Module Guide 2015-16

Module Title – Strategic leadership in a changing world

Module Code – 6BUS1059

Academic Year – 2015/16

Semester - AB

Module Leader – Keith Seed

Contents:

1 Contact details for the module leaders (and teaching team) NameK.SeedS CullifordV. AminP.Mason | RoomM248 | Phone 01707-28400 ext 5589 | EmailK.Seed@herts.ac.uks.culliford@herts.ac.ukV.1.Amin@herts.ac.ukP.Mason3@herts.ac.uk | Office & Feedback hours. The module leader has two office hours per week commencing 5th October 2015. Keith Seed’s office hours are Monday 2.30pm-3.30pm and Friday 2.30pm-3.30pm. |

2a Module aims
Appreciate a range of issues and challenges confronting strategic leaders of public, private and third sector organisations in a turbulent global environment.

2b Learning Outcomes

Knowledge and understanding
Successful students will typically have a knowledge and understanding of:

1. the risks and opportunities confronting strategic leaders in a changing world;
2. the challenges facing organisations in times of economic growth and recession;
3. theoretical approaches to the evaluation of an organisation's strategic position, choices and implementation of options for change;
4. the distinctions between differing change contexts and styles of leadership.

Skills and attributes
Successful students will typically be able to:
5. research, diagnose and analyse a complex range of strategic problems
6. critically evaluate strategic concepts and theory, decision-making and planning, using practical examples of strategic leadership and change processes;
7. develop the ability to work as part of a team on a group project

3 Format of delivery-nature of contact hours per week

The module is delivered through a one hour’s lecture every week and A SEMINAR OF TWO HOURS DURATION EVERY TWO WEEKS.
Students are active participants and contributors to the module and its success. They are required to become familiar with the content of the main texts and to research and read around the subject as the module progresses.
Case study preparation is an essential part of the learning process and students should expect to spend several hours on the larger cases. They are required to draw on knowledge from other business disciplines whilst developing their understanding through researching organisations, industries and case study work of the interdependence of these various disciplines. As the module develops, through their active participation, students should gain some awareness of how the students and staff may be viewed as an interactive system.

4 How StudyNet will be used to support this module
I will be live unedited audio podcasting (subject to time constraints and technical issues etc) the weekly lecture. I started this practise eight years ago when this module used to be called Strategic Management. I have loaded on studynet a video podcast to introduce the module and particularly to discuss the core text etc. Video podcasts were introduced on the module five years ago (and were introduced after student requests) and it is still very much a learning process for me re the production of these. Improving the technical quality of video and audio podcasts is something I shall be attempting to improve as this academic year progresses. I am though constrained by time and that time constraint is a factor in the quality of the podcasting that is undertaken. These time constraints mean every video podcast or audio podcast I produce for this module is essentially “live” (I have time to take it once and once only. Therefore, it is live and unedited). Depending upon technical issues there should be more video podcasts throughout the academic year. Last academic year I produced a short weekly video clip (attempting to have a 10- 12 minute max time duration). The video was a brief summary of the key lecture points and also a student question and answer session. In the weekly video I attempted to answer questions (typically 2-3) students have asked me about that week’s lecture topic.
Feedback from past students was very positive towards the use of video and audio podcasts on the module. Questionnaires re the use of the new educational technologies were distributed at the end of the last six academic years and the response from the past students was extremely positive re the use of the new technologies on the module. For the last six academic year I have undertaking a module blog and student feedback particularly highlighted how useful this had been to prepare for lecture’s and also how useful it had been for their examination preparation. The University of Hertfordshire considers itself to be one of the leading UK university’s in terms of blended learning and this module will be attempting to keep up –to- date with the latest developments in the university’s blended learning practices and strategies. Like the last eight years a questionnaire will be issued towards the end of the module to ascertain student opinion on the effectiveness of the use of the new educational technologies.

I myself am not involved in the Itunes U project of the University of Hertfordshire. However, the following information may provide background information re the podcasting that occurs on this module. If you want any more information than below you need to contact the Business school learning technologist on the e-mail listed below. In early September 2010 University of Hertfordshire launched on iTunes U. Currently, the strategic management group within the Business School has a section in the “top collections” section of the website. In July 2015 four video’s were on the site (http://tiny.cc/MyiTunesUnichannel) and all four video’s were concerning earlier work/events concerning the strategic management group. A video from this module (for academic year 2009/10 when the predecessor module was called Strategic Management) was in the top ten download charts of Itunes U in 2010. The video was an interview with a visiting Professor. The Professor (Dr Richard Fischbach from Harz University in Germany) gave a lecture/workshop to strategic management student’s on this module that related to/partially covered the strategic leadership//managing strategic change (control v chaos debate etc) section of our syllabus. The lecture/workshop was followed up with a video interview with Professor Fischbach in which he was asked a number of questions prepared by the students. There is a possibility Professor Fischbach will be undertaking a similar exercise again for us, in March 2016. Currently, there are four videos that are relevant to this module ( I am told they were added in July 2013 to the University’s iTunesU channel. (see screenshot below). If you do not have iTunes installed on your device, you can access these by installing iTunes 11 for Mac + PC by following the links below. * iTunes 11 download: http://www.apple.com/uk/itunes/download/ iTunesU channel: https://itunes.apple.com/gb/itunes-u/business-and-management/id751089903?mt=10 now. In July 2015 the situation appears to be that Professor Fishback’s interview in 2009, 2010 etc are now in ‘Business and Management’ in the University of Hertfordshire channel.
The Link is: https://itunes.apple.com/gb/itunes-u/business-and-management/id751089903?mt=10

I myself am not involved in any way with Itunes U and I am sorry but I know no more information than is above.

All LRC computers can obtain the video podcasts that are produced on this module. I am told the software needed to play the video’s is real player and a free download is available.at

http://uk.real.com Also note the Business School’s Centre for Academic Skills Enhancement (CASE: formerly known as the Academic Skills Unit) on the ground floor offers technological assistance/advise for students. I am sorry but I myself cannot offer technical assistance/advise. For ANY technical help with your studies/podcasts/accessing documents on studynet please note the Business school’s learning technologist will assist you on the e-mail below:

CASE-Technology@herts.ac.uk

I have also been informed that on some computers Quicktime software also allows the video podcasts to play. http://www.apple.com/quicktime/download/ All podcasts will be uploaded onto the module website on studynet. Studynet is a key facility for this 6BUS1059 module. Lecture slides will be posted on the module website on the Friday (or two days before the lecture) before the following week’s lecture. Courseworks and the exam will be supported by FAQS

