MBA5713 Business Strategy-BMA Sem102

Unit Plan

MBA 5713: BUSINESS STRATEGY

BMA - Semester 102

School of Management

Edith Cowan University

Faculty of Business and Law

Telephone +(618) 6304 5666

Facsimile +(618) 6304 5633

Email: [email protected]

www.business.ecu.edu.au

CRICOS IPC 00279B

Prepared by: Richard Fulford

Version 2.

mailto:[email protected]


Introduction

A course in Strategic Management usually has two aims: to draw together the various strands of a business course to provide a holistic view of the business organization, and to develop a strategic perspective of business management. This course is designed to capture the fundamentals of the strategy process, incorporating analytically driven analyses, strategy formulation and implementation. This course is structured to equip students with the necessary theoretical and practical skills to enable them to think strategically and apply strategically-driven analytical tools within the context of real-world settings.

Unit FocusThis Unit is concerned with the varied approaches to understanding and applying the strategy process.

This unit aims to investigate the nature of strategy within the context of the 21st Century, in part via examination of the last three decades of strategy development. The unit introduces, outlines and explores major themes, models, principles and practices of strategic management. The unit commences with defining what strategy is, and introducing the two major theoretical paradigms that predominantly define current strategic thought and serve as the foundation of the analytical models taught within the course. Learning is facilitated through the examination of case studies based on real firms from a variety of industries and countries. Methods of internal and external analysis are theoretically introduced, and practically illustrated through a seminar dedicated to ‘analysis in practice’. The formulation of firm level strategy, corporate level strategy and international level strategy are investigated at a theoretical and practical level. Implementation of strategic initiatives within the organisational environment is reviewed. The course concludes with students learning how to interpret random data sets, identifying key issues and developing strategic proposals from data sources not neatly confined within a case study setting.

This learning is reflected in the assessment pieces students are expected to complete in order to pass the unit.

Learning OutcomesThis unit aims to demonstrate the application of strategic analysis in an effort to improve firm performance. On completion of this unit, students should be able to:

Understand the fundamental concepts underlying the study of business strategy and the elements of the strategic management process;

Understand the two dominant theoretical paradigms found within strategic management: Industrial Organisation (IO) Economics and the Resource-Based View (RBV) of the firm;

Understand the role of strategy in matching an organisation’s resources, capabilities and competencies with its environment in both static and dynamic contexts;

Understand the processes of strategy analysis, development and implementation, especially those processes of strategic management that may lead to success;

MBA5713 : Business Strategy 1


Knowledge on the implementation of strategy within the organisation, and the relevance of firm culture within the context of organisational operation;

Practical application of the analytical concepts taught within class in the analysis and development of strategy for a business organization.

Teaching and Learning ProcessesThe unit is based on one-three hour seminar per week that will include the following learning modes:

Preparatory research and reading to enhance classroom learning activities Analysis and discussion of case studies / exercises / videos / newspaper and journal articles to facilitate the

development of critical thinking skills and the ability to diagnose ideas and applications in the field of strategy, individually and in teams

Lectures aimed at providing a critical analysis of the principles, relevant concepts, models, theories, and philosophical thought which form the foundations of strategic management

Student presentations and selected assessment pieces to enhance professional communication and team skills while dealing with complex issues

Group discussions to assist the review of course material and preparation for exams.

Students differ in their preferred learning styles – some students prefer direct delivery of lectures by instructors, some prefer to engage in open discussion, and others enjoy the interaction and intimacy of group work. To accommodate the various learning preferences of students, pedagogical variety in seminars will be introduced whenever possible. Typically an attempt will be made to integrate elements of the traditional lecture, case study discussion and workshop program into the weekly teaching schedule.

In a university environment, students take primary responsibility for their own learning. Seminars provide the foundation of the course but represent only one element of the learning process. Students having difficulty in understanding particular concepts or ideas should not rely solely on the seminars or textbooks for clarification but show initiative in facilitating their own learning.

