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MBA Handbook 2010-2011

MBA Programme Handbook 2010/2011

For Full Time Programme Members


MBA Handbook 2010-2011

Edition September 2010

First published in Great Britain by University of Leicester School of Management

© University of Leicester 2010

All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without the prior written consent of the University of Leicester.


MBA Handbook 2010-2011

Welcome from the Head of the School of Management Calendar 2010-2011 Handbook Your first week in the School of Management
6 7 9 9 10 11 16 18 20 20 20 22 27 28 29 30 31 34 36 39 39 40 42 43 45 46 48 48 50 50 50 50 51

Section 1 ± The School of Management
Academic staff and their research interests Access to academic staff Support staff

Section 2 ± Staff and Student Responsibilities
Staff responsibilities and obligations Student responsibilities and obligations Academic honesty (Plagiarism) Student feedback and questionnaires Health and safety

Section 3 ± The Programme
Learning objectives The structure and contents of the programme Tutorial groups Personal Tutors

Section 4 ± Assessment
Coursework and examinations Performance criteria and the MBA grading structure Coursework deadlines Mitigating circumstances Submission of coursework Failed assessments Assessment feedback times External examiners

Section 5 ± Staff/Student Committees
Student committee Staff/student committee The Programme social committee Alumni association 3

Grievances/Complaints Complaint procedure University Appeals procedure Disclaimer Editor¶s note 4 . activities and learning Assignment writing guidelines Referencing guidelines And finally « Section 10 ± Appeals.MBA Handbook 2010-2011 Programme yearbooks 51 52 52 54 54 56 56 56 57 57 57 57 57 58 59 59 61 62 63 66 66 67 67 68 72 72 74 74 78 79 79 79 80 82 91 92 92 95 97 97 Section 6 ± Additional Information The MBA award Counselling References for employment or further study Section 7 ± School of Management Services Emergencies Notice boards Blackboard Telephones Fax E-mail Photocopying Mail Section 8 ± University Facilities The Library Access to computers and IT Services The University Bookshop University regulations Student Support & Development Services (SSDS) Learning & Career Development AccessAbility Centre Welfare Service Student Counselling service Chaplaincy The Students¶ Union Section 9 ± Study Skills Personal Development Planning Managing your study time Preparing to read and study Effective reading Evaluating ideas.

MBA Handbook 2010-2011 Further help 97 5 .

some points of interest which you will find an important source of reference. including guidelines on assignment writing and referencing. Section 3 ± the programme . Section 4 ± assessment . 6 . and to our support staff. Section 8 ± University facilities. We also outline the criteria we apply for assessment purposes.provides information about the administrative procedures connected with your coursework and examinations.ensures that participants understand the requirements and the nature of the MBA degree. Section 5 ± staff/student committees. Section 2 ± staff and student obligations .MBA Handbook 2010-2011 The handbook is divided into 10 sections: Section 1 ± the School of Management (ULSM): an introduction to members of academic staff and their research interests. Section 7 ± School of Management services available to programme members. Section 9 ± study skills. Section 10 ± appeals and grievances/ complaints procedure. Section 6 ± additional information .outlines the reciprocal responsibilities of members of ULSM and programme members.

ethically minded and suspicious of the taken for granted ± distinguishes us from many sister institutions. The µLeicester Model¶ of management studies ± critical. You are joining a School which has ranked very highly in the country on teaching quality according to our last four cohorts of students. Manchester Business School. Moreover we are for the most part born. and continues to do so. So please make the most of your postgraduate days at Leicester. Enjoy it! Simon Lilley 7 . employed. I joined Leicester in 2003. Studying for your Masters degree will equip you very well in this regard. I have found that making the move to Leicester has been extremely beneficial to me and I am continually impressed with the distinctive programmes that we provide and the distinctive research that we carry out here at ULSM. entertained. at leisure and cared for when sick or dying in organizations: thus it is important not to simply accept the orthodoxy on what they are for and how they should operate. in the hyper-competitive. Instead we should be questioning their goals. There are no easy answers. library provisions and career support. and contribute in ways which you think best ± including letting us know what we are doing well. educated. what is now. who recently completed the government¶s annual National Student Survey. both inside and outside the School. I hope that your time at Leicester and your association w ith the School of Management will engender the same feelings for you. Indeed our central message is that there are many ways of seeing management and organizations. their structures and systems. and the way one sees influences how one actually manages « so the point is to hav e a wide range of potential lenses. ULSM is a vibrant department consisting of a community of scholars with an international reputation. These league table positions are a testament to the quality of our research and our management education at ULSM. I was keen to join one of the most innovative management schools in the country. The enthusiasm you will find in the lecture theatre and seminar room comes from our commitment to our subject and our attempts to develop and energize it. We are. It was a great move for me. having previously worked at the Un iversities of Keele and Glasgow and. In the Guardian league table for business and management ULSM came sixth out of nearly 100 departments. and where we could improve. in addition. and to be able to live with uncertainty. no one best way to manage ± so managers need to be able to ask the right questions. and their effects. the most important skill a manager can develop is reflexivity. In the last few years the School has also invested heavily in academic and administrative staff appointments. We firmly believe t hat. Not only is Leicester a vibrant University.MBA Handbook 2010-2011 Welcome from Management the Head of the School of It gives me great pleasure to welcome you to the University of Leicester School of Management (ULSM). putting in place new structures and procedures to make your experience the best we possibly can. increasingly globalized and closely scrutinized world of the contemporary organization.

10 6.11 Mid-February 11 01.10 17.11 Early-May 11 Mid-May 11 Start of Autumn Term and Registration Induction and Foundations of Knowledge (FoK) module (Please refer to separate Induction/FoK Handout ) Start of Semester 1 Core Module Teaching Likely submission date for FoK assignment End of Autumn Term Start of Spring Term Likely submission date for S1 assignments Likely deadline for choosing S2 options Mid-January 11 July 11 End Aug 11 Early Sept 11 Early Sept 11 Early-November 11 End January 12 Likely dates of S1 exams Start of Semester 2 Module Teaching Dissertation Planning Workshops (tbc) End of Spring Term Start of Summer Term Likely submission date for S2 assignments Likely dates of S2 exams End of Summer Term Likely date of ULSM Progress Board Likely submission date for dissertation Likely dates for any re-sit exams Likely date for any re-submitted assignments Likely date for ULSM Examinations Board Likely date of Graduation Ceremony 18.10.11 09.05.01.MBA Handbook 2010-2011 Provisional Calendar 2010 ± 2011 4/5.10 End-October 10 17.10 .12.11 Mid-January 11 8 .10.

9 . plus assignments. You will also receive the full teaching timetable for Semester 1. Final dates for Semester 2 teaching of core and option modules. and definite dates for Semester 1 assignment submission and exams will be confirmed as soon as possible. exams and dissertation will be confirmed in due course.MBA Handbook 2010-2011 A more detailed calendar should be provided at Induction.

There is also a student portal on CWIS that provides useful information ± see Blackboard can be found at http://blackboard. This is a constant source of updated programme regulations and module documentation that we recommend you check on a daily or at least twice weekly basis.le. We lay down the standards. This Handbook is therefore designed for use throughout your course. Together. Blackboard: an electronic notice board that will be available to you when you sign up for your University computer account. this Programme Handbook and the Handbook and Regulations for Taught Postgraduate Students will cover most of the material that you will need to know to facilitate effective learning whilst you study at Leicester.le. We outline the key themes of the programme and give initial guidance about various personal skills (such as reading and writing). so please ensure you keep it safely to consult should the ne ed which underpin effective study and also contribute directly to good management in your future careers. Much of the module information will also be supplied on our µBackboard¶ system (see below). You will also be receiving individual Module Outlines that function as µmini handbooks¶ for each of the modules on the overall programme. which will be given to you when you register with the Graduate Office and is also downloadable from the University intranet (go to http://www. We encourage students to also familiarize themselves with the University of Leicester Handbook and Regulations for Taught Postgraduate and click on General Regulations for Taught Postgraduate Degrees).ac. which the University requires from programme You will submit all your assignments using Blackboard.le. so you are advised to familiarise yourself with it at the earliest possible opportunity.MBA Handbook 2010-2011 Handbook In this handbook we introduce programme members to the work of the School of Management and outline key points about the full time MBA degree programme. a copy is available to view on the MSc Marketing notice board on the 5th floor of the Ken Edwards 10 . If you do not receive it or misplace it. Teaching timetable : Your Semester 1 timetable can also be found in your induction pack. and set out the criteria by which we operate. Your first week in the School of Management Induction programme: the timetable for induction will be available to you when you register with the School of Management.

Programmes offered include the B.MBA Handbook 2010-2011 Section 1 The School of Management Established in 1989. the University of Leicester¶s School of Management (formerly the Management Centre) was a latecomer into a crowded and highly competitive market for the provision of quality management education . The School also employs a large team of full time administrative and technical staff. the MBA. Currently there are more than 5. In the last 10 years the School has also embarked on an ambitious programme of expansion that has welcomed something of the order of 30 new academic staff to its ranks in order to further establish the School as a leader in both critical management education and cutting edge research.000 students registered on the School of Management¶s programmes in over thirty centres around the world. all of whom contribute fully t o its smooth running. the MSc Marketing. All of the School¶s faculty members contribute to teaching and research and offer programme options related to their specialisms. 11 . the MSc Finance and the MSc Marketing. by pursuing a strategy which focuses upon the demands of executive development and the needs of organizations.A. the School of Management quickly established itself as one of the major providers of top quality management education in the UK. However. in Management Studies. Indeed it prides itself on being the first department in the UK to bring together substantial numbers of critical management scholars across all the relevant disciplines.

