UNIVERSITY OF SUNDERLAND LONDON CAMPUS MBA 2012-20131 CONTENTS Message from the Dean of the Faculty Message from the Head of Sunderland Business School Message from the Programme Leader THE UNIVERSITY OF SUNDERLAND Sunderland The University Campuses (Sir Tom Cowie Campus at St Peter's and City Campus) Faculties To Contact the University Your University Student Email Account THELONDON CAMPUS Introduction to the London Campus To Contact the London Campus London Campus Student Services London Campus Resources STUDY SKILLS Preparing for Assessment UNIVERSITY OF SUNDERLAND LIBRARY SERVICES Joining the University of Sunderland Library Electronic Resources Borrowing Books from the University Using your Local Libraries Need Help? Bibliographical Referencing Using „Cite Them Right‟ PROGRAMME INFORMATION Programme Structure Programme Assessment and Study Hours Programme Aims Programme Objectives Programme Outcomes by Module MODULE INFORMATION Module Descriptors CHANGES IN CIRCUMSTANCES Withdrawal and Leave of Absence ASSESSMENT PROCEDURES Assessment Distribution Assessment Registration Referred / Deferred Work Extensions 2 Extenuating Circumstances (Mitigation) Loss of Assignments Assessment Marking and Moderation Results, Transcripts and Feedback UNIVERSITY REGULATIONS AND PROCEDURES Programme Support Registration Period Programme Awards Equality and Diversity Statement Student Complaints Procedure Academic Appeals Procedure PLAGIARISM: A GUIDANCE NOTE FOR STUDENTS What is Plagiarism? The University‟s Policy of Plagiarism How to Avoid Plagiarism What Happens if you‟re Suspected of Plagiarism Your Views Appendix 1 Appendix 2 Appendix 3 Notes Useful Internet Links Assignment Coversheet Mitigation Form 3 The Sunderland brand is continually renewed and expanded through the inclusion of new programmes that add to our international portfolio. Students on this programme currently study at a range of University approved study centres worldwide and at a distance via our on line study options. I am delighted that you have chosen to study with the Faculty of Business and Law and I hope that your time on the programme is fulfilling.MESSAGE FROM THE DEAN OF THE FACULTY Welcome to the University of Sunderland. I wish you every success in your studies and welcome the opportunity to meet many of you during the University visits to the London Campus. Prof Bernie Callaghan Dean Faculty of Business and Law 4 . The Faculty acknowledges the need for flexibility in terms of the mode and timing of study therefore students can engage in study at times that fit around their personal and professional lives. The programmes that we offer provide a leading edge in international skills and knowledge from the business world which will prepare you for your future career. You will be joining a worldwide learning community covering four continents from Europe to Africa through the Caribbean to South East Asia. challenging and fun. MESSAGE FROM THE HEAD OF SUNDERLAND BUSINESS SCHOOL Welcome to the Sunderland Business School. part of the Faculty of Business and Law. Mr Chris Marshall Faculty of Business and Law 5 . The School offers a comprehensive range of study options ranging from Advanced Diplomas through to doctoral studies. management. We have a wide range of degree programme for undergraduate and postgraduate students bringing together students from all continentsin areas such as business. marketing. We are home to a truly international campus of more than 2500 students and over 70 academic and associate staff. Our mission is to focus on delivering a high quality student learning experience and enhancing the employability options for our students both on and off campus. The School views it‟s off campus students as a key part of our strategy going forward. We visit our partners on a regular basis and in so doing look forward to meeting as many of you as possible to share your experiences of becoming a member of the extended Sunderland UK learning community. leadership. our support for partner centres and in providing high quality customer service through our dedicated Academic Support Team. We continue to invest heavily in upgrading our academic materials to support the programmes. Human Resource Management and Tourism. enterprise. The School engages with research and organisational training and consultancy for the business community as well as providing high quality academic programmes consistent with the leading Business School‟s of the 21st Century. finance/accounting. which have been written to accommodate the specific needs of distance learners and supported by the relevant research expertise of the associated staff. The programme allows you to study for a Masters degree using high quality materials. Jayne Adams Programme Leader Faculty of Business and Law 6 . advanced business related skills and knowledge to enhance and improve upon your previous academic or vocational studies. What you are able to achieve through the Faculty of Business and Law will help you with your career in the future. The MBA programme is designed to equip you with the necessary. you will have access to the Library Services here at the University. Enjoy your studies. We pride ourselves on listening to your feedback to permit us to tailor the style and delivery of the programme. Ensure that you make full use of this facility. You will be studying for the University of Sunderland Master In Business Administration (MBA). You will get the maximum benefit from your studies if you are able to work conscientiously through the programme. To support you in your studies. Distance Learning is playing an increasingly important part in the life of the University and in industry and commerce. Please read it carefully. relating what you learn to the workplace. In an era where knowledge is highly valued.MESSAGE FROM THE PROGRAMME LEADER Welcome to the Postgraduate Distance Learning Programme operated by the Faculty of Business & Law. The following handbook is aimed to help you get the most from your studies. premiership football and riverside apartments are making Sunderland a desirable place to live. The University is seen as being key to the success of this vision. heritage and history are in plenty supply.THE UNIVERSITY OF SUNDERLAND SUNDERLAND Sunderland has everything you would expect from a major city. culture. But the city also has a few extras. sport. 7 . New industries . appropriately. Sunderland has been an important centre for education since 674 AD. Northumberland and the North Yorkshire Moors on the doorstep. café style culture. The bold Sunderland Software City initiative will create a vibrant software industry expected to attract millions of pounds of investment.not just businesses . Among its early students was a seven-year-old boy who became known to history as The Venerable Bede. Sunderland is one of the UK's most up and coming cities. A vibrant music and club scene.a prestigious building in which our glass and ceramics teaching and research are based. Arts. with Newcastle. The broad sweep of river bank surrounding the ancient church of St Peter's is now the setting for our award-winning Sir Tom Cowie Campus at St Peter's. employ thousands of people and generate considerable wealth for the city. a renowned scholar and teacher. The first stained glass ever made in England was created for St Peter's Church and the modern site is. when Benedict Biscop built St Peter's Church and monastery. home to the National Glass Centre . Sunderland has the added advantage of being a city by the sea in one of the most beautiful parts of the UK.are seeing the benefit of having a presence in the city. . taking too long to adjust but Sunderland takes its opportunities and leads the field. The project involves establishing a world class centre for film and media. More than £60m has been spent on both in the past few years to ensure our facilities match the quality of our courses. We have close working relationships with some of the world's leading blue-chip companies. We're proud to be one the best 'new' universities in the UK for the overall quality.one by the sea. including a film studio complex. a coastal town just ten minutes drive from Sunderland City Centre..something that former Education Secretary Estelle Morris highlights: "The University is extremely good at adapting . quantity and range of research." This approach has led to many awards and we are regularly asked to pilot new Government initiatives and projects. We are working with local organisations and an international consortium on the Centre of Creative Excellence. The key to this longevity is its ability to adapt to change .The National Glass Centre THE UNIVERSITY The University has been providing higher education in the city since 1901. parkland. hotels and leisure facilities.when new ideas are announced academia trails in their wake. 8 . student campus and educational buildings. The University is central to the £300m film academy and studios at Seaham. the other in the city centre. Our links with business and industry are also strong. CAMPUSES The University has two perfectly placed campuses in Sunderland .constantly seizing new agendas and changing with society. which has won numerous design awards and was recently named one of the top five campuses in the UK with a 'wow' factor. The impressive David Goldman Informatics Centre .Sir Tom Cowie Campus at St Peter's On the banks of the River Wear you'll find the Sir Tom Cowie Campus at St Peter's. Faculty of Business and Law Atrium 9 .an extraordinary building which has been described as a 'computing cathedral'. is here as well as our Faculty of Business and Law. Our state-of-the-art Sports Science Centre has a range and quality of hi-tech equipment that is normally used only by sports science professionals. We have exciting plans to significantly enhance our sports development provision and are committed to the development of a new Sports and Social Centre.Another addition to the Sir Tom Cowie Campus is the Media Centre. FACULTIES The University is made up of four academic departments known as Faculties. The Faculties are: Faculty of Applied Sciences Faculty of Arts. climbing wall. which is helping to put Sunderland at the forefront of UK teaching and research in media with cutting edge studios. It enables students to tap in to resources and help . multi-purpose room. sports injuries service. a modern range of laboratories for students undertaking science programmes. and working with partners in business and industry. Our other excellent facilities include the impressive Murray Library and the science complex.from careers and financial advice to welfare. City Campus At our City Campus we have made a multi-million pound investment to create our new Gateway. fitness suite. spectator gallery. Our Faculties are responsible for teaching and learning. catering and retail outlets. The new centre will incorporate a six badminton court sports hall. It also provides an attractive open access learning space and catering facilities helping students to get the most out of student life. Design and Media Faculty of Business and Law Faculty of Education and Society 10 . accommodation and student support. as well as a large social space. academic development and research. edit suites and equipment and a 200-seat cinema. a 'one stop shop' for student services and information. LONDON CAMPUS 11 . you will be provided with a University of Sunderland email address at the time of your first enrolment via your enrolment certificate.uk YOUR UNIVERSITY OF SUNDERLAND STUDENT EMAIL ACCOUNT As a student of the University of
[email protected]. to ensure that you receive all communications sent to you. Your main contact with the University will be with the Faculty of Business and Law. You will need to check your University email inbox on a regular basis. TO CONTACT THE UNIVERSITY In order to simplify your dealings with the University. and University Library Services (which includes the library). which will support your study. which administers your programme. (For further information regarding this please contact Student Services – 3rd Floor London Campus) The University has agreed a policy that all email communication with students will be through the address provided by the University and although students will have the ability to forward their email to another personal email service (such as hotmail or google) the University will always communicate through the email address provided by the institution.The University also has a number of services that provide a variety of support to students. These include: Academic Services International Office International Student Support Learning Development Services Libraries Student and Learning Support Students Union As a registered student with the University you are entitled to make use of all its Faculties and services. This enables us to communicate with you electronically in a reliable and effective way. your first point of contact should be to the London Campus who will either deal with your request for information or ensure you are referred to the correct person or department at the University for a speedy response. Contact Details are:Jilani Balusu – Programme Co-ordinator University of Sunderland London Campus Tel: (+44)207 531 7333 Jilani. Face to face and On-line). gain independence and you will be living and studying in one of the world's most vibrant. They also see to the staffing of the Programme and monitor the effectiveness of the course. Your Programme Tutors are the persons whom you will see on a regular basis. We are fully committed to providing the best possible teaching. either peer-to-peer or student-to-tutor. Our dynamic range of career-focused courses are delivered along with first class support to assist your studies and over £4m has been invested in the campus‟s infrastructure and facilities to enrich your learning experience. state-of the-art facilities. the student. are ultimately responsible for your own learning. Fax. As well as preparing you for a life-changing career in the fast-paced business world. restaurants and famous landmarks are all within a short journey away and in close proximity to our London Campus.the vibrant heart of the capital‟s business district. The tutorial process is viewed as an essential aspect of development and support for students. You'll make new friends. The method of delivery of the tutorial sessions is designed to offer complete candidate flexibility and can therefore consist of a mix methods (Telephone. It is informally based and designed to encourage two-way communication. famed for commercial activity and historical significance. Shops. London is a world-famous cultural centre. Discussion regarding candidate personal development needs. As the English capital and Gateway to Europe. As such it includes the following: The channelling and dissemination of information. They teach and support you through the course. YourProgramme Co-ordinator is the person who has overall responsibility for ensuring that appropriate learning opportunities are provided for you. 12 . Counselling where appropriate. E-mail. TO CONTACT THE LONDON CAMPUS You. bars. for undertaking the work required of you to at least a satisfactory standard and complying with the London Campus and University rules and regulations.INTRODUCTION TOLONDON CAMPUS The University of Sunderland offers high quality business degrees in our new London Campus. Post. cutting-edge technology and a life-changing student experience to allow you to thrive in your studies. based in Canary Wharf . exciting and glamorous cities. your time as a student on our London Campus will probably be the best of your life. uk London Campus HassanMahmood
[email protected] London Campus 13
[email protected]@
[email protected]@sunderland.uk London Campus (+44)207 531 7333 (+44)207 531 7333 (+44)207 531 7333 (+44)207 531 7333 (+44)207 531 7333 (+44)207 531 7333 Tawfiq Elahi Tawfiq.ac.ac.uk London Campus (+44)207 531 7333 (+44)207 531 7333 (+44)207 531 7333 (+44)207 531 7333 (+44)207 531 7333 (+44)207 531 7333 ithelpdesk@etgs. David.ac.uk London Campus Magdi Tawafig Magdi.uk London Campus Management Accounting and Control PGBM64 Tutor International Marketing PGBM51 Tutor e-Marketing PGBM39 Tutor Global Logistics and Supply Chain Management PGBM63 Tutor Raman Grewal Raman.uk London Campus
[email protected] London Campus London Campus Tawfiq Elahi
[email protected] Francis Kuagbela Hassan Mahmood Hassan.ac.uk London Campus
[email protected] London Campus David
[email protected]@sunderland.uk London Campus Financial Management and Control PGBM01 Tutor Managing and Leading People PGBM02 Tutor Operations Management PGBM03 Tutor International Business Environment PGBM04 Tutor Marketing Management PGBM15 Tutor Global Corporate Strategy PGBM16 Tutor PGBM23 Information Management Tutor MBA Dissertation PGBM73 Tutor Francis.ac.Kinnear David.Contact details are as follows: (subject to change throughout your course) Title Name Email Address Location/Office Telephone Number Programme Coordinator Technical Help Jilani Balusu Jilani.ac.
