programme specification ba in business management …...approved september 2015 1 programme...
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Approved September 2015
1
PROGRAMME SPECIFICATION
This document describes the BA in Business Management with Finance offered by Pearson College and validated by Ashridge Business School. This
specification is valid for new entrants from September 2014.
Proposed Programme Titles BA in Business Management with
Finance
Awarding Institution Ashridge (Bonar Law Memorial)
Trust, known as “Ashridge”
Teaching Institution Pearson College
Proposed Qualifications awarded1 BA (Honours) Business
Management with Finance
Proposed start date September 2014
Language of study English
Proposed External Accreditations ICAEW, CMI, CISI, CIPD, CIM, BSB, SRA,
CIMA (all as appropriate depending on
pathway)1
Aims of the Programme and Academic Rationale
This programme aims:
To develop students with the relevant knowledge, skills and ethical awareness to succeed in the modern global business environment and
make a positive contribution to society
To blend academic theory with practical application, recognising learning wherever and however it takes place, in order to develop students who
can make a positive difference in the workplace from the very beginning of their careers
1 ICAEW (Institute of Chartered Accountants in England and Wales), CMI (Chartered Management Institute), CISI (Chartered
Institute for Securities and Investment), CIPD (Chartered institute for Personnel and Development), CIM (Chartered Institute of
Marketing), BSB [Bar Standards Board], SRA [Solicitors Regulations Authority]) and CIMA (chartered Institute of Management
Accountants)
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To instil in students the capacity to work autonomously and behave
authentically, constantly seeking to self-improve through reflection and renewal, and to ensure they stay at the cutting edge of business
innovation and development
To ensure students receive professional accreditation from their study where possible, in order to maximise the return on their investment in the
programme
The programme is more ambitious in scope than a traditional business course,
aiming to develop a new kind of business professional for the 21st century, as alive to their social responsibilities to the community as to the needs of their
investors, shareholders or employers. In the digital age of pervasive social media, this is a commercial as well as an ethical imperative, and one with which
students on the programme will be fully acquainted.
The programme aims to socialise students into the professional world, paying
equal attention to the development of those capacities crudely labelled as “employability skills” (though mindful of the fact that they may not seek to be
employed in today’s fluid business environment) as to their business and financial knowledge. This includes developing attributes in students such as
resilience and an appreciation of cultural diversity and its impact on commercial entities and decision-making, particularly in a global business environment.
Partly taught in Pearson’s corporate headquarters on the Strand by business professionals as well as academics, students will learn about business
holistically from within a business – learning how to make maximum impact in a corporate environment with word and deed, by applying their developing
knowledge to the solution of realistic business problems.
The programme has been designed with the needs of the modern learner in
mind. As such it is flexible both in mode and duration. Students may opt to take the traditional full or part time routes through the degree, attending regularly at
the College for face to face contact sessions. Or they may choose to take a less conventional pathway, perhaps accelerating their studies by foregoing the
traditional summer breaks or electing to experience the programme online, mentored by academics as they progress. Either way their journey through
what is an extremely demanding programme will be tracked and monitored closely, to ensure all students achieve all of the learning outcomes expected.
Upon successful completion of the programme, students will emerge equipped
with the knowledge, skills and mindset to maximise their chances of making the kind of impact in the business world which their talents, inclinations and
ambition dictate.
The programme takes three years to complete if studied full time (with the
option of acceleration to two years), six if undertaken part time (with the option
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of acceleration to four years). Pearson College runs two start dates per calendar
year with terms commencing in September and January.
Design and Development The programme has been designed through Pearson College’s unique Degree
Concept Team (“DCT”) approach.
The DCT brings together leading figures from the business and academic communities to design a programme which meets the requirements of both,
together with those of future students with the inclusion of a representative of the student voice.
The membership of the DCT comprised:
Nigel Brennan – Principal Teaching Fellow, WMG, University of Warwick
Chris Burke - Ashridge Business School
Allex Jenkinson – Head of Learning and Development, Wragge and Co LLP
Eric Linin – Senior Talent and Learning Manager, Lloyd’s of London
Geoff Macdonald – Vice President of Human Resources, Unilever Paul McGowan – Chief Marketing Officer, Added Value
Francois Puentes – Head of Partnerships Management, Lotus F1
Jeremy Rackham – Client Executive, IBM
Ann Evans – Acting Academic Registrar, Pearson College
Will Holt – Programme Leader (Business Degrees), Pearson College
Els Howard – Consultant, Industry Liaison, Pearson College
Ben Hughes – VP (Academic Delivery), Pearson College
Kerry Law – VP (External Relations and Public Information), Pearson College Sarah Macdonald – VP (Academic Quality and Enhancement), Pearson College
Ed Riddle – Student, Pearson College
Michele Russell-Westhead – VP (Education and Research), Pearson College
Roxanne Stockwell – Principal, Pearson College
Andy Ware – Director, Strategic Partnerships, Pearson College
The programme has been designed in the light of the subject benchmark statement for General Business and Management produced by the QAA and
mapped against its requirements and also a consideration of the subject benchmark statements for both finance and accounting and the professional
body requirements for accountancy. It has also been informed by the QAA’s Quality Code for Higher Education, and specifically the appropriate level
descriptor for undergraduate study.
