal).7. Clearly identify student name and number on the answer page. Part 2 400 WordsBHP – MANAGING TO KEEP IT SIMPLEBeing a manager means staying focused on the big picture of what your organisation is and what it’strying to achieve. And when you’re managing a global organisation worth $220 billion, that’s a verybig picture indeed! According to BHP Billiton, the key is to keep it simple. BHP Billiton operates in themining, metals, gas, steel and oil sectors and is one of the world’s largest producers of naturalresource commodities such as aluminium, copper, coal, silver and uranium. The company wascreated in 2001 by merging BHP Limited and BHP Billiton PLC, which still exist as separate companiesbut operate as a combined group run by a single management team. The company operates in morethan 100 locations and 25 countries around the world, employing 41 000 staff and another 65 000contractors. More than 40% of them work in the Australasian region; Australia is also BHP Billiton’smain operational base, housing the company’s global headquarters and the head offices for four ofits eight business units.BHP Billiton’s focus, clearly defined in the company charter, is ‘to create long-term shareholder valuethrough the discovery, acquisition, development and marketing of natural resources’. The companyhas pursued this goal by focusing on three objectives: (1) effectively managing and building theorganisation’s assets and services; (2) establishing a high-performance culture in which allemployees accept responsibility and are rewarded for results; and (3) earning the trust ofemployees, customers, suppliers, communities and shareholders through forthright communicationand consistently delivering on commitments.To achieve this, BHP Billiton has designed its organisation to build functional expertise and to ensurethat people understand their responsibilities and accountabilities. This has produced a structure thatreflects the value chain of the natural resources industry from exploration to the sale of mineralPage 4 of 6 based products to customers. The Minerals Exploration group is responsible for identifying andacquiring greenfield (previously unexplored) mineral deposits that have the potential to supportlarge, long-life, expandable and low-cost mining operations. This includes identifying prospectivemineral sites, undertaking reconnaissance operations and operating multimillion-dollar drillingprograms. Customer service groups handle the conversion of natural resources into products andoperate as distinct business units: Aluminium and Nickel; Base Metals, which handles copper, silver,lead and zinc; Energy Coal; Iron Ore; Manganese; Metallurgical Coal; Petroleum; and Uranium. TheMarketing group is responsible for managing the organisation’s revenues, which requiresunderstanding the various markets in which BHP Billiton operates, purchasing raw materials andmanaging supply chains, setting prices and handling the sales and the physical distribution ofcompany products, and responding quickly to marketplace changes. Group Functions is responsiblefor all activities related to meeting governance and assurance requirements and improving theoverall effectiveness of the BHP Billiton group. This includes responsibilities for areas such assecurity and emergency management, managing risk and control systems, and managing theorganisation’s impact on communities and the natural environment.BHP Billiton uses its straightforward structure and organisational values to keep its employeesfocused on what is important to achieving the company’s goals and strategies. The company’scharter and Code of Business Conduct reinforce the core values of safety and the environment,integrity, high performance, win–win relationships, courage to lead change and respect for eachother. Integrity is the most important principle of BHP Billiton’s culture, as the Code of BusinessConduct clearly states: ‘Wherever BHP Billiton operates in the world we want to work withintegrity—making the right decisions and doing things the right way. In fact, we care as much abouthow results are achieved as we do about the results themselves … Do not allow anything—meetingproduction, competitive instincts or even a direct order from a manager—to compromise ourcommitment to working with integrity. There must be no gap between what we say and what wedo.’ Questions1.Explain which of the four functions of Management will be most important at each level ofmanagement at BHP?2.What issues could be faced by the Human Resource Management Department at BHPBilliton? Discuss each of the main functions of Human Resource Management.3.How could BHP managers use the four approaches to ethical decision making to ensurecompliance with their code of practice? Page 5 of 6 Marking Criteria Part 2. CriterionAnalysis of theCase Exceptional Excellent 36-40 30-35 Thoughtful,Comprehensiveinsightful andanalysis of thecomprehensivecase with a highanalysis of the case standard ofwith exceptional interpretationinterpretation and and applicationapplication of the of the theory.theory. Presentation 5Exceptionalpresentation,grammar andwriting. Referencing 5 Exceptionalreferencing.Exceptional qualityof sourcesresearched andcited correctly. Total Mark 4Excellentpresentation,writing andgrammar. Advanced25-29Thorough analysis ofthe case with anabove averagestandard ofinterpretation andapplication of thetheory. 3 Acceptable20-24 Poor0-19 Adequate analysis of Inadequatethe case withanalysissufficient standard of lackinginterpretation and sufficientapplication of thedetail of thetheory.case withpoorstandard ofinterpretationandapplication ofthe theory. 2 0-1 Good presentation, Sufficient standard of Inadequatewriting and grammar. presentation, writing standard ofand grammar.presentation,writing andgrammar. 4 3 Excellentreferencing.Excellent qualityof sourcesresearched andcited correctly. Good referencing.Good quality ofsources researchedand cited correctly. 2 0-1 Sufficient standard of Inadequatereferencing.standard ofSufficient quality of referencing.sources researched Inadequateand cited correctly. quality ofsourcesresearchedand citedcorrectly. /50 Page 6 of 6

