Faculty of Management The Business School Undergraduate Programme 2016-2017
Strategic Management (classroom delivery) Unit Guide and Assessment
UNIT LEADER: Dr Christos Apostolakis Senior Lecturer in Strategy C106 capostolakis@bournemouth.ac.uk OTHER
TUTORS
INVOLVED
WITH
THE
UNIT: Ms. Yan (Danni) Liang yliang@bournemouth.ac.uk Miss. Savvina Karyopouli skaryopouli@bournemouth.ac.uk
UG Strategic Management (classroom delivery) 2016 - 17 1
Disclaimer Information contained within this programme handbook is correct at the time of going to press (September 2017).
However, some information may change and Bournemouth
University reserves the right to make changes to procedures, regulations and processes subject to maintaining equivalent standards.
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Table of Contents
1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0
Welcome from the Unit Tutor - Biography Unit Aims Learning Outcomes Learning, Communication, Help and Support Unit Contents and Unit Delivery Plan Unit Assessment Strategy and Marking Criteria Unit Resources Brief for Assessment Assignment The AACSB Assurance of Learning (AOL) Appendix: Presentation marking scheme
Page No. 4 5 5 5 6 7 9 12
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1.0. Welcome from the Unit Tutor - Introduction Welcome to Strategic Management! It expresses the direction and management of an organisation in its entirety, subject to strategic requirements normally of a long-term purpose and overall objectives. The strategic management unit is a 20-credit unit assessed through a group presentation (40 marks) and a time constrained examination (60 marks) This unit aims to teach advanced strategy theories, concepts and models, with an emphasis on strategic & operational decision-making in unpredictable, international environments with high levels of risk. In this respect, strategy is concerned with the pursuit of the long term aims of an enterprise that will lead to giving an organisation a competitive advantage. The unit therefore commences with an evaluation of both the macro and micro environments and assesses a company’s core capabilities to deal with the many changes that occur in today’s fast moving world. The key element then is a focus on how competitive advantage can be obtained in a manner that can satisfy the organisation’s wider stakeholder base and giving them a value that exceeds their expectations. This unit therefore incorporates an approach to making appropriate strategic decisions that should result in delivering value whilst understanding the importance of risk taking. Purpose of this guide: The purpose of this unit guide is to provide an introduction to the unit and teaching team, information on assessment and the delivery schedule. Biography: Christos Apostolakis holds an MA in Business Administration from Bournemouth University, an MA in Public Admin & Public Policy from the University of York, and a Ph.D. in Strategic Management from De Montfort University. His education portfolio involves teaching in Strategy, Contemporary Business Issues and Research Methods. His research interests revolve around strategy, collaboration, strategic and social entrepreneurship. He is currently the Top Ups Business & Management Programme Leader.
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2.0
Unit Aims
The unit aims to help you develop the following competencies: 1. To apply appropriate tools to critically analyse the organisation and its environment, informing the development of competitive marketing strategy and operations 2. To develop a deep knowledge and critical understanding of strategic theory, concepts and models, informing the development of strategic alternatives 3. Undertake effective strategic and tactical decision-making in complex and unpredictable environments 4. Recommend, choose, advise and implement creative strategies and processes that will achieve and satisfy organisational goals and aspirations
3.0
Learning Outcomes
Having completed this unit the student is expected to: 1 Undertake a critical review of the key dimensions of strategic management – Analysis, Evaluation, Choice & Implementation; 2 Critically apply diagnostic, practical and creative skills to analyse and evaluate a range of business solutions in differing business contexts and using strategic theories and frameworks; 3 Analyse the relationship between strategic choices / remedies and the critical application of appropriate academic theories and frameworks, including an appreciation of emerging models; 4 Critically evaluate change management issues when organisations implement new strategies.