[email protected]. 14 . careers. the London Campus library is ready to meet all students needs. announcements. audio. ILEs offer not only facilities to structure learning content (web-pages. weather. calendar events. This technology allows all members of a group to keep a digital record of their discussions and presentations. learn and carry out research. journals and magazines are provided for academic research and general interest reading.International Human Resource Management PGBM18 Tutor Organisational Development and Change PGBM47 Tutor John Mullen London Campus (+44)207 531 7333 LONDON CAMPUS STUDENT SERVICES Our brand new library provides a welcoming. Whether students are looking for the latest research materials online. A selection of daily newspapers. CAL applications. communication and assessment tools. but also provide student management. journals. The modern and inspiring library is fully air conditioned and equipped with the latest textbook publications covering the following areas of study: Accounting and Finance Business Management Business Law Computer Science and Information Technology Economics English Language and Study Skills Health and Social Care Management Human Resource Management Marketing Methods of Research and Analysis Statistics Tourism and Hospitality Management A wide range of reference books Library facilities The library not only supports the students in their business degrees but also provides the facilities and support to develop their specific areas of research. practical environment for students to study. The library contains over 7. lecture notes. web mail.000 books and students can access private rooms that are equipped with interactive smart boards connected to fully networked PCs and projectors. course related textbooks. Live Campus Live Campus is the Integrated Learning Environment (ILE) provided at the University of Sunderland's London Campus that enables online learning and enriches the student learning experience. attendance. grades.scientific calculator. books to read to help improve their English skills or just books to read for pleasure. your fee payment details and a range of other useful functions. video clips). an instant messenger. You will invest a lot of time and money into studying by this method and therefore. IT labs The University of Sunderland recognise the need for students to have access to computers. the internet and IT support at our London Campus. Planning your Time Many people have experience of studying in a formal system of school or college but not many of studying by this flexible method. reliable and cutting-edge IT facilities will enable you to quickly access key information. coursework or assignments. This could mean that you read for 20 minutes. Our fast. You are likely to have other demands on you already and now you need to study. The campus has an exceptional team of IT professionals who are ready to help students with any computer problems. There are 415 computers available for students. You can never be good at driving a car or word-processing if all you do is read the manual! Using the activity-based approach to learning will enhance the way you learn and research indicates that you will remember what you learn for longer. Remember that the average attention span is about 20 minutes and after that time you need to change your activity. Students' lounge The London Campus students‟ lounge area is the centre of campus life and the ideal place for students to take a well-deserved break. You may find it worthwhile to list those reasons and keep them in a prominent place to remind yourself when your motivation is low. It allows you to fit your studies with your lifestyle and gives you the freedom to choose when. you must be very clear about why you are doing it. wide screen televisions as well as areas to relax and play table tennis. place or speed of learning and usually all these factors are under the control of the learner. so try to identify which time of day is going to be most effective for study. hot and cold drinks at very competitive prices and microwaves for heating up your own lunch. All computers provide essential applications as well as high-speed internet with access to email and the Live Campus system. STUDY SKILLS Using Flexible Learning Effectively Definitions of open or distance or flexible learning vary but commonly they describe a form of learning that has some flexibility. Remember all those things you have done and achieved in the past and appreciate that you learnt them by actively practising. write for 20 15 .You can also customise Live Campus to see a personalised view. Each student is provided with 50MB space on the secure networked servers and there is a campus-wide wireless network so students bringing their own laptops can access the internet. based on your course and the modules and organisations you belong to. Your Responsibilities You have probably chosen this method of learning because of its flexibility. Only you will understand your working habits best and know when you are most alert. The common rooms have a fun-filled sociable atmosphere. Think of flexible learning as being equal to a full-time place at university. The lounge has excellent facilities including snacks. where and how to study. But along with that freedom comes responsibility. When your first module arrives you may be a little anxious about starting because you don't know how to begin. Plan your study carefully. comfortable seating. table football or pool. complete important coursework and make the most of your student experience. The flexibility can relate to the time. The first thing to consider is how to organise your time. so there is always a computer available when you need to complete research. especially at the beginning when you are out of practice. Behaving like this will make you a passive learner. However. or you can take a break at lunch time. This makes them portable and thus a useful tool for revision or refreshing your memory when you have few minutes to spare. Remember that you can study in more than one place. you might try using these „bits of time‟ to do a little studying. To be successful you must take the activities seriously. Studying Actively Perhaps in the past you have sat quietly and read a textbook for a couple of hours and convinced yourself that you were studying hard and yet. or a notebook. Actually doing the activities and writing down your responses will help you to remember what you have learnt. we are often trying to understand ideas which we have not 16 . you will also still find time to see your friends and family and do other things. You are more likely to work without interruption. Another way to make your learning active is to write down summaries of what you have read either in a notebook or on file cards. Most of us have to manage with the kitchen table. If you have a computer you might decide to check out a web site or send a few emails. Hopefully. This means that you can sit down and start studying the material immediately. If you travel frequently by bus or train. These are known as avoidance strategies and some of us use them to avoid starting a task. You wasted much of your time because you were studying passively. When we read academic texts. The learning material contains many activities with feedback that you have to look at after you have attempted the activities. such as reading novels and magazines. so you can write down ideas or summarise sections you are studying. You may find it takes longer than this to complete a module. the sort of reading we are obliged to engage with at university is very different from the sort of reading we might choose at home. The flexible learning material that you have received contains all the information that you require to pass the course. but a guide. At the end of most units there are self-assessment questions (SAQs) to help you to check your progress. This is not meant to be a precise figure. There are several things that you can do to make your study more active and the material you have been sent is intended to be used in this way. Guide to Reading and Making Notes Reading is a core activity for most students. you will find it useful to supplement the module material with further reading and you will need to apply the knowledge that you gain. You may find it takes less time because it relates to a subject that you know about already or one that you find particularly interesting. you are more likely to pay attention and you are more likely to remember information. our bedroom or a local library. Wherever you study you will need somewhere to keep your learning materials safely together and a space where you can spread yourself out. Nevertheless. We have estimated that each 20 credit module requires about 200 hours of learning time. Making summaries also helps you to distil the information to a few key points and allows you to identify what is important. Even if you have your own study it does not mean that you will use it effectively. It is very tempting to avoid these activities or just go straight to the feedback. You don't have to carry all your study material around with you but you could try carrying some of it. Finding a Place to Study Not all of us have our own private study. you can't remember a lot of what you read. You might also decide that you can't begin studying until all your pencils have been sharpened and your desk is clean and tidy. You may find that it is more effective for you to study for an hour each day rather than leave everything to the weekend.minutes and think for 20 minutes. which might be difficult. While this approach still requires some effort on your part. which may not be very interesting and which may be quite complex. if you are able to apply its broad principles you may find it helpful. and it may not always be appropriate or effective. it does give reading a purpose. While this does not necessarily make texts interesting. and whether any new questions have emerged.previously encountered. At first this may seem like a very clinical approach to a task. as well as being able to read. Do not be afraid to begin with very simple questions and move on to more complex ones as you read more and begin to understand the subject better. If the text is particularly long you may wish to break it into sections or stages. evenwhen you are not using direct quotations. date of publication. Note: you must acknowledge your sources in assessed written work. we also need a way of „engaging with‟ or „getting into‟ the text. R1 = Read. For example. R2 = Recall R3 = Review Survey Spend a minute or two. content‟s list. which summarises the key ideas and the text may be structured using subheadings. developed by Francis P. is the text relevant? Is the author stating facts or opinions and can I make use of this information? Recall Most of us forget what we have read within a few minutes. It is also an opportunity to see if you can now answer any of the questions which you set yourself at the start. However. „what is the relationship between x and y‟ or „to what extent does x affect y?‟ Read Read the text once without making any notes. Making Notes 17 . With a textbook you might want to look at the title. Questions Write down some questions which you expect to find answers for in the text. Decide beforehand where the section breaks will be. As you read. Therefore. Therefore it helps to stop reading after a while and try to recall the important points of a text. it may encourage you to think more strategically about reading rather than avoiding it altogether or spending lots of time reading with no obvious benefit. Review Reviewing is about checking your notes against the text to ensure you have either recalled all the main points or recalled them accurately. One recommended method for effective reading is known as SQ3R. SQ3R is explained below: S = Survey Q = Question. keep in mind your questions and also keep asking. you may begin by asking „what do x and y mean?‟ and then go on to ask. Robinson (1946). quickly scanning the text you are going to read in order to gain an overall impression. With a journal article there may be an abstract. summary and / or introduction. which clearly involves thoughts and feelings and it may not be appropriate for every text. This process may prevent you from reading texts which are not relevant or helpful to your studies. This activity encourages us to concentrate. helps us to remember and allows us to put ideas into our own words. The supporting sentences may clarify the idea for you but you probably don‟t need to record those once you have understood the main idea. Keep checking that your notes make sense and are useful to you. Signposts As you read. Often the main idea in a single paragraph will be contained in the first or second sentence. In conclusion. questions and ideas can be added subsequently with sub-headings. to summarise texts for revision so you can use the ideas in essays or written assignments or perhaps so that somebody else can use them.‟. „The main point is.. to aid memory and understanding. Other annotations such as circles.. arrows.‟. Unless you are making them for someone else. You may also find using abbreviations for common words or words that occur frequently help you to speed up the process.. This approach is based on the following text analysis: What is the topic of the paragraph or paragraphs? What is special about the topic? If you can answer these 2 questions you have identified the main idea. Recognising that there are different reasons makes it easier to see why there is no single way of making notes. underlines and use of colour can help to highlight themes and show the relationship between two ideas. which is helpful. you could use a procedure (Rubin.. alternate styles. what or who are the notes for? What is the text about? What are the main ideas? Why Take Notes You might want to take notes for a variety of reasons. then it is important that they serve their purpose. Style of Notes Broadly speaking there are two styles of notes. keep an eye open for words and phrases in the text which signal key ideas such as.. „Essentially. or use different styles at different times. After all.‟ and so on. It is not an active process to copy words from a book onto paper. effective note taking is an active process. 1983). Active note taking means asking yourself. If you find it difficult to find the „main idea‟ in a paragraph or series of paragraphs.. Main Ideas Good notes should pick out the „bones‟ of an argument or key ideas in a text.. There may be times when you need lots of detail and others when you just need an outline. to focus concentration. Linear notes are most effective when used with wide margins so comments. notes are your personal record and as long they are meaningful and useful to you it doesn‟t matter what they look like. Review Your Approach If you spend time making notes. a bright 7 year old could probably do that with any text but the result would not be a set of good notes.‟. linear and diagrammatic. which will give your notes structure. „The most important. It is perfectly acceptable to adopt one style exclusively.. PREPARING FOR ASSESSMENT 18 .As with reading. especially those that are relevant to your studies. You may even find it helpful to read an author‟s conclusion first so you know in advance where an author is leading. If you can answer all the self assessment questions correctly in the module. There are two schools of thought about attempting the assignment. Answer the question you feel most confident about first. this will help you relax into the examination. As we tend to write more important information at the beginning of an answer than at the end. you may miss out a question because you are short of time If your mind goes blank don't waste time trying to remember. along with a date for your work to be handed in. When you see the examination paper. Mature students can lack confidence if they have been away from study for a long time. not too early and not too late. If you have prepared yourself adequately and used the materials actively as intended. it might make you nervous. Remember also that the assessor does not want to take marks off you. Take care not to spend more than the allotted time on it. slow breaths 19 . but you will still be able to breathe. at some stage you will have to turn your attention to starting it. then learning has taken place. Preparing for an Assignment If the module is to be assessed by an assignment or a report. The worst that can happen is that you do not pass. You are ready to take the examination. The questions will be given to you. When you know how many questions you are required to answer. don't leave your revision until the last minute. the sun will still come up the next day and you can always try the assessment again. try to reduce your anxiety by practising good examination technique: Make sure you are adequately prepared. Allow 10 minutes at the end of the examination period to check your answers for errors or ambiguity. but to award you with marks for the correct information. then it is likely that you are well prepared. Preparing for an Examination One of the advantages of flexible learning is that it is up to you to decide when you are ready to take an examination. the first is based on the information from the module being read and absorbed before you start formulating the answers to the questions. you will have to start writing at some time and it is suggested that you do not leave it too late. It is much harder to achieve enough marks to pass if you omit questions. Read all the questions through slowly and carefully so that you are very clear about what is being asked. and you have prepared yourself by studying actively. Try not to listen to any anxious chatter of other students outside the examination centre. determine which ones you will attempt and work out how long you have for each one. go on to another question and the information may come back If you feel anxious try and relax by taking long. make sure that you read the instructions slowly and carefully before you begin.Try to think of the assessments as an opportunity to obtain external feedback on your performance. ensure that you are well rested and not too tired to work. In the last 24 hours. Arrive in good time. They may even find the thought of taking an examination causes anxiety. the second allows you to study the module with the questions firmly in your mind and address the answers as you go through the reading material. Ensure that you know where the examination is to be held and that you have everything you need for it. Whichever way you approach the task. take care not to spend too long on one answer. Always answer as many questions as the instructions tell you. If you suffer from nerves during an examination. Just send us an email or give us a call to let us know when you will be arriving. ELECTRONIC RESOURCES From the library website you have access to a range of resources. Click on the „University Library Services‟ link and then „Specialist Services‟. Using the Library Off-Campus You may access all library services from the My Sunderland website at: https://mysunderland. 