Management and leadership can be identified as distinct instead of integrated and complementary practices with an immense implication on the organisational performance. This is affirmed by Bolden (2007) report that focused on the trends and perspectives in management and leadership development. The report found out that the concepts of management and leadership development have been adopted significantly interchangeably since there exists a large degree of overlap. Based on the findings presented in Thorpe (2016) report, the primary difference between leadership and management development is the level in which they are used to prepare individuals for roles or occurrences beyond their current experience. This is the case since management development focuses on equipping managers with knowledge, skills and abilities for enhancing their performance on specific identifiable tasks by following proven solutions. This is contrary to leadership development which is identified as a process of building capacity while anticipating for future challenges. In particular, Day (2000) noted that management development ensures that a manager gains grips on the aspects of managing including planning, execution, prioritization and control processes while leadership development focuses on harnessing a leader’s interpersonal awareness and skills. This includes team development processes and any activity that harness commitment levels for an organisation vision and strategy.

In regard to similarities, Thorpe, (2016) argued that leaders and managers are extremely influential in establishing high-performance organisations. Hence, organisations facilitating management and leadership development leverage from increased talent availability and competitive advantage. This is through enhanced leadership skills, increased self-awareness and confidence, enhanced interpersonal and emotional management skills, and broadened perspectives. Specific organizational benefits highlighted include productivity, financial performance and competitive advantage (Lunenburg, 2011; Simply Learning, 2019). Further, Dusterhoff et al. (2014) presented viewpoints linking leadership and management by noting that leadership is a competence among a range essential for effective management. As such, managers and leaders exist in an organisation with complementary roles and their harmonious working is to the advantage of their entity.

According to ACAS (2017), organisation management primary role in evaluating the attainment of their existing goals through implementing strategic performance review with active facilitation of entire organisation operations. To attain all the set objectives, performance management objectives include the following;

• Improving the Employee Competency Levels: Performance management identifies specific issues that hinder attainment of already set goals. In our organisation, this is directly associated with the training programs which are aligned to set business targets intended to boost workforce competencies and skills.
• Making organisational decisions: This is an undertaking that is implemented after a successful management performance evaluation. In our organisation, the decisions made include a partnership with stakeholders in industry of operations and adherence to already set policies and regulations in the banking sector.
• Promoting Industrial Relations: A detailed alignment of an entity already set targets, and operations include the primary determinant of an entity’s success. In our organisation, the management ensures that they foster a progressive relationship with the industrial groups for mitigating any likely disagreements that hinder achievement of set goals and objectives.
  • Components of Performance Management Systems

The distinct components of performance management are intended to establish prevailing challenges hindering entity attainment of already set objectives and to establish reliable strategies to mitigate them. The performance management components include;

• Performance Planning: This is a component that is inclusive of all set goals and objectives deduced in detail. The process is further integrated with their strategic plan to attain entity goals and objectives.
• Performance Appraisal Evaluation through Meetings: This is a common factor guiding the process of creating an acknowledgment on organisation performance. In our organisation, it is a common tradition always to implement quarterly appraisals that target all their departments in the organisation management.
• Coaching and Diagnosing: This is an aspect implemented to ensure there is leverage on active sourcing of data through setting realistic criteria of goals and objectives. This is similarly a section of the desire to possess a successful training curriculum for motivating an organisation staff.
  • Relationship between Motivation and Performance Management

Performance management is a significant determinant of the level of employee motivation. As pointed out by CIPD (2017c), despite the performance management being a critical factor for the employee’s motivation, there still exist limitations on the extent of motivation. In this regard, the factors that influence the motivation level in performance management include;

• The setting of realistic and Achievable Organisational Goals: This is an aspect guiding the evaluation of organisation progress in line with already set goals. In some instances, the set goals could be demotivating to an entity staff, the achievement of an achievable and realistic objectives promote worker’s motivation level. This is in line with the Herzberg-Two factor theory that identifies the motivating factors that contribute to improved job satisfaction with hygiene factors contributing to dissatisfaction (Stello, 2011). Achievement of these set goals in an entity is grouped as the motivating factors.
• Performance Appraisal: The employees in an organisation are actively motivated based on the performance appraisal levels in an organisation. Specifically, the monetary appraisal system is perceived as an efficient strategy to appreciate relevant badges and certificates. This is in line with the Herzberg’s five factors on job satisfaction grouped in the salary and group of recognition.
• The setting of realistic and achievable organisational goals: The motivation source in this factor is informed by the capacity of evaluating an entity set goals. This is in line with the Maslow-hierarchy of needs theory (Jerome, 2013). This theory informs that satisfied requirements are linked to an increased motivation level leading to an increased struggle for meeting all needs.
  • Purposes of Reward within a Performance Management System