4.0
Learning, Communication, Help and Support
The learning programme consists of Lectures (2 hrs p/w), Seminars (1 hr p/w), guided Further Study, Assignment Preparation and, Revision for the Exam. Lectures aim primarily to explore theoretical concepts and practice, whilst seminars are more interactive and feature case material, videos, groupwork, activities and discussion. You will often be encouraged to work with different class members in seminars. Some sessions, or parts thereof, will be set aside for assignment preparation and revision for the final examination. You will be provided with regular reading and may be asked on occasions to prepare in advance of the lecture / seminar. You will then be able to make a more informed contribution to class discussions. ‘myBU’ will be used extensively, so please ensure that you familiarise yourself with the resources and structure. Please check myBU, as well as your University email, regularly. Communication: A key factor for successful completion of this unit is effective communication, so please: check your timetable weekly, as sessions may not be at the same time / in the same place every week. think carefully about the most appropriate communication channel for raising any queries - in class, during ‘Surgery Hours’, by telephone, by email, or via the Discussion Forum? always use your BU email address when emailing the tutors, as emails from private email addresses may be ‘spammed out’; ensure that your email is professional. keep copies of all Unit-related communications, e.g. emails, texts, social media posts, until all assessment has been marked and returned. keep fellow group-members informed as to your availability for group-based assessment, particularly in relation to Assignment, to which Self and Peer Assessment will be applied.
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ensure that you have subscribed to all of the Discussion Forums on myBU, so that you don’t miss out on any important information. Help and Support: Ongoing help, support and guidance will be provided in class and via myBU. Students may also see the tutors during ‘Surgery Hours’ or by appointment. The room booking facility available through the myBU tab or the Student portal may be used for booking a venue for group meetings. There are some excellent resources available via the ‘Academic Skills’ tab on myBU.
5.0
Unit Contents and Unit Delivery Plan
Indicative unit contents include: The nature of strategy Strategy schools of thought Mission, goals, strategy and tactics Analysis of the external/internal environment Strategic capability, core competences and the value chain Strategy development Strategic decision making and strategic choices Corporate, competitive and international strategies Collaboration and Strategy Organising and enabling for success Managing strategic change Strategy as Practice
Provisional Delivery Schedule: Week 12 w/c 26th Sept 13 w/c 3rd Oct 14 w/c 10th Oct 15 w/c 17th Oct 16 w/c
Lecture/Seminar Topics and Delivery Introducing the Unit [Seminar delivery: by Christos Apostolakis] Introducing Strategy; What is this unit all about [Lecture delivery: by Christos Apostolakis Seminar delivery: by Yan Liang] The Business Environment [Lecture delivery: by Christos Apostolakis Seminar delivery: by Yan Liang] Strategic Capabilities – Strategic Purpose [Lecture delivery: by Christos Apostolakis Seminar delivery: by Yan Liang] Business Strategy - Strategy & Diversification [Lecture delivery: by Christos Apostolakis
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24th Oct
Seminar delivery: by Yan Liang]
17 w/c 31st Oct
Culture and Strategy
18 w/c 7th Nov 19 w/c 14th Nov 20 w/c 21st Nov 21 w/c 28th Nov 22 w/c 5th Dec 23 w/c 12th Dec 27 w/c 9th Jan 28, 29 w/c 16th Jan
[Lecture delivery: by Christos Apostolakis Seminar delivery: by Yan Liang] Assignment – Group presentations will be scheduled during normal seminar time [Group presentations will be examined by all tutors] Assignment – Group presentations will be scheduled during normal seminar time [Group presentations will be examined by all tutors] The Other Strategy [Lecture delivery: by Christos Apostolakis Seminar delivery: by Savvina Karyopouli] International Strategy [Lecture delivery: by Christos Apostolakis Seminar delivery: by Savvina Karyopouli] Innovation & Entrepreneurship; Strategy Development [Lecture delivery: by Christos Apostolakis Seminar delivery: by Savvina Karyopouli] Organising for success; Strategic Change [Lecture delivery: by Christos Apostolakis Seminar delivery: by Savvina Karyopouli] Exam Revision [by Christos Apostolakis and Savvina Karyopouli] Exam period
