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TRANSCRIPT
CONTENTS
Welcome from Acting Dean of Business School
1. COURSE LEADER INTRODUCTION
2. BRIGHTON BUSINESS SCHOOL
3. COURSE MANAGEMENT AND ADMINISTRATION
3.1 Course management team, programme board and examination board3.2 Communications between staff and students3.3 Where to turn for advice and guidance3.4 Student representation and feedback3.5 Annual academic health process
4. COURSE STRUCTURE AND CONTENT
4.1 Course philosophy, aims and learning outcomes4.2 Course structure and content4.3 Academic calendar4.4 Teaching and learning methods
5. COURSE ASSESSMENT 5.1 Nature of assessment5.2 Coursework marking guidelines5.3 Coursework presentation5.4 Referencing your work5.5 Coursework word limit and word ranges5.6 Coursework submission5.7 Late coursework5.8 Coursework extensions5.9 Return of coursework5.10 Examination timetables5.11 Examination past papers5.12 Use of dictionaries in examinations5.13 Examination results5.14 Mitigating circumstances5.15 Plagiarism, collusion and cheating in examinations5.16 Appealing the decision of an examination board
6. COURSE SPECIFIC REGULATIONS
6.1 Admissions 6.2 Minimum pass mark & referrals6.3 What happens if I then fail a referral?6.4 Compensation within modules (qualified pass)6.5 Progression regulations6.6 Deferrals6.7 Calculation of the final mark for the degree classification6.8 Awards (including exit awards)6.9 Registration periods
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6.10 Intercalation
7. LIBRARY, COMPUTING AND MEDIA SERVICES7.1 The library service7.2 Library services to part-time students7.3 The Online Library7.4 Computing services for students based at Moulsecoomb7.5 Media Centres7.6 Studentcentral7.7 ASK Study Guide7.8 Useful web addresses
8. STUDENT SERVICES
9. STUDENT ENTITLEMENTS AND RESPONSIBILITIES
9.1 Student Charter9.2 Brighton Business School – Attendance and Engagement policy9.3 Disability statement9.4 Fire evacuation9.5 Observing copyright laws
APPENDICESAppendix 1: MBA Module GuideAppendix 2: Academic CalendarAppendix 3: StudentcentralAppendix 4: Action LearningAppendix 5: Management Competency ProfileAppendix 6: University Maps
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Welcome from Professor Aidan Berry, Acting Dean of the Business School
I am very pleased to have this opportunity to welcome you to the Faculty of Business at the
University of Brighton. As Dean of the Business Faculty I am proud of our recent success in
positioning the Business School a leading local and regional MBA provider within a successful
university. The University of Brighton improved its ranking by 21 places in the 2008 RAE and
the Business School was in the upper quartile of Business Schools in terms of the percentage
of 4* (world leading) research.
Our mission statement clearly sets out the underpinning teaching and learning philosophy that
will be governing your study whilst on the MBA programme.
“Brighton Business School is a professional business school that aims to be a leading provider of exciting and relevant management and professional education that makes a positive difference to current managers and potential leaders of the future, which is underpinned by appropriate research and which adds value to individuals, employers and society at large.”
The strength of the Brighton MBA within the Business School context lies in its connections
with business, the public service and professional bodies, its growing research base and its
staffs’ capability to make significant organisational impact through teaching that is grounded in
theory and its application to practice. The Brighton Business School considers it a priority to
add sustainable value to its stakeholders through well designed and high quality teaching and
learning provision. I hope that you will prosper as a student on our Brighton MBA both with
regards to your professional and personal development but also that you will also be able to
build on the learning and networks in the future, long after the completion of the course.
Professor Aidan Berry
Acting Dean of Business School
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1. COURSE LEADER INTRODUCTION
In a dynamic, competitive and constantly changing business environment, the requirement for leadership, quality, innovation and creativity presents a continuing challenge. The Master of Business Administration programme (MBA) is designed to help managers to meet that challenge. As it has evolved over the years the MBA programme has helped managers develop the abilities required to optimize organizational performance with the constant change of the modern business world. During the summer 2012 the latest review of the MBA programme took place to ensure a relevant, exciting and challenging action approach to problem solving aiming at developing and enhancing the skills of improving organisational performance.
The programme is organised into a set of core MBA modules shared across all MBA routes, a set of course specific modules and a Final Integrative module with a course specific focus. The MBA programme has been designed with flexibility of attendance and progression in mind.
This design ensures that students benefit from the diversity of experience and cultural backgrounds from a range of local, national and international participants whilst retaining a personalised teaching and learning approach.
Management education is an important element in a manager's professional development and can often be a route to fast-track promotion. However, within the design as a whole, the importance of personal development has also been recognised with the theme of personal and professional reflection on practice being present throughout the programme.
The remainder of this document will give you information about the overall MBA Programme and especially your chosen MBA course and its administration. However, its contents should be seen as an overall guide only, since some changes will inevitably be made to the published details to ensure that the programme continues to be of the highest quality. The design of the block route is constantly reviewed through interaction with existing and past students as well as local organisation in order that the course continues to reflect the constantly changing nature of management and the challenges facing managers working within this context.
Finally, we would like to welcome you to the Brighton MBA Programme and express our hope that your time on the programme will prove to be stimulating, challenging, rewarding and most of all, enjoyable.
This handbook will stay with you for the duration of your MBA study - we hope you will find the format very helpful and informative. As you progress through the course new information will be sent to you to add into this handbook.
On behalf of Brighton MBA Management Team
Graham Clifford, MBA Course Leader: Part Time, Leadership and Knowledge & Innovation ManagementJim Mcloughlin, MBA Course Leader: Full TimeKeith Perks, Assistant Head of School, Postgraduate ProgrammesTove Steen Sørensen-Bentham, MBA Programme Leader and Course Leader: Public Service Management
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2. BRIGHTON BUSINESS SCHOOL
2.1 Your school is Brighton Business School. The acting Dean of Brighton Business School is Professor Aidan Berry. More information about the work of the School may be found on the school web site at: www.brighton.ac.uk/bbs
The Business School’s contact details are:
Brighton Business SchoolUniversity of BrightonMithras HouseLewes RoadBRIGHTONBN2 4AT
Tel: (01273) 600900 (Switchboard)Fax: (01273) 643597
2.2 The purpose of this course handbook is to provide you with key information about your course, including administrative and academic procedures, and to give you some practical advice on how to make the most of your studies and to explain what to do if you experience any difficulties. Please read the handbook very carefully and keep it at hand for future reference.
Other key documents that you should be familiar with are:
the University of Brighton Student Handbook;
the University of Brighton Plagiarism Awareness Pack;
the Brighton Business School Referencing Handbook;
the University of Brighton General Examination and Assessment Regulations (GEAR).
Copies of all these documents are accessible in electronic format on the University’s student intranet, Studentcentral (see 7.6 below), via your Course Area. You will also be provided with paper copies of the University Student Handbook and the University Plagiarism Awareness Pack.
Because of increasing incidents of cases of plagiarism both in this university and others, you are strongly urged to carefully read the Plagiarism Awareness Pack. Penalties for plagiarism can be very harsh and ignorance is no defence! The University has access to special software which can detect plagiarism and we will be using this at random throughout the year at all levels, so you have been warned.
If you would like to see any other items included in your course handbook please contact the Postgraduate Office ([email protected]) and, whilst we cannot promise to change things straight away, we will do our best to improve the handbook in future years.
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3. COURSE MANAGEMENT AND ADMINISTRATION
3.1 Course management team, course board and examination board3.2 Communications between staff and students3.3 Where to turn for advice and guidance3.4 Student representation and feedback3.5 Annual academic health process
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3.1 Course management team, course board and examination board
3.1.1 Course management team
Responsibility for the day-to-day running of your course lies with the course management team, comprising your course leader, your course administrator, and the members of staff teaching on the course. Their contact details are as follows:
Staff Directory: The Programme Team
Tove Sørensen-Bentham01273 642577 MBA Programme Leader & Course Leader PSMt.sorensen-bentham@brighton Tove has worked in senior management in the public and .ac.uk independent sectors since 1982.Room M112 She has an LLM and an MSc Social Policy.
Tove was a non-executive director of local NHS organisations from 1996 – 2006.She is currently a governor of a secondary schooland has just been appointed associate hospital manager of a mental health NHS trust. She is chair of pharmacy committees in East & West Sussex plus South London and has chaired a number of external reviews and enquiries on behalf of the NHS into serious incidents and service issues. She is particularly interested in issues around strategy, quality, change, leadership and management development. She is the MBA Programme Leader.
Graham Clifford01273 [email protected] MBA course leader, PT, Leadership, Knowledge &
Innovation Management Graham has worked in the motor, electronics, transport andengineering industries. He has operated as director and as general manager and has extensive first hand experience of finance, IT, acquisitions, disposals and change management. He has managed companies for growth and turnaround. His interests are in strategy, business ownership, management buy-outs and turnaround.
Jim Mcloughlin6
01273 642573j.g.mcloughlin@brighton MBA & MBA (International Management) Course Leader,
Full TimeJim worked as a Business Analyst at Deloittes Touche, Italian Swiss Wine Corporation and Shacklee corporation, San Francisco (USA). He is head of the CUBIST Research and consultancy group which researches social enterprise strategies, social finance, corporate responsibility and social innovation. He is a principal lecturer in strategic management and economics. He has been a visiting lecturer in numerous international universities including the following countries: Russia, Poland, USA, Jamaica, Italy, France, Azerbaijan, Kazahkstan & Slovakia. He is an adviser on social impact measurement to European Microfinance Network ( EMN), The Community Development Finance Association (CDFA) and Hidden Britain and the Brighton based Dialogue 50:50 group. He has advised UNESCO World Heritage on social impact measurement.
Keith [email protected] Assistant Head of Brighton Business SchoolRoom M119 Keith has an MBA from Manchester Business School and a
PhD in International Marketing Strategy from Loughborough University. He has extensive top management experience and was Business and Planning Manager with the Cummins Engine Group at their European Headquarters in France. He has published extensively in international journals such as the International Business Review, Strategic Change and Corporate Communications: An International Journal and is on the editorial review board for Industrial Marketing Management and is a reviewer for several international journals. In 2008 he was the Chair of the European Marketing Academy Conference.
Carolyn Smith Room M159 Programme Administrator 01273 642947 Carolyn previously worked for The Society of Motor [email protected] Manufacturers and Traders Ltd, based in London, as
Product and Services Manager from1988 to 2000. Carolyn joined the Business School in January 2001, working part-time, Monday 8.30 until 2.30 and Wednesday and Thursday 9.15 til 2.30pm.
Bruce Samuel Room M159 Programme Administrator01273 642794 Bruce studied Library and Information Studies at the [email protected] University of Brighton and has spent many years working in
the charitable sector. He switched to the education sector and started working for the University of Brighton. He has worked as a programme administrator for the last 3 years, initially in the School of Education and more recently in the Brighton Business School. Bruce has an MSc in Information Management, is an amateur competitive racing cyclist and is a strong believer in the merits of team work. Bruce works full-time in the Postgraduate Office.
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Postgraduate OfficeTel: 01273 642197Fax: 01273 [email protected] M159, Mithras House
Postgraduate Office – MBA EnquiriesThe postgraduate office is based in room 159 on the first floorof Mithras House on the University’s Moulsecoomb campus.The office is open Monday - Thursday from 8.30am to 5.00pmand Friday from 8.30am to 4.30pm. Mithras House buildingitself is open Monday to Thursday until 9.00pm and Friday until7.00pm during term-time and Monday to Friday until 7.00pmduring vacation periods.If the programme administrator is not available, please contactthe office on the details provided here to deal with anothermember of the postgraduate admin staff.Please note that the office will be closed over the Christmasperiod.
TUTORS: Profiles of academic staff may be found on the School website at: http://www.brighton.ac.uk/bbs/contact/academic.php
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Tutor Name Responsibility Tel. Number Email Address
Peter Bell Principal Lecturer 2341 [email protected]
Veronique Boulocher-
Passet
Senior Lecturer 1763 v.boulocher-
Sian Eggert Senior Lecturer 2547 [email protected]
Clair Fisher Visiting Lecturer Direct to
BBS
Brenda Flaherty Part-Time Lecturer [email protected]
Steve Flowers Principal Lecturer 1273 [email protected]
Julie Flower Visiting Lecturer [email protected]
Paul Grant Senior Lecturer 2575 [email protected]
Rob Hayward Senior Lecturer 2586 [email protected]
Walter Heering Senior Lecturer 2581 [email protected]
Mark Hughes Senior Lecturer 2574 [email protected]
Joanna Johnson Principal Lecturer 2232 [email protected]
Jenny Knight Senior Lecturer 2973 [email protected]
Barry Lee Scherer Principal Lecturer 2196 [email protected]
Catherine Matthews Senior Lecturer 2845 [email protected]
Pete Mccullen Principal Lecturer 2133 [email protected]
Clare Millington Senior Lecturer 2144 [email protected]
Richard Morland Senior Lecturer 2177 [email protected]
Gary Priddis Senior Lecturer 2588 [email protected]
Jane Priddis Senior Lecturer 2548 [email protected]
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Jeffrey Readman Senior Research Fellow 1273 [email protected]
Steve Reeve Principal Lecturer 2967 [email protected]
Asher Rospigliosi Senior Lecturer 2340 [email protected]
Maura Sheehan Reader 2225 [email protected]
Babak Sodagar Senior Lecturer 2586 [email protected]
Matt Wood Principal Lecturer 2179 [email protected]
3.1.2 Programme board
Each course within the School has a programme board. The responsibilities of course boards include:
• ensuring the smooth operation of the course;• reviewing syllabus content, teaching methods, assessment and resources and generally
monitoring the course in operation;• supervising the administration of the assessment procedures in accordance with the
assessment regulations and the aims of the course;• liaising with the Examination Board and advising when necessary;• maintaining effective feedback arrangements between the lecturers and the course
members;• planning and recommending policy with regard to the operation of the course;• exercising such other functions as may be requested by the School Board.
The membership of course boards is as follows:
Course LeaderStudent Representative(s)Course Administrator(s)Module LeadersInformation Adviser (or nominee)Programme LeaderAssistant Head (Postgraduate)
Each course board will normally meet two times a year to hear reports on the progress of each year of the relevant course. The board will discuss both students' and tutors’ reports and take action where appropriate. If an issue arises which is clearly beyond the scope of the course board and requires further consideration, then it will be referred to the School Board. Copies of the minutes of course boards will normally be published on the school area on studentcentral within three weeks of each board on the “My School:Brighton Business School” area.
3.1.3 Examination boards
Each course within the School is allocated to an examination board, which considers each student’s overall performance and makes decisions on awards and progression (see section 6 of this course handbook). The full terms of reference for course examination boards is included in GEAR, Section D 4.3 a copy of which is available from the Postgraduate Office.
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3.2 Communications between staff and students
Effective communication between staff and students is very important, and the School facilitates this in a range of ways.
3.2.1 We contact you
Through Studentcentral By e-mail – using your University e-mail address (see 4.2.6 below) Through the student notice boards By mobile phone Through the postgraduate student mailboxes
The notice-boards and student mailboxes are all in Mithras House, close to the postgraduate office in M159. Through emails you will be told about changes in timetables, cancellations and re-locations, the membership of groups, notes about examinations and essays, internal and external mail. Changes can happen throughout the academic year so please check Studentcentral and your email account frequently. It is your own responsibility to keep up with any announced changes.
