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Business School
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UNIVERSITY OF EXETER BUSINESS SCHOOL
DEPARTMENT OF MANAGEMENT
THE EXETER MBA 2008 - 2009
THE PROGRAMME HANDBOOK
INTRODUCTION
elcome to the University and the Business School. The Faculty wish you success in your year of study.
The Business School, located in Streatham Court, is responsible for delivering Undergraduate and Postgraduate degree programmes. The School incorporates the Departments of Management, Accounting and Economics. In addition it also includes the Centre for Finance and Investment (Xfi) and the Centre for Leadership Studies (CLS). The Management and Economics Departments recently attained 22 marks out a possible 24 by the Quality Assurance Agency for Higher Education indicating ‘Excellence in Teaching’. The University of Exeter Business School has once again been ranked as the business school with the highest level of satisfaction amongst its students, according to the 2008 National Student Survey. This is the third successive year that the School has been placed at the top of the influential survey. and cements the School’s position as the top business school in the UK for student satisfaction.
Accreditation of the MBA Suite of Programmes
The Association of MBAs (AMBA) first accredited the Exeter MBA programme in March 1999. The Association is an organisation, which monitors the standards of MBA programmes worldwide, and it is only those that meet the required stringent standards that are awarded Accreditation. This accolade is for five years during which time the quality of the programme is continually monitored and enhanced. The programme was re-accredited in March 2004 for another five-year period. However, it is not only in our interest but yours to ensure that we continue to improve the quality and the content, and of course we welcome feedback from you, our customers, at any time. On registration with the University you automatically become a member of the Association and therefore will regularly receive the Association’s magazine ‘MBA Business’.
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THE PROGRAMME HANDBOOK
lease refer to this handbook as all the information you need is here. Part I Programme Information Part II Academic Information Part III Guidance for Examinations, Assignments and Presentations Part IV Policy on Group Work
Please ensure that you read and fully understand what is expected of you, in particular in terms of attendance, assignments, assessment and group work. It is your responsibility to ensure that you familiarise yourself with the Programme Handbook, with the websites stated throughout and other documentation provided throughout the year.
For Academic Regulations and Procedures, refer to website: http://www.ex.ac.uk/staff/calendar.shtml
Also please refer to the Intranet on the Business School website: http://www.intranet.ex.ac.uk/sobe/information_for_students/ .
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PART I
THE EXETER MBA
The Exeter MBA is a highly rated internationally recognised and AMBA accredit degree. Our aim at Exeter is to provide our students with a solid foundation in the key management disciplines, and the knowledge, skills, and attributes required for cutting edge leadership and success in demanding careers in the global economy.
We do this through critical thinking, teamwork, creativity and personal development
in a highly interactive and stimulating environment that encourages rigorous, relevant and innovative learning and research on the dynamics of global business
for students, international policy makers and leaders.
We warmly welcome you to the MBA programme and I look forward to meeting with you in person.
Professor Steve Brown Dr Ian Hipkin Head of Department Programme Director
PROGRAMME AIMS
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THE UNIVERSITY OF EXETER BUSINESS SCHOOL
THE EXETER MBA 2008 - 2009
STRUCTURE OF PROGRAMME
The School reserves the right to vary the programme in accordance with operational requirements.
URATION: The Exeter MBA is a one year full-time or three year part-time programme, with lectures commencing on 6 October 2008, with the Introductory Week commencing 29 September 2008.
TERMS
SEMESTERS
MODULES
ASSESSMENT
29 September - 3 October 2008
Introductory Week
1
6 October – 12 December
2008
1
6 October 2008
to 23 January 2009
Five Core Modules
1st Semester Examinations 19 to 23 January 2008
Assignment submission for BEMM 664, Marketing Management
30 January 2009
2
12 January – 20 March 2009
2
2 February 2009 to
22 May 2009
8 June to
12 June 2009
Two Core Modules plus three
Specialist options
Assignments due for submission i) 27 April and/or
ii) 25 May 2009 (See respective Module Information
Handbooks)
Referred/Deferred Examinations
3
27 April – 3 July 2009
Dissertation
A single piece of academic research work:
12,000 words approximately Submission date
14 September 2009
D
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THE EXETER MBA
2008 - 2009
METHOD OF ASSESSMENT AND CREDITS
Compulsory Core Modules indicated in bold
CODE ASSESSMENT CREDIT
1st Semester
BEMM 602
Organisational Behaviour
Examination 100% 3 hours
15
BEMM 664
Marketing Management
Individual Assignment, 3,000 words 60% Group Report, 2,000 words 40%
15
BEMM 662
Accounting Information
Examination 100% 3 hours
15
BEMM 616
Financial Management
Examination 60% 1 hour 20 mins Group Assignment 4,000 words 40%
15
BEMM 682
Managing Strategic
Resources & Operations
Examination 100% 3 hours
15
2nd Semester
BEMM 607
Strategic Management
Group work 15% Individual assignment, 5,000 words 85%
15
BEMM 681
From Medici to Microsoft:
Integrated Management in
Theory & Practice
Assignments equalling 100% - weighted
15
*Option 1
Exam/Assignment
15
*Option 2
Exam/Assignment
15
*Option 3
Exam/Assignment
15
3rd Semester
Dissertation
30
Total Credits for the programme:
180
*Please note that for some optional finance modules, assessment will be by examination.