The following additional means of assistance are available:

Optional readings for each week. These provide additional information associated with each week’s lecture topic and can be found on the Blackboard homepage as either pdf articles, linked-in resources (where possible) or as references available from the library.

If difficulties persist in understanding a specific topic after self-guided efforts to comprehend the topic fail, direct contact can be made with the Lecturer.

All participants are expected to complete preparatory reading (Chapters in the Textbook and readings found online on the Unit Homepage) prior to each session. Do the reading required each week, however leave the suggested activities in the text potentially for the use of subsequent class activities / discussion.



It is expected that students will become - or will seek assistance to become - familiar with a range of library resources. It is expected that students will participate regularly, requiring attendance and participation in at least 10 of the 13 seminars to cope with the learning.

You have multiple roles in this unit as a learner, a participant, and a team player. As a learner, you are responsible for managing your own learning process, including preparatory reading, assignment research and writing and reflective and creative thinking. The expected outcomes of this learning process are to enhance your understanding of key concepts, theories and managerial practice in the area of strategic management. Further, it is the goal of this unit for all students to be able to appropriately and practically apply these concepts and theories, and to creatively develop innovative strategic management practice. This is usually reflected through the quality of your assignments, your class participation, and in your final exam.

YOOUR ROLES AND RESPONSIBILITIES IN THIS UNIR ROLES AND RESPONSIBILITIES IN THIS UNIT

As a participant, you are required to take part in the class discussion and debate that can contribute to the improvement of learning outcomes for yourself and others in the class. This process allows for the clarification of the conceptual or theoretical issues involved in this unit through sharing your experience and knowledge.

As a team player you are expected to participate in group activities, such as group presentations and/or group assignments, similar to the environment teams in real-life organizations do.

IMPORTANT NOTESIt is the responsibility of all students completing MBA 5481: Business Strategy to review this unit outline in its entirety and to familiarise themselves with the requirements of this unit.

Students are expected to note assessment due dates and abide by the conditions of submission. Leniency will be shown only in exceptional circumstances and is at the discretion of the Lecturer. Any circumstances impeding your progress in this unit should be immediately brought to the attention of the Lecturer.

The use of the Blackboard Learning System is considered an integral component of the learning process of this unit. The various required readings and cases not contained within the textbook can be found on the Blackboard system. Further, supplementary learning resources supporting the unit content can be accessed via this system, and remain at the discretion of the student to review should they require further exposure to specific topics.



Administrative issues that arise throughout the course of the unit will be detailed on the Blackboard system, to minimise time spent in class spent on such issues. It is It is expected that students will be, or will seek assistance to become familiar with the range of library resources and that they will participate regularly and attend classes in order to cope with the learning. It is therefore imperative that students consult with the Blackboard system on a regular basis to obtain relevant information and access to additional supplementary learning materials.

Course TextsRequired:

Johnson, G., Scholes, K. & Whittington, R. (2008). Exploring Corporate Strategy: Texts & Cases; 8th Ed. Prentice Hall International; United Kingdom.

Recommended:

De Wit, R. & Meyer, R. (2004). Strategy Process, Content, Context; 3rd Ed. Thompson: Australia.

Mintzberg, H., Lampel, J., Quinn, J. & Ghoshal, S. (2003). The Strategy Process: Concepts, Contexts and Cases. Prentice Hall: United States.

Alternative Texts:

In addition, the following books are recommended as giving alternative perspectives:

Mintzberg, H., Ahlstrand, B. & Lampel, J. (1998). Strategy Safari. Prentice Hall: Australia.

Davis, J. & Devinney, T. (1997). The Essence of Corporate Strategy: Theory for Modern Decision Making. Allen & Unwin: Australia.

Grant, R. (1998). Contemporary Strategy Analysis: Concepts, Techniques, Applications. Blackwell Publications: United States.

Norman, R. & Ramirez, R. (1998). Designing Interactive Strategy: From Value Chain to Value Constellation. John Wiley Publications: United Kingdom.