3. JOINING THE UNIVERSITY OF SUNDERLAND LIBRARY You are automatically registered with the library once you are enrolled on your programme. We offer a wide range of services to students who are registered on designated distance learning courses. Click on the „For Off-campus students‟. These services include: Automatic Registration Help from library staff Access to electronic journals and databases Access to the library‟s online catalogue Information Skills support Document Delivery Postal book loans (UK only) Access to other libraries (UK only) Distance Learner Blog If you are visiting the University at any time.uk – please quote your name and student number in all correspondence. wherever you are in the world. 20 .ac. Click on the Library Services icon and you will be taken to the library website.uk. The library web pages contain information on all of our services and how you can use them to find the resources you need. 2. As a student studying off-campus you are able to access all these services from the comfort of your PC desktop. There is nothing you can do to alter the result. For more information please e-mail library@sunderland. including electronic journals.ac. There are dedicated web pages for students studying off-campus: 1. online databases and electronic books. UNIVERSITY OF SUNDERLAND LIBRARY SERVICES The library is here to support all learners with high quality learning and information services at a time and a place that is best for you. Where to find Electronic Resources All electronic resources can be accesses through the library web pages. After the examination try not to waste time going over it in your head. Journal Articles: use Journal Search to search for and download full text journal articles – you will need to login to Journal Search with your University User ID and Password. staff will be happy to meet you help you to find your way around the library. . You can find out more about the scheme from the Library Website. We also provide a range of help guides which you can download from the library web site. Online help…. Email: library@sunderland. Please ask us any questions you have about library resources.uk 21 . We recommend before using the library online that you take some time to work through the Online Distance Learner Induction.whenever you need it The library website provides a range of online support to help you make the most of library services. screenshots and self test questions to introduce you to our resources and services. information and advice about using library resources. Requesting Documents not Available Electronically If you require material that is not available electronically we will try to obtain it for you by either photocopying from our own stock or from the British Library. You will need your library card number when requesting items from the library.. Contact Us Library staff are here to help and support you throughout your time with Sunderland.Electronic Books: Use the Library Catalogue to search for electronic books. The Distance Learner Blog is available from the off-campus pages on the library web site and the Subject Blogs are available from the Subject Resources web pages. Library Blogs Check regularly for news. University libraries often allow students of other institutions to use their library facilities free of charge and we can assist with any permission required. BORROWING BOOKS FROM THE UNIVERSITY We will send books from University Library stock to UK based distance learners by mail without charge.ac.simply go to the Off-campus area of the library website and click on the postal book loanslink where you will find an online postal book loans form. NEED HELP? Library FAQ’s If you have a specific question about any aspect of library services. When an e-book is available a link will be provided on the catalogue record. This includes video tutorials. Check the Library web pages for more information. The University of Sunderland is a member of the Sconul Access scheme which allows Sunderland students to access and borrow from over 170 participating University libraries within the UK. Simply Visit the „Ask Us‟ area of the library web site. a good place to start is the FAQ area of the library web site – just click on the „Ask Us‟ link. USING YOUR LOCAL LIBRARIES We would encourage you to use your local public or academic library. Requesting books couldn‟t be easier . uk BIBLIOGRAPHICAL REFERENCING USING 'CITE THEM RIGHT' 'Cite them Right' is an excellent guide to the Harvard and British Standard systems of bibliographical referencing and to avoiding plagiarism. The Dissertation will be concluded at the end of the programme.' The book can also be purchased from bookshops. which equate to a certain amount of learning and study requirements. (2008) Cite them right: the essential referencing guide. that was formerly produced by University Library Services. PROGRAMME ASSESSMENT AND STUDY HOURS To achieve the award of MBA students will be required to successfully complete the following 9 core modules plus one option module: MODULE Financial Management and Control Managing and Leading People MODULE CODE PGBM01 PGBM02 STUDY HOURS 150 150 CREDITS 15 15 ASSESSMENT Assignment Assignment 22 . or in sequence.Distance Services Officer Leanne Young Email: leanne. Students and staff of the University can access the electronic version of 'Cite them Right' by logging into https://my.young@sunderland. R.uk with your User ID and Password then clicking on the 'Me' tab along the top and then choosing 'Library Resources.uk Tel : (+44) (0) 191 515 3306 Fax: (+44) (0) 191 515 3061 For full details of all your Sunderland services visit the My Sunderland website at: https://my. Newcastle upon Tyne: Pear Tree Books.sunderland. Bibliographical details are Pears. More details of the Modular Credit scheme are included for reference later in this handbook.ac. By embarking on the full MBA. Each Unit of study has an assessment attached and this must be successfully completed before the award of MBA can be made by the Assessment Board. It replaces the Guide to the Harvard Style of Referencing. Each credit point equates to approximately 10 hours of learning and study time. you will be taking the modules shown below.ac. which should help you to plan the time you spend on the programme.ac. G. The modules have been designed to be studied consecutively.sunderland.Credit points are broken down into units of study. and Shields. PROGRAMME INFORMATION PROGRAMME STRUCTURE The Programme comprises of 180 credit points. This is to ensure that the curriculum is constantly kept up to date.Operations Management International Business Environment Marketing Management Global Corporate Strategy Information Management MBA Dissertation PGBM03 PGBM04 PGBM15 PGBM16 PGBM23 PGBM73 150 150 150 150 150 600 15 15 15 15 15 60 Assignment Assignment Assignment Assignment Exam 20% Proposal / 80% Dissertation MBA Options MBA Choose 1 from any of the modules below (subject to availability) MBA (Finance) Management Accounting and Control MBA (Marketing) Choose 1 from International Marketing E-Marketing MBA (Supply Chain Management) 30% In-class problem solving exercise 70% Assignment PGBM51 PGBM39 150 150 15 15 100% Report 100% Assignment PGBM64 150 15 100% Assignment Global Logistics and Supply Chain Management PGBM63 150 15 MBA (Human Resource Management) Choose 1 from International Human Resource Management Organisational Development and Change PGBM18 PGBM47 150 150 15 15 100% Research Paper 50% Group Report 50% Individual Report Please note that the content of the programme may change as a consequence of the University's Quality Assurance procedures. PROGRAMME AIMS AND OBJECTIVES The aims of the MBA programme are to: provide opportunities for students to develop their management knowledge. 23 . competence and problem solving ability in a manner that will significantly enhance their capability to function as managers at a senior level within a wide range of commercial and not-for-profit organisations and functions. The MBA is a long established qualification for the training and development of managers. It is particularly designed to develop a range of conceptual and analytical skills for dealing with a variety of practical management problems of an operational and strategic nature. writing and other appropriate modes of expression argue rationally and draw independent conclusions based on a rigorous analytical and critical approach to data and argument 24 . It is a fundamental aim of the programme that participants leave with the ability to practice these skills at a significantly higher level than when they entered the MBA. The Quality Assurance Agency has built upon this and developed the Subject Benchmarks for Masters Awards in Business and Management. Course participants should be provided with a conceptual framework that facilitates their understanding of the operational and strategic demands that are placed on managers working in business environments that change quickly as a result of external pressures. The Association of Business Schools (ABS) and the Association of MBAs (AMBA) have undertaken research into MBA provision in a range of delivery modes. MBA programmes. as well as providing a conceptual setting should however also provide participants with a range of transferable skills that equip them to enhance their mobility in the future both between organisations and between different business sectors. an awareness and understanding of issues that affect organisational effectiveness in different parts of the world and an international perspective on issues of strategic significance. Key inter-personal skills addressed include developing each participant‟s ability to: communicate clearly in speech. The Master of Business Administration (MBA) programme is a postgraduate degree aimed at helping participants to become capable and competent managers in a range of organisations operating within an increasingly international setting. promoting a critical and reflective approach to the solution of business problems assisting participants with their current and future personal development The importance of management as a discipline in a wide range of organisations from private sector management to public agencies and non-profit making bodies continues to generate the need to spread management skills more broadly through the workforce. their external environment. develop managers who can improve organisational performance and bring about change within their organisations. This has endorsed the view that there should be a core underpinning to the programme that deals with knowledge and understanding of organisations. developing the skills of participants so that their employment potential is enhanced across different business sectors and in a range of management roles enhancing awareness of how interpersonal and cross-cultural factors and perspectives affect decision-making. The programme will enhance participants‟ knowledge. Emphasis will be given throughout the programme to: developing the participants‟ awareness and understanding of contemporary business concepts and models and how those concepts and models may be applied to the solution of complex business problems within and across business functions. the way in which they are managed and in which they respond to change. The programme is modular in design and covers all of the main areas of management within a balanced curriculum. provide knowledge of international management and of different cultures. develop their management skills and potential and provide an environment where students can learn from each other as well as from the teaching staff. K7 evaluate and monitor the success or failure of the medium/long term business mission. and an understanding of their strengths and weaknesses for providing information and evaluating options. group and individual performance. Analyse and appraise the skill repertoires and personal competencies required to provide effective and creative management across cultural and international boundaries in pursuit of competitive advantage. K3 understand the theoretical perspectives. objectives and policies of an organisation. K6 understand the processes available to collect information and synthesise it into an appropriate form to evaluate decision alternatives. demonstrate critical thinking skills and the ability to conduct research into business and management issues demonstrate problem solving and decision making skills to provide effective solutions to business problems. propound balanced arguments which underpin sound judgement be sensitive to people from other cultures in a team working environment On completion of the programme the student will be able to: Knowledge K1 demonstrate a broad range of management knowledge and an integrated view of management practice. and business processes. Skills S1 S2 S3 S4 S5 S6 demonstrate a broad range of management skills and an integrated view of management practice. economic. K10 compare the use and limitations of a range of research methods / techniques. K9 evaluate the impact of contextual forces on organisations including ethical. resources. objectives and environment. K8 develop systems for the enhancement of organisational performance. critically evaluate the process of management in a range of enterprises in diverse business environments. interventions and analytical techniques to formulate innovative solutions to complex business problems. both qualitative and quantitative. social and technological change issues. environmental. Critically evaluate and apply appropriate personnel and development approaches to enhance organisational. including the preparation of business reports set up collaborative and consultative working relationships and demonstrate the ability to reflect on and to enhance his/her learning from practice and experience. concepts and issues involved in managing people and organisations K4 apply knowledge. demonstrate skills in the planning and management of organisational change using a crossdisciplinary perspective. Critically evaluate how strategic decision-making enables an organisation to relate to its markets. K5 appraise the development of appropriate business policies and strategies within a changing context to meet stakeholder interests. S7 S8 S9 S10 MODULE INFORMATION 25 . to analyse and appraise management ideas and philosophies. informed by current research and practice. K2 employ a comparative conceptual framework. demonstrate effective communication using a range of media. and for appropriate organisational development. Class contact is detailed in the learning plan later on. Overall. Development of the skills required to independently access and process financial data CONTENT SYNOPSIS Main areas of study: Introduction to the module: the role of accounting in the preparation of strategic plans Measuring and comparing financial performance Using knowledge of an entity‟s cost in operational and strategic management Cost management and analysis Costing methods and control Strategic planning. The cognitive skills of critical thinking and analysis in showing how the finance function can make a significant contribution to the successful strategic management of an organisation S2. students will have demonstrated Knowledge K1. the exact nature of which is specified in the module guide LEARNING OUTCOMES Upon successful completion of this module. the primary method of engagement with the subject material is through structured directed reading and directed questions. Knowledge and understanding of theoretical concepts and frameworks to a range of practical situations in order to propose solutions to strategic business problems Skills S1. The skills necessary to communicate effectively at a senior level and be able to put these skills into practice S3. Understanding and evaluation of the uses of both quantitative and qualitative accounting information within an organisation K3. A critical understanding of the key strategic financial statements of an organisation K2. 26 .TITLE: FINANCIAL MANAGEMENT AND CONTROL CODE: PGBM01 CREDITS: 15 LEVEL: 4/ MASTERS FACULTY: BUSINESS AND LAW MODULE BOARD: POSTGRADUATE BUSINESS AND MANAGEMENT PRE-REQUISITES: NONE CO-REQUISITES: NONE LEARNING HOURS: 150 hours. but has a one hour lecture each week supported by a series of two hour workshops. decision taking and budgeting Budgetary preparation and financial control Appraising investment opportunities Business financing decisions The role of working capital in providing finance for the business TEACHING AND LEARNING METHODS The teaching and learning strategies are based around material from the set text book and additional learning materials. and Atrill. 5thedition. 9th edition. 7th edition. Financial Times/Prentice Hall. 6th edition. (2006) Financial and Management Accounting. 6th edition. 