For information on individual modules, please refer to:
http://www.sobe.ex.ac.uk/executive/mba/mbaft/index.php?tab=structure
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THE EXETER MBA
2008 - 2009
SSPPEECCIIAALLIISSMMSS AANNDD OOPPTTIIOONNSS
You may choose to follow the general route or specialise in Financial Management, Marketing Management, Leadership, Entrepreneurship and Innovation by taking the appropriate three elective modules. For the general MBA, any 3 options may be taken
CODE
OPTIONS
Financial
Management
Marketing
Management
Mandatory
Leadership
Mandatory
Entrepr’ship
& Innovation
BEMM 614*
Advanced Investment Analysis
O
BEMM 631
International Financial Management
O
BEMM 688
Leadership, Theories and Practice
O
BEMM 637*
Derivative Pricing
O
BEMM 689
Corporate Finance
O
BEMM 694
The Entrepreneurial Process
O
O
O
BEMM 660
Process Information Management
O
BEMM 668*
Banking & Financial Services
O
BEMM 683*
Business in Society
BEMM 685
Crisis, Change and Creativity in Organisations
O
BEMM 670
Strategic Innovation Management
O
BEMM 671
Internet Marketing in the Information Society
O
BEMM 113*
Brand Communication
O
BEMM 690
Management in the 21
st
Century
O
BEMM 080*
Event Management
BEMM 120*
Understanding Consumer Behaviour
O
*Where indicated, these modules will be taught jointly to MBA and MSc Cohorts Please note: The above modules are subject to change and availability
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MODULE & CO-ORDINATORS TABLE
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THE EXETER MBA
2008 - 2009
SEMESTER 1
6 OCTOBER 2008 - 23 JANUARY 2009
VENUE – MBA LECTURE THEATRE
The module allocated against the study periods is for guidance only in respect of
group work and your own time management
09.15
14.00
MONDAY
MANAGING STRATEGIC RESOURCES
& OPERATIONS
(CORE BEMM 682) PROFESSOR STEVE BROWN
Individual Study/Syndicate Case
Work
Managing Strategic Resources
& Operations
TUESDAY
ACCOUNTING INFORMATION
(CORE BEMM 662) MR TONY SMITH
Followed by tutorial for Part-time cohort
ORGANISATIONAL BEHAVIOUR
(CORE BEMM 602)
PROFESSOR TIM NEWTON
WEDNESDAY
Tutorial for full-time cohort
Individual Study/Syndicate Case
Work
Accounting Information
Individual Study/Syndicate Case
Work
Organisational Behaviour
THURSDAY
FINANCIAL MANAGEMENT
(CORE BEMM 616) PROFESSOR RICHARD HARRIS
MARKETING MANAGEMENT
(CORE BEMM 664) PROFESSOR JONATHAN
SCHROEDER
FRIDAY
Individual Study/Syndicate Case
Work
Financial Management
Individual Study/Syndicate Case
Work
Marketing Management
*Programme schedule subject to change according to the operational requirements of the School
THE EXETER MBA 2008 - 2009
TIMETABLE for 2nd SEMESTER, 2
nd February - 22
nd May 2009
MORNING
Lectures commence at 09.15
( unless otherwise stated)
AFTERNOON
Lectures commence at 14.00
MONDAY
BEMM 631
International Financial Management Room 4, MBA Suite
BEMM 660 (10.00 start )
Process Information Management MBA Computer Room
BEMM 668** Banking & Financial Services
Xfi Lecture Theatre
BEMM 104** Business & Society MBA Lecture Room
TUESDAY
MBA Lecture Room
BEMM 607(Core)
5 full day sessions – February 3,10, 1, 24, March 3 Strategic Management
BEMM 681 (Core)
5 full day sessions – March 10, 17, April 28, May 5,12 From Medici to Microsoft: Integrated Management in Theory & Practice
WEDNESDAY
BEMM 685/107** (Start 11.00 – 13.00) Crisis, Change & Creativity in Organisations
Streatham Court Lecture D
BEMM 120** (09.00 start) Understanding Consumer Behaviour
Streatham Court Lecture C
BEMM 614** (09.00 start) Advanced Investment Analysis Streatham Court Lecture A
BEMM 690 Management in the 21
st Century
Room 4, MBA Suite
BEMM 671/111** Internet Marketing
Streatham Court Lecture C
BEMM 660** Process Information Management
MBA Computer Room
THURSDAY
BEMM 694
The Entrepreneurial Process MBA Lecture Room
BEMM 637** (09.00 start) Derivative Pricing
Xfi Lecture Theatre
BEMM 688
(Start 09.30) Leadership Theories and Practice
MBA Room 4
BEMM 380** (11.00 – 13.00) Event Management
tba
BEMM 670
Strategic Innovation Management MBA Lecture Room
BEMM 692 Human Resource Management
MBA Room 4
FRIDAY
BEMM 113** (09.00 start) Brand Communication Xfi Lecture Theatre
BEMM 689** (11.00 start) Corporate Finance Session I Streatham Court Lecture A
BEMM 689** (14.00 start) Corporate Finance Session II Streatham Court Lecture A
NOTE: **Some modules will be taught jointly with the MSc programmes to enable a wider choice of options.
*Programme schedule subject to change according to the operational requirements of the School
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THE EXETER MBA
PART-TIME PROGRAMME - STUDY YEAR AS APPROPRIATE
TIMETABLE
MODULES
Year One
Semester One (Tuesday)
BEMM 662 (Core) Accounting Information
BEMM 602 (Core) Organisational Behaviour
Semester Two (Tuesday)
BEMM 607 (Core) Strategic Management
BEMM 681 (Core) From Medici to Microsoft: Integrated Management in Theory and
Practice
Year Two
Semester Three (Thursday)
BEMM 616 (Core) Financial Management
BEMM 664 (Core) Marketing Management
Semester Four (As timetabled)
Option module 1 - one from:
Strategic Innovation Management BEMM 670 Corporate Finance BEMM 689 Derivative Pricing BEMM 637
Leadership Theories and Practice BEMM 688 Understanding Consumer Behaviour BEMM 120
Option module 2 - one from:
The Entrepreneurial Process BEMM 694 Banking & Financial Services BEMM 668
International Financial Management BEMM 631 Crisis, Change and Creativity in Organisations BEMM 685 Internet Marketing in the Information Society BEMM 671
Year
Three
Semester Five (Monday)
BEMM 682 (Core) Managing Strategic Resources & Operations
Semester Six (As timetabled)
Option module 3 - one from:
Advanced Investment Analysis BEMM 614
Process Information Management BEMM 660 Business and Society BEMM 683 Brand Communication BEMM 120
Management in the 21st Century BEMM 690
Event Management BEMM 380
Dissertation
Specialisms:
Financial Management: Three from BEMM 614; 631; 637; 668; 689; 694 Marketing Management: Three from BEMM 113; 120; 671; 694 Leadership: BEMM 688; 685; 690 Entrepreneurship & Innovation: BEMM 660; 670; 694 *Programme schedule subject to change according to the operationsl requirements of the School
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PART II
ACADEMIC INFORMATION
Codes of Good Practice in Teaching and Learning
This document outlines the procedures to inform, sustain and enhance the teaching and learning within the Programme. Please refer to website: http://www.admin.ex.ac.uk/academic/tls/tqa/ At the beginning of each semester you will receive the Module Information Handbook for each Module stating the Aims, Intended Learning Outcomes, Learning/Teaching Methods, Assessment, Syllabus Plan and Reading List.
Disability
The University is committed to providing access to all students.
Extract from website:
1 Introduction
1.1 These procedures are intended to support the application of consistent, equitable arrangements for the assessment of those students with disabilities or injuries, both as good practice and to meet the requirements of national legislation.
1 In this context a person
having a disability is defined as someone with a physical or mental impairment that has a substantial and long-term effect on her or his ability to carry out normal day-to-day activities.
1 See the Disability Discrimination Act 1995 (as amended by the Special Educational Needs and Disability Act 2001).
For further information, please visit website: http://www.admin.ex.ac.uk/academic/tls/tqa/specass.htm
For any specific arrangements in respect of lectures, examinations, etc., please contact
the MBA Programme Manager.
Teaching and Learning Process The lecturer co-ordinating each module is responsible for identifying the educational objectives and for selecting appropriate methods of teaching and learning. These may include lectures, tutorials, case studies, group discussions and visits to organisations.