Please note that this is an indicative overview of what the topics of delivery will include. It is likely that some kind of adjustment will be necessary in order to satisfy the actual flow of delivery
6.0 Unit Assessment Strategy and Marking Criteria The assessment of the Strategic Management unit comprises a group presentation and an examination by which the intended learning outcomes will be assessed as it follows:
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1. Assessment 1: Group Presentation, plus Self and Peer Assessment [40%] Presentations: Weeks com. 07th and 14th Nov within dedicated seminar classes th Self and Peer Assessment to be submitted as a hard copy by 4 pm on Friday 18 November 2016 in the assignment box 2. Assessment 2: Examination [60%] A 3-hour examination on a case study that will be given on the day; 20 minutes will be added to the examination time for reading the case – Estimated date: week 28 or 29 in January 2017 Watch out for confirmation of the date The exam will be based on a case study
The details of how the assessment strategy relates to the Intended Learning Outcomes for the unit are as follows: ILOs Assessment 1. Undertake a critical review of the key dimensions of strategic management – Analysis, Evaluation, Choice & Implementation 2. Critically apply diagnostic, practical and creative skills to analyse
and evaluate a range of business solutions in differing business contexts and using strategic theories and frameworks 3. Analyse the relationship between strategic choices / remedies and the critical application of appropriate academic theories and frameworks, including an appreciation of emerging models 4. Critically evaluate change management organisations implement new strategies
issues
Group presentation Group presentation & Examination Examination
when Examination
Assessment criteria and Indicative Assessment Outcomes Details of the Assessment Criteria are provided in the Assignment Brief (below), on myBU and in the Unit ‘Assessment’ folder. 80% & above = High First (Distinction) - Outstanding: Clear evidence of insight and/or originality; Effective and incisive use of models or techniques; Exemplary presentation, in very good English. 70-79% = First (Distinction) - Excellent: Clear evidence of insight and/or originality; Effective and incisive use of models or techniques; Notably clear and concise presentation, in good English. 60-69% = II i (Upper Second) - Good: Consistent, objective and reasoned description. Good understanding; thoughtful analysis; Sound use of relevant models or
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techniques and evidence of creative ideas; Logical structure; clear arguments. Clear presentation, in satisfactory English. 50-59% = II ii (Lower Second) – Satisfactory: Work clearly set out; identifies fundamental and relevant issues; Limited analysis or synthesis; Appropriate use of models or techniques; Good structure; clear presentation in satisfactory English. 40-49% = III (Third class) – Poor: Covers relevant issues at a basic level; Poor analysis; Models or techniques are very simplistic; Structure weak or inconsistent. Acceptable presentation, in satisfactory English, but marred by carelessness and errors. 0-39% = Fail – Unacceptable: Superficial and/or irrelevant; Lacks understanding of the question and/or the subject matter; Contents are inaccurate and/or poorly drafted; Structure inappropriate or absent; Unacceptable presentation. May be seriously deficient in quantity.
7.0
Unit Resources
A number of the resources below can be accessed via the ‘Reading List’ link on myBU. Go to the Strategic Management Unit area and click on the link on the lefthand Unit menu. Key Texts (although not exclusive) Johnson, G, Whittington, R., Scholes, K, Angwin D and Regner, P 2014. Exploring Strategy: Texts and Case 10th ed. Harlow: Pearson Education Limited. Johnson, G, Scholes, K and Whittington, R. 2011. Exploring Strategy: Texts and Case 9th ed. Harlow: Pearson Education.