Sustainability Pearson recognises it has a responsibility as a company to take proper care of
the environment. This forms an essential part of how Pearson runs its business and reflects its support for the principle of sustainable development.
Pearson is committed to managing its activities that impact the environment
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and the policy guidelines which can be found at
http://www.pearson.com/content/dam/pearson-corporate/files/responsibility/Pearson_Environment_Policy_2013.pdf show the
principal commitments Pearson has set for itself.
The design of the programme itself through the provision of online pathways and resources helps provide a more sustainable model of higher education than
the traditional university campus based model. Wherever possible all resources are made available in an online format. All modules are designed so that they
can be delivered online as an alternative to traditional face to face classes. This provides flexibility to the student as they can choose the approach that best
suits their needs, but also reduces the physical footprint of the programme by encouraging a more blended approach. This reduces both the facilities footprint
required and the travel footprint for staff and students.
Feedback
Pearson College operates an integrated feedback strategy to ensure feedback from all relevant stakeholders is considered in the round and appropriate
conclusions drawn and action taken. In particular:
Students have several opportunities to feed back on their experience of the programme, including:
o The Pearson College Students’ Association, whose elected
representatives have a brief to raise any issues or concerns students may have surrounding their experience and to identify
areas for potential improvement and innovation.
o The Student Co-creators, who are chosen through a competitive process during the admissions process and one of whose roles is to
provide ongoing feedback (oral and written) on their experience of
Pearson College throughout their time with us.
o Termly feedback surveys, in which students are asked a series of questions about their programme of study and invited to raise areas
for potential improvement / enhancement.
o Ad hoc feedback, delivered either online or face-to-face, to tutors and senior management throughout the course. An open door
culture is self-consciously fostered at Pearson College, with constructive and useful feedback regularly received from students.
o The post-programme completion alumni feedback meeting and
questionnaire, scheduled to coincide with graduation
Industry – feedback is sought from our industry partners following guest
lectures / workshops and internships on student performance and what
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additional support / direction we could provide to enhance it.
Staff – following delivery of each module, feedback is sought from our tutors
on how the relevant module/s may be improved to enhance the student experience and improve the learning and teaching strategy to better achieve
the learning outcomes.
Management and staffing Pearson College is headed by its Principal.
Underneath the Principal sit four Vice-Principals and one Director (the latter
equivalent to a Vice-Principal, but the commercial nature of whose role means the title of ‘Director’ is more appropriate):
Director, Strategic Partnerships at Pearson College
Vice-Principal (Academic Delivery)
Vice-Principal (Academic Quality and Enhancement) Vice-Principal (Education and Research)
Vice-Principal (External Relations)
The programme will be run by a Programme Leader (Business Degrees).
Student Support The following teams provide student support functions. Note that the structure
and roles within the teams (together with role titles) may change as Pearson College grows and develops but the support functions identified below will
remain:
Registry – comprising an Academic Registrar, a Head of Registry, a Student Administration, Records and Examinations Manager, and a
Manager of Admissions and Student Funding
Head of Talent Development – who has a central role in preparing students for employment
Student Technology and Learning Resources Team – comprising a Head Chris Wares, supported a by VLE and Website Technical Lead
Developer, an IT manager, an Online Student Support Officer, Kin Liu, a Senior E-learning Project Manager, and an eLearning Editor. A Head of
Online Learning has also just been appointed and will join the team shortly.
Support
In addition the management team is supported by the following: The Marketing Team comprising Head of Marketing, a Digital Marketing
Manager, a Student Outreach Officer and two Marketing and Student Recruitment Executives
A Business Development Manager, chiefly lending support to the
Director, Strategic Partnerships
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Two administrative assistants
Teaching model
The delivery of the programme will rely predominantly on a Visiting Lecturer model, albeit supplemented by in-house staff where appropriate. This model
allows the College to use a breadth of expertise from across UK higher education and industry.
Selection procedure for visiting lecturers
In selecting new Visiting Lecturers to deliver the programme, Pearson College will adopt the following procedure:
Advertisement in relevant publications e.g. TES, The Guardian and our
own website. We will also look at people on recommendation, either by existing academic staff members of by staff on our academic publishing
side.
