Harvard Citation Style Examples For Uwa Material Types Books

Harvard Citation Style Examples For Uwamaterial Typesbooks And Ebooks

Harvard Citation Style Examples for UWA Material Types: Books and eBooks Multimedia Journal Articles Standards and patents Internet/ Websites CMO Cases and legislation Lecture notes Company information Theses Conference papers and proceedings Personal Communication Newspapers Citing information someone else has cited Books & eBooks Material Type In-Text Example Reference List Example Book: Single Author (Holt 1997) or Holt (1997) wrote that... Holt, DH 1997, Management principles and practices, Prentice-Hall, Sydney. Book: 2 or 3 Authors (McCarthy, William & Pascale 1997) McCarthey, EJ, William, DP & Pascale, GQ 1997, Basic marketing, Irwin, Sydney. Book: More Than 3 Authors (Bond et al. 1996) Bond, WR, Smith, JT, Brown, KL & George, M 1996, Management of small firms, McGraw-Hill, Sydney.

Book: No Author (A history of Greece 1994) A history of Greece 1994, Irwin, Sydney. Book: Editor (ed. Jones 1998) Jones, MD (ed.) 1998, Management in Australia, Academic Press, London. Book: 2 or More Editors (eds Bullinger & Warnecke 1985) Bullinger, HJ & Warnecke HJ (eds) 1985, Toward the factory of the future, Springer-Verlag, Berlin. Book: Translator & Author (trans. Smith 2006) Colorado, JA 2006, Economic theory in the Mexican context: recent developments on the ground, trans. K Smith, Oxford University Press, Oxford. Book: Organisation as Author (Australian Bureau of Agricultural and Resource Economics Australian Bureau of Agricultural and Resource Economics 2001, Aquaculture development in Australia: a review of key economic issues, ABARE, Canberra. 2001) Book: Chapter or Article in Edited Book A number of disturbing facts intrude' (Milkman 1998, p. 25) Milkman, R 1998, 'The new American workplace:high road or low road?' in Workplaces of the future, eds P Thompson & C Warhurst, Macmillan Press, London, pp. 22-34. Book, edition other than first. (Drafke, 2009) Drafke, M 2009, The human side of organizations, 10th edn, Pearson/Prentice Hall, Upper Saddle River, N.J E-book (Aghion & Durlauf 2005) Aghion, P & Durlauf, S (eds.) 2005, Handbook of economic growth, Elsevier, Amsterdam. Available from: Elsevier books. [4 November 2004]. E-book: Chapter or Article in an Edited E- book 'Historical thinking is actually a Western perspective' (White 2002, p. 112) White, H 2002, 'The westernization of world history' in Western historical thinking: an intercultural debate, ed J Rusen, Berghahn Books, New York pp. . Available from: ACLS Humanities E-Book. [14 May 2009]. Book: Different Works by Same Author in Same Year (Bond 1991a) (Bond 1991b) Bond, G 1991a, Business ethics, McGraw-Hill, Sydney. Bond, G 1991b, Corporate governance, Irwin, London. Journal Articles Material Type In-Text Example Reference List Example Journal Article: Print (Conley & Galeson 1998) Conley, TG & Galeson, DW 1998, 'Nativity and wealth in mid-nineteenth century cities', Journal of Economic History, vol. 58, no. 2, pp. . Journal Article: Electronic Database (Liveris 2011) Liveris, A 2011, 'Ethics as a strategy', Leadership Excellence, vol. 28, no. 2, pp.17-18. Available from: Proquest [23 June 2011].

Internet/Websites Material Type In-Text Example Reference List Example Webpage: No Author (Improve indigenous housing 2007) Use first few words of the Improve indigenous housing now, government told, 2007. Available from:

Website (Australian Securities Exchange 2009) Australian Securities Exchange 2009, Market Information. Available from:

Bills (Corporations Amendment Bill (No (Cth) Corporations Amendment Bill (No (Cth). Company Information Material Type In-Text Example Reference List Example Company Report (Aspect Huntley 2009) Aspect Huntley DatAnalysis 2009, National Australia Bank Limited Company Report. Available from: Aspect Huntley DatAnalysis. [20 May 2009]. Company Profile (Datamonitor 2009) Datamonitor 2009, Wesfarmers Limited Company Profile. Available from: Business Source Premier. [20 May 2009].