Other Readings Apostolakis, C 2004 Citywide and Local Strategic Partnerships in Urban Regeneration: Can Collaboration Take Things Forward? In: Politics, vol.24, no.2, May, 103-112 Apostolakis, C, 2007. Strategy for Collaboration: An Operational Framework for Local Strategic Partnerships, In: British Academy of Management Conference Proceedings Coventry: Warwick Business School, University of Warwick. Apostolakis, C 2013 Strategy for Social Enterprises or Never Say Never In: International Journal of Innovation and Regional Development vol. 5, no. 1, 112-128 DuBrin, A. J., 2006. Leadership; Research Findings, Practice and Skills. 4th ed. London: Houghton. De Wit, B. and Meyer, R. 2004. Strategy Process Content. 3rd ed. London:Thomson. Ellis, J & Williams, D. 1995. International Business Strategy. Pitman: London. Fitzroy, P., Hulbert, J.M. and Ghobadian, A. 2012. Strategic Management – The challenge of creating value. 2nd ed. Oxford: Routledge.
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Grant, R.M. 2010 7th ed. Contemporary Strategy Analysis: Text and Cases. Chichester: John Wiley & Sons. (Supplementary text book – Editions 5th and 6th could also be used) Jenkins, M., Ambrosini, V. and Kollier, N. 2007. Advanced Strategic Management: A MultiPerspective Approach. 2nd ed. Basingstoke: Palgrave McMillan. Johnson, G. and Scholes, K. 2001.Exploring Public Sector Strategy Harlow: Prentice Hall. Johnson, G., Langley, A., Melin, L. and Whittington, R. 2007. Strategy as Practice Research Directions and Resources Cambridge: Cambridge University Press. Kelley, T. 2006. The Ten Faces of Innovation London: Profile Books. Lynch, R 2012. Strategic Management 6th ed. Harlow: Pearson Education Lynch, R 2015. Strategic Management 7th ed. Harlow: Pearson Education Mellahi K. 2005. Global Strategic Management. Oxford: Oxford University Press. Mintzberg, H. 2009. Managing. Harlow:Pearson Education. Mintzberg, H., Lampel J., Quinn J. and Ghoshal, S. 2003. The Strategy Process, Oxford: Prentice Hall. Pettigrew, A., Thomas, H. and Whittington, R. 2000. Handbook of Strategy and Management. Sage: London. Thompson, J. and Martin, F. 2005. Strategic Management: Awareness and Change. 5th ed. New York: Thomson Learning. White, C.2004 Strategic Management. New York: Palgrave Macmillan. Whittington, R. 2000. What is strategy and does it matter? 2nd ed. London: Thompson. Journals British Journal of Management Harvard Business Review Strategic Management Journal Newspapers: The Guardian; The Independent; The Telegraph; The Times; The Week. News programmes: Channel 4 News; Newsnight (BBC2); The World (BBC4). Online Resources Databases Business Source Complete JSTOR Science Direct Emerald Insight Fame Thomson Analytics Westlaw Financial Journals Index E-Journal & E-Book* Collections
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Blackwell Publishing Reference Collection* CREDO Reference* CCH Online* (full text online of UK and International Accounting Standards, GAAP, etc.) Ebrary* Emerald Insight Oxford Reference Online Premium Collection* Wiley Jnls Online The above sources are complemented by additional reading from monographs, journals, professional standards, together with economic and company financial data sources, which can be located via the Library Catalogue and relevant online databases and e-journal & ebook collections. Developing skills to enable students to use these online resources effectively form a part of individual Intended Learning Outcomes within the curriculum and will be achieved by a mix of tutor-led mediation, student-led learning, information skills workshops and 1-to-1 advice provided by the University’s Library.