5a Weekly programme to include: Week | Lecture Topic | Reading | Seminar Topic | Notes/Important dates | 1 W/C 5/10/15 | Introduction: Overview Variety of definitions, Module overview, Key debates/schools/perspectives . Key texts.Strategy lenses. Paradox, Intro to Environment. | JSWAR (Core text. Do note this book is often referred to as just “JSW”) Chapter 1 of De Wit and Meyer | No seminars in week one | No seminars/tutorials in w/c 5th Oct | 2 W/C 12/10/15 | The Environment | JSWAR Chapter 2 De Wit and Meyer, Ch 5 & 8 | See 4.1 seminar sessions below | Seminars start this week (w/c 12th Oct) for SOME students. Students on this module attend a two hour seminar and only attend seminar ONCE in an academic fortnight. | 3 W/C 19/10/15 | The Environment/Strategic Capabilities | JSWAR Chapter 2 and 3 De Wit and Meyer, Ch 5 & 8 | See 4.1 | Seminars commence this week (w/c 19th Oct) for remaining students. | 4 W/C 26/10/15 | Strategic Capabilities | JSWAR Chapter 3 De Wit and Meyer, Chap 5 | See 4.1 | | 5 W/C 2/11/15 | Strategic Capability/Strategy purpose | JSWAR Chapter 3 and 4 De Wit and Meyer, Chap 5 | See 4.1 | | 6 W/C 9/11/15 | Strategy purpose | JSWAR Chapter 4 De Wit and Meyer, Chap 11. | See 4.1 | | 7 W/C 16/11/15 | Strategy purpose and culture and strategy | JSWAR Chapter 4 and 5 De Wit and Meyer, Chap 11 | See 4.1 | | 8 W/C 23/11/15 | Business strategy | JSWAR Chapter 6 De Wit and Meyer, Chapter 7 | See 4.1 | | 9 W/C 30/11/15 | Business strategy/Corporate strategy and diversification | JSWAR Chapter 6 and 7 De Wit and Meyer, Chap 6 and 7 | See 4.1 | | 10 W/C 7/12/15 | Corporate strategy and diversification/International strategy | JSWAR Chapter 7 and 8 and De Wit and Meyer Chapter 6 , 7 and 10 | See 4.1 | | 11 W/C 14/12/15 | International strategy | JSWAR Chapter 8 De Wit & Meyer, Ch 10 | See 4.1 | | 12 W/C 4/01/16 | International Strategy | JSWAR Chapter 8 De Wit and Meyer Ch 10 | See 4.1 | |

W/C 11/1/15 and w/c 18/1/15 | w/c 11/1/15 is the Business school exams week and w/c 18/1/15 is the Business School reading week-no classes in either weeks. | 13 W/C 25/1/16 | Innovation and entrepreneurship | JSWAR Chapter 9 | No seminars in w/c 26/1/15 | Assignment two will be placed on studynet on the afternoon/evening of 16th January (latest possible date) 2016. No seminars in w/c 25/1/16. The lecture will occur as usual in w/c 25/1/16 | 14 W/C 1/2/16 | Mergers acquisitions and alliances | JSWAR Chapter 10 | See 4.1 | | 15 W/C 8/2/16 | Evaluating Strategies/Strategy development process | JSWAR chapter 11 and 12 De Wit and Meyer chapter 3 | See 4.1 | | 16 W/C 15/2/16 | Strategy development process/Organising for success | JSWAR Chapter 12 and 13 | See 4.1 | | 17 W/C 22/2/16 | Organising for success | JSWAR Chapter 13 | See 4.1 | | 18 W/C 29/2/16 | Organising for success/leadership and strategic change and (possible) Professor Dirk Fischbach | JSWAR Chap 13 and 14De Wit & Meyer chapters 4 and 9 | See 4.1 | | 19 W/C 7/3/16 | Leadership and strategic change | JSWAR Chap 14De Wit & Meyer Chap 2 , 4 and 9 | See 4.1 | | 20 W/C14/3/16 | Leadership and strategic change/the/organisational dynamics (chaos theory)/organisational leadership theory | JSWAR Chap 14. De Wit and Meyer chapter 2 and 4 | See 4.1 | Provisionally examination case study/exam revision info published on 20th March (pm) 2016 | 21 W/C 21/3/16 | Leadership and strategic change/organisational dynamics (chaos) and organisational leadership theory | JSWAR Chap 14 De Wit and Meyer chap 2 and 4 | See 4.1 | 28th March and 4th April are student vacation weeks. Do also note my present information is that the university is closed for a public holiday on Friday 25th March. | 22 W/C 11/4/16 | The practise of strategy | JSWAR Chapter 15 | See 4.1 | | 23 and 24 W/C 18/4/15 and w/c 25/4/16 | Exam revision. In w/c 18/4/16 The Formal revision lecture will occur. | Examination Revision | Examination Revision | |

Please check module news for any alterations to the above module schedule. AT THE TIME OF PUBLISHING THIS MODULE GUIDE I BEEN INFORMED THE FIRST SITTING EXAMINATION period is 3rd May 2016 until 20th May 2016 (do note the university may require a student to attend an examination on Saturday 7th May and Saturday 14th May).Please note I am not involved in setting the timing/date/administration of this module’s examination (those tasks are undertaken by the university’s central examination office).This module’s exam is usually at the beginning of the examination period as this module usually has the highest number of students (projected at 250 plus students) in the final under-graduate year. End of module results will be announced by admin/professional staff on June 10th 2016 (I am informed these will be through the students own individual “student records” portal on studynet).I have also been informed that refer/defer examination dates are 20th June 2016 to 1st July 2016. Also, I have been informed that the university central examination office hope to publish on studynet the examination timetable (for the May examinations) on Friday 1st April and they hope to publish the refer/defer examination dates on the 14th June . Refer/defer coursework is due in on (PROVISIONALLY) the 17th June 2016.

