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TRANSCRIPT
The Brighton MBA 2015-16
Welcome from the Director of the 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 In-class assessments5.7 Coursework submission5.8 Late coursework5.9 Coursework extensions5.10 Return of coursework5.11 Examination timetables5.12 Examination past papers5.13 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 Referral Rules 6.2 Compensation within modules 6.3 Compensated credit6.4 General principles relating to progression 6.5 Deferrals 6.6 Awards (including exit awards) 6.7 Registration periods 6.8 Intercalation
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
8. STUDENT SERVICES
9. STUDENT ENTITLEMENTS AND RESPONSIBILITIES
9.1 Student Charter9.2 Engagement with your studies 9.3 Disability statement9.4 Fire evacuation9.5 Observing copyright laws
10. University Alumni Association
APPENDICESAppendix 1: Recommended MBA pathwaysAppendix 1.1: FT MBA pathwayAppendix 1.2: PT MBA PathwayAppendix 1.3: MBA Public Service Management PathwayAppendix 1.4: PT MBA Leadership PathwayAppendix 1.5: PT MBA Knowledge & Innovation Management Pathway
Appendix 2: MBA Programme Module GuideAppendix 3: Action LearningAppendix 4: Management Competency ProfileAppendix 5: University MapsAppendix 6: Learning Support PlansAppendix 7: Using Google Scholar
Welcome from Professor Aidan Berry, Director of Brighton Business School
I am very pleased to have this opportunity to welcome you to Brighton Business School at the
University of Brighton. As Director, I am proud of our recent success in positioning the Business
School as a leading regional MBA provider within a successful university. The results of the
Research Excellence Framework 2014 (REF) show that the University of Brighton was rated as a
top 5 University for world-leading research impact in Business and Management Studies.
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 lies in its connections with private, public and third sector
organisations, as well as its links with professional bodies such as the Institute of Directors and
the Chartered Management Institute. The Business School has a growing research base and its
staff continue to make an organisational impact through teaching that is grounded in theory and
its application to practice. 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
Director of the Business School
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 personal, professional and organizational performance with the constant change of the modern business world. During the summer 2012 and again 2015 the latest reviews of the MBA programme have taken place partly as a response to student feedback and partly 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 (Pathway) 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.
Please note that the course can be taken as a 1 year full-time course or as a flexible part time course. As a part-time course the structure is organised into 21/2 to 3 years and each year into three main terms and has been designed with flexibility of attendance and progression in mind. However, it is important to bear in mind that the part-time course can also be taken over a longer period to suit the participants’ personal and professional circumstances e.g. any time from 2 to 6 years of study.
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.
On behalf of Brighton MBA Management Team
Graham Clifford, MBA Joint Programme Leader andTove Steen Sørensen-Bentham, MBA Joint Programme LeaderJeff Readman, MBA Knowledge & Innovation Management Pathway LeaderVicky Richards, MBA Leadership Pathway Leader
2. BRIGHTON BUSINESS SCHOOL
2.1 Your school is Brighton Business School. The Director 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 Contract https://www.brighton.ac.uk/current-students/my-studies/student-policies-and-regulations/index.aspx
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.
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-Bentham 01273 642577 t.sorensen-bentham@brighton
MBA Joint Programme Leader joint course leader for PT, Leadership, Knowledge & Innovation Management MBA pathways & Course Leader for the Public Service Management pathway
Tove has worked in senior management in the public and independent sectors since 1982. 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 school and an associate hospital manager of a mental health NHS trust. She is chair of pharmacy committees in Kent, Sussex & Sussex, work for the British Government in Kurdistan, Somaliland and Nigeria on capacity building and leadership development, is a school governor 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, sustainable quality, change, leadership and management development. She is also joint MBA Programme Leader.
Graham Clifford 01273 642985 [email protected]
MBA Joint Programme Leader, joint course leader for Leadership, Knowledge & Innovation Management MBA pathways & course leader for PT and FT MBA pathways.
Graham has worked in the motor, electronics, transport and engineering 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.
Jeff Readman (Senior Research Fellow) [email protected]’s work consists of academic and industry research and post graduate teaching. Specializing in mixed quantitative and qualitative research approaches, he participates in the design, implementation, evaluation and dissemination of economic and business research with an emphasis placed on innovation and international development. His expertise includes global value chain analysis, innovation management (specifically new product development and process/ operations improvement) and SME development. Other areas of specialization include sustainable development and business strategy.
Vicky Richards (Senior Lecturer) [email protected]
Vicky Richards is a Senior Lecturer in Organisational Behaviour and Human Resource Management and is Pathway Leader for the MSc Management (HRM) and Pathway Leader for the MBA in Leadership. As previous Course Leader for the MSc in Personnel and Development, Vicky has extensive experience in teaching students working in professional HR roles and has subject expertise in Employee Relations, Employee Reward and Strategic and International HRM. She also has a strong interest in the areas of International Management and Leadership and Cross-cultural Communication and Negotiation.
Carolyn Smith (Programme Administrator, Room M225) 01273 642947 [email protected]
Carolyn previously worked for The Society of Motor Manufacturers and Traders Ltd, based in London, as Product and Services Manager from 1988 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 (Programme Administrator, Room M225) 01273 [email protected]
Bruce studied Library and Information Studies at the 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.
Postgraduate Office M225 01273 642197 [email protected]
The postgraduate office is based in room 225 on the first floor of Mithras House on the University’s Moulsecoomb campus.
