strategic management year handbook - 2014 january intake

7/27/2019 Strategic Management Year Handbook - 2014 January Intake

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2014 January Intake

Australian Graduate School of Management

Strategic Management Year

Student Handbook

Never Stand Still Australian School of Business AGSM


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Published in 2014 byAustralian School of Business

The University of New South WalesSydney NSW 2052

CRICOS Provider Number: 00098G

This document is copyright. Apart from fair dealing for the purposes of private study, research,criticism or review, as permitted under the Copyright Act, no part may be reproduced by any

process without written permission. Inquiries should be addressed to the publishers,Australian School of Business, The University of New South Wales.

The ASB is actively monitoring student learning and quality of the student

experience in all its programs. A random selection of completed assessment tasks

may be used for quality assurance, such as to determine the extent to which

program learning goals are being achieved. The information is required for

accreditation purposes, and only aggregated findings will be used to inform

changes aimed at improving the quality of ASB programs. All material used for

such processes will be treated as confidential and will not be related to course grades.

AS00902


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Contents

From the Academic Director 1

The Strategic Management Year an overview 2

SMY Program structure 4

Delivery 5

Content 6

Entry requirements 8

Session dates 2014 January intake 9

Application, enrolment and deposit dates 11

Fees 13

Where to go for information 14

Academic policies and procedures 15

Residentials 17

Assessment requirements 21

Strategic Management 1 assessment (SM1) 23




Graduation 27

Assistance with study 28

Career Services 30

Your Alumni community 32

Inormation provided about courses and programs and any arrangements or courses, including staing, are an

expression o intent only and are not to be taken as a irm oer or undertaking. AGSM MBA Programs reserves the

right to discontinue or vary such courses or programs or arrangements at any time without notice and to impose

limitations on enrolment in any course.


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SMY Handbook - 2014 January Intake 1

From the Academic Director

The Strategic Management Year is the final stage of your MBA(Executive) Program. This final year is focused on the problems facinga General Manager, whether in a large established organisation or in asmall entrepreneurial start-up. The year builds on all you have learnt sofar, putting it into a strategic context and providing a holistic view of howa successful business is created.

The Strategic Management Year offers a completely different style oflearning to that which you have been exposed to previously. It uses aproblem-based learning approach together with a continued emphasison self-directed learning supported by comprehensive materials. The

face-to-face learning has been concentrated into four intensive learningblocks of between 4-5 days where you will live in residence (at theAGSM Building, UNSW in Sydney) with your cohort.

Strong friendships with fellow students from around the country andoverseas are formed during the Strategic Management Year because youwill complete your final year in a designated cohort. Cohorts comprisearound 40 students and a range of activities will involve the entire group.In addition all students within the cohort will be allocated to a courseteam. The teams allow content-based activities to be explored and testedwith your peers. These teams will also provide the context for learning

and competency development on team processes and effectiveness.You will learn from the experiences and insights of your cohort membersand team partners as well as from the experienced Faculty membersand facilitators who will work with you across the residentials.

Over many years, students completing this final year have rated it as anoutstanding learning experience.

I wish you all the best as you prepare for this exciting learning journeyand encourage you to contact us or attend a Strategic Management YearInformation Session to learn more.

Professor Mark Stewart

Academic Director MBA ProgramsAustralian Graduate School of Management


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AGSM MBA Programs2

The Strategic Management Year an overview

The Strategic Management Year (SMY) is the capstone year of the MBA(Executive) Program, building on the foundations laid in the GDM.The Strategic Management Year prepares students to become generalmanagers of large established organisations as well as leaders of smallentrepreneurial start-ups.

The Strategic Management Year is organised around the generalmanagers fundamental problems and responsibility for formulatingand implementing a strategy that will lead to success. Unlike heads of

particular functions (R&D, production, sales, marketing, finance, etc.)general managers always need to consider an actions implications forthe entire organisation. For this reason, the Strategic Management Yearseeks to develop holistic and integrative thinkers who are readily able

to take a cross-functional perspective.

The Strategic Management Year uses a problem-based learningapproach, meaning the program is more like a learning laboratoryand less like a traditional classroom-facilitated course. As in the GDM,learning materials are provided and students are encouraged to usework-related issues and problems as a learning focus. There is however,

an increased emphasis on self-directed learning, which empowersstudents to manage their learning after graduation, as well as anincreased emphasis on working within a team with other high potentialmanagers.

The Strategic Management Year must be completed in four consecutive10-week sessions (Strategic Management 1, 2, 3 and 4). Attendance isrequired at two five-day and two four-day residential workshop sessionsin Sydney. The residentials are an opportunity to expand networksthrough close collaboration with colleagues from around Australia andoverseas. Between residentials, students meet regularly in teams of 6-7

people to participate in activities and discussion as well as to completeassessments. The eLearning website will also be an invaluable tool forcommunication and sourcing information.

What is unique about the Strategic ManagementYear?