Weekly schedule for seminars/tutorials (check module news/studynet for any changes to the information below).
The seminar/tutorial system on this module is different from some other modules. On this module you have a TWO HOUR seminar/tutorial BUT you only attend seminar/tutorial ONCE every two academic weeks (this means at the end of the module you have experienced exactly the same number of seminar/tutorial hours as a student on a module where the system is that you attend a seminar/tutorial for one hour and you attend every week). Past experience (including student feedback) suggests that two hour seminars/tutorials are the best system for a subject such as Strategic Leadership in a Changing World.
You will see below how the two hour seminar/tutorial system works. Whether you are in an EVEN or ODD (do note the phrases ODD or EVEN will not appear on your studynet information.These are just phrases I use to ease communication on the module) seminar/tutorial does not affect how many hours seminar/tutorial time you receive. It only affects which particular weeks you attend. By the end of the module EVEN and ODD groups receive exactly the same amount of seminar/tutorial time.
At the time of writing this module guide (22nd September 2015) I am not aware which students will be placed in which weeks. Nor can I confirm the precise times/days/rooms for the seminars. I do not provide that information.To find out your lecture and seminar allocation you need to access studynet for the information admin/professional staff have provided for you. Please note that your timetable and which days/lecture’s and seminars you are allocated to is NOT dealt with by the module leader. Admin/professional staff allocate you to seminars and lecture’s. They have informed me that any students who wish to change their seminar or lecture allocation should e-mail them on the following e-mail address and inform them why you need to change.

bstutorials@herts.ac.uk

Admin/professional staff also inform me that when they issue you your own personal timetable on studynet it will show you the weeks you attend for this module and the week s you do not attend for this module. Do note that this module is different from many other module’s because on this module students attend a TWO HOUR seminar every two academic weeks (not the one hour per week model used on many other module’s). Do note on this module you attend one lecture every academic week. Please note I do not publish on studynet the list of students who attend which seminars and I do not publish the list of students who attend the two scheduled lecture’s. You need to contact admin/professional staff re those administrative issues.

As a generic contact for information the Business School Information Point is available (it is on the bottom floor of the Business School)

hbsinfo@herts.ac.uk

If you are in an ODD seminar group your first seminar/tutorial is in week commencing 12th October. If you are in an EVEN seminar/tutorial your first attendance at seminar/tutorial is in week commencing 19th October.

Please see below for precise week commencing dates for the duration of the module (weeks commencing) that ODD and EVEN groups attend. ODD group numbers attend their first seminar/tutorial in week commencing 12th October and EVEN numbered groups attend their first seminar/tutorial in week commencing 19th October. At the bottom of this page you will find the week commencing dates for the ODD and EVEN numbered seminar/tutorials.

Do note the seminar/tutorial readings below are a BASIS. The view is taken that the seminars are student centred and we encourage you to ask questions/contribute to the debates that are integral to the subject of Strategic leadership in a changing world. This is a subject that concerns debates and often conflicting perspectives. The seminars give you the opportunity to explore those debates/conflicting perspectives. You are expected to read around the subject not just read JSWAR, De Wit and Meyer and Strategy Safari. Seminars/tutorials are not used to prepare for specific courseworks.
The timetable is organised so that a student attends a seminar EVERY TWO weeks and the seminar is TWO HOURS duration. Whichever group you belong to (either an odd or an even numbered group) you will, by the end of the module, receive the identical amount of seminar time as any other student on the module.
If you are in an ODD numbered seminar group your first seminar starts in week commencing 12th October. If you are in an EVEN numbered seminar group your first seminar will be in week commencing 19th October. Do note the personal timetable issued to you by admin/professional staff will not say or use the phrases “odd” or “even”. These are phrases I use specifically for this 6BUS1059 module when I am communicating information to students re seminars. The personal timetable issued to you by admin/professional staff will inform EXACTLY what dates to attend seminar.

Consequently ODD numbered will have seminars in the following weeks --- (w/c means Week Commencing). At the time of writing this module guide I have been informed by admin/professional staff that the numbers in the brackets below represent the university timetable week numbers that will appear on your personal timetable

w/c 12th October , (uni timetable week 11) w/c 26th October, (uni timetable week 13 w/c 9th November,(uni timetable week15) w/c 23rd November,(uni timetable week 17) w/c 7th December,(uni timetable week 19) w/c 4th January, (uni timetable week 23) w/c 8th February (uni timetable week 28) w/c 22nd February (uni timetable week 30) w/c 7th March, (uni timetable week 32) w/c 21st March (uni timetable week 34) w/c 18th April (uni timetable week 38)

EVEN numbered seminar groups will have seminars in the following weeks---- w/c 19th October, ( uni timetable week 12) w/c 2nd November (uni timetable week 14) w/c 16th November,(uni timetable week 16) w/c 30th November (uni timetable week 18) w/c 14th December (uni timetable week 20) w/c 1st February,(uni timetable week 27) w/c 15th February,(uni timetable week 29) w/c 1st March,(uni timetable week 31) w/c 15th March. (uni timetable week 33) w/c 11th April (uni timetable week 37) w/c 25th April(uni timetable week 39)

If there are any changes to the above system I will inform you via module news or e-mail. A very basic instruction re the “only attend seminars once a fortnight but for 2 hours” system that operates on this 6BUS1059 module is in the video podcast entitled “Strategic Leadership K.Seed Intro/textbooks 2015/6” that was produced in late June 2015.

Seminar programme questions to prepare—see studynet and MODULE NEWS for any changes to this programme. Remember you have a two hour tutorial every two weeks. Normally at the beginning of a two week cycle I send out a module news reminding students of the seminar readings/questions. It is expected that you will arrive at seminar having read the cases and made some attempt to answer the questions.

w/c 12/10 & 19/10

Strategists. JSWAR (often just called/”nicknamed”/referred to as “JSW”) p16 and p 17 Q1 and 2

What good are strategy consultants ? JSW p 524 Q1 and 2

Strategy Statements JSW p9 Q1 and Q2

Glastonbury-from hippy weekend to international festival JSW p24-26 Q2

w/c 26/10 and 2/11

Global forces and the West European brewing industry JSW pp 567-570 Q1 Undertake a five forces application of the West European brewing industry. How useful is the five forces tool/concept for strategists ?

Scenario’s for the global fashion industry JSW p40.Q1 and Q2

Oil’s troubled waters JSW p35 Q1 and 2

w/c 9/11 and 16/11

Strategic capabilities JSW p72 Q1, Q2 and 3

Dynamic capabilities (and rigidities) in mobile telephone companies JSW p74-75. Q1 and Q2

How useful is the resource-based view ? JSW p96 Q1, 2 and 3

w/c 23/11 and 30/11

Manchester United FC : still successful despite new threats JSW p595-599.
Q1 How well has Manchester United managed the paradox of profit versus responsibility ?
Q2 Using the following scenario undertake a stakeholder mapping exercise for the club.Scenario: the club will begin to lobby for a breakaway European super league of clubs. The aim of Manchester United is eventually to leave the UK premier league and, therefore, the club would just ONLY in the new European super league.
Q3 What paradox face the owners of Manchester Utd ? Should football clubs be run purely for profit ?

Three views on the purpose of a business. JSW p132 Q1 and Q2.

Cultural Webs of Barclays Retail p158-159 JSW Q1, Q2 and Q3

w/c 7/12 and w/c 14/12

easyCouncils:a not so easy low-cost strategy JSW p196 Q1 and 2

To be different or the same JSW p216 Q1and Q2.