The office is open Monday - Thursday from 8.30am to 5.00pm and Friday from 8.30am to 4.30pm. Mithras House building itself is open Monday to Thursday until 9.00pm and Friday until 7.00pm during term-time and Monday to Friday
until 7.00pm during vacation periods. If the programme administrator is not available, please contact the office on the details provided here to deal with another member of the postgraduate admin staff. Please note that the office will be closed over the Christmas period
TUTORS: Profiles of academic staff may be found on the School website at: http://www.brighton.ac.uk/bbs/contact/academic.php
Tutor Name Responsibility Tel. Number Email Address
Tim Brady Principal research
Fellow
Direct to
BBS
T.M.Brady@brighton .ac.uk
Veronique Boulocher-
Passet
Senior Lecturer 1763 [email protected]
Sian Eggert Senior Lecturer 2547 [email protected]
Lynne Conrad Professor of
Accounting
2341 [email protected]
Stuart Francis Senior Lecturer 1293 [email protected]
Clair Fisher Visiting Lecturer Direct to
BBS
Brenda Flaherty Visiting Lecturer Direct to
BBS
m
Julie Flower Visiting Lecturer [email protected]
Paul Grant Senior Lecturer 2575 [email protected]
Jerome Healy Senior Lecturer 1295 [email protected]
Walter Heering Senior Lecturer 2581 [email protected]
Despina Kanellou Research Fellow Direct to
BBS
Jenny Knight Senior Lecturer 2973 [email protected]
Barry Lee Scherer Principal Lecturer 2196 [email protected]
Jim Mcloughlin Principal Lecturer 2573 [email protected]
Clare Millington Senior Lecturer 2144 [email protected]
Richard Morland Senior Lecturer 2177 [email protected]
Jeffrey Readman Senior Research Fellow 1273 [email protected]
Steve Reeve Principal Lecturer 2967 [email protected]
Vicky Richards Senior Lecturer 2139 [email protected]
Asher Rospigliosi Senior Lecturer 2340 [email protected]
Pasquale Ruggiero Senior Lecturer 2985 [email protected]
Maura Sheehan Reader 2225 [email protected]
Bob Smale Senior Lecturer 2694 [email protected]
Babak Sodagar Senior Lecturer 2586 [email protected]
Jela Webb Senior Lecturer 2130 [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.
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 M225. 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.
Please ensure that we have taken a digital photograph of you. 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 8-10 Important messages and official documents can be handed in to the Postgraduate
Office (M225) 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 M225 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
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.
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
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.
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.
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 encourage learning outside the classroom, particularly from peers through group working. Use appropriate language in course documentation.
Quality and benchmarking
Develop 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
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. • Mutual trust and safe learning culture.• 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 Programme aims
Enable students to develop strategic and professional leadership, management and personal capabilities 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.
MBA Programmelearning 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 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.
MBA Programme skills 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.
MBA pathways Each MBA Pathways have a few additional aims and learning outcomes, which you can find in the relevant Programme Specification which are available on Studentcentral.
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 pathway 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 pathway 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 as long as you complete the final Integrative Project last.
See Appendix 1 (1.1 – 1.5) for the structure of the all the MBA pathways and Appendix 2 with all the MBA modules 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 pathway specific mandatory modules in order to get the award for a specific pathway (modules you have to take to get the award).
4.2.2 Course content You will study the MBA pathways by different modes ranging from mostly weekly daytime (FT), primarily evening mode (PT) to block attendance (PSM, Leadership and K&IM)
Most of the modules have a credit rating of 10 and 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.
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 points if it is believed that the student is capable of success in the next phase of study 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 Calendars – See Appendix 1
Teaching will typically run at Mithras House – unless stated otherwise.
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 supplemented with an additional Business Data and Evidence Gathering day for those not familiar with Business research methodology. 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.
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 3 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.
Student Services
For full information regarding student services please see Section 8.
5. ABOUT YOUR 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 In-class assessments5.7 Coursework submission5.8 Late coursework5.9 Coursework extensions5.10 Feedback on coursework5.11 Examination timetables5.12 Examination past papers5.13 Examination results5.14 Mitigating circumstances5.15 Plagiarism, collusion and cheating in examinations5.16 Appealing the decision of an examination board
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5.1 Nature of assessment
You will be assessed in each of the modules that you study, which is designed to enable you to demonstrate that you have achieved the learning outcomes for the module.
The nature of assessment will vary from module to module, and may comprise one or more components. The two principal forms of assessment are examinations and coursework. Examinations may be open book, or closed book (i.e. you may or may not be permitted to take notes and/or materials into the examination with you), seen or unseen (i.e. you may or may not be given advance notice of the examination paper). Some examinations may be multiple choice. Coursework may take many different forms e.g. an essay, a report, a dissertation, a reflective statement. Sometimes you will be assessed on your seminar contributions, or be required to give a presentation. Sometimes you will be required to produce group-work.
The learning outcomes and assessment regime for every module may be found in the relevant module descriptors. Copies of all module descriptors are accessible, by module code, via the “My School: Brighton Business School” area on Studentcentral.
5.2 Coursework 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 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
1 Includes equivalent influential dissemination2 For example use of language, referencing 3 Includes equivalent influential dissemination4 For example use of language, referencing
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 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 criteria havebeen met. The work demonstrates most or all of the following characteristics in relation to thoseexpected 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
Fail (40-49%) An unsatisfactory response to the task: one or more of the learning outcomes/assessment criteria have not been met. The work may display some strengths but these are outweighed by several weak features in relation to those expected at the given level of study within the discipline, such as: Limited understanding and/or exploration of major ideas with very little insight and/or minimal
research Some significant inaccuracies and/or misunderstandings – gaps in understanding and/or knowledge Insufficient attention paid to some of the assessment criteria and some significant aberrations from
the specifications for the assessment task8
5 For example use of language, referencing6 Clearly presented but with little development 7 For example use of language, referencing
8 Such as not keeping to the word limit and/or minor elements of the work missing
The work is too descriptive, somewhat disorganised and unclear and the standard of presentation, including any subject-specific conventions9 where appropriate, is poor
Development of an argument is limited and often flawed The work has been approached and/or executed/performed in poor way The context provided takes the form of description lacking any breadth, depth and accuracy Limited or inappropriate research and demonstrated ability to reach decisions Insufficient evidence of analysis, synthesis, evaluation and critical appraisal Little evidence of problem solving skills A struggle to address complex issues
Fail (0-39%)An unsatisfactory response to the task: most of the learning outcomes/assessment criteria have not been met. The work fails to meet the requirements in relation to those expected at the given level of study within the discipline, exemplified by: Very limited understanding and/or exploration of major ideas with little or no insight and/or minimal
research Several significant inaccuracies and/or misunderstandings – minimal or no evidence of knowledge
and understanding of the subject Insufficient attention paid to several of the assessment criteria and some serious deviations from the
specifications for the assessment task10 The work is mainly descriptive, poorly structured and the standard of presentation, including any
subject-specific conventions11 where appropriate, is poor The work lacks supporting evidence or argument The work has been approached and/or executed/performed in a very poor way Failure to contextualise from sources Little or no evidence of analysis, synthesis, evaluation and critical appraisal Little or no evidence of problem solving skills Failure to address complex issues
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.
