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University of Bradford: Postgraduate Programme specification template

UNIVERSITY OF BRADFORDSchool of ManagementDepartment of Operations and Information ManagementProgramme/course title: Sustainable Operations and Management

Awarding and teaching institution:

University of Bradford

Final award: MSc

[Framework for Higher Education Qualifications level 7]

Programme title: Sustainable Operations and Management

Duration: 1 Year (full time)

Date produced: Feb 2011

Last updated :

Introduction

This programme aims to deliver a flexible programme of study that draws on the collective skills and expertise of the School of Management’s staff in the area of environmental sustainability and corporate social responsibility. The programme aims to develop subject specific knowledge and understanding at master’s level that will enable you to purse management careers in business and commerce. In particular you will be equipped with the skills, knowledge and critical faculties required to manage businesses in an emerging and increasingly critical field of management. This programme of study is consonant with the UK QAA Benchmark for a Type 2 (Career Entry) Masters Degree in Business and Management. The ability to plan for the transition of businesses as we move to a low carbon economy and with pressure on resources will be essential characteristics of future managers. The programme has contributions from all academic groups across the School of Management but there is a particular focus on Sustainable Operations Management. The Operations and Information Management Group (OIM) have been developing teaching and research expertise in this area for a number of years now and our current recruitment policy is to further strengthen our expertise in this area. The programme of study is suitable for students from a wide range of backgrounds with first degrees in a technical or management subject. It is intended to be suitable for new graduates and practising managers wishing to get knowledge and experience in this increasingly important subject. On graduation from this programme you will be able to contribute to business and society as a whole whilst applying the highest professional standards and will be capable of identifying your own professional development requirements as the global business environment changes. You will be able to apply your new knowledge and skills in a wide range of business environments as social, legislative and resource pressures continue to increase.

Programme AimsThe programme is intended to:

A1 Develop your understanding, skills and knowledge in Operations Management and its underpinning disciplines to enable graduates from the programme to become effective practitioners.

A2 Develop your understanding and knowledge across all management subject areas so that the sustainability and operational aspects can be understood and applied in a holistic manner.

A3 Develop your competence to be a business partner or “agent for change” who understands the functions and environment of the organisation/business in which you work and to shape the operations management agenda accordingly.

A4 Develop your ability to think strategically and creatively about operations management and its impact on the environment and society.

A5 Develop your ability to create the alternative business models required to deliver goods and services in a sustainable and ethical manner in the future.

A6 Develop your reflective skills to enable you to reflect on your own performance and the impact of your actions in order to manage your own professional development.

Programme Learning Outcomes

When you have completed the programme you will be able to:

LO1 Explain the context in which organisations conduct their business and how the business environment determines strategic and operational decisions.

LO2 Critically appraise the external political, economic, social and technological drivers of sustainability.

LO3 Demonstrate a detailed knowledge and understanding of the internal operational factors that both constrain and facilitate an organisation’s ability to develop sustainable business strategies

LO4 Demonstrate a detailed knowledge in a subject specific area of operational sustainability and a clear understanding of how the skills and knowledge gained in your initial discipline could be deployed to pursue an environmentally sustainable agenda.

LO5 Design, conduct and manage team and individual based research to enhance understanding of environmental sustainability issues within a business context.

LO6 Collect, synthesise and critically appraise emerging information and knowledge pertaining to environmental sustainability using both qualitative and quantitative techniques, and use this to inform decision making in an organisational context.

LO7 Address complex operational problems using appropriate theoretical models, frameworks and decision support techniques and to proffer solutions that fit within the broader business context.

LO8 Recognise and address the ethical and corporate social responsibilities that emerge as consequence of an organisation adopting an environmentally sustainable agenda.

LO9 Act as an agent for change and demonstrate the ability to promote more environmentally sustainable forms of business.

LO10 Communicate complex ideas clearly, both orally and in writing to a broad range of recipients.

Curriculum

Masters Degree (MSc Sustainable Operations and Management)Module Code

Module Title Type Credits Level Study period

MAN4134M Business Economics Core 10 M 1MAN4154M Accounting and Finance Core 10 M 1MAN4222M Human Resource Management Core 10 M 1MAN4139M International Business Environment Core 10 M 1MAN4254M Management in Context Core 10 M 1MAN4146M Marketing Core 10 M 1MAN4148M Research Methods Core 10 M 2New module

Decision Support for Sustainability Elective 10 M 2

New module

Supply Chain Management and Reverse Logistics

Core 10 M 2

New Module

Sustainable Operations Core 10 M 2

New Module

Corporate Social Responsibility Elective 10 M 2

New module

Applied Intellectual Property and Environmental Law.

Elective 10 M 2

MAN4284M Entrepreneurship and Innovation Elective 10 M 2New module

Environmental Management and Quality Systems

Elective 10 M 2

MAN4175M Performance Management Fundamentals

Elective 10 M 2

MAN4144M Management of Change Elective 10 M 2New module

Information Systems Planning for Sustainability

Elective 10 M 2

MAN4018Z Master Dissertation Core 60 M 3

The Masters degree in Sustainable Operations and Management will build on the suite of generic core management modules offered by the School of Management. In common with other Master’s degree programmes these will be offered in Semester 1 of the proposed programme of study. At the end of this Semester you will have a broad understanding of all the main areas of management and be able to discuss (and apply) these in the context of a modern business/organisation.

In Semester 2, three additional compulsory modules will be taken. Research methods is a School core module which provides generic research methods training in the techniques necessary to undertake the dissertation required as the final part of the MSc programme. Supply Chain Management and Reverse Logistics, and Sustainable Operations are discipline specific topics.

In the Supply Chain Management and Reverse Logistics module you will study the strategic perspective of an organisation’s activities from supply, through production, distribution, use and recovery, in this module particular emphasis will be placed on understanding and managing the interrelationships that exist between activities and the impact business decisions have on the environmental sustainability of an organisation’s business model. The Sustainable Operations module is predominantly research based and will focus on developing your understanding of what sustainability means in terms of managing the operational activities of a business. In this module you will be assisted in creating a personal vision of environmental sustainability and what this means in the business context.

You will also be able to choose three additional 10 credit modules. These have been selected to enable you to pursue specific interests from within and around the value cycle concept, i.e. conception, production, distribution and recovery. Information system and business specific topics are also included for those wishing to understand sustainability from a wider business perspective.

At the end of Semester 2 you will have formed your own opinion of what sustainability means and will be able to critically appraise current business models from a sustainability perspective. You will be able to contribute to the sustainable development of products and services and the process to deliver them.

In the final part of the MSc programme you will be required to undertake a personal research project assessed by dissertation. This is an extended piece of written work of up to 22,000 words involving an original and in-depth investigation of environmental sustainability and its influence or impact on a specific aspect of a business activity, .e.g. its choice of information systems, purchasing and its contribution to ethical supply management, the role of design and marketing in the development of sustainable value propositions, the economics of sustainable production, distribution and recovery activities, etc. At the end of this element of the programme you will have demonstrated the ability to conduct research into practical business problems concerned with sustainability. You will be able to operate as an effective manager helping to guide organisations through the complex changes that will be required to operate in the future. Wherever possible projects will be undertaken within a company addressing issues of sustainability

Each module represents approximately 100 hours’ study time of which typically 24 hours is contact time with the course tutor(s) and the remaining 76 hours is made up of pre-reading, directed reading, preparatory work and assessment. Modules will be taught by School of Management staff, assisted where necessary by external specialists.

The curriculum may change, subject to the University's course approval, monitoring and review procedures.

Learning Teaching and Assessment Strategies

Teaching on the programme will be directed, supported and reinforced through a combination of formal lectures, staff/student led group discussions, personal research and guided self study, tutorials, seminars and directed reading. These

activities will all be further supported by the use of a virtual learning environment. Generally the programme will aim to integrate applied and theoretical knowledge with assessment processes that test both knowledge of the discipline and understanding of its application and limitations. To facilitate learning, lectures and seminars will typically utilise case studies, simulations and guided research workshops. Sessions may be delivered weekly or in blocks. Small Group sessions will use case studies and simulations with oral feedback given in class. Students will be guided to suitable primary and secondary data sources and be required to conduct research and presentation exercises. The Sustainable Operations module is a good example of this, using techniques successfully adopted in other masters programmes where students are required to work in groups to research selected areas of business activity and build a sustainable business model. At a number of defined points the developing model is presented to staff and peer groups for critical analysis. This promotes peer to peer learning in addition to tutor input. Assessment of this module is by a group report and a multimedia presentation, peer assessment will be applied. Resources to support the teaching and learning activity will be provided on the University’s virtual learning environment.

Assessment The programme is summatively assessed by a mixture of written examinations, assessed coursework, management reports, portfolios, learning logs and multimedia presentations. Assessment is integrated with learning and teaching to support and demonstrate achievement of the learning outcomes for individual modules and the programme as a whole. Emphasis is place on the feedback function of formative assessment as part of the learning, teaching and assessment strategy as a whole.

Learning outcomes 1, 2, 7 and 10 are focused on knowledge, understanding and communication. They are assessed by a mixture of closed book examinations, individual pieces of coursework and group coursework, portfolio.

Learning Outcomes 3, 4, 5, 6, 7 and 10 are focused on the application of knowledge and its communication. They are assessed by a mixture of individual coursework, group coursework, individual and group presentations (including multi-media), in workshops or by model development.

Learning outcomes 5, 8, 9, 10 are focused on the application of knowledge to define future challenges and design products, processes or business models to address those challenges in an ethical manner, and communication. They are assessed by group coursework, group presentations (including multimedia), model or business case construction, portfolio or learning log.

The dissertation is considered to be a capstone module assessing all learning outcomes.

The maps of learning outcomes, teaching methods and assessment methods in Appendix B shows the above in more detail.