The IKEA approach JSW p221-223 Q1, 2, 3 and 4.

w/c 4/1 (2016) and 1/2 (2016)

Eating its own cooking; Berkshire Hathaway’s parenting JSW p242 Q 1 and Q2

Strategic development at Virgin 2013 JSW p255-258. Q1,2, 3 and 4.

Why have corporate-level strategies anyway ? JSW p251 Q1

w/c 8/2 and 15/2

Global, local or regional JSW p286 Q1 and 2

Base of the pyramid strategies JSW p279 Q1 and Q2

The Internationalisation of Tesco JSW p657-661 Q1- How do the strategy lens explain Tesco’s development in the case study ?
Q2 What paradox do Tesco face in the case study and how well have they managed these paradox ?

China comes to Hollywood :Wanda’s acquisition of AMC JSW p290-292 Q2 and Q3 w/c 22/2 and 29/2

Nearly billionaires JSW p316 Q1 and Q2.

Apple’s iPad advantage JSW p343 Q1 and 2.

International HIV/AIDS alliance : trust and co-evolution JSW p347 Q1 and Q2.

EasySolution JSW p398-400 Q1 (do note financial strategy is not a part of the 6BUS1059 syllabus/learning outcomes and that this case study is considered from a general strategy perspective not a financial strategy perspective)

w/c 7/3 and 14/3
Honda and the US motorcycle market in the 1960’s JSW p422-423 Q1 and Q2.

Google: Who drives the strategy ? JSW p429-431 Q1 ,Q2 and 3.

Academies and Free Schools JSW p727-73. Q1 How have academies and Free schools changed the organisation of school education in the UK ? Q2 What are the benefits and disadvantages of these organisational changes ?

w/c 21/3 and w/c 11/4

Styles of leading change JSW P470 Q1, Q2 and Q3

Ryanair :the low fares airline-future destinations ? JSW p612-623.
Q1 What type of leader is Michael O’Leary ?
Q2 What paradox face the organisation and how well have they managed the paradox ?
Q3 How far do the JSW four strategy lens explain the development of Ryanair during the case study ? Strategic Leadership and innovation at Apple inc JSW p680-686. Q1 What style of leadership do you consider Steve Jobs to have been following ?

At the time of writing this module guide the information given is that the university is closed on the Friday 25th March 2016.Consequently, any students who would have had a seminar on Friday 25th March are invited to attend any of the other seminars in w/c 21st March or w/c 11th April.

w/c 18th April and w/c 25th April are exam revision seminars/tutorials. ODD groups attend in w/c 18th April and EVEN groups attend in w/c 25th April. Reading/prep/exam revision questions etc for these classes/the exam will be published ON THE SAME DAY AS YOUR EXAMINATION CASE STUDY IS PUBLISHED. Provisionally, that date is 20th March (pm) 2016.

NB All aspects of the module are potentially examinable.
The information given in this Module Guide is believed correct, but HBS reserves the right, at its discretion and for any reason, to make changes to the Guide, syllabus and/or module without prior notice. The latest version will be uploaded and flagged as NEWS.

5b Reading List and Key Text

If you have not already viewed the video podcast “ Strategic Leadership K.Seed Intro/Textbooks 2015/16” please now do so. Do note information in the video re textbooks may be UPDATED in this module guide. The video was produced in June 2015 (though not uploaded onto the module website until mid-September 2015) It includes some commentary on the key texts for the module. It includes feedback from past students on how to approach the texts/module. The video podcast is in the video podcast folder under Teaching Resources on the module website. (see above concerning how to access video podcasts).Please also see document in a file entitled “textbooks/seminars/intro September 9th 2015” which is under Module Information on the website. That document was uploaded onto the module website (with an accompanying module news) before the video podcast was uploaded onto he module website. The “textbooks/seminars/intro September 9 th 2015” document has the correct and information re textbooks.

Latest editions apply to all texts
Essential /Core Text
Johnson G, Whittington R ,Scholes G,Angwin D,Regner P. Exploring Strategy. Text and Cases. 10th edition
Pub Prentice Hall

Please bring this ESSENTIAL/CORE TEXT to all seminars/tutorials.

It is STRONGLY RECOMMENDED you also purchase the following book:
De Wit B and Meyer R Strategy Synthesis. Resolving strategy paradoxes to create competitive advantage. 3rd edition .Do note that this book has a concise edition and also a “text and readings” edition. The “text and readings” edition has in it articles/writings from some of the most prominent thinkers in the subject.
Pub Thompson. A 4th edition of this book is available but there have been some issues re obtaining the 4th edition. Consequently, the 3rd edition will be used by me on this module.

A third book that is VERY useful is Strategy Safari by Mintzberg, Lampel and Ahlstrand. Published Prentice Hall. Second edition.

Indicative reading

Stacey, R Strategic Management and Organisational Dynamics Pub Prentice Hall

Mintzberg, H Quinn, J and Ghoshal, S The strategy process Pub Prentice Hall

Grant Contemporary Strategy Analysis Pub Blackwell

Campbell D,Stonehouse and Houston Business Strategy. Pub Butterworth Heinemann

Porter, M The Competitive Advantage of Nations Pub Macmillan

Hamel, G and Prahalad, Competing for the Future Pub Harvard Business School

Haberburg and Rieple, The Strategic Management of Organisations

Senge, P The Fifth Discipline Pub Century Business

Search for textbooks using Library Search, use the author’s surname and 2 or 3 significant words from the title as your search terms.

6a Assessment details

Assessment Brief for coursework 1

The first coursework (worth 20% of the total marks for the module) is an INDIVIDUAL piece of work (maximum 2,000 words excluding final list of references. Please note there is no plus or minus 10% rule on this module), critically appraising some of the theoretical concepts and techniques introduced in the lectures in weeks 1-7.

Write an essay answering the following question:

Critically evaluate how useful the undertaking of a “strategic positon” analysis may be for an organisation? Critically discuss the view that the market/environment should be emphasised more than resources when an organisation is undertaking a “strategic position” analysis.

I will be using the FAQs (frequently asked questions) section on the module website to offer generic advice and clarifications for the assignment and these FAQS must be followed and are part of “the detailed brief” for the assessment and the c/w 1 FAQS part of the grading and marking criteria. To access the frequented asked questions for the assignment click FAQ on the left side of the module website homepage, then click “about this website” then click on the FAQS that start “c-w 1..” Word count-The only words that do not count in your essay are the front page (on which you put your srn, name of the module, word count, title of the coursework, my name as module leader) and the end of essay list of references (using Harvard system of referencing).You are NOT allowed to have an appendix. Re the WORD COUNT and other issues you must read the section below entitled “Guidance for completing BOTH coursework’s/key information for the module”. That section gives the regulations for this c/w 1 re the word count (eg issues concerning words/numbers in “diagrams” etc).