MA. advances in qualitative and quantitative technique). in particular labour markets. BA. BSc. identity. culture and processes of organizing. Professor Catherine Casey. finance and European economies. MA. BA. governance and civil society actors. BS. BSc (Hons). PhD: Social and institutional remember ing. PhD: Research methodology. consumption and work.MBA Handbook 2010-2011 Academic staff and their research interests Dr Bernardo Bátiz-Lazo. PhD Graph theory and corporate ownership structures. MPhil. competition. MSc: Creative industries and cultural economy. oral history. Mr Mark Burridge. His. FRHistS: Banking. MSc: Industrial economics. BSc. PhD: The intersections between the bod y. PhD. PhD: Contemporary and historical aspects of consumer behaviour. Disneyization and Professor Joanna Brewis. Professor Alan Bryman. Dr Maria Boutchkova. critical theory. inter-generational aspects to consumption and cross -cultural behaviour). Dip. MA. discourse analysis and qualitative methodologies. place and architecture. PhD: Critical analysis of organisations in relation to other social institutions . ownership structures relevance to corporate cost of capital. technology and performance. Dr Andrea Davies. education. organization theory. mixing methodology. consumer vulnerability. theory and research. emerging markets. leadership McDonaldization. Professor Gibson Burrell. contemporary philosophy of organization. (in particular. the family. science and technology studies (STS). AcSS: Social theory. BA. authenticity and consumption groupings. regulation. pyramidal business groups. MS. accounting history. PhD. consumption. the use of information technologies and strategic models in financial service organisations (particularly from an historical perspective). election cycles and stock market volatility across the world. research methodology (inc. and brand theory. international corporate governance. privatization. financial development in emerging markets. 12 . MA. Mr Robert Cluley. BSc. ethnographic research methods. Professor Steve Brown. sexuality. international capital flows and exchange rate regimes. space. global imbalances. BA. political business cycles. brand consciousness. MSc.

PhD: Chartered FCIPD. MPhil. popular culture. BSc. implementation and adoption. personalization. Social Economy. social class. MA. gift. Dr Valérie Fournier. MA [Lancaster] Trade unions. PhD: Corporate social responsibility. local currencies). Alternative Bu siness Organisations. production analysis. Dr James Fitchett. rural economies. Maitrise de Gestion. marketing theory. Application of Catholic Social Doctrine and Theology in Business. supply chain management. Dr David Harvie. BSc. Dr Bruce Hearn BSc. strategy. professional services marketing. sustainable development. relationship marketing. Dr Meryem Duygun Fethi. DEUG Economie. MCIM. PhD: Information technologies and knowledge management. MSc. finance and development. BA. the critique of political economy. retail marketing. Modelling of information in asset pricing. contemporary welfare provision. BSc. innovation. design. critical discourse analysis Dr William Green. DipM. PhD: Social movements. PhD: Consumer culture. Employment. MA. approximation techniques to solving partial differential equations. political theory. BA. PhD: Economics of industry. marketing planning and implementation. qualitative methodologies. BA. men and masculinities. BSc. MA. AHEA: Co-operative Management and Organisational development. PhD. BA. MSc. co -operatives. theory and practice. Corporate Social Responsibility. MBA. managerial identities. post industrial society. BSc. anarchist theory and practice. Miss Joanne Grady.MBA Handbook 2010-2011 Dr Peter Davis. PhD: Military and/in organisation theory. labour history and HRM. PhD: Alternative organisations (e. communes) and exchange (e. BSc.g. Dr Nick Ellis. MBA.g. discourse analysis. consumption studies. political economy of education. Professor Emmanuel Haven. Dr Stephen Dunne. Dr Richard Godfrey. and Management Development. performance measurement and data envelopment analysis. PhD: Business to business marketing. socio-digital systems. PhD 13 . neo -liberalism.

Marxism. BCom. Dr Matteo Mandarini. PhD: Italian and French Post-War philosophy. post -structural approaches to organisation. Qualitative Survey Data. the use of information technologies and strategic models in organisations. portfolio analysis. BA. technology and performance. PhD: Empirical Finance. Dr Ming Lim. Dr Campbell Jones. Emerging Markets finance and valuation (Africa. social studies of finance. BSc. PhD: Identity and The Body in Consumer Culture. MPhil. BA. Middle East and Asia). Sentiment and Measurement Error in Nonlinear Models 14 . BSc. Textual Analysis. SMEs' lending relationships. PhD: Social marketing. MCIM. not for profit marketing. Dr. social/critical studies of finance. MSc. FRSA: Public sector financial management. SMEs capital structure.MBA Handbook 2010-2011 Corporate governance and ownership structures. and trading in particular. MCom. BA. Mortality and Marketing. PhD: SMEs finance. BA. Philosophy and Social Theory. PhD: Marketing theory and the philosophy of science. BA. Understanding Ambivalence in Consumption. branding and communications. BA. tourism marketing. MA. Microeconometrics. MSc. post-second world war French philosophy. Behavioural Finance. MA. ethics. MBA. marketing ethics. MSc. microfinance. Public Policy Analysis. the Economic Analysis of Organizations and Bureaucracy. PhD: Place marketing. PhD: Anti-capitalism. continental philosophy. Professor Simon Lilley. Public Expenditure Analysis. Italian Workerism. Thinking about Time and Uncertainty. BA. Materiality. Andrea Moro. critical and literary theory. alterity. Dr Matthew Higgins. ethics and finance. PhD. PhD: Agency. place branding. entrepreneurship. Banking finance Dr Sandra Nolte. BA. German 19th and 20th C. Phenomenological Approaches to Consumer Research. technology and services marketing. AcSS. Dr Geoff Lightfoot. Laurea (Trieste). corporate level marketing. Dr Mihalis Kavaratzis. empirical pricing and valuation models and costs of equity. Financial Econometrics. business community involvement and events management Professor Peter M Jackson. Dr Ai-Ling Lai. MA. financial history and accounting practice. PhD: Smaller and family businesses. sociology of science and technology.

MBA Handbook 2010-2011

Dr Maria Puig de la Bellacasa, BA, MA, MPhil, PhD: Science and technology studies, alternative organising and ethics, ecology and sustainability, feminist theory. Dr Dimitris Papadopoulos, BA, Dipl, PhD: Culture and organisation, governance, politics and social movements, social theory, labour studies, critical psychology Professor Mike Saren, BA, PhD: Marketing and management of technology, relational approaches to marketing, consumer culture, marketing theory. Dr Mohamed Shaban, BA, PhD Banks¶ efficiency and performance, regulations and supervision in the banking industry, mergers & acquisitions, capital structure and market risk analysis Professor Mark Stein, BA. MPhil, MSc, PhD Leadership, risk, customer-employee relations, organizational learning, and the psychoanalytic study of groups and organi zations. Dr Olga Suhomlinova, BA, MA, PhD: Neo-institutionalism, organizational ecology, evolutionary theory; business and the state, organizational survival, institutionalization, leadership; oil and banking industries (Russia), public services (UK). Dr Mark Tadajewski, BA, MSc, PhD: Marketing theory, marketing history, philosophy of science, relationship marketing, critical marketing, interpretive consumer research, studies of competition versus organizational cooperation, the structuring of consumption choices and critical theory. Dr Sigmund Wagner-Tsukamoto, UDip, DPhil, Dr.rer: Consumer behaviour/marketing and organisation theory, institutional economics. Dr Elke Weik, Dipl-Kffr, MA; Dr.rer.pol. Institutionalist theory, Organisation theory, approaches linked to social theory and philosophy, issues encompassing discussions in the natural sciences or literature studies. Mr Kenneth Weir, Critical accounting research, more specifically including critical and social analysis of accounting and related practices; accounting history; management accounting theory and related practices; financial accounting theory and recent developments; social and environmental accounting; and finally emancipatory accounting Dr Tomasz Piotr Wisniewski, BSc, MSc, PhD: Empirical finance, asset pricing, portfolio and investment analysis, financial risk management. Professor Stephen Wood Bsc, PhD, AcSS,: 15

MBA Handbook 2010-2011

Employee Involvement, Human Resource Management, Employment Relations, Lean Production, Payment Systems, Teamworki ng "Work-Life Balance", Well-being at work, Employee Surveys, Workplace Aggression, Leadership.