Financial Data (Datastream 2009) Datastream, 2009, S&PASX200 daily index data . Available from: Datastream. [20 May 2009]. Conference Papers & Proceedings Material Type In-Text Example Reference List Example Conference Proceeding Paper: Print (Riley 1992) Riley, D 1992, 'Industrial relations in Australian education', in Contemporary Australasian industrial relations: proceedings of the sixth AIRAANZ conference, ed. D. Blackmur, AIRAANZ, Sydney, pp. .

Conference Proceeding Paper: Electronic (Fan, Gordon & Pathak 2000) Fan, W, Gordon, MD & Pathak, R 2000, 'Personalization of search engine services for effective retrieval and knowledge management', Proceedings of the twenty-first international conference on information systems, pp. 20-34. Available from: ACM Portal: ACM Digital Library. [24 June 2004]. Conference Proceeding Paper: Unpublished (Brown & Caste 1990) Brown, S & Caste, V 2004, 'Integrated obstacle detection framework'. Paper presented at the IEEE Intelligent Vehicles Symposium, IEEE, Detroit MI.

Newspapers Material Type In-Text Example Reference List Example Newspaper: Print (Ionesco 2001) Ionesco, J 2001, 'Federal election: new Chip in politics', The Advertiser 23 October, p. 10. Newspaper: Electronic Database (Meryment 2006) Meryment, E 2006, 'Distaff winemakers raise a glass of their own to their own', The Australian, 7 October, p. 5. Available from: Factiva. [2 February 2007].

Newspaper: From a Website (Hilts 1999) Hilts, PJ 1999, 'In forcasting their emotions, most people flunk out', The New York Times 16 February. Available from

Music Track from an Album (Shocked 1992) Shocked, M 1992, 'Over the waterfall', on Arkansas Traveller (CD). New York, Polygram Music. Video Blog Post (Norton 2006) Norton, R 2006, 'How to train a cat to operate a light switch' (video file). Available from:

Theses Material Type In-Text Example Reference List Example Thesis: Unpublished (Hos 2005) Hos, JP 2005, Mechanochemically synthesized nanomaterials for intermediate temperature solid oxide fuel cell membranes. Ph.D thesis, University of Western Australia. Thesis: Published (May 2007) May, B 2007, A survey of radial velocities in the zodiacal dust cloud. Bristol UK, Canopus Publishing. Thesis: Retrieved From a Database (Baril 2006) Baril, M 2006, A distributed conceptual model for stream salinity generation processes: a systematic data-based approach.