Your work will be marked and graded in accordance with the grading and marking criteria for assignment one (see pages 15,16,17 below).

Coursework 1 (electronic copy) should be handed in on 6th December 2015 at 11.00pm (latest time). An identical paper copy (you must attach and fill in the form entitled “Hertfordshire Business School-Assessment Feedback Form”. Do not fill in your name but do put your SRN, the name of the module, the title of the coursework (“coursework 1”), the date and my name on it) must be handed in at the coursework point on the bottom floor of the Business School (opposite M036) on the 7th December (11am latest hand in time). Closer to the hand in date precise details will be given if there will be a special box provided for this module or whether or not you put the paper copy in a generic box.

As regards this coursework one do note you must not copy anyone else’s work. You must not work with anyone else while preparing your assignments, and you must not allow other students to read or have an electronic copy of your work.

* Deferral/referral assessment. The Business School is allowing some students re-take’s in assignments at final year under-graduate level should you fail to pass the entire module at your first attempt. If you fail this assignment and/or assignment 2 you may be allowed a re take. If you fail a coursework (or both courseworks) but still manage to pass this module on its weighted average system (aggregate system) you will not be allowed to re-take a coursework (unless you have “serious adverse circumstances”).If you fail the module as a whole the undergraduate module board (which sits during the time period 30th May -6th June 2016) may give you the opportunity to re-take a coursework(s).The under-graduate module board make that decision and announce its decision on June 10th 2016. Only the under-graduate module examination board can allow a student a chance to improve his/her grade in a coursework or exam. If the module examination board does allow you to re –take a referred assignment/assignment it will ask admin/professional staff to inform you (via your personal student records system) on June 10th 2016. Separately, details re the referred/deferred coursework question will be published on the module website on 1st May 2016 (PROVISIONAL date). At the time of writing this I have been informed that all referred/deferred coursework must be handed in by the 17th June (PROVISIONAL date) 2016. * Please note: If you obtain less than 20% for the module overall, the module board of examiners will not normally allow a student to be eligible for a referral

Guidance for completion of BOTH courseworks/key information for the module and end of module examination etc.

* In terms of content in your courseworks (and examination) the lectures are a very important source of your thinking. They outline a number of the debates/perspectives/topics/theories/concepts/tools you will consider putting in your essays. IT IS, THOUGH, FOR YOU to consider what content/topics (with your wider reading) and it is for you to decide what content/topics/theory to put in the coursework. We will not inform you of the main points to put in your coursework (though FAQs will be posted on the module website and some basic guidance on structure etc will be given. Do note it is your responsibility to access these FAQs). * Referencing. Use the Harvard referencing system to acknowledge all information sources and to attribute quotations and concepts used. Harvard referencing is the only system to use. The CASE Unit have a website on studynet (see below).You are expected to know how to Harvard reference and we, on this module, will not be teaching/advising you how to Harvard reference. If want assistance on how to use and apply Harvard referencing you are to contact CASE not the academic teaching staff or me on this module * Essay style etc. Do remember both courseworks are essays. Access the Centre for Academic Skills Enhancement (CASE) website. * http://www.studynet.herts.ac.uk/go/CASE

* Particularly useful on the CASE website is the section called “Academic Writing” (it includes sections entitled “Essays, Reports, Reflective Writing and Posters” (within that section is a very useful subsection called “essay writing skills”) and “Harvard referencing”). You must follow these guidelines in your courseworks APART from the advice on the CASE website re “diagrams”. You are allowed to use “diagrams” in your work but all words/numbers that are in or associated with the diagram/figures/drawings/tables etc are counted in your word count. A “number” counts as a word eg “5 forces” would have the same word count as “25 forces” etc. Do also note the CASE website discusses bibliographies and an end List of References. Do note you are NOT to produce bibliographies in your courseworks. You must provide an end List of References. Do note your essay is not to have bullet points, underlinings, sub headings, headings etc.

* If you wish to visit the CASE office itself it is M030 (zero, three, zero) on the bottom floor of HBS.

* Tutor support. If you have any questions about the assignments (or wish to discuss the coursework) contact ME. Do not ask your seminar tutor. Seminar’s are for prescribed case study work NOT for assignment work). I am available to give generic assignment advice during my office hours (and I can usualy see students immediately after either of the two strategy lecture’s). I will also be uploading frequented asked questions for the assignments on the module web site and these will override any earlier information re the assignment. I am not able to read any drafts/read any of your work/ideas/possible structure before you have handed your work in .I am, though, very happy to discuss the coursework, generally, with you during my office hours but do remember I cannot go into detail re coursework advise. It is your responsibility to undertake the coursework and at final year under-graduate level one of the skills being developed is that of independent learning/thinking. Do note lecture’s are an important source for your thinking.
C/w and exam FAQS will be posted. Do note if you wish to electronically communicate with fellow students there is a discussion facility on the module website. If you want to electronically communicate with me do not use the discussion site-please send me an e-mail or use the personal message (PM) section on studynet. Grading criteria and marking scheme. For c/w 1 See pages 15, 16 and 17 below. These are there so that you can see how your grade will be determined and will be used by the markers in arriving at your final grade. Grading criteria and marking scheme for c/w 2 will be published on the 16th January 2016. FAQS will be created and these form part of the “detailed brief” for c/w 2. The end of module exam will use the grading criteria and marking scheme below. Again, FAQS will be created for the examination assessment and these examination FAQS will form part of the “detailed brief” for the examination and will be part of the grading criteria and marking scheme for the examination
Centre for Academic Skills Enhancement (CASE). This centre has top class professionals to help you with a range of study skills. These include essay writing, time management, Harvard referencing, case study analysis, studynet training/skills/technological skills etc. They can give you generic advice but specific advice for this module is given by me. The CASE website provides academic skills guides or you can call in person to the centre. I myself do not offer advice on the Harvard referencing system and will not show/comment on how students are to practically apply the Harvard system in coursework assessments or in the examination. Do note your coursework’s require Harvard referencing and you are to follow the Harvard system of referencing as shown on the ASU (CASE) website. I myself will not be showing you how to write an “essay”or other generic academic skills: please see CASE re those generic academic skills and for all technical issues. See paragraphs above concerning this key HBS learning centre.

Referencing properly and the risk of plagiarism / academic misconduct
Please note that HBS reserves the right to use electronic means to identify plagiarism. Students are advised to ensure that they know how to reference using Harvard Referencing System, and that all material used in their coursework is correctly referenced to indicate the source. The Centre for Academic Skills Enhancement (CASE) has plenty of resources to assist students in academic writing and can be accessed via StudyNet.

HBS reserves the right to viva students as a method to test that work produced is the students’ own work.