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8.0
Briefs for Assessments Assignment
Faculty of Management Assignment Brief Programmes Level: H BA (Hons) Business Studies BA (Hons) Business and Management BA (Hons) International Management Unit Name: Unit Tutor: Strategic Management Dr Christos Apostolakis Assignment Markers: Dr Christos Apostolakis, Yan (Danni) Liang and Savvina Karyopouli Assignment 2: GROUP PRESENTATION Feedback method: Individual Mark (sent via myBU), Group Generic Feedback (via myBU) and general verbal feedback (in class). You will normally receive your mark and feedback within the period specified in the University Regulations. Detailed comments on the assessment will be provided, and everything submitted will be taken into consideration. All assignments will be ‘live’ second-marked, and a sample of work, normally including all Firsts and Fails, as well as a selection of other work, will be externally moderated. Submission dates: Presentations will take place on Weeks 18 and 19 (com. 7th and 14th Nov) respectively during seminar times. Students must submit a hard copy of their Self and Peer Assessment no later than 4 pm on Friday 18th November
Issue date: Week 13 2016 the assignment box com. 3rd Oct 2016
*In accordance with University Regulations, any coursework submitted, including editing or modifying of online deliverables, after the due deadline will be regarded as late and awarded a mark of 0% [however new regulation according to clause 9.1 of the 6a Standard Assessment Regulations might apply]. UG Strategic Management (classroom delivery) 2016 - 17 12
Weighting of this assignment: (as % of total assessment for the unit)
40%
It is your responsibility to be aware of University Regulations relating to academic offences and to avoid committing them. The BU definitions and the penalties are listed in: Academic Offences: Policy & Procedure for Taught Awards If you are unable to be present for your presentation due to medical or other mitigating circumstances you must complete a Mitigating Circumstances form PRIOR to the deadline and submit it for approval.
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Details of what you are expected to do: 1. Rationale The ability to present and work effectively in a team are fundamental business and management competences. When the team is unfamiliar, and multicultural in nature, this makes the challenge even greater. This assignment will test your knowledge in Strategic Management, your presentation and team-working skills, as well as your ability to internalise a complex brief and provide recommendations/solutions to the company you will be take work upon. The assignment will also assess your ability to work effectively in a team, communicate professionally, and critically evaluate your contribution, as well as those of others, to the task. 2. The learning outcomes being assessed The assignment assesses Intended Learning Outcomes 1 and 2 (refer to Page 8). 3. Overview Assignment You are part of a team of a “turn-around� consultancy company given the job of implementing top-level strategic analysis for a company you will be allocated. You need to produce a presentation for the Board of the company to demonstrate the type of as well as an analysis the company needs in order to prepare for the years to come. It might also be that the company needs to undertake this analysis in order to resolve a particular issue/problem situation they have recently been through. The presentation should be structured to include the type and objectives of the analysis, the key areas of operation leading to development of strategic capabilities and how they affect specific strategic choices. Recommendations based on these choices should be presented. Note: you will be assessed on your contribution to the strategy analysis and identification of strategic choices. The core of the presentation should be devoted to real-life issues that the analysis identifies. The presentation should comprise the following sections: 1. 2. 3. 4. 5.
A brief introduction of your company and team A brief overview of the task undertaken A strategic analysis of the business and development of strategic capabilities Identification of potential strategy options/choices Real-life recommendations
Companies Companies will be allocated to each group. They are likely to be international in strategic scope covering a range of contexts/countries. Parameters 1. Each group will consist of 5 – 7 students, formed by you finalised by the unit tutors. 2. You will deliver your presentation to your tutors and to at least one other UG Strategic Management (classroom delivery) 2016 - 17 14
presentation group. 3. Presentations will be strictly timed and must last no longer than 20 minutes. There will be a short ‘Question & Answer’ session after the presentation as well as verbal feedback. 4. All groups are expected to produce ‘PowerPoint’ / Prezi slides for this presentation and use a PC/laptop and PowerPoint projector to deliver the presentation. 5. All groups will be required to submit, by a specified deadline shortly before the actual assessed presentation, an electronic copy of their final work. The slides used on the day must be identical to those submitted by the deadline. The deadline for this submission will be advised via myBU at least 2 weeks beforehand. 6. Each group must bring to the presentation three printed copies of their presentation slides in 3-slides-per-page handout format. 7. All contents in the presentation need to be properly referenced, on individual slides and via a full Bibliography at the end. 8. All team members are required to present and speaking time should be evenly divided. 9. All team members are required to be professional dressed. 10. You must manage all aspects of the preparation, rehearsal and delivery of your presentation as a group. Any issues regarding poor or non-participation must be brought to the attention of the tutors no later than 12 noon on Wednesday 2nd November 2016. 11. Base-line information about your company will be given in week com. 10th October 2016