Review of suitability to deliver at the relevant level. The minimum we require to teach at undergraduate level is a relevant level 7 academic /
professional qualification or equivalent professional experience. Interview and short lecture. Potential teaching staff who meet the above
criteria will be invited for interview and a short 15 minute demonstration of their teaching (i.e. a short lecture). During and after this demonstration
they will be asked questions by the panel, following which the interview will take place. This will normally last between 20-30 minutes.
Final approval by Ashridge.
Visiting Lecturer responsibilities
Lecture, seminar and workshop delivery and facilitation Provision of one-to-one mentoring and guidance
Provision of formative feedback on coursework
Summative assessment of submitted work (including both coursework and examinations)
General academic support (usually via email) Module design and review
The following academics / industry professionals have worked with us on the
design and delivery of existing business programmes and will also be involved in the design and delivery of this degree in the first instance:
Dr David Atkinson (Manchester Metropolitan University)
Dr Katie Best (London School of Economics Dr. Nigel Brennan (Warwick Business School)
Will Holt (Pearson College) Ben Hughes (Pearson College)
Eric Linin (Open University, Lloyd’s of London)
Ritchie Mehta (Direct Line)
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Learning services and learning environment
Physical environment Pearson College students are currently taught at facilities located at:
Pearson corporate headquarters at 80 Strand, London
Birkbeck College (until June 2015)
From September 2015, they will also be taught at:
Pearson offices at 190 High Holborn The Chartered Institute of Arbitrators
All teaching locations used by Pearson College must comply with certain
minimum standards. In particular they must have:
Appropriate classroom facilities, including adequate space, layout, lighting and furniture e.g. tables, chairs and a large writing surface, preferably an
interactive whiteboard. Facilities accessible for students with special needs.
Appropriate toilet facilities. Wi-fi access
In addition to the above, students will also continue to have access to the
following at 80 Strand:
Meeting rooms and the impressive corporate facilities on the tenth floor. The Pearson canteen facilities, spread over two floors, including: a
subsidised restaurant, serving a variety of hot and cold meals on a daily
basis; a bespoke coffee bar; and a delicatessen The underground bicycle parking facilities
Workshops are often held externally at corporate facilities owned by our
industry partners. Examples of locations of workshops on our existing business degree programmes include:
Unilever’s headquarters at 100 Victoria Embankment, London, EC4Y 0DY
BT’s global headquarters at BT Centre, 81 Newgate Street, London EC1A 7AJ
Blackberry’s UK headquarters at 200 Bath Road, Slough, Berkshire, SL1 3XE
Saville’s UK headquarters at 33 Margaret Street, London, W1G OJD
The Online Learning Environment
Students are supported by a wide range of learning resources made available
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via the Online Learning Environment enabling them to study wherever and
whenever they want, on their laptop, tablet or smartphone.
Through our Online Learning Environment students can access a variety of high quality study materials designed to support their learning. These include all
essential reading including textbooks, articles and multimedia content such as videos. In addition:
Recommended reading is available in electronic format which can be read
online or downloaded on to student devices for offline reading. All lectures are recorded and available online so that students can watch
them on their laptops, tablets or smartphones, pause and review subject matter that they find difficult to understand and watch them again as
revision. Interactive topic reviews are provided to help students self-assess their
understanding of a subject either at the start or end of a topic in order to
help embed learning. Discussion forums for online discussion and debate are provided.
In addition to learning resources the Online Learning Environment also provides
students with a gateway to a wide range of other resources to help them with their studies including news and announcements, timetables, support and
guidance.
In addition to the provision of all essential reading in electronic format students also have access to a wide range of online library resources via the Online
Learning Environment using their Athens account which is provided at the start of the programme.
Library resources include full access to DawsonEra, an online library that
contains access to over 250,000 academic books across all disciplines and
databases like EBSCO Business Source Complete which contain a wide range of full text academic journals and FT.com, which includes an electronic
subscription to the business newspaper Financial Times and access to the archives including market reports and interactive business tools.
Standard Teaching patterns
Our standard teaching term is 13 weeks long, comprising:
Preparation week Pre-reading
Teaching week 1 Lectures, seminars, clinics,, one-to-one support
Teaching week 2 Lectures, seminars, clinics,, one-to-one support
Teaching week 3 Lectures, seminars, clinics,, one-to-
one support
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Teaching week 4 Lectures, seminars, clinics,, one-to-
one support
Teaching week 5 Lectures, seminars, clinics,, one-to-
one support
Reading week
Teaching week 6 Lectures, seminars, clinics,, one-to-
one support
Teaching week 7 Lectures, seminars, clinics,, one-to-one support
Teaching week 8 Lectures, seminars, clinics,, one-to-one support
Teaching week 9 Lectures, seminars, clinics,, one-to-
one support
Teaching week 10 Lectures, seminars, clinics,, one-to-
one support
Assessment week Coursework preparation / revision
Assessment week Coursework preparation / revision
For details of the weekly learning programme, please see the Learning and
Teaching Strategy set out below.