These methods rely on interaction between the lecturer and the students and also between student and student. This is the essence of the MBA programme. On this programme, students have diverse cultural backgrounds and a wide variety of experience relating to the business world, government and non-profit organisations. Both learning and personal skills will be developed progressively during the course of the programme and lecturers are always available to provide guidance when appropriate. In addition, tutorials provide an opportunity for small study groups, which will allow discussion on wider aspects. Students will receive written feedback on their assessed assignments by means of a copy of the Assignment Submission Form – See Sample Part VIII. Students will be notified when this is available for collection. Any student experiencing difficulty is encouraged to discuss it first with the appropriate Module Co-ordinator, and if still not satisfied, with the Programme Director.
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You will be advised when assessment marks are available which can be viewed on the
Student Record System at https://srs.ex.ac.uk/
Module Reviews Each module has an interim review during the fifth week of its schedule, held by the module co-ordinator and student representatives. Problems are discussed and recommendations actioned, if possible, with immediate effect. On completion of the module, a questionnaire is distributed for completion. It is important that this is completed for the School to obtain feedback on the quality of the module in all aspects, teaching, lecture material, etc.
Programme Exit Review
After the Examination Board, we schedule a Programme Exit Review chaired by the Programme Director, again with student representatives. Feedback in respect of the programme is channelled through these representatives for discussion at the Review. It is imperative that the programme maintains its quality at all levels, and it is through this process that we can ensure its success.
Responsibilities of students Extract from the University website: http://www.admin.ex.ac.uk/academic/tls/tqa/newtqa.htm 5.1. A programme of study must be an active partnership between staff and students if it is to achieve its educational aims and intended learning outcomes. These guidelines address the responsibilities of the staff towards the students, but the students must be in no doubt of their responsibilities toward the staff and to each other. Students are not merely recipients; they are major contributors to the quality of the educational provision. 5.2. Students must regard enrolment on a module as a contractual agreement which they are expected to take to its conclusion. They must ensure that they are prepared for the module in that they satisfy its stated prerequisites and undertake any required preliminary study.
5.3. Students are expected to attend scheduled activities arranged for their benefit, such as lectures, tutorials, seminars, practical classes, and presentations by visiting speakers whether during normal lecture times or in the evenings. They are expected to observe common courtesies to teaching and ancillary staff, including advance information if they are unable to attend, or have to be late for, a scheduled activity. If they are prevented by illness from attending a scheduled activity they should inform the staff concerned as soon as practicable.
5.4. Students are expected to meet agreed deadlines for assigned work. If they are unable to meet an agreed deadline they should inform staff in advance but should not assume that the deadline will be negotiated. Students attending postgraduate and other modules taught through seminars should ensure that seminar papers are available for distribution to the seminar group in good time. 5.5. A member of staff who considers that a student is acting irresponsibly toward the staff, fellow students or to the module in general should endeavour to have a reasoned discussion of the situation with the student. If this is not possible, or fails to improve matters, the member of staff should inform the student’s personal tutor, the Student-Staff Liaison Committee or the Head of Department as appropriate.
5.6. Students who consider that a member of staff is acting irresponsibly toward the students or to the module in general should endeavour to have a reasoned discussion of the situation with that member of staff. If this is unsuccessful, or cannot realistically be dealt with in this way, the students should inform the Student-Staff Liaison Committee or the Head of Department as appropriate and without delay.
5.7. Responsibility for engaging in an appropriate style and quantity of study to complete the module successfully rests with the student. A student who recognises the need for guidance in these matters should approach his/her personal tutor who will advise on the facilities available
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for further counselling if necessary.
Personal Tutor System Students are allocated Academic Tutors to provide support throughout the period of registration for the MBA Programme. Code of Good Practice - Personal Tutor System For further information, please refer to website: http://www.admin.ex.ac.uk/academic/tls/tqa/pts.03.htm
• Academic Monitoring and Advice: Academic monitoring and advice: regular one to one meetings to discuss their academic progress and the provision of guidance on matters such as options, changing programmes and School/University/partner regulations
• Pastoral Care: a point of contact within the School/partner with whom to discuss non-academic problems and difficulties with the ability to advise the student on the availability of appropriate assistance offered by the University/Guild or partner/students' union on studying, financial and other problems.
Pastoral Contact: MBA Programme Manager – Room 218, Streatham Court
Module Co-ordinators
It is the responsibility of the Module Co-ordinator to oversee and ensure that learning outcomes are achievable. Their satisfactory achievement is ultimately the responsibility of the group and individual students. For academic purposes, you should in the first instance consult with the relevant Module Co-ordinator regarding all issues associated with individual assignments or particular modules. If however, you are unable to make contact, you should advise the MBA Programme Manager, who will endeavour to resolve the problem.
All handouts will be referenced with the module code, date and lecturer. If at any time you do not attend a lecture, quoting this information accurately will assist the Administration to supply you with a copy. Notices relating to all lectures, tutorials and administrative information will be sent by e-mail to all students and where relevant posted on the Notice Board in the MBA Suite.
Programme Management Committee ‘To monitor and maintain the quality of the MBA Programme’ Dr Ian Hipkin Professor Steve Brown Professor Gordon Murray Dr Jonathan Schroeder Professor Richard Harris MBA Programme Manager
Degree Conventions For information, please refer to website:
Taught Postgraduate Masters Assessment Procedures http://www.admin.ex.ac.uk/academic/tls/tqa/pgtcrit1.htm Section 3. Assessment Scheme
Section 4. Award Criteria
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Section 5. Award of Credit Section 6. Re-assessment Procedures
Credits
The Exeter MBA requires the attainment of 180 credits. The MBA Degree comprises seven core compulsory modules and a dissertation plus a choice of three module options. Each of the 10 modules is 15 credits with the Dissertation module being 30 credits.
Method of Assessment
Each of the core modules in the first and second semester will be examined by 100% Examination with the exception of Marketing Management (BEMM 664), Financial Management (BEMM 616), From Medici to Microsoft (BEMM 681) and Strategic Management (BEMM 607). Option modules may be assessed by examination or assignment and in some cases with additional assessed group work. Modules may also include presentations which form part of the
assessment. Assessment on some finance modules may be by Examination. Please see page 5 for clarification. Please refer to respective module descriptors for information.