Assessment Regulations

This Programme conforms to the standard University Assessment Regulations for Postgraduate Programmes which are available at the following link: http://www.brad.ac.uk/admin/acsec/QA_Hbk/Ord_5_PG_Taught_Awards.html

NB. The School operates a non-numerical assessment system. All assessment is graded as below:

http://www.brad.ac.uk/admin/acsec/QA_Hbk/Ord_5_PG_Taught_Awards.html

AD Pass with Distinction

B Pass with Merit

C Pass

D Marginal Fail

EF Poor Fail

Awards are determined by a credit count system. To achieve a Masters degree all modules must be completed to ‘pass’ level or no more than 20 credits condoned as Marginal fails.

Students with 100 credits at the ‘pass with distinction’ level including the dissertation will be eligible for a Masters with distinction. Students with 100 or more credits at the ‘pass with merit’ level including the dissertation will be eligible for a Masters with merit.

Admission Requirements

The University welcomes applications from all potential students regardless of their previous academic experience; offers are made following detailed consideration of each individual application. Most important in the decision to offer a place is our assessment of a candidate’s potential to benefit from their studies and of their ability to succeed on this particular programme. Entrance requirements for each programme will vary but consideration of your application will be based on a combination of your formal academic qualifications and other relevant experience.

The University of Bradford has always welcomed applications from disabled students, and these will be considered on the same academic grounds as are applied to all applicants. If you have some form of disability you may wish to contact the programme leader before you apply.

Normal entry requirements for this programme are:

Candidates for the MSc in Sustainable Operations and Management will normally have a first degree or its equivalent – in an appropriate discipline (eg. Management or a science/technology subject) – from an approved higher education institute. Equivalent professional qualifications will also be eligible if supported with appropriate practical experience.

All non UK applicants will be required to provide proof of proficiency in English Language. The minimum requirements are: 6.5 in the IELTS test of English (or equivalent), or 240 computer based TOEFL, 580 written) TOEFL, or 94 in the internet TOEFL.

It may be possible to admit students who do not have the necessary academic qualifications but who can demonstrate a significant amount of work experience at a professional level. Whilst each case will be considered on its merits students wishing to be admitted by this route would normally be expected to have a minimum of 5 years’ recent professional work experience.

Learning Resources

The JB Priestley Library on the city campus and our specialist libraries in the School of Health Studies and the School of Management provide a wide range of printed and electronic resources to support your studies. We offer quiet study space if you want to work on your own, and group study areas for the times when you need to discuss work with fellow students. Subject librarians for each School provide training sessions and individual guidance in finding the information you need for your assignment, and will help you organise your references properly.

Student PC clusters can be found in all our libraries and elsewhere on the campus. Many of these are open 24/7. You can also use the University's wireless network to access the internet from your own laptop. Most of our online journals are available on the internet (both on and off campus), and you can also access your University email account, personal information and course-related materials this way.

Staff are on hand during the daytime to help you if you get stuck, and there is a 24/7 IT helpline available.

The School of Management has excellent library and IT facilities in the Learning Resource Centre situated in the Sir Titus Salt Building on the Emm Lane Campus. We make extensive use of the University’s VLE giving ready access to guided learning materials at all times whether on or off campus. The School of Management’s Effective Learning Service is available to all students and it is especially valuable to students studying in the UK for the first time.

Student Support and GuidanceCourse TeamSupport for you personally and in your course of study, will be provided both by the University and the Course Team. Each MSc programme has a dedicated Course Tutor who is someone with whom you will be able to talk about any academic or personal concerns. The School will ensure that there is someone available with whom you feel comfortable to help and support you. You will be provided with a comprehensive series of handbooks that you can consult on a range of learning issues and your course tutors will be available to consult on subject specific queries.

Students’ UnionWe value the feedback provided by students and collaborate with the Students’ Union, through a system of course representatives and formal staff student liaison committees, so that any issues you wish to raise are addressed rapidly.

The Students’ Union and the University of Bradford work in partnership to provide confidential counselling and welfare services where you can get help with any aspect of your personal or academic life. Student Financial and Information Services (part of the Hub) will provide you with information about a diverse range of issues such as council tax, personal safety and tourist information. International Students can access a range of additional advice and support services through the Student’s Union.

Careers and EmployabilityThe University is committed to helping students develop and enhance employability and this is an integral part of many programmes. Specialist support is available throughout the course from Career Development Services including help to find part-time work while studying, placements, vacation work and graduate vacancies.

Students are encouraged to access this support at an early stage and to use the extensive resources on the web site www.careers.brad.ac.uk.

Discussing options with specialist advisers helps to clarify plans through exploring options and refining skills of job-hunting. In most of programmes there is direct input by Career Development Advisers into the curriculum or through specially arranged workshops.

The specific provision on this programme is to prepare student for entry or further progression within the operations and information management areas of organisations. This opens up a wide range of opportunities particularly as this programme is specifically designed to prepare you for the challenges of the future rather than being based solely on the classical operations management models. Graduates will be in a very strong position with regards to employability with their knowledge of resource efficiency, a creative approach to the value proposition offered by organisations and a good grounding in social responsibility and ethics.

Learner Development UnitThe Learner Development Unit provides support in all aspects of academic, maths, numeracy and interpersonal skills. A programme of interactive workshops is delivered during both semesters which complements the individual support available from Advisers and the wide range of interactive online materials.

DisabilityDisabled students will find a supportive environment at Bradford where we are committed to ensuring that all aspects of student life are accessible to everyone. The Disability Service can help by providing equipment and advice to help you get the most out of your time at Bradford and is a place where you can discuss any concerns you may have about adjustments that you may need, whether these relate to study, personal care or other issues. For more information contact the Disability Service by phoning: 01274 233739 or via email: [email protected]

University policies and initiativesEcoversityEcoversity is a strategic project of the University which aims to embed the principles of sustainable development into our decision-making, learning and teaching, research activities campus operations and lives of our staff and students. We do not claim to be a beacon for sustainable development but we aspire to become a leading University in this area. The facilities we create for teaching and learning, including teaching spaces, laboratories, IT labs and social spaces, will increasingly reflect our commitments to sustainable development. Staff and student participation in this initiative is crucial to its success and its inclusion in the programme specification is a clear signal that it is at the forefront of our thinking in programme development, delivery, monitoring and review. For more details see www.bradford.ac.uk/ecoversity/

This programme of study is at the heart of the University’s commitment to sustainability.

Further Information:

http://www.bradford.ac.uk/ecoversity/

mailto:[email protected]

http://www.careers.brad.ac.uk/

For further information, please check the University prospectus or contact Admissions.

The Admissions Office

The University of Bradford

Richmond Road

Bradford, BD7 1DP

UK

The Admissions Office

School of Management

The University of Bradford

Emm Lane

Bradford, BD9 4JL

UK

+44 (0)1274 233054

http://www.brad.ac.uk/courses/

+44 (0)1274 234321

http://www.brad.ac.uk/management/

The contents of this programme specification may change, subject to the University's regulations and course approval, monitoring and review procedures.

http://www.brad.ac.uk/courses

Appendix AModule Descriptors

MSc. Sustainable Operations and Management

Module Title: Business Economics

Module Credit: 10

Module Code: MAN4134M

Academic Year: 2010/1

Teaching Period: Year

Module Occurrence: A

Module Level: M (Masters)

Module Type: Standard module

Provider: School of Management

Related Department/Subject Area: School of Management

Principal Co-ordinator: Bryan Lowes

Additional Tutor(s): -

Prerequisite(s): None

Corequisite(s): None

Aims:To educate students with regard to the workings of the market environment within which organisations operate. To provide students with an understanding of the economics of company growth strategies. To give students confidence and skills in applying economic concepts to business problems

Learning Teaching & Assessment Strategy:Lectures and structured seminars.

Study Hours:

Lectures: 12.00 Directed Study: 74.00

Seminars/Tutorials: 12.00 Other: 0.00

Laboratory/Practical: 0.00 Formal Exams: 2.00 Total: 100.00

Learning Outcomes:

1. Knowledge & Understanding:

On successful completion of this module you will be able to...

1. Demonstrate a comprehensive understanding of how markets work and how market forces affect organisations; the various growth strategies that organisations can adopt; the effect of the national and international economies on business

2. Subject-Specific Skills:


1. Demonstrate competency in the use of economic concepts across the programme and in subsequent employment

3. Personal Transferable Skills:


1.Analyse, think logically and evaluate; work successfully in groups..

Mode of Assessment:001. Assessment Type Duration Percentage

Examination - closed book 2.00 100%

Description

Closed book examination

Outline Syllabus:Scarcity and choice. Resource allocation and markets: demand and supply/cost analysis; intervention in markets. Market structure and competition: structure, conduct and performance of companies and markets; market concentration and public competition policy. The determinants of national output/income and fluctuations in growth rates. Key economic variables: output , employment and inflation. Government fiscal, monetary and supply-side policies. Exchange rates and the balance of payments. Globalisation, international trade and international investment.

Version No: 6

Module Title: Accounting and Finance

Module Credit: 10









Principal Co-ordinator: Patrick Barber




Aims:To develop a comprehensive understanding of fundamental concepts and techniques in financial accounting and financial management.

Learning Teaching & Assessment Strategy:The course is delivered by lectures (including videos) supported by tutorials/workshops, case studies and self-study. [NB An individual assignment will replace the group assignment at supplementary assessment].

Study Hours:




Learning Outcomes:



Demonstrate critical understanding of the role and structure of the finance and control functions within an organisation



Evaluate critically relevant financial information for decision-making and employ quantitative and qualitative techniques to prepare, report and analyse financial data



Demonstrate the ability to analyse and evaluate financial information and present results in an appropriate form; team working skills.