The report should be of A4 paper size 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
9 As 110 Such as not keeping to the word limit and/or major elements of the work missing11 As 1
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 5.16 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 stop reading the work once you have exceed the word limit by 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 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, footnotes are included (apart from law coursework where they are excluded), whereas contents pages, executive summaries, tables, appendices and reference lists/bibliographies are not usually included. If in doubt, check with one of your module lecturers.
You are required to declare a word count for every piece of work you submit. 5.6 In-class assessments
In-class assessments may be used on certain modules as the assessed coursework component (or part of the assessed coursework component). In-class assessments may take the form of pieces of work, or the grading of performance/contribution to seminars.
Where students are to be graded in every seminar, and the marks averaged over the number of seminars possible, any absence will therefore be penalised. However, where the absence is due to a good reason (i.e. a reason which would be sufficient for the purpose of granting an extension or mitigating circumstances (see 5.9 and 5.14 below)), the number of possible seminars will be reduced to avoid penalties.
Where in-class assessments are used on the basis of marks awarded for the best X out of Y pieces of work or best X out of Y seminar contributions (for example, the best 3 out of 4 or the best 5 out of 6), if a student fails to do the minimum i.e. X, the final mark will normally be based upon the assessments that have actually been completed.
5.7 Coursework submission
Your lecturer will specify the date and time by which your assessed coursework has to be submitted. You must keep to this deadline unless you have been granted an extension by the Course Leader. (see later sections). If you are likely to face difficulties submitting at the specified time, then submit your work in advance.
All coursework must be submitted digitally via Studentcentral. For word documents you are required to submit a digital copy of your assignment using Turnitin – indicated by the following icon - on Studentcentral. For documents using Excel, submission of the digital copy is via Blackboard – indicated by the following icon - on Studentcentral. We only accept coursework for marking on submission of the digital version and reserve the right to scan versions for plagiarised material.
5.7.1 Submission of digital copy
Each module has its own area on Studentcentral and, if the module involves coursework, you will find a link in the menu called “Assessment” through which you should submit your work. Details on how to submit the digital copy on Studentcentral can be found on http://ask.brighton.ac.uk/portal/public/?querytext=assignments&tabid=2&searchradio=searchall&searchsubmitted=true
5.8 Late coursework
Submission deadlines are sacrosanct. Students must submit all work for assessment in the manner and by the date previously notified to them unless an extension to deadline has been granted (see 5.9 below). Assessed work submitted after the published submission deadline will be considered late submission and will be subject to a standard penalty. Students submitting work within two weeks after the submission deadline (this includes a new submission deadline following an agreed extension to deadline) or the last working day immediately prior to the feedback date where this is shorter than two weeks can be provided with feedback. Beyond this date assessed work will not be accepted and a mark of zero will be awarded for non-submission. The penalty for submitting late work is that the work will be capped at the pass mark i.e. 50% or the actual mark where it is a fail. There is no entitlement to submit late for the submission of referred work. Individual members of staff cannot waive these penalties as it is University policy.
5.9 Coursework extensions
In exceptional circumstances students may apply for an extension to the submission date.
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.
5.9.1 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, and will ensure that these students would not be unfairly disadvantaged by the granting of the extension.
5.9.2 Procedure
Students should complete an Application for Extension to Deadline Form, obtainable from the Postgraduate Office, attaching any medical certificate or other written evidence, and return it to the Course Administrator. In the case of part time student, 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. 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.
5.10 Feedback on coursework
Your module tutors will indicate when you should receive feedback on your coursework, which will normally be available within 20 working days if the work has been submitted on time. However, where work is due for submission during or after the first week of the Summer term, the marks will not be made available to students until after the relevant examination board has met to agree the results. Occasionally, due to unforeseen circumstances (such as staff illness), there can be delays in publishing provisional marks and where that happens your module tutor will let you know and provide you with a revised date.
However, please note that all coursework marks provided prior to the relevant examination board are provisional, and are subject to approval of the examination board.
Normally examination scripts are not returned to students.
5.11 Examination timetables
Examination timetables will be published at least three weeks in advance of the relevant examination period on the “My School: Brighton Business School” area of 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 Form (see 5.14 below).
5.12 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. Where a new module is offered, your lecturers will advise you of the format of the exam and an indication of the type/style of question you may be asked.
5.13 Examination results
A pass list will be published on Studentcentral as soon as possible after the Examination Board and a letter will be sent to you detailing your results within two 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); job interview; any ongoing situation known to the student; other circumstances which it is reasonable to suppose might have been foreseen.
Note: Your mitigating circumstances are unlikely to be considered unless some documentary evidence is provided. Your course leader may be able to advise you of the sort of evidence required, if it is not obvious (Also see 5.15.2 below).
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. Be warned we shall be sampling this work with highly effective software designed to detect copying.
5.15.2 Collusion
Collusion is defined as one or more people working together for the purposes of perpetrating a fraud. In academic terms this generally means attempting to pass of a piece of work done by a fellow student or group of students as an individual’s own work. As it is only in exceptional circumstances that this could happen inadvertently the presumption is that all parties were involved in the decision to share work and to try pass that work of as the work of an individual rather than that of a fellow student or group. Therefore it is important to make sure that if the assignment is an individual piece of work 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 fellow student or group is collusion and is a form of fraud.
The Business School treats collusion as seriously as plagiarism and, even if you are the originator of the work, in order to avoid suffering a similar penalty to fellow students who ‘copied’ your work you will have to provide a coherent explanation to the panel of why you gave them sight of your work. As the panel will be operating on the presumption that this is unlikely to happen inadvertently you should be very wary of lending your notes, computer disks or assignments to other people, as you will find it difficult to prove that you were not directly involved in an attempt to collude.
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.
Following notification of results, students may wish to meet with their Course leader or Personal Tutor in order to discuss any concerns before the student decides whether or not to submit a Stage 1 Formal Appeal. Where a student wishes to request a review of an examination board decision, s/he should give notice in writing by completing in full the Stage 1 Formal Appeal form which should be sent together with supporting evidence to the Appeals and Complaints Office (ACO) via post or electronically ([email protected]) within 21 calendar days from the publication of results on Studentcentral or the date of notification whichever is earlier. The form is available on Studentcentral, on the University’s website, from School offices and the Students’ Union. Appeals not on the prescribed form will be rejected.