If you change your personal details (address, name etc) you must notify the Postgraduate Office immediately in writing (by letter or e-mail) AND change your personal details on-line on Studentcentral. 3.2.2 You contact us
By e-mail. E-mail addresses on pages 7-10 Important messages and official documents can be handed in to the Postgraduate
Office (M159) By coming into the University after prior appointment By calling us by phone, Tel: 01273 642197
3.2.3 Postgraduate office
The Postgraduate Office is located in Room M159 and is staffed by Julie Watson and her team of course administrators. They have responsibility for all initial enquiries: for most queries you should see them first (what to do, where to go, requests for freely available handouts, information sheets, etc).
Opening times during term time
Postgraduate Office:08.30 – 17.00 (Monday to Thursday)08.30 –16.30 (Friday)
Mithras House (access to the building):07.00 – 21.00 (Monday- Thursday)07.00 – 19.00 (Friday)
Outside term time the building might close earlier so please check the times before you travel to the site.
3.2.4 How to locate an office or lecture room
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Most University room numbers are in two parts each of which convey information. For example, to find room M160, you need to go to Mithras House, then the first floor (the first digit is a “1”) and then look for room M160. Similarly the computer pools will have numbers such as MA201, signifying Mithras Annexe, on the second floor and W321, somewhere on the third floor of the Watts Building.
3.2.5 University telephone numbers
The standard University telephone exchange number is 01273 600 900. To directly reach a member of staff, once you know their internal extension number you need to add 64 before the internal extension number. For example, the Postgraduate Office’s extension is 2197. To reach the office from outside you would need to dial 01273 642197. Alternatively dial 01273 600 900 and ask for a particular member of staff.
3.2.6 Your email address
Every member of the university has a central email address usually in the form [email protected]. This is the address that we will use to contact you and it is your responsibility to ensure that the Postgraduate Office is kept fully informed of any changes.
You may already have your own e-mail account, for example, on Hotmail or Yahoo. If you prefer to continue to use only your private email account, then you MUST configure your email accounts to redirect mail automatically from your Brighton Account - see 7.3 below
3.2.7 Proof of enrolment
If you need a letter confirming your enrolment on a University course you must request this from the University Student Office (Registry), Mezzanine Floor, Cockcroft Building. Please note that your School staff are not permitted to produce these letters
3.3 Where to turn for advice and guidance
Although every effort is made by staff to ensure that your course runs without problems we recognise that these do occasionally arise. The following notes provide guidance on the procedures to be followed in the event of problems arising during the course or with assessment. At each stage it is expected that the staff involved will try to find a solution to the difficulty. However, you should bear in mind that in some cases it is not within their power to solve them and, as such, it may need to be referred on to another body. It is permissible to miss out a stage in these procedures when a problem is urgent and the appropriate lecturer/tutor is unavailable, or where for other reasons it may be appropriate.
3.3.1 Administrative problems
In the first instance, you should contact your course administrator about problems of an administrative nature. If the problem still remains unresolved then you should contact your course leader.
3.3.2 Personal problems In the first instance, you should contact your course leader.
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3.3.3 Academic problems (unrelated to coursework and examinations)
Stage 1 Discuss with lecturerconcerned
Not Resolved Resolved No further action needed
Stage 2 Bring to attention ofcourse leader
Not Resolved Resolved No further action needed
Stage 3 Bring to attention ofthe Course Board through your yearcourse representative
Not Resolved Resolved No further action needed
Stage 4 Bring to the attention of the Head of School
The Head of School will take appropriate action directly or if necessary refer the problem on to the School Board, Examination Board or other appropriate body.
3.3.4 Problems associated with completing coursework and/or sitting examinations
Problems completing coursework should follow the pattern below:
Stage 1 Discuss with lecturer concerned
Stage 2 If necessary complete an Assignment ExtensionForm, getting the approval of your Course Leader, and/ or Mitigating Circumstances Form and notify your course leader in writing of the nature of the problem and its potential effect
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Stage 3 Lodge copies of the document outlined in Stage 2 with the Postgraduate Office marked for the attention of the course leader concerned and the Chair of the Examination Board.
Please make sure that you obtain a copy from the Office staff when submitting these forms
For problems relating to sitting examinations the normal pattern should be as follows:
Stage 1 Bring the problem to the attentionof the invigilator
Stage 2 Bring the problem to the attention of your course leader. This should be in writing with, wherever possible, an assessment of the effect the problem had on performance
Stage 3 Lodge a copy of a mitigating circumstances form with the Postgraduate Office marked for the attention of the Chair of the Examination Board. Again, please make sure that you obtain a copy from the Office staff when submitting this form
For further information about obtaining coursework extensions see 5.8 (below), and for further information about submitting a mitigating circumstances form see 5.14 (below).
3.4 Student representation and feedback
3.4.1 Student representation
Each year student representatives are elected for each course, and they are an important formal channel of communication between students and staff. The names and contact details of student representatives are published on studentcentral from early November each year.
All students are urged to consider standing for election as a student representative. It can be a very rewarding role, is an excellent personal development opportunity, and looks great on your CV. All newly elected student representatives are offered training for the role by the School, in conjunction with the University of Brighton Students Union, and support is available during the year as required. For further information about standing as a student representative, please contact the course administrator.
3.4.2 Student feedback The School recognises the importance of formally obtaining and responding to the views of students in a systematic, consistent and transparent manner, taking action where necessary, and “closing the loop” by giving students feedback on resultant action, and the outcomes of student participation in decision making.
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For example, the Student Liaison Committee comprising student representatives and chaired by the School Quality Director meets two/three times a year in order to provide a forum for students to comments on issues that may arise at both course and School level.
Feedback is formally obtained from students via module feedback forms, the student representative system (see 3.4.1 above), and operation of the School’s policy for resolving academic problems (see 3.3.4 above)). Formal mechanisms for obtaining student feedback are inevitably, and often usefully, supplemented by informal channels and contacts with students.
Feedback from students is formally considered, and responded to, at course boards and at the School Board, and as part of the annual academic health process (see 4.5 below). Copies of the minutes of course boards will normally be published on the school area on Studentcentral within three weeks of each board.
3.5 Annual academic health process
The basic building block of the University’s quality assurance system, is the Annual Academic Health process, which ensures that all courses and their constituent modules are reviewed annually, drawing upon a range of data as appropriate. Reports are produced from module through to course level, and are synthesized into school reports which consider the range of courses within their portfolio. Schools’ reports are considered at faculty and university level. External examiner reports and student feedback are a vital part of this process.
Within Brighton Business School, all course academic health reports are considered and approved at the School’s Annual Academic Health Afternoon in October, to which student representatives are invited to attend and participate. Copies of all approved academic health reports and the School Academic Health Report will normally be published on the school area by mid-November.
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4. COURSE STRUCTURE AND CONTENT
4.1 Course philosophy, aims and learning outcomes4.2 Course structure and content4.3 Academic calendar4.4 Teaching and learning methods
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4.1 Course Philosophy and Aims
Course philosophy The MBA offers a personalised experience for students and facilitates reflection on their learning and develops the knowledge, skills and capabilities required for enhancing professional management careers.
The philosophy of the overall MBA programme is based on the following core values:
Relevance to employment Ensure relevance through the practical application of knowledge via work-based projects where appropriate, including consultancy projects.
Academic excellenceEnsure excellence through appropriate teaching and learning and assessment methodologies; effective use of Studentcentral; development of subject knowledge; recognition of the multi disciplinary nature of management; intellectual challenge; plural and inclusive views of business and management.
Development of appropriate capabilitiesDevelopment of strategic and professional management capabilities through an integrated curriculum, which progresses from functional to holistic knowledge; assessment strategies which require analysis and problem solving; and supported by workshops in research methodology, quantitative methods and consultancy skills. Development of personal competences to include breadth of thinking, political awareness, increased employability, emotional intelligence and high level communication skills. This will be achieved through reflection on practice, action learning sets, discussions and group work within taught sessions.
EntrepreneurshipDevelop entrepreneurship through appropriate teaching, learning and assessment strategies as well as relevant curriculum areas including an elective in this area.
Commitment to a learner centred approachAcknowledge and value diversity of backgrounds (cultural and academic) and destinations through induction, group working and the general ethos of the course. Value and build on students' prior learning in teaching, learning and action learning sets. Foster increasing independence in learning and self responsibility through supportive learning groups and appropriate assessment methodologies. Value and
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encourage learning outside the classroom, particularly from peers through group working. Use appropriate language in course documentation.
Quality and benchmarkingDevelop a programme which is perceived as high quality, is benchmarked externally and monitored effectively internally. This will be achieved through working with external bodies such as AMBA, through employer and student feedback.
RelationshipsDevelop and maintain active partnership among students, sponsoring organisations and the university, based on respect and cognisance of what each partner has to offer. Strengthen relationships with employers. Establish and maintain student and alumni forums. Develop links across faculty and programme areas such as joint learning events across the post-graduate area. Interface with organisational in-house courses. Feed knowledge back into the workplace through a diversity of means including projects, consultancy work, alumni, conferences etc.
ResearchEstablish and maintain a research culture through journal publication of student and staff research; an annual research conference in which student and staff research is presented; research workshops. InternationalismValue and develop international and global competencies in the curriculum.
FlexibilityEnsure flexibility in scheduling and study through providing a choice of attendance modes; a choice of progression routes with appropriate specialisation; choice of subject options; and a route into the MBA for non standard entrants, which does not compromise standards.
Student supportHelp students to fulfil their potential through provision of educational guidance; extensive library and e-learning support and action learning sets or learning support groups.
Lifelong learningFoster a learning community through involvement of alumni, conferences, invitation to research seminars and access to further study
EthosThe ethos of the MBA Programme is to provide a challenging and rewarding action focused learning experience to experienced managers that will enable the application of knowledge and theory to practice and will enhance the individual’s personal and professional development bring real benefit and added value through problem-solving to their present and future employers
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Key characteristics ofthe MBA Programme • A challenging, enjoyable and supportive learning environment and
culture.• Collegiality with other participants.• Willingness to engage in team and group work.• An understanding of the nature of competitive behavior
balanced by recognition of the importance of team working. • Trust.• Helping others in the learning endeavour.• Supportive engagement with tutors• The integration of the leadership and management experience
which participants bring to the programme.• Freedom to express critical and challenging yet constructive
. viewpoints.• An individual, personalised and flexible learning experience.• Managing within a postgraduate academic environment, • Responsibility for own learning.
MBA General Management Part-time aims
Enable students to develop strategic and professional leadership, management and personal capabilities, and personal skills to contribute to the efficiency, effectiveness and performance of their organisation.
Contribute to and underpin the student’s general intellectual development.
Foster and encourage an innovative entrepreneurial mindset to solve problems and pursue organisational opportunities.
Develop students’ understanding of the role and functions of leadership, management in organisational, economic, social and political contexts.
Broaden the student’s’ perspectives and enable a better understanding of the global, national and local business and management environments.
Establish and embed the importance to students of working effectively with others as members of teams to achieve results.
Develop independent reflective learners able to meet the requirements of post graduate level study.
Develop integrative interdisciplinary thinking skills and approaches to problem solving.
Common MBA Courselearning outcomes
To have a systematic understanding of organisational behaviour and the management of people which underpin management of organisations in their environments. This should include current
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debates and new developments in knowledge as well as established theories.
To be capable of critical examination of the different approaches to financial management, accounting and the measurement of performance as means of improving organisational effectiveness.
To have a systematic understanding of the role of organisational processes and information systems and how these functions might be effectively managed.
To develop the ability to apply knowledge and concepts in order to identify problematic issues and possible improvements in management capabilities in organisations.
Specific PT MBA learning outcomes
To develop the ability to critically analyse dynamic international business environments, selecting appropriate models, theories or analytical tools; providing a rationale for choice of methodologies; and taking cognisance of current managerial practice. Methodologies should include both established and innovative approaches. Analysis should show sound judgement, initiative and understanding of the complex, unpredictable nature of business environments.
To have a systematic understanding of the core business process and environmental disciplines which underpin general management in national and international contexts, including current debates and new developments in knowledge as well as established theories.
To have a systematic understanding of marketing in international contexts and should include a critical awareness of the issues, theories and techniques at the forefront of marketing
To have developed the ability to investigate problems or situations, which are of strategic significance within an organisation, drawing on relevant theories, models and frameworks to identify possible solutions and make recommendations.
To have developed understanding of innovation how it might be managed effectively to develop internal capability, processes, operations and market products and services successfully nationally and internationally.
To have developed a systematic understanding of how organisations
might use strategic or holistic business and management disciplines to maintain their internal cohesion and position themselves to greatest advantage in their environments. Such understanding should include knowledge of established and leading edge theories and models
MBA Programme skills
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Able to work effectively as a member of a group of professionals and a wider local and international cross-cultural community, demonstrating self-responsibility, autonomy and contribution to the development of others.
Able to select appropriate research methods and use them to good effect in order to investigate problems, issues or opportunities.
Able to gather and critically evaluate evidence drawn from a range of sources, and to draw conclusions on the basis of the students own evaluations. This is likely to include contexts of incomplete data or ambiguity.
Able to apply knowledge, theory and concepts to international organisational issues and problems.
Capable of managing themselves, time, and ability to learn independently and continue to learn through critical self awareness and reflection on practice and experience.
Able to devise creative, ethical and sustainable responses to problems, identifying opportunities, and be creative in their approach in their thinking and ideas.
Able to listen to and communicate with others effectively orally, visually and in writing. This includes the ability to communicate complex arguments.
Able to explore existing knowledge, taking a critical approach to the use of such knowledge and to report the findings of investigations to a standard which meets the academic criteria for postgraduate study.
Able to take a leadership role in developing and implementing strategic initiatives developed from projects.
You might find it helpful to read the latest edition of the following book to assist you in gaining the most from your first year on the MBA (the latest edition of):
Cameron, S. The MBA Handbook Harlow. FT Prentice Hall Dainty, P and M Anderson. The MBA Companion. Palgrave Macmillan
4.2 Course Structure and Content
4.2.1 Course structure and content
The MBA is structured around three core modules and a number of MBA specific modules which are all mandatory in that you must complete and pass all the modules in order to gain the MBA Award. Each MBA course will have slightly different modules which characterizes the emphasis of that particular orientation. In order to create flexibility you can take the modules in the order and within the time frame (1 year to 6 years) that fits your professional and personal circumstances.
See appendix 1 for the structure of the other MBAs from which you can also choose modules to substitute the modules on your own MBA course. However, be aware that you will need to take and pass what is equivalent to at least 60 cats points of route specific mandatory modules (modules you have to take to get the award).