Examination - open book or seen paper 1.00 50%

Description

Open book examination (1 hour)

002. Assessment Type Duration Percentage

Coursework 50%

Description

Group project (3,000 words)

Supplementary Assessment:As Original

Outline Syllabus:The environment of accounting and the accountant`s role in the organisation. Accounting concepts and policies. Profit and loss; the balance sheet; cash flow; financial statements. Interpretation and evaluation of accounts; Ratios, comparisons and trends; Valuation of companies; Sources of finance; Gearing - the traditional view; Working capital management; Investment appraisal - an introduction.

Version No: 5

Module Title: Human Resource Management

Module Credit: 10









Principal Co-ordinator: Dr. Jo McBride




Aims:To provide the student with a critical understanding of HRM and its changing role within the business and social environment.

Learning Teaching & Assessment Strategy:Lectures, seminars and tutorials. Case studies will be drawn from current academic debate and will be representative of the research being done in leading academic centres of study. An individual assignment will replace the group assignment at supplementary level.

Study Hours:




Learning Outcomes:



Demonstrate a critical understanding of HRM and its role within the business and social environment.2. A comprehensive understanding of recent developments in HRM.



Critically evaluate key developments within the area of HRM and assess relevant methodologies.



Further develop communication, analysis, teamworking, presentation and negotiation skills.


Coursework 30%

Description

Groupwork critical review of an academic article


Coursework 70%

Description

Individual assignment (2,500 words)

Supplementary Assessment:As Original

Outline Syllabus:1)HRM and the Organisation: Managing the Employment Relation: the nature of the employment relation and the labour market context History of People Management: the evolution of management systems (e.g. Taylorism) Models of HRM and Approaches to the Subject (debates between Michigan and Harvard Schools; international variants) 2) HRM and Change: Labour Market Factors and Recruitment Development Performance & Reward systems Involvement Stakeholders and Negotiation2)The syllabus covers ESD issues through its study of equal opportunities policies and diversity management, social partnership arrangements as a source of resolving conflict and conflict resolution in the employment relationship.

Version No: 4

Module Title: International Business Environment

Module Credit: 10









Principal Co-ordinator: Prof. Frank McDonald




Aims:To provide students with a comprehensive knowledge of the world economy and enable a critical understanding of the factors involved in the international business environment.

Learning Teaching & Assessment Strategy:Knowledge is disseminated in lectures supported by and assessed in tutorials, with skills being taught, practised and assessed, and relevant lecture topics discussed in these tutorial sessions. Verbal feedback is given during tutorials.

Study Hours:




Learning Outcomes:



1. Demonstrate a comprehensive understanding of the concepts, definitions and theories within the international business environment



2. Critically analyse the mechanics of international political economy and the interaction of `sub-actors` with multi nationals



3. Demonstrate development of analytical and group work skills.


Coursework 100%

Description


Outline Syllabus:1. Concepts, definitions and theories in international business environment2. Political economy of international trade3. Costs and benefits of foreign direct investment4. Globalisation of economy5. International institutions6. Regional economic integration7. International monetary system8. Social-cultural factors in international business9. Intellectual property in international business10. International business negotiations.

Version No: 6

Module Title: Management in Context

Module Credit: 10









Principal Co-ordinator: Nancy Harding




Aims:To stimulate a critical understanding of the development of management processes and activities as well as the way that power relations and context can impact on them.It will provide the student with a critical evaluation of the way management is challenged by developments in the market, the employment relations ship, the ethical framework of the economy and society, the re-organisation of capitalist organisational processes. The module will provide participants with an understanding of the contextual factors that are shaping developments and tensions within new management practices.

Learning Teaching & Assessment Strategy:Knowledge disseminated in large lectures supported by both staff and student-led seminars and student presentations. Formative verbal feedback will be given in discussion and on group presentations. Written feedback will be provided on coursework and coursework marks will count towards the module mark.

Study Hours:




Learning Outcomes:



1) Understand the historical development in management 2) Comprehend and evaluate the key developments in management and `new management` practices 3) Locate a discussion of such developments in the context of the tensions and pressures generated by contextual

factors in terms of changing product markets, ethical pressures, labour market volatility, and competing regimes of regulation.



1) Assess the relevance of distinct management paradigms 2) Have the ability to source and gather relevant data on management paradigms and developments; 3) Be able to independently assess developments in terms of new forms of management related to network forms, CSR, virtual management, and others.



1) Be able to communicate with confidence overarching themes and a broad canvass approach in relation to management 2) Present orally on the subject 3) Write an extensive report that synthesises process and context issues.

Mode of Assessment:


Coursework 30%

Description

Individual assignment (1000 words)


Coursework 70%

Description


Outline Syllabus:The Roles and Purpose of Management; The History of Management: From Simple and Paternalistic Management to Bureaucratic Management; Management in the Age of Fordist-Capitalism: managing workers and consumers; Management identities and politics: the different functions and departments, tensions in modern management paradigms; The Global Challenge: Globalisation and Management; The Market Challenge: The changing global and market environment (the emergence of finance and marketing paradigms); The Ethical Challenge: The changing demands of consumers, workers and the state; alternative management paradigms (e.g. co-operative management, Islam);Management, Networks and New Organisational Forms: Management and `Post-Bureaucracy`, Fantasy or Reality; Strategic Management and New Managerialism: The Rise of the New Knowledge Context; Restructuring and Uncertainty in Management: managers and management in the Risk Society.

Version No: 3

Module Title: Marketing

Module Credit: 10









Principal Co-ordinator: tbc




Aims:To provide the student with a comprehensive understanding of the concepts and principles of marketing and their applications.

Learning Teaching & Assessment Strategy:The concepts and principles of marketing will be discussed in lectures and their applications by means of case study.

Study Hours:




Learning Outcomes:



1. Demonstrate knowledge and understanding of the key concepts and principles of marketing;



2. Demonstrate the ability to apply these to a practical marketing situation:



3. Demonstrate refined analytical, problem-solving and creative skills

Mode of Assessment:



Description

Closed book case study examination (1.5 hours)


Coursework 30%

Description

Individual case analysis coursework (1,500 words)

Outline Syllabus:The marketing concept and marketing orientation; Market environment;

Consumer buying behaviour;Market segmentation, targeting and positioning;The marketing mix;Product concepts, service concepts, product portfolio, product life cycle, Branding, communications mix; Marketing channels, distribution;Pricing and value, cost, competitor and marketing-orientated methods.

Version No: 4

Module Title: Research Methods

Module Credit: 10









Principal Co-ordinator: Shona Bettany




Aims:To provide students with (i) a conceptual understanding which enables them to analyse and evaluate published research; (ii) a conceptual understanding of appropriate research designs; (iii) a systematic understanding of data collection and analysis methods and enable students to begin to apply research methods concepts and skills to their own research projects.

Learning Teaching & Assessment Strategy:Lectures, seminars, practical workshops

Study Hours:




Learning Outcomes:



Define a focused research topic and specify research objectives and questions; undertake a literature review incorporating academic and other management publications.



Develop a research framework and model; understand the significance and appropriate use of different research methodologies.



Acquire skills in both qualitative and quantitative data collection and analysis techniques; understand the requirements for writing up a research dissertation.


Coursework 50%

Description

Coursework - Individual assignment (2,000 words)



Description

Closed book examination (1 hour)

Outline Syllabus:Introduction and managing the research process. Research design and methodologies. Research skills. The literature review. Questionnaire design. Quantitative research I (theoretical aspects)Quantitative research II (practical aspects)Qualitative research I (theoretical aspects)Qualitative research II (practical aspects)Preparing a research proposal and course review.

Version No: 4

Proposal to introduce a New Module


Please complete the form below and return this AND a copy of the draft module descriptor to the Graduate Programmes Office.

Complete boxes on right (generic information already included)

1. Provider School of Management

2. Related Department/Subject Area School of Management

3. Principal Co-ordinator(member of staff responsible for overall management & delivery of module. If this is an associate member of staff this should be Head of Subject Group)(maximum field length 50 characters)

New Lecturer

4. Additional Tutors (maximum field length 75 characters)5. Module Title(maximum field length 120 characters)

Decision Support for Sustainability

6. Module Type Standard Taught

7. Module Number (allocated by ASSU) For office use only

8. Module Credit (allocated by ASSU based on total study hours)

For office use only

9. Teaching Period For office use only

10. Academic Year(Academic year of first instance of delivery of the module)

2011/12

11. Module Occurrence (refers to collaborative locations)

For office use only

12. Level (Level M for postgraduate programmes)

M

13. Pre-requisite(s)(The code of any module(s) which forms a necessary initial requirement, which will normally involve having undertaken assessment in the pre-requisite module (but not necessarily having achieved a pass mark in the unit) (maximum of 10 module codes in 8 character blocks)

None

14. Co-requisite(s)(The code of any module(s) that must be taken in combination with the module specified in (5) above, although not necessarily at the same time or in the same session. Up to 10 codes may be entered.)(maximum of 10 module codes in 8 character blocks)

None

15. AimsA statement of the overall academic goal which the module is designed to enable students to attain.

The objective of this model is to provide students with the necessary quantitative techniques and tools to design, operate and evaluate closed-loop and sustainable supply chains. At the end of the course, the participants will be able to effectively use off the shelf packages such as Excel Solver to address the most pertinent problems in the field (e.g. location of testing and recycling facilities, pricing of remanufactured and re-used products)

16. Learning, Teaching and Assessment Strategy

The course will consist of lecturers and tutorials. The lectures aim to expose the student to most relevant tactical and operational challenges in the field of closed-loop and sustainable supply chains, as well as the state-of-the-art techniques to solve such problems. Small group sessions will use practical application of cases. Students will then be able to use the techniques they have learned to address real problems. All teaching will be supported by information supplied on Blackboard, the virtual learning environment. The module will make extensive use of articles and case studies. Learning outcomes will be assessed by: design a support system for pricing LOs 1 a, 2 d, 2 e,, 3).; design a reverse supply network LOs 1 b, 2 a, 2 b, 2 c, 2d, 3.