Success in the Strategic Management Year is achieved by studentsbeing prepared to make the most of the learning opportunities providedby the high quality course materials. Students are expected to have readthe course readings and stimulus material prior to the residentials. This


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material requires students to reflect on the implications of the ideas,models and frameworks for their practice as managers, and to cometo the residentials prepared to discuss and defend their views. Thesecourse materials move away from the prepackaged learning presentedin subject areas to a more holistic and integrated learning, focused onthe work of the manager.

The unique learning experience of the Strategic Management Year willprovide opportunities for:

integrated learning that links all functional contributions to high

performance and competitive advantage

blended learning that provides the benefits of intensive face-to-face

learning and self-directed learning with a focus on the challenges inyour organisation

networking within the cohort and with alumni which enhances your

learning, resources and career opportunities

preparation for career-long learning that enables you to maintain the

relevance of your MBA via strong links with the school, its facultyand alumni.

The Strategic Management Year Summary

Location

Introduction and Welcome online, via eLearning website

Residentials AGSM Building, Sydney

Regular team meetings organised by each team as required, may be heldlocally or via teleconerence

Study pattern

The Strategic Management Year must be completed in four consecutive

sessions. Intakes are in January and July Study is undertaken in four consecutive 10-week sessions

Residential attendance is compulsory at two five-day and two four-dayworkshops held in Sydney

On average, 15-25 hours a week should be devoted to study

Regular participation in team meetings is required

Assessments comprise a variety of individual submissions and teamsubmissions. They may include case study analysis, project work,

presentations and evaluations.


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AGSM MBA Programs4

SMYProgramstructure

TheSMYrunsoveraperiodof46weeks.

StrategicManagement1:

De

tec

tingan

dse

lec

ting

bus

inessopportun

ities

12UOC

Course1

Pre-reading

Res1

5days

Assessmen

t

Teamwork

1

2

3

4

5

6

7

8

9

10

10weeks

2week

break


Deve

lop

ing

bus

inessopportun

ities

12UOC

Course2

Pre-reading

Res2

5days

Assessment

Teamwork

1

2

3

4

5

6

7

8

9

10

10weeks

2week

break


Grow

ing

bus

inesses

12UOC

Course3

Pre-reading

Res3

5days

Assessmen

t

Teamwork

1

2

3

4

5

6

7

8

9

10

10weeks

2week

break


Trans

form

ing

bus

inesses

12UOC

Course4

Pre-reading

Re

s4

5d

ays

Assessmen

t

Teamwork

1

2

3

4

5

6

7

8

9

10

10weeks

*Co

horts

inthe

Julyintake

havea

longer

brea

kbe

tween

SM2an

dSM3due

totheC

hrismas/

New

Year

brea

k.


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Delivery

The Strategic Management Year is divided into four sessions of 10weeks each with a 2 week break between each session.

The learning strategy in the Strategic Management Year is differentto that in the GDM. The program is arranged in the lock-step modeof delivery where a group of students, referred to as a cohort, movesthrough the program together. Each cohort attends four residentialworkshops held in Sydney. The first and third residentials are five daysand the second and fourth residentials are four days in duration. In theresidentials, the learning process is interactive and involves activitiessuch as scenario analysis, role plays, simulations and exercises,

designed to encourage students to take action and provide immediatefeedback on how they have performed and how they could improve. TheStrategic Management Year creates participatory learning environmentswhere the students learn as much from each other as they learn fromthe facilitator. Attendance at residentials is a compulsory requirement forthe Strategic Management Year.

Between residentials, students meet in teams to work through thecourse materials, activities and team assessments together. There arealso individual assessments to be prepared and submitted during thistime.

Students are assigned to teams at the beginning of SM1 and work withinthese teams for SM1 and SM2. New teams are assigned for SM3 andSM4. Teams are supported by a faculty member or facilitator whilethey establish effective working practices during day 1 and day 2 ofResidential 1 and again during day 2 of Residential 3. Teams provide avaluable support and feedback mechanism for students. A number offeedback methods are used including online peer feedback, to amplifycollaborative learning.

Each course of the Strategic Management Year will be led by a member

of faculty who serves as the Residential Leader. During each residential,other faculty facilitators join the Residential Leader. A variety of otherstaff will be involved to help achieve the learning goals of the SMY. Theyinclude:

A faculty member or facilitator of the leadership development

program

Career Services staff


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AGSM MBA Programs6

Content

The Strategic Management Year is structured on the organisational lifecycle, including the start-up, growth and decline phases. The responseto a decline in performance will determine whether the organisation isrejuvenated or ceases to exist.

The Strategic Management Year is divided into four courses.

Strategic Management 1: Detecting and Selecting Business

Opportunities (SM1)

Strategic Management 2: Developing Business Opportunities (SM2)

Strategic Management 3: Growing Businesses (SM3)

Strategic Management 4: Transforming Businesses (SM4)

The following table provides an outline of these courses:

The Strategic Management Year

SM 1 SM 2 SM 3 SM 4

Critical

overarching

question

HowdoI

detectand

selectbusiness

opportunities?

HowdoI

develop

business

opportunities?

HowdoIgrow

a business?

HowdoI

transform a

business?

Specifc

problems

How do I

ormulate a

successul

strategy?

Whatcapabilities doI need to delivera strategy?

