The Learning Framework Is Part Of The Academic Programme Of Work You Are Required Admission Essay Sample

Published: 2021-06-18 05:09:13
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Overview
It is designed to ensure that you have goals and objectives planned for what you want to achieve from your Co-operative Education Placement (CPO) organisation and to provide you with a solid foundation for the rest of the academic programme.
Please note that throughout your Learning Framework you must:
- apply concepts, models, frameworks, theories and/or technical competencies from your major, and other areas of study
- use authoritative sources
- provide in-text references in APA (6th ed.)
- update your Reference List with the full reference (APA 6th ed.)
Throughout Co-operative Education you will be focusing on how you are achieving the BBus Learning Goals set out below:
Learning Goal 1:Be self-directed, reflective learners
Learning Goal 2: Be knowledgeable in their major field of study
Learning Goal 3:Be critical enquirers and problem solvers
Learning Goal 4: Be able to think and act ethically
Learning Goal 5:Be able to work collaboratively
Learning Goal 6:Be effective communicators
Learning Goal 7: Be connected to business
The Learning Framework is the first stage of your assessment programme that culminates in your Oral Brief and Co-operative Education Report. In your Co-operative Education Report you will critically reflect on, analyse and evaluate your development throughout your Co-operative Education Placement and work on and complete a discipline research topic of your choice.
You are required to address all of the points which relate to each of theBBus Learning Goals. You may either answer each point individually or you may choose to respond to all points in the one discussion of paragraphs using appropriate headings and sub-headings.
Learning Goal 1:
Learning Goal 2: Be knowledgeable in your major field of study demonstrating the application of knowledge from your major(s) to your Co-operative Education Placement
In this Learning Goal you will explain how knowledge from your major(s) might apply to your tasks and discuss the value of your role.
You are required to address all of the points below. You may include further comments or discussion that is relevant to this Learning Goal. You must integrate relevant concepts, models, frameworks, theories and/or technical competencies (use in text references) to support your discussion.
- Provide a brief overview of your role and your Co-operative Education Placement Organisation (CPO). (This about your employer organisation and your role during your placement)
My position is Administrative Officer. My role as Administrative officer is to provide administrative and clerical services to ensure efficient and effective operations of my CPO. More specifically, I will be responsible for managing emails and correspondence (including phone and arranging appointments), conducting research and other writing tasks (draft letters and presentations), preparing documents for meetings, taking minutes, and other clerical duties as needed
I will report to the Human Resource Manager.
- Briefly describe each of your key tasks or activities that relate to your major(s). For each key task or activity, identify a comprehensive range of theories, concepts, models, frameworks and/or technical competencies from your major(s) and explain how they could apply.
(This is about your tasks that you will be doing. Use the details that you included in your Application form. In the workshop we put together a table that looked like the example below). Remember this can be changed if your tasks change when you start your placement or during your placement.
- Discuss the value that your role and personal attributes may add to your CPO.
I will add value to my CPO by utilizing the knowledge I have acquired from my time in college. Knowing of the importance and reliance on marketing segmentation, for example, I can apply my knowledge to the tasks that the position of Administrative Officer will require. My college experience equipped me with the soft skills of time management, problem solving and collaboration. I place immense value on this last skill. Considering the fast pace work environment of my CPO, I will need to rely on colleagues with more experience to acquire knowledge about operations, the right people to speak to, and the culture of the particular work place.
Being cognizant of these important aspects of any organization is essential in being a valuable employee, no matter how long or short your tenure is at the company. It is important to perceive each work experience as highly valuable. Building up good references, for example, is essential to move to another company. Doing good work at my particular CPO may also translate into long-term employment.
I believe my personal attributes map well to the three requirements of time management, problem solving and collaboration. As a person who values knowledge, and is innately curious, motivated and career-oriented, I believe I will make a good impression and gain invaluable experience at my CPO.
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Learning Goal 3: Be critical enquirers and problem solvers
LG3 (Part 1) – Be critical enquirers and problem solvers (internal environment) by
- identifying and critically analysing interrelationships within the organisation and
- critically analysing and evaluating how these interrelationships are managed by your CPO
In this Learning Goal you will start to develop an understanding of your CPO’s internal structure and relationships within the organisation. You will need to comment on the interrelationships both within and between the functional areas represented by your major to other functional areas within your CPO.
You are required to address all of the points below. You may include further comments or discussion that is relevant to this Learning Goal.You must integrate relevant concepts, models, frameworks, theories and/or technical competencies (use in text references) to support your discussion.