* CASE (formerly ASU) can provide you with help re basic studynet skills (such as how to access past exam papers) and any issues you have/how to access the module podcasts etc) . I am sorry but I cannot offer these technical skills. * CASE-Technology@herts.ac.uk They can offer you technical assistance re accessing information through studynet etc. I am sorry but I cannot offer any technical assistance eg how to use studynet ? how to access exam papers through studynet ? how to access the module website through studynet ? How to access the video and audio podcasts ? How to electronically submit assignments? How to use the Harvard system of referencing in courseworks or the examination? How to access information? etc

Also note, provisionally, though not created especially for assignments, there are classes being offered for students who require help with English and its application to the subject of strategic leadership. These classes could be of interest to some students on this module. Again, please contact CASE for further information.

Combined grading criteria and marking scheme for student coursework 1 on this module are provided below. More detail on the specific criteria for each assignment will be provided by the module leader in the assessment workshop (on this 6BUS1059 module the lecture’s will take on the role of “assessment workshop”) incorporated into the teaching days and in information circulated via StudyNet . On this module there is not one specific assessment workshop built into the lecture’s. You will find on many occasions the lecture’s offer useful information/advise/help re assignments and the examination.

Do note the following HBS regulations re late coursework-Coursework submitted up to one (1) week after the published deadline will receive a maximum numeric grade of 40 for level 4, 5 and 6 and numeric grade of 50 for level 7. Work submitted later than one (1) week after the deadline will be awarded a fail grade.

Past Examination Papers.

I will not be providing you with past examination papers. It is your responsibility to obtain past exam papers. You can access past examination papers via studynet Three years of past examination papers are usually available on studynet The present system (though I have been informed this may be changed in the very near future) for obtaining these three exam papers is : At the bottom of your studynet homepage or the module website homepage (under the heading Learning Resources) click on exam papers. The three separate academic years appear .Then click “list modules by name” (do note in some year’s this module’s predecessor was numbered 6BUS0118 and called Strategic Management , before that, it was numbered 3BUS0118 and it was also called Strategic Management).
Whilst it is normally important that you look at previous papers when preparing for examinations, this may not help with this module since each paper relates to a long case issued before the examination. The Centre for Academic Skills Enhancement (CASE) can provide students with Studynet and Technology support
CASE-Technology@herts.ac.uk
eg how to obtain past exam papers/documentation on studynet.

I am sorry but I cannot provide technical support re how to access past examination papers or access documents/information on studynet.

The nature of the module means that model answers are NOT provided for past/possible examination questions.

Handing in written coursework
Students are required to hand in one paper copy (only one paper copy per group is required for coursework 2 eg if you work in a group of, say, five students, you only need to submit one paper copy and only submit one electronic copy ) of each written coursework together with the Assignment Feedback Form AND an electronic version through studynet.

Combined MARKING scheme & UH GRADING Criteria for both courseworks/exam for 6BUS1059 module (Essay). (See note below re “holistic” approach). These marking scheme and grading criteria are for all three assessments on the 6BUS1059 module. For each assessment SEPARATE FAQS will be created and the SEPARATE FAQS are part of the “detailed brief” for each assessment. The SEPARATE FAQS are part of the marking scheme and grading criteria for each of the three assessments.

ESSAY | Presentation & structure | Use & presentation of Harvard Referencing | Content/ Terms/ Findings/ Definitions/ Calculations | Breadth / Depth / Integration of Literature (Coursework and exams must show some evidence that taught and prescribed/suggested 6BUS1059 module literature/module teaching materials has been used ). | Analysis /Critical evaluation /Discussion /Exposition/Reflection | Any other lecturer instructions | Task details | Follows essay structure & keeps to word limit of ... | Follows Harvard style for in-text citation & Reference List | Content included | Integration & application of information | Line of argument, development of discussion | | | | | | | | | 80-100Outstanding | Outstanding... Presentation & essay structure, with flowing paragraphs.Articulate & fluent academic writing style No grammatical / spelling errors. | Outstanding... Standard of referencing within text & consistent use of Harvard referencing system.Accuracy of in-text references & full details shown in Reference list. | Outstanding... Exploration of topic showing excellent knowledge & understanding through thorough & appropriate research.Impressive choice and range of appropriate content. | Outstanding... Business insight & application.Breadth, depth & integration of literature/data into work. | Outstanding... Level of discussion/analysis/ critical evaluation &/or reflection.Highly developed/ focused work. | | 70-79Excellent | Excellent ... Presentation & essay structure, with flowing paragraphs.Articulate & fluent academic writing style. Only a minor error. | Excellent... Standard of referencing within text & consistent use of Harvard referencing system.Accuracy of in-text references & full details shown in Reference list. | Excellent ... Level of knowledge & understanding demonstrated. Evidence of appropriate reading.Covers all relevant points & issues. | Excellent ... Business insight & application.Breadth, depth & integration of literature/data into work. | Excellent... Level of discussion/analysis/ critical evaluation &/or reflection clearly developing points in the appropriate way with thorough consideration of all possibilities. | | 60-69Very Good | Very good... Presentation & essay structure, with flowing paragraphs.Fluent academic writing style. Very few grammatical errors & spelling mistakes. | Very good... Standard of referencing within text & consistent use of Harvard referencing system.Accuracy of in-text references & full details shown in Reference list. | Very good... Level of knowledge & understanding demonstrated. Covers most relevant points & issues. Few errors / omissions in content/calculations. | Very good... Business insight & application.Breadth, depth & integration of literature/data into work. | Very good... Level of discussion/analysis/ critical evaluation &/or reflection & a few ideas/points could benefit from further development &/or evaluation/comparison. | | 50-59Good | Good... Clear presentation & essay structure with paragraphing.Writing is mainly clear but some spelling &/ or grammatical errors. | Good... Standard of referencing within text & consistent use of Harvard referencing system. Accuracy of in-text references & full details shown in Reference list. | Good... Grasp of the topic & some of its implications presented. Knowledge & understanding is demonstrated. Minor errors / omissions in content/ calculations. | Good... Business insight & application.Breadth, depth & integration of literature/data into work. | Good... Level of discussion/analysis/ critical evaluation &/or reflection but more ideas/points could be addressed /developed further. | | 40-49Satisfactory | Satisfactory... Basic essay structure.Not always written clearly & has grammatical & / or spelling errors. | Satisfactory... Basic referencing within text & consistent use of Harvard referencing system. Accuracy of in-text references & full details shown in Reference list. | Satisfactory... Content / level of knowledge of the topic. Addresses part of the task. Some errors / omissions in content/ calculations. May benefit from further research. | Satisfactory... Business insight & application. Limited integration with literature/ data. Use of literature/data but limited in breadth OR depth. | Satisfactory... Basic evidence of discussion/analysis/ critical evaluation &/or reflection but some points superficially made so need further development. | | 30-39 Marginal Fail | Weak... Essay format, limited or poor structure. Muddled work with many spelling & / or grammatical errors. | Weak...Use of Harvard referencing system with errors & inconsistently applied. Limited referencing within the text. Limited accuracy of in-text references compared to those in the final Reference list. | Weak... Limited content / knowledge/ calculations. Limited or muddled understanding of the topic/question. Does not meet all the learning outcomes. | Weak... Unsatisfactory evidence of business application & insightWork needs to show better links between practical application & theory. | Weak... Limited evidence of discussion/analysis/ critical evaluation &/or reflection.More development & comment needed. May need to do more than describe. | | 20 – 29Clear Fail | Inadequate... Essay format & poor paragraphing / signposting. Inappropriate writing stylePoorly written &/or poor spelling & grammar. Must see CASE | Inadequate... Use of Harvard referencing with many errors &/or inconsistencies.Must see CASE | Inadequate... Lacking in relevant content/ knowledge/calculations. Content irrelevant / inaccurate. Does not meet all the learning outcomes. | Inadequate... Lacks evidence of business application & insight. Some literature irrelevant to topic. | Inadequate... Lacking / inadequate level of discussion/ analysis/critical evaluation & /or reflection. Descriptive.Must see CASE | | 1 – 19Little or Nothing of merit | Nothing of merit... Poorly written work, lacking structure, paragraphing / signposting. Many inaccuracies in spelling & grammar. Must see CASE | Nothing of merit... No or little attempt to use the recommended Harvard referencing system. Must see CASE | Nothing of merit... Unsatisfactory level of knowledge demonstrated.Content used irrelevant / not appropriate/ to the topic. Does not meet the learning outcomes. | Nothing of merit... No evidence of appropriate business application & insight. | Nothing of merit... Unsatisfactory level of discussion/analysis/critical evaluation &/or reflectionMust see CASE | |