The School also plays host to a number of academic visitors who participate in various ways. These visitors are all established scholars in their own right an d may be involved in collaborative research with full time academic members of the School, teaching on core and elective modules at both undergraduate and postgraduate level, dissertation supervision at both undergraduate and postgraduate level and/ or cou rsework and examination marking, again at both levels. Details of our visiting and associate staff can be found on the ULSM website. ( ff.html)


MBA Handbook 2010-2011

Access to academic staff
Members of the School¶s academic staff will make themselves available to students to discuss programme-related problems. The normal office hours for each member of staff can be found in the relevant module booklet. Thes e will be between 2 and 4 hours per week during term-time, but will vary outside of this period. It should be appreciated, however, that staff are also engaged in other teaching, research and administrative tasks, which often take them away from their rooms, or from the University for varying periods. Appointments with academic tutors should be arranged directly with the member of staff concerned.
Name Room no. Tel. no. E-mail1

Dr Bernardo Batiz-Lazo Dr Maria Boutchkova Professor Jo Brewis

KEB607 KEB325 KEB310

252 5647 252 1266 252 3891

bbl3 mb417 j.brewis

Professor Steve Brown KEB513 223 1884 (MBA Programme Director - Semester One)

Professor Alan Bryman Professor Gibson Burrell Mr Mark Burridge Professor Catherine Casey Mr Robert Cluley Dr Andrea Davies Dr Nick Ellis Dr Meryem Duygun Fethi Dr James Fitchett Dr Valérie Fournier Dr Richard Godfrey Miss Jo Grady Dr William Green

KEB406 KEB514 KEB524 KEB403 KEB614 KEB529C KEB606 KEB327 KEB609 KEB610 KEB502 KEB529A KEB529B

252 2790 223 1250 252 3954 252 3358 252 5317 223 1437 223 1816 252 5328 223 1218 252 2008 252 3389 252 3500 223 1233

a.bryman g.burrell m.burridge cc217 rjc48 a.davies n.ellis m.fethi j.fitchett v.fournier rg148 j.grady wg32

Please note that these addresses should all be followed by 17

saren m.lilley ml170 Dr Ming Lim KEB529D 252 3999 (MBA Programme Director .MBA Handbook 2010-2011 Dr David Harvie Dr Emmanuel Haven Dr Bruce Hearn Dr Matthew Higgins Professor Peter Jackson Dr Campbell Jones Dr Mihalis Kavaratzis Dr Ai-Ling Lai Dr Geoff Lightfoot Professor Simon Lilley KEB609 KEB612 252 5539 eh76 d.Semester Two) Dr Sandra Nolte Dr Maria Puig de la Bellacasa Professor Mike Saren Dr Mohamad Shaban Professor Mark Stein Dr Olga Suhomlinova Dr Mark Tadajewski Mr Keith Taylor Dr Sigmund Wagner-Tsukamoto Dr Elke Weik Dr Kenneth Weir Dr Tomasz Wisniewski Professor Stephen Wood KEB515 KEB406 KEB511 KEB407 KEB604 KEB404 KEB320 KEB615 KEB521 KEB611 KEB529E KEB608 KEB405 18 252 5634 252 5019 223 1011 223 1820 252 3984 223 1248 252 5263 252 3940 252 5327 252 5318 252 5345 252 3958 223 1869 sn165 mpdlb1 m.suhomlinova m.harvie 252 3955 KEB611 KEB402 KEB326 KEB512 KEB613 KEB525 KEB520 KEB308 252 5141 252 5644 252 3951 252 5334 252 5520 252 5646 223 1243 223 1261 bah16 m.higgins pmj1 c.wagner-tsukamoto ew82 khw11 tpw5 sjw111 .shaban ms553 o.jones TBC al231 g.tadajewski kjkt3 s.lightfoot s.

Ther e are many telephones on the Handbook 2010-2011 Dr Sina Yekini KEB605 252 7385 lsy3 Support staff Jayne Bowers is Director of Administration in the School of Management and has overall responsibility for the school¶s administrative process. You are therefore requested not to knock on the Full-Time Programmes Office door outside of these hours.boyd@le. James Donovan ( Internal phone calls are free of charge and you only need to dial the last four digits of any of the telephone numbers given provided in this Handbook. referring matters to School senior managers as required or in the case that you a complaint as prescribed by the University's Regulations will ensu re this is forwarded to the School's Quality Officer. Name Mr James Boyd Mr John Constantinou 2 Room Again. workshops and other activities aimed at assisting you in improving your employability. James Boyd is also t he Full-Time Office Co-Cordinator. He organizes visiting speakers. and your first port of call for any John Constantinou provided dedicated careers support to MBA students. On most occasions you might find it more efficient to telephone the Full-Time Programmes Office for information rather than to make a visit. 19 . You should do this only during the hours when the office is open to students. KEB517 KEB523 Tel. Periodically throu ghout the programme you will be asked by members of the teaching staff to collect or to hand in material to the Full-Time Programmes Office. The Full-Time Programmes Office which services members of the full time Masters programmes in the School is nor mally open to students from 10: 00 am to 3:00 pm Monday to Friday. He will oversee programme management and ensure issues are dealt with appropriately including dealing directly with any service issues you raise. Please note that access to the office is not possible outside the hours specified: this is to provide the staff in the Full-Time Programmes Office with time to undertake the considerable adm inistrative jobs that programme management entails. PROGRAMME MEMBERS MAY NOT ENTER THE FULL-TIME PROGRAMMES OFFICE UNDER ANY CIRCUMSTANCES. 252 3952 252 2027 E-mail2 j. no. The Programme Administrator for MBA. is James Boyd. these addresses should all be followed by MOREOVER.

MBA Handbook 2010-2011 Other useful contacts outside ULSM Andrew Dunn (Information Librarian Management) Computer Centre Helpdesk Library 252 2055 Ground 252 2253 floor of Centre and Computer User 20 .

do not use SMS language in e-mails. and take action on your behalf if you ask for help with an academic. This trust requires that you shoulder a fair measure of responsibility for managing your own studies. start and finish classes punctually (NB teaching sessions scheduled to begin and end on the hour should normally begin no later than 5 minutes past the hour and end at 5 minutes to). y y y y y Student responsibilities and obligations The School of Management treats its students as responsible adults. addressing staff courteously at all times. It is reasonable for you to expect staff to: y treat each student fairly and impartially regardless of sex. which you are required to attend. The following list summarizes your responsibilities: y registering for your programme a nd your elective modules by the deadlines set by the University and the School. noting any one-off sessions. answer questions helpfully.MBA Handbook 2010-2011 Section 2 Staff and Student Responsibilities Staff responsibilities and obligations Our staff owes you the same degree of courtesy and consideration as they expect from you. age and marital status in accordance with the University¶s policy on equal opportunities. start e-mails with informal modes of address (such as µHiya¶) or make unreasonable or aggressive demands. while we undertake to fulfil our responsibilities towards you. A good working atmosphere depends upon mutual tr ust. race. for example. return coursework promptly (see section on assessment feedback times later in this handbook) and with constructive comments. pastoral or administrative problem. y y 21 . keep appointments they make with you. and maintaining a full attendance record unless there are good reasons for your absence. being fully up to date wi th the timetable of the MBA teaching sessions.

making best use of the University¶s opportunities and resources (such as IT facilities and the Library). especially as opportunities for study. Student Code of Conduct 1. y y y y y y y y Student code of conduct: Our students in 2009-10 year decided to write a code of acceptable behaviour for lectures and tutorials. If you have comments please direct these to the student representatives for your programme. promptly informing the School of Management and the University of any change of address or other contact details. meeting deadlines for assessed work. if you are late for an appointment. if you are delayed throu gh no fault of your own. appointments with the staff and examinations. and. arriving on time for classes. The code is intended to support you in your studies and we hope that you will find the code constructive. managing your own time and workload. The School of Management adopted the code and this is given below. STUDENTS SHOULD BE ON TIME AND SHOULD NOT ENTER A LECTURE IF THEY ARE MORE THAN 10 MINUTES LATE 22 . Students ¶ representative consulted with students on their programmes to write the code. and observing the University¶s regulations and code of con duct. using free periods in your timetable in a disciplined way. offer apologies. enter the lecture hall or examination room quietly.MBA Handbook 2010-2011 y notifying your personal tutor of the reasons for your absence and any mitigating circumstances that affect your attendance and/or performance (such as illness). The code offers guidance on expected behaviour in lectures to support student learning and experience. The code has been written by students for the benefits of students. not talking unless you are asked for your input or participation and turning off mob ile phones at all times during these sessions. remaining attentive during classes.

but when you present yourself for any examination or assessment. MOBILE PHONES SHOULD NOT BE USED IN LECTURES AND SHOULD BE TURNED OFF OR ON SILENT 3. and why such severe penalties are imposed. other universities. 23 . STUDENTS MUST SIGN ATTENDANCE REGISTER FOR SEMINARS AND PERSONAL TUTOR GROUP MEETINGS This code of conduct has been written by student representatives on PGSSLC (Post Graduate Student Staff Liaison Committee) . Academic honesty (Plagiarism) As you read through the University Regulations. This describes the penalties which apply when students cheat in written examinations or present someone else¶s material (whether it has been written by another student or a published author) for assessment as if it were their own. LAPTOPS SHOULD ONLY BE USED AS STUDYING AIDS AND STUDENTS ARE ASKED NOT TO USE LAPTOPS FOR E-MAIL OR OTHER PURPOSES AS THIS CAN BE DISTRACTING 4.MBA Handbook 2010-2011 2. STUDENTS SHOULD NOT TALK INAPPROPRIATELY 5. It has been revised at PGSSLC 23/2/10 and presented the ULSM Staff Meeting Friday 26/2/10. financial sponsors and others who have an interest in your capabilities that you have undertaken the academic work required of you by programme regulations. you will note that there is a specific regulation about academic honesty. that you are capable of performing at a certain intellectual level and that you have the skills and attributes consistent with your range of marks and the level of your award. The University believes that it is important that all students understand why academic honesty is a matter of such concern. STUDENTS ARE ASKED TO TAKE THEIR LITTER WITH THEM FROM LECTURE THEATRES AND SEMINAR ROOMS 7. you are asking the markers to judge what you have made as an individual of the studies you have undertaken. STUDENTS SHOULD NOT FALL ASLEEP 6. This judgement will then be carried forward into the outside world as a means of telling future employers. the latter is called plagiarism. Throughout your time at the University you will legitimately gather information from many sources.