Grounds for appeal
A request for a review of an Examination Board decision may only be made on one or more of the following grounds:
1. That a procedural irregularity in the assessment process led to a decision detrimental to the student. Procedural irregularity refers to circumstances where the University’s procedures or regulations have not been followed or where other errors may have been made by the University in considering the assessment.
2. That the student had mitigating circumstances (as defined in GEAR) which the Examination Board could not be made aware of because the student had been unable for valid reasons to divulge them before the Examination Board reached its decision.
3. That there was an arithmetical error in the student’s marks.
These are the ONLY grounds for appeal. There is no right of appeal against decisions of an Examination Board which are matters of academic judgement. Similarly a student may not lodge an appeal on the grounds of dissatisfaction with the design, curriculum or delivery (teaching, departmental support, etc.) of a course. Note in particular that marks awarded are matters of academic judgement, i.e. you cannot ask for an examination script to be re-marked.
6. COURSE SPECIFIC REGULATIONS
6.1 Referral Rules 6.2 Compensation within modules6.3 Compensated credit6.4 General principles relating to progression6.5 Deferrals6.6 Awards (Including exit awards)6.7 Registration periods6.8 Intercalation
6.1 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 and, where applicable, be offered an exit award.
6.1.1 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 and pay the appropriate fee.
The opportunity to repeat a module is not a right and will be at the discretion of the Examination Board. Where a module is repeated, the Examination Board may permit a student to carry forward any passed marks for assessment components within the module. The carrying forward of passed marks is at the discretion of the Examination Board and is normally only permissible where there is no change in the assessment method.
6.2 Compensation within modules Unless otherwise stated in the module descriptor, where there is more than one element of assessment a student achieving an overall mark of 50% in the module and a minimum of 40% in all components will be considered for compensation. Where the minimum of 40% is not achieved the examination board may, at its discretion, allow compensation if in its opinion the student has demonstrated that they have achieved the learning outcomes specified in the module descriptor. 6.3 Compensated credit Students may normally be compensated for up to 20 credits at the end of a 120 credit phase of the course. Compensation may only be considered for:
1. an optional elective module2. a compulsory module Compensated credit is not graded and is not awarded against a specific module. The raw marks for the module(s) taken, and failed, remain on the student’s record, and will be used in determining final classification, although fails will not appear on any final transcript. The result of the award of compensation will be that the student has achieved the necessary credit to progress to the next stage or be eligible for an award. 6.4 General principles relating to progression
Students studying for a master’s degree may normally be referred in a maximum of 50% of the total taught number of credits in a stage. The first stage of the programme is the assessment of all taught components considered by the JCEB in early July. However, the Course Leader will review the performance of the students after term one assessments as soon as their grades are available and hold interviews with all students who have failed one or more modules to discuss their performance. In addition the student may, at the discretion of the examination board, be referred in the completion element.
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 Administration
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 Services7.6 Studentcentral7.7 ASK Study Guide7.8 Useful web addresses
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The Information Services department provides library, computing and media services in support of learning, teaching, research and administration at the University of Brighton.
7.1 The library service
7.1.1 The University of Brighton libraries
There are five libraries at the University of Brighton; the Aldrich, Falmer and St Peter’s House libraries in Brighton, the Queenwood Library 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
Up to date information the about opening hours for all site libraries can be found at www.brighton.ac.uk/is/students under Libraries > Locations and opening times, or here
Current opening hours for the Aldrich Library Help Desk (on the Moulsecoomb site):
Term time: Monday – Thursday 08.30 – 21.00Friday 08.30 – 19.00Saturday & Sunday 11.00 – 15.00
Vacations: Monday – Friday 09.00 – 17.30Saturday ClosedSunday 11.00 – 15.00 (except August)
The Aldrich Library is open for study only until 02.00 every night during term time. After the library Help Desk 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 Aldrich Library has 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. by telephoning the library (the Aldrich Library 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 in the Cockcroft building reception area..
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 all the material held in all of our site libraries. You can use the catalogue to search for books, electronic books, print journals, electronic 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
Undergraduate and postgraduate students are entitled to inter-library loans. This means that you can obtain books or articles from other libraries (usually the British Library) when we do not hold them in stock. For more information please refer to the Inter Library Loan section of the Information Services website here under Libraries > Borrowing or ask at your library Help Desk or contact the Aldrich Library Business Team.
7.1.8 Photocopying
All the libraries offer self-service photocopying and scanning facilities - you should read the notices about copyright to ensure you stay within the legal limits of copying from printed materials.
7.1.9 Audio-visual material
All the libraries have relevant collections of DVDs 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 http://library.brighton.ac.uk
7.1.10 Communications
The library uses your university Email address for all correspondence (e.g. recalled, loans or notification of reserved items awaiting collection). It is possible to set your Email to be forwarded to a personal email account of your choice. This can be done within studentCentral by clicking on Email or from the Information Services website www.brighton.ac.uk/is/students under Computing > Student email.
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 under Libraries > Borrowing > Rules and regulations
7.1.12 EndNote
EndNote is a software programme installed on all University computers that allows you to store and organise your references and create bibliographies or insert correctly formatted references into assignments in whichever style you require eg. Harvard, Chicago, APA etc. The online version is available free to all staff and students registered at the University Brighton. You must register to use EndNote online using a University of Brighton computer and renew your registration after one year. Further information can be found on the Online Library website under Subject Guides here
7.1.13 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 Postal Loan Service whereby items can be posted to you. For more information go to the Information Services website www.brighton.ac.uk/is/students and see Libraries > Part time students or link from here.
7.3 The Online Library
The Online Library (available via the Online Library link in StudentCentral, or here) contains:
OneSearch: for searching across a number of our resources at once.
Links to our library catalogue, the catalogues of other local libraries and the British Library’s catalogue.
Subject Guides: Providing research assistance, subject guides, and useful resources compiled by Information Services. These guides include databases, Internet gateways, government websites and professional organisations
Resources A-Z includes the databases used to search for articles and papers relevant to your subject. Most of these databases contain the full text of documents. 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)Passport (global market information)Key Note (market research reports and company data)LawtelLexis LibraryUK Newsstand (Financial Times, Guardian, Times etc)Westlaw
The majority of these resources are available both on and off campus using your university username and password.