What optionsor growth do I

have?

How do I

anticipate

threats to my

organisations

perormance?

How do I

position the

organisation to

compete?

How do I designthe organisationto deliverthe requiredcapabilities?

How do I

implement a

growth option?

How do I create

and implement

a strategy to

address a crisis

in organisational

perormance?

How do I sell a

business plan

to potential

investors?

How do Iengage internalstakeholderswith a strategy?

How do I sell

a growth plan

to internal

and external

stakeholders?

How do I lead

an organisation

through

transormational

change?

How do I

evaluate the

level o risks

associated with

a proposed

business?

How do Ievaluate andmanage therisks associatedwith a proposed

organisationalarchitecture?

How do I

evaluate and

manage the

risks associated

with a proposed

growth option?

How do I evaluate

and manage the

risks associated

with a proposed

transormational

change?


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Questionsor the entire

SMY

1. How do I evaluate my skills as a general manager and how do I improvethem?

2. How do I learn as a manager? How can I use the learning to be a bettermanager?

3. How do I learn about my team working skills and how do I improve them?

Throughout the Strategic Management Year students will develop criticalskills for becoming an effective general manager including:

Cognitive skills required to diagnose current organisationalperformance and to develop recommendations for future action

Communication skills (both written and oral) required to influenceothers and persuade them of appropriate courses of action

Self-reflective and action plan competencies required for leadershipdevelopment

Team working skills required to work effectively with others in makingdecisions and implementing strategies.

In addition, the Strategic Management Year will explore a set of themesacross the four courses. These are:

Economic Logic Evaluation: Is the economic logic of the proposed orexisting venture compelling? How does the venture make money?In the case of a not-for-profit organisation, how does it achieveits objective? Can the business idea be converted into a strategicposition that allows the organisation to create and capture value forthe stakeholders? How can I change a strategy to fund growth? Whathappens to the economic logic of a business when the environmentchanges radically?

Entrepreneurship: How do the problems faced by the generalmanager of an established business differ from the problems

faced by the entrepreneur? How would our approach to strategicmanagement be different when dealing with the problems in a largeexisting organisation versus an entrepreneurial start-up?

Leadership: What role do leaders play in building organisationsthat possess a sustainable competitive advantage? How do leadersengage people to make the right decisions and to take appropriateactions?

Decision Making: What decision-making processes can I use tohelp make key decisions, for example, resource allocation, selectingbusiness opportunities and new products, designing organisational

systems?


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AGSM MBA Programs8

Entry requirements

In order to be eligible for enrolment in the Strategic Management Year,students must:

have successfully completed the GDM Program specified below and

have achieved a Weighted Average Mark (WAM) of 65 per cent orhigher across six core courses and two electives, or

have successfully completed the GDM program via the GCCM

pathway and have achieved a Weighted Average Mark (WAM) of 65per cent or higher across the GCCM and GDM

be within the completion time frame. The Strategic Management

Year must be completed within seven years of date of first GDM orGCCM course enrolment.

GDM Program

Students must have successfully completed all of the following six corecourses:

Accounting & Financial Management

Corporate Finance

Data Analysis & Statistical Modelling for Business (or Statisticsfor Managers)

Economics in Management Practice (or Managers, Markets &

Prices)

Managing People & Organisations

Marketing Management (or Marketing Principles)

and two electives.


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Session dates 2014 January intake

Event Cohort ASM1 Session StartResidential1

Session Break

13 January28January1February

24 March 4 April

SM2 Session StartResidential2

Session Break

7 April

29April2May

16 27 June

SM3 Session Start

Residential3

Session Break

30 June1115July

8 19 September

SM4 Session Start

Residential4

Session Ends

22 September1316October

28 November

Event Cohort B


Session Break

20 January37February

31 March 11 April


Session Break

14 April58May

23 June 4 July

SM3 Session Start

Residential3

Session Break

7 July

1721July

15 26 September

SM4 Session Start

Residential4

Session Ends

29 September2124October

5 December


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AGSM MBA Programs10

Event Cohort C


Session Break

27 January1317February

7 18 April


Session Break

21 April1215May

30 June 11 July

SM3 Session Start

Residential3

Session Break

14 July2529July

22 September 3 OctoberSM4 Session Start

Residential4

Session Ends

6 October2831October

12 December

Event Cohort D


Session Break

3 February

2125February

14 25 April


Session Break

28 April1922May

7 18 July

SM3 Session Start

Residential3

Session Break

21 July812August

29 September 10 October

SM4 Session Start

Residential4

Session Ends

13 October47November

19 December


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Application, enrolment and depositdates

Application will be via an online form, which will be available on AGSMMBA Programs website www.agsm.edu.aufrom 10am on Tuesday24 September 2013. The application period for the StrategicManagement Year 2014 January intake is from 24 September 2013 to5pm Friday 4 October 2013.