Because there are severe penalties for plagiarism. In short. academic dishonesty is not worth it.MBA Handbook 2010-2011 If you use dishonest means with the aim of presenting a better academic picture of yourself than you deserve. we should take this opportunity to point out that. severe warning Mark of 0 for the module. if by some chance your academic dishonesty is not discovered. Moreover. Termination of course Failure with downgrading to Postgraduate Diploma Termination of course Please note that plagiarism in the Foundations of Knowledge assignment is the ONLY part of the programme on which you will be allowed to re -submit the assignment. Plagiarism on any of the modules that follow Foundations of Knowledge may be awarded a zero and there will be no opportunity to re -sit. with a significant level of marks potentially being deducted from your work. resit allowed. By submitting your assignments in the appropriate way and sitting your examinations you are also guaranteeing to us that your submissions contain no academic dishonesty . this handbook and the Foundations of Knowledge module will spend a considerable amount of time explaining the issue. Not allowed to re-sit. We also have computer software which enables us to check every single submission you make to us for such dishonesty both easily and quickly. Please note too that the members of staff in the School of Management are highly experienced in detecting plagiarism. The marker will submit a report about the plagiarism which is then seen by s econd marker. you will spend the rest of your life failing to measure up to the academic promise indicated by your degree results and other people¶s expectations of your abilities. The penalties for plagiarism can be as high as: Foundations of Knowledge taught element of the programme Offence in ANY of the credit bearing Modules of the programme: Subsequent offence in the taught element of the programme: Plagiarism in the dissertation without a previous offence: Plagiarism in the dissertation with a previous offence: Failure of the module. which will have the most severe repercussions. The marking process is explained here: If a marker identifies that your work has a plagiarised component the marker will write this as feedback on your AGC form. If we find that you have been engaged in academic dishonesty the penalties are severe. 24 . you are engaging in a falsehood. and if confirmed. is submitted to the Senior Academic in ULSM in charge of plagiarism and academic dishonesty.

Sometimes problems arise from poor working practices. where students fail to read instructions or do not understand the rules governing the presentation of work. This problem has been exacerbated by the wide amount of information available through the Internet. Whilst the School of Management supports the use of electronic resources as a valuable aid to the learning process. found on page 13 of the book Soc ial Networks and Organizations by Martin Kilduff and Wenpin Tsai. the question you should ask yourself about any piece of academic work is ³Will the marker be able to distinguish between my own ideas and those that I have obtained from others?´. who believe that they will find it impossible to avoid using someone else¶s words when they spend all their time reading texts. or in part. however. In such cases. where students muddle up their own notes with extracts or notes taken from published sources. Sometimes plagiarism happens inadvertently. Deliberate attempts to mislead assessors. Details on how to reference material from the Internet can be found in this handbook and on the School of Management website. which require sources to be acknowledged. Pieces of work can be plagiarized in thei r entirety (for example. The emphasis placed on avoiding plagiarism sometimes worries students. cutting and pasting without referencing the source of the information is plagiarism and will carry severe penalties. copying. that the sources used have been properly acknowledged and that the conclusions that arise from the study are the student¶s own. In the light of all that has been said above. The following section should help you understand what is me ant by plagiarism. 25 . where chapters or extracts may be lifted from other sources without the appropriate acknowledgements. published by Sage in 2003. What is plagiarism? Some students are uncertain as to what constitutes plagiarism. we do encourage students to view the material in the same way as they would a paper based book or journal and reference it accordingly. Consider the following paragraph. The reproduction of other people¶s work through scanning.MBA Handbook 2010-2011 Plagiarism explained Plagiarism is to take the work of another person and use it as if it were one¶s own in such a way as to mislead the reader. The following section gives some examples of both good and bad practice. if a student put his or her name on another student¶s essay). the problem is usually identified very early in the programme and can be put right through discussion with academic tutors. are regarded as cheating and ar e treated very severely by boards of examiners. commentaries and other academic sources and are required to show in their work that they have studied such material. What markers fundamentall y want to see is that students have read widely around the subject.

Example 1. Th e multiple origins of network approaches for the social sciences contribute to the eclecticism that characterizes current work. No reference is given to its source. example 2 and example 3 are all considered to be plagiarism. even if one were. How should this be done? The first three examples are of bad practice and are considered to be plagiarism.a form of plagiarism of which students are often not aware. which characterizes contemporary work. biology. 2003) Here the source has been cited but the student has not shown that it is a quotation and therefore is not his or her own words. This is an instance of what we refer to as paraphrasing . Example 4 The student writes: 26 . so that the essence and structure of the extract remain the same as in the original version.MBA Handbook 2010-2011 In fields as different as physics. In effect. Example 3 The student writes: The various sources of net work approaches for the social sciences contribute to the diversity. sociology and psychotherapy. Let¶s assume that a student wishes to use this in an essay. Paraphrasing is unacceptable because it only involves changing words here and there in the original. network ideas have been repeatedly invoked over the last hundred years. this kind of practice should still be avoided. linguistics. Here the text is copied word for word. Example 2 The student writes: The multiple origins of network approaches for the social sciences contribute to the eclecticism that characterizes current work (Kilduff and Tsai. anthropology. So what is correct practice? The following examples show correct referencing of the same text. the student presents another person¶s work as his or her own. Again no reference is given ± however. Example 1 The student writes: The multiple origins of network approaches for the social sciences contribute to the eclecticism that characterizes current work.

the penalty could be permanent exclusion from the University. If you have any doubts about this. Notice that thi s specifies the page of the original on which the quotation is to be found. To repeat: Examples 1. particularly in the case of a repeat offence. Examples 4 and 5 show good practice. so the risks are students are usually not given the benefit of the doubt. who refers the matter to the Registrar. Example 5 The student writes: Network research embraces a diversity of approaches to studying social relations. The standard penalty is for a mark of 0% to be given to the examination concerned but in some circumstances.le.pdf (pages3-10) Cheating in written examinations The University assumes that students know without being told that this is dishonest. 2 and 3 are considered to be plagiarism.MBA Handbook 2010-2011 ³The multiple origins of network approaches for the social sciences contribute to the eclecticism that characterizes current work´ (Kilduff and Tsai. However. Here the student uses their own words to refer to the work of the authors. Any student found copying from another student. Kilduff and Tsai (2003: 13) attribute this diversity to the many different sources of the network approach . since the student is using the idea or concepts of other people. They are available at http://www. Here the student has used quotation marks to show that the text is a direct Guidance on how to reference c an also be found in this handbook and at http://www. 27 . and it therefore applies strict penalties in all written examinations at all levels. The simple advice is: don¶t do it. It is very important that you understand what constitutes plagiarism. a reference is still requ ired ± which should ideally contain a page number if the ideas referred to only appear in a certain section of the source material. This is known as an indirect quotation. If suspicious circumstances exist.html. please contact your programme leader or module lecturer who will be pleased to explain further. You should make sure that you are familiar with their 2003: 13). The Student Learning Centre publishes a number of gui des for students on plagiarism and writing skills. In addition a full reference is given. talking in an examination or in possession of unauthorized material is reported by the invigilator to the Examinations

MBA Handbook 2010-2011 28 .

If you do not understand what is required of you. or there may be an additional form of assessment. and therefore has to be prepared by each student without the assistance of others. Care should be taken to read the School of Management guidelines on how such modules are to be assessed.MBA Handbook 2010-2011 Collaboration Many modules offer students the opportunity to work together in pairs or teams. where each report is independently produced. the team can work together right up to the point of submission. In such circumstances. Students are encouraged to comment on all aspects of programme provision. ask the module lecturer or another academic tutor. such as a presentation session. The outcome for assessment purposes here is intended to reveal the intellectual abilities of the individual students. or the assessment may be of the group itself. Do not guess. All information on these forms is treat ed in confidence. An evaluation form covering each module and allowing for comments on other aspects of the programme is therefore issued in each semester. 29 . which allows for individualized grading. although students are encouraged to give their names if they raise specific issues in their feedback. If a joint or collaborative piece of coursework is requested. Student feedback and questionnaires The School of Management values the comments it receives from programme members and is keen to involve all students in the process of programme apprai sal. A more common arrangement is where the collaborative investigation of a topic is followed by the submission of a report from each team member. individuals may be asked to indicate the sections of the report they contributed to.

including familiarization with safety procedures in the event of fire and other emergencies. Reporting accidents. safety or welfare¶. A key aspect of our health and safety policy is the prevention of accidents. Your responsibilities y y You have a duty to cooperate with any health and safety policies. please fill in a report form which is available from University Reception in the Fielding Johnson Building. and all staff and students must take reasonable steps to prevent accidents to themselves and others. hazards and concerns In the event of any of the above. 30 .Matt Catlow (KEB208. or report it to the School¶s Safety Representative . however.MBA Handbook 2010-2011 Health and safety Being a student in the School of Management should not be a hazardous activity and we expect you to have an enjoyable time with few health and safety problems. tel. The Head of the School has overall responsibility for implementation of the University Health and Safety Policy within the School. 0116 252 5638). You do. You have a duty not to µintentionally or recklessly interfere with or misuse anything provided in the interests of health. All reports concerning Health and Safety will be discussed at meetings of the Steering Committee of the School of Management. whether the problem stems from causes inside the Ken Edwards Building or elsewhere on campus. need to be aware of the following: University and the School of Management responsibilities y y y Responsibility for maintaining a safe working environment rests with all members of the School.