27 . (2010).E and Underdown. These hours are split as follow for this module: Lectures 1 hours per week for 10 weeks Workshops 2 hours per week for 10 weeks Course work assessment Directed Study 10 20 20 100 150 ASSESSMENT METHODS Assessment 001 The module is assessed by one piece of course work. (2001).. B. An Introduction. P. K2 K3. Accounting: An Introduction. Sugden and Gee. Additional readings Gowthorpe. S4. There is a lot of ground to cover and only limited class contact time. 5thedition.Topics are introduced in the lecture in order to guide your reading. (2004) Management and Cost Accounting. Prentice Hall. FT/Prentice Hall Glautier. Prentice The module will draw upon a range of printed and electronic sources suitable to reflect on the contemporary issues of the subject material. Some texts are regarded as key to understanding the development of the subject and may not therefore be the current edition of a particular text but the reading list will be reviewed annually to ensure its relevance and appropriateness. FT. Thomson Weetman.. Holmes. finance and strategic management. Drury. Financial Times. The piece of course work will be the form of a 2500 – 3000 word report or essay. It will be assumed that this is the case and all workshops are aimed at students who have completed the directed work. C... You are strongly advised therefore to complete the directed questions or work before each workshop. The course work will be handed out in week 5 and is due in week 12. Meeting K1. You then have directed reading and questions to complete before the workshop in that topic. Directed questions will be set from the text or posted on Sunspace. Corporate Finance Principles and Practice. Prentice Hall McLaney. E. The formal assessment schedule provides precise dates. M. 4thedition. International Thomson Business Press Watson and Head (2009). Workshop topics are then designed to assist and consolidate your understanding of what you have learnt in each topic. taking into account a student‟s learning performance. C.W. This (15 credit) module has 150 learning hours associated with it. Accounting Theory and Practice. P. Financial Times / Prentice Hall.(2005). This is a Masters level module combining subjects in accounting. S1 &S2 Sequence 001 Assessment Type Coursework Marking Scheme PCMS Weighting % 100 Qualifying Mark 40 Pass Mark 40 INDICATIVE READING LIST Main text: Peter Atrill and Eddie McLaney (2008): Accounting and Finance for Non-Specialists. Business Accounting and Finance for non-specialists 2nd edition.(2004). Interpreting Company Reports and Accounts. The skills necessary to assemble and apply analytical tools to identify and expediteremedial action. explanation and critical evaluation of how an employee's performance is measured and the impact of individuals and groups on business performance. Understanding and critical evaluation of the attitudes and beliefs. The relationship between individual performance and organisational policies and practices.REQUISITES: LEARNING HOURS: MANAGING AND LEADING PEOPLE PGBM02 15 4/ MASTERS BUSINESS AND LAW POSTGRADUATE BUSINESS AND MANAGEMENT NONE NONE 150 hours. the recruitment interview. • Performance management .TITLE: CODE: CREDITS: LEVELS: FACULTY: MODULE BOARD: PRE-REQUISITES: CO. • Motivation and reward of individual employees . job design .organisational strategies to promote involvement: team work. relation to organisational behaviour. Identifying and retaining high performers. Understand. students will have demonstrated Knowledge K1. the exact nature of which is specified in the module guide. explain and critically evaluate knowledge of the characteristics of successful organisations and of high performance people. S3. Analysis of a line managers' role and responsibilities. extrinsic and intrinsic factors. definition. Skills S1. S2. roles and responsibilities of line managers in supporting and promoting appropriate organisational cultures. generic model. K3. A critical awareness of line managers' roles and responsibilities especially with regard to the management and leadership of employees.line manager roles and responsibilities. • Involvement . performance improvement and transformational change to promote corporate excellence. preparation and procedure. the corporate strategy and Human Resource plans and processes to effectively integrate the organisation's interests. K2. learning/development and performance management.relation to performance. Definition of motivation. explain and critically evaluate a basic knowledge of the systems. The understanding. • Organisational cultures. CONTENT SYNOPSIS • The Bath model . 28 . empowerment.implementing and maintaining a performance management system models of performance management.how to find and recruit the best candidates. line manager contribution. processes and routines that underpin people leadership and management and the basics of people resourcing. content and process theories. S4. Understand. S5. players and influences that exist and the extent to which these help or hinder people and their organisations as they strive to achieve success. LEARNING OUTCOMES Upon successful completion of this module. The critical evaluation of the strategic and business-related benefits to be gained from a psychologically-engaged workforce.performance differentiators. • Recruitment and retention . M& Stephens. Knowledge workers and knowledge management.. leadership and management contrasted.a R. Learning and development: definition.. Preparation for the workshops is directed in the module guide.. T ( 2005) A Handbook of Management and Leadership . Flexibility and change .G&Gallagher. (2011) Organisational Behaviour (2nd Ed. contribution of L&D to overall organisational success. leadership's cultural contribution.). (2010) Organisational Behaviour and Work: A Critical Introduction. R. (2010) Organisational Behaviour: Performance Management in Practice.change model. Abingdon. theories. Lectures 10 x1 hour Workshops: 10 x 2 hours Directed Study (pre-reading and exercises): Total time: 10 hours 20 hours 120 hours 150 hours ASSESSMENT METHODS Assessment 001: For this module there is one piece of assessment which is an unseen.K ( 2005) Managing for Results CIPD publishing The module will draw upon a range of printed and electronic sources suitable to reflect on the contemporary issues of the subject material. emerging work patterns. Inc.. Broadfield. Oxford: Oxford University Press Additional reading: Armstrong.• • • Leadership .. Sequence 001 Assessment Type Exam Marking Scheme PCMS Weighting Qualifying % Mark 100 40 Pass Mark 40 INDICATIVE READING LIST Primary text: French. types of flexibility. learning and development distinguished. The organisation's internal and external environments. time constrained individual exam which will be provided during the assessment period. G. Secondary texts: Pettinger.. carry out group exercises and respond to case study materials to test ideas and develop relevant individual and line-manager skills. D. Oxon: Routledge Wilson. R. and Edwards. Rumbles. S. Rayner. M. line manager roles and responsibilities. Some texts are regarded as key to understanding the 29 . D. Addison-Wesley. the role of the line manager. Transformational leadership. managing change. ( 2005) Organisational Behaviour and Analysis: an integrated approach. F. Pearson Education Limited Watson. C. New York: John Wiley and Sons. third edition . Rees. Responsibility is placed on students to undertake the necessary reading. A. TEACHING AND LEARNING METHODS The learning strategy will introduce core concepts. Definition.levels of operation. To managing for results Kogan Page Rollinson. The skills required to recognise and evaluate the factors involved in the management and control of projects. Practical evidence of the topics discussed will be provided by video material and wherever possible. case studies drawn from as wide a range of management activities as possible will be used as a basis for class discussion and analysis. TITLE: CODE: CREDITS: LEVEL: FACULTY: BOARD: PRE-REQUISITES: CO-REQUISITES: LEARNING HOURS: OPERATIONS MANAGEMENT PGBM03 15 4/ MASTERS BUSINESS AND LAW POSTGRADUATE BUSINESS AND MANAGEMENT NONE NONE 150 hours. Problem solving and decision making skills to provide effective solutions to business problems. Effective communication skills using a range of media including the preparation of business reports. S2. CONTENT SYNOPSIS The central role of operations management in the organisation Operations strategy: process design and its relevance to meeting market requirements The management of innovation and new product design Managing quality. the exact nature of which is specified in the module guide LEARNING OUTCOMES Upon successful completion of this module. by site visits and contact with practitioners. ASSESSMENT METHODS Assessment 001: 30 . In the workshops. Students will be provided with a range of teaching material and journal articles on webCT. A critical understanding and explanation of the systematic nature of the Operations Management function K2. S3. both in services and manufacturing Managing the supply chain Introduction to project management TEACHING AND LEARNING METHODS The module is based on a normal total contact time of 30 hours. Critical understanding of the interdependence of the operations function and the other key activities of the organisation. Their ability to evaluate the operational processes available to accommodate variations in volume and variety for a range of products and services. in workshops or formal lectures. Skills S1. Critical knowledge of the contribution made by operations management to corporate strategy K3.development of the subject and may not therefore be the current edition of a particular text but the reading list will be reviewed annually to ensure its relevance and appropriateness. S4. supplemented by 120 hours of directed learning using appropriate texts and a module study guide. students will have demonstrated Knowledge K1. T. 2nd Edition. 3rd Edition. Johnston. McGraw-Hill. (2006) Operations Management for Competitive Advantagewith Global Cases. Pearson Hill. and Hill. Sequence 001 Assessment Type Individual Report Marking Scheme PCMS Weighting 100 Qualifying Mark 40 Pass Mark 40 INDICATIVE READING Slack.R. 2nd Edition. (2008) Service Management: Operations. 6th Edition.J. McGraw-Hill. students will have demonstrated Knowledge K1. and Johnston. (2010) Operations Management.T. Addison-Wesley.(2005) Operations Management. V. the exact nature of which is specified in the module guide LEARNING OUTCOMES Upon successful completion of this module. Jacobs. McGraw-Hill. Aquilano.Financial Times-Prentice Hall.F.N. K3..J. (2005) Service Operations Management. The module will draw upon a range of printed and electronic sources suitable to reflect on the contemporary issues of the subject material. Some texts are regarded as key to understanding the development of the subject and may not therefore be the current edition of a particular text but the reading list will be reviewed annually to ensure its relevance and appropriateness. 4th Edition. (2000) Services Marketing. socio-cultural.M. Waters. Palgrove Macmillan Business. 11th Edition. Zeithaml.(2002) Operations Management. An understanding of the political. (2011) Essential Operations Management. Chase. R. Prentice-Hall.. Lovelock.B. 6th Edition.A.This will consist of one major assignment worth 100%. (2003) Services Marketing. Fitzsimmons.N. Hill.J. Macmillan Business. The case may be provided or originate from the students own experience or investigation and research. The task will require students to analyse the operational issues raised in a suitable case study and provide an individual report (3000 words). economic and technological factors that have been found to influence variations in international organisational business structures and management styles. C. An awareness of the relationship between national and organisational cultures 31 .D.S. A. TITLE: CODE: CREDITS: LEVEL: FACULTY: BOARD: PRE – REQUISITES CO -REQUISITES: LEARNING HOURS: INTERNATIONAL BUSINESS ENVIRONMENT PGBM04 15 4/ MASTERS BUSINESS and LAW POSTGRADUATE BUSINESS AND MANAGEMENT N/A N/A 150 hours.. Chambers. and Bitner.J.Strategy andInformation Technology. and Clark. Fitzsimmons.R. G. K2..J. Their understanding of the concepts.R. 2nd Edition. Formative feedback will be given through workshop discussions and group working. M. terminology & theoretical models associated with international business policies and strategies.A. S2. TEACHING & LEARNING METHODS Teaching & learning will take place through a series of core lectures and programmed learning activities undertaken in seminar workshops. Howto apply relevant theoretical concepts to real-world business (environment) dilemmas and issues. class debates and small group presentations will act as the formative assessment throughout the module. A distinction is made between those companies operating in market. Directed reading will be specified. It begins by introducing and understanding of corporate strategy as it relates transnational corporations as players in an increasing global environment. with students being actively encouraged to pursue a variety of other learning resources. broadly related to the summative assessment. The impact of the growth of technology in general and communication technology in particular are explored. As the role cultural differences play in determining the success/failure of a company within the global context activity. virtual learning. All learning outcomes are assessed. The skills necessary to apply relevant behavioural concepts to real-world scenarios/organisations. Formative feedback will regularly be given through plenary discussion of class activities. state and transitional economies. and participate in/lead discussion on related dilemmas and issues. internet sources as well the recommended core text. journal articles. Students will have a learning opportunity to participate as team members by presenting findings from case studies through short presentations with interactive questions and answers and class discussion to broaden the teaching and learning experience. are examined as well as the issues which link this to the “hyperglobalisation” debates. Thus trade agreements.g. under the banner of WTO. e. producing a diagnosis and possible solutions. innovation and competitive advantage to different industries and locations Skills S1.Group/syndicate discussions. Sequence Assessment Marking Weighting Qualifying Pass Type Scheme % Mark Mark 001 Individual written PCMS 100 40 40 32 . Growth of the global marketplace has been accompanied by national and international regulations governing the openness of trade. Lecture: Seminar /workshop: Directed Study: Research: TOTAL: One hour x 10 Two hours X 10 70 hours 50 hours 150 hours ASSESSMENT METHODS Assessment 001: Formative assessment . CONTENT SYNOPSIS This module examines aspects of the key concept of strategic management within an international business context.K4. This will provide formative feedback in advance. The role played by the international financial environment in influencing international business is also reviewed. Their knowledge of the conceptual theory of „internationalisation‟. the applied research results of Hofstede are explored. The module is assessed by an individual written assignment the end of the module worth 100% of the overall grade Students are required to attain at least 40% in order to pass the module. The impact of Foreign Direct Investment (FDI) and actions of global players as they seek to identify competitive advantage is considered. RH Business Books.. The Economist. J. HR Finance. [An excellent comprehensive and challenging text with links to Marketing.assignment INDICATIVE READING LIST Morrison. and Sullivan. D. (2009) The International Business Environment. Radebaugh. 2nd edition. K4. students will have demonstrated Knowledge K1. L. That they understand the merits of particular marketing concepts when applied to selected business situations. P. (2009) International Business: Challenges in a Changing World. L. K2. (2009) International Business: Competing in the Global Market. the exact nature of which is specified in the module guide. 33 . Some texts are regarded as key to understanding the development of the subject and may not therefore be the current edition of a particular text but the reading list will be reviewed annually to ensure its relevance and appropriateness. And for a more specialist area: Brummer A.] OR Morrison. That they understand market planning in organisations. New York: McGraw Hill. 12th Edition. Hamilton. That they can understand the potential impact of factors in the external environment on the marketing activities of organisations K3. and Operations Management.L. The module will draw upon a range of printed and electronic sources suitable to reflect on the contemporary issues of the subject material. LEARNING OUTCOMES Upon successful completion of this module. Charles W. That they have understanding of the major decisions that organisations confront in satisfying marketplace needs. Pearson The World in 2010. J. (mostly for Undergraduates but very good knowledge/concepts base ). Hill. (2009)The Crunch: How Greed and Incompetence Sparked the Credit Crisis. (2009) International Business. and Webster. J. 7th Edition. TITLE: CODE: CREDITS: LEVEL: FACULTY: BOARD: PRE-REQUISITES: CO-REQUISITES: LEARNING HOURS: MARKETING MANAGEMENT PGBM15 15 4/MASTERS BUSINESS AND LAW POSTGRADUATE BUSINESS AND MANAGEMENT NONE NONE 150 hours.Oxford University Press. (2006) The International Business Environment. Palgrave MacMillan. Palgrave MacMillan. Daniels. worth 100%. McGraw Hill. (2009) Marketing Management. other publics and stakeholders. 6th Edition. • Information needed by organisations to aid decision making. assessing all learning outcomes. • The approach of organisations to the development of marketing plans and strategies. D. Surgeries will be used to help students to clarify problems arising in the progressing of their assignments and to find appropriate solutions.J. and in discussing case material in workshops. TEACHING AND LEARNING METHODS Directed reading will provide students with an insight into the relevant theories and concepts underpinning the module. • The role of segmentation in strategic marketing thinking. Thomson. INDICATIVE BREAKDOWN OF LEARNING HOURS Workshops 30 hours Surgeries 6 hours Directed Reading 114 hours Total 150 hours ASSESSMENT METHODS Assessment 001: Summative assessment will consist of one major assignment. • The external environment and how it shapes marketing opportunities for different types of organisations. The module will draw upon a range of printed and electronic sources suitable to reflect on the contemporary issues of the subject material. suppliers. journal articles and newspaper reports in the workshops to develop key module themes and enable students to reflect on contemporary business issues. Formative feedback will be given through workshop discussions. Prentice Hall. Extensive use will be made of case studies. and group work. (2009) Principles and Practice of Marketing. 13th Edition.L. Blythe. Some texts are regarded as key to understanding the development of the 34 . CONTENT SYNOPSIS • Perspectives on the role of marketing from an operational and strategic context. • The development of consistent and coherent marketing mixes in ensuring a successful presence in the market-place. A.Skills S1. and Keller. working in groups. P. Jobber. The task will require students to investigate marketing practices in a business sector and present their findings via an individual report [3000 to 4000 words]. • The alternative approaches to communicating with markets within the context of developing and sustaining effective relationships with customers. 