The pass mark for all modules is 50%. The overall average mark to pass the Exeter MBA programme must be at least 50% for all assessed work including the dissertation. There are three classifications in awarding the degree: Over 70% Distinction 60 - 60% Merit 50 - 59% Pass For further information, please visit website http://www.admin.ex.ac.uk/academic/tls/tqa/pgtcrit1.htm
Disclosure of Assessment Results and Marks
For information: http://www.admin.ex.ac.uk/academic/tls/tqa/disclos4.htm
The marks given will be provisional: they are subject moderation by the External Examiners and the Examination Board. The marks for the first semester should be available by early February and marks for the second semester will be available after the convening of the
Examination Board. You will be able to access your marks on the Student Record System
using your username and ID: https://srs.ex.ac.uk/
Upon successful completion of the taught component and a successful pass for the dissertation, thereby achieving an overall pass for the programme, documentation will be returned to the Vice Chancellor’s Executive Group with recommendation for conferment of the degree. The Dean of Postgraduate Studies and the Vice-Chancellor’s Executive Group will then process the documentation for ratification. This usually takes place in December of each year. Please note: All results are subject to ratification by the Vice-Chancellor’s Executive Group, and may be changed in very unusual circumstances. For further information, please refer website: http://www.admin.ex.ac.uk/academic/tls/tqa/disclos4.htm
External Examiners
Duties of the External Examiners: External Examiners are responsible for assessing quality and consistency of standards across the MBA programme in general and in particular for all assessed work. They are appointed to moderate examination scripts and assignments. External Examiners attend meetings of the Examination Board and regularly discuss matters of teaching and learning throughout the year.
The Senate, on the recommendation of the Faculty Boards concerned, appoints External Examiners. There are four External Examiners for the MBA Programme:
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Professor Douglas West Professor of Marketing, Birmingham Business School, University of Birmingham
Dr Julia Bennell Senior Lecturer, School of Management, University of Southampton
Dr Andre Spicer Lecturer, Warwick Business School, University of Warwick
External Examiner for Finance discipline to be confirmed
Examination Board
The Examination Board will convene Tuesday, 1 July 2009 (Provisional) Extract from Conventions June 2005 Postgraduate Taught Programmes Assessment Procedures http://www.admin.ex.ac.uk/academic/tls/tqa/pgtcrit1.htm Code of Good Practice: Boards of Examiners for Taught Programmes of Study The Board will consist of: Chairman – Programme Director The External Examiners The Module Co-ordinators Teaching Staff contributing to the Programme MBA Programme Manager
Referred Examinations
Extract from Conventions June 2005
Taught Postgraduate Masters Assessment Procedures http://www.admin.ex.ac.uk/academic/tls/tqa/pgtcrit1.htm
2.3 Deferral: A deferral means an assessment taken at a later occasion because either a student has been prevented from taking an assessment, or where an assessment was attempted, but the student is permitted to have another attempt. Deferral decisions are made where the Board of Examiners decides there are adequate grounds, such as medical reasons or exceptional personal circumstances. Where the assessment in question was a first attempt, the deferral will also be treated as a first attempt (i.e. marks are not capped); if the assessment in question was already a referred assessment, then the deferral will mean that the assessment taken at a later occasion is also treated as a referral.
2.4 Referral: A further attempt on the next normal occasion, following initial failure, at an individual assessment without the requirement to repeat any attendance. Students may be referred in an individual assessment on one occasion only, and have a right to be so referred only following initial failure.
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6. Re-assessment procedures
6.1 Marks following referral are capped at the pass mark of 50%. For any assessment, candidates have a right to be referred on one occasion only. Where the Board of Examiners decides there are adequate grounds, such as medical reasons or exceptional personal circumstances, it may allow a deferral (i.e. re-assessment without the mark being capped), or permit a further referral.
6.4 Absence from Examinations: The treatment of students failing to sit examinations will be as follows:
(a) If a student is absent from examinations with properly documented medical, or other extreme personal circumstances known to the School before the relevant Board of Examiners, the examinations will be deferred.
(b) If no reason for absence is given to the Board of Examiners, or if a student produces a reason explaining their absence to the Board of Examiners which does not fall under (a) above, the Board of Examiners will regard the absence as a fail with a mark of 0 for the examination.
Right of Appeal Extract from website: http://www.admin.ex.ac.uk/calendar/live/taught/appeals.htm These procedures describe how students may submit an academic appeal to the University and the grounds under which they may do so. It is important for students to distinguish between those grounds when making their case and also between an appeal and a complaint (for which different procedures are in place). If after discussing an appeal with a School or academic unit a student is still in doubt over any matter relating to an intended appeal, advice may be sought from the following offices (all located on the Streatham Campus):
• Postgraduate Studies Faculty Office, Northcote House
• Advice Unit, Students' Guild, Devonshire House
For further information, please visit website stated above
Written Assignments
Each Module Co-ordinator is responsible for determining the length of assignments that will have been approved by the University Accreditation Committee. The Assignment will be attached to the Module handbook when distributed at the first session of the module. The Module Descriptor and the Module Information Handbook will state the required number of assessed assignments/reports required for that module with submission dates.
Second Semester For the second semester there are two general assignment submission dates for those modules
which has two assignments for assessment: 20 April 2009
18 May 2009 Please note that some module co-ordinators may have a different date for their individual module assessment submissions which will be included in the respective module handbook. An Assignment Submission Form must accompany each assignment. A sample is included at the back of the handbook and is available from the MBA Office or outside the lecture room under the notice board. You are responsible for submitting your own assignment, so please do
not ask a third party to do this. Assignments must be handed into the MBA Office only, Room
218, Streatham Court. Please do not hand assignments directly to the respective module
co-ordinator. On submission you will be requested to sign a register, as proof of submission. The Assignment Submission Form will record the comments written by the first marker and may have additional comments from a second marker who reviews all scripts prior to a sample being sent to the External Examiners. Comments by a second marker will normally only be shown on
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the form where there is a significant discrepancy between the first and second marker’s assessment. You will be advised when you are able to collect a copy of the feedback form from the MBA Office.
Referencing, Acknowledging Sources and Citation Formats An important aspect of your MBA work is the ability to write clearly while still abiding by academic conventions. One such convention is referencing the sources you use in your work. Practising managers frequently find this pedantic and unnecessary, but it is an essential discipline and you will be penalised if this is not done.
There is a legal component in that plagiarism is taken very seriously by the University, but there is also a professional element. Sloppy or inconsistent referencing is symptomatic of inattention to detail. There are many different referencing conventions. Business Schools usually adopt the Harvard referencing system (discussed later), but individual faculty may prefer other approaches. The main point is to be assiduous and consistent with your referencing. It really is silly to squander marks because of poor referencing!
Essentially, you have to acknowledge the work, whether it is words or ideas of others in your written work and you do so by clear referencing. It is essential that you follow these instructions for all work. For further important guidance and information, see Separate handout
Assignments/Projects – COPIES It is imperative that you keep hard copy and back-up of all written work submitted. You should
also be advised that if you are using the University computers, your work must be saved onto a
USB stick, not onto the hard drive of the computers. The Computing Officers may remove any work found on the hard drives. The School is not responsible for providing you with either computer files or photocopies of previously submitted assignments and projects, so be very careful.
Syndicate Groups
At the discretion of the Module Co-ordinator you may be asked to select your own members for group work or you may be allocated into groups for presentations and assignments. If you are self selecting group members, please make sure that you are multicultural in your selection. Working in groups can be difficult, so guidelines have been drawn up, and it is essential that you adhere to these. It is imperative that you conduct your group work in a professional manner. Note: Please take notes at all meetings, it helps to resolve problems quickly should they arise. For further important guidance and information, see Policy on Group Work, separate handout
Presentations Throughout the Programme you will be required to make presentations. If you use PowerPoint, you may use your own laptop computer or load the presentation onto the ‘desktop’ of the computer in the MBA suite. It is your responsibility to ensure that you manage your time efficiently, so that the copies of the presentation are done as far in advance of your presentation as possible. It is not feasible for the MBA staff to assist with preparing materials for your presentation immediately prior to your presentation.