You will be assigned into smaller study groups for these seminars ± details of which group you have been assigned to will be provided in the first week.00 am and 7 pm. Our expectation is that you will devote at least an additional five hours of study time per week to each of the mod ules in semesters one and two. However. 31 . if you do absent yourself during this period then the responsibility for any effects on the progress of your dissertation are yours alone. Attendance at both lectures and sem inars is compulsory . Mondays to Fridays during term -time. If you need to be away from the University during term -time it is necessary to inform the Full Time Office in writing and request permission to be absent. Absence from the University: Please note that the only time at which programme members may be away from the Leicester area are weekends. If you have reason to believe that you will need to be absent for any period of time. with particular modules being studied in each of two semesters. The dissertation provides for further specialization and gives programme members an opportunity to undertake a rigorous piece of research over a three month period (chiefly from the end of May to August) as well as demonstrating their communication and presentational skills. then you should discuss this with your supervisor as soon as possible. Each module will be normally be delivered through a weekly two -hour teaching session.MBA Handbook 2010-2011 Section 3 The Programme The full time MBA covers a 12-month period. during the vacation. teaching each day will typically end by 6. You will be expected to undertake private study and tutorial group work in addition to your attendance at the lectures. It is therefore crucial that you manage your time carefully.00 pm. In Semesters One and Two timetabled teaching sessions and various guest lecture sessions will run between 9. in order to receive supervision. Moreover. Furthermore. blank periods in the timetable or Univ ersity holidays. students are expected to submit coursework or sit exams in order to have been considered to have adequately completed any taught modules ± so do not imagine that it make sense to decide not to enga ge with any particular element of your programme: failure to do so may jeopardise your right to resit a failed module. followed by the dissertation. including holidays. Please also note that we recommend that you spend as much time as possible on campus during the summer vacation when the bulk of your dissertation research will be completed. There will also be a two -hour seminar which accompanies each lecture which is normally scheduled in the same week.

enable the study of management and organizations in an historical. analysis and dissemination. approaches and methods that they have learnt to a variety of case studies and a dissertation. consider alternative solutions. y y y y y y The programme. rigorous management education. frameworks and techniques of a broad range of management areas and specialisms to prepare them for a career in management and business or for further research in the area. international and compar ative framework. evaluate and analyse situations. provide students with an appreciation of the importance of information to business within a knowledge-based economy. enable course members to develop their interpersonal. the programme aims to: y provide students with a rigorous curriculum covering the main theories. models. assessment. enable course members to integrate and apply systematically and creatively the knowledge. This will include an identification of appropriate methodologies for data acquisition. political. recognizing the different types.MBA Handbook 2010-2011 Learning objectives The principal objective of the MBA is to provide the developing manager with the skills and knowledge they need to manage competently. More specifically. 32 . critically analyse and evaluate management problems and issues. covering the external economic. therefore. sizes. and to use these in an imaginative and self -directed way that will allow them to identify problems. decision-making and problem-solving skills. structures and purposes of organizations and the stakeholders that they serve. which will enable programme members to acquire a frame of reference against which they can structure their previous experiences and improve their future effectiveness as managers. make choices and implement solutions. social and t echnological contexts within which organizations operate and managers work. capably and ethically. enable students to critically evaluate the published literature on management and organizations and to synthesize the range of issues and perspectives which inform research and pr actice in the field. seeks to provide an analytical. commu nication.

These frameworks will help managers understand how their organization¶s ability to create value is influenced by its environment. The tools of analysis which explain and inform such marketing design and ope rational decisions are the core subjects of this module. its position in its value chain and its . Business Information and Analysis This module presents a number of frameworks and concepts drawn from economics. to make changes to the modules (including their withdrawal). varying conceptualizations of reality (ontologies) and knowledge (epistemologies) in management research.le. Accounting For Managers Enables students to become familiar with the key financial reporting documents.html Please note that the School of Management reserves the right. Programme Regulations can be found at: http://www. the type of information they contain and the potential users and uses of that information. marketing and strategy theory that will help managers to think The standard models are critically evaluated and situated in complex and uncertain environments. marketing success or failure is det ermined by the ability of the organisation to deliver value to customers and achieve sustainable competitive advantage in those sectors and markets in which it chooses to compete.le. without notice. Strategy.MBA Handbook 2010-2011 The structure and contents of the programme What follows is a summary of the main elements of the MBA programme. teams and teamwork. Semester 1 modules Foundations of Knowledge and Professional S kills The UK and the University of Leicester School of Management educational quantitative analysis to enable understanding of subsequent programme material. Organizational Behaviour The module develops the knowledge of frameworks for the analysis of organisations and management and the professional skills of critically evaluating organisational processes and developing options for improvement. which is available at http://www. Marketing Design and Operations In the long run. the programme structure and the method of assessment. 33 .uk/ua/ac/Regs/index. It also instils an a bility to analyse and interpret the information within financial reports in the context of the existing regulatory framework of accounting and relevant accounting theory. Further details can be found in the full Programme Specification.

The dissertation will therefore enable you to undertake a sustained investigation in an area of your choice. The Dissertation This is the most substantive piece of work that you will undertake during your studies at the School of Management. It also demonstrates how. and c) you believe will assist you in the career path you choo se after graduation from the programme. as well as to demonstrate the knowled ge. this does not preclude 34 . choosing. such as duty theory. formulating research questions. both inside and outside of organisations. issues of ethics are of an increasin gly strategic nature for global firms. It develops a critical awareness of the theoretic al and practical aspects of investment and other financial management decisions. devising and evaluating solutions and producing realistic. However. ranging from ethical theories in a narrow sense. Two Electives (Options) You will choose 2 electives from a range available t o you. This choice will be made during semester 2. designing and administering research methods. sampling for. and a n appreciation of the theoretical and empirical considerations relevant to understanding the behaviour of capital markets and de velopments in asset valuation models. The dissertation is an independent research project. research planning. in an increasingly global environment. access. For many students this will involve diagnosing a management/ organizational/ business/ industry problem. ethics and writing up. the use of existing literature in management research. in depth. Preparation for Dissertation (Research Methods) (A reminder of) Ontological and epistemological assumptions underpinning management research. analysing quantitative and qualitative data. acceptable recommendations for action. Corporate Finance This module seeks to enable students to understand the nature and characteristics of the alternative sources of finance available to an organisation. You are advised to choose electives which a) you think you will enjoy and find stimulating. which will provide you with an opportunity to examine.MBA Handbook 2010-2011 Semester 2 modules Business Ethics in a Global Context The course covers a wide range of ethical theories. skills and competencies acquired during the taught elements of the programme. virtue theory or utilitarianism to more pragmatic ethical approaches as they can be found in the field of business studies (such as the corporate social performance model or the stakeholder management approach). a marketing management topic of particular relevance to your interests. b) you believe you have a particular aptitude for.

including verbal and written communicatio n. all of the key decisions are yours and your s alone. critical and analytical skills which you will have developed via coursework and examinations. Another benefit of doing a dissertation is that it tends to re quire that you relate academic theories and concepts to real world data and real world problems. time management. 35 y y y . evidence of information gathering. analytical and problem solving skills. These are as follows: y The dissertation process means that you will develop a much deeper appreciation of a particular marketing subject area . in the sense that you set the questions. Really getting to know the issues. problem solving. critical. This means that you can identify any gaps between theory and practice. It will be assessed on the basis of the following criteria: y demonstration of initiative and capacity for setting up an interesting problem in a tractable form. negotiation. and think about why these gaps might exist ± is it the fault of the theory. a good understanding and application of the relevant subject literature and pertinent research methods to the subject chosen. Although you will have guidance from your supervisor during the process. locate the relevant literature.000 words in length. choose the methodology.MBA Handbook 2010-2011 the possibility of u ndertaking a more theoretically focused piece of work that analyses in detail an issue in marketing thought. bu t should also provide a sound basis for your future management career. and demonstration of logical argumentation and clear communication throughout. So it enha nces the information gathering. The dissertation is therefore a real test of your initiative! y y y y The dissertation will be 15. self -motivation and creativity. some more practical. decide on the timetable. gather the data and reach your own conclusions. There are several reasons for requiring you to do a dissertation as part of your Masters course. because it will enable you to underpin the decisions you make with solid intellectual reasoning and informed reflection. The completion of a dissertation will develop other transferable skills and abilities. the practice or a combination of both? Independent research also demands that you are able to identify significant issues and themes in the academic literature. complexities and debates in a subject in this way is not just beneficial academically. Finally. the dissertation is the only piece of work you will do during your course where you have total responsibility for the whole process. as well as to analyse empirical data in order to find the answers to your research questions. some academic.