Please note the above grading and marking scheme/criteria shows the 6BUS1059 module follows a “holistic” approach (not a “numerical” approach) to a marking scheme. You will see amounts have NOT been allocated to each of the above 5 areas ( eg a specific number of marks is not allocated to “Harvard referencing” or to “content” etc) . In the “holistic” approach markers/examiners consider the above areas “holistically” when deciding what mark between 1 and a 100 to award to the coursework/exam. The “holistic” approach differs from the “numerical” approach to a marking scheme. The above is a “holistic” marking scheme.

Provisional information re c/w 2 Coursework 2

The second coursework is currently a “live “project. The format of this assignment will be dependent upon the events in the business and organisation environment in early January 2016.THE FOLLOWING INFORMATION IS PROVISIONAL-The assignment will be put on the module website on the afternoon/evening of 16th January (latest possible date) 2016. The assignment (electronic version) is due in (on or before) 13th March 11.00pm 2016. An identical paper copy must be handed in at the coursework point on or before 11am on the 14th March 2016.. The coursework is worth 30% of the final mark in the module and is a group assignment. You can undertake the work in a group of a minimum of two and up to a maximum of FIVE. There are absolutely no circumstances (this is stated in the module DMD) in which more than five students are allowed in one group and absolutely no circumstances in which less than two students are allowed in a group. I will not be allocating groups for the coursework 2. You are allowed to work with any of the other 250 plus students on the module and it is your responsibility to decide and choose who you wish to work with on the coursework. You can work with any of the other 250 plus students on the module and they do not have to be in the same seminar group as you. All students in the group (whose names /SRN’s are submitted on the coursework submission) will be awarded the same grade. Please see CASE website for guidance on how to successfully undertake group work

Provisional information re the end of module examination and regulations re whether or not a student has to pass all assessments in order to pass the module as a whole (also see bullet point above re “deferral /referral assessment”)

The purpose of the assessment for this module is to test whether, and to what extent, you have reached the learning outcomes for the module.
It is important that you know early what the assessment diet is and what is expected of you. Assessment criteria specify what it is that you will be assessed against, and what, in general terms, you will need to demonstrate in your assessed work in order to achieve the specified grades.
The DMD (definitive module document) for this module is as follows-The weighting of the coursework in this module is 50% and the examination is worth 50%. Your final module grade is the weighted average (aggregate) of your assignments and the examination. You do NOT have to pass all components of the course to pass the module. This 6BUS1059 module is pass on “aggregate” NOT “pass all elements”.
Potentially, any or all of the learning outcomes may be assessed in the examination. There is one examination in this module and it is at the end of semester B.
The examination will be in the UOH examination period at the end of semester B. Provisionally, the following information applies to the examination-The examination is open book. You are allowed to bring in one textbook (it does not have to be the core text and you are allowed to have written in the book) AND a folder of notes (this includes lecture slides and photocopies of articles, parts of books, your courseworks ,your own notes etc). The examination is worth 50% of the final mark for this module. The examination case study (plus prep/revision info/material) will provisionally be released on the 20th March (pm) 2016. The examination questions will be provided at the beginning of the examination itself. The examination is divided into two sections. In Section A there is one compulsory question (this is an “integrative” question and is worth 33.33% of the total mark).In Section B you choose any two questions (usually from a choice of five questions).Each question in Section B is worth 33.33% of the total marks for the examination. You are required to revise all the learning outcomes/syllabus for the examination. All aspects of the syllabus/learning outcomes are of equal importance for the examination and the prep/revision info material (provisionally released on the 20th March) will inform you that you must revise all the syllabus/learning outcomes for the examination.

Note to all students: Marking and referencing

All student work needs to be of a high academic standard, in terms of written English and use of the Harvard Referencing System (HRS). This forms part of the UH Grading Criteria. Mark schemes in Module Guides (on this 6BUS1059 module there is a combined marking scheme and grading criteria) provide additional detail on what, specifically, is required of students in each module’s assessment. Students should refer to their Programme Handbook for more details on the UH Grading Criteria and the requirement to use the HRS.

Turnitin policy for this module will be announced on studynet.

6b Indicate where the Module’s Learning Outcomes are assessed Learning Outcomes | Course-work 1 | Course-work 2 | Exam | Ticks inserted as appropriate | | | | Knowledge and understanding | | | | The risks and opportunities facing strategic leaders in a changing world | Yes | Yes | Yes | The challenges facing organisations in times of economic growth and recession | Yes | Yes | Yes | Theoretical approaches to the evaluation of an organisations strategic position,choices and implementation of options for change.The distinction between different change contexts and styles of leadership. | Yes | Yes | Yes | Skills and Attributes | | | | Research diagnose and analyse a range of strategic options | Yes | Yes | Yes | Criically evaluate strategic concepts and theory, decision-making and planning using practical examples of strategic leadership and change processes | Yes | Yes | Yes | Develop the ability to work as part of a team on a group project | No | Yes | No |

6c Feedback on your module The module staff will make every effort to abide by the generic university guidelines (these are that coursework is marked and returned with feedback no longer than 4 weeks after submission) re the timing of coursework written feedback and will inform students if any difficulty arises with this.