It is advisable to have a ‘trial-run’ prior to the scheduled time for presentations, so that
you are familiar with the equipment. If you experience any problems, please see the MBA
Manager.
Dress Code
Presentation/Guest Speakers
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If you are required to give formal presentations, it is suggested that you adopt a smart dress code. This is also recommended for attending seminars presented by guest speakers. It is assumed you will always act professionally at all times.
Dissertation
Introduction to the process of preparing and writing the dissertation is scheduled for the
Monday, 1 December at 14.00 hours in the MBA Lecture Theatre with a second workshop on
Monday 23 February 2009. You will receive the Dissertation Handbook which provides the information you will require. You should be giving thought to your topic in the early stages of the programme. Deadlines for dissertation proposals and final submission will be strictly adhered to. The Dissertation proposal is weighted (5% of the total dissertation mark) and therefore will count towards your final dissertation mark. You will be required to complete a Dissertation Proposal Form. It will be necessary for you to have thought a great deal about your dissertation before completing this form. The Dissertation Proposal Form is not a trivial document that you can submit merely to meet the submission deadline. You are advised to speak to a number of staff members before finally deciding on your proposed topic. It is possible to change the direction of your dissertation once you have been allocated a supervisor, but at the start of the dissertation process you need to have a clear idea of where you would like to head. While every effort is made to allocate a supervisor who is knowledgeable in the field of your selected area of research, it may occur that this is not possible, and you will be required to rethink or modify your dissertation topic. According to the topic chosen for the dissertation, a supervisor will be assigned and you will be notified in writing. You may propose whom you would like to be your supervisor, and we shall endeavour to allocate a supervisor suitable for the topic of your dissertation, but we cannot guarantee you will obtain your choice of individual where supervisory workloads do not permit.
A total of ten hours for supervision and marking is allocated to each student from the inception to the completion of the dissertation, so it is most important that you manage your time efficiently. Contact with your supervisor should be maintained at all times.
Supervisory Guidance: You should schedule meetings making clear arrangements for supervision. The supervisor will monitor your progress and provide feedback.
• Advice on the format of the dissertation will be included in the Dissertation Handbook.
• Two bound copies must be submitted by the deadline, which is 12 noon, 14 September 2009 to the MBA Office, Room 212, Streatham Court.
The main criteria applied when marking your dissertation are:
ο Introduction and definition of problem/research question
ο Methodology
ο Review of relevant literature/context
ο Collection, presentation and analysis of data
ο Discussion, conclusions and recommendations
ο Style and presentation
ο Contribution to theory and practice
Lecture/Tutorial Cancellations If lectures have to be cancelled unavoidably at short notice, students will be notified by e-mail and cancellation notices placed on the relevant notice board outside room the MBA Lecture Theatre. However, cancellations are in extreme cases only.
Appointments
If you make an appointment with a lecturer, please make sure that you are punctual. If you cannot keep the appointment, you must inform the lecturer either by e-mail direct or via the MBA Manager, Room 218 Streatham Court. [email protected] 01392 264494
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Vacations
There is no formal teaching during the Christmas and Easter vacations – see Structure of Programme for dates. However these periods should be used for completing coursework, revision for examinations, advanced reading in preparation for forthcoming lectures and foundation work for your dissertation. We can only advise, but based on previous experience, we recommend that international students do not return to their home countries during the Christmas vacation period, as this can have an adverse affect on studies.
We strongly advise that you remain in Exeter for the entire Easter vacation. You will be involved in group work for second semester assignments. You have to remember that those in your group may also be involved in other group work for other modules, so time management is vital. From previous experience, students who have gone away on holiday not having done the required work do a disservice to the remainder of the group with serious consequences on the quality of work for submission. If your input is deemed to be insufficient, your mark could be adjusted accordingly or you could be required to submit individual work for that module. It is therefore in your interest and it is your responsibility to ensure that your actions do not adversely affect your colleagues.
Statement of Procedures: Changes to Registration Status for Taught Postgraduate
Students
Extract from Teaching Quality Assurance Manual
http://www.admin.ex.ac.uk/academic/tls/tqa/pgrintrupt.htm
6 Withdrawal from Study
6.1 Students are permitted to withdraw from their programme of study at any time and for any reason, but are reminded that any fees or fines outstanding must still be paid.
6.2 On withdrawing from a programme, registration is terminated, and the student ceases to be a student of the University. Students considering withdrawal from study due to adverse personal circumstances should ensure that they have first considered an interruption of studies (see section 2 above).
6.3 For information on termination of registration, see section 9.
6.4 To aid the University in understanding the reasons for student withdrawals, and to inform the University formally about the decision to withdraw, students are asked to complete a form, available from the MBA Office.
6.5 Schools are asked to sign the form to acknowledge the student’s withdrawal. On approval by the School, a copy of the withdrawal form should be sent to the Postgraduate Administration Office to update the student’s records. The School should also confirm the decision with the student in writing, either by writing a letter or providing the student with a copy of the form.
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3 Changes to Mode of Attendance: Full-time, Part-time and Continuation Status
3.1 A change to mode of attendance means a change from one to another of the following statuses: full-time, part-time and continuation status.
3.2 Changes between full-time and part-time modes of attendance should be used to assist students who are either unable to devote a full working week to study for good reasons, or to allow part-time students who find themselves able to devote extra time to study to do so. [International students wishing to transfer to part-time mode of attendance should first seek the advice of the International Office].
3.3 Heads of School should be sympathetic to requests for changes to mode of attendance, and have due regard to the student’s changed circumstances as well as the School’s continued ability to offer appropriate supervision and facilities.
3.4 Not Applicable
3.5 Applications for changes to mode of attendance should be made by the student on the appropriate form, available from the MBA Office. The form should be signed by the student’s first supervisor, and then forwarded to the Director of School for consideration and approval.
School Committees
The Teaching Committee and the Staff Student Liaison Committee (SSLC) can often resolve matters raised by students during their meetings. If not, it is the duty of the committee chair to report back to the committee after discussion of the matter with the relevant person/s or at the School Board. These committees formally report, via their minutes, to the School Board. The membership and minutes of these committees are posted on the Web (currently being updated).
Postgraduate Student Staff Liaison Committee (SSLC) For Terms of Reference: http://www.intranet.ex.ac.uk/sobe/committees/postgraduate_student_staff_liaison committee/
Teaching Committee For Terms of Reference please visit website: http://www.intranet.ex.ac.uk/sobe/committees/teaching_committee/terms_of_reference/
Representatives The MBA Cohort will be asked to nominate two representatives for the above stated Committees. The nominations should take place within the second week of term.