17. Study HoursA breakdown in hours of the different teaching methods employed, in terms of options opposite:

(The total number of study hours for a single module (10 Credits), including assessment, will amount to 100.)

Lectures 12Seminars/Tutorials 0 Laboratory/Practical Classes 12Directed Study (to include time for assessment other than formal examinations) 76Formal Exams 0Other Forms of Study 0

18. Learning OutcomesA specification of the skills and knowledge which a student, having will have acquired on successful completion of the module. In line with Senate policy, this should be expressed in terms of:

a) Learning Outcomes (1)1. Knowledge & understanding gained

(about 100 words max)

Having successfully completed this module, you will be able to a) fully understand the differences a forward profit oriented supply chain and a closed-loop supply chain in which profit and the environment are taken into account. b) have the knowledge and level of understanding that will enable you to select and apply a range of techniques to address the challenges of the latter.

b) Learning Outcomes (2)2. Subject specific skills that will have been

acquired(about 100 words max)

Having successfully completed the module you will be able to use quantitative methods to address the following problems: (a) design forward and reverse supply chain networks considering both business and environmental dimensions, (b) evaluate existing network designs (c) design eco-efficient procurement systems (d) design mechanisms for controlling inventory of re-used and re-manufactured items (e) price used and re-manufactured products.

c) Learning Outcomes (3)3. Transferable skills gained (not subject specific)


Having successfully completed the module you will be able to demonstrate the ability to collect and analyse quantitative data to support decision making.

19. Mode of Assessment (including supplementary assessment)The Mode of Assessment should be designed to test the learning outcomes of the module and should be in line with University Guidance Regarding Volume of Assessment

a) Assessment type Two coursework assignments

b) Description Assessment 1: design a support system for pricing.Assessment 2: design a reverse supply network

c) Duration 1750 words each

d) Percentage 50%, 50%

e) Supplementary AssessmentAs original

http://www.brad.ac.uk/admin/acsec/QA_Hbk/QAH3_1tariff.doc

20. Outline SyllabusAn indication of the sub-areas of academic knowledge covered in the module, outlining how these areas will be developed during the module.

This module will cover quantitative techniques in the design, operation and evaluation of closed-loop and sustainable supply chains. The operational differences between forward and closed-loop supply chains that influence network design and operation decision making including a review of pertinent quantitative techniques and models. Consideration of traditional location-allocation models and extensions of such models to deal with the reverse flow of materials addressing such issues as how to locate testing, remanufacturing and recycling facilities. Inventory control, and in particular, how techniques can be adapted to control used and remanufactured product. Quantitative models for eco-efficient procurement. Marketing of used and remanufactured products and the use of statistical techniques to answer questions such as how to increase WTP for used and remanufactured products and determine their market value.

ACADEMIC RATIONALE FOR PROPOSED NEW MODULE

The knowledge surrounding sustainable operations is still evolving. The issues involved are complex, interrelated and tactical in nature. Increasingly businesses are recognising the strategic importance of sustainability. It is intended that this module will provide students with the understanding and skills to apply and where necessary adapt established quantitative techniques to support the decision making processes involved in designing, operating and evaluating sustainable supply chains. As such, this module will complement the research based approach used in the Sustainable Operations module and the strategic perspective presented in the Supply Chain Management and Reverse Logistics modules.

READING LIST (please list here the SET TEXT for the module and any SUPPORTING TEXTS).

As this subject is still evolving the following list should be seen as indicative only. It is likely that the module will draw heavily on journal publications for support. There is no single set text to support this module but students will be provided with guidance on reading during lectures, tutorials and via the virtual learning environment.L. Alting, M. Hauschild, W.R. Stahel, S. Roy, and G.D.W. Smith. Environmentalassessment in product development [and discussion]. Philosophical Transations:mathematical, Physical and Engineering Sciences., 355:1373{1388, 1997.N. Aras, D. Aksen, and A.G. Tunugur. Locating collection centers for incentive dependentreturns under a pick-up policy with capacites vehicles. European Journalof Operational Research (in print), 2007.Y. Asiedu and P. Gu. Product life cycle cost analysis: state of the art review.International Journal of Production Research, 36(4):883{908, 1998.Atlantic Consulting and IPU. EU Ecolabels for personal computers. full draft report,1998.R.H. Ballou, S.M. Gilbert, and A. Mukherjee. New managerial challenges from supplychain opportunities. Industrial Marketing Management, 29:7{18, 2000.H. Baumgarten, R. Klinker, and T. Sommer-Dittrich. Reconfigurable logistics systemsin production and disassembly networks. International Journal of ProductionResearch, 42:3647-3655, 2004.B.M. Beamon and C. Fernandes. Supply chain network configuration for productrecovery. Production Planning Control, 13:270-281, 2004.M. Fleischmann, J. M. Bloemhof-Ruwaard, R. Dekker, E. van der Laan, J.A.E.E.van Nunen, and L. N. van Wassenhove. Quantitative models for reverse logistics:A review. European Journal of Operational Research, 103(1):117, 1997.M. Fleischmann, P. Beullens, J. M. Bloemhof-Ruwaard, and L. N. van Wassenhove.The impact of product recovery on logistics network design. Production and OperationsManagement, 10(2):156-173, 2001.PLEASE NOTE: IF THIS MODULE IS NOT ASSOCIATED WITH A NEW PROGRAMME THAT WILL BE APPROVED VIA CART, YOU WILL NEED TO COMPLETE THE CHAIR’S ACTION PROFORMA AVAILABLE FROM THE PROGRAMME OFFICE.

Approvals process (to be completed by the Graduate Programmes Office)

Graduate Programmes Committee (or Chair’s Action)

Date:

School Board (or Chair’s Action) Date:

Sent for approval to ASSU (via Modcat)

CART (or Chair’s Action) Date:

New module descriptor implemented

Proposal to introduce a New ModuleSchool of Management





3. Principal Co-ordinator Dr Roger Beach

4. Additional Tutors (maximum field length 75 characters)

New Lecturer

5. Module Title(maximum field length 120 characters) Supply Chain Management and Reverse Logistics




For office use only



2011-12


For office use only


M


None


None


To provide students with a broad understanding of the issues influencing the management of the supply chain and the critical role supply chain management has to play in operationalising business models and strategies that are concerned with providing environmentally sustainable value propositions.

To provide a strategic perspective of the value cycle from creation, through production, distribution and recovery. To develop the critical faculties of the students to enable them to appraise emerging supply chain management theory from a sustainability perspective and to be capable of adopting and modifying conventional frameworks to support the development of these to support the sustainability agenda.

16. Learning, Teaching and Assessment StrategyLearning will be directed, supported and reinforced through a combination of lectures, staff-led small group sessions and guided private study. Case studies will be used to analyse specific scenarios and apply the taught theory. Oral feedback will be given in the class. Students will be directed to appropriate primary and secondary sources and will be required to perform research and present their findings. Formal assessment will be an individual written report. All teaching will be supported by information supplied on the virtual learning environment. Assessment for this module will be by a 3 500 word report analysing a company’s supply chain and applying the “value cycle” principles to demonstrate how it should develop towards sustainability this will test all the learning outcomes listed below; 1 a, 1b, 1c, 2a, 2b, 3a, 3 b.



Lectures 12Seminars/Tutorials 12 Laboratory/Practical Classes 0Directed Study (to include time for assessment other than formal examinations) 76Formal Exams 0Other Forms of Study 0




Having successfully completed the module you will be able to: a) recognise sustainability issues within a supply chain context; b) demonstrate understanding of the complex relationships that exist amongst the different agents and activities within an organisation’s value cycle; c) understand the need to adopt holistic strategies for sustainability.



Having successfully completed the module you will be able to: a) critically evaluate relevant theory and place it within the context of a range of organisations; b) appraise business models from a sustainable operations perspective and adapt existing value propositions to support more sustainable modes of operation.



Having successfully completed the module you will be able to: a) demonstrate effective written communication of complex ideas and arguments using a range of media, including the preparation of business reports; b) research and interpret complex and emerging theory in the sustainability arena.


a) Assessment type Coursework

b) Description Individual written report on the application of the


(free text 25 characters) theory taught on the course in an organisation or industry of the student’s choice.

c) Duration (free text 6 characters numerical only with decimal places)

3500

d) Percentage(free text 3 characters numerical only)

100

e) Supplementary Assessment As original

20. Outline SyllabusIssues covered include: The development of supply chain and logistics strategies. Supply network development and outsourcing. Transportation, warehousing, inventory management and distribution channel design. Supply chain behaviour and performance measurement. Product design for environmental sustainability. Logistics network design for product recovery. Information systems requirements. Remanufacturing/recovery operations design.