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Part Time General MBA ( 24 - 36 months)
Year One Year Two Year Three
Introductory ProgrammeResearch MethodsLearning support groups
Global Management ForumLearning support groups
Global Management ForumLearning support groups
Evening Mode
STM22 Management Environment and Economics (20 credits)
IMM08 Managing Innovation (10 credits)
MNM95 International Strategy &Marketing (30 credits)
Elective studies(20 credits)
MNM98 Developing International Strategic Capability(40 credits,3 subjects)
Block Mode
FNM18 Accounting & Performance Measurement(20 credits, Block mode)
OPM54 Information Systems, Operations and Process Management(20 credits, Block mode)
HRM84 Managing People & Organisat ions (20 credits, Block mode
Most of the modules have a credit rating of 20 masters level points Although people vary in how they study and how they structure their study it is important to bear in mind that the indicative hours of study per module is 10 hours per credit point. These hours include time spent in taught sessions. The remaining hours will be spent reading, researching, observing practice, applying theory into your organizational context, preparing for the assessments and assignments, reflecting and writing. Thus the total points for whole MBA are 180 and the indicative number of study hours is 1800.
4.2.2 Course content
You will study the MBA General Management Part-Time by a combination of evening sessions and block attendance. Evening blocks will normally run on either Mondays or Wednesdays or
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both between 6.00 pm and 9.00 pm depending on the module. Students may choose the order in which the take the block modules, however the recommended order will be:-
Year One: Block 1 (FNM18 Accounting and Performance Measurement)Year Two: Block 2 (OPM54 Information Systems, Operations and Process Management)Year Three: Block 3 (HRM84 Managing People and Organisations)
Students may be able to complete the course in a shorter period of time by substituting some block modules for the equivalent weekly evening mode modules.
MBA Part-Time Modules Recommended Route
Year Semester One Block Semester Two Evening Sessions Week Evening Sessions
1 STM22 management Environments and economics
FNM18 Accounting & Performance Management IMM08 Managing Innovation
2 MNM95 International Strategy and Marketing
OPM54 Information Systems, Operations & Process Management
Electives
3 MNM98 Developing International Strategic Capabilities
HRM84 Managing People & Organisations
Progression
A student will normally not be able to progress with the study of the MBA if they have failed in modules equivalent to 40 or more cats points. In exceptional cases, such as mitigating circumstances, and at the discretion of the appropriate Progression Board and a recommendation from the course leader, a student may be permitted to progress without having passed modules equivalent to 40 or more cats point if it is believed that the student is capable of success in the next phase while completing the referred assessment of the previous phase.
In cases where the student has attempted all module assessments but has not met the required learning outcomes, the student may be given one opportunity to provide additional evidence of achievement without having to repeat the module with attendance. The student will usually be required to undertake further assessment, the nature of which will be specified by the Examination Board. A referral of this nature is given at the discretion of the Examination Board in cases where the student has demonstrated that (s)he could achieve a pass by undertaking additional study.
If a student does not pass a module following a referral, s(he) fails the module. The student may, at the discretion of the Examination Board, be allowed to repeat the failed module once with attendance.
Students who receive feedback that one or both of their modules were unsatisfactory will be counseled on the wisdom of progression.
Please note that the final decision regarding all results is made at the examination boards.
4.3 Academic Calendar – See Appendix 2
Teaching will typically run at Mithras House – unless stated otherwise.
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Communication regarding the teaching will be sent to your university e-mail address and module programmes and reading lists will normally be made available in the relevant area on Studentcentral at least two weeks in advance of the first day of the module.
4.4 Teaching and learning methods The Induction
The course normally begins with a two day induction at the start of the course, see appendix 2 for details. Participants will be provided with a detailed Induction Programme in advance and are required to attend the Induction. Each day will start at 9.30am and end approximately by 4.30pm approx.
The Induction provides an opportunity for all those involved in the Brighton MBA programme to meet prior to the start of the course and is intended as a first step in the establishment of a learning community among participants.
The induction will include the following activities:
meeting fellow MBA students and staff managing the transition to higher education understanding personal learning styles establishing learning support networks discussion of the values and ethos of the
programme exploring the nature of personal and managerial
development within the programme examining the relationship between academic
knowledge and practical experience discussing expectations within Higher Education writing academic reports using the university learning resources an introduction to action learning Membership of professional bodies
Action Learning
Brighton Business School is an international recognised centre of excellence in action learning in management education. We hope that you will take advantage of the opportunity to enhance your MBA experience by joining an action learning set.
If you choose to become an action learner, you will work in a small learning support set, which will meet about once a month. The main function of the set is to create an atmosphere which encourages learning, and to use processes which stimulate learning from action. The set provides the focus for reflection on your learning.
Set meetings will focus on the projects and other work for the MBA modules, but may also focus on other aspects of your personal and professional development. During induction you will draw up a personal and professional development plan. Learning set meetings will provide an opportunity to revisit this.
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Work in a learning support set is a consistently stretching activity. The set has many roles including:
giving receiving supporting questioning challenging practical help
The first two meetings will be facilitated by a member of staff who is an experienced action learning set adviser. The set adviser's role is to –
facilitate the process intervene appropriately, e.g. to keep the work on track, to
raise awareness of what is going on.
Set meeting days will be agreed between set members and their set adviser. After the first two facilitated set meetings, the action learning set will self-facilitate. A room will be provided by Brighton Business School but you may prefer to meet elsewhere. Your set facilitator will join you for one further meeting later in the year to review how the set is working and provide guidance on the set process if required.
Appendix 4 contains an extract from Action Learning: A Journey of Discovery and Development by Krystyna Weinstein (Harper Collins 1995 ISBN 0-00-638224-X). This provides an overview of how action learning works and the benefits it brings.Guided Study
After each module, you have a number of weeks of guided study. During these weeks your module tutors will be available to support your learning and help you to prepare for the module assessment. This may take the form of group revisions sessions, surgeries or individual discussions.
It is up to you and your tutors to negotiate a plan of activities which will be helpful and give you the best possible chance of success. You are encouraged to be proactive in making sure that you make the most of this time.
Studentcentral
The MBA team tries to make available as much electronic information as possible. You will find announcement about the course, syllabuses, assessment details, assessment results, the handbook and other administrative material at:http://Studentcentral.brighton.ac.uk. To log into Studentcentral you will need to use your university username and password. To obtain this password you need to register for your university electronic account either at the Induction or later in one of the computer poolrooms - instructions on how to self-register are on the poolroom wall. You will need your unicard to do this, which will be given to you once you have enrolled. Instructions on how to access Studentcentral will also be given at the Induction.
For further information about how to use Studentcentral, please see Appendix 3.
Student Services
For full information regarding student services please see Section 8.
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5. COURSE ASSESSMENT
5.1 Nature of assessment5.2 Coursework marking guidelines5.3 Coursework presentation5.4 Referencing your work5.5 Coursework word limit and word ranges5.6 Coursework submission5.7 Late coursework5.8 Coursework extensions5.9 Return of coursework5.10 Examination timetables5.11 Examination past papers5.12 Use of dictionaries in examinations5.13 Examination results5.14 Mitigating circumstances5.15 Plagiarism, collusion and cheating in assessment5.16 Appealing the decision of an examination board
5.1 Nature of assessment
Assessment philosophy
The assessment scheme for the MBA is designed to be consistent with the nationally defined criteria for Masters level study. These are set by the Quality Assurance Agency for Higher Education.
Study at or informed by, the forefront of professional discipline.
Originality in the application of knowledge. Awareness of how the boundaries of knowledge are
advanced through research Ability to deal with complex issues systematically and
creatively.
The assessment scheme asks you to demonstrate your knowledge and understanding of the subjects which you study through applying your knowledge to business and management situations and cases. You will show understanding by selecting appropriate theories, models and techniques for the situations which you are looking at.
The subject disciplines can be thought of as the building blocks of the MBA. The ‘masterly quality’ of the degree resides not in just accumulating these building blocks but in applying the knowledge critically, analytically and creatively. The MBA aims to contribute to your success in management by enabling you to use your knowledge effectively to solve problems and achieve improvements within your own organisational context.
Assessment
The assessment scheme is designed to assess your knowledge and understanding of business and management theory, your ability to apply theory to a range of situations, your diagnostic and problem solving ability, your ability to analyse complex scenarios / situations, your ability to make recommendations for improvement, your ability to learn from reflection and finally your ability to work independently. This assessment takes place in various forms which
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will be explained by each modules leaders and the details can also be found in the module descriptors which are found in a separate Module handbook. You will get a copy of this handbook at the Induction but It can also be found on Studentcentral in the MBA course area.
Outline of the assessment criteria for the Reflective Statement can be found below on page 31-33.
5.2 Coursework marking guidelines
Module assessment The MBA uses a numerical marking scheme under which the following grades can be achieved within a module:
- High Distinction – (80 and above) - Distinction – (70 – 79)- Merit – (60 – 69)- Pass – (50 – 59)- Refer – (30 – 49) - Fail – (Below 30)
Grading criteria
The following grading criteria, based on the University’s postgraduate marking/ grading descriptors, indicate the marks and classifications to be awarded for various standards of written work. Your work will be marked in percentages, with the exception of those few modules that just need Pass/fail As each subject has its own emphases and as assignments may vary in their approach (e.g. essays, reports, projects etc.) so descriptions offered here are inevitably generalised and will need to be interpreted and adapted to the specifics of each assignment. Sometimes you will be issued with supplementary grading criteria which are specific to the particular task you have been set.
High Distinction (80-100%)
An outstanding response to the task: all learning outcomes/assessment criteria have been achieved to an exceptionally high level. The work demonstrates most or all of the followingcharacteristics beyond that expected for work at the given level of study within the discipline:
Exceptional display of understanding, exploration, insight and/or research Potential for publication/exhibition1 and/or ability to undertake further research All specifications for the assessment task, including word limit where appropriate, have
been strictly adhered to The organisation, structure and standard of presentation of the work, including any subject-
specific conventions2 where appropriate, are exemplary throughout Evidence of effective communication of work to specialist and non-specialist audiences Stimulating and rigorous arguments that are likely to be at the limits of what may be
expected at this level The work has been approached and/or executed/performed in an original way Inspirational, innovative and authoritative - evidence of intellectual rigour, independence of
judgement and insightful contextualisation, including relevant theory/literature/artefacts/performance
Clear evidence of extensive study and demonstration of ability to reach appropriate decisions based on incomplete or complex evidence
1 Includes equivalent influential dissemination2 For example use of language, referencing
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Evidence of very high quality analysis, synthesis, evaluation and critical appraisal Outstanding problem solving skills – suggests alternative approaches Ability to address complex issues both systematically and creatively - challenges
established knowledge
Distinction (70-79%)
An excellent response to the task: all learning outcomes/assessment criteria have been achieved to a high standard and many at an exceptionally high level. The work demonstrates most or all of the following characteristics in relation to those expected at the given level of study within the discipline:
In-depth understanding, exploration, insight and/or research Potential for publication/exhibition3 and/or ability to undertake further research All specifications for the assessment task, including word limit where appropriate, have
been adhered to The organisation, structure and standard of presentation of the work, including any subject-
specific conventions4 where appropriate, are excellent throughout Evidence of effective communication of work to specialist and non-specialist audiences Convincing arguments that are likely to be at the limits of what may be expected at this
level The work has been approached and/or executed/ performed in an original way Insightful contextualisation, including relevant theory/literature/artefacts/ performance Clear evidence of extensive study and demonstration of ability to reach appropriate
decisions based on incomplete or complex evidence Evidence of high to very high quality analysis, synthesis, evaluation and critical appraisal Excellent problem solving skills – suggests alternative approaches Ability to address complex issues effectively – challenges established knowledge
Merit (60-69%)
A good to very good response to the task: all learning outcomes/assessment criteria have been met fully at a good or very good standard. The work demonstrates most or all of the following characteristics in relation to those expected at the given level of study within the discipline:
Good to very good understanding and exploration, some insight and/or thorough research Some capacity to undertake further research No significant inaccuracies, misunderstandings or errors The specifications for the assessment task, including word limit where appropriate, have
been adhered to The work is well organised, coherent and the standard of presentation including any
subject-specific conventions5 where appropriate, is at least good Evidence of effective communication of work Ability to present structured, clear and concise arguments The work has been approached and/or executed/performed in a comprehensive way with
some degree of originality Appropriate contextualisation, including relevant theory/literature/artefacts/performance
3 Includes equivalent influential dissemination4 For example use of language, referencing5 For example use of language, referencing
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Evidence of extensive study and demonstration of ability to reach appropriate decisions based on incomplete or complex evidence
Evidence of high quality analysis, synthesis, evaluation and critical appraisal Good or at least competent problem solving skills – suggests alternative approaches Ability to address complex issues competently – explores established knowledge
Pass (50-59%)
An adequate to sound response to the task: all learning outcomes/ assessment criteriahave been met. The work demonstrates most or all of the following characteristics in relation to those expected at the given level of study within the discipline:
Sound understanding and exploration, some insight and/or appropriate research Some minor inaccuracies and/or misunderstandings – small but not significant errors Some minor aberrations from the specifications for the assessment task, including word
limit where appropriate The work is suitably organised6 and the standard of presentation, including any subject-
specific conventions7 where appropriate, is at least sound Ability to develop an argument but can lack fluency The work has been approached and/or executed/performed in a standard way with limited
evidence of originality Some contextualisation but with a heavy reliance on a limited number of sources and, in
general, the breadth and depth of sources and research are lacking Evidence of study and demonstration of ability to reach appropriate decisions based on
incomplete or complex evidence Some, but limited evidence of analysis, synthesis, evaluation and critical appraisal Some evidence of problem solving skills Some evidence of ability to address complex issues adequately
Referrable (30-49%)
An unsatisfactory response to the task: one or more of the learning outcomes/assessment criteria have not been met. Although the work has not met one or morelearning outcomes, there is evidence that there is a basis for the reworking of theassessment to bring it up to master’s level. The work may display some strengths but theseare outweighed by a number of weak features in relation to the expectations for the givenlevel of study within the discipline, such as:
Vague rationale for the selection of theories/models and concepts to explore the chosen or given management problem/issue
Limited critique/analysis of chosen theories/models and concepts Evidence of little integration and understanding of the interrelationship of different
management disciplines Evidence of little ability to apply theory/models to practice and some awareness of
management performance Limited analysis and effort of critical thinking in discussion of findings and identification
of management solutions Very limited choice of relevant reading and/or analysis/discussion Limited use of relevant scholarly texts and making reference to the material used
6 Clearly presented but with little development 7 For example use of language, referencing
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Fluent writing with some degree of structure that supports arguments and exploration of topic
Limited identified value to student’s own and/or organisational performance/knowledge and/or the wider society
Conditions for the referral will be determined by the Examination Board. Referrals arecapped at 50% which is the lowest pass grade.
Fail (0-29%)
An unsatisfactory response to the task: a significant number of the learning outcomes/assessment criteria have not been met. The work fails to meet the requirements in relationto those expected at the given level of study within the discipline, exemplified by:
No rationale for the selection of theories/models and concepts to explore chosen or given management problem/issue
Description but no relevant critique/analysis of chosen theories/models and concepts No evidence of integration and lack of understanding of the interrelationship of different
management disciplines No or very limited evidence of some ability to apply theory/models to practice and no
awareness of management performance No relevant analysis and/or effort of critical thinking in discussion of findings and
identification of management solutions Little evidence of relevant reading and/or analysis/discussion No relevant use of scholarly texts and absence and/or incorrect reference to material
used
A fail will be given if the student has not attempted the assessment task for the componentor where the Examination Board does not consider that the student can demonstrate thelearning outcomes for the components by undertaking supplementary assessment. Thestudent will normally be given the opportunity to repeat the module in full with attendanceduring the next academic year. Repeats are capped at 50% which is the lowest pass grade.