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PART III
GUIDANCE FOR
EXAMINATIONS, ASSIGNMENTS AND PRESENTATIONS
Examination Preparation
To write good exam answers, it is essential that you read the recommended reading and make notes on this reading. In making notes, you should attempt to summarise the key arguments, counter-arguments and the writers associated with different argument. When preparing for the exam, you should draw on three primary sets of material: 1. Your lecture notes 2. Lecture handouts and related material 3. Your own notes based on your reading It is often helpful to write essay plans, summarising how you will address different essay questions, possibly using flow diagrams (or ‘spiders web’ diagrams, where different parts of the ‘web’ note different arguments). In undertaking such plans, try to note the arguments and counter-arguments. In the exam, you will get higher marks if you show that you can evaluate, and compare and contrast differing arguments (and therefore go beyond simple repetition of reading material). Indeed, you will not be rewarded generously for merely reproducing the material given to you.
For example, a question asks you to address two areas of the literature on stress, firstly by analysing different kinds of psychological stress, and secondly by describing and evaluating techniques by which stress can be practically addressed and ‘managed’. You will get lower marks if you do not answer both parts of the question.
a) In the examination spend 5 minutes making rough notes of the key points, authors and arguments that you will discuss in your examination essay. If you have prepared an essay plan before the exam, you can jot down as much of it as you can remember in these rough notes. Remember of course that you will need to adapt your prepared plans to the needs of the particular question that is set.
b) Use a clear structure in your essay, with an introduction, a middle section, and a conclusion. Introductions can often be brief, merely outlining the key issues to be addressed: you will mainly get marks for your knowledge of the detail of the argument. The latter should be addressed in the middle section where you should present a clear and informed answer to the essay question.
Relevant personal experience may be included but only as brief illustrations of points raised in the literature (though this may be to question those points). Finally, a brief conclusion helps to draw points together and offer reflection upon them. Module co-ordinators will give advice as and when during the delivery of their lectures.
Calculators
You are permitted to use calculators in certain examinations however these are subject to scrutiny. http://www.intranet.ex.ac.uk/sobe/information_for_students/ Extract from website:
• Approved calculators with a tamper proof label are permitted in examinations. The
University authorises the School to validate which calculators can be used in examinations.
• Students with a calculator on the approved list should go to Room 218,
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Streatham Court to have their tamper proof label attached to their calculator.
• Students with calculators not on the list should please consult the Programme Manager.
Students with graphical calculators must clear the memories before entering any
examination, and must clear the memories during the examination if requested to do so
by the invigilator.
Plagiarism and Cheating
Plagiarism and Cheating and are totally unacceptable and will result in disqualification. For
the University Policy on Cheating, please refer to the following website: Extract from website January 2007:
http://www.admin.ex.ac.uk/academic/tls/tqa/plag1.htm#Part5
1 Definitions
Cheating
Cheating is defined as any illegitimate behaviour which may deceive those setting, administering and marking the assessment. Cheating in a University assessment is a very serious academic offence, which may lead ultimately to expulsion from the University. Cheating can take one of a number of forms, including:
(a) The use of unauthorised books, notes, electronic aids or other materials in an examination;
(b) Obtaining an examination paper ahead of its authorised release;
(c) Collusion, i.e. the representation of another’s work or ideas as one’s own without appropriate acknowledgement or referencing, where the owner of the work knows of the situation and both work towards the deceit of a third party. This differs from plagiarism where the owner of the work does not knowingly allow the use of his or her work;
(d) Acting dishonestly in any way including fabrication of data, whether before, during or after an examination or other assessment so as to either obtain or offer to others an unfair advantage in that examination or assessment;
(e) Plagiarism, i.e. the act of representing another’s work or ideas as one’s own without appropriate acknowledgement or referencing. There are three main types of plagiarism, which could occur within all modes of assessment (including examination):
(i) Direct copying of text from a book, article, fellow student’s essay, handout, thesis, web page or other source without proper acknowledgement.
(ii) Claiming individual ideas derived from a book, article etc. as one’s own, and incorporating them into one’s work without acknowledging the source of these ideas.
(iii) Overly depending on the work of one or more others without proper acknowledgement of the source, by constructing an essay, project etc. by extracting large sections of text from another source, and merely linking these together with a few of one's own sentences.
All Assignments must be accompanied by the following completed declaration, together with the Feedback Submission Form.
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BUSINESS SCHOOL
DECLARATION
TO BE SIGNED WHEN SUBMITTING A PIECE OF ASSESSED
COURSEWORK, AS AN UNDERTAKING THAT YOU HAVE READ,
UNDERSTOOD, AND COMPLIED WITH THE SCHOOL’S POLICY ON
CHEATING AND PLAGIARISM.
Having read the School’s Policy on Cheating and Plagiarism, http://www.intranet.ex.ac.uk/sobe/information_for_students/study_skills/ I/we* hereby give an undertaking that this work is my/our* own, and that any material quoted or paraphrased from other sources, including the internet, has been identified as such and duly acknowledged and referenced. *Delete as appropriate
Degree: Master of Business Administration
Module: BEMM ………….. Name: ……………………………………………… University ID: …………… Signed: …………………………………………………………………………… Date: ………………………………………………………………………………
OR as appropriate:
Group Names: University ID: Signed: Date: ……………………… ……………………. ………………………….. ………
……………………… ……………………. ………………………….. ………
……………………… ……………………. ………………………….. ………
……………………… ……………………. ………………………….. ………
……………………… ……………………. ………………………….. ………
……………………… ……………………. ………………………….. ………
……………………… ……………………. ………………………….. ………
……………………… ……………………. ………………………….. ………
Please paperclip this form to the back of your assessed work – do NOT STAPLE it.
Do not forget the Submission form – Group Name and Candidate Numbers
only to be stated.
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Referencing, Acknowledging Sources and Citation Formats
Extract from handout It is extremely important that you acknowledge the work, whether it is words or ideas of others, in your written work and you do so by clear referencing. It is essential that you follow these instructions for all work including examinations that counts towards the final assessment.
Your assessed work be penalised if you do not adhere to this practice. For further important guidance and information, please refer to separate handout
Assignments Each Module Co-ordinator will explain the expectations for Assignments in respect of their module. What is being assessed? The assignment assesses written achievement in at least one of the aims stated in the module information handbook.
The assignment will be assessed according to the following criteria:
• Argument
• Methodology
• Content
• Style
• Structure (introduction, main body, conclusion)
• Presentation
• Originality
• Relevance to research, relevance to practitioners.
Assignments must be completed by using the computer facilities. Hand-written work is
not acceptable.
Late Submission of Assessed Assignments Please refer to website: http://www.admin.ex.ac.uk/academic/tls/tqa/courseworksub.1.htm 4.1 The following principles have been approved for adoption by all Schools, other academic units and partner institutions delivering programmes validated by the University: 1. The University penalty for assessed work submitted up to two weeks late is the actual mark up to a maximum mark, which equates with the module pass mark, 50% for a postgraduate module. 2. Assessed work submitted more than two weeks beyond a submission date should receive a mark of zero.