There are two standard teaching terms per academic year, running from the
end of September to the beginning of December and from the end of January to the middle of April.
There is a short assessment and consolidation term in May – June, which
includes any examinations (preceded by a supported revision programme).
For students who accelerate over the summer there is an addition term running from July to early September.
Lectures, seminars and clinics may be timetabled at any time during the
working week between the hours of 9am to 9pm. This flexibility is designed both to replicate the workplace and to ensure that we can use tutors who can
only teach in the evenings because of other commitments e.g. Eric Linin, Senior Talent and Learning Manager at Lloyd’s of London, who also teaches the
organisational behaviour module on our current business degree.
One day workshops and / or simulated placements are also scheduled at an
appropriate point in the term for each module.
Admissions Criteria International students whose first language is not English and/or whose
qualifying awards are not in English will be subject to the following English language requirement:
Pearson Test of English 61 overall, with reading and writing 54 and no
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other subscore lower than 51; or
IELTS 6.5 overall, with reading and writing 6.0 and no other subscore lower than 5.5; or equivalent
In addition all students will be subject to the following admission criteria:
Admissions Criteria for level 4:
UCAS tariff (to be no lower than 220 points) (or equivalent) OR Entry Test; PLUS Interview
Admissions Criteria for level 5:
Portfolio successfully demonstrating achievement of level 4 learning outcomes through APEL;
PLUS Entry Test; PLUS Interview.
OR 120 credits approved certificated learning at level 4 (eg HNC);
PLUS Entry Test; PLUS Interview.
Admissions Criteria for level 6:
240 credits approved certificated learning at levels 4 and 5, at least 120 credits of which is at level 5 (eg HND);
PLUS Entry Test; PLUS interview.
OR
At least 3 years work experience; PLUS Portfolio successfully demonstrating achievement of 240 credits of
learning outcomes at levels 4 and 5, at least 120 credits of which is at level 5
and at least 120 credits of which is approved certificated learning
Learning outcomes, coverage and assessment The programme is designed around developing students’ knowledge and
capabilities to equip them for the modern business environment. It has been
designed by leading academics from Pearson College and Ashridge Business School working in partnership with industry. The twin elements of academic
understanding and practical application in a business context are evenly balanced and interwoven throughout the programme.
The learning outcomes of the degree are set out below.
Knowledge and understanding
By the end of the programme, students should be able to demonstrate:
Learning Outcome
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K1 A comprehensive understanding of the modern, dynamic international
business environment, including the evolving nature of organisations and the external, cross border environment in which they must operate.
K2 A thorough knowledge and understanding in an international context of the effective management of organisations, including cutting edge theories,
models and frameworks which inform current practice.
K3 A detailed knowledge and systematic understanding of key areas within international business and management, such as: markets and marketing;
customers; finance; information systems; people and operations; communications; and global business strategy within the world trade
system.
K4 A keen awareness of pervasive issues within modern international business and management practice, such as sustainability, globalisation and
corporate social responsibility, and of the need to consider such issues when formulating strategy and making business decisions.
K5 Knowledge of the function of financial markets and institutions (including the role of the firm, the capital markets and the public sector).
Intellectual and Cognitive Skills
By the end of the programme, students should be able to:
C1 Critically analyse and evaluate information and arguments presented in a variety of formats and draw appropriate conclusions.
C2 Conduct research using a variety of sources and methodologies and synthesise the data collected for use in the support of rational arguments
and conclusions.
C3 Reflect self-critically on their performance and how they come across to others with a view to ongoing learning, development and improvement.
Subject specific and professional skills
By the end of the programme, students should be able to:
P1 Apply the knowledge and understanding set out above to the solving of complex and multi-faceted real-life practical problems in the modern
globalised business and managerial environment.
P2 Demonstrate the ability to work effectively in a team environment and
contribute to the generation of appropriate business strategies, informed
by an awareness of issues such as diversity, sustainability and the ethical implications of economic activity.
P3 Manage relationships with internal and external stakeholders using appropriate communication channels, whilst demonstrating empathy and
sensitivity to their needs.
P4 Critically evaluate the major theoretical tools and theories of finance, such as capital budgeting criteria; informational efficiency; and optimal risk
sharing.
P5 Draft financial statements and critically evaluate the limitations of financial
reporting practices and procedures.
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P6 Interpret financial data arising from accounting statements and data
generated in financial markets.
P7 Conduct an analysis of the operations of a business in terms of financial
performance measurement and management control, showing an advanced knowledge of management accounting
P8 Critically evaluate empirical testing of financial theories in at least one
major theoretical area.
P9 Critically evaluate the theory and practice of the financing arrangements
and governance structures of business entities.