WU2006.0058. Available from: Australasian Digital Theses Program. [12 August 2008]. Personal Communication Material Type In-Text Example Telephone Call, Interview, e- mail, etc. If the information you are referencing was obtained by a personal communication such as a telephone call, an interview or an email that fact is usually documented in the text and are not added to the reference list. If desired you can add the abbreviation pers.comm. to the reference. ï‚· When interviewed on 6 June 2008, Mr M Ward confirmed... ï‚· Mr M Ward confirmed this by facsimile on 6 June 2008. ï‚· It has been confirmed that he will be touring Australia in the middle of next year (Mr M Ward, 2008, pers. comm., 6 June). Citing Information Someone else has Cited Material Type In-Text Example Reference List Example Citing Information that Someone Else has Cited (O'Reilly, cited in Byrne 2008) In the reference list provide the details of the author who has done the citing. Chapter 4:Human Resource Planning in a Changing Environment: HRM in Practice 4.2: Unitel (Nankervis et al 2014) HRM in Practice 4.2: Unitel Unitel is one of the largest telecommunications companies in the Asia Pacific region. Like most large telcos it was formerly government-owned, but was privatised in the early 1990s. Since privatisation, however, Unitel has faced increased competition from foreign and local competitors. Unitel remains profitable, but the telecommunications industry has seen considerable innovation in terms of both products and services in recent years, and senior management are concerned that the culture needs to be improved at Unitel if the telco is going to continue to grow its presence and maintain its profitability in a continually developing and changing market. Last year, Unitel senior management unveiled a new corporate strategy to guide Unitel into the next decade. Called ‘Vision 2020’, it is an ambitious programme that aims ‘to place customers in a pivotal position’ and to seek ‘excellence in products, customer service, product delivery and corporate image’. Developed by an external management consulting firm, Vision 2020 aims to reposition Unitel as the ‘best enterprise in the region’ by developing ‘action teams’ and ‘change teams’ whose role is to encourage ‘possibility thinking’ and ‘customer comes first values’ in the large industry incumbent. Vision 2020 has been enthusiastically embraced by many senior managers at Unitel. ‘It is bringing field staff and high-level management together for the first time’, remarked one plant coordinator. ‘Problems are heard, solutions sought and, once found, their implementation is pursued.’ ‘Unitel has a lot of internal problems,’ said another manager, ‘and I see in Vision 2020 the possibility of salvation.’ ‘I don't see anything wrong in trying to produce more trust in the company,’ commented a technical officer. ‘The regular Vision 2020 de-briefings help to let all staff know what is going on and offer all of us a chance to have input into things.’ Some managers see Vision 2020 as creating a ‘bottom-to-top’ communications system and inaugurating a new style of management founded on a renewed commitment to staff, getting employee involvement in problem-solving, improving customer service and creating a ‘family-type’ environment. Yet there is also a considerable degree of scepticism about Vision 2020 among Unitel's 96 000 staff. ‘I don't think Vision 2020 is accepted by my workmates,’ observed one customer service operator. ‘They generally regard it as a joke.’ Indeed Vision 2020 has many critics at Unitel. As one senior technical officer commented, ‘I hold a serious concern that some managers and staff have an almost fanatical and single-minded belief in the ability of Vision 2020 to save the company.’ ‘They do not tolerate others who do not share their views,’ remarked another. ‘I believe a climate is being generated where people who dissent are marked out and discriminated against.’ Vision 2020 has led to much standardisation at Unitel (from the timing of coffee breaks to the introduction of new forms of financial reporting) and improvements in internal communication (e.g. through the institution of a company e-newsletter). It has involved the development of goals or milestones that each of the restructured Unitel departments are expected to meet. These include ‘enabling decisions to be made at the lowest possible level’, the development of a ‘customer needs’ tracking facility (called UNICATS) and the implementation of a decision-making process called the ‘U-test’. The ‘U-test’ is essentially a diagram that asks Unitel management and employees to consider the following three questions when making any decision: (1) If I were a customer, would this satisfy me?, (2) If it was my business, would I do this? and (3) If it is done this way, will the team support it? But the benefits brought by the new strategy are often contested even by some managers. ‘I find the Vision 2020 programme a complete waste of money,’ commented one regional manager. Most staff members seem to have accepted that Vision 2020 has created a rift between ‘believers’ and ‘non-believers’ at Unitel, and has exacerbated rather than solved many pre-existing problems. Some departments have even taken to sending Vision 2020 material ‘straight to the small circular filing system’ (i.e. the rubbish bin). ‘Where once there was a team spirit,’ complained a senior maintenance officer, ‘now we are being told all our problems are “self-inflicted’ and that it is our attitude that most requires changing.’ Other staff spoke of ‘cheerleaders’ and ‘puppets’ when describing advocates of Vision 2020 who worked in their departments. ‘Management are deaf,’ claimed one sales officer. ‘Our office has been faced with constant understaffing, excessive overtime and a shortage of materials and products.’ ‘The rank and file,’ complained another, ‘are expected to “work smarter’, but management seem only to care about buying the cheapest equipment and about belt-tightening on bread-and-butter items such as computers and photocopiers.’ The union is also suspicious that Vision 2020 is merely an attempt to undermine its standing among Unitel's employees. Senior management has made it clear that the union ‘can get on the bus, but can't be a driver’, as Unitel's CEO put it to the press. According to him, Vision 2020 ‘is all about leadership … about achieving cultural change’. Senior Unitel management largely hails from engineering backgrounds, however, and according to one union delegate ‘their understanding of social science is, to put it politely, not profound’. A union research officer more categorically claimed, ‘It is all about marketing to their employees … Vision 2020 is largely a campaign to attack the union.’ Yet many Unitel managers regard Vision 2020 as a great success, a necessary response to the greater competition the large telco faces in an increasingly competitive, globalised world.

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