MBA Award assessment An MBA will be awarded when a person has passed all requisite modules within each Phase of the MBA course (attaining at least 180 Credits). Please see section 6.6 for further details.
The assessment regulations on the MBA will follow GEAR unless otherwise stated.
Progression Normally, to progress on the MBA a student is only allowed if a student has not failed more than 40 cats points. However, the two different modes of study (full time and part time) require different progression rules. This is mainly because the part time MBA has more time between modules to enable referral students to achieve passes before taking the next phase. With the intensive nature of the full time MBA this is not possible. For anyone transferring between modes of study (from part time to full time or vice versa) normally a person should have passed the relevant assessments undertaken before being allowed to progress.
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In exceptional cases, such as mitigating circumstances, at the discretion of the appropriate Progression Board and a recommendation from the course leader, a student may be permitted to progress without having passed both phase modules if it is believed that the student is capable of success in the next phase while completing the referred assessment of the previous phase.
In cases where the student has attempted all module assessments but has not met the learning outcomes, the student may be given one opportunity to provide additional evidence of achievement without having to repeat the module with attendance. The student will usually be required to undertake further assessment, the nature of which will be specified by the Examination Board. A referral of this nature is given at the discretion of the Examination Board in cases where the student has demonstrated that (s)he could achieve a pass by undertaking additional assessment.
If a student does not pass a module following a referral, (s)he fails the module. The student may, at the discretion of the Examination Board, be allowed to repeat the failed module
The regulations from GEAR apply to referral and progression on the MBA.
Compensation Compensation within a module will normally apply where a student has achieved a minimum of 40% in the individual components of the module.
Projects
Each module assessment will have either a controlled assessment or a an individual project as part of the summative assessment work. Projects requires you to critically apply theories, models and concepts from the module to a managerial issue or problem which can either be provided by your module leader or be of your own choice based on your organizational context. When choosing a topic for your project you need to ensure that you will be able to demonstrate the learning outcomes of the module. See the individual module descriptors in the Module handbook for details about the learning outcomes.
Projects are an opportunity to complete a piece of work which will be useful to your organisation, as well as a learning vehicle for you. You may wish to negotiate the project you wish to undertake for a module with your manager, but this is not required by the Business School. At the same time it must be realistic and achievable in the time available. If you are in doubt contact your module leader for further guidance.
If you find that through changes in circumstances you are unable to base your project for a module on your workplace, you may base it on a case study or another suitable organisation, the scope of which should be negotiated with your module leader.
Writing your project Each module leader will advise you of any criteria/guidance particular to his/her module.Please make good use of the Referencing Handbook which was handed out at the Induction.
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Project word length See module descriptor for details
Referencing your work For details and guidance regarding correct referencing techniques and avoiding plagiarism please refer to the Brighton Business School Referencing Handbook. A copy of this document can be found on Studentcentral, via your Course Area.
Plagiarism, collusion and Examination room rules For detailed information about the Business School rules on
these matters please see the University of Brighton Plagiarism Awareness Pack, which was handed out at the Induction. A copy of this document can be found on Studentcentral, via your Course Area.
Further information on plagiarism and collusion can also be found on page 42 of this handbook.
Controlled Assessments
The aim of controlled assessments is to ensure that you have a breadth of understanding of the module and also ensures that the work presented by students for assessment is their own work. The project, in contrast, provides the opportunity to write in depth about an area of your own choice whilst meeting the learning outcomes. The controlled assessment is structured in such way that the questions you will be asked will require you to apply your knowledge and understanding to management situations and critically discuss management theories/models, rather than just show that you know these. The length of the assessment gives you enough time to think your answers through. If the controlled assessment takes form of a written assessment you will be allowed take books and your own portfolio of notes into the room. However, the controlled assessment might also take the format of a presentation and the guidance for this will be provided by the module leader.
Failure to attend for a controlled assessment shall be deemed to constitute failure in that assessment and a mark of the lowest fail grade will be recorded, unless a student submits valid mitigating circumstances supported by relevant evidence for their absence. For further details see the University of Brighton General Examination and Assessment Regulations (GEAR). A copy of this document can be found on Studentcentral, via your Course Area.
Anyone who has not undertaken the controlled assessment and who has had mitigating circumstances accepted by the Examination Board will be required to take the assessment under controlled conditions for this module at a later stage.
The Reflective Statement
The Reflective Statement is a subjective and personal statement of the impact of your learning on the MBA on your professional and personal development. Its purpose is to help you to consolidate your learning gained from the individual modules on the MBA programme and to assist your ability to become a reflective practitioner continuously engaged in and improving your personal skills as well as professional practice.
Although the reflection is not taken into account in the awarding of distinctions, it forms an important part of your formal assessment and demonstrates you ability to learn from the range of learning opportunities offered by the MBA.
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It should: Show evidence of analysis of the academic models and theories presented by each
module that goes beyond a mere description Demonstrate a personal reflection on the extent to which you are or in the future will be
able to meet the module and overall MBA learning outcomes through application of theory to practice
Be an honest reflection of the relevance and impact of the learning Show professional and personal learning and consideration of the application of this
learning into current or future managerial role(s).
Writing Reflections
When writing reflections, it may be useful to ensure that you have covered the following questions:
a) Contribution to your professional role
Reflect upon at least 2 academic theories/models which have been covered by the module or the MBA course so far and describe how you believe that these models/theories have or will contribute to your current or future professional role as a manager.
Reflect upon the extent to which you can demonstrate the knowledge covered by at least two learning outcomes from the module or the overall MBA course, see page 16 – 18 in this MBA Handbook, and how this can be applied in order to contribute to the improved performance and competitive advantage of your current or future organisation.
You can do this by asking yourself questions such as:
What was the most important new learning that I gained from the module and the MBA course so far? Why was it important?
Has or will the learning make me a more effective manager/leader and decision-maker? How do I use what I have learnt in this module and the MBA course so far? Where?
When? If I think that some of the learning is not relevant - Why not?
b) Contribution to your personal development Reflect upon examples of how you believe that the module has provided greater insight
into your personal development by drawing actively on the Personal Development Plan, which you were given at the MBA Induction.
Reflect upon the intellectual as well as professional/practical skills required by an MBA, see page 17 in this handbook for details, and examine the extent to which this module or the MBA so far has contributed to the development of these skills. Discuss in details at least two of these skills.
You can do this by asking yourself questions such as:
What difference has this module or the MBA course so far made to how I work or plan to work in my organisation?
To what extent has the learning from this module and the MBA course so far changed my understanding of how an organisation behaves?
Has the learning from this module and the MBA course so far changed the way in which I appreciate new knowledge?
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Has the learning from this module and the MBA course so far changed the way in which I interact with other people?
Marking The Reflective Statement will be marked according to a pass, refer and fail marking scheme.
Pass Pass will be given if the student gives an honest and personal reflection covering all or the majority of the main points as described above.
Refer A Refer will be given when the student has attempted to reflect but where there is insufficient reflection of learning relevant to the module.
Fail A Fail will be given in the situation where the student either does not submit a Reflective Statement or has made no attempt to reflect on the learning provided though the module.
Reflection Word length 1000 - 1500 words.
Threshold pass mark for assessment tasks
A mark of 40% must be obtained in each element of a module and an overall mark of 50% or more in order to achieve a pass.
Algorithm for the determination of the award with merit and distinction
Postgraduate Certificate and Postgraduate Diploma awards
Merit will be awarded to students for the PGCert and PGDip awards who have satisfied the requirements of the award and have achieved a credit-weighted mean mark from all modules across the award of 60.00-69.99.
Distinction will be awarded to students for the PGCert and PGDip awards who have satisfied the requirements of the award and have achieved a credit-weighted mean mark from all modules across the award of at least 70.00.
Master’s awards
Merit will be awarded to students for the Master’s award who have satisfied the requirements of the award and have achieved a credit-weighted mean mark from all modules across the award of at least 60.00 and a mark of at least 60 in the final element.
Distinction will be awarded to students for the Master’s award who have satisfied the requirements of the award and have achieved a credit-weighted mean mark from all modules across the award of at least 70.00 and a mark of at least 70 in the final element.
The ‘final element’ is valued at 40 credits at M level. GUIDELINES FOR MARKING CRITERIAThe following grid is an indicate framework for the assessment of assignments within the Brighton Business School PT MBA.IMPORTANT NOTE: The criteria listed are only indicative and do not constitute a complete set of the indicators which are taken into consideration when awarding a grade≤80% = Distinction
Plus70 – 79% = Distinction
60-69 % = Merit 50-59% = Pass 30-49% = Refer <30% = Fail
Meet the learning Appropriate & well Appropriate & A rationale for the Vague rationale for No rationale for the
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outcomes to an outstanding standard.
Is highly sophisticated in synthesis and understanding of knowledge of relevant theory.
Is highly sophisticated in its application in advancing complex and cogent argument in a critical and possibly unorthodox manner.
Is capable of responding to the nuances of professional debate and, on occasion, challenging accepted orthodoxy.
Highly successful at integrating perspectives from different functional areas.
Demonstrates maturity and confidence in the handling, referencing and presentation of material.
Standard of English should be of a very high quality, free from errors in spelling and grammar.
Work is clearly structured and written in a clear, fluent and coherent style.
argued rationale for the selection of theories/models & concepts to explore chosen or given management problem/issue.
Comprehensive & critical analysis of chosen theories/models & concepts.
Strong integration and understanding of the interrelationship of different management disciplines.
Excellent ability to appropriately apply theory/models to practice and to critically analyse management performance.
High level of analysis & critical thinking in discussion of findings and identification of management solutions.
Some indication of originality in choice of reading and/or analysis/discussion.
Evidence of comprehensive use of scholarly texts & complete and accurate referencing.
Fluent, well-structured written communication in which arguments are comprehensive supported, and logically progressed.
Add considerable value to student’s and/or organisational performance/knowledge and/or to the wider society.
reasonably well argued rationale for the selection of theories/models & concepts to explore chosen or given management problem/issue.
Good & critical analysis of chosen theories/models & concepts.
Good integration and understanding of the interrelationship of different management disciplines.
Good ability to appropriately apply theory/models to practice and to provide some critical analyses of management performance.
Good level of analysis & some critical thinking in discussion of findings and identification of management solutions.
Good choice of reading and/or analysis/discussion.
Evidence of extensive use of scholarly texts & good and mostly accurate referencing.
Fluent, well-structured written communication in which arguments are comprehensive supported, and logically progressed.
Add good value to student’s and/or organisational performance/knowledge and/or to the wider society.
selection of theories/models & concepts to explore chosen or given management problem/issue.
Some critique/analysis of chosen theories/models & concepts.
Evidence of some of integration and understanding of the interrelationship of different management disciplines.
Evidence of some ability to apply theory/models to practice and some awareness of management performance.
Examples of some degree of analysis and effort of critical thinking in discussion of findings and identification of management solutions.
Limited but relevant choice of reading and/or analysis/discussion.
Limited but relevant use of scholarly texts & make reference to material used.
Fluent writing with some degree of structure that supports arguments and exploration of topic.
Add value to student’s own and/or organisational performance/knowledge and/or the wider society.
the selection of theories/models & concepts to explore chosen or given management problem/issue.
Limited critique/analysis of chosen theories/models & concepts.
Evidence of little integration and understanding of the interrelationship of different management disciplines.
Evidence of little ability to apply theory/models to practice and some awareness of management performance.
Limited analysis and effort of critical thinking in discussion of findings and identification of management solutions.
Very limited choice of relevant reading and/or analysis/discussion.
Limited use of relevant scholarly texts & make reference to material used.
Fluent writing with some degree of structure that supports arguments and exploration of topic.
Limited identified value to student’s own and/or organisational performance/knowledge and/or the wider society.
selection of theories/models & concepts to explore chosen or given management problem/issue.
Description but no relevant critique/analysis of chosen theories/models & concepts.
No Evidence of integration and lack of understanding of the interrelationship of different management disciplines.
No or very limited evidence of some ability to apply theory/models to practice and no awareness of management performance.
No relevant analysis and/or effort of critical thinking in discussion of findings and identification of management solutions.
Little evidence of relevant reading and/or analysis/discussion.
No relevant use of scholarly texts & absence and/or incorrect reference to material used.
Inconsistent writing with lack of structure to supports arguments and exploration of topic.
No identified value to student’s own and/or organisational performance/knowledge and/or the wider society.
5.3 Coursework presentation
These guidelines are based on our requirements for placement projects and dissertations, but should be valid for most written work produced during your course. Please note, however, that special conventions apply to the presentation and referencing of legal scholarship. Therefore, if you are submitting a piece of law coursework please refer to the detailed guidance in the Studying Law at Brighton Business School Handbook. An electronic copy of the Handbook is available on the School area of Studentcentral.
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Your paper copy should normally be word-processed and bound, but you are requested not to enclose each page in a plastic envelope, since this usually makes marking extremely difficult.
The report should be on A4 paper with one-and-a-half spacing between the lines, single or double sided. Appendices may be single-spaced. Each page in the main report should be numbered with page numbers at the foot of the page.
There should be a margin of at least 1.5 inches (4 cm) on the left side of the page, both for the text and for any diagrams. Top, right and bottom margins should be at least 1.25 inches (3 cm). The right margin should be unjustified (i.e. left 'ragged') to aid readability.
The main text should be in a single 12-point font, e.g. Times New Roman or similar. An alternative font such as Arial in a smaller point size may be more appropriate in diagrams and tables. Use bolding for emphasis within the text and for section headings.
Any material copied directly from another author must be enclosed in quotation marks, followed immediately by a reference to the source. Individual quotations should not normally exceed one paragraph, and quotations should not exceed 5% of the length of the report.
Colour printing may be used for charts, screen-shots etc. Clarity is more important than fancy graphics. Avoid clip-art except where required for drawing diagrams.
You are responsible for the accuracy of the finished work so after it has been completed you should use the spell-checker to catch any typographical and spelling errors. You should also proof read it yourself (or have it read by someone else), as the spell-checker is not likely to catch every error.
5.4 Referencing your work
It is important in academic writing to reference all the important ideas and facts in your work. It is also the best way to avoid any risk of plagiarism (see 5.15 below). You should do this:
When you quote directly using others’ words in quotation marks
When you paraphrase the arguments or theories of others in your own words
When you use evidence from the work of others to support your own arguments
When you rework published data or use it as the basis of your own calculations.
To ensure that you reference properly, you should carefully read and follow the guidance contained within the Brighton Business School Referencing Handbook, which is based on the Harvard referencing system. An electronic copy of the Handbook is also available on the School Area and all Course Areas on Studentcentral.
Therefore, no student has any excuse for not referencing properly, and poor referencing may have a negative impact on the mark that you receive for your work. Non-referencing will constitute plagiarism, which is considered a very serious form of academic misconduct (see 5.15 below).
5.5 Coursework word limits and word ranges
Every piece of coursework you are set will either have a word limit or a word range, which you should make sure you observe. Normally, if your coursework has a word limit e.g. 2,000 words, then the marker will normally stop reading the work once you have exceed the word limit by
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10%. If you write less than the word limit you risk not maximising your potential mark. If your coursework has a word range e.g. 1,500-2,000 words, then the marker will normally stop reading the work once you have exceeded the upper figure. If you write less than the lower word limit you risk not maximising your potential mark.For the purpose of calculating the word count, contents page, executive summaries, tables, appendices and reference lists/bibliographies are always excluded.