There are many other texts that present a traditional or conventional approach to strategic management. These can be found at or near 658.4 in the Library.

On-Line Resources

The library has a number of databases which you can use to source information. Proquest and Emerald for example provide considerable current literature on management subjects. Peer-Reviewed sources are much preferred to unsubstantiated sources. Search engines such as Google and Yahoo give access to useful sites, but require discrimination in use. Material downloaded from these sites MUST include information to demonstrate its credibility – author, name, affiliation, etc.

Business Magazines

A number of magazines and most newspapers publish reports, commentaries and analyses of local and international businesses that are useful. Most are available both from the library and electronically.

International – The Economist, Wall Street Journal, Far Eastern Economic Review, Fortune, Financial Times, Business Week.

Academic Sources

There are a number of journals dealing with strategic management issues which you may wish to consult. The titles listed below – some more academic, some more popular in orientation – are available in electronic and/or hard copy format from the library.

Academy of Management Executive Strategic Management Journal

Academy of Management Journal Journal of Management

Academy of Management Review Journal of Management Studies

Administrative Science Quarterly Journal of World Business

British Journal of Management Journal of International Business Studies

California Management Review Sloan Management Review

European Management Journal Organization Science

Harvard Business Review Organization Studies

Management International Review Organizational Dynamics



The best way to access articles is to use ABI-Inform or other business database (accessible via the ECU Library website)

Expectations of lecturers and students This unit is conducted in accordance with the Student Charter (available at: http://www.ecu.edu.au/prospectus/charter/). Lecturers and students must all be mindful of common courtesies such as timely arrival to class, notification of absence, ensuring mobile phones are switched off, and allowing each person the opportunity to contribute and to gain as much as possible from the unit.



Email protocolAll emails should be sent from your student email account or via Blackboard, otherwise anti-spam filters may prevent it from being delivered to your lecturer.

When using email to communicate with lecturers or tutors, you should always make sure that your message contains the following:

1. A subject that contains the unit code, and clearly describes the nature of your query or request.Your lecturers receive many emails a day, and may also teach more than one unit, so if your email does not contain the unit code, it is not possible to place your message in context. If the subject does not indicate the nature of the message, it may well remain unanswered.

2. Change the default setting on your email program to include previous messages in replies, and make sure that previous messages are included in an ongoing exchange. Your lecturer deals with many students. Having a copy of the previous exchanges included in your message will expedite a response. You should still make sure that the subject indicates what the email is about.

3. Address your lecturer appropriately by name.4. State your question or request clearly and concisely.5. Insert a signature at the end of your email that contains:

a. your name in full as it appears in SIMOb. your student numberc. the campus at which you attend classes for the unit in question

(also indicate if you are an off campus student)

Your lecturer will inform you if there are additional requirements for communicating by email.

While lecturers cannot be available on line all day, in normal circumstance your lecturer will reply within 48 hours.

Other significant references and resourcesThe unit material contains a changing set of recommended readings for each week.



Study ScheduleThis schedule is a guide only. The actual sequence may be amended in accordance with circumstances. The lecturer will advise you of changes as and when they occur. All cases and readings not included in the text can be found on the Unit Homepage.

Lecture Topic/s Case

Required reading (Additional reading requirements will be placed on Blackboard)

Assessment

1 Introduction to StrategyDiscussion Case: Yahoo!’s peanut butter manifesto (p.4).

Discussion Case: Toyota the power of partnership (on Blackboard)

Text Ch: 1

PAR

T 1

2 The EnvironmentDiscussion Case: The consolidating steel industry (p.65)

Class Discussion of Presentation Case:

Global force and the European brewing industry(p.88)

Text Ch: 2

3 Strategic CapabilitiesDiscussion: How much does industry matter? (p.84)

Discussion: The resource-based view of competitive advantage: is it

useful to managers? (p.124)

Presentation Case: Making eBay work (p.128)