Self and Peer Assessment All students are required to complete a Self and Peer Assessment (SPA) form, including justificatory comments to support the marks you will be awarding. The SPA form is a REQUIRED component of the assignment and if you do not submit this form by the deadline, your assignment will be deemed incomplete and penalised at the discretion of the tutors. Tutors will award marks for the quality of the justificatory comments. Marks awarded via the SPA process will also be used to ‘moderate’ the tutors’ mark for the Presentation. The tutors reserve the right to make reasonable adjustments, on the basis of their academic judgement. The SPA formula used will be demonstrated in class. 4. Assessment criteria and weightings Please refer to Pages 8 and 9 of the Unit Handbook for details of Marking Criteria and Intended Assessment Outcomes. In addition, please note the following breakdown of marks: Subject knowledge and understanding (20%) Ability to develop very good in-depth knowledge across specialised and applied areas. There will be clear evidence of independent study and thinking. The student will generally be working at, or their work will be informed by a very good level of theoretical understanding in their field of study. UG Strategic Management (classroom delivery) 2016 - 17 15
Intellectual skills - including analysis, evaluation, and critical judgement (20%) Ability to deal confidently and effectively with complexity, contradictions and incomplete data in the knowledge base. Can independently critically analyse current research knowledge and argue alternative approaches. Able to reason in a clear and effective manner. Can independently assess own and others’ work with clear justifications and sound judgement. Subject-specific skills - including applications and problem solving (30%) Can independently synthesise information and ideas and create new insights/ original responses to problems in Strategic Management. Efficient problem solving skills within the Strategic Management area Professional impact of presentation (30%) Evidence of use of appropriate presentation techniques: good eye contact, voice projection, coherence and clarity of structure, clearly defined objectives etc. Effective use of visual and any other appropriate aids. Quality of slides. Professional dress and demeanour. Effective management and ‘ownership’ of environment. Good time keeping. Effective use of notes. Degree of ‘harmonisation’ and team approach. Use of an appropriate range of communicative language. Appropriateness of tone, register, style and expression. Appropriate use of specialised terminology. Effective use of signposting and linking language. Effective Harvard Referencing of slides.
Self and Peer Assessment Marks to your colleagues will be allocated according to the following criteria:
Level of insight of evaluation / analysis of contribution Level of detail provided Accuracy and appropriateness of English
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THE AACSB ASSURANCE OF LEARNING (AOL) Part of the AACSB Accreditation process relates to assessment, and is called ‘Assurance of Learning’ (AOL). Through AOL, we are able to capture and evidence some of the many things students graduating from Business School Programmes can do well. Our graduates possess an array of knowledge, skills, attributes, behaviours and values, which enable them to succeed, but we believe they stand out in 4 key areas in particular. We express these through our AACSB Assurance of Learning (AOL) Goals and Objectives. The AOL Goals are listed below, with those assessed in this Assignment as indicated () Goal 1 - Our graduates will be professional communicators Goal 2 - Our graduates will have effective researcher competencies Goal 3 - Our graduates will be prepared for employment in the global context Goal 4 - Our graduates will have subject knowledge and understanding in their chosen field
During your time with us in the Faculty of Management you will find that a number of your assignments will be assessed using both BU marking criteria and the AOL assessment criteria. The marking scale that we use for AOL is as follows: BU mark (at Undergraduate 0-59% 60-69% Level) Does Not Yet AOL assessment Meets Meet rating Expectations Expectations
70-100% Exceeds Expectations
Thus, it is possible to pass an assignment under BU Regulations, but to have not yet met the AOL assessment threshold. If this is the case, this is nothing for you to worry about. It is merely a mechanism for us to benchmark students’ achievements against the AOL criteria. If you have any questions about how AOL has been incorporated into the marking of one of your assignments, please contact the Unit Leader. Follow this link for a short video to what gaining AACSB Accreditation will mean to you: Bournemouth University’s journey to AACSB accreditation https://www.youtube.com/watch?v=3pVF1rcRdfc If you would like to learn more about The AACSB, you can visit their website at http://www.aacsb.edu/. Alternatively you can contact our Director of Accreditation, Dr Gelareh Roushan at groushan@bournemouth.ac.uk UG Strategic Management (classroom delivery) 2016 - 17 17
Disclaimer: The information provided in this Assignment Brief (version number: 1) is correct at time of publication. In the unlikely event that any changes are deemed necessary, they will be communicated clearly via e-mail and/or myBU and a new version of this assignment brief will be circulated.