Genuine mitigating circumstances must be supported by a Medical Certificate from your doctor.
Submission of Assignments
Assignments must be submitted directly to the MBA Manager. The assignment must be accompanied by a Student Submission Form located outside the lecture room in wall pockets. A copy will be returned on the completion of marking. Under no circumstances should Assignments be left in the Lecturer’s/Manager’s mail box or pushed under doors. It is your responsibility to ensure that you manage your time efficiently to ensure that deadlines are met. You will be required to sign a register on submitting your assignment. Please do not ask a third party to submit your work for you.
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Student Presentations and Advice
Presentations: As part of the course, students will be expected to make presentations relating to literature references and case studies, these may vary in length. In any presentation, whether in an organisation or in the university, it is most important that you keep to the time allocated. You must therefore ensure that you manage your time efficiently. You will be stopped when your allotted time is over, whether you have finished or not.
You will need a clear structure for any presentation. You should try to include something in your introduction that will both gain the attention of your audience as well as indicate what it is you are going to talk about. When you come to the summary, it can be helpful to finish off with a summary of the main points.
Also, do use humorous examples if they occur to you, but it’s generally best not to try to ‘force’ amusing illustrations. Similarly feel free to mention short anecdotes and asides where appropriate, but remember they can lead you way off course. Where you do use them, it is particularly important to have a clear structure. Do not use anecdotes or examples that are largely irrelevant to the topic of your presentation. Finally do not forget who your audience are. As you will, for the most part, be a member of that audience, you should have reasonable idea of how you need to present your information to make it accessible. But nevertheless when writing your presentation, it is helpful to ask yourself repeatedly, “Will they understand this?”, “Is it clear?”, “Will it be interesting?” – and then try to redesign the material where necessary. Remember also that you need to strike a balance between the breadth and depth of your coverage of the topic, within the time available.
In your style of presentation, do not speak too fast: remember others may be trying to make notes from your presentation, so speak slowly, and use pauses in your delivery. Also try to vary your pace and the tone of your voice, and use gestures to emphasise points. Finally try to maintain eye contact with your audience. This does not mean that you have to stare at them continuously, but do not talk to the wall. PowerPoint can be used but do not however overload your slides with too much information. One word summaries or short phrases are generally best.
Finally, remember, that effective presentation is a skill which generally needs practice, so do not expect an immediate ‘virtuoso’ performance from yourself or others. Equally however, you are unlikely to make a good presentation that gets the main ideas/concepts/research results/etc. across, unless you have undertaken good preparation (through individual/group reading and analysis). In sum, to make an effective presentation requires a good overall plan, and effective preparation.
Group Presentations
Refer to Policy on Group Work in a separate handout For group presentations to be effective it is very important that group speakers work on their presentations together. It is important that the speakers from the group discuss how they will approach their presentations and avoid repetition, and plan and integrate their work together.
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PART IV
POLICY ON GROUP WORK
It is strongly recommended that you implement this policy for all group work
Introduction to the policy Many courses require you to work in groups. Certain preparatory group work is non-assessed. However, elements of the group work you undertake can form part of the assessed coursework component. This policy has been prepared to help manage your expectations of group work, identify your basic responsibilities as a group member, suggest possible ways of dealing with group disagreements or lack of group participation, and to set out a formal policy on the resolution of group conflict and the award of marks for group work.
Why are you asked to work in groups? In the past most courses assessed your abilities and comprehension of a subject through individual essays, projects and examinations. The majority of management modules retain a large individually assessed component, including end of module examinations. As a consequence of advances in assessment methods and the increasing need to assess skills as well as knowledge, many modules now require you to develop communication, negotiation, debating and organisation skills. These skills can only be developed through group work. There are also many practical reasons why management knowledge is most appropriately developed in a group context. Few, if any, managers operate independently. Management is an inherently social process, where issues of leadership, power, persuasion and compromise are always present. Students often find that working in groups is hard work, that other members are not pulling their weight, that their own views are continually overlooked by other members. It is important to learn how to deal with these problems. They are present in all management contexts. But group work has lots of benefits as well. If you can manage a group effectively then it can be a constructive and enjoyable experience. Different people have different competencies, skills and interests which mean you can learn from, and teach others. Group work also allows you to meet new people and discuss issues in informal social environment.
What makes a good or a bad group? Contrary to popular belief no group is ever inherently good or bad. All groups are diverse and contain members with different skills and abilities. One important aspect of group work is making these explicit, with all members identifying their own strengths and weaknesses. Of course you need to create the right group atmosphere before you can do this. In the vast majority of cases groups work best when structures and rules are negotiated and agreed upon from the outset. Don’t assume that because you all get on, or all seem reasonable people to start with, that everything will be fine. It sometimes helps to draw up a formal group contract stating what is expected from each group member, what responsibilities group members have towards each other, and the mechanism or process the group will use to resolve conflict and disagreement. All group members should participate in the preparation and contents of the group contract and should preferably sign it.
Groups work best when communication is maintained. All members need to meet regularly, not only when work needs to be done. Members also need to keep in contact with each other. In the age of mobile telephones and email this should not be a problem.
Groups work best when meetings are held at regular intervals. Rather than changing the time and place of your group meeting each time you meet or slipping into the habit of arranging meetings on an adhoc basis, try and agree on a time and place where you will meet regularly. Even if the meeting is only a quick weekly fifteen minute get together over a coffee after the lecture or seminar. Set the time and place and stick to it. If someone can’t make the regular meeting then they should inform other members as soon as possible and make any arrangements to fulfil group commitments before the next meeting.
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Another useful tip for helping to make groups work together effectively is to keep minutes of meetings. Minutes don’t have to be verbatim transcriptions of all that was said. A simple bulleted list of issues discussed, actions agreed to be taken and responsibilities for different tasks is fine. You might all agree on a course of action during a meeting only to disagree later about what was agreed, who was assigned responsibilities for different tasks and so on. Simple minutes are the best way of resolving these issues and preventing conflicts from getting out of hand. The responsibility for keeping and taking minutes should not be the responsibility of one member of the group. (See below for an example of a set of minutes). Take turns in preparing minutes. All members need to agree and sign minutes in order for them to be legitimate records. It is important to get used to these processes. It is how business and management works on a day to day basis.
In summary, groups should consider:
1. Create a supportive and relaxed environment where strengths, competencies and weaknesses can be discussed.
2. Make explicit group commitments, expectations and responsibilities. A group contract is one way of doing this.
3. Set up an effective communications structure and keep in regular contact. 4. Establish and attend regular group meetings. 5. Keep short minutes where all members sign and agree minutes.