Text Ch: 3

4 Strategic PurposeDiscussion: Ethical Dilemmas (p. 152)

Presentation Case : Manchester United? (p.168)

Text Ch: 4

5 Culture and StrategyDiscussion: When in China (p.191)

Presentation Case: Marks & Spencer (209)

Text Ch: 5 Assignment 1 Allocated


PAR

T 2

6 Business-Level StrategyDiscussion Case: Innova and Dolla play a sequential game (p.244)

Presentation case: Madonna: still the reigning queen of pop?(P.251)

Text Ch: 6Assignment 2

Allocated

7Directions and Corporate-Level Strategy

International Strategy

Discussion Case: Strategic innovation at Hinusten Lever Ltd (p.309)

Presentation Case: Lenova Computers: East meets West (p.320)

Text Ch: 7

Text Ch: 8

8Innovation and Entrepreneurship

Strategy Development

Processes

Discussion case : The MySpace Snowball (335)

Presentation Case: Strategy development at Intel (p.429)

Text Ch: 9

Text Ch: 11

Assignment 1 Due

9Strategy Methods and Evaluation Discussion: Sensitivity Analysis (p.378)

Discussion: Merger Madness (p.384)

Presentation Case: Tesco conquers the world? (p.389)

Text Ch: 10

10Organising for Success Discussion case: Enterprise resource planning (ERP) at

Bharat Petroleum (P,449)

Discussion: Does structure follow strategy(p.466)

No students presentation. Time allocated for lecturer support of

group report.

Text Ch. 12

11 Student Presentation of Assignment 2 Report

Assessment 2 Due

12 Course Review and Revision No Required Readings



Extensions for submission datesAny student who wishes to defer the submission of an assignment must apply to the lecturer before the due date for an extension of the time within which to submit the assignment. The application must be in writing and must set out the grounds on which deferral is sought.

An assignment submitted after the fixed or extended time for submission shall incur a penalty to be calculated as follows:

where the assignment is submitted not more than 5 working days late, the penalty shall, for each working day that it is late, be 5% of the maximum assessment available for the assignment;

or

where the assignment is more than 5 working days late, a mark of zero shall be awarded.

Supplementary assessmentsNote that students in the Faculty of Business and Law are only offered a supplementary assessment/exam by Board of Examiners:

in the last unit of their course, and if they achieve 40% or more

Illness on the day of an examThis happens very rarely. If you should find yourself in this unusual and difficult position you should not attend the exam as you could not perform to your best. However, if not attending you must see a doctor and submit the doctor’s certificate with your request for a deferred exam on the grounds that you were ill at the time of exam.



Assessment details

Assessment Date (due) Marks/Weighting Forms of Submission

Individual Report Lecture 8 25% In Class

Group Report and Presentation

Lecture 11 25% In Class

Case Presentation As allocated 15% In Class

Exam As schedule 35% TBA

RATIONALE FOR THE ASSESSMENT COMPONENTS

The choice of assessment in this Unit is designed to meet with the objectives of the course and facilitate the understanding and application of theories, concepts and tools in the context of real-world, firm and industry settings. In particular, these assessment components were designed to develop and assess:

Individual Report

The capacity to practically apply the theories and analytical tools presented in class; Development of research skills beyond internet searches; Problem-solving skills and critical analysis skills; Evaluation of key issues pertinent to investigation from a managerial perspective; Cogency of logic; Formulation and justification of key findings; Written skills and capacity to reference sources appropriately; and Professionalism of the report.

Group Report

Capacity to function within a collaborative work-oriented setting (as in any organization where team work is required);

Capacity to synthesise findings across reports and to critically evaluate the relevance of prior findings; Critical assessment of viable strategic options available to the firm; Cogency of logic; Choice of the favoured strategic options and ability to justify why these are the most appropriate for the firm in

respect to the key findings generated via the individual reports and proposed outcomes of the selected strategic initiatives for the firm;

Research skills; and Professionalism of the report

Case Presentation



Capacity to apply theoretical and practical skills in analysis of a case study based on a real-life firm; Ability to critically analyse information; Capacity to define key issues and recommendations and justify these based on the information presented in the

case and through the acquired knowledge of the group members; Communication skills; and Professionalism of the oral presentation

Exam

Ability to critically analyse information and propose solutions; Knowledge of the theoretical content of the Unit and the ability to operationalise this knowledge practically; and Ability to justify strategic choices rationally.