2nd Edition. Sequence Assessment Marking Weighting % Qualifying Pass Mark Type Scheme Mark 001 Assignment PCMS 100 40 40 INDICATIVE READING Kotler.(2009)Principles and Practice of Marketing. Workshops will be used to facilitate students ability to apply the concepts to a range of different business situations. How to conduct research using relevant marketing journals and business documentation Learning Opportunities Students will have an opportunity to develop skills in giving presentations. K2. The learning strategy will be 35 . In this context. The global view relates not only to an assessment of competitors but also the geographic/demographic arenas in which they function. How to critically evaluate and monitor the business mission. A framework will be established to enable participants to understand the management processes involved in organizations. strategy can only be analyzed and understood when the various stakeholders and their complex relationships are considered as part of the management of multinational organizations. This module will examine key contemporary issues surrounding international and global corporate strategy. group debates. the exact nature of which is specified in the Module Guide LEARNING OUTCOMES Upon successful completion of this module. Each session will focus on key contemporary strategic issues using a range of learning techniques e. students will have demonstrated Knowledge K1. Their critical understanding and application of relevant theories associated with global corporate policies and strategies. The module seeks to establish the „holistic‟ nature of corporate strategy and how this affects organizational decision making processes. objectives and policies of international organizations. audio and visual case studies. consultant / client role play.subject and may not therefore be the current edition of a particular text but the reading list will be reviewed annually to ensure its relevance and appropriateness. Understanding of the holistic nature of strategy and apply analytical techniques to solve complex problems in real life organizations K3.g. participants will develop an appreciation of business and management within a global setting. By examining aspects of the internal and external environment and associated forces on the organization. Business is increasingly moving towards a global perspective. Skills S1. This is achieved by examining the design of strategic management processes and how strategic decisions affect the functioning of the organization. S2. TEACHING AND LEARNING METHODS This module will draw upon the independent learning skills of the course participants. Knowledge of the strategic decision making process through critical analysis of how strategic decision making enables an organization to relate to its global business environment. A range of teaching and learning methods will be employed during the sessions to achieve the learning outcomes. syndicate working. TITLE: CODE: CREDITS: LEVEL: FACULTY: BOARD: PRE-REQUISITES: CO-REQUISITES: LEARNING HOURS: GLOBAL CORPORATE STRATEGY PGBM16 15 4/MASTERS BUSINESS AND LAW POSTGRADUATE BUSINESS AND MANAGEMENT NONE NONE 150 hours. How to use critical reflective skills to reflect on the impact of their understanding on the problem solving process CONTENT SYNOPSIS The above learning outcomes will be developed through an exploration of key areas in strategy. com) and journals in particular The Economist. P. and ContextInternational Perspective. 4th Edition. P. 36 . K. Techniques. The standard University Regulations relating to the Infringement of Assessment Regulations apply. Scholes. Ahlstrand. (2002) Contemporary Strategic Analysis – Concepts. Financial Times Prentice Hall.Kogan Page Limited. Blackwell Publishers.ft. Joyce. 3rd Edition. R. 2nd Edition. R. Sequence 001 Assessment Type Coursework Marking Scheme PCMS Weighting % 100 Qualifying Mark 40 Pass Mark 40 INDICATIVE READING LIST Participants are encouraged to read relevant newspapers including The Financial Times (www. A. (1999)International Business. Applications.. preparatory work on case studies and other relevant material. Mintzberg. Haberberg. Financial Times Pitman Publishing. (2005) Exploring Corporate Strategy: Text and Cases. D. Fourth Edition. (2000) Global and Transnational Business – Strategy and Management. Mintzberg. 7th Edition. Key Text: De Wit. All work must be referenced using the Harvard Referencing System. (2003) Global Strategic Management. Content. S. H. (www. R. Cummings.. Other Supporting Texts: Bennett. (2006) Corporate Strategy. and Rieple. Financial Times Prentice Hall. All learning outcomes will be assessed.economist. (2010) Strategy Process. CENGAGE Learning.based on a variety of delivery methods focused around a series of interactive workshops supported by directed reading. Hamill. T. Knowledge and Creativity. Campbell. and Ferguson. (1998) Strategy Safari. H.. (2000) Organisations – A Strategic Perspective. Johnson. (2001) The Strategic Management of Organisations. and Lampel. and Whittington. Blackwell Publishing. R. Financial Times Prentice Hall. G. and Lampel. B. G. Financial Times Prentice Hall. A. Ahlstrand. R. 4th Edition.com) to keep abreast with current developments in the field. B. D. J. and Woods. G. John Wiley & Sons. M. and Meyer. J. Financial Times Prentice Hall.. D. (2008) Strategy Bites Back. Lasserre. Stacey. R. Main Supporting Texts: Lynch. Ferguson. and Wilson. Palgrave McMillan. Grant.. (2000) Strategic Management & Organisational Dynamics – The Challenge of Complexity. Stonehouse. and Purdie. J. P. B. R.. (2003) Images of Strategy. J. A. Macmillan Press Ltd. Financial Times Prentice Hall. Breakdown of 150 Learning Hours Lectures / Workshops 30 hours Directed Study 70 hours Self Directed Study 50 hours Total 150 hours ASSESSMENT METHODS Assessment 001: The module will be assessed by a single individual written assignment. (2001) Strategic Management – A Fresh Approach to Developing Skills. A. in particular. Critical understanding of various statistical analyses in processing data/ information in different situations. Skills S1. Data handling. The module will draw upon a range of printed and electronic sources suitable to reflect on the contemporary issues of the subject material. Formal lectures will be used for providing information. Their knowledge of data using appropriate statistical methods. Some texts are regarded as key to understanding the development of the subject and may not therefore be the current edition of a particular text but the reading list will be reviewed annually to ensure its relevance and appropriateness. The necessary skills in data handling. analysis and presentation. and Strickland A. K3. the exact nature of which is specified in the module guide LEARNING OUTCOMES Upon successful completion of this module. Use will be made of relevant software packages where appropriate TEACHING AND LEARNING METHODS A range of teaching and learning strategies will be employed. CONTENT SYNOPSIS The module commences with an overview of the requirements for/ uses of information at different levels in business operations in different sectors then the role/function of information systems in business operations is discussed. Methods of obtaining data/ information and the importance of statistical analysis in processing data/ information are considered. Knowledge of different methods of obtaining data/information. comparing and contrasting schools of thought. with a view to decision making in business operations K4. linked with appropriate statistical analysis. McGraw-Hill Irwin. analysis and presentation are considered. K2. relationships between variables and comparisons of means will be covered in relation to parametric and non-parametric data. students will have demonstrated: Knowledge K1. Descriptive statistics. J. Special focus will be placed on time series analysis and forecasting. demonstrating skills and providing a framework for the subject. A. Seminars will explore theories and issues in more depth using team work and small group discussions to develop key skills and encourage a deeper approach to learning by encouraging critical reflection. (2003) Strategic Management – Concepts and Cases. Focus is on practical applied statistics and the link with decision making is emphasised. A critical understanding of the role of information systems at different levels in business operations within different sectors.Thompson. TITLE: CODE: CREDITS: LEVEL: FACULTY: MODULE BOARD: PRE-REQUISITES: CO-REQUISITES: LEARNING HOURS: INFORMATION MANAGEMENT PGBM23 15 4/MASTERS BUSINESS AND LAW POSTGRADUATE BUSINESS AND MANAGEMENT None None 150 hours. Examples will be drawn from a range of sectors in order to compare and contrast the various 37 . video and debate may be used. Lectures Workshops Virtual Learning Self Directed Study Total 10 x 1 hour 10 x 2 10 x 1 = 10 hours = 20 hours = 10 Hours = 110 hours = 150 Hours ASSESSMENT METHODS Assessment 001 Exam (open book) Sequence Assessment Type 001 Exam Marking Scheme PCMS 100% meeting K1. NJ. Some texts are regarded as key to understanding the development of the subject and may not therefore be the current edition of a particular text but the reading list will be reviewed annually to ensure its relevance and appropriateness. K4 & S1 Weighting Qualifying % Mark 100 40 Pass Mark 40 INDICATIVE READING LIST Main text: Bee. (2004)Business Statistics for Contemporary Decision Making. (2008) Managing Information and Statistics. peer assessment. newspaper and journal articles. Hoboken. London UK: CIPD Publications.roles and styles of businesses and organisations. set readings. F. US: Wiley Publications. That they can understand specific substantive problems or issues within an organisation or business sector placing them into a strategic context within the research investigation. and Bee. K2 K3. The module will draw upon a range of printed and electronic sources suitable to reflect on the contemporary issues of the subject material. 3rd Edition. 38 . S. 5th Edition. Additional reading Black. students will have demonstrated Knowledge K1. Case studies. C. R. (2006)Managing and Using Information Systems: A Strategic Approach. and Saunders. K. Hoboken. Pearlson. NJ:Wiley Publications. K. TITLE: CODE: CREDITS: LEVEL: FACULTY: MODULE BOARD: PRE-REQUISITES: CO-REQUISITES: LEARNING HOURS: MBA Dissertation PGBM73 60 4/MASTERS BUSINESS AND LAW POSTGRADUATE BUSINESS AND MANAGEMENT NONE NONE 600 the exact nature of which is specified in the module guide LEARNING OUTCOMES Upon successful completion of this module. E. Reflection on the personal and organisational learning as a result of undertaking the project and how that learning relates to the programme as a whole. a critical review of the activities and operations of the organisation/sector and the environment in which it operates.K2. K3. That the recommendations for strategic change in the organisation/business sector investigated are capable of implementation How the personal and organisational learning that has taken place has affected the development of your skills and competences during the completion of your programme of study. A review of relevant academic literature and derivation of valid research questions both from the literature and the organisation/business sector issues. Interpretation and analysis of qualitative. Themes for the lectures will be: Theme 1 Conducting a critical literature review in practice for applied research in business and managementResearch question and research objectives. How to interpret. Part of the formal teaching input will incorporate a series of lectures which will signpost students to the key research issues. and if appropriate quantitative data. The purpose is to equip the students with some of the necessary tools and transferable skills which they can take with them into their subsequent careers. and participant observation and their implications and limitations. A clear account of the organisation/business sector being investigated. Illustrative examples. A critical understanding of valid research questions via a review of the academic literature. K6. illustrative examples. CONTENT SYNOPSIS Utilising an applied business research methodology the dissertation will include the following elements: A clear abstract. S2. A review of the methodological issues concerning the research question including critical evaluation of alternative research methodologies and their limitations. using appropriate statistical and computational techniques. observations. A review of the research method adopted and data collection techniques including interviews. K4. That the project findings have been logically derived and that the conclusions/solutions and recommendations are fully supported by the evidence presented. AMPLIFIED CONTENT By examining a specific problem or issue the student will be able to apply the knowledge and techniques learned during their studies. The necessary skills to design and undertake appropriate qualitative and quantitative research as necessary to analyse your chosen organisation/business problem or task. Skills S1. Theme 2 Choosing and justifying a research framework and methodology for applied research in business and management. K5. A clear understanding of different research methodologies and their limitations. and be able to critically explain when one might be more appropriate than another in the context of the chosen research topic. A clear presentation of empirical findings and implications for the activities and operation of the organisation/business sector. 39 . record and analyse data relating to the research topic. data presentation and methods of data analysis. Quantitative data and applied quantitative business/ management research. TEACHING AND LEARNING METHODS The project work will be conducted independently by the student. The supervisor will assist the student to: help to refine and finalise the research proposal provide academic expertise and advice on literature review and use of appropriate methodology to underpin the project monitor the student's progress during the period of the dissertation preparation keeping records of all meetings encourage student to keep appropriate records of action and progress which could subsequently be included in the dissertation provide general support. Theme 4. Mixed methods for doing applied research in business and management. which is scheduled to take place before commencement of the dissertation. Qualitative data and applied qualitative business / management research.Illustrative examples. Ethical issues relating to doing applied research in business and management. Theme 5.data presentation and methods of data analysis. types of business and management data and data sources. helped by an academic supervisor. direction and guidance as required throughout the research process Lectures 6 x 1hour Workshops 6 x 2 hours Formal supervision: 6 hours 40 . In this element of the module a detailed research proposal will be developed by the student with support from the academic supervisor. discuss with the student the findings arising in the project and help the student to reflect upon the conclusions and recommendations of the project. The workshops will reflect and develop the lecture content to enable a research proposal of approximately 1500 words to be developed during the initial phase of the module and working with the academic supervisor. During these meetings the academic supervisor will: aid the student with the strategic context in which the project is being set as well as determining the scope of the literature review to be undertaken by the student.key issues and methodsIllustrative examples.Theme 3. Data collection. help the student to clarify the research methodologies that will be used by the student in gathering data/ intelligence for the project. the student will identify the key issues to be analysed within the main body of the dissertation. review with the student any final issues before submission. Data collection.Illustrative examples.Following the approval of the chosen topic the student will begin the dissertation phase and its constituent research process will involve a series of one-to-one meetings. Theme 6. The formal teaching component will be provided through the applied research methods element. P. Students will be required to submit one written report of approximately 15000 words. and Millward. Lewis. T . A.N. B and Meyer. Assessment 002: Each dissertation is assessed internally by two members of staff. A. [2008] Management Research 3rd Edition Sage Brewerton. Content and Context 4th Edition Thomson Easterby-Smith. Some texts are regarded as key to understanding the development of the subject and may not therefore be the current edition of a particular text but the reading list will be reviewed annually to ensure its relevance and appropriateness. A sample ofdissertations are also sent to external examiners. the student will be required to complete a 1500 word research proposal which the academic supervisor will confirm as appropriate to enable the student to continue with the dissertation. and Thornhill. (2009) Research Methods for Business. M. Whilst this element will represent 20% of the final mark it is not intended that it will require a pass mark as it will contribute to the final mark awarded. M. Sequence Assessment Type 001 Proposal 002 Dissertation Marking Scheme PCMS PCMS Weighting % 20 80 Qualifying Mark 1 1 Pass Mark 40 40 EXTENDED READING LIST Saunders.containing a literature review. This assessment will assess all learning outcomes.Directed study: 576hours ASSESSMENT METHODS Assessment 001: As part of the development of the dissertation.Sage. 2nd Edition.K.. The issue of how recommendations for change could be implemented given the studies undertaken and will be based on prior experience of the organisation or business sector which has been investigated. (ed) (2010) Qualitative Research: Theory.