ASSESSMENT BRIEFCourse Code and Title COMR2000 Management, Leadership and ProfessionalPractice AssessmentAssessment 2 Case StudyIndividual/GroupLearning Outcomes Individual Knowledge of the ‘Code of Ethics for ProfessionalAccountants’ and the ability to apply the codeappropriately in professional situations with local andglobal communities. Understanding of business and business environment Awareness of the nature of the management profession Sound judgement in applying knowledge and skills toidentify and solve business problems Submission Assessment – 2 Case Study AnalysisSubmit Week 4600 Words (+/- 10%) Weighting20%Total Marks 80 Page 1 of 6 Assessment Brief The Assessment consists of two parts. Students should:1. Answer the questions in Question and Answer format. 2. Submit the assignment electronically in Word format, 12pt. and 1.5 linespacing. 3. Fully reference their work according to the Torrens University guide: (see theAcademic Skills section of the learning Portal). 4. Clearly identify their student name and number on the answer page. PART 1: 200 Words“A Member in Public Practice shall not knowingly engage in any business,occupation, or activity that impairs or might impair integrity, objectivity or the goodreputation of the profession and as a result would be incompatible with thefundamental principles.” (Accounting Professional and Ethical Standards Board, CompiledAPES Code of ethics for Professional Accountants, Available:http://www.apesb.org.au/uploads/standards/apesb_standards/compiledt2.pdf) 1. Explain the fundamental principles listed in the Code of Ethics for Professional Accountants.2. Describe the threats that may compromise an Accountant’s compliance with thefundamental principles. Page 2 of 6 Marking Criteria Part 1 CriterionAnalysis of theCase Exceptional Excellent 18-20 15-17 Thoughtful,Comprehensiveinsightful andanalysis of thecomprehensivecase with a highanalysis of the case standard ofwith exceptional interpretationinterpretation and and applicationapplication of the of the theory.theory. Presentation 5Exceptionalpresentation,grammar andwriting. Referencing 5 Exceptionalreferencing.Exceptional qualityof sourcesresearched andcited correctly. Total Mark 4Excellentpresentation,writing andgrammar. Advanced13-14Thorough analysis ofthe case with anabove averagestandard ofinterpretation andapplication of thetheory. 3 Acceptable10-12 Poor0-9 Adequate analysis of Inadequatethe case withanalysissufficient standard of lackinginterpretation and sufficientapplication of thedetail of thetheory.case withpoorstandard ofinterpretationandapplication ofthe theory. 2 0-1 Good presentation, Sufficient standard of Inadequatewriting and grammar. presentation, writing standard ofand grammar.presentation,writing andgrammar. 4 3 Excellentreferencing.Excellent qualityof sourcesresearched andcited correctly. Good referencing.Good quality ofsources researchedand cited correctly. 2 0-1 Sufficient standard of Inadequatereferencing.standard ofSufficient quality of referencing.sources researched Inadequateand cited correctly. quality ofsourcesresearchedand citedcorrectly. /30 Page 3 of 6 Part 2.Students are required to read the Case Study on BHP Billiton and answer the questionsfollowing the case.The focus of the analysis is the application of the content studied in Weeks 1, 2 and 3 andthe prescribed text may be used as the primary source. Further research will benefit theanalysis.The Analysis should:1. Critically analyse the case.2. Clearly identify and justify the management principles applied to the case.3. Critically evaluate the questions posed to the case.4. Answer the questions in Question and Answer format.5. Be submitted electronically in Word format, 12pt. and 1.5 line spacing.6. Be fully referenced according to the Torrens University guide (see Academic Skillssection of the learning Portal).7. Clearly identify student name and number on the answer page. Part 2 400 WordsBHP – MANAGING TO KEEP IT SIMPLEBeing a manager means staying focused on the big picture of what your organisation is and what it’strying to achieve. And when you’re managing a global organisation worth $220 billion, that’s a verybig picture indeed! According to BHP Billiton, the key is to keep it simple. BHP Billiton operates in themining, metals, gas, steel and oil sectors and is one of the world’s largest producers of naturalresource commodities such as aluminium, copper, coal, silver and uranium. The company wascreated in 2001 by merging BHP Limited and BHP Billiton PLC, which still exist as separate companiesbut operate as a combined group run by a single management team. The company operates in morethan 100 