MBA Handbook 2010-2011 36 .

g. Previous Masters students have found the tutoria l groups to be invaluable. In addition. y liaise with the tutor to represent the tutorial group. to share experiences and to support each other. to develop their interpersonal skills.MBA Handbook 2010-2011 Tutorial groups Programme members will be assigned to a tutorial group by the Programme Leader during the Foundations of Knowledge and Professional Skills module. The role of the group leader is to: y encourage and motivate members of the tutorial group. 37 . The tutor will call a meeting of the group at the beginning and end of Semesters 1 and 2 to discuss concerns and queries within the group and their academic performance. A group leader and deputy group leader are required in each tutorial group and are elected by group members. once these tutorial groups have been formed. The tutor is a member of the School¶s teaching staff and will oversee the development and functioning of the tutorial group. you will be expected to attend. Each tutorial group is also assigned a tutor. Tutorial groups are self-managed. y all members must submit any work required by the group on time. again.. Attendance at these meetings is compulsory. they will be used by module leaders to support the core module lectures presented in Semesters 1 and 2. The purpose of the tutorial group is to enable students to work together. illness). By working in a group. y develop a culture of co-operation and mutual support within the group. y all members should attend group meetings. Details o f these additional module tutorial classes will be given out at the start of each core module by module leaders and. students are encouraged to collaborate and to pool a diversity of skills and experiences. Changes in the membership of groups are not allowed. We seek to create a climate of respect for both cultural and gender differences as well as a consideration of both similarities and differences when it comes to management theory and practice. The basic rules of tutorial groups are outlined below and reflect normal business practice: y all members should be punctual when arri ving at group meetings. They are an essential part of the programme and all students are required to participate fully. The members undertaking these roles are responsible for ensuring that their group is working as a team and that individual members com ply with the above rules. The programme involves people from many countries. cultures and sub-cultures. failure to attend must be supported by an apology and a valid excuse (e. y all members must participate in group activities.

allocate work equitably to group members. monitor the performance of individual members. Should any member fail to comply with the rules the following procedure should be followed: Stage 1 Group members sit down with the person and express concerns regarding their failure to comply with the agreed rules. y take all of the responsibility for errors or poor performance by the group. y formally discipline members of the group. Stage 3 Should no improvements be made. establish dates for meetings and any relevant deadlines. y cover for group members who have not performed adequately. The role of the group leader is not to: y undertake work allocated to another member. Tutorial groups generally work well although. there is a protocol for dealing with those people who fail to contribute effectively. The deputy group leader is expected to support the group leader in the performance of their role. The implications of this expulsion are that an individual will be excluded from participating in tutorial group exercises and may be required to submit any assessed group work in an individual capacity. as a last resort it is possible that the Programm e Leader may decide that an individual should be removed from the group. encourage members who are not contributing equitably to the group. Most difficulties are res olved at this stage.MBA Handbook 2010-2011 y y y y y y y ensure an environment in which members contribute and perform to the best of their abilities. enable an atmosphere in which difference is tolerated for the benefit of the collective. In cases where group members believe that the group leader or deputy leader is acting in a manner that exceeds their authority and which is disrupting the performance of the tutorial group. 38 . as is the case in a business context. the members should make a written representation to the tutor. y take all of the praise for good performance. report to the tutor any members who persist in not contributing equitably. Stage 2 Should there be no improvement in the situation the group then arrange to speak to the tutor who will determine what action to be taken.

as this is the only way your situation can be taken into account by the School.. They will also be able to talk through your programme options or advise on any relevant programme regulations. these are also confidential. Personal tutors will treat discussions you have with them as confidential. careers. they will be able to give you advice during your programme and they are the first port of call f or any general academic or pastoral (personal) problems you might experience during your time in Leicester. even if your tutor is not able to help you with your specific problem or query it is still best to keep them informed of your c ircumstances and progress.le. by the granting of extensions to deadlines for submission of coursework or discussion of your case in Examination Boards. You should ALWAYS obtain a medical certificate or other relevant documentation in these circumstances. You will also find the most important information in this Handbook and on the University website (go to as they will be able to deal with the particular content of that module. personal finance and so on. maybe to help talk through your approach to studying or to advise you of one of the number of study skills courses run by the University. It also means that your tutor should become a familiar face and someone wh o you can arrange to talk to on a one to one basis. Please be aware however that if you have any issues or problems with a specific module you should approach the module lecturer in the first instance.MBA Handbook 2010-2011 Personal tutors The group tutor is also each group member¶s personal tutor. Having someone with whom you can meet up on a face -to-face basis helps with the transition into the UK postgraduate environment. Nonetheless. Moreover. Your tutor is able to give advice on general academic matters. if you have any issues with the programme as a whole you should make an appointment to see the Programme Leader. This person will be a link between yourself and the School. since they are the people who will ensure that any problems you face are taken into account in 39 . It may be that in instances of serious problems or queries that they are unable to answe r they will decide that it is best to refer you ± with your permission ± to someone who is better able to help you. about problems with your studies or your accommodati on or about personal and click on General Regulations for Taught Postgraduate Degrees). Where individual cases are discussed at Exam ination Boards. It may be that you feel you need to talk to someone about being homesick. which you feel are adversely affecting your university work. e. You should contact your tutor if you have been absent from the University during term-time for a period of more than a day ± perhaps because you have been ill or there are family problems.but they are not trained counsellors or experts in accommodation.g. although your tutor will often be your first port of call. It is also important to know that. they are members of the teaching and research staff who are experts in their own areas . One of the most important things a tutor is able to do is to listen to you.

if you do have a serious pro blem it is much easier to talk to a familiar face than someone who you don¶t really know. You will also be able to ask your tutor to write re ferences for you for potential employers. your tutor will be monitoring your progress and will ultimately be involved in writing references for potential employers or applications for further study so they need to know more about y ou than just your name on a list! Fourth. again as stated above. as you have no specific problems. your tutor will be informed if you have been missing classes and of any problems with your performance.MBA Handbook 2010-2011 Examination Boards. including in any discussions of individual cases at Examination Board meetings. However. Although you may sometimes think there is no need to see them. 40 . How do I go about seeing my tutor? Your tutor will let you know the best way to make arrangements to see them. They will want to talk to you about the reasons for any unauthorized absence or poor performance. They are usually happy to do so. if you have problems. Third. you can contact the School¶s Senior Tutor (see below). Regular contact in between these times with your tutor is also encouraged. as attendance is a requirement of the University Regulations and is taken seriously by the School of Management. (also see section on references for employment or further study in this Handbook). They cann ot do this effectively if you do not communicate with them. Please respond to their requests for meetings. you need to remember that your tutor is also a member of the School teaching and research staff and has many other demands on their time. Although this may sound like a reason for avoiding your tutor. again as we have suggested earlier. Many tutors will post details of their office hours on their doors. As already stated. it is still important to develop a relationship with your tutor through regular meetings. so please be considerate and courteous about arrangements to meet with them. and so on. or staff at one of the other university facilities such as the Counselling Service. if there is any cause for concern regarding your attendance or your performance. Welfare Centre or Student Learning Centre. Second. you will be asked to see your personal tutor. If you have an urgent need to talk to someone and you cannot contact your tutor or your Programme Lead er. First. to choose modules which you will find rewarding and to get the best out of your Masters degree and your time at Leicester. they will b e seeking to find ways of helping you ± to manage your time better. There are a number of reasons for this. Further. which affect your work. which has more detailed information and advice. although they expect to be asked first and to be provided with an up -to-date CV. who can inform other members of staff that you have been ill and need help to catch up. you will meet with your tutor in the tutorial meeting at the beginning and end of Semesters 1 and 2. as discussed in section 8 of this handbook and on the University websi te. your tutor will be the person who will represent you at the Examinations Board. further study etc.

y advise you about the suppor t available from the central services of the University (Careers. Counselling etc). and publicize cover arrangements if they are away from the University for any length of time. y tell you when he/ she is availa ble for consultation by posting office hours or by some other means. y provide references if required for employment or postgraduate study. even though you have both attempted to make the existing arrangements work. and facilities and procedures generally. Welfare. y see your personal tutor when asked to do so. your programme. if you urgently need to talk to someone and your tutor or Programme Leader is away from the University. University of Leicester School of Management Senior Tutor This is Jo The Senior Tutor has responsibility for the co -ordination and monitoring of the School¶s Personal Tutoring system. room KEB529A. y note the hours when your tutor is available for consultation and a rrange visits accordingly. telephone 252 3500. y ensure that your tutor has your current address and telephone number.MBA Handbook 2010-2011 What happens if I really do not get on with the tutor I have bee n allocated? If the relationship between yourself and your tutor has genuinely broken down. y speak on your behalf if necessary at examiners' meetings and hearings. What is your responsibility to your personal tutor? You should: y familiarize yourself with the information provided by the School and the University about your responsibilities. you should arrange to see the Senior Tutor. y advise you on academic matters and your general academic progress and act as a link between y ou and the University As suggested. 41 . y discuss non -academic matters with you if you so wish. then you have a right to request that the Programme Leader reallocates you to another member of staff. The University guidelines on personal tutoring What is your personal tutor's responsibility to you? Your personal tutor should: y see you at least twice in the first term and once per term thereafter. email jkg10@le.