Rewards are identified as the performance appraisal factors that are primarily in a direct relationship with other identified factors including motivation. This is in line with ACAS (2005) recognizing that the pay reward system in a performance appraisal is appropriately used in harnessing retaining and motivation of employees hence improving performances. The reward purposes include;

• Enhancing Workers Motivation: In this component of performance management, the rewards are provided for implementing high motivation of their workers. The ideal form of reward system is noted to include monetary recognition through offering certificates and badges. Hence, the monetary and promotion rewards in a performance system are critical in making contributions to the motivation of an employee (CIPD, 2017b).
• Improving Employee Competence. An instrumental role in performance management is oriented on harnessing the level of commitment of employees while uniquely enhancing the achievement of high-level competencies. This is harnessed by the desire to integrate distinct rewards in performance management for promotion of fair competition with all involved employees with an aspiration to attain projected rewards in process of review.

Management Information Systems
Assignment
The assignment is marked out of 100 marks, distributed as noted below, and is worth 25% of your
final grade
Due on Monday, 10 September 5pm NZ time
Deliverables
1. Submit 2 files via Stream assignment upload link
An assignment report (documentation) for parts 1 to 4 using either Microsoft Word or
Open Office Writer.
The assignment report is a “paper trail” of what you have done while working on the
assignment. It will include a contents page, and many screen shots of your progress.
A suggested template will be available on Stream.
Make sure that the report is well presented. To fully appreciate your work, markers
need to be able to find your answers, and to understand everything you did. How to
style and format your report is explained in part 5 of this document. Marks are awarded
for the correct use of word processing features and overall presentation.
A database file for parts 2 and 3 using either Microsoft Access or Open Office Base
You are given a partially completed database, Microsoft Access or Open Office Base
which you will download from Stream. In parts 2 and 3 you will add database tables, add
data and create queries / reports on data. This takes place within the given database.
Note: How to submit assignment files via Stream is covered in Module 1 exercises.
When assigning marks, markers will rely both on your report, and on the database. If a
feature that should be both in the database and in the report is present in only one of them
(for example, a database query present in the database, but not documented in the report),
you may lose marks for that feature
2. Completed Wiki pages (Part 5) on Stream
You are required to create a few Wiki pages and add some content to these pages via
Assignment Part 5 Wiki on Stream. Markers will be able to access your pages and mark your
work.
Note: within this document the terms
report, database and spreadsheet are
used.
These terms correspond respectively
to Word or Writer, Access or Base,
Excel or Calc, depending upon
whether you are using Microsoft
Office, or Open Office
2
Overview of this document
How to Approach this assignment
Part 1 – Data modelling a business scenario with Entity Relationship (ER) diagram
Part 2 – Implement the relational model in a database
Part 3 – Query data and report within the database
Part 4 – Export data to a spreadsheet, analyse and display information graphically
Part 5 and on-going – maintain a wiki
How to approach this assignment
The main aim of this assignment is to test the knowledge and skills you gain by completing software
exercises in modules 1 to 6 of this paper (over weeks 1 to 6). In the exercises you learn new concepts
and develop hands-on technology skills. You are expected to be working on the software exercises
and on the assignment more or less simultaneously: acquire skills by doing software exercises and
immediately apply them by completing the relevant parts of the assignment.
In addition, the assignment involves a small number of tasks not covered by the exercises, to offer
you an experience in resolving IT problems by relying on using software help systems and the
Internet as sources of technical information.
Carefully complete the exercises
It is impossible to fully understand what is required in the assignment (let alone, complete it) unless
you carefully complete the exercises first. Before attempting Part 1 of the assignment, complete the
relevant software exercises. Once you have attempted Part 1, complete the exercises relevant to
Part 2. And so on.
There is just one exception from this recommended sequential approach: it is recommended that
you briefly take a look at Part 5 from the very start, even before you start working on Part 1.
The Wiki pages you are going to create in Part 5 are devoted to various aspects of your experiences
in working on the assignment, so you might want to note your experiences as you proceed.
Take sufficient time (about 5 weeks)
Skills acquisition takes time and practice. You do need about 5 weeks to complete the exercises and
the assignment. Needless to say, attempts to cram 5 weeks’ work into one week are unlikely to
result in good outcomes.
Expect to do and re-do most of the artefacts
It is highly likely that you will revisit most of the assignment deliverables more than once.
For example, as you work on the rest of the assignment, you are likely to gain a better understanding
of both the meaning of ER notation and of the exact requirements for the ER diagram you complete
in Part 1. Therefore, you would go back to Part 1, and adjust the ER diagram to reflect your better
level of understanding. Expect to go over several versions of each artefact you create. Do not expect
to “get everything right” on the first attempt.
3
Part 1: ER diagram (25 marks)
Complete Module 3 Exercises before you start working on this part of the assignment.
A Simple Property Management System – Original Scenario