[2004]Organisational Research Methods 1st Edition Sage Coghlan. methodology. Sage Relevant journals will be consulted by the students depending upon the area of study and chosen topic The module will draw upon a range of printed and electronic sources suitable to reflect on the contemporary issues of the subject material. Pitman. R and Lowe. Method and Practice. L . management interventions and resources that would need to be available to implement the recommendations will be included. TITLE: CODE: CREDITS: LEVEL: FACULTY: BOARD: PRE-REQUISITES: CO-REQUISITES: LEARNING HOURS: MANAGEMENT ACCOUNTING AND CONTROL PGBM64 15 4/MASTERS BUSINESS AND LAW POSTGRADUATE BUSINESS AND MANAGEMENT NONE NONE 150 hours the exact nature of which is specified in the module guide 41 . data analysis and recommendations. R [2010] Strategy Process. Thorp. Silverman. P. Within the recommendations an outline plan detailing the timescales. De Wit. [2005] Doing Action Research in your own Organisation. D and Brannick. D. 3rd Edition. 5th Edition London. . There will also be a critical reflection upon the development of skills and competences derived from the experience of undertaking the project. A critical understanding of the strategic role of management accounting at local and international level K3. This will be based on either a case study or developed scenario that will form a synthesis of all elements of the module. A critical understanding of the merits and limitations of management accounting theory Skills S1. lectures and workshops will be used to both deliver the formal input and to develop practice through case studies and practical application of the subject area. The module will be assessed by a single integrative individual assignment and this will test all learning outcomes from the module. Lectures Workshop Sunspace interactive activities Self directed study Total 10 hours 20 hours 20 hours 100 hours 150 hours ASSESSMENT METHODS Assessment 001 Individual Assignment 100% assessing all learning outcomes. These will be supported by group activities and Sunspace.LEARNING OUTCOMES Upon successful completion of this module. A critical understanding of a range of key strategic management accounting models and concepts. students will have demonstrated Knowledge K1. K2. Sequence 001 Assessment Type Assignment Marking Scheme PCMS Weighting % 100 Qualifying Mark 40 Pass Mark 40 INDICATIVE READING LIST Main text: 42 . How to apply the key management accounting concepts and methodologies in order to contribute to successful decision making in an organisation CONTENT SYNOPSIS An introduction to strategic management accounting Relevant costs for decision making Activity based costing Pricing decisions Budgeting Management control systems Variance analysis Performance management Transfer pricing Current issues in management accounting TEACHING AND LEARNING METHODS This module is taught by means of lectures and workshops. In order to develop skills in critical reasoning and judgment. • • • • • • • • Internationalisation processes for firms and their goods and services. students will have demonstrated Knowledge K1. That they can understand the processes by which organisations internationalise their activities and enter new markets K3. Supporting texts: Weetman. 3rd Edition.Procter R. latest edition BPP. That they can understand the suitability of specific international marketing strategies Skills S1. TITLE: CODE: CREDITS: LEVEL: FACULTY: BOARD: PRE-REQUISITES: CO-REQUISITES: LEARNING HOURS: INTERNATIONAL MARKETING PGBM51 15 4/MASTERS BUSINESS AND LAW POSTGRADUATE BUSINESS AND MANAGEMENT None None 150. Marketing strategies for international markets International marketing planning and control systems. E. Market entry options and strategies. How to utilise a broad range of sources for finding appropriate information S2. Financial Times Press. Financial Times Press. Financial Times Press. 2nd Edition. (2010) Management Accounting. The analysis of market data in order to assess marketing opportunities across different regions of the globe. The module will draw upon a range of printed and electronic sources suitable to reflect on the contemporary issues of the subject material. P. CONTENT SYNOPSIS This module is designed to explore key elements of international marketing activity taking place in the current era of globalization. P. (2009) Managerial Accounting for Business Decisions. Some texts are regarded as key to understanding the development of the subject and may not therefore be the current edition of a particular text but the reading list will be reviewed annually to ensure its relevance and appropriateness. LEARNING OUTCOMES Upon successful completion of this module. the exact nature of which is specified in the module guide. ACCA study text for paper F5. That they can understand the differences between marketing in domestic and international markets K2. Atrill. 6th Edition. International trading in practice European markets and their characteristics American markets and their characteristics Asian markets and their characteristics 43 . and McLaney. (2010) Management Accounting for Decision Makers. The module will draw upon a range of printed and electronic sources suitable to reflect on the contemporary issues of the subject material. (2005) Marketing Across Cultures. Hollensen. Discussions will take place in workshops to encourage students to consider and develop balanced arguments when reflecting upon international marketing issues. (2005) International Marketing & Export Management. Pearson Education. Pearson Education. 3rd Edition. 5th Edition. (2010) Global Marketing. TITLE: CODE: CREDITS: LEVEL: FACULTY: BOARD: PRE-REQUISITES: CO-REQUISITES: LEARNING HOURS: E-MARKETING PGBM39 15 4/MASTERS BUSINESS AND LAW POSTGRADUATE BUSINESS AND MANAGEMENT NONE NONE 150 the exact nature of which is specified in the module guide 44 . and Lee. 5th Edition. Pearson Education. Usunier. and Strandskov. (2008) Essentials of Global Marketing. „The World in 2011‟ (2010) The Economist publications. Some texts are regarded as key to understanding the development of the subject and may not therefore be the current edition of a particular text but the reading list will be reviewed annually to ensure its relevance and appropriateness. (2010) International Marketing. This assessment will assess all learning outcomes. Duerr. Sequence Assessment Type 001 Report Marking Scheme PCMS Weighting Qualifying % Mark 100 40 Pass Mark 40 INDICATIVE READING Albaum. Ghauri. McGraw-Hill. African markets and their characteristics TEACHING AND LEARNING METHODS The directed reading undertaken will provide students with a range of perspectives on how organisations approach international marketing. Hollensen. Indicative breakdown of learning hours: Tutor-led workshops and lectures: Guided Reading: Self directed study: Total: 30 hours 70 hours 50 hours 150 hours ASSESSMENT METHODS Assessment 001 One written report focusing on key issues of international marketing such as business environmental analysis and market entry strategy. Pearson Education. 4th Edition. and Cateora. In the workshops case studies and journal articles will help students to assess and evaluate marketing strategies that can be used to benefit organisations. These include email marketing.LEARNING OUTCOMES Upon successful completion of this module. That they can critically understand the role of e-marketing in the context of both off. The total learning time will be as follows: Workshops and lectures Guided reading Self-directed study Total hours 30 50 70 150 ASSESSMENT METHODS Assessment 001 The assignment is an individual submission based on a case study and tests the students‟ capacity to take the theories and concepts of the subject and apply it in an operational context. TEACHING AND LEARNING METHODS Delivered through a series of workshops and tutorials. the module will use a problem-based approach requiring students to analyse key conceptual and theoretical models of the discipline as well as contemporary industry practice and apply that learning in strategic and operational situations that may be encountered in an e-marketing environment. online advertising. students will have demonstrated Knowledge K1. K2. e-business and offline business as well as how it sits in a strategic. concepts and techniques to e-market contexts CONTENT SYNOPSIS The learning outcomes will be developed through an exploration of the following subject areas: Role of e-marketing Online trading Online buyer behaviour Applications of e-technology in a marketing environment The module identifies the role of e-marketing in the context of e-commerce. K4. web site design and content. An understanding of the complex issues and problems facing practitioners of e-marketing. analysis and synthesis S2. search engine marketing. operational and multi-channel marketing context. That they can apply theoretical tools. Methods of pure online trading. That they are aware of how the internet can be considered in a strategic marketing context. planning and executing e-marketing campaigns. e-metrics and e-public relations. Skills S1. A critical understanding of the processes and techniques used in analysing. K3. viral marketing. Critical and creative thinking.and online business. affiliate marketing. online buyer behaviour and the online buying cycle are considered before the content concentrates on a number of marketing specific applications that e-technology makes available to the marketer. Sequence Assessment Marking Weighting Qualifying Pass Type Scheme % Mark Mark 001 Individual PCMS 100 40 40 course work 45 . tools and frameworks advanced to enable organization become both more efficient and more effective. Oxford University Press. including: International Marketing Review. A. K2. The skills to critically assess the methodological strengths and weaknesses in established logistics and supply chain thinking. Journal of Consumer Marketing and the International Journal of Retail & Distribution Management. (2009) Internet Marketing – a Practical Approach. S2. students will have demonstrated Knowledge K1. A. and how the concepts can be applied to improve supply chain performance. Some texts are regarded as key to understanding the development of the subject and may not therefore be the current edition of a particular text but the reading list will be reviewed annually to ensure its relevance and appropriateness. CONTENT SYNOPSIS Over the past few decades there have been many new ideas. A critical understanding of the key concepts and theories of logistics management. (2007) Online Marketing: A Customer Led Approach.INDICATIVE READING LIST Charlesworth. A. and Essen. R. S3. Journal of Services Marketing. The principles underpinning the resource efficiency and market responsiveness of supply chains and ways in which hybrid logistics solutions can be devised combining both cost reduction and service enhancement. Skills S1. TITLE: CODE: CREDITS: LEVEL: FACULTY: BOARD: PRE-REQUISITES: CO-REQUISITES: LEARNING HOURS: GLOBAL LOGISTICS AND SUPPLY CHAIN MANAGEMENT PGBM63 15 4/MASTERS BUSINESS AND LAW POSTGRADUATE BUSINESS AND MANAGEMENT NONE NONE 150. (2007) Key Concepts of e-Commerce. Butterworth Heinmann. and the core principles underpinning lean and agile thinking in supply chain management. K3. R. The module will draw upon a range of printed and electronic sources suitable to reflect on the contemporary issues of the subject material. partnering and network sourcing. A number of journals are all available on the Emerald system. Palgrave MacMillan. Gay. Charlesworth. Their explanation and evaluation of the role logistics function plays in managing business operations and link supply management concerns with the strategic and market context of the organization. However. How to apply those supply chain frameworks and techniques introduced to provide solutions that improve the effectiveness and efficiency of working logistics systems. To facilitate this. students will be given a list of websites where relevant information is not only freely available. The logic for supplier integration. European Journal of Marketing. the exact nature of which is specified in the module guide LEARNING OUTCOMES Upon successful completion of this module. Charlesworth.. Students will be encouraged to use the internet as a source of contemporary material for their studies. few of these have had as much 46 . but is always up to date. Ltd.. S2 and S3): Service Level and Safety Inventory ROL and ROC Calculations Assessment 002 (70%) Individual Written Assignment (assessing all learning outcomes): An individual case study report. 3rd Ed.strategy. Harrison A (2008) Logistics Management and Strategy. 658. Library class no. et al (2008) Global Logistics and Supply Chain Management. demonstrating skills and providing a framework for the subject. It is now widely accepted that the development of effective logistics strategy and supply management practices can impact directly upon the competitive position and operational efficiency of organizations. and yet only recently have we seen these concerns elevated to a strategic level in the business.impact on actual business practice and performance as what we now term logistics and supply chain management. 658. Normally the delivery pattern for this module will be made up of 30 hours contact in workshops including lectures. tutor support and plenary sessions. students are introduced to a number of the leading approaches to supply chain management and alternative logistic strategies that are linked to the types of products being sold and the processes used to make and deliver them. Lecture/Workshop = 30 hours Self Directed Study = 120 hours Total = 150 hours ASSESSMENT METHODS The assessment of this module will adopt a portfolio format and will consist of the following two elements: Assessment 001 (30 %) In-class problem solving exercise (assessing learning outcome S1. John Wiley & Sons. analysis of scenarios and small group exercises. In this module. The idea that the processes by which we serve customers and fulfill demand are critical may seem obvious. There are a reasonable number of copies of this text in the library. Seminars will explore theories and issues in more depth using teamwork and small group discussions to develop skills and encourage a deeper approach to learning by encouraging critical reflection. set readings and debate will also be used. comparing and contrasting school of thought. TEACHING AND LEARNING METHODS Teaching media will be a series of lectures supplemented by participative and action learning employing videos and video discussions. Formal lecturers will be used for providing information. minimum of 3000. planning and operation. 1st Ed. Library class no. Newspaper and journal articles. seminars. Financial Times Prentice Hall. 3rd Ed. Prentice Hall International.78 H07 Mangan J.7 C35 This book provides the basic Business Logistics and Supply Chain Management theory necessary to support the module. maximum of 3500 words Sequence 001 002 Assessment Type Coursework Coursework Marking Scheme PCMS PCMS Weighting % 30 70 Qualifying Mark 1 1 Pass Mark 40 40 INDICATIVE READING LIST Chopra S &Meindl P (2007) Supply Chain Management . Examples will be drawn from a range of sectors in order to compare and contrast the various roles and styles of businesses and organizations. syndicate-based case studies. ISBN:978-0-470-06634-8 The recommended readings for this module are: 47 . BallouR (2004) Business Logistics Management: planning, organizing, and controlling the supply chain, 5th Ed. Prentice-Hall International. Library class no. 658.78 B04 Christopher, M (2004) Logistics and Supply Chain Management: strategies for reducing cost and improving service, 3rd Ed. Financial Times Prentice Hall. Waller D (2008) Supply Chain Management – an introduction to logistics, 2nd Ed. Palgrave Macmillan. Library class no. 658.5 W08 The supplementary readings for this module are: Books Chase R. B., Aquilano N. J., Jacobs F. R. (2004) Operations Management: for Competitive Advantage, 10th Ed., McGraw-Hill Markland R. E. Vickery S. K., Davis R. A. (1998) Operations Management: Concepts in Manufacturing and Services 2nd Ed. West Handfield, R.B., Nichols, E.L., (1999) Introduction to Supply Chain Management. Prentice-Hall, Lamming, R.C., (1993) Beyond Partnership: Strategies for Innovation and Lean Supply. Prentice Hall. The module will draw upon a range of printed and electronic sources suitable to reflect on the contemporary issues of the subject material. Some texts are regarded as key to understanding the development of the subject and may not therefore be the current edition of a particular text but the reading list will be reviewed annually to ensure its relevance and appropriateness. TITLE: CODE: CREDITS: LEVEL: FACULTY: BOARD: PRE-REQUISITES: CO-REQUISITES: LEARNING HOURS: INTERNATIONAL HUMAN RESOURCE MANAGEMENT PGBM18 15 4/MASTERS BUSINESS AND LAW POSTGRADUATE BUSINESS AND MANAGEMENT NONE NONE 150 hours, the exact nature of which is specified in the module guide LEARNING OUTCOMES Upon successful completion of this module, students will have demonstrated Knowledge K1. That they can critically understand the human resource management issues, strategies, developments and practices adopted by different organisations and applied in a range of different institutional contexts. K2. That they can examine the implications of multinational organisations for human resource management practices in host developed and developing market economies. K3. That they have knowledge of the major employment policies of multinational companies and the problems that may arise within different countries. Skills S1. A critical understanding of the theories, systems, processes and aspects(national, strategic, operational) of international human resource management. S2. That they can effectively apply knowledge, capacities and skills in managing an international workforce. 