- Include a copy of, or produce, an organisational chart of your CPO, showing your role and briefly discuss where your role fits in the organisation.
[WRITER DOES NOT HAVE THIS INFORMATION – ILLUSTRATIVE ONLY]
As can be observed from the organizational chart of my CPO, I am listed under my supervisor, the Human Resources Manager. The Human Resources Manager oversees a range of professional. I am located at the bottom of the left branch. In this particular organizational chart I am listed as a Human Resources Administrator (HR Administrator). I work closely with the Human Resources Records and Support Administrator and other HR Administrators.
In relation to my role, I am responsible for varying clerical duties and to conduct research and compile varying documents (e.g., letters, minutes, reports, presentations). In terms of completing my tasks, I have several immediate supervisors between myself and the Human Resources Manager. The HR Officers and HR Consultants, for example, provide me with documents to file. I, in turn manager their appointments (and the appointments of the Senior HR Consultants). I am to attend meetings with these individuals, generally as secretary to draft minutes. Occasionally I am to be assigned projects to work under the HR Consultants.
In terms of completing my tasks, I am part of a small group of several other HR Administrators. We work independently on our own projects, or in collaboration with each other. The latter is highly beneficial to assuring I am doing my work competently, and also acts as a benchmark to know how others are performing in their roles and what knowledge they have acquired while working with our CPO.
- Outline your ideas as to how your CPO might effectively manage these internal relationships within the organisation. You should include the practices, processes, systems and general tools you consider your employer may use to manage internal relationships (e.g. organisational communication channels, structure, internal controls).
Managing internal relationships in an organisation as large as my CPO is complex. Observations of my CPO reveal that the organisation relies on the vision and network of the organisation’s management. For example, Collins and Clark (2003) identify specific network-building HR practices were important to build the overall morale within organisations. This was proven relevant in 73 large scale organisations in the particular study. The positive link between HR practices and company performance suggest that better attention to the role of human resources be better valued in organisations.
LG3 (Part 2) – Be critical enquirers and problem solvers (external environment) by identifying and critically analysing the impact of the external environment on your CPO and its industry
In this Learning Goal you will discuss your CPO and the industry sector
My CPO is: Mohammed Saqqaf Consultants
My CPO’s core business is: Consultancy and Construction Management with focus on Design, Interior, Constructors and Supervision
Industry sector to which they belong is: Engineering
You are required to address all of the points below. You may include further comments or discussion that is relevant to this Learning Goal. You must integrate relevant concepts, models, frameworks, theories, technical competencies and/or secondary research (use in text references) to support your discussion.
- Outline key facts about your industry sector (e.g. size, demand, growth).
The engineering sector is undergoing a boom in the Middle East. MSC has locations in Makkah (head office), Cairo, Riyadh and Jeddah. With focus on Saudi Arabia, there has been significant growth across residential, commercial and institutional sectors. Between 2008 and 2012 the compound annual growth rate has been nearly 7 percent and from 2012 to 2017 it is expected to maintain a similar pace with growth project at 5.5 percent. Population growth, government investment in infrastructure and a rise in wages collectively contribute to the current boom. Despite an expected growth of 4 million to the Saudi population, unemployment is expected to show a continued decline to as low as 4.9 % by the end of the decade (Business Wire, 2014, Feb. 27).
- Identify some of the current issues and/or events you think the business world is facing at present and comment briefly on how you think these issues/events might impact on your CPO and its industry sector.
One issue in particular is investment in infrastructure locally. The Gulf Corporation Council is investing in a mega railway that will connect six of its member states by 2018. The cost is estimated to be USD $15 billion and reach nearly 2,200 kms (Business Wire, 2014, Feb. 27). Since Saudi Arabia is the largest country in the region, the majority of track will traverse through this territory. While MSC is not involved in railway design, the volume of people that will access urban points along this track will be significant. Two areas where MSC is focused is on residential and hotel construction. With an office in Riyadh, MSC is/should anticipate construction contracts, and perhaps even to open an office along the coast of the Gulf, where the majority of track will be laid.
Another is issue is the pursuit of renewable energy resources. Saudi Arabia is investing heavily in solar power. Across the country, the average annual rainfall is minimal compared to many other locations around the world. As such, solar power has become a viable industry. With a finite amount of petroleum it is imperative for the country to invest in alternative energy sources. In October the government announced that it would invest USD $108 billion in solar energy (Gates, 2014, Oct. 19). Such projects need infrastructure in terms of buildings for commercial purposes and to house workers. As such, this presents another business opportunity for MSC in future.