locations and 25 countries around the world, employing 41 000 staff and another 65 000contractors. More than 40% of them work in the Australasian region; Australia is also BHP Billiton’smain operational base, housing the company’s global headquarters and the head offices for four ofits eight business units.BHP Billiton’s focus, clearly defined in the company charter, is ‘to create long-term shareholder valuethrough the discovery, acquisition, development and marketing of natural resources’. The companyhas pursued this goal by focusing on three objectives: (1) effectively managing and building theorganisation’s assets and services; (2) establishing a high-performance culture in which allemployees accept responsibility and are rewarded for results; and (3) earning the trust ofemployees, customers, suppliers, communities and shareholders through forthright communicationand consistently delivering on commitments.To achieve this, BHP Billiton has designed its organisation to build functional expertise and to ensurethat people understand their responsibilities and accountabilities. This has produced a structure thatreflects the value chain of the natural resources industry from exploration to the sale of mineralPage 4 of 6 based products to customers. The Minerals Exploration group is responsible for identifying andacquiring greenfield (previously unexplored) mineral deposits that have the potential to supportlarge, long-life, expandable and low-cost mining operations. This includes identifying prospectivemineral sites, undertaking reconnaissance operations and operating multimillion-dollar drillingprograms. Customer service groups handle the conversion of natural resources into products andoperate as distinct business units: Aluminium and Nickel; Base Metals, which handles copper, silver,lead and zinc; Energy Coal; Iron Ore; Manganese; Metallurgical Coal; Petroleum; and Uranium. TheMarketing group is responsible for managing the organisation’s revenues, which requiresunderstanding the various markets in which BHP Billiton operates, purchasing raw materials andmanaging supply chains, setting prices and handling the sales and the physical distribution ofcompany products, and responding quickly to marketplace changes. Group Functions is responsiblefor all activities related to meeting governance and assurance requirements and improving theoverall effectiveness of the BHP Billiton group. This includes responsibilities for areas such assecurity and emergency management, managing risk and control systems, and managing theorganisation’s impact on communities and the natural environment.BHP Billiton uses its straightforward structure and organisational values to keep its employeesfocused on what is important to achieving the company’s goals and strategies. The company’scharter and Code of Business Conduct reinforce the core values of safety and the environment,integrity, high performance, win–win relationships, courage to lead change and respect for eachother. Integrity is the most important principle of BHP Billiton’s culture, as the Code of BusinessConduct clearly states: ‘Wherever BHP Billiton operates in the world we want to work withintegrity—making the right decisions and doing things the right way. In fact, we care as much abouthow results are achieved as we do about the results themselves … Do not allow anything—meetingproduction, competitive instincts or even a direct order from a manager—to compromise ourcommitment to working with integrity. There must be no gap between what we say and what wedo.’ Questions1.Explain which of the four functions of Management will be most important at each level ofmanagement at BHP?2.What issues could be faced by the Human Resource Management Department at BHPBilliton? Discuss each of the main functions of Human Resource Management.3.How could BHP managers use the four approaches to ethical decision making to ensurecompliance with their code of practice? Page 5 of 6 Marking Criteria Part 2. CriterionAnalysis of theCase Exceptional Excellent 36-40 30-35 Thoughtful,Comprehensiveinsightful andanalysis of thecomprehensivecase with a highanalysis of the case standard ofwith exceptional interpretationinterpretation and and applicationapplication of the of the theory.theory. Presentation 5Exceptionalpresentation,grammar andwriting. Referencing 5 Exceptionalreferencing.Exceptional qualityof sourcesresearched andcited correctly. Total Mark 4Excellentpresentation,writing andgrammar. Advanced25-29Thorough analysis ofthe case with anabove averagestandard ofinterpretation andapplication of thetheory. 3 Acceptable20-24 Poor0-19 Adequate analysis of Inadequatethe case withanalysissufficient standard of lackinginterpretation and sufficientapplication of thedetail of thetheory.case withpoorstandard ofinterpretationandapplication ofthe theory. 2 0-1 Good presentation, Sufficient standard of Inadequatewriting and grammar. presentation, writing standard ofand grammar.presentation,writing andgrammar. 4 3 Excellentreferencing.Excellent qualityof sourcesresearched andcited correctly. Good referencing.Good quality ofsources researchedand cited correctly. 2 0-1 Sufficient standard of Inadequatereferencing.standard ofSufficient quality of referencing.sources researched Inadequateand cited correctly. quality ofsourcesresearchedand citedcorrectly. /50 Page 6 of 6

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