48 CONTENT SYNOPSIS This module examines the context and organisation of international business within which human resource management occurs as well as the differing forms of human resource management in a variety of international contexts. The first part of the module explores the international aspects of HRM (i.e. the policies and processes of HR management in multinational corporations); the second part looks at comparative HRM issues (i.e. an understanding of the reasons for cross-national differences and similarities in HR practices); and the third part examines the challenges associated with building and managing an international workforce (i.e. resourcing and developing of staff). The first part of the module tends to be rather theoretical in its tone whereas parts two and three are more practical in their approach. TEACHING AND LEARNING METHODS The teaching methods for this module are designed to appeal to a range of learning styles and to integrate argument, action and reflection. As such, the format of the workshops combines elements of formal lecturing and various individual/group activities (i.e. discussions, debates, presentations, exercises, role plays, case study analysis). All students will be expected to prepare thoroughly for each workshop and to conduct selfdirected/independent study for each theme covered in this module. This is intended to encourage the widest engagement with the theoretical aspects of international human resource management, as well as stimulating lively and imaginative participation in the practical aspects of this area. Class contact (10 sessions x 1 hr): + (10 workshop x 2hrs) Directed learning for reflection: Self directed study for assessment: Total: 150 hours 10 20 75 45 hours hours hours hours ASSESSMENT METHODS Assessment 1: The assessment comprises of one piece of individual written work of no less than 3,000 words assessing all learning outcomes. Sequence 001 Assessment Type Coursework Marking Scheme PCMS Weighting % 100 Qualifying Mark 40 Pass Mark 40 INDICATIVE READING LIST There is no single text recommended for this module. However, the texts listed below provide useful reading. Edwards, T. and Rees, C. (2010) International Human Resource Management: Globalization, National Systems and Multinational Companies, 2nd Edition Pearson. Harris, H., Brewster, C. and Sparrow, P. (2004) International Human Resource Management, CIPD. Harzing, A. W. and Van Ruysseveldt, J. (2004) International Human Resource Management, Sage. Lucas, R., Lupton, B. and Mathieson, H. (2006) Human Resource Management in an International Context, CIPD. The module will draw upon a range of printed and electronic sources suitable to reflect on the contemporary issues of the subject material. Some texts are regarded as key to understanding the 49 development of the subject and may not therefore be the current edition of a particular text but list will be reviewed annually to ensure its relevance and appropriateness. TITLE: CODE: CREDITS: LEVEL: FACULTY: BOARD: PRE- REQUISITES: CO- REQUISITES: LEARNING HOURS: ORGANISATIONAL DEVELOPMENT AND CHANGE PGBM47 15 4/MASTERS BUSINESS AND LAW POSTGRADUATE BUSINESS AND MANAGEMENT None None 150 hours, the exact nature of which is specified in the module guide. the reading LEARNING OUTCOMES Upon successful completion of this module, students will have demonstrated Knowledge K1. That they can understand the strategies and techniques for the successful implementation of organisational change derived from a range of internal and external pressures. K2. They can understand and evaluate a diverse range of complex methods of change including process and system based methods e.g. OD, process consultation, BPR etc and assess their suitability in achieving performance enhancement. K3. That they understand organisational and corporate culture and asses the value in change management and performance. K4. That they are aware of the importance of a multi tiered programme of change at the individual, group, inter group and organisational level through the life cycle of the project. K5. That they critically understand the role and internal consultancy skills involved in the leadership of change. Skills S1. The skills necessary to critically evaluate and apply strategies to enhance individual and collective learning to support change objectives. CONTENT SYNOPSIS The effective management of change is becoming a core strategic activity for senior managers and increasingly all managers as well as specialist consultants. This module addresses the sources, methods, processes and skills of managing complex change. The module will identify a blueprint for creating a learning approach to change and address the necessary competence for individuals and organizations. Learning will discussed as a strategic variable in change. The module will address the causes and context in which organizations face change. The module will introduce the methods of planned change and the approaches to designing a planned change programme. Culture will be examined critically as a variable in performance and the implications for employees. A detailed review will take place of the participative processes necessary to achieve commitment to change and to deal with the varied reactions to the impact of change in organizations. The module will consider the process from information gathering, diagnosis of the desired change in culture, structures and systems, making change interventions through the process of implementation to the evaluation of the performance outcomes. The module will introduce students to a variety of HR and OD skills and tools. 50 FT Prentice Hall. Course members will form into Consultancy groups and apply their skills to live projects and will take a learning based approach to change management where the results of their work will be jointly evaluated by the University and consultants active in change management Workshops will emphasize problem solving and process based activities building on a foundation of pre workshop data evaluation and directed reading. J. P. (2006) Organization Development. E. FT Prentice Hall. McMillan. B. 3rd Edition. 3rd Edition. There will be scope for participants to work jointly in planned group activity to support the action research set learning objectives. J.. The self directed learning will include directed reading. Much of the learning will be achieved outside the workshop through a series of planned activities that enable participants to practice and apply skills in information gathering. and Gallos. Senior. CA: Jossey-Bass. San Francisco. J. Routledge. (2002) Developing Strategies for Change. supported by the relevant literature: This assessment covers all learning outcomes a) Critically examine the relationship between organisational culture and corporate performance in managing the change process b) Discuss the factors that lead to the failure of organisational change and how these may be overcome c) Discuss the influence of organisational design on the performance of the organization Sequence 001 Assessment Type Essay Marking Scheme PCMS Weighting % 100 Qualifying Mark 40 Pass Mark 40 INDICATIVE READING LIST Core Text Schein. Johnson. H. (2008) Complexity. evaluation and implementation to enhance their appreciation of the practical aspects. Palgrave MacMillan. work based information gathering and group based work and change planning. 51 .TEACHING AND LEARNING METHODS Indicative breakdown of learning hours: Class contact Group activity Self directed learning TOTAL 30 hours 12 hours 108 hours 150 hours Course participants will be expected to engage in action based workshops that will take them through the change management cycle and enable them to plan change through at the intra and inter organizational level. J. Hayes. M. CIPD. ASSESSMENT METHODS Assessment 001:Students are required to prepare an essay addressing one of the following questions. C. (2006) Organisational Change. Workshop contact of 30 hours will cover concepts and models and action based (participant led) activity. Additional Reading List Carnall. (2007) Managing Change in Organizations Darwin. Hughes. A. E. and McAuley. and Fleming. (2010) The Theory and Practice of Change Management. Management and the Dynamics of Change. The lecture input will be confined to early steerage on concepts and models and thereafter as an Action Learning Set facilitator. intentions and implications of change. (2006 ) Change Management. Where the re-assessment is deferred work the mark stands. A breakdown of the assessment methods for each module can be found in the module and programme section of this handbook. REFERRED / DEFERRED WORK 52 . ASSESSMENT PROCEDURES Module leaders at the University write assessment papers for all modules. The completed form will be sent onto the University for processing. Marking and moderation is undertaken at the University. name or address should be reported to the programme coordinator on the appropriate form which will then be sent onto the University. but this would follow acceptance of mitigation (see below). You will have a maximum of four attempts to pass a module. Please note that students cannot take leave of absence during the first year of study and that the withdrawal policy should be followed.g. A copy of the changes to personal details form can be found in appendix 2. Failure to keep the University informed of your correspondence address will mean that your assessment information letter. A link to the University Leave of Absence Policy can be found in appendix 1. When you return from a leave of absence. may be sent to the wrong address. you must submit a copy of legal documentation supporting the change. The maximum mark obtainable if the reassessment is referred work (at the 2nd. Some texts are regarded as key to understanding the development of the subject and may not therefore be the current edition of a particular text but the reading list will be reviewed annually to ensure its relevance and appropriateness. such as a lack of continuity. CHANGES IN CIRCUMSTANCES Any changes to your personal details e. WITHDRAWAL AND LEAVE OF ABSENCE A leave of absence is. A student guide to the regulations is also available to you (see appendix 1). you must inform your Programme Co-ordinator and complete the relevant form.The module will draw upon a range of printed and electronic sources suitable to reflect on the contemporary issues of the subject material. results letter. A copy of the Withdrawal form can be found in appendix 3 and the Leave of Absence Request form / Return to Study form can be found in appendix 4. If you change your name. when you withdraw from the programme temporarily but intend to return to your studies at some point in the future. etc.. Before considering taking a Leave of Absence. The Assessment of students is conducted in accordance with the Postgraduate Regulations (see appendix 1). The form must be completed in advance and include details of the last day of attendance and expected return date for leave of absences. 3rd or 4th attempt) is a pass at 40%. a return to study form will be required. If you wish to withdraw or to request a leave of absence from the programme. The University may impose a charge for re-issuing certificates where students have moved and not notified them correctly. or pressure on time at a later stage or the financial and fees implications. careful thought should be given to the consequences and future difficulties that this may cause. Please make it clear which address the University is to use as a correspondence address for you. a doctor‟s note which states that the student was seen (after the illness occurred) and declared they had been ill previously. This extension can be for no more than 72 hours and must be agreed by the Programme Co-ordinator. Re-assessments will only be awarded a „pass‟ (or fail) grade unless mitigation has been accepted. minor illness or ailment. competencies required to meet the learning outcomes associated with an assessment that contributes to the qualification for which you are studying. poor practice (for example. or significant adverse family or personal circumstances. failing to keep back-ups of documents). or any other form of assessment cannot then put in a later request for extenuating circumstances. Only one extension can be given for each module and examinations are exempt from extensions. EXTENUATING CIRCUMSTANCES (MITIGATION) Mitigation or extenuating circumstancesare exceptional circumstances. something that in employment would have led to absence on sick leave). outside your control. knowledge. This will assist you. Any student who presents themselves at an examination and takes that examination. evidenced worsening of a long term health condition. that have prevented you from either demonstrating or acquiring the skills. There must be a „good reason‟ for you to request an extension. should you decide to retake the assessment. 53 . or where there is a reasonable case that the circumstances were foreseeable and preventable. If you are referred or deferred in an assessment. They will be deeming themselves 'Fitto Sit' if they thereby engage in the assessment and no allowance will be made forany difficulties they later wish to claim affected their results. such circumstances that are exceptional and not foreseeable or preventable. Failure to submit within this timeframe will again mean that a non-submission with a mark of zero will be entered onto your record for that assessment. The maximum time given is (3 days) 72 hours which includes weekends and bank holidays. a long-term health condition for which the student is already receiving reasonable adjustments and which has not changed in severity or impact. or attends and takes part in a presentation. or who submits a piece of coursework.If you fail a module. please refer to theindividual assessment feedback provided by the marker. or with retrospective medical evidence i. serious short term illness or accident (for example.e. Pressure of work. which in a work situation would be unlikely to lead to absence from work. EXTENSIONS You can apply for a brief extension to the hand-in deadline for a piece of work. computer breakdown. practical session. Examples of extenuating circumstances might include bereavement. you are expected to submit your referred piece of work at a time to be specified by the Assessment Board. The Assessment Board may then decide not to allow you to repeat the module with attendance. would not be regarded as examples of good reason. Examples of what would not be considered as extenuating circumstances are claims of medical condition without reasonable evidence. holidays and financial issues. loss of disk etc. Only in extremesituations where illness occurred during an examination or presentation will anyconsideration be given and only then if this has been reported at the time to theinvigilator or presentation examiner. You must complete a mitigation form (see appendix 7). Note to students on medical and similar evidence: If you wish to submit evidence from a doctor or other professional (e. All mitigation decisions will be included on your transcript of results. The University will submit a sample of work through the Turnitin software for the prevention of plagiarism and collusion therefore failure to submit an electronic copy may result in your work not being accepted for marking. You will also be provided with individual assessment feedback from the marker for each assessment you have submitted.Applications for Extenuating Circumstances after the relevant assessment board has met will not be considered.g. this judgement must be accepted and the University will not support students claiming that they „need‟ such evidence to comply with University procedures. however. This means that if the person giving evidence does not believe that he or she can reliably provide this evidence (e. counsellor. physiotherapist etc. All results are then ratified by an Assessment Board. This feedback will be made available to theLondon Campus. 54 . LOSS OF ASSIGNMENTS It is your responsibility to retain a duplicate copy of your assignment answer. should assignments go astray you will be requested to provide a duplicate copy. TRANSCRIPTS AND FEEDBACK Once your work has been marked and moderated. Assessment scripts will be marked and a sample will be internally and externally moderated in accordance with University procedures. The University takes all due care and diligence in delivering assignments to markers via secure methods. This evidence must be sent to the University along with a completed mitigation form in order for mitigation to be considered. ASSESSMENT MARKING AND MODERATION All assignments should be submitted in electronic (disc or CD) form as well as in hard copy with a University assignment cover sheet (see appendix 6) and Turnitin report. you must submit in hard copy with disc or CD enclosed. your results will be communicated electronically to your programme co-ordinator. Electronic copies will not be accepted via email. Please contact theLondon Campus for details of your results – please do not contact the University or London Campus for your results before the published release dates.g. making sure to include all modules affected and submit this to London Campus so that it can be forwarded to the University within one week of the examination/assignment hand in date. Your individual student transcript will also be sent in hard copy once your marks have been ratified by the Assessment Board. The mitigation panel will meet to discuss all mitigation claims. Mitigation forms must be accompanied by appropriate supporting evidence such as a sick note from a GP. you should be aware that this will be given only on the basis of that person‟s professional judgement. RESULTS.) in relation to a claim for extenuating circumstances or extension. A link to the University procedures for Extenuating Circumstances Policy can be found in appendix 1. a doctor cannot retrospectively certify an illness you had the week before which has now gone). disability.Please note that assignments and examination scripts will not be returned by the University. In line with our strategic aims. The University of Sunderland welcomes the opportunity to correct mistakes and misunderstandings and to respond positively and constructively on any occasion when you feel the need to express dissatisfaction with a particular service. EQUALITY AND DIVERSITY STATEMENT The University of Sunderland celebrates and values the diversity of all students and staff. A Master‟s degree with Merit will be awarded to students who achieve at least 60% in modules to the value of 60 credits including the project or dissertation or equivalent. This includes any periods of absence including a leave of absence. We do not tolerate discriminatory practices of any kind. Please note there is a fee of £35 for a reprint of a parchment. Copies of the University‟s position policies on this are available on the University‟s Equality and Diversity website:http://services. We are a multicultural community that values and promotes equality and diversity. A Master‟s degree with Distinction will be awarded to students who achieve at least 70% in modules to the value of 60 credits including the project or dissertation or equivalent. and the award parchment that you are also issued with will make reference to that transcript. If 55 . religion and belief or sexual orientation. Your final degree