You are required to declare a word count for every piece of work you submit. 5.6 Coursework submission
This handbook and assignment brief will specify the date by which your assessed coursework has to be handed in. You must keep to this deadline unless you have been granted an extension by the course leader (see later sections).
You are required to submit two copies of each assignment – a paper copy and a digital copy. The only exception is in the case of the placement project/ extended project/research elective report/dissertation where we require two paper copies and one digital copy to be handed in. We shall only accept coursework for marking if we have both the printed AND the digital versions by the deadline and reserve the right to scan either version for plagiarised material.
IMPORTANT: BOTH HARDCOPY AND DIGITAL COPY MUST REACH THE POSTGRADUATE OFFICE BY THE DEADLINE.
5.6.1 Submission of paper copy
The paper copy should be posted in the box outside the Postgraduate Office (Room M159) by the date specified, accompanied by one Assignment Report Form (available from the Postgraduate Office). It should NOT be handed in to the Office or to your tutor. The office staff will empty the post box and date stamp the work submitted.
Please ensure that you complete an Assignment Report Form showing:
Your Name (and student number)
Module Leaders Name
Course Name
Module Name AND Module Code
Assignment Title
1st submission/ submission on referral/ examination re-work/ submission on extension (delete
as appropriate)
Date due in
Number of pages
Word count
The front page of your assignment should also contain this information in case the cover sheet becomes separated.
Your paper copy should normally be word-processed and stapled or bound, but you are requested not to enclose each page in a plastic envelope, since this usually makes marking extremely difficult.
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5.6.2 Submission of digital copy
Details on how to submit the digital copy in studentcentral can be found in Appendix 3.
5.7 Late coursework
Work should be submitted by the deadline. Students who fail to submit both copies of their work on time will be penalised by having a mark of ZERO awarded for this work. Individual members of staff cannot waive these penalties as it is University policy. However, in exceptional circumstances students may apply for an extension to the submission date (see 5.8 below).
5.8 Coursework extensions
An extension is granted in order that an assignment can be submitted as if on time i.e. the deadline for students with extensions is effectively put back to a later date.
5.8.1 Grounds
It is not possible to give a full list of reasons for which extensions may be granted. The typical case is where you have been ill during the time when an assignment was due to be written. However, any unforeseen circumstances which disrupt your study may represent an appropriate reason.
If the standard of your work has been affected by the circumstances which caused you to apply for an extension, you should also submit mitigating circumstances at the end of the semester (see 5.14 below) and explain, in your supporting documentation, both the nature of the circumstances and the reason that the extension was not sufficient for you to produce your best work.
In considering whether or not an extension to a deadline should be granted, the designated signatory will be mindful of the following points:
When applying for an extension you are normally required to submit documentary evidence of the reason for the application.
The nature of coursework is such that minor illnesses during the time when you would be expected to be working on the assignment will not constitute good grounds for granting an extension, even if these occur within the final few days before the deadline. Serious illness or injury, where supported by documentary evidence, will normally be appropriate reason for an extension to be approved.
Computer failure, or the loss of data from a computer disk, will not normally be deemed a satisfactory reason for late submission.
Paid employment commitments do not constitute grounds for an extension, or mitigating circumstances, for full-time students. Part-time students who are in full-time employment are expected to prioritise University deadlines. Exceptionally, such as where work commitments change at short notice through circumstances beyond your control, an application will be appropriate. In such cases , and especially where the course is undertaken as professional development, it is anticipated that the designated signatory will consider applications sympathetically where they are supported by evidence in the form of, for example, a letter from your line manager.
In considering an application for an extension, the designated signatory will have regard to the other students on the programme who have not requested an extension,
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and will ensure that these students would not be unfairly disadvantaged by the granting of the extension.
5.8.2 Procedure
Students should complete an Assignment Extension Form, obtainable from the Postgraduate Office, attaching any medical certificate or other written evidence, and return it to the Course Administrator. Students must normally apply as soon as possible but no later than two days before the submission date. All such applications will be dealt with by the Course Leader who will reply in writing, setting a new submission date where appropriate.
In the case of part time students, if attendance patterns prevent the timely submission of the form and evidence, then students may request and submit an assignment extension form as an email attachment together with scanned evidence. Alternatively, evidence may be provided on the next visit to the University and in all cases evidence must be submitted before the examination board meeting.
5.9 Return of coursework
Your module tutors will indicate when you should receive feedback on your coursework, which will normally be within three weeks of the submission date. Occasionally, due to unforeseen circumstances, there can be a delay in returning your coursework, and where that happens your module tutor will let you know and provide you with a revised date for return of the work.
However, please note that all coursework marks returned prior to the relevant examination board are provisional, and are subject to approval of the examination board.
Examination scripts are not returned to students.
5.10 Examination timetables
Examination timetables will be published at least three weeks in advance of the relevant examination period on your course area on Studentcentral. It is your responsibility to obtain the details of your examinations, and make sure that you attend at the right location, on the correct day and at the correct time. If you arrive late for an examination, you will not necessarily be given extra time, and if you arrive more than 30 minutes after the start of the examination you will not be permitted to enter the examination room. If you are unable to attend an examination you should submit a Mitigating Circumstances (see 5.14 below).
5.11 Examination past papers
Copies of the past two years examination papers for all modules are available on the “My School: Brighton Business School” area on Studentcentral. However, answer guidelines are not available.
5.12 Use of dictionaries in examinations
Students (for whom English is a second language) may take a translation dictionary into examinations (apart from language examinations unless specified otherwise). The dictionary must not be subject specific e.g. an Economics or Business & Management dictionary, and there must be no handwritten annotations or notes on the dictionary. Any translation dictionary taken into an examination will be examined by the invigilator to check that it meets the requirements above, and if it does not, it will be immediately confiscated and disciplinary action may follow.
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5.13 Examination results
Usually, a pass list will be posted on your course notice board within two working days of the Examination Board and a letter will be sent to you detailing your results within 2 weeks of the Board. Due to current data protection legislation, examination pass lists identify students by their University student number rather than their name. Therefore if you attend the University to consult the pass lists it is important to bring along your student number. Administrative staff will be very busy at this time preparing results letters and will not be able to look up student numbers.
Please do not ask the tutors, course leader or course administrator for your results. They are under a lot of pressure to get the results out to you as speedily and as accurately as possible and any such requests just slow them down. Under no circumstances will results be given by telephone or e-mail.
5.14 Mitigating circumstances
Where you consider that your performance in an assessment has been adversely affected by circumstances beyond your control and you wish the Examination Board to take this into account you should complete a Mitigating Circumstances form. If you are unable to attend an examination you should also submit a Mitigating Circumstances form. Full details on mitigating circumstances can be found in GEAR. However, the following should be noted:
5.14.1 Grounds
In considering claims for mitigating circumstances, your Course Examination Board (or other appropriate body) will consider:
the severity of the mitigating circumstances, and the reasonableness of a claim that such circumstances might have affected performance;
the documentary evidence;
the time period affected, and the likelihood that performance may have been affected;
whether it is reasonable to suppose that the circumstances should have been foreseen by the student, or were avoidable.
The following are indicative of the kinds of circumstances which will normally be considered valid, where the evidence and timing are available to support the claim:
personal illness; illness of a family member; death of a family member or close friend; personal/psychological problems.
The following are indicative of the kinds of circumstances which will NOT normally be considered valid, even when they can be supported by independent documentary evidence:
paid employment; other University deadlines; car breakdown; lateness of lift to the University; missing a bus or train; oversleeping; misunderstanding timetable, or not knowing about times; computer problems (including corrupted disks or printing problems);
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job interview; any ongoing situation known to the student; other circumstances which it is reasonable to suppose might have been foreseen.
5.14.2 Procedure
If you believe that your mitigating circumstances should be considered you must complete and submit a Mitigating Circumstances form, via the Postgraduate Office, to the Chair of the Course Examination Board explaining:
(i) Which assessments were affected
(ii) How the circumstances affected your performance.
You need to ask the Postgraduate Office staff if you do not know who the Chair of the Course Examination Board is. The form and any supporting letter must be accompanied by third party documentary evidence, e.g. medical certificates. Self Certification of Illness notes will NOT be accepted- you must produce a doctor’s certificate.
The form and any supporting letter together with supporting evidence must be handed into the Course Administrator as soon as possible and certainly no later than 5 working days after the assignment/ examination to which they relate. Students should try and consult their Course Leader before submitting their forms and supporting evidence so that the Course Leader can speak on their behalf when mitigating circumstances are considered.
Any Mitigating Circumstances not submitted in this way will not normally be considered by a Course Examination Board. See also the section on appealing against an Examination Board decision where it warns that late submission of mitigating circumstances is not normally allowable.
5.15 Plagiarism, collusion and cheating in assessment
If you attempt to gain a grade by fraudulent means you can be severely punished by the Course Examination Board – see GEAR.
5.15.1 Plagiarism
Plagiarism is essentially presenting (directly or indirectly) another person's thoughts, writing, etc. as your own. Quoting directly without quotation marks and attribution is plagiarism. Copying material from a textbook, lecture material, article, digital file or another student, even if you paraphrase, may be considered plagiarism.
It is your responsibility to be fully aware what constitutes plagiarism and what does not. As a starting point, you should read the University’s Plagiarism Awareness Pack – you will be provided a paper copy of this pack when you start your course, and electronic copies are available on the “MY School: Brighton Business School” area and all Course Areas on studentcentral. Also, a short Powerpoint presentation showing the sort of copying our plagiarism software can detect can be found on the School Area and all Course Areas Studentcentral. By properly referencing all your work, you can avoid a plagiarism allegation, so you should also be fully conversant with the Brighton Business School Referencing Handbook.
Plagiarism is an issue facing all universities across the world and strikes at the heart of academic standards. We shall be insisting that wherever possible all assessed coursework is submitted to us in printed form AND also in digital form. Most of your lecturers will ask you to
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submit your digital copy via the Studentcentral module assignment box, others will ask for a copy on disk. We shall only accept coursework from you for marking if we have both the printed AND the digital versions. Be warned we shall be sampling this work with highly effective software designed to detect copying.
5.15.2 Collusion
Copying the work of a fellow student is also treated very seriously as it is unlikely to happen inadvertently. Don’t lend your notes, computer disks or assignments to other people, particularly if you suspect they may copy them. You may find it difficult to prove that you were the originator of the work if it is copied.
It should be noted that in cases of copying between students these penalties may also have to be applied to the original author as well as the author who copied the original piece of work if it cannot be established which was the copy and which was the original.
If the assignment is an individual piece of work make sure that it is your own work and not that of a group. Presenting a piece of work as yours when it is, in fact, the work of a group is collusion and is a form of fraud.
5.15.3 Cheating
Cheating in examinations by whatever means, including copying from unauthorised material or from another student’s script, consulting information or individuals while absent from the examination room, or attempting to gain a higher grade by fraudulent means, is also strictly forbidden.
Recently a small number of students were caught bringing into the examination hall illegal material that could have been of benefit to them when answering questions. In all cases the students were heavily penalised. The default for most modules is that you are not allowed to take any material into the examination room apart from pens, pencils and possibly non programmable calculators- and , of course, yourself!. If you are allowed to take material into the examination room please make absolutely certain that you have checked with your lecturer exactly what you are and are not allowed to take in long before the date of your examination. As each module is likely to have different forms of assessment you will need to check with the Lecturer for each module. Ignorance of the rules is not a defence that we will listen to.
5.15.4 Penalties
Penalties for plagiarism and collusion include being marked as zero for the assignment, zero for the module or even harsher penalties. A similar penalty is applied for cheating in examinations. Repeat offences carry stiffer penalties. 5.16 Appealing the decision of an examination board
Examination Boards are conducted under the University of Brighton’s General Examination and Assessment Regulations (GEAR), a copy of which is available on the “My School: Brighton Business School” area on studentcentral.
The grounds for appeal are set out below. These are the only grounds for making an appeal against the exam board decision. The following are NOT grounds for appeal:
I think the mark was unfairI want my script re-markedI know I did better or could have done betterThe exam board did not exercise its discretion in the way I would have liked - e.g. raising your class of degree if you are in the border zone
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If however you can show that the exam board did not have the correct mark when it considered your case then you would have grounds for appeal under iv below.
If you do not have a case that falls within one of the four grounds set out below then your appeal will not be considered so do not waste your time submitting a request.
If your case does fall under the grounds for appeal then you should complete in full the Stage 1 Academic Appeals form (available from the PG office) and email it to the following email addresses: [email protected]
Please do not direct your appeal to any individual members of staff as this will slow down the process. Appeals submitted in any way other than by full completion of the stage 1 appeal form will not be considered.
Your case will be given an initial consideration to establish if it conforms to one of the four grounds of appeal. If it does you will be advised of the formal procedures to follow. You should note that the formal procedures have time limits and you will be informed of those if you have a case. If you have passed the initial consideration then you will move to the formal processes as set out in GEAR Section H which is on Studentcentral in the Student Handbook section. You will also be informed of what additional evidence is required, if any.
Note: you have 15 working days from the date that the course pass list is posted on Studentcentral to notify us of your intention to appeal. Anything submitted after that date will not be considered.
A student may only request a review of the decision of an Examination Board on the following grounds:
i. that a student had submitted evidence of mitigating circumstances which was not considered by the Examination Board;
ii. that the Examination Board was not aware of mitigating circumstances affecting the student's performance because the student had been unable, or for valid reasons unwilling, to divulge them before the Examination Board reached its decision.
It is only in exceptional circumstances that an appeal will be heard on the basis of evidence submitted after the meeting of an Examination Board, and the attention of students is drawn to the importance of notifying their Head of School or Course Leader, in writing, of any circumstances extraneous to the course which might be prejudicial to their performance, as soon as possible, preferably before the examination and in any event before the examiners meet;
iii. that the examination procedures were not followed in accordance with the regulations, resulting in an error in the student's assessment;
iv. that some other material irregularity led to a breach of the procedures or regulations resulting in a decision detrimental to the student.
Please read these rules carefully and note the items underlined before you decide that you have grounds for an appeal. If you still believe you have grounds for appeal, fill in the stage 1 form and email it to [email protected]
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6. COURSE SPECIFIC REGULATIONS
6.1 Minimum pass mark & referrals6.2 What happens if I then fail a referral?6.3 Compensation within modules (qualified pass)6.4 Progression regulations6.5 Deferrals6.6 Awards (including exit awards)6.7 Registration periods6.8 Intercalation
6.1 Minimum pass mark & referrals44
The MBA uses a numerical marking scheme under which the following grades can be achieved within a module (see section 5.1 for further details):
- Distinction + – (80 and above)- Distinction – (70 – 79)- Merit – (60 – 69)- Pass – (50 – 59)- Refer – (30 – 49) this is a provisional failure which can be
overturned if you provide additional satisfactory evidence of achievement of the module learning outcomes
- Fail – (Below 30)
6.2 What happens if I then fail a referral?
A student who fails a referred piece of work will fail the assessment and normally be given the opportunity to repeat the module in full with attendance, at the discretion of the examination board, and pay the appropriate fee. See section 5.1 for further information.