Applications will be on a first come first served basis and will only beaccepted via the online form. Students are encouraged to submit theirapplication as early as possible within the application period. No late

applications will be accepted. If you have a preference for a particularcohort, please mention this - explaining the reasons for your preference- when you submit your application. We will do our best to accomodateany requests, but please note that cohort allocation is determinedby a variety of other criteria. Eligible students, who are not offered aplace, will join a waiting list in order of receipt. An offer will be made tostudents on the waitlist in the event that a place becomes available priorto the start ofStrategic Management 1, otherwise these students willneed to re-apply to join the next intake.

Students will need to finalise any outstanding debts from earlier courses

before being offered a place in the Strategic Management Year.

Students will be notified of the outcome of their application from28October2013. Successful students will receive further cohort details atthis time.

Acceptance of offer

In order to confirm a place in the Strategic Management Year, studentsare requested to complete the online Acceptance of Offerform alongwith payment of a deposit (residential fee) of AUD$4,250 within 5working days of receiving their offer. IfAcceptance of Offerandpayment are not received within this time, the Student Experience Teamreserves the right to cancel the offer and allocate the place to anotherstudent.

Student photograph

A passport-sized photograph (head and shoulders) is required forinclusion in the Cohort Handbook. Students will need to send in a digitalphoto to [email protected] the time of completingtheir online Acceptance of Offerform. Photograph should be in jpg ortiff format.


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AGSM MBA Programs12

Cohort allocationIn order to ensure the quality of the learning experience, cohort sizeswill be limited to 42. The Student Experience Team reserves the right toallocate students to cohorts in a way that optimises a range of competingcriteria.

If there are circumstances which prevent you from attending a particularcohort, you must submit a request in writing to the Student ExperienceTeam with supporting documentation along with your application form.

Please note the following:

you should not arrange leave for specific dates with your employer

until you receive notification of the cohort to which you have beenallocated

attendance at all sessions of all residentials is a compulsoryrequirement of the Strategic Management Year

students are assigned to teams at the beginning of Residential 1 and

again at the beginning of Residential 3. Students are not able to formtheir own teams.

Applicationchecklist Duedate

Submit application as early as possible and prior to 4 October 2013

Notication of places from 28 October 2013

Successul applicants must complete

Acceptance of Offer, deposit of AUD$4,250 and emailphotograph to [email protected]

Within 5 working days ofreceipt o oer


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Fees

The Strategic Management Year program fees include all tuition, course

materials and residential attendance. Travel to and from the residentialis not included. The fees for the 2014 January Intake are as follows:

2014 Feeduedate

Residential Fee: AUD$4,250

SM1: AUD$9,120 (AUD$760/UoC)

SM2: AUD$9,120 (AUD$760/UoC)

SM3: AUD$9,120 (AUD$760/UoC)

SM4: AUD$9,120 (AUD$760/UoC)

Within 5 days of receiving your offer.

SM1: TBA

SM2: TBA

SM3: TBA

SM4: TBA

Fees are secured as five payments the Residential fee as deposit,

Tuition fees for Strategic Management 1, 2, 3 and 4. Payment due datesfor tuition fees will be indicated on myUNSW.

Tuition Fees must be paid in full by the due dates indicated on myUNSW.Penalties for non-payment of fees include exclusion from: re-enrolment,residential attendance, withholding of assessment results andgraduation. If you are having difficulty paying tuition fees, please contactthe UNSW Student Financials Team - [email protected] inadvance of the due date.

Higher Education Loan Program (FEE-HELP)FEE-HELP is an interest-free loan facility provided by the FederalGovernment for eligible students enrolled in postgraduate studies. Forfurther information: www.goingtouni.gov.au

Students wishing to apply for FEE-HELP must do so by the relevantcensus date.

The tuition costs component of the Strategic Management Year qualifiesfor FEE-HELP. FEE-HELP will provide loans to domestic fee-payingstudents enrolled in postgraduate non-research courses. Eligible

students are able to borrow up to the FEE-HELP limit for their tuitionfees. FEE-HELP does not cover the residential fee of AUD$4,250, whichrepresents the deposit.

If you intend to continue FEE-HELP for the Strategic Management Year,you must re-apply on-line through myUNSW before the census date.

For further information on FEE-HELP, please go to:https://my.unsw.edu.au/student/fees/FeeHelp.html

Census dates and other key dates can be found here:https://my.unsw.edu.au/student/resources/KeyDatesAGSM.html

If you wish to apply for FEE-HELP, please contact the Student FinancialsTeam on [email protected]


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AGSM MBA Programs14

Where to go for information

For student administration enquiries please contact the StudentExperience Team:

Telephone: +61 2 9931 9400Facsimile: +61 2 9931 9231Email: [email protected]

AGSM MBA ProgramsAustralian School of BusinessUniversity of New South WalesSydney NSW 2052


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Academic policies and procedures

Information on specific AGSM MBA Programs policies and procedurescan be found on the AGSM MBA Programs website www.agsm.edu.au.

Strategic Management Year students must read and observe all policiesand procedures. Ignorance of the policies and procedures will not beaccepted as an excuse should you fail to meet any of the programrequirements.

Expectations of conduct

The reputation of the AGSM is dependent on the conduct of the

members of its community. We expect the conduct of our students to befair and responsible at all times. Behaviour should be consistent with aculture which places learning and collaboration above competition.