INDIVIDUAL REPORT – 25%

Each student will prepare and deliver a report concerning Amazon.com (see core text pp.649-651):

Note: Within the scope of assessment 1, it is not necessary to explain the theoretical merits of the analytical tools employed in analysis. Rather, the purpose of this assignment is to practically apply these analytical tools in analysing the firm. References should be included to validate the information presented to establish the credibility of your information and subsequent conclusions. At no time should students resort to referencing the material presented within the lecture slides.

The assessment will be discussed briefly during lecture 1 and in more depth in lecture 5. You are advised to complete some form of basic research on the firm (i.e. read the articles provided in the Unit Homepage and visit company website).

Due lecture 8. Write a 3000 word academic report (400 words of which will constitute a summary) of the merits of the competitive position of the organisation. The assignment should include an analysis of the following:

The competitive environment and how it might impact Amazon The capabilities of Amazon’s business model and the potential for the model to continue to be successful A discussion of first mover advantage and the difficulty of maintaining that position with regard to innovation and

profitability

It is expected that you will utilise the relevant analytical tools learnt in class within the context of your report.

Assignment 1 : Academic Marking Guide

Name.

Student Number

E-mail



This sheet will be returned to you to show the mark you gained for the written paper.

Structure and Conventions

Poorly structured incoherent writing

� � � � � Excellently structured and coherent

Inadequate command of grammar

� � � � � Excellent command of grammar and spelling

Understanding of topic

Narrow perspective of subject � � � � � � � � �� Broad perspective of subject

Little evidence of thoughtfulness or creativity

� � � � � � � � �� Thoughtful, reflective and creative approach to developing arguments

Research

Poor quality of references � � � � � � � � �� Excellent quality of references (number, sources, relevance, currency)

Little relevance of application of theory

� � � � � � � � �� Pleasing evidence of application of theory

Grade

Comment

GROUP PRESENTATION AND REPORT – 25%

Students will be allocated into groups of three or four in week 6 for the group report. Time in class will be allocated for group members to get acquainted. Groups are expected to manage their own internal dynamics but if there are major issues seek advice from your instructors. The right is reserved to adjust the marks of any group member/s who do not constitute their fair share to completion of the group report or plagiarism.



Strategy Analysis – (Due Lecture 11)

Write a 3000-4000 word report (400 words of which will constitute and executive summary) and present the study to the class during lecture 11.

The assignment is to propose a multi-national organisation that competes with more than one product set. Identify the nature of competition, the strategy, the strategy process, resources, method of entrepreneurship and resources of the organisation. The organisation should be cohesive and the rationale for the individual components and methods explained. The requirements of assignment 2 will be explained in detail during lecture 6.

References should be utilised within this Report to validate the information presented, and should be drawn from the business press and academic sources. At no time should students resort to referencing the material presented within the lecture slides.

Assignment 2 Marking Guide

Names

Group Identifier



This sheet will be returned to you to show the mark you gained for the report and presentation

Grade

Comment



CASE PRESENTATION – 15%

Students will be given the opportunity to form their own group (maximum will be between 1 and 4 people dependent on class size) and are required to deliver a presentation within class based on analysis of a case study. The duration of the oral presentation should be between 10-15 minutes, and be supported by powerpoint slides. At the conclusion of the presentation, a question and answer period will occur whereby other students and the Lecturer can address issues concerning the case analysis. It is anticipated that the group will deliver the presentation in a professional manner.