ACADEMIC RATIONALE FOR PROPOSED NEW MODULE (maximum 250 words)A commonly used model in marketing, operations and supply chain management is the value chain (Porter 1990). Business models that purport to address sustainability issues can be seen to extend both the value chain and servicisation models. With extended models such as servicisation companies seek to differentiate their product on the basis of the quality of the service offering and to leverage more profit by extending their role in the value chain. In this module the value chain ending with the customer is replaced with the value cycle, whereby the provision of functionality to the customer becomes the focus of business models and consumer driven reverse logistics. Although conceptually simple the change in emphasis from value chain to value cycle is expected to have profound implications for organisations. The ability to transform one to the other will depend on how effectively the design, marketing, operations and logistics functions develop the competencies needed to exploit new technologies and emerging concepts and engage consumers in a such a way that a sustainable value proposition is possible; i.e. create a business model that reuses, remanufactures and recycles end of life products effectively while satisfying consumers needs. As products reach the end of their economic life, high value parts and/or materials can be recovered. However, organisations must possess the capability to efficiently disassemble, refurbish and re-assemble products but incorporating these activities will significantly increase the complexity and cost of operations. For example, production planning and control becomes more difficult because of the increase in the number of product variants being processed; inventory management becomes more difficult because of the independent nature of demand and the unknown condition of the recovered products; the skills and capabilities of operations needed to accommodate increased product mix and product generations are more extensive. Reverse logistics are particularly complicated because rather than being concerned with distributing significant volumes as efficiently as possible through a restricted number of outlets, recovery involves small volumes of unknown quality from many points. Frequently, economies of scale can be more easily achieved by third parties who are able to reduce transportation costs and realise the economic benefits of scale in their operations. Therefore, inter as well as intra organizational relationships become an increasingly important issue for the SME. Similarly, the market’s acceptance of new business models is crucial to success so the market/design/logistics interface is more critical and complex than ever. This module will present range of business models and explore the supply chain implications. READING LIST This subject is still evolving and as a consequence a set text cannot be specified. The following texts are indicative only and will be referenced as appropriate. Due to the rapidly developing nature and complexity of this subject there is no single set text to support this module but students will be provided with guidance on reading during lectures, tutorials and via the virtual learning environment

T. Skjott-Larsen, P.B. Schary, J.H. Mikkola and H. Kotzab (2007) “Managing the Global Supply Chain”, 3rd Edition, Copenhagen Business School Press.

L.Gadde & H. Hakansson (2005) “Supply Network Strategies”, Wiley.

A. Rushton, P. Croucher and P. Baker (2008) “The handbook of Logistics and Distribution Management”, 3rd Edition, Kogan Press.

A supporting reading and leaning resource will be provided via Blackboard.

PLEASE NOTE: IF THIS MODULE IS NOT ASSOCIATED WITH A NEW PROGRAMME THAT WILL BE APPROVED VIA CART, YOU WILL NEED TO COMPLETE THE CHAIR’S ACTION PROFORMA AVAILABLE FROM THE PROGRAMME OFFICE.



Date:












Prof. K. Barber


R. Beach, New Lecturer

5. Module Title(maximum field length 120 characters)

Sustainable Operations

6. Module Type Normal delivery



For office use only



2011/12


For office use only


M


None


None

15. AimsA statement of the overall academic goal which the module is designed to enable students to attain. To provide students with the knowledge and skills to develop and operationalise business models/strategies within the appropriate frameworks to comply with future requirements for sustainability. The three aspects of sustainability (economic, social, environment) will be considered. To analyse critically the literature regarding sustainable operations, develop appropriate models based on the evidence available and to demonstrate how the models satisfy the sustainability challenge that will face organisations in the future. In this module students will be assisted in creating a personal vision of environmental sustainability and what this means in the business context.

16. Learning, Teaching and Assessment StrategyLearning will be directed, supported and reinforced through a combination of lectures, discussion groups, directed and self-directed study. Students will be expected to work in groups and to identify and agree areas of relevant interest within each group, to research the chosen topic and to present their findings for discussion in tutorials and as non-assessed and assessed work. Non-assessed work will receive formative feedback from module tutors and peers. This module is focussed strongly on research and group work. Assessment is by two pieces of coursework with peer assessment. The 6000 word Group report assesses LOs 1 a) b) c), 2 a) b), 3 a). The multimedia presentation assesses LOs 3 a) and b). The peer assessment assesses LO 3 b).17. Study HoursA breakdown in hours of the different teaching methods employed, in terms of options opposite:


Lectures 8Seminars/Tutorials 16Laboratory/Practical Classes 0Directed Study (to include time for assessment other than formal examinations) 76Formal Exams 0Other Forms of Study 0




1. Having successfully completed the module you will be able to: a) recognise sustainability issues in operations; b) research and synthesise data regarding sustainable operations and its effects; c) demonstrate understanding of the complex relationships of the different activities of a business and to adopt a holistic approach to the sustainability requirements.



2. Having successfully completed the module you will be able to: a) develop business models that directly address the operations aspects of the sustainability agenda; b) assess the models against defined key performance indicators.



3. Having successfully completed the module you will be able to: a) demonstrate effective listening, oral and written communication of complex ideas and arguments using a range of media, including the preparation of business reports; the effective use of multimedia technology to communicate complex business ideas. b) demonstrate your effectiveness in working as part of a team.


a) Assessment type(Coursework)

Assessment 1: CourseworkAssessment 2: Coursework

b) Description (free text 25 characters)

Assessment 1: multimedia presentationAssessment 2: 6000 word group report (with peer assessment)

c) Duration (free text 6 characters numerical only with decimal places) d) Percentage(free text 3 characters numerical only)

30%, 70%

e) Supplementary Assessment Individual report 3500 words


20. Outline SyllabusAn indication of the sub-areas of academic knowledge covered in the module, outlining how these areas will be developed during the module.(maximum field length 1570 characters, about 250 words)The module will follow the classic operations management taught structure including operations strategy, supply chains, reverse supply chains, product and process design, process improvement etc. but will redefine it in terms that will support an analysis for sustainability. This will be achieved within the overall framework of Agenda 21 and will include analysis of inputs to operations including: energy and commodities; product and service development; process development; business models and assessment of their associated risks and uncertainty. This module will integrate much of the syllabus content from other modules and act as a capstone module.

ACADEMIC RATIONALE FOR PROPOSED NEW MODULE (maximum 250 words)There is a developing interest in the concept of sustainability in academic circles as a research and taught subject. Evidence can be found for this in the increasing number of Business Schools including the subject in postgraduate programmes. These range from visiting lecturers for example Daniel Kammen at the Said business School, to full time departments such as The Sustainable Consumption Centre at Manchester Business School, and organisations established to understand the impact of sustainability on business eg: London Business School’s Responsible Business Club. The April 2008 edition of Management Today (p14) quotes Jonathan Slack (C.E. Association of Business Schools) “It is hard to overestimate the issue of climate change, global warming and sustainability to society, the business world and explicitly business and management education.” The article goes on to discuss the altering perception and expectations of students and that there is an explicit and increasing move towards sustainability, eco-friendliness and corporate responsibility.

This module will be a modified version of the module successfully developed for the MBA programme. The nature of the topic requires a very significant amount of effort to build a teaching and learning resource package to support the module as it cannot be supported by a single “core” text. The subject area is developing at a significant rate and many developments are controversial. This proposal is consistent with the universities Ecoversity status.READING LIST (please list here the SET TEXT for the module and any SUPPORTING TEXTS).This module will be primarily research based and there is no appropriate core text. However a significant teaching and learning resource package will be developed to support the module. Indicative reading includes; “Limits to Growth” Meadows et al (2006), “Small is Beautiful” Schumacher (1973 revised 1993), “Environmental Life Cycle Assessment of Goods and Services” Hendrickson et al (2006), “Alternative Energy Resources” Kruger (2006), “Managing the New Frontiers” Scott (2008).




Date:












Dr J Fairbrass

4. Additional Tutors (maximum field length 75 characters)5. Module Title(maximum field length 120 characters)

Corporate and Social Responsibility




For office use only



2011/12


For office use only


M


None


None

15. AimsA statement of the overall academic goal which the module is designed to enable students to attain. The module aims to establish a systematic knowledge and understanding of business ethics and sustainability, as informed by current research and business practice; to develop a critical awareness of the management and organisational challenges associated with the implementation of business ethics and sustainability at the level of the individual organisation; to develop a deep understanding of the drivers behind the development of business ethics/CSR and the roles of the different stakeholders in establishing the direction and rate of change.

16. Learning, Teaching and Assessment StrategyKnowledge will be disseminated a combination of formal lectures, group discussions, tutorials, seminars and directed reading. To facilitate learning, lectures and seminars will typically utilise case studies. This will be supported by the use of Blackboard. Oral feedback will be given during seminars. Written feedback will be given via assessment of individual coursework. Assessment for this module will take the form of an individual piece of coursework of 3,500 words that will test all of the learning outcomes shown below (1a, 1b, 1c, 2a, 3a, and 3b).








1a. Demonstrate a systematic and critical understanding of management knowledge and awareness of current business problems in relation to business ethics and sustainability, informed by current research and business practice;

1b. Demonstrate a broad and rigorous understanding of techniques associated with business ethics and sustainability.

1c. Demonstrate a critical awareness of the external political, economic, social and technological drivers of sustainability.




2a. Demonstrate an ability to evaluate critically current research and advanced scholarship in relation to business ethics and sustainability




3a. Demonstrate originality in tackling and solving business ethics and sustainability problems;

3b. Deal with complex issues both systematically and creatively, make sound judgements, and make effective and concise reports in writing.



Assessment 1: Coursework


Assessment 1: 3500 word report


100%



20. Outline SyllabusNB Education for sustainable development (ESD) is an explicit and core topic for this module.

Background to the debate surrounding business ethics and sustainability; Definition of key terms such as business ethics, sustainability, sustainable development, corporate citizenship and corporate social responsibility; Traditional and contemporary ethical theory; Stakeholder theory; Corporations, state and civil society; The firm as a 'political' actor; Duties and responsibilities of businesses - economic, social and environmental; state or self-regulation; risks of non-compliance; International regulatory environment: national, regional and international regulation and codes of practice; Stakeholders: shareholders, employees, consumers, suppliers, competitors, civil society and government; Future perspectives.