The AGSM takes the duty of care for our students very seriously. In theevent of inappropriate behaviour/conduct from our student(s) duringthe residential period, which jeopardises the safety and learning ofthe Cohort, the AGSM faculty and staff have the authority to ask thestudent(s) to leave the residential, thus placing their SMY graduation injeopardy.

eLearning website

The Strategic Management Year has a specially developed onlinelearning and communication area, designed to complement thecourse materials and provide an additional, flexible study format.The eLearning site includes orientation information, instructions forresidential preparation, assessment information, a discussion area foreach team, electronic copies of many of the course materials and otheradministrative information. It is expected that students regularly log in toeLearning and keep up to date. (http://telt.unsw.edu.au)

Student details

Change of contact details (email, phone, address)

It is your responsibility to ensure that your contact details are up to date.These must be maintained via your student profile on myUNSW. Youwill need to login to the myUNSW website with your student number andzPass and go to the My Student Profile tab.


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AGSM MBA Programs16

Student identity cards are issued at Residential 1. The identity card maybe used to borrow books from the UNSW Library and where applicable,gain access to the AGSM building.

Cohort Profile Handbook

Students will be contacted in regards to completing a web survey prior toStrategic Management 1. Some of the information gathered in the surveywill be used to compile a handbook for each cohort. The Cohort Profilehandbook contains information about each student, their academicqualifications, professional experience and key interests. A copy of the

handbook will be provided to each student at Residential 1.

Participation and workload

Attendance

You are required to attend all sessions of all residential workshops,and expected to attend course team meetings throughout theStrategic Management Year. In the event of extreme or unpredictablecircumstances, which may prevent you from attending any scheduled

event, you must contact the Student Experience Team immediately.Attendance at all residential sessions is compulsory. However, we dorecognise that unforeseen situations may arise such as serious illnessor other significant and unpredictable reasons that prevent you fromattending your scheduled residential.

In this instance you must apply for Special Consideration to the StudentExperience Team with supporting documentation detailing the reasonsfor your absence, including the duration and severity of any illness.

Where appropriate, the Student Experience Team will assist you in

making alternative arrangements to allow you to make up any missedstudy. This could include attending a corresponding residentialscheduled for another cohort or you may be asked to complete a pieceof assessment that allows you to demonstrate that you have achieved therequired level of individual learning to continue in the course.

Workload

Students should expect to devote from 1525 hours per week (for all 10weeks of each session) to study.


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Residentials

Location

Strategic Management Year residentials are typically held at the AGSMBuilding, UNSW Kensington campus in Sydney. Venue details andparking arrangements for your cohort will be provided on the eLearningsite. The venue address details are:

UNSW Kensington campus

AGSM BuildingUniversity of New South WalesGate 11, Botany StreetRandwick NSW 2031

Telephone: +61 2 9931 9400 (Business hours)+61 (0)401 712 843 (After hours)

Facsimile: +61 2 9931 9231 (Student Experience)

Security: +61 2 9385 6000

Email: [email protected]

Costs

Your residential fee covers all accommodation and meals during theresidentials. However, students are responsible for costs associated withtravel to and from residentials.

Dietary requirements

If you have any dietary allergies or requirements that you have not

previously advised us of in your Acceptance of Offer, please ensure thatyou contact the Student Experience Team at least ten working days priorto the residential.

Dress code

The dress code is generally smart casual, however there may be someoutdoor activities which will require different attire. The activities are notnecessarily physically demanding, nor aerobic, but will require stretchingand balancing. Clothing for these activities should include:

comfortable joggers/sneakers


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AGSM MBA Programs18

t-shirts tracksuits, jeans or shorts (comfortable)

hat and sunscreen

warm jumper

windproof or rain jacket

warm long sleeve shirts

casual evening wear

swimsuit (optional)

sports wear if you plan to visit the gym (free gym passes are

available to SMY students)

business attitre for the Cohort photo (see below).

It is recommended that you do not wear excessive jewellery or carry anyvaluables.

SMY students are able to utilise the gymnasium at the UNSW LifestyleCentre during free time at residentials.

Session times

Generally the first session of residential commences at 8.30am. Weask that students arrive at the residential venue by 8.00am to check in.Residentials conclude at approximately 5.00pm on the final day.

Cohort photograph

A photograph for the eYearbook will be taken during Residential 2.

The Student Experience Team will organise for an official cohortphotograph to be taken during Residential 4. Business attire (suit andtie) is required for the cohort photograph.

Arriving early/departing late

Students arriving early or departing late will need to arrangeaccommodation themselves. If you have any questions regarding hotelsclose to the venue please contact the Student Experience Team.


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Children and SMY residential policyThe primary purpose of the SMY residentials is to provide anenvironment that is focused on and conducive to an intensive learningexperience. AGSM MBA Programs recognises that for students withprimary carer responsibilities there may be the need to accommodaterequests for special provisions from time to time. Having said this, it isextremely important for students who are primary carers to recogniseand accept that there are reasonable limits to what AGSM MBAPrograms can do to support special circumstances. In the AGSMMBA Programs learning community the needs of all students must beconsidered.