Section 4 Assessment Coursework and Examinations MBA modules are assessed by a variety of methods.000 word dissertation Late March Mid-late May Mid-late May Early May The dissertation Late August Time management You should check any final details for submissions with the Full Time office. so you MUST allow time to begin work on your assignments so that they do not interfere 42 . You can see that there is the potential for µbottlenecks¶ of submiss ion and exam dates. Design and Operations 1 examination Organizational Behaviour 1 assignment Semester 2 Preparation for Dissertation Corporate Finance Business Ethics in a Global Context Two electives (options) 1 assignment 1 examination 1 examination Depending on the module (usually assignments) 15. The following table provides basic information about how and when each module is assessed. informed of any plans to change modules or programme and of any difficulties that you may be having. Module title Assessment Likely deadline/date Semester 1 Foundations of Knowledge and Professional Skills Accounting for Managers 1 assignment 1 examination End October Early January Early January Early-mid January Early-mid January Strategy. Details of the assessment for a particular subject will be found in the module booklet concerned. as well as the Full -Time Programmes Office and the Programme Leader. Business Information and 1 assignment Analysis Marketing.MBA Handbook 2010-2011 y keep your personal tutor. These module titles will all appear on your final transcript. but please use the above table as a rough guide for how you should be planning your studies.

whether for an assignment or your dissertation. The grade awarded can be found at the bottom right hand corner of the AGC form. Please note that these ticks are provided for your benefit only and offer an appraisal of your work across a number of key aspects of the assessment. manner. Purpose and meaning of assignment is unclear and/or poorly organized Attention to the Purpose of the Assignment Has addressed the purpose of the assignment coherently and with some Has addressed the purpose of the assignment Some of the answer responds to the purpose of the question Answer fails to address the question set 43 . Worse Presentation is disorganized. The AGC form is the means by which the assessment of the work is processed. Has addressed the purpose of the assignment comprehensivel y and imaginatively <------------------------------------------------------. Poor time management will not be seen as a legitimate excuse to g ain an extension on a submission date. When submitting any piece of coursework or your dissertation. conducted and communicated. The indicative marking schema Presentation of Assignment and Clarity of Expression Better Presentation shows a polished. you will find it very difficult to do yourself justice. You will be given plenty of notice about your assignment questions (they are typically included in the Module Outlines) so you will have no excuse not to begin work on these during the preceding Term. coherent structure.MBA Handbook 2010-2011 with your exam revision ± if you try to complete everything at the last minute. When marki ng the lecturer will tick the appropriate boxes in the table on the AGC form. A copy of the table can be seen below. you are required to attach an AGC (³Assignment Grade and Comments´) form. Performance criteria and grading structure The pass mark for all coursework and examinations is 50%. These ticks suggest to you areas of respective strengths and weaknesses of the piece of work being assessed. apparent. Two marking schemas are used when assessing a piece of work. Fluent academic writing style. The performance criteria used to assess coursework and examinations are indicated below. organization organize in a Thoughts and and logical ideas clearly coherence. expressed. There is no direct relationship between the ticks provided on the indicative schema and the grade awarded: however. Thoughts and ideas are clearly expressed. Language Meaning mainly fluent. but language not always fluent. the indicative schema does inform the overall grade.> Presentation Presentation Presentation carefully and satisfactory shows an logically showing attempt to organized. The µindicative¶ schema is displayed as a table on the AGC form. These comprise an µindicative¶ and an µoverall¶ mark schema.

None or unsubstantiated conclusions The performance in these key areas is then used to inform the overall assessment. Tendency towards description. concepts and some analysis of issues. Shows a thorough understanding of the material which is critically evaluated and presented in a relevant. but with only partial relevance or coherence. substantive comment on the extent to which the coursework meets the overall grading criteria. if at times lacking coherence. Arguments are well integrated. A little use of examples. Displays elementary knowledge of well-learned facts. concepts and theories. Displays a good answer based on knowledge of principles. The criteria used and their corresponding grades can be seen in the following table. Some integration and evaluation attempted Some evidence of the conclusion being supported by theory/ literature Very little use. together with an analysis of the issues involved. Demonstrates the ability to distinguish between differing viewpoints. concepts and theories together with sound analysis of issues. Illustrations: Use of examples/ evidence Conclusions Appropriate examples are fully and reliably integrated and evaluated Analytical and clear conclusions well grounded in theory and literature showing reflection upon key issues Some use of examples. Purely descriptive. Clear application of theory through critical analysis of the topic area Demonstrates some critical analysis of relevant theory Limited evidence of critical analysis. Demonstrates an outstanding ability to argue alternative views in order to reach independent conclusions. Displays a sound knowledge of principles. Demonstrates some generalized understanding and some ability to evaluate the material which is presented. The AGC form also contains a space for more discursive. Little integration and evaluation Limited conclusions only partially grounded in theory/literatur e Lacks critical analysis of theory. Shows sound understanding of material with some ability to evaluate and present it in a way which is appropriate and clear. Can offer a balanced argument in reaching a conclusion. but with only partial relevance or coherence. Displays some knowledge of principles. B+ 66-69% B 65% B60-64% C+ 56-59% C 55% C50-54% 44 .MBA Handbook 2010-2011 attempt to demonstrate imagination Critical analysis of literature/ theory The assignment demonstrates application of critical analysis. Shows understanding of material which is evaluated and presented in a relevant way and is supported by evidence. No evaluation. Demonstrates some generalized understanding and some ability to evaluate the material which is presented. The overall grading structure Grade A 70% plus Performance criteria Displays a very wide-ranging knowledge of principles. concepts and theories with an attempt at providing an analysis. Well integrated and evaluated Good understanding shown in summary of arguments based in theory/ literature Some use of examples. which tutors will use to expand on the indicative schema outlined above. but with little awareness of differing viewpoints and limited analysis. lucid and coherent way with evidence fully and reliably integrated.

It is normal for staff to allow +/ .MBA Handbook 2010-2011 D 45-49% E 44% and below Marginal fail. uncompensated by a clear answer or. Imagine a piece of coursework is to be marked out of 100%. µ Available marks¶ in this context means the maximum marks available for the piece of work (for example. there is very little substance but simply scraps of µgeneral knowledge¶.000 words. 100 would be the available mark in a percentage mar king scheme). It is due to be submitted on Monday 8 December. if your assessment brief states 3. you need to follow the advice given on the permissible word count. The original mark awarded for the coursework is 55%. but note that it does NOT include the appendices or the list of references. making 45 . Either fails through complete misunderstanding. Coursework deadlines Deadlines for the submission of coursework must be honoured. then you should direct your question to the module leader who will be happy to clarify. up to a total possible deduction of 60%. The student fails to submit the coursework until Thursday 11 December. Just as with any part of an assignment brief. Failure to submit work on time will result in a penalty that will reduce your mark . a penalty of 10% for missing the deadline plus 2 x 5% for each of the two subsequent days (failure to hand in on Tuesday 9 December or Wednesday 10 December) is imposed. According to the University of Leicester Code of Practice on the Assessment of Students a penalty of 10% of the available marks for the written work will be imposed upon the expiry of the deadline. references and appendices ". A penalty of 5% of the available marks is then imposed on each of the ten subsequent working days. some examples without any real analysis. more usually. or what is acceptable to include in an Appendix. but if you have any queries on what is or is not included. Meeting the assignment brief (word count) The AGC form that you sign when submitting coursework (including the Dissertation) asks you to identify a word count and reminds you that this is "to include everything except the AGC Form. then this is the expected word count. For example. PLEASE BE AWARE THAT IF YOU FAIL TO OBSERVE THE WORD GUIDANCE YOUR WORK MAY BE PENALISED BY THE MARKER FOR FAILURE TO MEET THE ASSESSMENT BRIEF. However. continuous substantial and repeated errors. It is therefore 3 working days late. PENALITIES VARY AND CAN BE AS LITTLE AS 1% OR LARGE AT 10%+ DEPENDING ON THE SEVERITY TO WHICH YOU ARE JUDGED TO HAVE FAILED IN MEETING THE ASSESSMENT BRIEF. An example follows.10% of the stipulated word count when marking. Contains a few relevant facts but without the development of a clear argument. Fail.