ACADEMIC RATIONALE FOR PROPOSED NEW MODULE (maximum 250 words)There is a developing interest in the concept of sustainability and CSR in academic circles as a research and taught subject. Evidence for this may be found in the increasing number of Business Schools who are including the subject in post graduate programmes. These range from visiting lecturers, for example, Daniel Kammen at the Said Business School, to full time departments, for example, The Sustainable Consumption Institute at Manchester Business School; as well as separate organisations created to understand and use sustainability, for example London Business School’s Responsible Business Club. The April 2008 edition of Management Today (pp14) quotes Jonathan Slack (CE. Association of Business Schools) as follows “It’s hard to overestimate the issues of climate change, global warming and sustainability to society, the business world and explicitly, business and management education.“ The article goes onto discuss the importance of “how sustainability is taught and how it is researched ”, discussing the altering perception and expectations of students and that there is an explicit and increasing move towards sustainability, eco-friendliness and corporate responsibility as areas of interest. This will be a new module but it will be based on the successful MBA module on CSR the learning and teaching style has been modified to suit the background and aspirations of MSc students. The nature of the topic will require a very significant effort to build a teaching and learning resource package to support the module as it cannot be support by a single core text. The subject is developing at a significant rate and many developments are controversial. The proposal is consistent with the University’s ‘Ecoversity’ status and the School’s mission statement which was amended to include CSR and sustainability in April 2010.This module is designed to encourage students to explore the subject and share the results of that exploration with others so that issues will be considered from a broad range of perspectives.READING LIST (please list here the SET TEXT for the module and any SUPPORTING TEXTS).

Crane, A. and Matten, D. (2010) 3rd edition Business Ethics – Managing corporate citizenship and sustainability in the age of globalization, Oxford: Oxford University Press. As this is a rapidly developing area additional reading will be introduced in the lecturers/tutorials and through Blackboard.

PLEASE NOTE: IF THIS MODULE IS NOT ASSOCIATED WITH A NEW PROGRAMME THAT WILL BE APPROVED VIA CART, YOU WILL NEED TO COMPLETE THE CHAIR’S ACTION PROFORMA AVAILABLE FROM THE PROGRAMME OFFICE.Approvals process (to be completed by the Graduate Programmes Office)


Date:












Dr Mark Van Hoorebeek


TBA

5. Module Title(maximum field length 120 characters) Applied Intellectual Property and Environmental Law




For office use only



2011/12


For office use only


M


None


None


The basic tenets of Intellectual Property and Environmental Law have widening application; although the dual topics may, at first appear to be disparate, both areas are underpinned by the foundations of legal control and both have a significant part to play in the modern design process.

The founding goal of this particular module is to provide a basic introduction to the concepts involved in legal regulation. These foundations are subsequently built upon to provide a practical knowledge and skill set to influence situations where intellectual property and environmental legislation have the capacity to impact on core efficiencies within a product life cycle.

This Masters stage module will link academic subjects into the rapidly changing complexities of the initial research and development stage, analyse the passage of new products to the market place and finally appraise the final end stage disposal of the depleted product.


The learning strategy will initially focus on the provision of the basic concepts of the sources of law, moving to more advanced practical based projects. The delivery strategies will include a mix of staff, group and individual facilitated study, with appropriate direction provided in each area to develop confident individuals with high quality achievements, skills and graduate attributes in the conceptual foundations and practical applications of Intellectual Property and Environmental Law. International and European Law will be used as the basis for the introduction and exploration of concepts that can used to assess/interpret cases rather than to teach students those specific laws. Appropriate support will be provided in both paper and electronic formats through Blackboard and a raft of related e-Learning objects. The modules specific learning, teaching and assessment strategies are further articulated within the module manual and are explicitly mapped to learning outcomes in module descriptors and the wider university aims.The weekly seminars and presentations assess LOs 1 a) b) e) f), 2 a) b). 3 a) b) c). The 2000 word individual assignment assesses LOs 1 b) c) d) e) f). 2 c). 3 a). 17. Study HoursA breakdown in hours of the different teaching methods employed, in terms of options opposite:


Lectures 12 Seminars/Tutorials 12 Laboratory/Practical Classes 0Directed Study (to include time for assessment other than formal examinations) 76 Formal Exams 0Other Forms of Study 0




Having successfully completed the module you will be able to exhibit a range of cognitive skills showing ability in both knowledge and understanding of the subject and intellectual ability in the analysis of the subject. The skills are modelled on Bloom's Taxonomy (1956) and include the ability to: a) Recall important information b) Explain important information c) Solve closed-ended problems d) Solve open-ended problems e) Create ‘unique’ answers to problems f) Make critical judgments about complex legal issues based on a sound knowledge base.



Having successfully completed the module you will be able to: a) explain the foundational concepts of public and private law, b) Understand how legal sources are constructed and administered, c) express complex theories in a range of appropriate styles, often making connections between in a variety of disciplines, for example how intellectual property and environmental law affects the concept of product life cycles.



Having successfully completed the module you will be able to a) think practically about the application of these concepts in a range of disciplines, b) work effectively as part of a team, regardless of group size, c) reflectively evaluate your learning and personal planning processes and take practical step to improve this process.


a) Assessment typeAssessment 1: Seminar participation and presentationsAssessment 2: Coursework

b) Description Assessment 1: A range of tailored approaches delivered within seminars to ensure students are fully engaged with the material and the group dynamic. This will include case analysis, preparing case summaries, summarising debates and justifying judgements/legal opinion. There will normally be four individual seminar presentations and two group presentations.Assessment 2: A written assignment based on a complex legal issue involving embedded patents or similar complex environmental issue that tests the learning outcomes in a holistic manner.

c) Duration Assessment 1: Weekly seminar presentations (30%)Assessment 2: 2000 words (70%)

d) Percentage 30%, 70%

e) Supplementary Assessment As original A case study of approx 3500 words looking at embedded patents in products. This may be an extension of the second assessment but it musyt contain significantly more detail in the analysis.

20. Outline SyllabusAn indication of the sub-areas of academic knowledge covered in the module, outlining how these areas will be developed during the module.Law and Legal SourcesIntellectual property The nature of intellectual property and in the product life cycle

Copyright - the protection conferred by copyright law; infringement; remedies and defenses.

The concept of registered designs; comparison with copyright; registration and ownership of designs.

Patents - the nature of registration of (requisites and procedures); infringement and remedies.

Environmental lawInstitutional and constitutional aspects of European Community environmental lawIntroduction and historical backgroundSources of European Community environmental lawEnvironmental protection in the form of sustainable development as a goal of European Community policy and lawPrescription and implementation of environmental principles.Integrated pollution, prevention and controlWaste: Definition, movement and disposalCivil liability for environmental damage


ACADEMIC RATIONALE FOR PROPOSED NEW MODULE

Business is constantly exposed to new challenges to remain competitive. Two of the legal areas that can present significant challenge to efficient business are Intellectual Property and Environmental law.

Facets of the intellectual property system have close relationships to innovation and competitiveness on a national scale, therefore there is significant governmental interest in how to improve the complex interrelated patent processes to encourage overall innovation, accompanying research and development and in turn the country’s productivity. For example the patent system is economically important, affecting key industrial sectors in virtually all stages of production. Its influence permeates the manufacturing process across all sectors, from the primary activities of experimentation, invention and extraction of raw materials, through research and development to the manufacturing stages of production, before finally protecting the product in the market place. Environmental law continues to increase in significance, and impacts at all stages of the pre-mentioned manufacturing processes, this module will provide a foundation in the general law concepts and then deal with intellectual property and environmental law from a process perspective. This will enable the module to provide a dynamic, flexible and relevant addition in support of the MSc programme.

READING LIST

Due to the rapid rate of progress in both of these fields a reading list is quickly rendered obsolete. The reading list will be released at a later date. PLEASE NOTE: IF THIS MODULE IS NOT ASSOCIATED WITH A NEW PROGRAMME THAT WILL BE APPROVED VIA CART, YOU WILL NEED TO COMPLETE THE CHAIR’S ACTION PROFORMA AVAILABLE FROM THE PROGRAMME OFFICE.

Approvals process (to be completed by the Graduate Programmes Office) Graduate Programmes Committee (or Chair’s Action)

Date:





Module Title: Entrepreneurship and Innovation

Module Credit: 10









Principal Co-ordinator: Dr Nigel Lockett




Aims:To provide participants with a strong connection between the theoretical understanding of issues relating to entrepreneurship, corporate venturing, innovation and business development and the experience of the new venture creation. By exploring both the theory and reality this module provides opportunities for participants to develop and demonstrate knowledge and understanding of the process of entrepreneurship, innovation and entrepreneurial management. In order to experience this process participants will work in groups to develop a new venture by using key concepts and theory.

Learning Teaching & Assessment Strategy:The module will combine the following elements: lectures with handouts to cover the essential concepts and topics; class discussion; group working; new venture simulation; analysis of contemporary case studies; videos; guest speakers. All teaching will be supported by information supplied on Blackboard, the virtual learning environment. The lectures and tutorial will ensure the students experience different learning opportunities both individually and in small groups.More specifically, learning outcome 1 involves exposure to the theoretical knowledge of entrepreneurship and innovation and theoretical approaches that inform practice and challenges from the perspectives of both the entrepreneur and entrepreneurial manager. This will be supported by lectures, tutorials and individual assessment (summative). Learning outcome 2 will involve gaining critical appreciation and understanding of the entrepreneurial process, through working in groups, and the ability to critically analyse, challenge and assess the contemporary approach taken to entrepreneurship and innovation. This will be supported by lectures, tutorials, guest speakers and group assessment (summative). The largely formative learning outcome 3 involves gaining transferable skills by working in small groups to achieve a specific task, preparing and giving presentations, using a new venture simulation, researching emerging technologies and writing reports.