Where parents have special needs with regard to infants and youngchildren, AGSM MBA Programs will look at special requests on a caseby case basis. An assessment of each case will normally involve adiscussion with the Director, AGSM MBA Programs. If it is agreed thatspecial needs will be accommodated the following conditions must beagreed to by the enrolled student.

No children or babies are allowed in class rooms or lecture theatres,

under any circumstances. Appropriate care arrangements must be

made and observed

Children must be supervised at all times when present on University

grounds or other teaching premises

Students with breastfeeding infants will be provided appropriate

refrigeration, as necessary

Generally, if accommodation is required for a nanny (minder) or for

children this will need to be arranged by and the cost carried by thestudent

If, due to the nature of the circumstance, the student needs

to be accommodated with an infant or children in externalaccommodation, a pro-rata refund of residential fees will bearranged

Nannies, minders and children will not be catered for. Separate

provision should be made for their meals.


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AGSM MBA Programs20

Course Teams

Team objectives

The final year of the MBA (Executive) is differentiated from previousyears by the addition of course teams.

The four objectives of teams are to:

provide support for a demanding and challenging year

further your development about how to be an effective team member

develop self-directed learning skills

form professional and personal networks within the team and cohort

with other high-potential managers.

Team formation

At the beginning of SM1 students are assigned to teams ofapproximately six members and complete group exercises andassignments in these teams during SM1 and SM2. New teams areassigned for SM3 and SM4. Teams are supported in establishing

effective working practices (for example, setting team expectations,establishing team norms) during day 1 and 2 of Residential 1 and againduring day 2 of Residential 3.

Key research findings

Through applied research findings, AGSM MBA Programs has identifiedthe key dimensions of team effectiveness as measured by teamperformance and member satisfaction. Students are provided with thisdata at Residential 1.


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Assessment requirements

Assessment of students progress is an important component of thelearning process. The MBA (Executive) approach is to provide awide variety of assessment opportunities while maintaining a level ofscholarship consistent with postgraduate study. Assessment in the SMYcomprises a combination of individual and team assignments, writtenand oral presentations, and both self-reflective and analytical tasks.These assignments have been designed with the learning objectives ofthe SMY in mind. The assessment schedule is paced such that studentshave adequate time to prepare each piece of assessment.

Each course within the SMY has its own assessment requirements. In

addition students are required to complete two Pass/Fail components(peer feedback and a book review) that run throughout the year.

Students are required to complete each piece of assessment to

satisfactorily complete each course

- In addition, students are required to achieve a passing grade inthe Final Project to successfully complete the course StrategicManagement 4

Students must achieve a passing grade in each course in order to

progress to the subsequent course, specifically:

- SM1 is a prerequisite for SM2



Students are required to achieve a passing grade in each course in

order to successfully complete the SMY.

Submission of assessment

Failure to complete any assessment, or to lodge any material set down aspart of the assessment requirements by the due date, will be regardedas failure in that assessment unless prior written approval has beenobtained from the Student Experience Team. Students are expected to befamiliar with the Assessment policy on the AGSM MBA website.

How to submit your assessments

The assessment submission schedule for each course is included inthe Course Overview of your course materials. All assessments must besubmitted electronically via the eLearning website. Hard copies will not

be accepted. Each assessment must include an assessment cover sheet


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that includes a specified set of information. Instructions are included inthe assessment area of eLearning.

AGSM MBA Programs requires you to submit your work at thedesignated time in order to maintain a fair and equitable system. Pleaserefer to the AGSM MBA website www.agsm.edu.au for policies on:

Requests for extensions

Page count

Students own work

Referencing

Special consideration

Assessment results and final grades

Grade distribution guidelines

Appeal/review of results

Confidentiality agreements

Assessment guidelinesAll assessments, essays and project reports should conform to thestandard assessment format detailed in the course overview andon the AGSM MBA website. Inadequate documentation or carelesspresentation of assessment items may result in marks being deducted.

Assessments must meet prescribed details of length, submission datesand any special provisions. You should include an accurate page counton the front cover of your submitted work.

Assessment criteriaAlong with detailed instructions for each piece of assessment for theSMY, you will be provided with the weighted assessment criteria for thatpiece of work. Once your work has been marked you will be providedwith detailed feedback based on the assessment criteria provided.


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Strategic Management 1 assessment(SM1)

Strategy formulationpaper (individual submission). In this assignmentstudents formulate a competitive strategy for an organisation, usingcourse concepts. Students have the choice of using their ownorganisation or any other organisation or proposed business venture theywill benefit from analysing.

Residentialproblemanalysis (course team submission). At the beginningof the Strategic Management 1 residential, students will be presentedwith a live problem faced by an entrepreneur or general manager.

After the residential each team is required to submit an analysis of theproblem and develop recommendation(s).

Peerfeedback (individual submission). Students will rate team peers ontheir contribution to the course team, including competencies for bothtaskwork (e.g. knowledge and analysis of course content) and teamwork(e.g. distributed leadership through goal formulation, coordinating actionand managing interpersonal processes).