- Identify some of the possible external stakeholders including key competitors and comment briefly on the likely significance of the relationship.
In the construction industry the stakeholders are numerous. Contractors such as architects, materials suppliers, inspectors and government officials are all involved in the context of building. There also engineers that have specialties outside of the construction context. Environmental engineers, for example, are increasingly important with stronger environmental regulations that are being passed.
In all honesty, the competition is relatively small. The fact that MSC has been in operations since 1997 and has opened three additional offices reflects its reputation. It is locally owned and operated. As such it is well-integrated into Saudi culture. If anything, the competition lies in recruiting competent foreigners who possess the adequate technical expertise. Yet, seeing how the company knows the landscape well, it makes it more challenging for foreign companies to plant their roots. For MSC it is important to work with international talent agencies to better understand the ex-patriot market. Although relatively successful in Saudi Arabia, this has been largely directed at executives in the energy industries. Acquiring the services of talented engineers abroad as compared is what the competition may be described as. The competitors are the home countries in the west where much of the talented technical knowledge resides. As such providing competitive salaries and assurances that their lifestyles will not be compromised are important selling features to lure such talent.
LG3.3 – Discipline Research Topic: Developing your skills as a critical enquirer and problem solver
Throughout Co-operative Education you will be working on a research project topic of your choice relating to your discipline.
In your Final Report you will be required to critically analyse and evaluate your chosen topic from your discipline perspective that could be related to your role, and your CPO or industry sector. This topic should develop your discipline knowledge beyond that acquired in LG2 and your skills as a critical enquirer and problem solver.
- a gap in your knowledge relating to your role or major
- an area of interest relating to your discipline
- a current or key issue
This topic will be researched using secondary data including academic literature.
- You must not disclose any confidential information, complete any primary research and maintain the confidentiality of any persons/organisations referred to in your research.
- All researched information has been acknowledged by in-text references in APA 6thed.
- In your Learning Framework you must list your ideas for a topic in an area of interest from your discipline perspective and provide a rationale including how this could be related to your role, your CPO and/or industry.
1) Linking to the previous section, one pathway for research is to acquire foreign talent to join MSC. Considering the potential construction boom that has been outlined above, there will be an anticipated need to develop in-house technical competence to ensure that the MSC is in a strong position to acquire contracts, and build on its reputation as a strong engineering and construction company.
One idea is to research how talent agencies recruit professionals from abroad. Schuler, Dowling and De Cieri (1993) wrote a seminal article during the early onset of globalization that piqued in 2000. They introduce the framework entitled, Strategic International Human Resource Management (SIHRM), to offer pathways for corporations interested in operating a more multinational context.
The rationale for such research would be to consider the need to hire foreign talent as the operations of MCU become more sophisticated.
2) Another proposed area of research is financing. To carry out large scale projects, adequate financing is needed. Bing, Tiong, Fan & Chew (1999) offer a systematic approach to enhance profits while minimizing risk in the context of joint ventures. By ensuring contracts abide by the varying jurisdictions in which the work is to be carried out, risk is minimized. Knowledge of arbitration laws, for example are essential to ensuring that parties are aware of the impact of negligence, etc.
Research into this area could widen the exposure of MCS to bid on larger projects and become involved in joint ventures to secure adequate financing from major international banks (lending).
Learning Goal 4: Be able to think and act ethically: Demonstrate understanding of ethical and social responsibility issues facing business and society
In this Learning Goal you will comment on the ways in which your CPO and its industry might demonstrate both ethical practices and social responsibility. You must draw on relevant ethical and social responsibility theories and concepts (use in text references) to support your discussion.
- Write a brief statement on what it means to you to make ethical decisions.
Making ethical decisions means to make the best decision with the available information, which I define as good judgment, professional conduct, and upholding certain standards that should be expected of a professional (Buckley, 2001, p.13). I draw on how I define my own ethical viewpoint based on how I believe organisations should operate. The Corporate Social Responsibility literature is another valuable resource to understand how ethics are being better integrated and recognized in the corporate world (Lindgreen and Swaen, 2010).
In relation to engineering there are greater expectations in particular around environmental protection (International Institute for Sustainable Development, 2013). In this context there is consensus around four broad areas as follows: enhancing material recycling; investing in product durability and functionality; enhanced use of renewable resources, integration of environmental tools into business plans (costing, standards, labelling, etc.)