Study Hours:




Learning Outcomes:



Critically discuss theoretical knowledge of entrepreneurship and innovationUnderstand the theoretical approaches that inform practice and challenges from the perspective of the entrepreneur or entrepreneurial manager



Demonstrate a critical appreciation and understanding of the entrepreneurial processCritically analyse, challenge and assess the contemporary approach taken to entrepreneurship and innovation



Work successfully in groupsPrepare and give presentationResearch emerging technologiesWrite reports

Mode of Assessment:


Coursework 30%

Description

Presentation and 2,000 word Group report


Coursework 70%

Description


Outline Syllabus:Introduction to entrepreneurship and innovationThe Entrepreneurial Roadmap: Founder; team; opportunity; process; resources; Perceptions of entrepreneurship and small business; The Entrepreneurial Mind: Dominant themes; concept of apprenticeship; Psychology of the Entrepreneur; The House that Branson Built: From Counter-culture to Corporate Culture Case Study; The Founder; The iconic entrepreneur; Branson`s Virgin: Entrepreneurship in Action; Leadership in small businessesEntrepreneurship opportunity; Entrepreneurial Process: Timmons Model; Business Models;

Innovation challenge; Mullins Domains Model: Market, industry and team; The innovation challenge workshop; Entrepreneurship team; New venture team and personal ethics; Social capital and networks; Social Entrepreneurship; Family business and succession planningExit strategies; Process and resources; Marketing in for start-up companies; Resources and finance; Business planning; Contemporary issues; Strategy and small business; E-Business, ICT and small business; Guest speakers used to support lectures

Version No: 1








Prof. K. Barber


R. Beach, New Lecturer


Environmental Management and Quality Systems




For office use only



2011/12


For office use only


M


None


None

15. AimsA statement of the overall academic goal which the module is designed to enable students to attain. To consider all of the key factors that impact on Quality and Environmental Systems implementation and to critically assess their roles in improving the environmental performance of a company. To examine in detail the process of quality management and environmental management system implementation and the stages involved. To demonstrate the integration of ISO Standards 19000:2000 and 14000. To understand how these international standards are consistent with the concept of sustainable development and compatible with diverse cultural, social and organizational frameworks and systems of management. The special needs of small and medium-sized enterprises (SMEs) will be addressed in relation to these complex and demanding standards.

16. Learning, Teaching and Assessment StrategyLearning will be directed, supported and reinforced through a combination of lectures, discussion groups, directed and self-directed study. Case studies will be used extensively. This module is focussed strongly on the application of theory and barriers to implementation. Students will be engaged directly in solving practical problems so there is a very significant element of problem based learning in this module. Assessment is by a single piece of individual coursework, which will require students to develop an integrated Quality Management and Environmental Management System for a defined company. This will test the learning outcomes set out below: 1 a) b). 2. 3.17. Study HoursA breakdown in hours of the different teaching methods employed, in terms of options opposite:






1. Having successfully completed the module you will be able to: a) Critically examine factors relating to the implementation of integrated quality and environmental management systems. b) assess the impact of international standards and identify best practice and demonstrate a systematic understanding of the processes involved in implementing of complex systems and performance metrics.



2. Having successfully completed the module you will be able to: critically examine and evaluate the relevant theory and standards within the context of a range of organisations.



3. Having successfully completed the module you will be able to: demonstrate effective written communication of complex ideas and arguments using a range of media, including the preparation of business reports; research and interpret complex legislation and international standards.



Assessment 1: Coursework


Assessment 1: 3500 word report


100%



20. Outline SyllabusAn indication of the sub-areas of academic knowledge covered in the module, outlining how these areas will be developed during the module.(maximum field length 1570 characters, about 250 words)Quality Planning and Improvement Processes. Environmental Management Systems. ISO 19000:2000 and 14000 standards. Problems facing SMEs. Case studies in the Public Sector. Case studies in the Private Sector. Models of system integration and implementation and assessment of their associated risks and uncertainty.

ACADEMIC RATIONALE FOR PROPOSED NEW MODULE (maximum 250 words)As concern grows for continually improving the quality of the environment, organizations of all types and sizesare increasingly turning their attention to the environmental impacts of their activities, products and services.The environmental performance of an organisation is of importance to internal and external stakeholders.Achieving sound environmental performance requires organisational commitment to a systematic approach andto continual improvement of an environmental management system (EMS). This module describes the elements of an environmental management system and provides students with guidance on how to establish, implement, maintain or improve an environmental management system. Such a system can substantially enhance an organisation's ability to anticipate, identify and manage its interactions with the environment, meet its environmental objectives and ensure ongoing compliance with applicable legal requirements. Case studies and approaches are presented throughout this module for illustrative purposes. When designing and implementing or improving an environmental management system, organizations need select approaches that are appropriate to their own circumstances, this module demonstrates a process based approach to quality management based on ISO 19000:2000 and how it can be integrated with ISO 14000. Environmental management is an integral part of an organization's overall management system the design of an environmental management system is an ongoing and interactive process based on sound quality management principles. The structure, responsibilities, practices, procedures, processes and resources for implementing environmental policies, objectives and targets can be coordinated through quality processes and adopting the principles of Quality Management..

This proposal is consistent with the universities Ecoversity status.READING LIST (please list here the SET TEXT for the module and any SUPPORTING TEXTS).

The nature of this topic is such that it is not appropriate to recommend a set text. The subject area is developing very rapidly and this module integrates two very substantial areas of operation that are essential for all manufacturing and service businesses. The use of ISO standards is integrated into this module, they are complex very expensive and change rapidly. Students will be guided to appropriate reading during lecturers, tutorials and via the virtual learning environment.

TQM: Text with Cases (3rd Edition), J.S. Oakland, Elsevier, 2003, ISBN 0 7506 57405

Total Quality Management Blueprint (Business Blueprints), B G Dale & H Bunney, Blackwell, 1999,

ISBN 0 631 19577 7 Environmental Management Systems, BSI (on CD), 2006

ISO 14000, Environmental Management, ISO (on CD), 2005, ISBN 92 67 10412 2

The complex nature of this module will require a significant teaching and learning resource to be set up on Blackboard.

PLEASE NOTE: IF THIS MODULE IS NOT ASSOCIATED WITH A NEW PROGRAMME THAT WILL BE APPROVED VIA CART, YOU WILL NEED TO COMPLETE THE CHAIR’S ACTION PROFORMA AVAILABLE FROM THE PROGRAMME OFFICE.Approvals process (to be completed by the Graduate Programmes Office)


Date:





Module Title: Performance Management Fundamentals

Module Credit: 10









Principal Co-ordinator: Olga Matthias

Additional Tutor(s): (New Lecturer)



Aims:1. To examine the role of Performance Management in ensuring effective business performance.2. To consider how a culture of suitable measurement can be established and how sustainable performance can be embedded.

Learning Teaching & Assessment Strategy:Student learning is through a combination of lectures, seminars, tutorials and group work, as well as guided private study. Students will be directed to appropriate primary and secondary sources and will be required to perform research to apply to specific issues as assigned in class. This will require analysis and synthesis for presentation in class, where oral feedback will be given.

All teaching will be supported by information supplied on Blackboard, the virtual learning environment

Study Hours:




Learning Outcomes:



Demonstrate a systematic understanding of the processes involved in the development and implementation of Performance Management systems.



Analyse and evaluate different Performance Management methodologies; assess the benefits and drawbacks inherent in the implementation of Performance Management Systems; predict the impact of performance management frameworks.



Synthesise and analyse data and information and evaluate its relevance and validity in the context of a particular organisation.

Mode of Assessment:



Description

Examination - closed book (1 hour)


Coursework 50%

Description

Coursework - Individual assignment (2,000 words)

Outline Syllabus:Introduction to the concepts and principles of Performance ManagementHow Performance Management can influence the shape of the businessPerformance Management and business strategyDeveloping and applying measuresPerformance management and measurement tools and methodologies including Quality Management Frameworks Customer relationship management and measurementEmployee performance managementSupplier management

Version No: 2

Module Title: Management of Change

Module Credit: 10









Principal Co-ordinator: Dr. David Spicer




Aims:To provide a framework for a critical of understanding the issues associated with managing change in organisations and to provide opportunities for reflecting on real change in organisations.

Learning Teaching & Assessment Strategy:Seminars, tutorials and workshops. To incorporate practical exercises, case studies, presentations and group work.

Study Hours:




Learning Outcomes:



1. Understand the change process, their own and others response/reaction to it and how these might be modified.2. Subject-Specific Skills:


2. Identify the environmental influences on change.



3. Assess the implementation of change within organisations.Mode of Assessment:



Description

Closed book exam


Coursework 30%

Description

Individual coursework 1500 words

Outline Syllabus:The nature of change. Cultures for change. Drivers of change. Reactions to change. People and change. Leadership of change. Models of change.

Version No: 4








Dr Zahid Hussain



Information Systems Planning for Sustainability




For office use only



2011/12


For office use only


M


None


None


To have a comprehensive understanding of information systems (IS) planning for sustainability. To develop skills in analysing and planning the uses of IS in organisational operations to yield better sustained efficiencies and environmental effectiveness. To assess the costs and benefits of acquiring and maintaining IS.


Learning will be facilitated through a core book, complimented by online materials and activities via Blackboard. Students will be directed to cover academic material, short cases and activities to reinforce understanding.

The assessment of this module takes the form of a portfolio assignment that requires an application of the module concepts to practical situation(s). The purpose of the assignment is to help you to apply theoretical concepts to practical situation(s) or (an) organisation(s) of your choice. The portfolio approach assesses all the leaning outcomes listed below 1. 2 a), b). 3 a), b).







Having successfully completed the module you will be able to: Demonstrate a comprehensive understanding of information systems planning, the process of acquiring them and the contextual and environmental complexities of their use.



Having successfully completed the module you will be able to:a) demonstrate an in-depth awareness of business needs and environmental costs of information systems and appropriate methods and approaches of their planning.