Interview with a manager or entrepreneur (course team submission).Course teams will design and conduct an interview with a generalmanager or entrepreneur about what they perceive to be their role inan organisation, and the competencies they require to support this role.During Residential 1, the course team researches the general managersrole and develops questions and an interview instrument. Thesequestions are shared with the entire class. Between Residential 1 andthe end of Strategic Management 1, course teams conduct the interviewand prepare a written report on the role of their chosen general manageror entrepreneur.

Assessment Weight

Strategy ormulation paper 50%

Residential problem analysis 40%

Peer eedback Pass/Fail

Interview with a manager or entrepreneur 10%

SM1Total 100%


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Strategyimplementationpaper (individual submission). In thisassignment students develop recommendation(s) for the design ofan organisation, using course concepts. Students have the choice ofusing their own organisation or any other organisation or proposedbusiness venture. They should use the same organisation as in StrategicManagement 1.

Residential problem analysis (course team submission). At the beginningof the Strategic Management 2 residential students will be presented

with a live problem from a general manager or entrepreneur. After theresidential each team is required to submit an analysis of the problemand develop a recommendation.

Peer feedback (individual submission). Students will rate team peers ontheir contribution to the course team, including competencies for bothtaskwork (e.g. knowledge and analysis of course content) and teamwork(e.g. distributed leadership through goal formulation, coordinating actionand managing interpersonal processes).

Leadership self-reflection paper (individual submission). Drawing on yourSM1 interview with a general manager or entrepreneur, SMY concepts,and the general management literature, you will develop an individualreport which is a reflection on your own general manager skills andcompetencies.

Assessment Weight

Strategy ormulation paper 50%



Leadership self-reection paper 10%

SM2Total 100%


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Business plan for growing the business (individual submission). In thisassignment students provide a rationale for growing a business anddevelop a recommendation on how to grow the business. Students havethe choice of using their own organisation (preferably the same one theyanalysed in Strategic Management 1 and Strategic Management 2) oranother organisation they would benefit from analysing.

Residential problem analysis (course team submission). At the beginningof the Strategic Management 3 residential, students will be presented

with a live problem from a real company. After the residential eachteam is required to submit an analysis of the problem and develop arecommendation.


Leadership action plan paper (individual submission). In this paper youwill analyse progress on your leadership development goals set out inyour SM2 paper. Here you need to show evidence of self-reflection,action planning and trial of new leadership behaviours. This paper willalso explore What next? in your leadership development beyond SMY.

Assessment Weight

Business plan or growing the business 40%



Leadership action plan paper 20%

SM3Total 100%


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Final project (individual submission). Using feedback from the individualassessments in SM1 and SM2 students develop a paper that bothformulates a strategy and designs an organisation through which toimplement the strategy. (This assessment must be passed to pass thecourse.)

Transformation strategy paper (individual assignment). Students write apaper that provides an analysis and recommendations on transformingan organisation whose performance has deteriorated.

Residential problem analysis (course team submission). At the beginningof the Strategic Management 4 residential, students will be presentedwith a live problem from a real company. After the residential eachteam is required to submit an analysis of the problem and develop arecommendation.


Book review presentation (oral presentation to be completed sometimeduring residentials in SM1, SM2, SM3 or SM4). A sample book reviewand allocation to a specific Residential will be available on the eLearningsite to role model the initiative. Because of the subjective natureof assessing this and the lack of conceptual analysis in presentingthe review, this is a Pass / Fail assignment only. All students whosatisfactorily complete a review will pass.

Assessment Weight

Final Project 30%Transormation strategy paper 40%



Book review presentation Pass/Fail

SM4Total 100%


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Graduation

Admission to degree

Students who commenced the Graduate Diploma in Management(GDM) prior to 2007, and successfully complete the StrategicManagement Year within 7 years of commencing the GDM or the GCCM,will have their degree, the Master of Business Administration (Executive)- MBA (Exec), conferred jointly by The University of New South Walesand The University of Sydney. Students who commenced the GDM from2007 will have their degree conferred by The University of New SouthWales.

UNSW will graduate all students who complete requirements fortheir degree in the previous academic session at the next series ofceremonies.

Information for graduands can be found on the UNSW website:https://my.unsw.edu.au/student/academiclife/graduations.html

Successful completion of the SMY see students conferred with a Masterof Business Administration testamurs.

Graduands in debtGraduands who are in debt to UNSW will not be permitted to graduateuntil the debt has been cleared. Debts must be cleared five weeks priorto the commencement of the graduation ceremonies.


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Assistance with study

Learning independently

One of the differences you will notice in the SMY, compared to earlieryears of study on the MBA (Executive), is that there is less emphasis onreviewing the readings in the formal classroom. You will find that thereis a focus on team learning at the residentials, this means that you willneed to invest some time into forming your own understanding of thematerials, and the concepts in them, than you have had to do before.Some teams choose to formalise this process, and review the coursematerials together. You may find this a useful activity to do in your team.