parchment will be issued via London Campus. you will be issued with a transcript which states that you have been awarded a University of Sunderland award.uk/hr/equalityanddiversity/ STUDENT COMPLAINTS PROCEDURE The University of Sunderland is committed to providing high quality services. So. gender. we work to continue to deliver a positive environment for the conduct of all our activities. such as race. When you successfully complete your studies. for the full MBA (180 credits) the minimum period of registration is 12 months and consequently the maximum period is 36 months. UNIVERSITY REGULATIONS AND PROCEDURES REGISTRATION PERIOD Students have a maximum of three times the minimum period of registration in which to complete. PROGRAMME AWARDS A Master‟s degree is awarded for the achievement of 180 credits at Level 4 as required by the programme regulations.ac. where all members of our community treat one another with mutual respect and dignity. Through our policies and practices we work to ensure that all students and staff are welcome in our community and do not face discrimination with regard to any aspect of their identity.sunderland. As an off-campus student you will be entitled to attend a graduation ceremony at the University of Sunderland in July or November/December. age. to communicate to the Assessment Board or Research Degree Panel throughthe established procedures for managing extenuating circumstances. video. from a lecture. An Appeal willonly be considered where any such error has a direct bearing on the outcomeof the assessment decision which is the subject of the Appeal Unconsidered Extenuating Circumstances:That student performance in assessment was adversely affected by illnessor other factors which the student was unable. book. or pieces. Grounds for Appeal are: i) Material Procedural Irregularity:That the student can demonstrate that there has been an administrativeerror. journal or website) without indicating .A student can only make an Academic Appeal on one of the two groundslisted below. published or unpublished.It is the student's responsibility to ensure that any extenuating circumstancesare properly communicated through these established procedures. PLAGIARISM: A GUIDANCE NOTE FOR STUDENTS WHAT IS PLAGIARISM? The University‟s Rules and Procedures Governing Infringement of Assessment Regulations define plagiarism as “the unacknowledged insertion into a student‟s work of material taken from the work. then the Appeal will not beconsidered. ii) The Academic Appeals Procedure is available on the web please refer to appendix 1 for details.you have a complaint about any aspect of the Master of Business Administration programme please contact your programme co-ordinator in the first instance. and any submissions on this basis will berejected. if you don‟t take steps to guard against it. in a waywhich is relevant to the outcome of the academic decision.where the work is taken from 56 .by the use of references in the text or footnotes/ endnotes . from someone else‟s work (e. Disagreeing with the academic judgment of a marker oran Assessment Board or Research Degree Panel in their decision about themerits of an individual piece of work. of another person”. Examples of plagiarism are: a) Including in your work a piece. ACADEMIC APPEALS PROCEDURE An Academic Appeal is a request from a student that an academic decision made by an Assessment Board or Research Degree Panel should be reconsidered. that proper process has not been followed. If astudent submits evidence of such circumstances after the assessmentdecision has been reached. from being required to resubmit work to being withdrawn from your programme of study.g. and there is no good and valid reason for nothaving submitted them at the right time. An Appeal cannot be made on the basis of disagreement withacademic judgment. The Complaints Procedure is available on the web please refer to appendix 1 for details. It is an offence which. or for valid reasons unwilling. can lead to a range of penalties. or that the academicdecision (including decisions on accreditation of prior learning) was notarrived at in accordance with the regulations of the programme. or of overall performance does notconstitute grounds for an Appeal. And remember. then the University has ongoing responsibilities towards its staff and its students to ensure that. ideas. the University has issued: a) b) A policy statement on plagiarism Revised Rules and Procedures Governing Infringement ofAssessment Regulations 57 .i. not be able to mark it as your own work. in whole or in part. observations or conclusions without due acknowledgement.b) c) Using someone else‟s ideas without identifying that person‟s name in your work Paraphrasing someone else‟s work . THE UNIVERSITY’S POLICY ON PLAGIARISM The University is committed to the universal academic standard which requires that students do not submit work which contains someone else‟s words. including how to avoid it and what to do if suspected of it Staff are aware of how you were expected to present your work in your previous educational setting and the extent to which your experience has influenced your practices and understanding of University requirements Staff are aware of anti-plagiarism strategies in the design and setting of assignments Electronic plagiarism detection systems are available to assist staff The University‟s regulatory framework is regularly reviewed with the objectives of . that‟s fine.you must always be clear about the guidelines covering this kind of work.maximising fairness and consistency of treatment towards those suspected of plagiarism . without acknowledgement. we do recognise that. during your programme of study. therefore. If you write up and submit a team assignment because you‟re required to work as a group. if such standards are to be upheld. you are liable to be penalised. designs and inventions. If. then they will not be able to accurately assess your performance and.this is not acceptable. Whilst. you submit work which is set as an individual assignment.exchanging ideas and submitting work as a team .defined in the same University Rules and Procedures – is another form of plagiarism which can result in your being similarly penalised. b) c) d) e) To give effect to the above. However. plagiarism is the act of representing someone else‟s work as your own.e.seeking to ensure that the most serious penalties are imposed in circumstances in which it is clear that students have sought to gain unfair advantage through acts of plagiarism. whether you do this intentionally or accidentally. not your own. the work of someone else. you may often be required to work collaboratively with other students . Collusion . expressing someone else‟s ideas in your own words without acknowledgement Copying. If academic staff suspect that you have submitted work which is. on the other hand. including the work of another student. but which you‟ve done in collaboration with another person without acknowledgement . d) Plagiarism isn‟t just about written work: it covers other people‟s ideas. for example: a) You are given the fullest information and advice on all aspects of plagiarism. Essentially. Appropriateresponses might include. ideas or conclusions is clearly identified and attributed at the points in your work wherethey are used. in cases in whichyou. understand and comply with the University‟s published policies. HOW TO AVOID PLAGIARISM Obviously. then it won‟t happen toyou. for example.rules and procedures Make sure that you fully understand the referencing conventions whichare used in your subject area and that you ask for information on these ifyou have not already received it If. that staff member isauthorised to respond in a manner appropriate to the case. Where a member of staff indicates to you the ways in which you haveinfringed. will be viewed very differently from say. The Rules provide. It is not sufficient to merely list your sources in abibliography at the end of your work. before you begin work on an assignment. In such a case. believe that you are atrisk of breaking plagiarism rules Read the guidance to staff on “Tackling Plagiarism”. early warning. You can expect clear guidelines relating to allcoursework requirements and. the Rules and Procedures Governing Infringement ofAssessment Regulations are invoked. a minor infringement. when preparing your assignments. as far as possible. for example: a) Counselling and/or the provision of additional information aboutreferencing standards and conventions and a requirement that the workbe resubmitted with no further penalty (in effect. you will be making use ofsomeone else‟s words. Ignorance of the rules is no defence against an accusation of plagiarism.c) Guidelines to all staff. That‟s fine providing that. the citing of authors and the otherstandard conventions for referencing which will be given to you or which areotherwise available on the University‟s website (see Information ServicesHelp and Support which provides notes on plagiarism and on standardreferencing systems). andagreed by.whenever you do so. ideas or conclusions. c) d) WHAT HAPPENS IF YOU’RE SUSPECTED OF PLAGIARISM? If you follow the rules and are confident that you fully understand yourprogramme and module referencing requirements. indeed. the stageyou have reached on your programme and/or whether you are known to havecommitted previous offences. alwaysseek guidance from the member of staff setting the assignment and/orthe Module Leader. for example. the deduction will need to be reported to. Remember that you‟re doing this in the body of your textthrough the use of quotation marks. the Chair of your Faculty Infringements Panel 58 b) . Minor infringements will generally be dealt with by the person marking yourwork. a deferral) A deduction of marks commensurate with the extent of the plagiarismcommitted.repeated infringements or a major infringement committed in the course ofsubmitting a dissertation or project which counts towards your final award. Soplease do: a) b) Read.committed in your first year of study. So. and you accept that staff member‟s judgement. However. including those serving on the newlyestablished Faculty Infringement Panels. for each case of suspected plagiarismto be treated on its merits and for the penalty to reflect the gravity of theoffence and. on how to apply the Rulesand Proceduresall of which you can find on the University‟s website. or a relevant member of the academic staff. whether you admit or deny an allegation. you make sure that the source of those words. if it does. you feel uncertain about howto apply the rules and conventions in the subject area in question. you have theright to be presented with all of the evidence and an explanation. even if it has not beenpossible to identify the original works which are believed to have beenused. but not absolutelyessential. and notified of a suspicion or anallegation. by themember of staff concerned. 59 b) c) d) . You can normally expect that all communications with you – from theinvitation to discuss an accusation or suspicion of plagiarism through tonotification of an assessment outcome – will be conducted in writing. Offences of plagiarism are often committedby students who.as you will be . a Students‟ Union representative) when you areasked .When contacted by a member of staff.to meet with the member of staff to discuss theallegation If you wish to contest an allegation. the Faculty Infringements Panel. that.e. tohave to identify the sources used but not acknowledged. This means. In cases where either: a) b) You wish to contest an accusation made about an allegation of minorinfringement or Whether you admit or deny an accusation of major infringement – thecircumstances are such that a member of staff believes that theinfringement is so significant as to warrant. You have a rightto be accompanied.and details ofthe infringement committed. be acceptedas mitigating circumstances. for example. a failure and referral of the work (or. as to why the allegation is being pursued. neither will “reasons” suchas “I was under pressure” or “I ran out of time”. are experiencing difficulties inmeeting submission dates. If you are having problems with deadlines. for example. you will always be given theopportunity to present your case to the body charged with investigatingyour case and deciding what recommendation to make to the relevantassessment board: i. you will be given the opportunity. may conclude that the style(expressions. will beentered onto assessment board reports (but not onto your formal resultstranscripts). Of course. for an individual member of staff. for whatever reasons. it is desirable. of being accompanied by another member of the Universitycommunity (for example. and the marking adjustment made. or a Panel. by another member of the Universitycommunity of your own choosing When investigating a claim of plagiarism. a decision may be made on “the balance ofprobabilities”. at a hearing. as an absolute minimumpenalty. a member of staff. indeed a much moreserious response)arrangements will be made for the evaluation of your caseby the Faculty Academic Misconduct Panel. thecorrect approach is for you to make your circumstances known to therelevant staff member in advance of the deadline date in order thatconsideration might be given to your circumstances. Bear in mind that: a) Should an allegation of plagiarism be made against you. the range and extent of possible offences and penalties forplagiarism is great and you might be concerned about the way in which yourcase is being handled and about whether the Rules and Procedures arebeing properly applied.) of the work is so different from otherssubmitted by you that it is probably the work of another person or persons When attempting to defend yourself against an accusation of plagiarism. vocabulary etc.just as ignorance of the rules is not a defence. After as full aninvestigation as is possible. Procedures of this sort can be complex and timeconsuming. should you wish to make useof it. or a Panel. as well as the detection.e) As pointed out above. f) g) The Rules and Procedures set down timescales for these processes. The University Policy Statement on Plagiarism is available on the web please refer to appendix 1 for details. Whether you admit to. togetherwith its related policies and procedures and guidance notes for staff are madeas widely available as possible. 60 . We are also anxious that we are in aninformed position so as to be able to regularly review and develop ourapproaches to the prevention. a member of staff or a Panel does not have toprove that you intended to cheat to find you guilty of plagiarism. you retainthe right to request a review of the decision made by the relevantassessment board(s) There are University services outside of your Faculty which you canapproach for advice on any aspect of your case or. or contest.which weprovide you with. If youdo have views about ways in which we might develop the information . an accusation of plagiarism.or ourpolicies or practices for preparing and distributing information . indeed. of plagiarism. Intentionis only relevant when determining the appropriate penalty. regarding theprocedure by which you might wish to lodge an appeal against a penaltyalready imposed. Pleaserefer to them. The Student Service Unit of the Student Office and/orthe Academic Affairs Officers of the Students‟ Union are your first pointsof contact in these respects. YOUR VIEWS The University will be seeking to ensure that these guidance notes. then please do so by contacting either the Student ServiceUnit or a Students‟ Union Academic Affairs Officer. uk/docushare/dsweb/Get/Document-2990/AQH-F66+Assessment+of+Off+Campus+Students.uk/docushare/dsweb/View/Collection-2780 https://docushare.pdf https://docushare.co.uk/docushare/dsweb/View/Collection-2779 Available on request from the London Campus https://docushare.sunderland.sunderland.pdf http://www.uk/docushare/dsweb/Get/Document-2995/AQH-F613%20Procedures%20for%20Extenuating%20Circumstances.uk/ http://www.uk/docushare/dsweb/Get/Document160/EqualOps.ac.ac.sunderland.uk/docushare/dsweb/Get/Document6248/Student%20Handbook%20%20Regulations%20Policies%20and%20Procedures%202012-13.uk/docushare/dsweb/Get/Document-3077/AQHH1+Academic+Appeals+Procedure.sunderland.APPENDIX 1 USEFUL INTERNET LINKS University Academic Regulations Leave of Absence Policy Programme Specification Regulations Governing Extension of Assessment Deadlines and Consideration of Extenuating Circumstances University of Sunderland Assessment Policy University of Sunderland Generic Assessment Criteria Student guide to TheRegulations University of Sunderland Equal Opportunities Paper University of Sunderland Infringement of Assessment Regulations University of Sunderland Policy Statement on Plagiarism University of Sunderland Academic Appeals Procedure University of Sunderland Student Complaints Procedure University of Sunderland Student Handbook University of Sunderland Students Union University of Sunderland Web Page https://docushare.sunderland.ac.ac.uk/docushare/dsweb/View/Collection-8155 https://docushare.uk/docushare/dsweb/Get/Document-3078/AQHH2+Student+Complaints+Procedure.uk/docushare/dsweb/Get/Document-2994/AQH-F612+Policy+Statement+on+Plagiarism.pdf https://docushare.pdf https://docushare.sunderland.sunderland.sunderlandsu.pdf https://docushare.ac.sunderland.ac.doc https://docushare.sunderland.pdf https://docushare.ac.sunderland.uk/docushare/dsweb/Get/Document4850/Microsoft+Word+-+AQH-F0+Student+guide+to+the+regulations.uk/ 61 .ac.ac.sunderland.ac.uk/docushare/dsweb/Get/Document-3848/AQHB5+Generic+Assessment+Criteria.ac.ac.ac.sunderland.pdf https://docushare.sunderland.pdf https://docushare. APPENDIX 2 ASSIGNMENT COVER SHEET UNIVERSITY OF SUNDERLAND MASTER OF BUSINESS ADMINISTRATION (MBA) Student ID: Student Name: Module Code: Module Name / Title: Centre / College: Due Date: Assignment Title: Hand in Date: Students Signature: (you must sign this declaring that it is all your own work and all sources of information have been referenced) APPENDIX 3 MITIGATION FORM 62 . Doctors note MODULES AFFECTED DATE OF EXAM / ASSIGNMENT AFFECTED SIGNATURE DATE (Tear-here)---------------------------------------------------------------------------------------------------------------------------(Tear.UNIVERSITY OF SUNDERLAND MASTER OF BUSINESS ADMINISTRATION (MBA) NAME & REGISTRATION NO: BRIEF EXPLANATION: FORM OF EVIDENCE I.e.here) UNIVERSITY OF SUNDERLAND RECEIPT OF MITIGATION FORM NAME/REG NO: AUTHORISED SIGNATURE & DATE: NOTES 63 .