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Faculty of Management Assignment Feedback Group Presentation Programmes: BA (Hons) Business Studies BA (Hons) Business and Management BA (Hons) International Management
Level: 6
Unit Name: Strategic Management
Assignment Title: Group Presentation
Consultancy: Student Name: Date: From - To: Duration: Extras: Was handout requested?
presented
as
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AACSB Assurance of Learning Traits (please refer to p.17)
CONTENTS incl. Global Awareness
Strategic Management Assignment Criteria:
Weak
Satisfactory
Good
(does not yet meet expectations)
(meets expectations)
(exceeds expectations)
Subject knowledge and understanding (20%) Intellectual skills including analysis, evaluation, and critical judgement (20%) Subject-specific skills including applications and problem solving (30%) Engagement
Effective Oral Communication
Organisation Spoken delivery Slides Group dynamics
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Group feedback in relation to CONTENTS:
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Group feedback in relation to PROFESSIONAL IMPACT OF PRESENTATION:
PRESENTERS
(INDICATIVE MARKS): 0-5=does not yet meet expectations; 6=meets expectations; 710=exceeds expectations) 0-5
6
7-10
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AACSB Assurance of Learning Traits
Strategic Management Assignment Criteria:
Weak
Satisfactory
Good
(does not yet meet expectations 0 – 59%)
(meets expectations
(exceeds Expectations
60 – 69%]
70 – 100%)
BU Pass mark: 40%
Classification 2:1 – 60-69%
Classification Distinction – 70100%
Classification Third – 40-49%
TOTAL
Classification 2:2 – 50-59%
Contents incl. Global Awareness
Subject knowledge and understanding (20%) Intellectual skills including analysis, evaluation, and critical judgement (20%) Subject-specific skills - including applications and problem solving (30%)
Professional impact of presentation (30%)
Engagement; Organisation; Spoken delivery; Slides; Group dynamics
GROUP mark*: (before Self and Peer Assessment): *Subject to ratification by the Assessment Board
1st Marker:
2nd Marker:
Date:
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Assurance of Learning: Contents
This feedback relates to the GROUP. Not all comments will necessarily apply. TRAIT
Does Not Yet Meet Expectations Subject knowledge Has developed a deeper and understanding understanding of the subject/discipline than a third classification. Extent of reading is lacking in some significant areas. Can review and consolidate a basic knowledge base. Has developed a greater depth of knowledge/understanding in an area of specialisation.
Meets Expectations
Exceeds Expectations
Has demonstrated a very sound knowledge and understanding of the subject through wider reading. Significant and up-to-date sources have been identified and used effectively. Sound conceptual understanding demonstrated.
Has demonstrated a very thorough knowledge and understanding of the subject through wide reading. Significant up-to-date sources have been effectively explored. Conceptual understanding is highly developed.
Intellectual skills including analysis, evaluation, and critical judgement
Fair ability to analyse and evaluate the significance and meaning of information and its relevance to the argument. Some evidence of independence of thought. Some awareness of limitations and contradictions shown.