Figure 1: Property Management System – initial ER diagram
Table 1: Attributes for entity types in Figure 1

Note that the diagram in Figure 1 is simplified – an ER diagram describing the structure of a database
used in a real property management application is likely to be much larger.

is serviced by
is signed by

4
Tasks
1. Reproduce the ER diagram (figure 1) and the table of attributes (table 1) given above in your
report. When drawing the diagram use the techniques introduced in Module 3 exercises.
2. Read the enhanced scenario expanded below. Identify any new entity types, relationship
types, and attributes. Decide the multiplicities required for each relationship.
In your report, add to the ER diagram you have drawn and to the table of attributes these
entities, relationship types, multiplicities and attributes as appropriate.
Enhanced Scenario

Notes
When naming entity types, use singular, rather than plural. For example, the diagram
provided suggests that there can be any number of tenants – instances of Tenant, but the
name of the entity type is Tenant, rather than Tenants.
Feel free to make assumptions, in particular, to add attributes. But, do not make it too
complex.
Do not change the “business” sense / rules of the diagram we provided. It’s likely you may
need to move entities to permit you to add to the diagram, of course. Just add to it.
The 25 marks for Part 1 are allocated across the following:
o Original components of the ER model reproduced
o Extended ER diagram

Different students might make different assumptions, and extend the diagram we provided
in different ways. There is no single “correct answer”.
5
Part 2: The Relational model, tables and keys (20 marks)
Complete Module 4 Exercises before you start working on this part of the assignment.
In this part of the assignment you design and implement the Property Management Database.
Database design
Document the database design in your assignment report including tables, columns, primary and
foreign keys within the database and presented in tabular form in the assignment report, as in
Module 4 exercises. When naming the tables and their columns, you must follow the naming
convention rules (see below).
Tasks
1. Convert only the original ER model in Figure 1 into a relational data model. Consider which
tables and table columns you need and document them in your assignment report.
Note that sometimes you need more tables than there are entity types in the ER diagram –
for example, you need to consider the many-to-many relation in the original scenario. You
should not include entity types and relationship types that you added to the diagram to
accommodate the expanded description of the business scenario.
2. Your relational model must take into account the following additional user requirements
and document the necessary columns within the appropriate table:

[In part 5, Wiki, you are asked to justify your reasons for locating these columns where you
have]
Notes:
Adding information about primary and foreign keys in your report
In the report, for each relation / table, list its columns and indicate which column (or columns)
forms its primary key. For each of the foreign keys (if there are any) state the table to which it
points.
This should cover all tables (the tables you created and the tables we provided in the database).
Following naming conventions
In this assignment, we expect you to comply with the following naming conventions:
o A table representing an entity type should be named the same as the entity type
(with the omission of any spaces) + Tbl suffix. For example, the table representing
the Tenant entity type should be named TenantTbl.
o A table representing a many-to-many relationship type should be named the same
as the relationship type (with the omission of any spaces) + Tbl suffix. For example,
the table representing an “is serviced by” many-to-many relationship type should be
named ServicedByTbl.
o Table columns corresponding to attributes of an entity type should be named the
same as the attributes they correspond to (with the omission of any spaces).
6
o Table columns added to represent relationship types become components of foreign
keys. Whenever possible, such a column should be named either exactly the same as
the primary key column it matches (or as the matching primary key column with the
addition of the primary key table name as a prefix). For example, LeaseTbl table
representing the Lease entity type could have the following columns: LeaseID,
StartDate, EndDate, PropertyID and TenantID. Note that PropertyID and TenantID
here are foreign keys into, respectively, PropertyTbl and TenantTbl.
Database Implementation
Open the database we provided with the assignment. The database represents a part of the ER
data model introduced in Part 1. Complete the database according to your design in a desktop
database management system such as MS Access or OO Base.
Tasks
1. Add new tables and set up their columns or fields, and Primary keys
2. Create a relationships diagram to represent foreign keys
3. Adding test data to the new tables
Notes
Setting up columns or fields in database tables
When selecting data types for columns, use “Text” in most cases. You will note that in the
database provided with the assignment we used “Autonumber” for many primary keys and
“Currency” for dollar amounts, while the rest of the columns are “Text” data types.
Setting up primary and foreign keys for database tables
Do make sure that you set up primary and foreign keys in the database, as shown in the
exercises. To set up the foreign keys, you need to create a relationships diagram. To set up a
primary key consisting of more than one column, in table design view hold Ctrl as you click on
each column / field to include.
Adding test data
Fill the table columns you created with realistic test data (but do not change the data that we
provided). When adding new data, make sure that any foreign key value corresponds to the
appropriate primary key value. For example, a lease should be signed by an existing tenant, and
for an existing property. If you set up foreign keys in the database correctly, the software will
refuse to accept values that do not comply with this constraint.
7
Part 3: Database Queries (20 marks)
Complete Module 5 Exercises before you start working on this part of the assignment.
Tasks
1. Query 1: TenantList
Create a QBE or an SQL query listing all tenants. Details must include first and last names,
company, job title and business phone number. The output should be sorted alphabetically by
surname (A-Z) and by first name ascending where surnames are the same. This query should be
saved as TenantList within the database.
2. Query 2: LeaseMonthlyAmounts
Create a QBE or an SQL query listing details of property leases in the Wellington region. Details
required are; property ID, address, bedrooms, the monthly lease amount and security bond.
Save this query as LeaseMonthlyAmountsInWellington within the database.
3. Query 2 Report: LeaseReport
Create a report based on Query 2 and displaying all details output from that query. Alter the
report title to be “Monthly Leases” and place your name in the report header, but separate from
the report title. The name of the report in the database should be LeaseReport.
4. Query 3 LongTermLeases
Create a QBE or an SQL query listing details of properties where the lease end date is more than
6 months from now. That is, where the lease end date is over 180 days from the date of running
the query.

Business Management and Strategy
ISSN 2157-6068
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129
Constructing Ethical Corporate Social Responsibility
and Citizenship in Auto-Industry Operations: Why
Consumers Deserve the Best
Robert Pech (Corresponding Author)
Khalifa University of Science and Technology, PO Box 127788, Abu Dhabi, United
Arab Emirates
Tel: 971-2-401-8000 ext. 8521 E-mail: Robert.pech@ku.ac.ae