- Explain what your CPO and industry might need to consider in order to make ethical business decisions and to demonstrate social responsibility.
McElhaney’s approach to CSR has become a gold standard by which companies aim to follow (2009). She advises corporations to look at CSR as less about “a feel good story” and more about “good business.” In this context the focus never wanes from advancing the aims of the company. Although some growing pains up front may be expected (impact profits), she emphasizes that over time a good CSR policy aims to build a corporate brand and moves the contractor-client configuration from transaction to relationship. Return business, and a reputable brand are the outcomes.
- What factors do you think might make it difficult for your CPO to consistently make ethical business decisions?
According to McWilliams and Siegal (2001), factors that contribute to making ethical business decisions depend on the size, extent of research and development, sales, advertisements and government tax breaks. The corporate and economic climate largely dictates how far a company can engage in CSR, for example. In other words, the financial trade off of engaging in CSR may not offset the gains of the organisation and its perception publicly, at least in the short term. The larger the company the more they can absorb fluctuations in profits and be better insulated from any financial shortcomings in the short term. By associating CSR with ethical business decisions, the same circumstances apply. When profits may be compromised, it may be in the best interest of the company to suspend ethical business decisions to ensure that employees are not let go, and that the company can sustain itself. In this context of people’s livelihoods, ethical decisions may be relative.
Learning Goal 5: Be able to work collaboratively
In this section you will develop TWO goals for your professional development relating to your ability to work collaboratively with others during your placement. These goals will relate to either further developing a strength, or addressing a weakness, using specific aspects of LG5, based on the list below. Your goals should relate to the development of transferable skills or capabilities that could be transferred to other roles and workplaces in the future. If you are in a permanent role you may choose different aspects particular to your work situation and career development.
The aspects are (for specific detail see the document LG5-Aspects of being able to work collaboratively on AUTonline)
- Managing yourself effectively
- Developing a range of professional skills
- Developing your business communication skills
- Working with cultural diversity in the workplace
- Working effectively in teams
You must integrate relevant concepts, models, frameworks, theories and/or technical competencies (use in text references) where relevant to support your discussion of each Aspect.
Aspect 1: Developing business communication skills
It is important for me to develop my professional skills. Such skills will help me to build effective working relationships with my colleagues and develop a better understanding of the expectations of a professional in my chosen field. Among the professional skills I want to develop, I am keen to work on collaboration skills, with emphasis on listening. Since this is the first time I have worked in a professional environment, I feel it is important to harness the knowledge and experience of others to inform my own work ethic and sense of professionalism.
I have selected listening skills as it is an area where I feel I need particular improvement. In this sense, I identify my listening skills as a weakness. Framed in the context of communication skills, I draw on strengths I have in this area.
Below, is a list of strengths and weaknesses I possess relative to business communication skills:
Goal:
During my Co-operative Education Placement my goal in this aspect is to use a framework to develop my listening skills to enable me to work more effectively and collaboratively with my colleagues.
Plan and steps:
For my plan to develop my listening skills I will use the following steps:
- Focus on my Listening skills (Mohan, et al. 2008, p156)
- Concentrating on what the person is saying rather than the solution
- Demonstrating listening by attentive body posture
- be prepared to listen
- listen with an open mind
I will know that I have achieved my goal when:
- I can complete a task(s) without having to go and ask for more information
- I complete tasks correctly first time
- I no longer interrupt
- I am prepared to listen with an open mind
- I am more engaged when I am listening
The evidence that I might use to demonstrate that I have achieved my goal would be:
- Feedback from my workplace supervisor that I am making improvements over the period of the placement
- Final feedback that my listening skills are far more developed at the end of my placement
- My own perception of my progress
- Completing tasks and/or what is asked of me accurately
Aspect 2: Working with cultural diversity in the workplace
Whereas listening is a weakness, I believe my understanding of cultural diversity is a strength. Having travelled all over the world, I have acquired an array of experiences that I draw on in relation to how I approach my professional identity. I have also taken courses on the nuances of cultural differences particularly in relation to Hofstede’s study of culture. I have acquired an in-depth understanding of individualism-collectivism, uncertainty avoidance, power distance, and differences across genders that are culturally defined (Hofstede, 1984).
As such, I believe I can contribute to the work context at my CPO by engaging others in the human resource department to learn about how cultural dimensions operate within the workplace of the CPO. Although I possess in-depth knowledge on cultural diversity from my practical and theoretical background, I lack a grounded understanding of how cultural diversity is recognized in the workplace. For one, I realize that it is highly dependent on the work environment.