6.2.1 Referral Rules
You will normally be allowed 3 attempts to pass a module which you have failed or been referred in.
There are the following possibilities:
1. If you fail in your first attempt by achieving an overall mark in a module of below 30% you will normally be asked to repeat the module. On repeating the module if you are referred (counts as your second attempt) you will then have one more final attempt to pass the module. If you do not pass the module at this third attempt, normally you will be counselled to leave the course.
2. If you are referred in a module by achieving an overall mark between 30 – 49% you will normally be asked to retake the module (counts as your second attempt). If you are referred at this second attempt then you will be required to repeat the module which will be your third attempt. If you fail this third attempt then you will normally be counselled to leave the course.
6.3 Compensation within modules (qualified pass)
Compensation within a module will normally apply where a student has achieved a minimum of 40% in the individual components of the module.
6.4 Progression regulations
Please section 5.1 for details.
The regulations from GEAR apply to referral and progression on the MBA.
6.5 Deferrals
The regulations from GEAR apply to deferrals, see Gear for further details.
6.6 Awards (Including exit awards)
Students who have successfully gained at least 60 CATS point from the core elements of the MBA programme will be eligible for the exit Awards:
Post Graduate Certificate in Business Administration45
Students who have successfully gained at least 120 CATS point from the MBA programme will be eligible for the exit Awards:
Post Graduate Diploma in Business Administration
Students who have successfully gained at least 180 CATS point from the MBA programme will be eligible for the exit Awards:
MBA MBA: International Management MBA Knowledge & Innovation Management MBA Leadership MBA: Public Service Management
6.7 Registration periods
A student registered for the MBA will normally be expected to complete the course within a period from registration of one to six years.
6.8 Intercalation
Students considering withdrawing or intercalating from either a module or the whole course should contact the programme administrator at the earliest opportunity to discuss the matter as there may be implications based on the timing of this decision. Students are encouraged to contact the course leader if they are experiencing difficulties of any kind which might impact on their attendance.
7. LIBRARY, COMPUTING AND MEDIA SERVICES
7.1 The library service7.2 Library services to part-time students7.3 The Online Library7.4 Computing services for students based at Moulsecoomb7.5 Media Centres7.6 Studentcentral7.7 ASK Study Guide7.8 Useful web addresses
_________________________________________________________________
The Information Services department provides library, computing and media services in support of learning, teaching, research and administration at the University of Brighton.
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7.1 The library service
7.1.1 The University of Brighton libraries
There are six libraries at the University of Brighton; the Aldrich, Falmer and St Peter’s House libraries in Brighton, the Queenwood and Health Sciences libraries in Eastbourne and the Hastings Campus Library.
You will be issued with a student identity / library card (Unicard) when you enrol, which will enable you to borrow material from all University of Brighton libraries. Your Unicard will also allow you reference access to the University of Sussex library.
The Aldrich Library is located in the Cockcroft Building on the Moulsecoomb site. It stocks a broad range of books and other materials relevant to your studies, covering all aspects of business studies, management and law.
7.1.2 Opening hours
Full, up to date information the about opening hours for all site libraries can be found at www.brighton.ac.uk/is/students > Libraries > Opening hours.
Current opening hours for the Aldrich Library (on the Moulsecoomb site):
Term time: Monday – Thursday 08.30 – 21.00Friday 08.30 – 19.00Saturday & Sunday 13.00 – 17.00
Vacations: Monday – Friday 09.00 – 17.30Saturday ClosedSunday 13.00 – 17.00 (except August)
The Ground Floor of the Aldrich Library, which contains a Computer Pool Room and Social Study Space, remains open until 02.00 every night during term time. After the library closes, entrance to the Ground Floor is via the entrance in Queensdown School Road and you will need your Unicard to gain entrance.
In addition the upper floors of Aldrich Library have extended opening hours during exam revision periods. For more information about this look out for posters displayed in the library or visit www.brighton.ac.uk/is/aldrich.
7.1.3 Borrowing entitlements
You may borrow up to 20 items at any one time. The standard loan period is three weeks but items in heavy demand are seven day loan or for use in the library only (Desk Loan Collection). Desk Loan items can be booked in advance for use in the library or overnight loan. You will normally be charged a fine if you return a short loan item late or retain an item which has been reserved by another user and recalled by the library.
7.1.4 Renewing items
It is not always necessary to bring items which you have on loan into the library to renew them. Provided that it has not been requested by another user, any item may be renewed: in the library at the Help Desk or on the self service machines using your Unicard.
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by telephoning the library (the Aldrich Library renewals line number is 01273 642770). Outside of library opening hours there is an answerphone where you can leave a message requesting a renewal.
online using the My Account tab in the library catalogue (via the Online Library at http://library.brighton.ac.uk). You will need to log in using your Unicard number.
7.1.5 Returning items
If the library is open, return your items to the library using the self service machines so that they can be discharged from your record.
When the library is closed, you can use the secure book-drop bins situated at the site libraries. At Aldrich there is one on the ground floor adjacent to the computer pool room and a second one outside the main library entrance. These can be used for returning books only when the library is closed.
Items can be returned by post; however, they remain your responsibility until received by the library.
7.1.6 The library catalogue
The library catalogue is available on dedicated terminals in each library and is also accessible online via the Online Library (http://library.brighton.ac.uk). The catalogue has information about the all material held in all of our site libraries. You can use the catalogue to search for books, electronic books, print journals and audio-visual items and to access your own borrower record for renewing books and to see your current loans. You can also use the catalogue to reserve items when all copies are on loan.
7.1.7 Requesting items from other libraries
If you would like an item sent to your local site library from one of our other site libraries you can fill out a request card at your library enquiry desk. If you are a final year undergraduate or a postgraduate student, you are entitled to inter-library loans. This means that we can obtain books or articles from other libraries for you (usually the British Library) when we do not hold them in stock. For more information about inter-library loans, please see Information Services document 434: An Aldrich guide to requesting inter-library loans or ask at your library Help Desk.
7.1.8 Photocopying
All the libraries offer self-service photocopying facilities - you should read the notices about copyright to ensure you stay within the legal limits of copying from printed materials. For colour photocopying on the Moulsecoomb site please use the Reprographics Unit on the ground floor of the Cockcroft Building.
7.1.9 Audio-visual material
All the libraries have relevant collections of videotapes, DVDs and CDs which you can use in the library or borrow for home use. You can use the library catalogue to search for audio-visual items. There is also a service called BOB: Box of Broadcasts, for watching and making clips from TV and radio programmes, available from the Online Library www.library.brighton.ac.uk
7.1.10 Communications
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The library uses your university UniMail address for all correspondence (e.g. recalled, loans or notification of reserved items awaiting collection). It is possible to set your UniMail to be forwarded to a personal email account of your choice. This can be done within StudentCentral by clicking on UniMail for full instructions.
7.1.11 Library Rules and Acceptable Behaviour Policy
All students are advised to read these documents which supplement the university regulations. They are available on the Information Services website www.brighton.ac.uk/is/students from the A-Z list.
7.1.12 Enquiries and further help
A Help Desk can be found in each of our libraries. You can also contact the Aldrich Library:
By phone:
Aldrich Library Help Desk: 01273 642760/642770
By email:
General enquiries: [email protected] Subject support team for Business and Law: [email protected].
If you have special needs, ask about the services that can be provided to enable you to use the libraries effectively.
7.2 Library services for part-time students
If you are studying part time and living away from the university, please ask at your University of Brighton home library about using another university library under the SCONUL Access scheme. Ask at your home library Help Desk for more information and you can also visit http://www.access.sconul.ac.uk/ to check whether the library you want to use is part of the scheme.
Part time students may also be eligible to join the University of Brighton’s Extended Library Scheme (ELS), whereby items can be posted to you. For more information go to http://www.brighton.ac.uk/is/els.
7.3 The Online Library
The Online Library (available via the Online Library tab in StudentCentral or at www.library.brighton.ac.uk) contains:
Library Catalogue: Links to our library catalogue, the catalogues of other local libraries and the British Library’s catalogue.
Journal Title Search: search facility for finding the electronic journals that we subscribe to.
Browse by subject area. This contains collections of links by subject, eg Business or Law, that have been selected by the library subject team supporting your course. These links include databases, Internet gateways, government websites and professional organisations
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Online databases with descriptions in alphabetical order. Use the databases to search for articles and papers relevant to your subject. Many of the databases have a user guide which you can access by clicking on the View user guide link. Many of these databases contain the full text of the documents and this is indicated by the words Full Text in red next to the description. The non-full text databases provide bibliographic detail and often an abstract.
A selection of the databases you may find useful are:
Business Source PremierEmeraldFAME (Financial Analysis Made Easy)GMID (Global Market Information Database)LawtelLexis LibraryNewspapers (covers UK broadsheets back to 1996)Westlaw
CrossSearch, which allows searching across multiple databases using a single search box.
Reference Shelf, which contains links to online reference resources, for example, National Statistics Online, the UK Government statistical service.
From the Online Library homepage you will find useful links to Information Services, library opening times, library and computing documents, etc.
The majority of these resources are available both on and off campus using your university username and password. Full instructions for access are available beneath each database description or from your library Help Desk.
If you would like more information or assistance with using the Online Library please ask at your library Help Desk or email [email protected].
7.4 Computing services for students based at Moulsecoomb
7.4.1 Locations and opening hours for computer access
Aldrich library computer poolroom*
Term-time Monday - Friday 08.30 – 02.00Saturday – Sunday 13.00 – 02.00
Vacation Monday – Friday 09.00 – 17.30Sunday 13.00 – 17.00 (closed during August)
*When the main library is closed the computer poolroom can be accessed from the Queensdown School Road entrance. You will need your Unicard to gain entrance.Mithras Annexe computer poolroom*
Term-time Monday – Friday 08.30 – 02.00Weekends: Closed
Vacation Monday – Friday 08.30 – 19.00
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*An access card is required after 17.30 for Mithras Annexe and these can be obtained from the Aldrich Library Help Desk.
The Aldrich Library
The Aldrich Library has a number of computers on each floor and the majority of study spaces have connection points for laptops. The ground floor and designated areas of the Aldrich Library are wireless enabled. For the opening hours of Aldrich Library see section 7.1 above or go to www.brighton.ac.uk/is/aldrich.
NB. LIBRARIES AND COMPUTER POOL ROOMS ARE CLOSED ON ALL PUBLIC HOLIDAYS
The information above was correct at time of going to press., However as opening hours can be subject to change, for latest information please check the Information Services website at www.brighton.ac.uk/is/students > Computing > Opening hours.
7.4.2 Usernames and passwords
When you have completed your online enrolment / activation, your university username and password will be generated. This can be used to access all the open access computers in libraries and poolrooms, studentcentral and the majority of resources available via the Online Library. If you wish to change your password to something easier to remember, you can do this in studentcentral by clicking on Personal Settings.
7.4.3 Student email
You will be provided with your university email address when you activate your computer account. You can read your email at https://uni.brighton.ac.uk/
Email is used as the primary means of communication throughout your course of study. Your lecturers and other staff and students will send email to your Brighton University address. You may wish to look at Information Services document is917: A guide to studentmail all documents can be found here: www.brighton.ac.uk/is/docs NOTE: This email address is one for life, you are able to keep this address for ever so it may be worth considering this to be your primary email account.
If you have another, personal, email account, which you would prefer to use, you can arrange for emails sent to your university account to be forwarded automatically. Full instructions can be found in Information Services document is084: Forwarding your university email. You may also wish to setup unimail on your iPhone, iPod Touch or iPad, instructions on how to do this can be found in the document number is088. NOTE: If forwarding email to your personal address you will need to clear down your university email account from time to time; if you exceed your disc space you will stop receiving emails.
7.4.4 Connecting your own computer
You can connect your own computer via the network sockets in libraries and most halls of residence using an Ethernet cable or via wireless in some areas on each site. Once connected, your computer is part of the university network and is therefore subject to our conditions of use. Please see Information Services document 907: Conditions of Use of University of Brighton Computing Facilities including Networks. One of these conditions is that Sophos anti-virus software be installed and this can be downloaded from the Information
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Services website by going to www.brighton.ac.uk/is/students and choosing Anti-virus software from the Quick Links for students box.
In order to connect your laptop to the network in one of the university libraries you will need to follow set up instructions. You can ask for these at the library enquiry desk or download them from www.brighton.ac.uk/is/students > Using your own computer > In libraries.
For more information on connecting your computer in halls of residence and computer clinics go to www.brighton.ac.uk/is/students > Computing > Using your own computer.
Wireless connection is also available on the Moulsecoomb and other sites in selected areas. We are expanding the areas in which wireless connectivity is available so please go to www.brighton.ac.uk/is/wireless for up to date information. Set up instructions for connecting your laptop to the university’s wireless network can be obtained from your library enquiry desk or from www.brighton.ac.uk/is/students > Using your own computer > Wireless.
7.4.5 The Computer Store
The Computer Store in the Watts Building at Moulsecoomb sells blank CDs, USB sticks, cables, software, computers etc. Many items are available at special educational discount rates. The computer store is open 9am – 4.30pm daily during term-time.
7.4.6 Printing
Information Services provides a variety of high quality networked laser printers throughout the university. You can use them from computer pool rooms, from libraries and from your laptop on all main sites of the university.
A printing account is automatically set up for you once you activate your computer account and you can add credit to your account using the blue Printer Credit Stations which you will find located in the open access computer pool rooms. For more information on using the networked printers see Information Services document number 003: Using the networked printers.
To print from your own laptop you will need to be connected to the university network and working inside the university. You will also need to install the correct printer drivers on your laptop which are available for download from www.brighton.ac.uk/is/students and then from the Quick links for Students box choose Printing > Mobile printing service.
7.4.7 Scanners
Scanners are located in all open access computer pool rooms.
7.4.8 Software available in the open access computer poolrooms
Adobe Reader EndNote (bibliographic software) InfoZip Internet Explorer MS Office 2007 (Word, Excel, PowerPoint, Publisher and Access 2007) MindGenius (mind-mapping software) Minitab PhotoShop Elements (on machines connected to scanners only) Sophos (anti-virus software) SoThink (HTML editor)
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SPSS TextHelp Read & Write Gold (screen reading and reading/writing tool)
In addition there is specialist software available as relevant in the different poolrooms / libraries. For a full, up to date list go to www.brighton.ac.uk/is/students > Computing > Software information
7.4.9 Computing help
Online help is available in studentcentral (see below) and a wide range of guides and help sheets are available in computer poolrooms. Technician help is also available in the poolrooms at advertised times. For help with username and password problems you can contact your local library enquiry desk. All our guides are also available online from our documents catalogue at http://www.brighton.ac.uk/isdocs.
See also www.brighton.ac.uk/is/students > Getting help.
7.5 Media Centres
Media Centres offer a range of media services at each site for staff and students including lending a range of equipment such as camcorders, digital audio recorders, digital cameras, overhead projectors etc. The site media centres also sell a range of IT and a/v consumables. On the Moulsecoomb site, the Media Centre is located in the Watts Building.
For full details go to www.brighton.ac.uk/is/students > Media Centres.
7.6 Studentcentral
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studentcentral is the student intranet for the University of Brighton; it is a one-stop-shop for online information whilst studying here.
What's in studentcentral?