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 11.00 – 02.00
Vacation Monday – Friday 09.00 – 17.30Sunday 11.00 – 15.00 (closed during August)
When the main library Help Desk is closed you will need your Unicard to gain entrance.
The computer poolroom has extended opening hours during exam revision periods as part of the Aldrich Library. For more information about this look out for posters displayed in the library or visit www.brighton.ac.uk/is/aldrich.Mithras Annexe computer poolroom:
Term-time Monday – Friday 08.30 – 02.00Weekends: Closed
Vacation Monday – Friday 08.30 – 19.00
The Aldrich Library has a number of computers on each floor and the majority of study spaces have connection points for laptops. The Aldrich Library is wireless enabled. For the opening hours of Aldrich Library see section 7.1 above or go here
NB. LIBRARIES AND COMPUTER POOL ROOMS ARE CLOSED ON MOST PUBLIC HOLIDAYSThe 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 here
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 http://outlook.com/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 the Information Services website www.brighton.ac.uk/is/students under Computing > Student email where you can also find instructions on how to set your email to be forwarded to a personal email account and to set up Email on your mobile device... 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 the Eduroam wireless network on each site. Once connected, your computer is part of the university network and is therefore subject to our conditions of use. Please see the Information Services website under Computing or link here for information such as how to download anti-virus software, which is one of the conditions, how to connect your laptop to the University network in the libraries and in halls of residence, and computer clinics offered.
7.4.5 The Computer Store
The Computer Store in the Watts Building at Moulsecoomb sells a range of consumables such as 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 Mon – Thursday and 9am - 4pm Friday during term-time. See here for details.
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 Unicard account online and via the blue Printer Credit Stations which you will find located in the open access computer pool rooms. For more information on printing see the Information Services website here
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 2010 (Word, Excel, PowerPoint, Publisher and Access) MindGenius (mind-mapping software) Minitab PhotoShop Elements (on machines connected to scanners only)
Sophos (anti-virus software) 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 the Accessibility Support section of the Information Services website, or link from here
7.4.9 Computing help
Online help is available in studentcentral (see below) and the Information Services website here. Technician help is also available in the libraries at advertised times. For help with username and password problems you can contact your local library help desk.
7.5 Media Services
The Central Media Services Team can help with the recording and editing of media production to assist students as part of their assignments. See here for further information.
7.6 Studentcentral
Studentcentral is the student website for the University of Brighton; it is how you access most online information whilst studying here. You can access your study information and materials, email, and the online library as well as keep your personal information up-to-date. If you need technical support with any aspect of using studentcentral please contact the [email protected].
Once logged in you are taken to the home tab where you can see News and Events as well as ‘What’s New’ on your modules. The Studies ‘Tab’ is where you will see your school, course and modules. The school area contains information about the school and includes timetables and exam schedules. The course area contains information about the course and the module areas are where the online teaching takes place and is also where you will be submitting any coursework (speak to your tutors for more information). You will also find a link to your Reading List providing access to information about recommended reading including books, ebooks, journal articles, websites and videos.
Studentcentral on your mobile or tablet – an app is available which gives you access to studentcentral on your mobile or tablet. Particularly useful for the push notifications so that you are alerted to any new content posted on your modules. The app is called Blackboard Mobile Learn and is available from your app store. For details see: http://student.brighton.ac.uk/mobile
7.7 Academic Study Kit (ASK) Website
In addition to course-specific guidance, online resources to help you study effectively are available through the ASK Study Guide see: http://about.brighton.ac.uk/ask/ . The ASK website offers advice on how to develop the study skills required for academic success at University. There are a range of resources and study tips 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://staff.brighton.ac.uk/is/ Online Library http://library.brighton.ac.uk student mail http://outlook.com/uni.brighton.ac.ukstudentcentral http://studentcentral.brighton.ac.uk/ studentcentral help Login to studentcentral and use the Help and Advice tabHelpDocuments http://staff.brighton.ac.uk/is/Pages/Documents.aspx
8. STUDENT SERVICES
Opportunities and support to help you get the most out of your time at university.
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.
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.
Career developmentBuild your employability skills and boost your graduate potential, with careers guidance, enterprise skills, and employment and volunteering opportunities.
ChaplaincyThere’s more to the Chaplaincy than you think with social events, retreats, worship, discussion, support and listening.
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.
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.
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.
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.
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.
Get in touch
You can find further information about our services and answers to your student life queries at http://www.brighton.ac.uk/current-students/index.aspx , see also the ‘help and advice’ tab on student central for access to FAQs, ask a question or book appointments.
We can help answer your questions in confidence via email, at [email protected] or you can 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 – Student Centre, Ground Floor, Main Building T: 01273 643187Moulsecoomb - Manor House, Moulsecoomb Place T: 01273 642895Hastings – The Student Centre, Level 1, Priory Square T: 01273 644643
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
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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 (which is due to be reviewed in the forthcoming academic year) 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
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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 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.
NB These are generic procedures; please refer to any additional specific procedures associated to individual buildings.
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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. Further information is 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
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
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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 .
10. University of Brighton Alumni Association
University of Brighton Alumni Association: your professional home
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The alumni association is here for all of our alumni (former students) whether they graduated last year or 50 years ago, but it is also here for current students.
Alumni Advice NetworkUniversity of Brighton students can access the expertise and experience of our worldwide alumni network from a full range of courses. The Alumni Advice Network is a flexible, diverse community of international alumni experts who make a huge impact on our current students. Over the past year, Alumni Advice Network members have:
delivered industry-specific talks provided one-to-one advice offered networking opportunities participated in careers interview panels mentored students through the award-winning Momentum scheme lent their talents to student and university projects given work experience opportunities.
Experience counts: ask our alumniWe know that the expertise, skills and knowledge possessed by our alumni community (currently numbering over 140,000 worldwide) could be of significant benefit to you, our current students. You can access the expertise and experience of our global alumni network from a full range of courses through the Alumni Advice Network.
If you would like to be put in touch with a graduate to talk about their experiences at university or about a specific career sector, please get in touch and we can match you up.