I have selected cultural diversity as it is an area where I feel I have some expertise, but not directly applicable to the workplace. In this context, I feel there is a tremendous opportunity to learn about cultural diversity at my CPO and to apply my own understanding of cultural diversity to interpret the policies and practices that are in place. Perhaps there may be an opportunity for me to work more closely with human resources on work/projects in this area.
Below, is a list of strengths and weaknesses I possess relative to business communication skills:
Goal:
During my Co-operative Education Placement my goal in this aspect is to acquire information about the policies and practices of cultural diversity. I intend to learn as much as possible about the topic. My main goal in this regard is to participate in some work (e.g., project, document drafting) that advances understanding about cultural diversity in the workplace. I also hope to fuse my admitted weakness in listening with my strength in cultural diversity. Acquiring information for human resources, for example, will require that I listen attentively to any information that is transmitted to me.
Plan and steps:
I intent to rely on my theoretical knowledge to interpret policies and practices at my CPO. First, I intend to inform my manager that I am interested in learning more about cultural diversity in the work place. Assuming I am given permission to pursue this interest, I intend to find and contact the people who are responsible for addressing issues of cultural diversity in the work place. I also intend to find documents that my CPO uses. From this point, I hope I may offer my time and knowledge (and inquisitiveness) to participate in any work on cultural diversity.
I will know that I have achieved my goal when:
- I have acquired permission and support from my supervisor to pursue this interest
- I have met and spoken to the people at my CPO who are involved with cultural diversity practices and policies
- I have read and understood the information that I have acquired (and asked for clarification as necessary)
- I have participated in some work related to cultural diversity in the work place
The evidence that I might use to demonstrate that I have achieved my goal would be:
- Met with colleagues and received information
- Been involved in work related to cultural diversity in my CPO
- Received feedback from colleagues that I have been of value to their work
- My own perception of my progress
- Completing tasks and/or what is asked of me accurately
Learning Goal #6: Written & Oral Presentation
Reference List:
Bauder, H. (2001). Culture in the labor market: Segmentation theory and perspectives of place. Progress in Human Geography 25(1), 37-52.
Bing, L., Tiong, R., Fan, W., and Chew, D. (1999). ”Risk Management in International Construction Joint Ventures.” J. Constr. Eng. Manage., 125(4), 277–284.
Buckley, M. Ronald. Ethical issues in human resource systems. Human Resource Management Review, 11(1/2), 11-29.
Business Wire (2014, Feb. 27). Research and Markets: Construction in Saudi Arabia - Key Trends and Opportunities to 2017 Research Report. Business Wire. Retrieved from: http://finance.yahoo.com/news/research-markets-construction-saudi-arabia-114400655.html
Collins, C. & Clark, K. (2003). Strategic Human Resource Practices, Top Management Team Social Networks, and Firm Performance: The Role of Human Resource Practices in Creating Organizational Competitive Advantage. The Academy of Management Journal, 46(6), 740-751.
Gates, A. (2014, Oct. 19). 2 Ways You Can Profit From Saudi Arabia's $109 Billion Solar Boom. The Motley Fool. Retrieved from: http://www.fool.com/investing/general/2014/10/19/2-ways-you-can-profit-from-saudi-arabias-109-billi.aspx
Davis, K. (1973). The case for and against business assumption of social responsibilities. Academy of Management journal, 16(2), 312-322.
Hofstede, G. (1984). Culture's Consequences: International Differences in Work-Related Values (2nd ed.). Beverly Hills CA: SAGE Publications
International Institute for Sustainable Development (2013). Corporate Social Responsibility. International Institute for Sustainable Development. Retrieved from: http://www.iisd.org/business/issues/sr.aspx
Lindgreen, A., & Swaen, V. (2010). Corporate social responsibility. International Journal of Management Reviews, 12(1), 1-7.
McElhaney, K. (2009). A strategic approach to corporate social responsibility. Leader to Leader, 52(1), 30-36.
McWilliams, A. & Siegel, D. (2000). Corporate social responsibility and financial performance: correlation or misspecification? Strategic Management Journal 21(5), 603-609.
Mohan, T., McGregor, H., Saunders, S., & Archee, R. (2008). Communicating As Professionals. Melbourne: Cengage Learning
Schuler, R. S., Dowling, P. J., & De Cieri, H. (1993). An integrative framework of strategic international human resource management. Journal of Management, 19(2), 419-459.

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