When you login to studentcentral your personalised home page gives you access to academic and other resources wherever you have internet access – at home, at work, abroad or in the university. Once logged in studentcentral will give you access to an area about your school and your course and you will also see an area for each of the modules you take.The module areas are identified by the corresponding module code and are where your online learning activities will be delivered and where you will be submitting your assessed work, speak to your tutors for more information on the areas.If you have a special need to have your home page personalised even further, please contact the [email protected].
On studentcentral there is a dedicated area for your school, your course and your individual modules, containing:
Key course information such as your course handbook (see course area) and module descriptors (module areas).
Timetables and examination schedules (see school area) School, course and module announcements – these appear in the home page too Course material – module handbooks, other documents, powerpoint slides images,
audio or video in the module areas (see module areas). A Learning Resources section with your Reading Lists (see module areas) Revision quizzes, test and surveys (see module areas) "Assignments" items for submitting the electronic copy of your assignments (see
module areas). Past 2 years of examination papers (school area). Communications tools so you can email everyone in a module, discuss online,
communicate in real time (video conferencing), share files in small groups, etc. Student rep contact details, course board minutes, and annual academic health reports
(see school area).
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On your home page you will also see the ASK Study Guide and Student Life. Please have a look around these areas plus the school area when you first log in.Useful links to
the Online Library (see section 7.3, above) unimail (see section 7.4 above and IS document is917: A guide to studentmail ) Community @ Brighton – see below for more information.
To find out more
Click on the Help icon for information about studentcentral and community. To get started, search for "help" or "started".
Social networking and blogging service
Once described as an online school playground, Community @ Brighton is a full social networking and blog service for students and staff at the University of Brighton.
Community@Brighton is shaped by the people who use it. It is available to all staff and students via studentcentral or directly by visiting https://community.brighton.ac.uk/. Staff and students are equal members and everyone can contribute in the same way. Community@Brighton may also be used to support your tutors to support learning, so it’s worth logging on and taking a look.
Keep a blog
Your Blog (weblog) is your online diary – simply click "post an new entry" and fill in the boxes.
You can make your blog private, university-only or public. You can add links and pictures. Unless you make posting private, you will become famous for five
minutes as the latest blog tops the list!
Present your profile
Your Profile is your public face, what you want people to know about you. Add keywords / tags for your interests and they become links for you to find out who else used them. Then you can make like-minded people into your online friends.
Find online friends
Add people to "Your Friends" so you can find their blog more easily. Find your friends list in the right-hand panel.
Store your files Keep your files on Community to use in your blogs and share with your friends; you can store up to 10MB.
Create and browse adverts
Buy and sell books and equipment, look for accommodation
Join communities
… or create your own
Join an existing community such as Environmental Action Network, New Students, Gig-Addicts or Chaplaincy. Choose whatever matches your interests and use the community blogs to discuss things. Communities can be public or closed.
Set up your own Community to share a group blog (and wiki) with like-minded people, for
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a club or society - to announce events meetings or discuss topics of special interest
a special interest group - to advertise or comment upon related external events or ideas
a school, course, module or project group - to share ideas, arrange meetings
RSS feeds Use Community to manage your RSS feeds
Portfolios and CVs
Draw together information to present your CV, your Portfolio or simply a small web site. Make it public if you like.
7.7 ASK Study Guide
In addition to course-specific guidance, online resources to help you study effectively are available through the ASK Study Guide on studentcentral. You will find the link in the “My tools” menu on the homepage. The ASK Study Guide offers advice on how to make the most of seminars and lectures, reading and notemaking, preparing for exams, tackling stress, essay writing, oral presentations, group work and many other topics. You will also find information about the weekly Study Support workshops held at all university sites, how to book tutorials or groups and specialist services such as the Maths & Stats Support Unit and English Language Support Programme.
7.8 Useful web addresses
Information Services web site http://www.brighton.ac.uk/is/ Online Library http://library.brighton.ac.uk student mail https://uni.brighton.ac.uk/ studentcentral http://studentcentral.brighton.ac.uk/ studentcentral help http://student.brighton.ac.uk/help/faq.php Help Documents www.brighton.ac.uk/is/docs
8. STUDENT SERVICES
Opportunities and support to help you get the most out of your time at university.
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Student Services is a central department that provide a range of services to support you through university and to help you get the most from the student experience. We’re separate from your school and are here to help with all kinds of academic and non-academic issues.
Our experienced and supportive staff offer advice on a range of issues, including:- Advice about money worries and how to live on a budget.- Support in finding jobs and volunteering opportunities.- Help accessing academic support if you have a disability, learning difficulty or long-term
medical condition. - One to one support for students with worries or concerns in a safe, confidential space.
Here for you, whatever the issue
Below is an outline of some of the ways in which we can help you during your time here.
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Career developmentBuild your employability skills and boost your graduate potential, with careers guidance, enterprise skills, and employment and volunteering opportunities.www.brighton.ac.uk/careers
ChaplaincyThere’s more to the Chaplaincy than you think with social events, retreats, worship, discussion, support and listening.www.brighton.ac.uk/studentlife/chaplaincy
ChildcareWith two Ofsted rated nurseries open to children of staff, students and the local community, the University of Brighton is an excellent choice for high quality, affordable and flexible childcare.www.brighton.ac.uk/childcare
CounsellingWhatever the reason, if you are finding academic life is causing you concern, or for personal reasons you need someone to talk things over with, you don't need to feel that you are all alone with your worries. Talk to one of our trained counsellors in a safe and confidential space.www.brighton.ac.uk/studentlife/counselling
Disability and dyslexia supportIf you’ve got a disability, specific learning difficulty or long term-health condition and choose to disclose it in confidence to the Disability and Dyslexia team, you’ll discover the wide range of academic and personal support available.www.brighton.ac.uk/disability
Health and wellbeingLooking after yourself whist at university helps you to get the most of your experience. Our links to local surgeries give you access to a doctor, while our health and wellbeing workshops and information help you to keep everything in balance – so look after your mind and body whilst you are here.www.brighton.ac.uk/studentlife/health
Student Advice ServiceWhen it comes to your finances at university it pays to be money wise; so for expert advice on financial issues, including fees, grants, bursaries, loans, and money management, contact the Student Advice Service. They can also help if you are an international student needing immigration advice, or support if you’re experiencing culture shock and home sickness.www.brighton.ac.uk/moneymatters
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Get in touchYou can find further information about our services and answers to your student life queries at www.brighton.ac.uk/studentlife
You can also access our services at each campus by visiting our student centres, or call us to find out more or book an appointment.
Eastbourne - Trevin Towers, Gaudick Road T: 01273 643845Falmer – E354, Checkland Building T: 01273 643584Grand Parade – Room 153, Level 1, main building T: 01273 643187Moulsecoomb - Manor House, Moulsecoomb Place T: 01273 642895Hastings – The Student Centre, Level 1, Priory Square T: 01273 644643
We can also help answer your questions in confidence via email, at [email protected] , or follow us on Twitter for the latest student life news via @brightonstudent – www.twitter.com/brightonstudent
9. STUDENT ENTITLEMENTS AND RESPONSIBILITIES
9.1 Student Charter9.2 Brighton Business School – Attendance and Engagement policy9.3 Disability statement9.4 Fire evacuation9.5 Observing copyright laws
___________________________________________________________________________
9.1Student Charter
The relationship between the University, its students and the Students’ Union is based on the principle of partnership: a relationship through which mutuality and interdependence in the learning process are emphasised and celebrated. This has as its principal goal the development of confident, independent researchers and professionals, fully capable of succeeding in their chosen vocations and as well-informed citizens. The Charter seeks to emphasise this partnership and to sustain it through a set of shared commitments and expectations, set out in the table below and embodied in the detailed policies, procedures and regulations of the University of Brighton accessible at http://www.brighton.ac.uk/studentlife/studentadvice/regulations
The University aims to: Students are expected to: The Students’ Union aims to:
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Provide a stimulating learning environment.
Give all students the right to be represented in University Governance through the Students’ Union.
Provide access to personal tutors and appropriate study support.
Continuously seek to improve the quality of teaching, research and support services.
Ensure appropriate and timely feedback on all coursework.
Assess and mark work fairly, consistent with clearly stated learning objectives.
Provide clear regulations, procedures, policies and information.
Enhance personal development and employability skills and provide access to careers counsellors.
Facilitate access to appropriate welfare, support and services.
Foster an inclusive environment treating all with fairness, dignity and respect.
Operate fair, accessible and timely processes for handling appeals, complaints and disciplinary matters.
Encourage students to provide feedback on their university experience, and, where appropriate, act upon this.
Share responsibility for the learning process, recognising the role of independence and self- motivation in your studies.
Engage fully with all learning activities, whether face to face or through e-learning.
Attend and contribute to lectures, seminars or tutorials.
Adhere to the standards of academic practice of your course.
Reflect critically on feedback to improve your work.
Comply with University regulations and procedures.
Make arrangements for prompt payment of all fees and charges.
Be pro-active in seeking appropriate advice and support in the event of difficulty whether academic or personal.
Use opportunities to enhance personal development including extracurricular choices and volunteering.
Treat university staff, other students and our neighbours with dignity and respect.
Respect the University and local physical environment.
Support student representatives and participate in the processes to select them.
Provide information requested by the University and ensure that your records are current.
Provide feedback on the University experience.
Promote a sense of enjoyment in all aspects of university life.
Work in partnership with students and the University in maintaining a culture that promotes a critical and independent learning environment.
Work with students and the University to ensure the financial support packages available are suitable and continue to meet the needs of students.
Offer information, advice or representation to students through the SU Advocacy Service.
Provide opportunities for all students to get involved in any part of the Students’ Union.
Foster a caring inclusive environment for all students.
Ensure the elected representatives, policies and actions of the Students’ Union reflect students’ needs.
Provide support, training and resources to students and their representatives so that they may contribute effectively to the evaluation and enhancement of the university experience.
Seek to ensure that Students’ Union and the University learn from the experiences of students.
9.2 Brighton Business School – Attendance and Engagement policy
Engagement with your studies
You are expected to engage with all the learning activities which form part of your programme and attend all scheduled course workshops, lectures and seminars. Attendance registers will be maintained by your course
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team and should your individual attendance fall below an average of 75%, this may be taken into consideration by Examination Boards when deliberating on the granting of referrals. You may however be unable to attend scheduled workshops, lectures and seminars from time to time due to exceptional circumstances (for example personal illness, family bereavement, hospitalisation etc.). In such cases, it is the responsibility of the student to ensure that the course management team are informed at the time and that such absence is discussed with and recorded by the course team. Where possible, students are expected to provide evidence supporting their absence and a lack of evidence may limit the decision making options of the course leader and/or examination board.
Should your record of attendance be consistently poor (i.e. fall below the 75% minimum requirement), you may be required to attend a meeting with your Course Leader to discuss your absences. In the event you fail to attend the meeting without due notice, you will receive a further letter inviting you to a re-arranged meeting. If you do not attend this meeting, you will then be considered to have withdrawn from the course.
Your responsibilities as a student
We encourage you to make use of all the facilities and resources available to you, including libraries and ICT facilities, to enable you to pursue your studies diligently and take responsibility for your own learning. You should familiarise yourself with University and Brighton Business School Rules and Regulations including any relating to your course and should be aware of the requirements of your course. Your course programme team, including the course administrators are available to clarify any questions you may have. Contact details of all the course team are available in your course handbook.
9.3 Disability Statement
The University of Brighton is fully committed to the Special Educational Needs and Disabilities Act 2001 (SENDA), which extended to educational institutions the provisions of the 1995 Disability Discrimination Act. The booklet entitled Access and Support for Disabled Students summarises the University’s approach to and provision for students with all types of disability, including long-term conditions, mental health difficulties, sensory impairments and specific learning difficulties. A copy of the booklet is available from Student Services, and a reference copy is held in the School Office. Fuller information about relevant services can be found at: http://www.brighton.ac.uk/disability/
Staff who co-ordinate support for students with disabilities or specific learning needs are based in the Disability & Dyslexia Team in Student Services located in the Manor House. For contact details see section 8. If you have disability or specific learning needs please also raise this with Donna Clark in the Undergraduate Office (M160) who can make you aware of student support available.
9.4 Fire evacuation
On hearing the fire alarmLeave the building by nearest routeClose all doors behind you.Report to assembly point as shown on nearest fire action notice.
At all times:Use the nearest available exit.Do not stop to collect personal belongings.Do not run or try to pass the person in front.Do not use the lift.Do not re-enter the building.Do not congregate outside the main entrance.
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NB These are generic procedures; please refer to any additional specific procedures associated to individual buildings.
Students with a disability or mobility problems should notify their personal tutor, course leader or course administrator so that evacuation arrangements can be set up for them.
For further information on health and safety procedures at the University go to:http://staffcentral.brighton.ac.uk/safety/
9.5 Observing copyright laws
Under UK copyright law, you must not copy someone else’s copyright material unless (a) you have their permission or (b) it falls within the limits of what is known as ‘fair dealing’. Most works remain in copyright for 70 years after the death of the author/creator. ‘Fair dealing’ for ‘private study or research for a non-commercial purpose’ permits you to make a single copy of a ‘reasonable proportion’ of a copyright work. ‘Reasonable’ is not legally defined but it is recommended that you keep within the following limits:• one complete chapter or up to 5% of a book;• one article from any one issue of a periodical or set of conference
proceedings;• up to 10% (up to a maximum of 20 pages) per short book (without chapters), report,
standard or pamphlet;• one poem or short story (maximum 10 pages) from an anthology;• one separate illustration or map up to A4 size;• short excerpts only from musical works (not whole works or movements) and no copying
for performance purposes.In all cases, you should acknowledge the source of the work.
9.5.1 Multiple photocopies
Should you need to make multiple copies of copyright material for classroom use, please first read the notice ‘Copyright – multiple copies’ which should be on display near each university photocopier and is also available online at http://www.brighton.ac.uk/is/copyright.
9.5.2 Copyright and the internet
Do not assume that just because something appears on the internet, it must be in the public domain. All material on the internet is protected by copyright. Look for a copyright statement (often on the website’s home page under ‘copyright’, ‘terms and conditions’, ‘disclaimer’ or similar) and unless copyright has been explicitly waived, seek permission before re-using it in any publicly-accessible document (web page, poster, etc). Taking a single paper copy of a ‘reasonable proportion’ for ‘private study or research for a non-commercial purpose’ (using the fair dealing limits outlined under ‘single photocopies’ above) is OK but cutting and pasting from someone’s web page to add to your own website or to send to a group is not. For more guidelines on electronic fair dealing, see http://www.ukoln.ac.uk/services/elib/papers/pa/licence/fairnote
If you are looking for an image to use in your coursework, remember that images retrieved from Google, Yahoo, etc are often subject to copyright. Start by checking the sources listed on the Online Library’s ‘film, image and sound sources’ page on the Reference Shelf http://library.brighton.ac.uk/pages/Film__Image_and_Sound_Sources/index.phpMany of these collections are available for non-commercial use without payment.
9.5.3 Scanning
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You may scan a ‘reasonable proportion’ of a printed document for ‘private study or research for a non-commercial purpose’ (using the fair dealing limits outlined under ‘single photocopies’ above) but it must remain for your personal use only. Do not put scanned copyright material on a computer network and do not distribute it by email. If you use any scanned copyright material in your course work, do not alter it, always put text between quotation marks, and always acknowledge your source. Remember, unacknowledged use of scanned material in your course work could make you liable to accusations of copyright theft and plagiarism.