P10 Critically evaluate investment behaviour theories covering private individuals’ activities in portfolio construction and management.
P11 Critically evaluate theories and evidence employed to explain financial service activity in the economy
General transferable skills
By the end of the programme, students should be able to:
G1 Communicate information, ideas, problems and solutions effectively in a professional manner using appropriate media, with an awareness of the
needs of their intended recipients.
G2 Present themselves in a way which maximises their personal impact, demonstrating an awareness of different business cultures and
environments and adaptability in meeting the challenges posed.
G3 Demonstrate strong interpersonal skills, including effective listening and
oral communication skills, as well as the associated ability to persuade,
present and negotiate.
G4 Collaborate effectively, both on a personal and potentially also
organisational level, as part of a business entity working with others (including ‘competitors’) to achieve its goals.
G5 Demonstrate the basic numeracy and literacy (including IT literacy) skills
necessary to function effectively in the modern business environment.
G6 Work autonomously and independently on projects with minimal guidance
from others, taking responsibility for their own work and learning.
G7 Work with resilience under pressure, producing set outputs within a
definite time-limited period with minimal access to external resources.
Programme structure
The programme may be undertaken within the conventional timeframes for completion of full or part time undergraduate study, or accelerated to two or
four years respectively by studying through the traditional summer breaks.
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Mandatory Modules
Total
Mandatory Credits
Module Title Module
Credit Value
Stage
One (Level 4)
60 Principles of Business
60
Stage Two
(Level 5)
75 Introduction to Contract Law Management reporting and
decision-making Strategic Brand Planning
Corporate Reporting and Finance
PLUS either
People Management and
Leadership or
Operations and Project Management
15 15
15
15
15
15
Stage
Three (Level 6)
90 Strategic Management
Strategic Innovation Management
Advanced Reporting, Taxation
and Assurance Final Project
15
15
30
30
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Elective Modules (A total of 135 credits): A total of 120 credits:
60 credits at stage 1 (level 4) 45 credits at stage 2 (level 5) 30 credits at stage 3 (level 6)
Of which at least 30 credits2 must be from the following finance modules:
Module Title Stage 1 (Level 4)
Stage 2 (Level 5)
Stage 3 (Level 6)
Credits
Finance-related self-managed learning module Finance-related research module Assurance and Risk Management Introduction to Tax Advanced Financial Management Financial Crises and their effects
Yes Yes No No No No
Yes Yes Yes Yes No No
Yes No3 No No Yes Yes
15 or 30 15 or 30 15 15 15 15
The remainder can be from any of the finance-streamed electives above or from the following so long as in total the student does:
60 credits of electives at stage 1 (level 4) 45 credits of electives at stage 2 (level 5) 30 credits of electives at stage 3 (level 6)
: Level 4 (ie Stage 1)
Elective Module Credits
Non-finance-related self-managed learning module (if
finance-related self-managed learning module not taken at level 4)
Non-finance-related introduction to Research Project (if
finance-related Consultancy Research Project not taken
at level 4)
The Evolution of Global Economies
Professional Behaviours and Attitudes
Analysis 1: Evidence and the nature of knowledge in the digital age
App Design for Business
15 or 30
15 or 30
15
15
15
15
Level 5 (ie Stage 2)
2 Note that if the final project is finance related then the student need only take 15 credits from the finance elective
modules if they wish. If finance related the final project must still be in a business context. 3 But see footnote 2 above regarding the final project.
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Elective Module Credits
Non-finance related self-managed learning module (if finance-related self-managed learning module not
taken at level 5)
Non-finance-related Consultancy Research Project (if
finance-related Consultancy Research Project not taken at level 5)
People Management and Leadership (if not taken as
mandatory)
Operations and Project Management (if not taken as mandatory)
Company Law
Employment Law
Introduction to Tort Law
Creative Campaigns
Digital and Social Marketing
Global Markets
Transnational Economics
Analysis 2: Statistics and Data
15 or 30
15 or 30
15
15
15
15
15
15
15
15
15
15
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Level 6 (ie Stage 3)
Elective Module Credits
Non-finance-related self-managed learning module (if
finance-related self-managed learning module not
taken at level 6)
Innovative Marketing Strategies
Sustainability
Law of the European Union
Land Law
The Law of Equity and Trusts
Intellectual Property Law
15 or 30
30
15
15
15
15
15
Students will be able to design their Final Project in line with their own interests
and studies, subject to supervisor approval. If the final project is to count towards their finance credits then the supervisor must also approve that there
is sufficient finance content.
Learning and Teaching Strategy
The learning and teaching strategy has been designed to facilitate the
acquisition by students of the knowledge and understanding, skills and attributes which learners should develop during their time on the programme.
The learning and teaching strategy is based on a blended pedagogy and is
designed to be flexible, allowing students to choose the approach that best suits
their circumstances and learning needs.