Contact [email protected] for more information.www.brighton.ac.uk/advicenetwork
Development and Alumni OfficeUniversity of Brighton
APPENDICESAppendix 1: Recommended MBA pathways
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Appendix 1.1: FT MBA pathwayAppendix 1.2: PT MBA PathwayAppendix 1.3: MBA Public Service Management PathwayAppendix 1.4: MBA Leadership PathwayAppendix 1.5: MBA Knowledge & Innovation Management Pathway
Appendix 2: MBA Programme Module Guide
Appendix 3: Action Learning
Appendix 4: Management Competency Profile
Appendix 5: University Maps
Appendix 6: Learning Support Plans
Appendix 7: Using Google Scholar ______________________________________________________________________
Appendix 1: Recommended MBA pathways
54
Appendix 1.1: FT MBA pathway
MBA Routes 2015/16Full time 5th August 2015
Term One Term Two Term ThreeTerm Three Alternative
Induction Programme (16-18 September
2015)
Elective - 10/20 cats
Elective - 10/20 cats
STM21 Management Environment & Economics - Evening - (21 Sep - 2 Dec 2015)
STM37 International Strategy - daytime - (11 Jan - 18 Mar 2016)
MKM51 International Marketing - daytime - (21 Sep - 2 Dec 2015)
IMM08 Managing Innovation - evening (8 Feb - 14 Mar 2016)
International Study Visit to Northern Ireland (9-12 Nov 2015)
International Study Visit to Brussels/Reims (21-26 Feb 2016)
HRM84 Managing People & Organisations - (28 Oct - 3 Nov 2015)
FNM18 Accounting and Performance Management - (28 Jan - 3 Feb 2016)
OPM54 Information Systems, Operations & Process Management - (13 - 19 April 2016)
OPM54 Information Systems, Operations & Process Management - (13 - 19 April 2016)
MNM98 Developing
international strategic
capabilities - daytime - (11 Apr - 10 Jun
2016)
MNM43 Dissertation - daytime - 60
cats
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Appendix 1.2: PT MBA Pathway56
MBA Routes 2015/16 5th August 2015
Part Time Recommended Route
16-18 Sep 2015Semester One Block Module Semester Two
Year One
Induction
STM21 Management Environment & Economics - Evening - (21 Sep - 2 Dec 2015)
FNM18 Accounting and Performance Management - (28 Jan - 3 Feb 2016)
IMM08 Managing Innovation - evening - (8 Feb - 11 Apr 2016)
Year Two
Induction
MKM51 International Marketing - evening - (21 Sep - 2 Dec 2015)
OPM54 Information Systems, Operations & Process Management - (13 - 19 April 2016)
STM37 International Strategy - evening - (11 Jan - 18 Mar)
Year Three
Induction
MNM98 Developing international strategic capabilities - evening - (21 Sep - 2 Dec 2015)
HRM84 Managing People & Organisations - (28 Oct - 3 Nov 2015)
MNM98 Developing international strategic capabilities - evening - continuation 8 Feb – 18 Mar 2016
Electives may be taken in year one and/or year two
MNM43 Extended project may be substituted for MNM98 and elective
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Appendix 1.3: MBA Public Service Management Pathway
MBA Public Service Management route (FT/PT Block mode) progression of study. The following diagram represents the order in which we recommend that you take the modules if you want to complete in just over one year.
The following diagram represents the order in which we recommend that you take the modules if you want to complete in 2 1/3 years. This structure will allow you to build up your knowledge before you start on the more complex modules.
Recommended Year One of study with the teaching and assessment dates for the academic year 2015/2016 PT mode
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Sept - Dec
Induction Programme(16-18 Sept ‘2015)
July - SeptApril - JuneJan - March
Self-guided study and assessment hand-in dates :
Project: 7 Jan 2016Reflective statement: 11 Jan 2016
STM12 Strategy, Planning & Commissioning (20)4 -10 Nov 2015
STM23 Managing in an Uncertain Environment (10)21 - 24 Sept 2015
HRM 84 Managing People & Organisations (20) 28 Oct – 3 Nov 2015
OPM 54 Information Systems, Operation and Process (20)13 – 19 April 2016
HRM75Leadership with Ethics (20 ) 4 - 10 Feb 2016
FNM18 Accounting & Performance Management (20)28 Jan – 3 Feb 2016
MKM24 Marketing & Communication (20)20 – 26 April 2016
STM36 (part 1 & 2) Developing Strategic Public Service & Change Capabilities (40) (5 – 10 Oct 15 Part 1)(7 - 10 Dec 15 Part 2) Year 2
Reflection on Practice
MNM16 Exploring Partnership Working9 – 12 May 2016
Sept - Dec
Induction Programme(16 -18 Sept ‘2015)
July - SeptApril - JuneJan - March
Self-guided study and assessment hand-in dates:
Project: 7 Jan 2016Reflective statement: 11 Jan 2016
STM12 Strategy, Planning & Commissioning (20)4 -10 Nov 2015
STM23 Managing in an Uncertain Environment (10)21 - 24 Sept 2015
HRM 84 Managing People & Organisations (20) 28 Oct – 3 Nov 2015 or
Reflection on Practice
OPM 54 Information Systems, Operation and Process (20)13 – 19 April 2016 or
HRM75Leadership with Ethics (20 ) 4 - 10 Feb 2016
FNM18 Accounting & Performance Management (20)28 Jan – 3 Feb 2016
or
Self-guided study & assessment hand-in dates:Project: 25 May 2016
Reflective statement: 4 June 2016
Recommended Year two of study (dates based on the academic year 2015/16 so dates might change slightly for 2016/17:
Recommended Year Three of study (dates based on the academic year 2015/16 so will change slightly for 2017/18):
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Sept - Dec
Induction progression ½ day(15 Sept ‘2016)
July - SeptApril - JuneJan - March
Self-guided study and assessment hand-in dates:
Project: 7 Jan 2017Reflective statement: 11 Jan 2017
Self-guided study
HRM 84 Managing People & Organisations (20) 28 Oct – 3 Nov 2016 or
STM12 Strategy, Planning & Commissioning (20)4 -10 Nov 2016
R Reflection on Practice
OPM 54 Information Systems, Operation and Process (20)13 – 19 April 2017 or
HRM75Leadership with Ethics (20 ) 4 - 10 Feb 2017
FNM18 Accounting & Performance Management (20)28 Jan – 3 Feb 2017
or
Sept - Dec
Progress Programme(Sept ‘2017) ½ day
July - SeptApril - JuneJan - March
Self-guided study
STM36 (part 2) (Dec 2017 – 4 days)
STM36 (part 1) Developing Strategic Public Service & Change Capabilities (40) (Oct 2017 – 5 days)
Self-guided study:
Graduation in late July
Self-guided study & assessment hand-in:Project = May 2018Reflective statement = June 2018
Self-guided study
Self-guided study
MKM24 Marketing & Communication (20)20 – 26 April 2016
Self-guided study & assessment hand-in:Project: 25 May 2016Reflective statement: 3 June 2016
MKM24 Marketing & Communication (20)20 – 26 April 2017
Self-guided study & assessment hand-in:
Project: May 2017Reflective statement:June 2017
MNM16 Exploring Partnership Working9 – 12 May 2017
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Appendix 1.4: MBA Leadership Pathway62
MBA Public Service Management route (FT/PT Block mode) progression of study. The following diagram represents the order in which we recommend that you take the modules if you want to complete in just over one year.