Tutors will give feedback on your written work via two main mechanisms:

* By writing comments on the UHBS “Assessment Feedback Form” * By writing comments on the work itself (annotated feedback)

Tutors will aim to give you feedback that is both summative and formative. Summative feedback relates specifically to the particular assignment (e.g. the accuracy of the content) while formative feedback is transferable to other assignments (e.g. style of referencing).

The university does not give you written feedback on your examination scores -it gives you an end of module grade. The university does not allow you to receive your examination script back. However, if you request it the module leader can give you (under current Hertfordshire Business School regulations “general feedback on strengths and weaknesses “ of the script but the module leader is not allowed to give you “actual marks”.on the examination script”) once the end of module grades have been published. Examination scripts are secured, filed and stored by admin/professional staff. Contact me as module leader if you wish me to request I be allowed to access your exam script (in order for me to give you some general feedback on the strengths and weaknesses of your exam script).Do note it can take a number of days for your script to be located and made available to me.
Moderation of coursework and examinations

The School operates a system whereby samples of students’ work are internally moderated/second marked/examined by another tutor and then externally moderated/third marked/examined by a tutor from another institution (an External Examiner). A sample of moderated/second marked students work is made available to the external examiner. He/she considers the sample at the end of May/early June 2016. The external examiner reports his /her moderation/ third marking/examining to the relevant undergraduate module examination board. For this particular module the relevant examination board is the Human Resources and Strategy subject board of examiners.

The decisions of the Business School’s examination boards re grades are final.

Once, coursework’s have been marked you are encouraged to obtain feedback If you wish any of the written feedback to be clarified then the first marker/examiner will be the person you initially see to obtain feedback. If your work has been second marked/moderated then your second contact is to seek feedback from your second marker/examiner. If, after following that process, you have a query about your coursework please contact me. I am able to check that there has been no transcription error of the inputting of marks on the computer system (what is called an “admin check”.However, do note the university regulations re assessments and examinations states “Whilst candidates may raise queries about the results of an assessment, the University will not admit queries which consist solely of a challenge to the academic judgement of Examiners in assessing the merits of a candidates work...” The university regulations do NOT allow a student to have a review/re-mark of their coursework (or examination script). If you wish to appeal against your coursework mark/exam mark you need to go to SSG ( now re-named the HBS Information Point) or e-mail the HBS Information point (hbsinfo@herts.ac.uk) and make a formal appeal. The HBS Information Point will advise you re the appeals process. The university allows formal appeal on specified grounds only. SSG (HBS Information Point) will advise you of this as you have to say on what grounds you are appealing. The university regulations can be found on the front page of studynet. Click “more” then click “University policies and regulations (UPR’s)”. Copies and advice on the UPR’s/regulations can also be obtained from SSG (HBS Information Point). Do note you need to see the lecturer (s) who have marked your coursework if you have a “query” re why they have awarded you the grade they have. The university regulations allow you to raise a “query” re the grade but you are not allowed, under the university regulations, to appeal against the grade they have given solely on the grounds you disagree with their “academic judgement”. All the module leader can do, under the university regulations, is to check if there has been a transcription error of the inputting of marks on the computer system.

Although the university does not allow appeals to your examination mark solely on a challenge to the “academic judgement” of examiners it does allow for you to have an “admin check” undertaken. An “admin check” on your examination/final result is undertaken by a member of the admin/professional staff. It is not undertaken by an academic member of staff/module leader. An admin check is checking the adding up of the exam paper or checking that there has been no transcription error of the inputting of marks on the computer system. You need to contact SSG (HBS Information Point) and follow the procedure they explain to re applying for an “admin check” on your examination/final module mark. Do note the module leader is not allowed to check the examination script for any errors. You must contact SSG (HBS Information Point) for the admin check. Students are not, under university regulations, allowed a re-mark or review of their examination paper. Do note at the end of the module the university provides you with an end of module result and does not provide you with your examination score.

In terms of feedback for courseworks further information will be published throughout the running of the module.

6d Deferral/Referral Assessment (See above re this module being an “aggregate” module in terms of assessments. This module is not a “pass all elements” module). PROVISIONALLY, Referred/deferred coursework will be put on StudyNet by 1st May 2016
The submission date for all referred/deferred work is 17th June 2016
Referral/Deferral exam period for 2015-16 will be from 20th June – 1st July 2016

7 Useful resources for support with your modules * Centre for Academic Skills Enhancement (CASE) guides for reading, analysing, writing and referencing, presentations, etc. * Online Library
Use ‘Library Search’ for finding books, e-books, journals, articles, exam papers and more.
Explore the Subject Toolkit for Business to find the best quality sources for different types of business information. It lists all the Specialist databases we subscribe to for finding company, financial, marketing, HR and tourism data. * Academic Expectations and Academic Integrity CASE information

8 Extensions to coursework submission
Only module leaders have the discretion to grant individual short extensions to coursework deadlines for their module. Appropriate evidence will need to be provided to them ahead of the original deadline, and students should ensure that they make an appointment to discuss their extension request with their Module Leader.The required documentary evidence will be specified by the module leader to you and he/she will use the university “serious adverse circumstances “ “evidence required” regulations section to inform you of the required documentary evidence you need to produce for you to be granted a coursework extension). All requests must be made before the assessment deadline.
Where students face difficulties that would not be resolved by a short extension to the coursework deadline, then they should complete a Serious Adverse Circumstances’ form (do note the module leader is not involved in the process of you filing in a serious adverse circumstances form). Guidance on this process is provided in your Programme Handbook. Module leaders are not involved in the giving of advise re Serious Adverse Circumstances.

Finally, the information is this module guide is based on information I have been given in September 2015. Any changes to information/regulations will be placed on studynet.Please check studynet for any changes/updates that occur. Please note I am module leader/teach on 3 different module’s in the Business school, supervise Masters level dissertations and have some responsibility for the running of one of the university’s partner colleges in Borneo. Consequently, if you need to e-mail me please write “6BUS1059” in your e-mail title and write your full name and SRN at the end of your e-mail. I expect (provisionally) to be on university business in Borneo w/c 16th November 2015 . All my classes will run as normal that week and all my classes will be covered by another HBS strategy lecturer.