All students are provided with the same resources on the OLE, which is the
backbone of the programme and ensures a minimum level of consistency. In
terms of teaching, we have two modes; (1) the interactive classes model (often
called face to face); or (2) the mentored independent study model (often called
online) and most modules can be studied in either mode. This enables students
to choose the level of classroom interaction versus online study they prefer.
This is a blended pedagogy and one that allows students to choose the blend.
Students can choose to study the programme fully online if they wish, or in a
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more traditional high classroom contact time approach, or (most likely) as a
mix.
Students are also able to choose the number of modules they study in any one
year or term, allowing them to set the pace that best suits their needs.
Students can therefore move between part time, full time and accelerated study
over the programme, provided they follow the necessary registry processes.
Regardless of mode or pace, all students must achieve the same overall
programme outcomes and complete the same kinds of assessments.
The following learning and teaching interventions have been designed to enable students to achieve the learning outcomes:
Learning intervention
Content and learning outcomes
Mode of experience
Lectures These provide an introduction to each topic area,
contextualising students’ pre-
reading and drawing out interesting points of academic
interest in a practical, business context.
As such, lectures relate
mainly, though not exclusively, to the knowledge
outcomes K1-5 set out above.
These may be experienced: - live (face to face or streamed
online, with the facility to ask
questions in both) - asynchronously online (by
viewing a recording and emailing questions afterwards)
Seminars These provide a forum for students to explore and apply
theory to realistic case studies, developing their skills
and deepening their knowledge in the process.
They are premised upon the
flipped classroom approach, with students expected to
have reviewed the lecture, done the reading, and
prepared exercises in advance.
The focus is on the cognitive
and business skills set out above at C1-3 and P1-11.
These may be experienced: - live (face to face or online in
a virtual classroom) - asynchronously online (by
working through the relevant materials under the
supervision of a mentor, often using tools such as SMS;
discussion boards; blogs; wikis; social networks; and
email where appropriate)
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Clinics These provide an opportunity
for students to develop their
individual learning through
individual or small group
contact with their lecturer.
There is no formal teaching
structure for these sessions.
Students might use these to i)
revisit topics covered in
lectures, seminars or their
own individual study ii)
develop their understanding of
topics covered in lectures and
seminars iii) obtain formative
feedback on work or
coursework assessments.
These may be experienced:
- live (face to face or online in a virtual classroom)
- asynchronously online (by working through the relevant
materials under the supervision of a mentor, often
using tools such as SMS; discussion boards; blogs;
wikis; social networks; and email where appropriate)
Workshops These provide a forum for
students to apply the
knowledge and skills
developed through the latter
two activities in the context of
highly practical sessions, often
facilitated by guest lecturers
from industry. For students in
a relevant job, work
experience can replicate and
replace the workshops.
The focus here is on the general transferable skills set
out at G1-7 above.
These may be experienced:
- live (face to face or online, using appropriate technology)
- asynchronously online
(Wherever possible, a tailored
version of activities to be
carried out in classroom-based
workshops will be created for
asynchronous online students,
using tools such as video-
based discussion boards,
blogs, wikis, social networks,
and emails )
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One-on-one
support
This provides the opportunity
for students to clarify issues
arising from their reading /
any of the above activities, as
well as to seek guidance on
how to develop and improve
their skills.
As such, there is both a
knowledge and skills
component to this support,
albeit tailored to the specific
needs of the individual
students.
All students – not just those on
mode 2 – have the opportunity
to enjoy one-to-one support
from tutors.
For students on mode 2
however this will be more
structured, with timetabled
weekly meetings (using
whichever mode of
communication is most
convenient for the student –
whether Skype, telephone or
instant messenger / chat) to
discuss the week’s work and
any issues arising.
Students on mode 1 will have
open access to tutors through
Pearson College’s open door
(whether actual or virtual)
policy.
For the shape of the standard learning and teaching pattern, please see above.
Assessment Strategy
A variety of modes of assessment are used on the programme. These are designed to be the most appropriate assessment vehicles for each of the
modules in question in terms of their learning outcomes. Assessments are designed to replicate the kind of activity students would be expected to
undertake in the workplace wherever possible.
The following tools are therefore employed:
Typewritten examinations;
Group assessment;
Peer assessment;
Portfolio assessment (including learning logs);
Viva assessment;
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Coursework.
This multi-dimensional approach has the following benefits:
As in work, students are assessed on the basis of their performance over
the entire programme;
In the course of this assessment regime, students’ written, oral and
online communication skills will be tested along with their capacity to
work in a team and individually under pressure.
For details of when coursework / examinations will typically take place, please see above.
Feedback
Students will have the opportunity to receive formative feedback on every summatively assessed piece of work at least once before submission, in
addition to numerous opportunities for ad hoc feedback from their tutors and peers in workshops and seminars.