Learning Centre

The Learning Centre of UNSW is available to enrolled students to assistwith any aspect of study. The Centre has a wide range of academicsupport services covering such matters as time management, managingstudy stress, studying effectively, studying in an open learningmode, examination preparation, seminar presentation and essayand assessment writing. It is also available to students for individualconsultations. This service is free and confidential. The Centre can assist

off-campus students in a number of ways and students can phone in withconcerns and discuss these with a learning adviser. The Centre can becontacted on +61 2 9385 3890 or via their website: www.lc.unsw.edu.au.

Education Development Unit (EDU)

The Education Development Unit (EDU) provides teaching and learningsupport to staff and students of the Australian School of Business. TheEDU works directly with academic staff and students in the context oftheir discipline to support their learning and teaching practice. The role

of the EDU is to:

Engage with academic staff and assist in the development and

support of their learning and teaching practice

Provide learning and academic skills support to ASB students

Act as a mechanism for the implementation of the Australian School

of Business education quality policies

Develop and improve processes, activities and initiatives that

enhance teaching and learning in the Australian School of Business.


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Additional resourcesThe MBA (Executive) Program provides students with the followinglearning resource:

Managing Your Learning. A current copy is available on theeLearning website (http://telt.unsw.edu.au and select Login to UNSWBlackboard).

In addition, we recommend the following publication as a helpfulstarting point on study skills. It is available from most libraries.

Marshall, A. 1999, A Guide to Learning Independently, 4th edn,Pearson Education, Australia.

UNSW Counselling and Psychological Services

https://www.counselling.unsw.edu.au/

Level 2, East Wing, Quadrangle Building

Telephone: +61 2 9385 5418

The UNSW Counselling and Psychological Services provides a freeand confidential service to all students enrolled at UNSW. A rangeof services are offered to assist students to make the most of their

university experiences, such as:

individual counselling

specific programs, workshops and seminars for skillsdevelopment

Self-help resources so that students can help themselvesto information and resources that promote wellbeing andadjustment to university life.

All counsellors are registered psychologists and have a strong interestin student wellbeing and development. As a team they are dedicated

to providing a high quality professional service for students within theUNSW community.


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Career Services

During the Strategic Management Year of the MBA (Executive), theAGSM Career Services Team can provide you with career guidance andsupport. Services may include any or all of the following:

Career Coaching which includes job search strategies and career

development plans

Development and review of resumes and cover letters

Interview technique and mock interview coaching

Range of regular workshops and online career resources

Jobs opportunities posted online, including global and regional roles

Online eYearbook

Career Management Plans and Resume Writing

Career Development encompasses as range of activities: goal setting,clarifying career options, analysing career achievements, strengtheningnetworks, reflecting on career influences, mapping interests, identifyingcareer values and motivators, identifying transferable skills anddeveloping an action plan. A critical component is the development ofjob application documents to support your career goals and position

yourself for the most appropriate roles to meet your goals.

Approaching Prospective Employers

Whether you are approaching employers in person at career andother networking events or via job applications and social mediastrategies, your key messages and brand must be clear, consistentand compelling. The Career Services team provide high level assistancewith your resume and cover letter development, job interview technique(including competency-based and case interviews), your LinkedIn Profile

updates and by helping your perfect and practice your pitch. Studentsmay engage with our services by attending workshops, using the onlineresources and by booking an individual coaching session (in person, bytelephone or Skype).

Jobs Online

All final-year students and alumni have access to AGSMs online jobsboard accessible with a student number and password. Jobs targetedat AGSM graduates are posted on the board by companies and search

firms for positions in Australia and worldwide.


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eYearBookStrategic Management Year students can include their one page resumein the AGSM eYearbook. This is distributed to global companies, alumniand all students.

Contact

Email: [email protected]


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Your Alumni community

Once you have graduated from UNSW you become an alumnus of

the School and of the University of New South Wales. Alumni status isnot dependent on paying a fee or on completing an application. It isautomatic and lifelong.

As a graduate of our programs, you are part of an extended communityof some 57,000 alumni around the world, many of whom arerepresented in the highest ranks of business management, government,finance, commerce, entrepreneurship, information technology andstrategy development.

Enjoy the many benefits of being an alumnus of one of Australias top

Business Schools, including networking opportunities, alumni onlinedirectory, monthly e-bulletin and exclusive events.

AGSM Alumni CommunityThere are over 11,000 graduates of AGSM MBA Programs living andworking around the world. This group enjoys the benefits of belonging tothe broader Australian School of Business and UNSW alumni networks,as well as enjoying a special connection with fellow alumni of AGSMMBA Programs.

Staying connectedAlumni volunteer committees work with the School to deliver a programof events and engagement around Australia and internationally.

Career ManagementYou will enjoy access to the many senior positions available via theJobs Online bulletin board accessed only by AGSM MBA studentsand alumni, and the Global Workplace website aimed specifically forbusiness school graduates around the world.

Access to talentThere are fantastic recruitment opportunities available to alumni,assistance by current students with management projects, and thestudent led business plan competition, Connector.

The Australian School of Business alumni community is made strongthrough the participation of its members. By contributing your time andtalent, the community can remain a valuable asset for alumni and forthe School.

Pl t t th l i t f f th i f ti

strategic management year handbook - 2014 january intake

Documents