The following diagram represents the order in which we recommend that you take the modules if you want to complete in 2 1/3 years. This structure will allow you to build up your knowledge before you start on the more complex modules.
Recommended Year One of study with the teaching and assessment dates for the academic year 2015/2016 PT mode
63
Sept - Dec
Induction Programme(16-18 Sept ‘2015)
July - SeptApril - JuneJan - March
Self-guided study and assessment hand-in dates :
Project: 7 Jan 2016Reflective statement: 11 Jan 2016
STM12 Strategy, Planning & Commissioning (20)4 -10 Nov 2015
STM23 Managing in an Uncertain Environment (10)21 - 24 Sept 2015
HRM 84 Managing People & Organisations (20) 28 Oct – 3 Nov 2015
OPM 54 Information Systems, Operation and Process (20)13 – 19 April 2016
HRM75Leadership with Ethics (20 ) 4 - 10 Feb 2016
FNM18 Accounting & Performance Management (20)28 Jan – 3 Feb 2016
MKM24 Marketing & Communication (20)20 – 26 April 2016
MNM98 (part 1 & 2) Developing Strategic Leadership & Change Capabilities (40) (30 Nov – 4 Dec 15 Part 1)(7 - 10 Dec 15 Part 2) Year 2
Reflection on Practice
HRM96 International Leadership & Negotiation9 – 12 May 2016
Sept - Dec
Induction Programme(16 -18 Sept ‘2015)
July - SeptApril - JuneJan - March
Self-guided study and assessment hand-in dates:
Project: 7 Jan 2016Reflective statement: 11 Jan 2016
STM12 Strategy, Planning & Commissioning (20)4 -10 Nov 2015
STM23 Managing in an Uncertain Environment (10)21 - 24 Sept 2015
HRM 84 Managing People & Organisations (20) 28 Oct – 3 Nov 2015 or
Reflection on Practice
OPM 54 Information Systems, Operation and Process (20)13 – 19 April 2016 or
HRM75Leadership with Ethics (20 ) 4 - 10 Feb 2016
FNM18 Accounting & Performance Management (20)28 Jan – 3 Feb 2016
or
Self-guided study & assessment hand-in dates:Project: 25 May 2016
Reflective statement: 4 June 2016
Recommended Year two of study (dates based on the academic year 2015/16 so dates might change slightly for 2016/17:
Recommended Year Three of study (dates based on the academic year 2015/16 so will change slightly for 2017/18):
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Sept - Dec
Induction progression ½ day(15 Sept ‘2016)
July - SeptApril - JuneJan - March
Self-guided study and assessment hand-in dates:
Project: 7 Jan 2017Reflective statement: 11 Jan 2017
Self-guided study
HRM 84 Managing People & Organisations (20) 28 Oct – 3 Nov 2016 or
STM12 Strategy, Planning & Commissioning (20)4 -10 Nov 2016
R Reflection on Practice
OPM 54 Information Systems, Operation and Process (20)13 – 19 April 2017 or
HRM75Leadership with Ethics (20 ) 4 - 10 Feb 2017
FNM18 Accounting & Performance Management (20)28 Jan – 3 Feb 2017
or
MKM24 Marketing & Communication (20)20 – 26 April 2016
Self-guided study & assessment hand-in:Project: 25 May 2016Reflective statement: 3 June 2016
MKM24 Marketing & Communication (20)20 – 26 April 2017
Self-guided study & assessment hand-in:
Project: May 2017Reflective statement:June 2017
HRM96 International Leadership & Negotiation9 – 12 May 2017
Sept - Dec
Progress Programme(Sept ‘2017) ½ day
July - SeptApril - JuneJan - March
Self-guided study
Self-guided study
MNM98 (part 1 & 2) Developing Strategic Leadership & Change Capabilities (40)(9 days Nov/Dec 2017)
Self-guided study
Graduation in late July
Self-guided study & assessment hand-in:Project = May 2018Reflective statement = June 2018
Self-guided study
Self-guided study
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Appendix 1.5: MBA Knowledge & Innovation Management Pathway
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See appendix 2 for the structure of the all the MBA pathways 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 pathway specific mandatory modules in order to get the award for a specific pathway (modules you have to take to get the award).
MBA Knowledge & Innovation Management (FT/PT Block mode) progression of study. The following diagram represents the order in which we recommend that you take the modules if you want to complete in just over one year.
The following diagram represents the order in which we recommend that you take the modules if you want to complete in 2 1/3 years. This structure will allow you to build up your knowledge before you start on the more complex modules.