Curriculum and assessment map
The following table maps the programme learning outcomes to the core
modules of the degree, or indicates where they will receive pervasive treatment. Whilst these learning outcomes will also inevitably receive further
coverage in the elective modules, this approach illustrates that all students, regardless of their choice of electives, will cover and be assessed in all of the
programme outcomes.
Where learning outcomes are treated pervasively, an illustrative assessment will be stated in which they will be assessed, though they will be assessed
elsewhere in addition to this example.
Learning Outcome Core Module/s Assessment
K1 Demonstrate a systematic and comprehensive
understanding of the modern, dynamic international
business environment, including the evolving nature
of organisations and the external, cross border
environment in which they
must operate.
Principles of Business
Strategic
Management
Coursework in both modules
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K2 Demonstrate a thorough
knowledge and understanding in an international context of
the effective management of organisations, including
cutting edge theories, models and frameworks which inform
current practice.
Principles of
Business
Strategic Management
People
Management and Leadership
Operations and
Project
Management
Coursework across
these modules
K3 Demonstrate a detailed
knowledge and understanding of key areas within
international business and management, such as:
markets and marketing; customers; finance;
information systems; people
and operations; communications; and global
business strategy within the world trade system.
Principles of
Business
Strategic Brand Planning
Coursework across
these modules
K4 Demonstrate a keen awareness of pervasive issues
within modern international business and management
practice, such as sustainability, globalisation
and corporate social
responsibility, and of the need to consider such issues when
formulating strategy and making business decisions.
Principles of Business
Pervasive
thereafter
Coursework, both in this and other core
modules
K5 Demonstrate knowledge of the function of financial
markets and institutions (including the role of the firm,
the capital markets and the
public sector).
Principles of Business
Corporate
Reporting and
Finance
Coursework across both units
C1 Critically analyse information
and arguments presented in a variety of formats and draw
appropriate conclusions.
Pervasive Coursework across
core modules
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C2 Conduct research using a
variety of sources and methodologies and synthesise
the data collected for use in the support of rational
arguments and conclusions.
Pervasive Coursework across
core modules
Final Project
C3 Reflect self-critically on their performance and how they
come across to others with a view to ongoing learning,
development and improvement
Pervasive Learning log in Principles of Business
module
Reflective Coursework in Strategic Innovation
Management module
P1 Apply the knowledge and
understanding set out above to the solving of complex and
multi-faceted real-life
practical problems in the modern globalised business
and managerial environment.
Pervasive Coursework across
core modules
P2 Demonstrate the ability to
work effectively in a team environment and contribute
to the generation of appropriate business
strategies, informed by an
awareness of issues such as diversity, sustainability and
the ethical implications of economic activity.
Pervasive Group and peer
assessment in the Principles of Business
and Strategic Innovation
Management modules
P3 Manage relationships with internal and external
stakeholders using appropriate communication
channels, whilst demonstrating empathy and
sensitivity to their needs
Pervasive Coursework across core modules –
particularly in the Strategic Brand
Planning module
P4 Critically evaluate the major theoretical tools and theories
of finance, such as capital budgeting criteria;
informational efficiency; and optimal risk sharing.
Principles of Business
Corporate
Reporting and Finance
Coursework across these core modules
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P5 Draft financial statements and
critically evaluate the limitations of financial
reporting practices and procedures
Principles of
Business
Advanced Reporting,
Taxation and Assurance
Coursework across
these core modules
P6 Interpret financial data
arising from accounting statements and data
generated in financial markets.
Principles of
Business
Corporate Reporting and
Finance
Coursework across
these core modules
P7 Conduct an analysis of the
operations of a business in terms of financial
performance measurement
and management control, showing an advanced
knowledge of management accounting.
Management
Reporting and Decision-Making
Coursework across
these core modules
P8 Critically evaluate empirical testing of financial theories in
at least one major theoretical area.
Principles of Business
Corporate
Reporting and
Finance
Advanced Reporting,
Taxation and Assurance
Coursework across these core modules
P9 Critically evaluate the theory and practice of the financing
arrangements and
governance structures of business entities.
Principles of Business
Advanced Reporting,
Taxation and Assurance
Coursework across these core modules
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P10 Critically evaluate investment
behaviour theories covering private individuals’ activities
in portfolio construction and management.
Principles of
Business
Corporate Reporting and
Finance
Advanced Reporting,
Taxation and Assurance
Coursework across
these core modules
P11 Critically evaluate theories
and evidence employed to explain financial service
activity in the economy.
Principles of
Business
Coursework across
these core modules
G1 Maximise the impact of their
written communications through appropriate
construction and awareness of the needs of their intended
recipients
Pervasive Coursework across
core modules – particularly in the
Strategic Brand Planning module
G2 Maximise their personal
impact in terms of how they
present themselves, demonstrating an awareness
of different business cultures and environments and
adaptability in meeting the challenges posed.