9.5.4 For further information on copyright
The UK Intellectual Property Office website (http://www.ipo.gov.uk/) is a useful starting point for copyright information but much of the university’s use of copyright material is determined by individual licence agreements covering material such as print materials, digitised texts, OS maps, newspapers, t.v. and radio programmes, e-journals etc. If you need any further information on this subject, please check out the documents on copyright at http://www.brighton.ac.uk/is/copyright .
APPENDICESAppendix 1: MBA Module GuideAppendix 2: Academic Calendar
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Appendix 3: StudentcentralAppendix 4: Action LearningAppendix 5: Management Competency ProfileAppendix 6: University Maps
______________________________________________________________________
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APPENDIX 1
MBA Module Guide______________________________________________________________________
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67
New Code
Cats Points
MBA FT
MBA PT
MBA PSM
MBA Leadership
MBA Knowledge
and IMHRM84 Managing People & Organisations
Cor
e M
odul
es
20 20 20 20 20 20
OPM54 Information Systems, Operations & Process Management
20 20 20 20 20 20
FNM18 Accounting and Performance Management 20 20 20 20 20 20
STM21 management Environments and economics
20 20
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STM22 management Environments and economics
20 20 20 20
STM23 Dynamic Public Service Environment
10 10
STM12 Services Planning and Commissioning
20 20
IMM07 Managing Innovation
10 10
IMM08 Managing Innovation
10 10 10 10
MNM94 International Strategy and Marketing
30 30
MNM95 International Strategy and Marketing
30 30 30
MNM48 Collaborative Working, Communication and Marketing
30 30
HRM75 Leadership & Ethics
20 20 20
MLM09 Knowledge Management
20 20
IMM04 Innovation Planning and Marketing
30 30
Electives Electives
20 20 20 MNM30 Specialist International Elective 20
MNM35 Developing international strategic capabilities
Fina
l Int
egra
tive
Mod
ules
40 40
MNM98 Developing international strategic capabilities
40 40
MNM99 Developing Strategic and Change Capabilities
40 40
MNM96 Developing Strategic Leadership Change Capabilities
40 40
MNM97 Developing Strategic Knowledge, Innovation & Change Management Capabilities
40 40
Total 180 180 180 180 180
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APPENDIX 2
Academic Calendar______________________________________________________________________
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Programme Dates for Academic Year 2012/13MBA General Management phase 1 - part-time
2012 Venue
26 - 27 September 2 day Course Induction 9.30am – 4.30pm(you are also invited to attend the postgraduate reception Thursday 27 September at 4.00pm in the Refectory)
M153
1 October – 10 December
Start of Autumn term / semester 1 teachingSTM22 Management Environments and EconomicsMonday Evening – 6-9pm
150
27 September Evening Reception – for all postgraduate students4pm
Mithras House Refectory
10 – 21 December (inc)
Guided study 2 weeks
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14 December End of Autumn term (start of vacation)
2013 Venue
2 – 4 January Guided Study Week 3
7 January Start of Spring term (end of vacation)
10 January Project hand-in (STM22) 7.00pm
11 January
14 January –18 January
Reflective hand-in (STM22) 7.00pm
FNM18 Accounting & Performance Management5 day block workshop
M126
4 February –18 March
Start of semester 2 IMM08 Managing Innovation Monday Evening – 6-9pm
M150
4 March
18 March
Programme Board* 1.00 – 2.00
Controlled Assessment FNM18 Accounting & Performance Management
TBC
TBC
25 March End of Spring term (start of Easter vacation)
15 Aprll Start of Summer term (end of Easter vacation) Recommencement of semester 2 teaching
M150
6 May Bank Holiday NB: Tutors will arrange for alternative teaching to take place in lieu of day lost for May Bank Holiday
14 May
– 4 June (inc) Guided study x 3 weeks
16 May Programme board* 1.00 – 2.00pm TBC
27 May Bank Holiday
4 June Project hand-in (IMM08) 7.00pm
7 June Reflective document hand-in (IMM08) 7.00pm
7 June End of Summer term (start of Summer vacation)
Early July Award/Examination board
2 September
10 September
Deferred examinations
Re-submission of referred/deferred work
Timing of Available Core Modules
29th October – 2nd November HRM84 Managing People & Organisations
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5 day block workshop
14th December Controlled Assessment (HRM84)
22nd – 26th April OPM54 Information Systems Operations & ProcessManagement5 day block workshop
28th May Controlled Assessment (OPM54)
The above two block workshops can be taken in Year 1, 2 or 3.
If you wish to find out more about the impact of taking these workshops then please contact the MBA Team.
*a student representative elected from each year is invited to attend each Programme board
Key:M = Mithras HouseTBC = To be confirmed
Programme Dates for Academic Year 2012/13MBA Public Service Management Year 1
2012
Venue26 – 27 September
27 September
2 day Course Induction 9.30 – 4.30pm(you are also invited to attend the postgraduate reception on Thursday 27 September) in the Refectory.
Evening Reception – for all Post Graduate students at 5pm
M153 Mithras House
Mithras House, Refectory
8 - 11 October The Dynamic Public Service Environment (STM23)4 day workshopTove Sorensen-Bentham (1.5 days), Richard Morland (1 day) and Walter Heering (0.5 days) 1 day with TSB
M126
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29 October – 2 November
Managing People and Organisations (HRM84)5 day workshop
tbc
14 December
14 December
Controlled Assessment (3 hours)HRM84 Managing People and Organisations
End of Autumn term (start of vacation)
tbc
2013
Venue
7 January Start of Spring Term (end of vacation)
10 January Project hand-in & Standard hand-in 7.00pm
11 January Reflective document hand-in 7.00pm
14 – 18 January Accounting and Performance Management (FNM18)(5 day workshop)Tutors TBC
M126
18 – 22 February Service Planning (STM12)(5 day workshop) Tove Sorensen-Bentham (3.5 days), Graham Clifford (1.5 days)
M126
18 March
25 March
Controlled Assessment (3 hours)Accounting & Performance Management
End of Spring term (start of Easter vacation)
tbc
15 April Start of Summer Term(end of Easter vacation)
22 – 26 April Information Systems Operations and Process Management (OPM54) Asher Rospigliosi and Clare Millington
M126
6 May Bank Holiday
21 May
27 May
Q&A Session Tove Sorensen-Bentham 10.00 – 12.00pm
Bank Holiday
tbc
28 May Controlled Assessment (3 hours)Information Systems Management
tbc
4 June Project hand-in & Standard hand-in 7.00pm
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7 June Reflective hand-in 7.00pm
7 June End of Summer term (start of Summer vacation)
2 September
10 September
Deferred examination
Project hand-in & reflective hand-in 7.00pm
Workshops will typically run from 9.30 – 4.30pm at Mithras House – unless stated otherwise. Communication regarding workshops will be sent to your university e-mail address and workshop programmes and reading lists will normally be made available in the relevant area on Studentcentral at least two weeks in advance of the first day of the workshop.
APPENDIX 3
Studentcentral______________________________________________________________________
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Assignment Submission via StudentcentralThere are two different tools that are used to submit assignments in studentcentral.
The first is a Turnitin submission point and will have this icon next to the submission point.Turnitin is used for ‘Essay’ type submissions, in other words if your assignment is a written paper then you will be submitting to a Turnitin submission point, e.g. a Word file
Figure 1 - example Turnitin submission point
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The second is a Blackboard submission point and will have this icon next to the submission point. This type of submission point will be used if you are required to submit a file other than a written paper file, e.g. an Excel file.
Figure 2 - example Blackboard submission point
In order that you online submission is successful please follow the correct instructions for the type of submission point you have in your module area on studentcentral.Before you submit your assignment...
When you hand in an assignment you will be able to submit it online – your tutor will discuss the details with you so that you know what to expect.
Don’t forget that it’s always a good idea to keep a backup copy of all your work.
The filename should not be more than 25 characters long (preferably shorter) and avoid using spaces – distinguish separate words by using capital letters, for example: ThisIsMyFile.doc or use underscores, like this This_is_my_file.doc
In Turnitin only the following file types are acceptable: MS Word, WordPerfect, PDF, HTML, RTF, and plain text. Zip (compressed) files are not acceptable.
If you have created your file using Microsoft Works, you must save it first in Rich Text Format (.rtf) before submitting it to Turnitin.
Your file should not be larger than 20MB if submitting to Turnitin.
How to submit your assignment to a Blackboard submission point1. Go into the appropriate module or course area from your Home Page on studentcentral
2. Click the menu link where your tutor has told you to submit the assignment (this is usually named Assignments or Assessments)
3. Click the appropriate assignment (there should be instructions under the link so you know you’re choosing the right one but if in doubt, check with your tutor)
4. The screen will look something like the one below. Your tutor may have written some instructions for you in the Assignment Information section, so make sure you read them carefully before submitting your work. The Due Date should be visible there too.
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5. In the Assignment Materials section write some comments in the Comments box – e.g. your name, cohort, date file submitted etc (DO NOT use the Submission box)
6. Click the Browse My Computer button and browse to the file on your computer or USB stick that you wish to upload electronically and click Open
7. Once you have attached a file the screen should look like the picture below.
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8. If you have another file to submit, click Browse for Local File again and repeat as above. Your filenames should indicate the order in which the files should be opened and the number of files in total, for example:
Myfile1of3.docMyfile2of3.docMyfile3of3.doc
9. Continue until you have added all your files
10. When you have added all your files and want to send them to your tutor, click Submit at the top or bottom of the screen (NOTE : clicking Save as Draft does NOT actually send the file but simply uploads it so that you can send it at a later date if you wish)
11. You’ll see a receipt on the screen showing the time and date the file was submitted. You could print this out if you wish
12.Click OK to exit that screen13.Note that you only have one attempt, i.e. you can only submit your assignment once14.When the assignment has been marked by the tutor, which may be some weeks later, you
will find that clicking that link again will allow you to see their feedback – but until then you will simply see the file you sent them
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15. If something goes wrong, speak to your tutor as soon as you can
About TurnitinTurnitin is a Web-based service that can find and highlight matching or unoriginal text in a written assignment. Turnitin checks any papers submitted against its database of materials to look for matches or near-matches in strings of text. Turnitin then generates an Originality Report. The Originality Report summarizes and highlights matching text. If submitting your assignment through Turnitin you will be able to submit your paper as many times as you choose up until the assignment deadline when that submission will be final, each time you submit your paper you will be able to view your paper‘s originality score.For details of how to interpret the originality score we would recommend you visit the following link to view a short video: http://tinyurl.com/6d62bbdHow to submit your assignment to a Turnitin submission point
1. Go into the appropriate module or course area from your Home Page on studentcentral
2. Click the menu link where your tutor has told you to submit the assignment (this is usually named Assignments or Assessments)
3. Click View/Complete (under the assignment title)
You’ll need to wait a few seconds (longer if you have a ‘slow’ internet connection) as the submission area is on a different server outside of the University. It does sometimes look like nothing is happening – but be patient!
4. You’ll see a screen like this:
5. The Information icon gives you details about any additional instructions the tutor added for that assignment
6. The Dates column give you information about the start, due and post (the date the grade and feedback will be available) dates.
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7. To submit your work click the Submit button
You may need to wait a bit again
8. Once in, you should find the system knows who you are and will have entered your first and last names in the appropriate boxes
9. Don’t worry if your names have not already been entered into the boxes, just type them in yourself
10.Type the title of your assignment in the submission title box
11.Click the Browse button and find the file on your computer that you wish to submitRemember, the system only supports the following file types: Word, WordPerfect, pdf, html, rtf and plain text. The total file size must be less than 20MB
12.When you have found the file, click Open to attach itThe name of the file you have uploaded will then appear in the upload box
13.When you are ready to submit the file click the upload button
14.Wait a few moments while your work is processed
15.Eventually Step 2 appears which displays a preview of the submitted work so you can review it and make sure it is the correct file that you wish to submit.
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NOTE: that this is not the formatted view – just the text but be assured your tutor will see the fully formatted workNOTE: If it is incorrect, click Return to Upload page and browse to the correct one.16. If it is correct, click Submit.
17.Wait for the final time.
18. You will now be able to view your formatted work (first page only) with a success receipt if all is well and an email will be sent to your Unimail account.
That’s it! Turnitin will send you a confirmation email to your UniMail account.The email will be sent from [email protected] with the Subject heading TurnitinUK Digital ReceiptThis could be printed or used as evidence of posting so you should not have to contact your school to check the assignment has gone through.
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Recommendations in preparation for e-submissionIf you choose to submit your assignment online from outside of the university we recommend that you do a trial submission, well before the assignment deadline, from the computer that you plan to use for the final submission. This will give you will have plenty of time to rectify any problems that occur, which will ensure that you meet the required deadline.If using Turnitin for your submission you will be able to submit as many times as you choose up until the deadline, you can use this to test the submission process.For details of the system requirements if using Turnitin please see the details on their website: http://turnitin.com/static/support/system.php
For further guidance and advice on using Turnitin at the university of Brighton see: www.brighton.ac.uk/is/ACSservices/student_tii
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APPENDIX 4
Action Learning______________________________________________________________________
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APPENDIX 5
Management Competency Profile______________________________________________________________________
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The qualities of a successful managerBasic knowledge and understanding
Basic knowledge and information
Understanding your organisation - goals and plans, product knowledge, who’s who, the roles of various departments, relationships between departments
Professional knowledge Knowledge of relevant legislation, principles of management, marketing techniques, production technology
Skills and attributes
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Sensitivity to events Sensing what is happening in a particular situation; being able to tune in to what is going on; being perceptive and open to information – both hard information such as facts and figures and soft information such as the feelings of other people; being able to respond appropriately to situations as they arise
Analytical, problem solving and decision making skills
Using logic to make decisions, ability to weigh pros and cons in uncertain or ambiguous situations; using judgment and intuition, striking a balance between logic and subjective feelings in decision making
Social skills and abilities Ability to get things done through other peopleCommunicating, delegating, negotiating, resolving conflict, persuading, selling, using and responding to authority and power
Emotional resilience Managing the emotional stresses and strains of managerial jobs; maintaining self control and flexibility in difficult situations
Being proactive and inclined to respond purposefully to events
Having your own goals rather than always responding to events; responding thoughtfully to situations, taking the longer term into consideration, seeing a job through, taking responsibility for things that happen
Meta-qualitiesCreativity Ability to come up with unique new responses to
situations; having the insight to recognise and take up useful new approaches
Mental agility Ability to grasp problems quickly; to think of several things at once; to switch rapidly from one problem situation to another; to see a whole situation quickly and ‘think on your feet’
Balanced learning habits and skills
Being an independent learner – deciding for yourself what is true or right; capable of abstract thought as well as practical thought and able to relate the two; able to generate your own theories from practice and practical ideas from theory; ability to use different learning processes such as receiving information; generating personal meaning from experience and reflection (analysing and reorganising experiences and ideas
Self knowledge Understanding how your own values, feelings, strengths, weaknesses and other personal factors influence what you do; having the skill of introspection.
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APPENDIX 6
University Maps______________________________________________________________________
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