. b) analyse the strategic needs for IS and make appropriate decisions surrounding the deployment of IS solutions with sustainability in mind.



Having successfully completed the module you will be able to: a) demonstrate research and analysis skills.

. b) demonstrate the ability to write concise reports intended for senior managers.



Coursework

b) Description One portfolio relating sustainability theory to an


(free text 25 characters) organisations IT use. Assignmentc) Duration (free text 6 characters numerical only with decimal places)

3500

d) Percentage(free text 3 characters numerical only)

100


20. Outline SyllabusAn indication of the sub-areas of academic knowledge covered in the module, outlining how these areas will be developed during the module.(maximum field length 1570 characters, about 250 words)

The syllabus aims to develop a student’s understanding of how information systems can help an organisation to yield greater value from its information resources. It covers the following aspects:

Detailed understanding of information and information systems (Different levels and types of information systems used in organisations and, the integration between them. Also the competitive advantage leveraged through their sustained use).

Strategic understanding of the role of information management, knowledge management and information systems strategies in deployment of information systems (A detailed focus on different strategies and approaches used in their creation). Also a critical review of information systems planning frameworks and tools.

Detailed understanding of the business and environmental costs and benefits of acquiring and using information systems (A detailed focus on IT investment and short/long term environmental costs).

ACADEMIC RATIONALE FOR PROPOSED NEW MODULE (maximum 250 words)

Information systems are important resources for modern organisations and are crucial for their survival. This module aims to develop strategic awareness of the role of information systems in organisations and highlights the need for sensitive and flexible planning of these. This module would entail paying particular attention to flexible and sensitive IS planning with sustainability, renewal and environment in mind, where IS investment has to be linked to organisational needs and its use of energy more closely rather than just external trends. The module would raise student awareness about leveraging benefits from new and existing technology (for example acquiring and enhancing the systems that help to lower costs and externalities, i.e use of wireless networking, modularised systems, energy efficient systems) with a particular attention to flexibility, performance, system minimising the resource use, and requirements management.

READING LIST (please list here the SET TEXT for the module and any SUPPORTING TEXTS).

Set Text:Hussain Z (2008), Strategic Information Systems, Pearsons (ISBN: 978-1-84776-143-9)

Core Reading:Cassidy A (1998), A Practical Guide to Information Systems Strategic Planning, St Lucie Press.(ISBN: 1-57444-133-7)

Hilty, L.M., Seifert, E.K. Treibert, R., Seifert, E.K. (2005), Information Systems for Sustainable Development, Idea Group Publishing (ISBN-13: 978-1591403425)

Additional Reading:Boddy D, Boonstra A and Kennedy G (2005), Managing Information Systems: An Organisational Perspective, Prentice Hall.(ISBN: 0-273-68635-6)

Galliers RD and Baets WRJ (1998), Information Technology and Organisational Transformation: Innovation for the 21st Century Organisation, John Wiley and Sons.(ISBN: 0-471-97073-5)

Galliers RG and Leidner DE (2003), Strategic Information Management: Challenges and Strategies in Managing Information Systems, Elsvier Butterworth-Heinemann.(ISBN: 0-7506-5619-0)

Holbeche L (2006), Understanding Change, Elsvier Butterworth-Heinemann. (ISBN: 0-7506-6341-3)

Lucey T (1997), Management Information Systems, Letts.

McKeen JD and Smith HA (1996), Management Challenges in IS, Wiley.(ISBN: 0-471-96516-2)

Pearlson KE and Saunders CS (2004), Managing and Using Information Systems: A Strategic Approach, Wiley.(ISBN: 0-471-45214-9)

Peppard J (1993), I.T. Strategy for Business, Pitman Publishing.(ISBN: 0-273-60024-9)

Richards, D.J., Allenby, B.R. and Dale, W.(2001) (Ed) Information Systems and the Environment, National Academy of Sciences, Authors: National Academy Press (ISBN-13: 978-0309062435).

Robson W (1997), Strategic Management and Information Systems: An integrated approach, Prentice Hall.(ISBN: 0273-61591-2)

Ward J and Peppard J (2002), Strategic Planning for Information Systems, 3rd Edition, Wiley. (ISBN: 0-470-84147-8)




Date:





Module Title: Dissertation

Module Credit: 60

Module Code: MAN4018Z


Teaching Period: March Intake Programmes



Module Type: Dissertation



Principal Co-ordinator: Directors of Study




Aims:1. To enable students to apply knowledge and experience gained in the taught component of the course to a relevant topic or project.2. To provide awareness and understanding of different approaches to management research and experience of dealing with practical issues in conducting a major research project

Learning Teaching & Assessment Strategy:Students are expected to devote some 600 hours of personal study to the project with the assistance of a member of the academic staff

Study Hours:




Learning Outcomes:



1. Knowledge of research methods and processes, together with deepening of knowledge in a particular area of management



2. Skills in key research tasks such as empiricism, data analysis, judgement and writing to deadlines



3. Skills in self-management and motivation

Mode of Assessment:


Dissertation or Project Report 100%

Description

22,000 word (max.) dissertation. Criteria: literature review, methodology, fieldwork, analysis, findings, contribution.

Outline Syllabus:As part of the process of completing the dissertation students are expected to produce a research proposal in semester 2b prior to embarking on the project, utilising the knowledge and skills from the Research Methods Workshop. This prior is reflected in the marking scheme for the project

Version No: 2

Appendix BCurriculum Maps

1. Curriculum map

This table shows in which modules the main learning outcomes are developed and/or assessed:

Programme Learning OutcomesStage Module LO1 LO2 LO3 LO4 LO5 LO6 LO7 LO8 LO9 LO10

1 MAN4134M A A A S1 MAN4154M A A A A1 MAN4222M A A A A1 MAN4139M A A A A1 MAN4254M A A A A A1 MAN4146M A A A A2 MAN4148M A A A A2

Dec. Support

New module

A A A A S

2

Sust. Sup.Chain

New module

A A A A A S A

2

Sust Ops.

New Module

A A A A A A A A A

2

CSR

New Module

A A A A A

2

IP & Env Law

New module

A A A A A

2 MAN4284M A A A A2

EM & QS

New module

A A A A S

2 MAN4175M A A A S S2 MAN4144M A A A2

ISPfS

New module

A A A A A

3 MAN4018Z A A A A A A A A A A

Notes:

A = this outcome is formally assessed in the module

S = this outcome is explicitly supported in the learning and teaching but is not formally assessed

LO1 Demonstrate a broad understanding of the context in which organisations conduct their business and how the business environment determines strategic and operational decisions.

LO2 Demonstrate a critical awareness of the external political, economic, social and technological drivers of sustainability.

LO3 Demonstrate a detailed knowledge and understanding of the internal operational factors that both constrain and facilitate an organisation’s ability to develop sustainable business strategies.

LO4 Demonstrate a detailed knowledge in a subject specific area of operational sustainability and a clear understanding of how the skills and knowledge gained in their initial discipline could be deployed to pursue an environmentally sustainable agenda.

LO5 Demonstrate the ability to design, conduct and manage team and individual based research to enhance understanding of environmental sustainability issues within a business context.

LO6 Demonstrate the ability to collect synthesise and critically appraise emerging information and knowledge pertaining to environmental sustainability using both qualitative and quantitative techniques, and use this to inform decision making in an organisational context..

LO7 Demonstrate the ability to address complex operational problems using appropriate theoretical models, frameworks and decision support techniques and to proffer solutions that fit within the broader business context.

LO8 Demonstrate the ability to recognise and address the ethical and corporate social responsibilities that emerge as consequence of an organisation adopting an environmentally sustainable agenda.

LO9 Act as an agent for change and demonstrate the ability to promote more environmentally sustainable forms of business.

LO10 Demonstrate the ability to communicate complex ideas clearly, both orally and in writing to a broad range of recipients.

2. Assessment map

This table shows the methods of assessments used across different stages and modules:

Methods of Assessment

Stage Module 1 2 3 4 5 6

2a 2b 3a 3b 4a 4b

1 MAN4134M X

1 MAN4154M X X

1 MAN4222M X X

1 MAN4139M X

1 MAN4254M X

1 MAN4146M X X

2 MAN4148M X X

2Dec.

Support

New module

X X

2Sust.

Sup.Chain

New module

X

2Sust Ops.

New Module

X X X

2CSR

New Module

X

2IP & Env

Law

New module

X X

2 MAN4284M X X

2EM&QS

New module

X

2 MAN4175M X X

2 MAN414M X X

2ISPfS

New module

X X

3 MAN4018Z X

1. Closed Book Examination

2. Coursework: 2a Individual; 2b Group

3. Presentation: 3a Individual; 3b Group (Includes multimedia presentations)

4. Portfolio or learning log (Includes E-portfolio)

5. Workshop or software development

6. Peer Assessment

3. Teaching mapThis table shows the main delivery methods which are used across modules and stages

Teaching Methods Stage Module 1 2 3 4 5

1 MAN4134M X X X1 MAN4154M X X X X1 MAN4222M X X X X1 MAN4139M X X X1 MAN4254M X X X1 MAN4146M X X X2 MAN4148M X X X2

Dec. Support

New module

X X X X

2

Sust. Sup.Chain

New module

X X X

2

Sust Ops.

New Module

X X X X

2

CSR

New Module

X X X X

2

IP & Env Law

New module

X X X X

2 MAN4284M X X X X2

TQM&EM

New module

X X X

2 MAN4175M X X X X2 MAN4114M X X X2

ISPfS

New module

X X X

3 MAN4018Z X

Notes:1 Lecture2 Staff-led small Groups3 Workshop or practical session4 Guided research5 Peer to peer learning and development

1 · web viewa case study of approx 3500 words looking at embedded patents in products. this may be...

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