Pervasive Viva assessment in the
Final Project module
Presentation in the
Strategic Innovation Management module
G3 Demonstrate strong interpersonal skills, including
effective listening and oral communication skills, as well
as the associated ability to
persuade, present and negotiate.
Pervasive Group and peer assessment in the
Principles of Business and Strategic
Innovation
Management modules
Viva assessment in the Final Project module
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G4 Collaborate effectively, both
on a personal and potentially also organisational level, as
part of a business entity working with others (including
‘competitors’) to achieve its goals
Pervasive Group and peer
assessment in the Principles of Business
and Strategic Innovation
Management modules
G5 Demonstrate the basic
numeracy and literacy (including IT literacy) skills
necessary to function effectively in the modern
business environment.
Pervasive Coursework across all
core modules
G6 Demonstrate the ability to
work autonomously and independently on projects
with minimal guidance from
others, taking responsibility for their own work and
learning.
Pervasive,
culminating in the Final Project
Coursework across all
core modules
Final Project
G7 Work with resilience under
pressure, producing set outputs within a definite time-
limited period with minimal access to external resources.
Pervasive Examination in the
Introduction to Contract module
Attendance
There will be an 80% attendance requirement at seminars. Review of lectures (whether synchronously or asynchronously) will be expected and tracked online,
as will engagement with all of the resources available on the Online Learning Environment. Permitted absences will be exceptional and conditional upon
students demonstrating reasonable grounds for absence (see Student Handbook for details).
Progression and award requirements
The progression and award requirements are as set out in the section of the Ashridge Academic Regulations entitled “The Ashridge Undergraduate
Programme Framework” (section 4.11 in the October 2013 regulations) except that the weighting of Calculated Marks in the Overall Final Mark for the Award
shall be: Stage 1: 04
Stage 2: 1 Stage 3: 2
4 For the avoidance of doubt it should be noted that students must pass all Stage 1 modules (subject to the compensation
provisions) in order to gain an award.
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The reason that Stage 1 does not count towards the final classification is that it
is envisaged that students from diverse backgrounds will enrol on the degree and the first year is intended to be an exploratory and formative educational
experience in which students can try new subjects before deciding on their chosen pathway.
Student support and materials
Academic and pastoral support
At programme commencement, students will be allocated a Personal Tutor, who will effectively act as their academic mentor. Students will be allocated
a Personal Tutor at each level of the programme. Students will be taught in at least one module by their Personal Tutor.
Personal Tutors will provide ongoing advice on academic and pastoral
matters (in partnership with academic tutors in other modules). They will act
as students’ first port of call for support during their studies at the relevant level.
Students will have an initial one-to-one meeting with their Personal Tutor in
the first few weeks of their studies at the relevant level as part of a settling in process, in which any early issues of an academic or pastoral nature may
be addressed.
Students academic progress will be formally reviewed twice per academic year – once in Term 2 by the Personal Tutor and Programme Leader; finally
in Term 3 by the senior programme management team.
At the meeting during Term 3, it will be decided whether or not (if the student wishes to) they will be permitted to accelerate their studies over the
summer based on their academic performance on the programme to date.
Personal Supervisors will write annual reports on each of their students,
based on the appraisal process set out above, which collectively will form the basis of the employability reference with which students will be issued upon
completion of the programme.
If a student experiences issues or problems which their Personal Tutor the student may contact the Programme Leader.
Careers
All students will meet with a Talent Development Consultant in the first few
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weeks of the programme and will draw up a personalised Career
Development Plan, tailored to their specific situation (whether in employment already or non-working). This will be revisited at regular
intervals during the programme in consultation with a Talent Development Consultant. Personal Tutors will have sight of all of their Personal Tutees
Career Development Plans to allow them to track their progress against the goals set.
Learning support
Students with specific learning support needs will be directed to the Registry to
obtain advice and guidance on how to progress through their studies. This includes addressing any special needs requirements through appropriate
Learning Contracts. Further information is available in the Student Handbook.
Key features of the programme
Students on the programme will have the opportunity:
- To study at a pace (accelerated or standard) and place (face to face in the classroom or online, synchronously or asynchronously) of their choosing
- To immerse themselves in the study of a particular region / industry,
broadening their cultural horizons at the same time as deepening their knowledge of international business
- To study modules designed and delivered with direct employer input - To obtain professional accreditation for their studies wherever possible
- To undertake self-managed learning modules which allow them to design their own module (e.g. by choosing existing modules available at other
UK or International HE institutions, by undertaking a MOOC together with an assessment, or by designing a module around their learning in the
workplace) - To specialise in a second subject without needing to decide on their
chosen pathway until they commence level 5
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