Recommended Year One of study with the teaching and assessment dates for the academic year 2015/2016 PT mode
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Sept - Dec
Induction Programme(16-18 Sept ‘2015)
July - SeptApril - JuneJan - March
Self-guided study and assessment hand-in dates :
Project: 7 Jan 2016Reflective statement: 11 Jan 2016
STM38 International Strategy Planning & Commissioning (20)4 -10 Nov 2015
STM23 Managing in an Uncertain Environment (10)21 - 24 Sept 2015
HRM 84 Managing People & Organisations (20) 28 Oct – 3 Nov 2015
OPM 54 Information Systems, Operation and Process (20)13 – 19 April 2016
MLM09 Knowledge management (20 ) 4 - 10 Feb 2016
FNM18 Accounting & Performance Management (20)28 Jan – 3 Feb 2016
MKM24 Marketing & Communication (20)20 – 26 April 2016
MNM96 (part 1 & 2) Developing Strategic Knowledge, Innovation & Change Capabilities (40) (30 Nov – 4 Dec 15 Part 1)
Reflection on Practice
IMM08 Managing Innovation (10 cats)9 – 12 May 2016
Sept - Dec
Induction Programme(16 -18 Sept ‘2015)
July - SeptApril - JuneJan - March
Self-guided study and assessment hand-in dates:
Project: 7 Jan 2016Reflective statement: 11 Jan 2016
STM38 International Strategy Planning & Commissioning (20)4 -10 Nov 2015
STM23 Managing in an Uncertain Environment (10)21 - 24 Sept 2015
HRM 84 Managing People & Organisations (20) 28 Oct – 3 Nov 2015 or
Reflection on Practice
OPM 54 Information Systems, Operation and Process (20)13 – 19 April 2016 or
MLM09 Knowledge management (20 ) 4 - 10 Feb 2016
FNM18 Accounting & Performance Management (20)28 Jan – 3 Feb 2016
or
MKM24 Marketing & Communication (20)20 – 26 April 2016
Self-guided study & assessment hand-in dates:Project: 25 May 2016
Reflective statement: 4 June 2016
Self-guided study & assessment hand-in:Project: 25 May 2016Reflective statement: 3 June 2016
Recommended Year two of study (dates based on the academic year 2015/16 so dates might change slightly for 2016/17:
Recommended Year Three of study (dates based on the academic year 2015/16 so will change slightly for 2017/18):
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Sept - Dec
Induction progression ½ day(15 Sept ‘2016)
July - SeptApril - JuneJan - March
Self-guided study and assessment hand-in dates:
Project: 7 Jan 2017Reflective statement: 11 Jan 2017
Self-guided study
HRM 84 Managing People & Organisations (20) 28 Oct – 3 Nov 2016 or
STM38 International Strategy Planning & Commissioning (20)4 -10 Nov 2016
R Reflection on Practice
OPM 54 Information Systems, Operation and Process (20)13 – 19 April 2017 or
MLM09 Knowledge management (20) 4 - 10 Feb 2017
FNM18 Accounting & Performance Management (20)28 Jan – 3 Feb 2017
or
Sept - Dec
Progress Programme(Sept ‘2017) ½ day
July - SeptApril - JuneJan - March
Self-guided study
Self-guided study
MNM97 (part 1 & 2) Developing Strategic Knowledge, Innovation & Change Capabilities (40)(9 days Nov/Dec 2017)
Self-guided study
Graduation in late July
Self-guided study & assessment hand-in:Project = May 2018Reflective statement = June 2018
Self-guided study
Self-guided study
MKM24 Marketing & Communication (20)20 – 26 April 2017
Self-guided study & assessment hand-in:
Project: May 2017Reflective statement:June 2017
IMM08 Managing Innovation (10)9 – 12 May 2017
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APPENDIX 2: MBA Programme Module Guide
70
APPENDIX 3
71
Action Learning______________________________________________________________________
72
APPENDIX 4
73
Management Competency Profile______________________________________________________________________
The qualities of a successful manager
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Basic knowledge and understandingBasic 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 attributesSensitivity 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 5
University Maps______________________________________________________________________
77
78
APPENDIX 6
Learning Support Plans (LSPs)
79
Learning Support Plans (LSPs)The University is committed to ensuring that all enrolled students have an equal opportunity to succeed on their course. This includes ensuring that the university’s teaching and assessment processes are as inclusive as possible for disabled students and students who are experiencing temporary conditions (such as pregnancy), to minimize any adverse impact on their access to learning. Recommendations for adjustments to teaching, assessment and examinations are made by the university’s Disability and Dyslexia Team.You can find further information about groups that may be eligible for Learning Support Plans in Section G of the General Examination and Assessment Regulations, on studentcentral.
What sort of adjustments are included in a Learning Support Plan?Each Learning Support Plan is tailored to the individual needs of a student that arise because of their disability or other condition. For example, it may include recommendations to teaching practices, assessments and examinations.In some cases, more significant Variations to Assessment can be recommended. In these cases, the academic Learning Objectives of your course are fundamental to the decision as to what individual adjustments can be made.
How can I get a Learning Support Plan?If you have a condition that you think might entitle you to a Learning Support Plan, you should contact the Disability and Dyslexia Team in Student Services either in person, by visiting your local Student Services office, or by telephoning 01273 643799 or emailing [email protected] The Disability and Dyslexia Team will ask you to provide evidence of your circumstances, such as a note from your doctor or an Educational Psychologist (EP) Report. They can provide guidance and help you to obtain this evidence if you do not already have it.
Once you have this evidence, you should then book an appointment with a Learning Support Coordinator in the team, who will discuss what individual recommendations can be included in your Learning Support Plan and share this information with your school.
The process of implementing a Learning Support Plan can sometimes take time and so it is recommended that you contact the Disability and Dyslexia Team as soon as possible to discuss your requirements.
Adjustments for examinations cannot be guaranteed if information is received within 6 weeks of the assessment date.
When you meet with the Disability and Dyslexia Team, they will also provide you with information about other elements of disability support – such as funding that is available through the Disabled Students Allowance (DSA) and 1-2-1 support services.
I’ve told the university about a disability when I applied. Do I need to do anything else?Even if you disclosed a disability as part of your application, you will still need to contact the Disability and Dyslexia Team to provide evidence and so that your personal Learning Support Plan can be drawn up.
Temporary ConditionsThese are usually quite sudden and normally result from physical injury. If time permits, you should make an appointment through your site Student Services Administrator to see the Disability and Dyslexia Team, and take your written evidence (e.g. medical certificate). If there is insufficient time to do this, take the documentary evidence to the School Office, where the administrative staff will be able to check with the Disability and Dyslexia Team. While every effort will be made to help, obviously the closer to the assessment period the more difficult it will be to make alternative arrangements.
What other support is available from the Disability and Dyslexia Team?As well as helping with Learning Support Plans, the Disability and Dyslexia Team can also help with applications for Disabled Students Allowances and other disability funding. This can help to finance 121 support such as (but not limited to) notetakers, scribes, mentoring and/or learning support tuition. The type of support provided will depend on the impact that your disability has on your studies. More information about the support that the team provides can be found at www.brighton.ac.uk/disability
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APPENDIX 7
Using Google Scholar
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