Abstract
This article focuses on the need to accompany contemporary innovation and manufacturing
with ethical management, operations and production. The investigation emphasizes
operations in the automotive industry through the spectrum of Corporate Social
Responsibility and Corporate Citizenship. Corporate Citizenship is seen in a new light. In
recent years, the profit versus consumer-safety problem has led to injuries and deaths of
hundreds of consumers in the automobile industry, some of which are evidently the result of
human negligence and abnegation of responsibility often in efforts to reduce overheads and
maximize profits. This erosion of corporate social responsibility may not only lead to
consumer death, injury or disillusionment but also to company ruination because it sets in
motion a downward spiral in consumer confidence, followed by investigations, law-suits, and
fines resulting in corporate disarray. The research draws a distinction between CSR and CC to
help analyze the auto-industry.
Keywords: Ethical operations management, Profit versus consumer-safety problem, Public
perception, Corporate social responsibility, Corporate citizenship, Corporate self-defeat
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1. Introduction and Background
This article focuses on the need to accompany contemporary innovation and manufacturing
with ethical management, operations and production. By “ethics” the author means “the
principles, norms, and standards of conduct governing an individual or group.” (Trevino and
Nelson, 2011, p. 17). Although the issue is manifest in many industries we will highlight the
auto-industry as one notable example. Innovations, as normally found in a plethora of
consumer products, usually comprise high technology as the result of long research processes
and large investment. Innovative products enter the consumer market at a prodigious rate to
meet or create demand; therefore, the need for reduced-cost production often means increased
risk to achieve first-to market advantage in ever more competitive environments. The risks
are not only financial and can involve the welfare and safety of consumers who often assume
that products have been satisfactorily tested over time to assure safety and quality. Regardless
of products’ convenience, better service or cheaper cost, safety in their usage is not
guaranteed.
Customers should not tolerate ethical compromise when it occurs. There are disconcerting
discrepancies between manufacturers and consumers in some industries from time to time
which indicate that there are indeed troubling ethical gaps. Manufacturers may ignore them to
achieve commercial success or continue commercial success without interruption. Companies
that commit primarily to their shareholders have been known to do so at the expense of their
customers and the general good. Examples of imperfect innovative technology and
expediency in recent times include the volatility of Takata airbags which led to death and
injury and then the recall of millions of vehicles worldwide; the fatal ignition problems
experienced with some General Motors saloon models, leading to 124 deaths; and the
fraudulent actions by Volkswagen with regard to their emission controls. The ethics relating
to consumer safety in each case can be seriously called into question, and a failure to comply
with ethical standards has impacted the reputation of each brand.
Therefore, it is fair to ask to what extent high-tech industries and businesses pay attention to
ethical operations in safeguarding consumer and other stakeholder protection. There is no
FDA equivalent for companies’ products and they are market leaders – and so there was no
regulatory inspection, and no effective consumer protection. Design faults were either
overlooked or inadvertently missed by these companies’ quality control procedures, which
undermines their very purpose. To be fair, there are times when visual inspection cannot
detect defects and companies must place trust in their suppliers.
(http://www.strategy-business.com/blog/The-True-Lesson-of-an-Airbag-Disaster?gko=bcbc1).
They tacitly assume that the responsibility for safety lies with the suppliers and that this is
understood and agreed upon by both parties. (Ibid. p.3).
In examining this matter, it is necessary to distinguish between corporate social responsibility
(CSR) and corporate citizenship (CC). These two concepts are closely allied and discussed in
the literature. However the literature so far does not define their differences with clarity. A
case will to be made that CSR refers to a company extending a share of its profits outwards to
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the society that it serves, and CC on the other hand is the company looking inwards to its own
culture and the needs of its production stakeholders, such as its employees. Where all of these
are appropriately aligned, a company is less likely to deviate from its corporate objectives by
avoiding the descent into making defective products.
General Motors’ ignition defects led to 124 deaths. The company’s newly appointed CEO at
the time of the ignition-switch debacle, Mary Barra, was notified in January 2014 that there
was a serious problem with the switch in some models. At first, 2.6 million vehicles had to be
recalled. Upon investigation, the faulty ignition was responsible for 124 deaths and more than
500 injuries. As an outcome of the report compiled by former US attorney Anton Valukas, a
$400 million victim-compensation fund had to be established. His 325 page report came to
the conclusion that people inside the company had been aware of the faulty switch since 2001.
For 13 years none of them had the initiative nor the audacity to confront the problem. Mary
Barra had to contend with investigations into her company by the US Department of Justice,
the Securities and Exchange Commission and settle an accumulation of private law-suits. But
as 2014 continued, the company recalled almost 30 million vehicles world-wide. These did
not involve only vehicles with ignition problems but also other issues of generally poor
engineering. The consequences of this neglect were not only serious for the consumer but
also the producer.
Similarly, there was a vehicle recall of unprecedented proportions by several auto makers due
to the Takata airbag they carried. Their airbags were found to be defective because a volatile
inflator and propellant gases could shoot metal fragments towards the driver and passengers.
A New York Times report in September 2014 claimed that a total of 139 injuries could be
attributed to this fault. More than 34 million vehicles had to be recalled.
In many countries, there is no external, independent overview of product safety when an
innovative product or component product is launched. Of course, accidents can and do occur
periodically, and by their very nature cannot be avoided – that is an accepted fact. Human
error and circumstances beyond human control do happen. But when they occur regularly in a
product or process, they are no longer accidents. This is particularly so when employees
within companies sabotage their own best efforts by failing to report problems, or worse still,
when negligent management ignores their reports of safety breaches. Takata and General
Motors appear to be cases in point for lack of responsibility in this regard. The problem is
difficult to resolve. The interests of consumers and shareholders appear to be diametrically
opposed. Both parties are becoming equally vociferous.
2. Literature and Theory
Chui, (1999); Kogan, Papanikolaou and Stoffman, (January 2013); Hall and Rosson (2006);
and Papanikolaou again in 2014 raised the issue of winners and losers in this scenario. Hall
and Rosson wrote that “Innovative activities thus create both winners and losers, making it a
major focus of both management and policy makers.” (64: p.231). Furthermore, they argued
that “a key challenge facing new Internet companies, incumbent firms and other stakeholders
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