The group must submit the powerpoint slides to the Lecturer in conjunction with a 2-4 page report which should clearly state the key issues presented in the case study, an overview of the analyses undertaken and the key findings generated. These slides and reports will be placed on the Unit Homepage to allow other students to review the case. In it expected that all group members will contribute to this assessment, and failure to do so will result in a penalty being applied to that student.

ALL students are expected to read each and every case study in order to develop their analytical skills and their ability to formulate strategic solutions to the key issues found in each case. It is anticipated that students (the audience) will be prepared to ask critical questions to the presenters based on their own analysis of each case.

Weekly Presentation Marking Guide

This sheet will be returned to you to show the mark you gained for the presentation at the end of lecture 11. Marks will be deducted from the total for non-involvement in discussions of other presentations.

Grade



Comment

EXAM - 35

The exam will take place in the scheduled exam period, over a three hour period. All information presented in the lectures, lecture slides, supplementary materials, cases and required readings are examinable. Further information on the exam will be provided toward the latter half of the semester.



IMPORTANT NOTES RELATING TO ASSESSMENT

SUBMITTING ASSIGNMENTS

All assignments are to be submitted in hard-copy format and by e-mail as Word attachments to the Lecturer. Please use the attachment function in email and “MBA5481” and:

“Assignment 1, Firm X, internal (or external)” or

“Assignment 2, Firm X” or

“Presentation, Firm X”

All hard copies of Reports submitted in class should not be enclosed in any form of binding, within a plastic sleeve or folder. All that is required is that you stable the pages of your Report together on the upper left-hand corner of the document.

PENALTY FOR LATE SUBMISSION OF ASSIGNMENTS

Late submissions are acceptable on medical grounds or prior approval of the Lecturer. The University Rules state that students who have not received prior consent from the Lecturer for the late submission of the assignment will be penalised by having deducted from the mark initially awarded a sum equal to 5% of the maximum assessment available for that assignment for each and every working day that the assignment is overdue (Rule 39 (6)).

However, an extension of time can be applied for and approved by the Lecturer should medical or personal circumstances prevent submission of assessment on the due date. Please have a brief written request – in duplicate – for your Lecturer to sign.

GUIDE FOR ASSIGNMENT PREPARATION AND PRESENTATION

Research and Referencing

It is anticipated that you will utilise a combination of research from textbooks, peer-reviewed journals and the business press. Be discerning when utilising material from the internet and focus on credible sources.



It is essential that you reference any ideas, pieces of information, or direct quotations derived from sources such as books, newspaper and journal articles, websites, etc. This also applies to any tables, figures or diagrams used to support your arguments. The use of direct quotations in any piece of assessment should not exceed 10% of the total word count.

Please make sure to familiarise yourself with the guidelines regarding plagiarism (see the complete plagiarism statement toward the conclusion of this Unit Outline). Please note that all assessments submitted in this Unit may be subject to review by anti-plagiarism software. Students found to have violated the plagiarism guidelines will be penalised according to Department and University regulations.

Written papers must be packaged in a suitable format as discussed in class. Quality of presentation, especially literacy, will be considered in marking your assignment. Written communication skills are an essential component of Edith Cowan University courses, and form part of the assessment for any written assignment. Referencing must be in an acceptable format, preferably in American Psychology Association (APA published) style, and all students should obtain and use the Edith Cowan University Referencing Guide. The assignment format should be in font size 12, 1.5 line spacing and in Times New Roman.

You are also required to email the lecturer a copy of your assignments. However, the electronic copy of your assignment will NOT be marked. The assessment will be made on the hard copy format submitted in class.

Professionalism

Reports are to be presented in a professional manner, comparable to a document or presentation prepared for consideration by the Board of Directors. Therefore, issues such as grammar, sentence construction and overall presentation will form part of the assessment.

COURSE REQUIREMENTS

Any students failing to meet all the following requirements will fail the unit and receive a grade of “N” or “I” as appropriate:

Satisfactory seminar attendance and participation. Each student is expected to prepare for and participate in all class discussions.

Contribute as part of a team to the preparation, presentation and discussion of case analyses and the group assignment.