Dealing with group disagreements and problems If you follow the above advice you will dramatically reduce the likelihood of group problems. When disagreements and problems do emerge, well organised groups are better able to deal and overcome them quickly than are less well organised groups. The first and most important issue about group disagreements and problems is to address them quickly. Most problems are easily resolved if dealt with immediately but become impossible to sort out if left unresolved. Problems and disagreements rarely, if ever, ‘just go away’, although it is easy to convince yourself that they will do. Burying your head in the sand is a bad idea.
The next issue about group disagreements is to try and keep an open mind. You might think that a group member is not pulling their weight, or that you are being expected to do too much of the work because the others are less capable and willing than you. They might be happy with a pass but you are going for a first class mark in this project - right? But if we look at the problem from someone else’s point of view in the group we might see a different story emerging. Other members might think that you are always trying to take control that you always want things done your way. They might think that you are aggressive and selfish. They might feel that others in the group are ganging up against them, that they always get overruled, or that their ideas are not taken seriously. Who is right? Well, everyone is right and wrong, since they each have their own point of view. Of course there are times when some group members really do fail to make an adequate and fair contribution.
So what should you do if there is a disagreement in your group or you feel that someone is not contributing? The first thing you should do is call a group meeting. Each member should be given a chance to raise his or her point of view. Group members should refrain from taking sides, being overly critical or aggressive. It is vital that minutes are taken for this meeting. If the problem is serious then tape record the meeting so the written minutes can be verified. Additional information, such as emails or letters relevant to the dispute also needs to be kept in a file for reference.
Once everyone has had a chance to raise their disagreements, take a break and come back with the objective of coming up with workable solutions acceptable to all members. Be prepared to give a little ground but only concede what you think is fair, appropriate and in the best interests of the group.
Serious disagreements If your group has held a meeting and are still unable to resolve the dispute it is time to raise your
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concerns with the module co-ordinator or lecturer. The module co-ordinator will follow a standard procedure. The module co-ordinator or lecturer will arrange a time for a group arbitration meeting and act as a chairperson for the meeting. Attendance to this meeting is compulsory for all group members. If any group member does not attend a meeting at the request of the module co-ordinator or lecturer, and cannot produce admissible medical evidence or present a satisfactory explanation for non attendance, the module co-ordinator or lecturer may choose to take further action as follows:
a. Impose a penalty on the group member concerned, reducing their overall
coursework mark for the group project or exercise. b. Eject the group member from the group. The group member will be awarded zero
for the group component of the coursework. c. Note that module co-ordinators or lecturers will not set additional individual
coursework assignments for members ejected from groups for non attendance to a group arbitration meeting.
The module co-ordinator or lecturer will act as an arbitrator at this meeting and is not there to take responsibility for resolving group disagreements. Each group member will be asked to present his or her point of view. You will be required to present any written records (emails, group minutes, group contracts) to substantiate your criticisms of other group members. The module co-ordinator or lecturer may ask you to prepare a formal set of minutes after the meeting which should be signed by all group members. You may also be asked to attend a second meeting two or three weeks after this meeting if the module co-ordinator or lecturer feels it is necessary to monitor the working relationship in your group. If any member of the group does not attend further meetings and cannot produce admissible medical evidence or present a satisfactory explanation for non attendance, the module co-ordinator or lecturer may choose to take further action as specified in the points identified above.
Your responsibility for contacting group members You have a responsibility to meet up with colleagues and form your group by the date specified by the module co-ordinator or lecturer. If you experience difficulties contacting your fellow group members, you should bring it to the attention of the module co-ordinator or lecturer as soon as possible. Failure to alert the module co-ordinator or lecturer to any problems you may be having in terms of getting in contact with fellow group members within a reasonable time period (i.e. before group work preparation begins) may result in your being excluded from the group work component of the course. In this event you will be awarded zero for the group component of the coursework. Module co-ordinators or lecturers will not set additional individual coursework assignments for students who fail to undertake adequate efforts to contact group members and participate fully in group work.
Your group has a responsibility to inform the module co-ordinator or lecturer if you realise that one or more members of your group has failed to make contact with you and has not responded to your group’s attempt to make contact. If your group experiences difficulties contacting fellow group members, it should be brought to the attention of the module co-ordinator or lecturer as soon as possible. Failure to alert the module co-ordinator or lecturer to any problems you may be having in terms of getting in contact with fellow group members within a reasonable time period (i.e. before group work preparation begins) may result in your group being penalised or being awarded a lower mark. Module co-ordinators or lecturers will not compensate groups because a group member, or members, has failed to get in contact unless any problems are reported as soon as possible.
Awarding individual marks for group work Unless formally stated in the module handbook, all group members will be awarded a common and equal mark for group work. Module co-ordinators may use other methods for distributing marks among group members but will make these marking procedures explicit in the module handbook. In exceptional circumstances module co-ordinators may decide to award different marks to members within a group if they believe there is sufficient evidence to suggest that certain group
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members have failed to make an adequate contribution to the group work. However, discriminatory marking will normally only be considered if groups can provide evidence that they have brought any problems to the attention of the module co-ordinator or lecturer as soon as possible, and have tried to resolve conflicts and disagreements in accordance with the procedures identified above (i.e. held and recorded minutes of a formal group meeting, and requested a arbitration meeting with the module co-coordinator or lecturer).
Penalties for groups or individuals in groups If the module co-ordinator has grounds to believe that all members of a group have failed to play an equal and active role in the preparation of assessed group work he or she can reduce the mark of individual members within a group, or the group as a whole (including awarding a zero grade). At the request of the module co-ordinator group members may also be required to submit additional work, such as an individual assessment.
Example of Minutes Below is an example of some minutes prepared from a group meeting. You might like to use these minutes as a template for managing and reporting your own group.
Minutes for BEMM664 Marketing Management Date & Time: 1st December 2005, 11am in Cornwall House Coffee Bar Members Present: Frank, Pete, Mary, Emma Apologies: Bill (emailed on the 29/11/05 to say he had a doctor’s app.) Agreement and signing of previous minutes. The contents of the minutes prepared by Pete from last week’s meeting were agreed and signed by all group members present. The meeting was used to discuss the preparation for presentation of the project to be delivered on 06/12/05. All of us were happy with the progress so far. The main issues outstanding are as follows:
• Analysis of data (To be done by 3/12 by Frank and emailed to Pete by 4/12)
• Write report intro (To be done by 3/12 by Mary & emailed to Pete by 4/12)
• Do a quick newspaper database search to collect some examples for the presentation (To be done by 3/12 by Emma & emailed to Pete by 4/12)
• Prepare draft of the PowerPoint slides and email to all by 5/12 by Bill) (Agreed on email from Bill)
• Compile final report (To be done by 6/12 by Pete) Next meeting, 11am Cornwall House, 08/12. Minutes prepared by Mary. Compiled by Dr James Fitchett
For General Information please refer to separate handout
Please remember that if you have any queries, problems please contact Maureen Costelloe
MBA Programme Manager Room 218, Streatham Court [email protected]