Good skills of critical appraisal and evaluation of new/abstract data. Has employed a range of techniques of analysis. Has shown good awareness of limitations and contradictions. Good evidence of independent thinking.
Has demonstrated a high level of critical appraisal and judgement in analysis, evaluation and synthesis of data and abstractions. Has employed a wide range of techniques of analysis. Has shown a high level of awareness of limitations and contradictions. Cogently argued/ reasoned using a well selected, collated and presented body of evidence.
Subject-specific skills - including applications and problem solving
Reasonably sound ability to apply diagnostic skills to a range of practical situations. However creativity and innovation may be largely absent. Problem solving ability is still stronger when applied to routine/standard problems, previously encountered.
Has demonstrated an ability to diagnose and apply conceptual knowledge to a new practical problem/situation and generate responses which are logical and meaningful and are likely to offer some originality and creativity.
Has demonstrated an ability to diagnose and apply appropriate and selective conceptual knowledge to a practical problem/situation in order to produce valid, creative/original solutions which are logical, meaningful and effective.
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Assurance of Learning: Professional Impact of Presentation This feedback relates to the GROUP. Not all comments will necessarily apply. TRAIT
Does Not Yet Meet Expectations Evidences difficulty in taking ownership of the presentation environment and presents with a lack of confidence and audience rapport. Overreliant upon reading and not ‘in character’.
Meets Expectations
Exceeds Expectations
Evidences effective ownership of the presentation environment and is generally comfortable presenting, establishing good audience rapport and generally remaining ‘in character’.
Evidences natural ownership of the presentation environment and presents confidently and authentically, establishing credible audience rapport and remaining ‘in character’ throughout.
The presentation is poorly structured, with little or no coherent sequencing, required material covered insufficiently or not at all, and content overlap. Little editorial control. Poor timekeeping.
The presentation is generally coherently structured, with logical sequencing. Most required material is covered, though there are minor gaps and/or overlap. Good timekeeping.
The presentation is very coherently structured, with logical sequencing. All required material is covered, evidencing very good editorial control. Excellent timekeeping.
Spoken delivery: tone, pace, clarity and projection; accuracy and appropriateness of register, expression and terminology.
Delivery requires major improvements in respect of the ability to present with appropriate tone, pace, clarity and projection. Register, expression and terminology require refinement.
Delivery requires minor improvements in respect of tone, pace, clarity and projection, but is generally sound. Register, expression and terminology are appropriate to the scenario.
Delivery is excellent in respect of tone, pace, clarity and projection. Register, expression and terminology are nuanced to the scenario and the audience.
Slides: design, animation, loading, visuals; accuracy of language; referencing (individual slides & Bibliography); harmonisation.
Slides evidence a lack of editorial control and harmonisation, with inconsistent loading and animation. Insufficient thought has been put into slide design. Poor referencing.
Slides evidence reasonable editorial control, though scope for further harmonisation in respect of loading and animation. Good slide design. Generally appropriate referencing.
Slides evidence excellent editorial control, with good harmonisation in respect of loading and animation. Very good slide design. Effective referencing throughout.
Group dynamics: layout of room; team introduction; accessories, handovers; team cohesion.
Little sense of teamwork, with group cohesion lacking. No attempt to harmonise in respect of accessories or dress, poor handovers, with names not used. Poor body language.
Good sense of teamwork and group cohesion. Evidence of attempts to harmonise in respect of accessories or dress, general smooth handovers, with names used. Good body language.
Strong sense of teamwork and group cohesion. Evidence of harmonisation in respect of accessories and dress, consistently smooth handovers, with names used. Excellent body language.
Engagement: ownership of presentation environment; eye contact; body language; enthusiasm for the subject; internalisation of scenario. Organisation: coherence; sequencing; editorial control; effective introduction and conclusion; timekeeping.
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