Submit a satisfactory individual case assignment. Complete and submit all assessment, including the final exam.



A student prevented by illness or other substantial cause beyond their control form meeting any of the compulsory course requirements, should discuss this in the first instance with the lecturer, and be able to submit appropriate medical and/or other documentation to the Campus Academic Registrar.

All written work must be of an acceptable standard for studies at this university. Students who have difficulty writing in English are encouraged to seek assistance from appropriate advisers.

UNIVERSITY REGULATIONS ON PLAGIARISM

Plagiarism is the attempt to fulfill an academic requirement by using the ideas, words, or work of another person and representing them as one's own. Academic conventions dictate that students and scholars must acknowledge the source of phrases and ideas that they themselves have not originated. Many ideas and phrases are so familiar that they have become the common property of all; these obviously require no documentation. However, the use of ideas or phrases [or entire works] that are clearly original with another author requires that the appropriate credit be given to the original author. Plagiarism undermines the basic relationship of trust that must exist between teacher and student, and among students, in order for the educational process to work. For this reason, plagiarism cannot be tolerated and will be penalised by failure in the unit. A second instance of plagiarism makes the student liable to dismissal from the University.

Plagiarism may be defined as the practice of presenting as one’s own work the ideas or work of another without appropriate acknowledgment. It includes:

two or more students submitting substantially similar assignments.

students copying from books, journals or the www.

students copying from other students, or staff, with or without their knowledge.

“recycling” of a students own material.

students submitting work written by another person (ghosting).

Such conduct is viewed seriously by the University as it:

subverts the whole process of unit assessment.

casts doubt on the validity and reputation of the University’s awards.

may disadvantage students who do not choose to plagiarise.

In addition students engaging in plagiarism may unknowingly not achieve a proper understanding of the subject matter which may jeopardise their chances of passing any examination in the unit.

Students should be aware that the University Rules on Admission, Enrolment and academic Progress provide a range of penalties for cheating, plagiarism and collusion. (See Rules 19, 31 and 40 in the University Handbook.)

All students when submitting their assignments will be required to sign a statement declaring that the assignment is their own work and that they have not allowed anyone else to read or obtain possession of the assignment.



The Faculty proposes to keep a register of the names of all students who have engaged in plagiarism which will be used when considering the appropriate penalty. Where staff members are unsure of the extent of the plagiarism they may request a student to undergo an oral examination on the assignment.

Students who are unsure whether what they propose doing is a breach of the University’s Rules should consult their lecturer/tutor before proceeding.

UNIVERSITY REGULATIONS

Your attention is drawn to the University regulations on academic progress. In particular your attention is drawn to:

40. Cheating and plagiarism

Where it is alleged that a student has been guilty of cheating, plagiarism, collusion or interference with another student's academic work or performance, the allegation shall be referred to the Head of School or nominee who may, if he or she finds it has been proved –

(a) impose a penalty on the student with respect to the assessment of the unit to which the conduct relates;

(b) disallow the student from continuing in the unit and award a grade in accordance with rule 31; or

(c) where the Head of School or nominee considers the conduct of the student to be an act of serious misconduct, refer the matter to the Dean of the Faculty for the Dean to deal with under rule 19.

31. Units not completed

A student who fails to complete the requirements of a unit shall be deemed not to have completed that unit and shall receive –

(a) a grade of ‘I’, where the cumulative assessment is 50 or more, or

(b) a grade of ‘N’, where the cumulative assessment is less than 50.

Cancellation of enrolment

A Dean, an Associate Dean or the manager may cancel the enrolment of a student –

who has committed an act of serious misconduct in relation to the academic programme of the University:

Plagiarism is one of the most serious issues of academic life and all appropriate steps will be taken under the regulations. Ensure that all quotations are duly highlighted and referenced, and that where ideas and concepts have been drawn from other authors that you have read, that the source is referenced within the text and in the list of references.


Documents

MBA5713 Business Strategy-BMA Sem102