Extensions to programme deadlines CAN ONLY be granted by the Masters Extensions Committee. the signed extension authorization form will then be returned to the Full -Time Programmes Office. The Full -Time Programmes Office will also inform you of this decision by e -mail.MBA Handbook 2010-2011 a total deduction of 2 0%. EVEN IF THEY SUBMIT THE COURSEWORK OR DISSERTATION ONLY MINUTES AFTER IT HAS EXPIRED. PLEASE ALSO NOTE THAT.for example.. Extensions CANNOT be granted by your module le cturers or your Programme Leader. Extension authorization forms can be reques ted from the Full-Time Programmes Office or printed off from Blackboard. personal. medical or other nature). and fails the module as a result. who will notify your module lecturer or dissertation supervisor that no deductions are to be applied for late submission. THE DEDUCTION POLICY APPLIES FROM THE EXTENDED DEADLINE DATE. Mitigating circumstances It is the responsibility of students to inform the School of any matters (wheth er of an academic. you must do this at least a week in advance of the deadline. IF YOU ARE GRANTED AN EXTENSION BUT FAIL TO MEET THE EXTENDED DEADLINE. and to supply substantiating evidence . If approved.g. Please also note that appeals against degree classification and appeals against termination of programme may be disallowed if the appeal is based on mitigating 46 . journeys home. STUDENTS WHO MISS THE TIME DEADLINE ON THE DUE DATE WILL HAVE THE RELEVANT PENALTY APPLIED. Should you have grounds for applying for an extension you should complete one of these forms and attach any available evidence (e. which may be relevant to their academic performance. The student therefore achieves a mark of 35%. you will again be e -mailed directly by the Full -Time Programmes Office. Such information should be submitted before the meeting of the relevant board of examiners is due to take place. a medical note). computer difficulties and late nights in the Student Union bar are not considered to be legitimate excuses! If you feel that you have a valid reason for requesting an extension. If the extension is not approved. a medical certificate. The Committee comprises of the various Masters Programme Leaders and the Director of Postgraduate Studies and exists to ensure consistency and fairness across the programmes. Holidays. You should hand this form to the Full-Time Programmes Office and they will pass it to the Committee for approval. Extensions to coursework deadlines will only be granted to those programme members who produce a medical certificate from their doctor or who are able to provide a legitimate reason for being unable to produce their work on time. DO NOT wait until the deadline date or even worse until you submit your late assignment as no extension will then be granted.

or the Graduate Office (for postgraduate research students). Where the illness is of more than seven days¶ duration or is of a non minor nature. Other general practices may charge for providing reports and such charges must be met by the student concerned. Students are responsible for collecting medical certificates from the Freemen¶s Common Health Centre and supplying a copy to their department and to the Registry (for postgraduate taught students and undergraduate students other than MBChB students). It is the responsibility of students who are required to produce medical evidence of fitness to continue or resume study to acquire such evidence by the date specified to them by the Registry. where it might be a contributory factor in a failure to meet course deadlines or to perform up to expectations in any academic assignment. and must report the illness as soon as they are fit to do so. Freemen¶s Common Health Centre now charges the University for providing medical certificates and reports. the examinations. Students and tutors may be asked to complete an application form before a letter is written (this request form is submitted to Freemen¶s Common Health Centre through the Student Welfare Service for audit purposes). the Medical School Office (for MBChB students.MBA Handbook 2010-2011 circumstances which the appeals committee believes should have been communicated earlier to the School of Management. Notification of ill health: Students who suffer a minor illness for a period of less than seven days are required to report this to their departments: (a) (b) if the illness leads to absence from classes at which attendance is compulsory. Students must self-certify their illness using a standard form available from departmental offices.). the Graduate Office or the Board of Examiners. 47 . when it is the responsibility of students to seek medical help as soon as possible for any ill health expe rienced during. The seven-day ruling is suspended by the Freemen¶s Common Health Centre during the First and Second Semester and September resit examination periods. Students registered with other general practices should ensure that their medical certificates are similarly distributed. or near to. medical advice should be sought and a medical certificate submitted to the Unive rsity.

Make sure you observe any additional instr uctions that your module tutors may give you about assignment layout and format. All pages should be clearly numbered. only the first file that you submit will be accepted. Hard copy (paper) submissions will not be accepted. Please note that coursework can only be submitted as a single file. with the exception of the dissertation which should be submitted in hard and soft copy. then press µSubmit¶. 2. but we recommend that you save your work as a Word document or pdf file. pages 610.doc). Submitting via Blackboard/Turnitin When your assignment is complete and you are ready to submit.g. Select the file that you wish to submit using the µBrowse¶ facility.g. Save the resulting file using the following format: (your family name_your first name_your programme_your module. If you split your assignment into a number of shorter files (e. Read the Student Declaration and select µView/Complete¶. (Freeman_Laura_Management_FOK. WHICH YOU WILL RECEIVE IN SEMESTER 2.MBA Handbook 2010-2011 Submission of Coursework PLEASE NOTE THAT THE INSTRUCTIONS BELOW DO NOT APPLY TO DISSERTATIONS. 48 . Submission of coursework assignments is easy providing you follow some simple steps: 1. You will be transferred to the Turnitin submission system.doc) e.doc. All coursework assignments are submitted electronically using Blackboa rd. µp ages 1-5. Write your essay within the AGC form document and complete Section 1 and 3 of the AGC form.doc) Coursework can be submitted online in a variety of formats. log on to the Blackboard site for your programme and go to the µAssignmen ts¶ area. where you should select the submission icon. SEPARATE INSTRUCTIONS FOR DISSERTATION FORMAT WILL BE ISSUED IN THE DISSERTATION HANDBOOK. Preparing to submit Download an AGC (assignment grades and comments) form from the Blackboard site.

ac. Each file submitted is given a Turnitin Report Score identifying the extent to which other sources have been replicated. which will be held in the Summer term. However. Failed assessments If you fail a coursework. When you submit your assignment it will be reviewed by Turnitin. if you encounter any difficulties. Submitting your coursework through Blackboard is really very straightforward and you will soon get used to the process.. You will receive further information about your assessment performance after we have marked your work at the end of Semester One. Resubmission or resit opportunities may be available but these will depend on the original failing marks and the number of failed assessments of each have then failed the module to which it However. Checking what you have submitted You will be presented with a text only based version of your work to view for checking. You are advised to take every opportunity afforded to you to familiarise yourself with how to avoid plagiarism / poor scholarship. If you have failed any modules. Turnitin is a useful way of alerting markers to the fact that plagiaris m or poor scholarship might have occurred. All resubmissions and re -sits will take normally place early to mid-September. you will be advised after the Board as to whether the School will permit resubmissions or re -sits in your case. including reading the section on µAcademic Honesty¶ elsewhere in this Handbook. Important: Please note that the Univer sity will receive the original document and not the µtext only¶ based version. You will receive a Paper ID number and an email via your University of Leicester email account to confirm submission. and what form these will take. Similarities with other published sources (and other student work) is identified and the original source provided. Any resubmission or re -sit which is deemed to satisfy the 49 . please contact your Programme Administrator or email ulsmSubmiss@le.e. it is merely a tool to aid markers and is by no means the only way in which plagiarism / poor scholarship is identified. Some words about Turnitin µTurnitin¶ is a plagiarism detection software package. It is your responsibility to keep a record of this as proof that you have submitted. If you are happy that this is what you wish to submit please select µYes Submit¶.MBA Handbook 2010-2011 3. an examination or a dissertation ± i. you gain less than 50% . Please note that final decisions on whether resubmission or re -sit opportunities are offered to students will be made at the Progress Board. This will include a meeting with your Personal Tutor to discuss what you may need to do if you have failed anything.

That is up to you to decide. this does NOT mean you have a right to re -supervision. you should NOT expect them to tell you exactly what to revise in advance. and may even guide you through a sample question if appropriate. you will have to take a whole new examination. as the consequences of failing it are even more serious than failing a taught module. If in d oubt. and students at Masters level should be able to µthink on their feet¶. within a week of you receiving your marks. 50 . Even if you end up failing just one module. provide a page of notes outlining the most common exam mistakes made by students as a whole. module leaders will usually provide some guidance in the normal course of their lectures before the examination in terms of the format of the exam and what type of questions students can expect to encounter.thus you really should not assume that you can slow down at the end of the taught elements of the course and coast through your dissertation. It is usual to be asked to re -attempt the same coursework question that was set originally. Clear. this will prevent you b eing eligible for a Merit or Distinction. make sure you revise your entire module syllabus! Students who fail their dissertation will normally be given one more opportunity to resubmit. the module leader will. This means that you would not be able to graduate wit h your fellow students . These notes will be designed to help you better approach your revision should you choose (or be allowed) to retake the module (see below).e. please note that while you may be given the right to resubmit a failed dissertation. even if your other module mark are relatively good. but the key themes or syllabus topics are likely to be very similar ± check with the module leader. The obvious advice is therefore to ensure that you pass everything at the first attempt! Students who fail an assignment will normally be provided with extensive written comments on their actual piece of work and their AGC feedback form. based on past papers (available via Blackboard) and any informal hints you may pick up during lectures. as for assignment failures. regardless of its quality. Moreover. These comments should highlight what you would need to put right in order to get a pass. Instead. To provide you with further guidance. In addition. However. but the feedback on the AGC should be enough for you to identify the key problems that must be remedied ± it will be up to YOU to address them. Students who fail an examination will not normally receive any one -to-one feedback on their exam script ± this is simply not University practice. within a week of you receiving your marks.MBA Handbook 2010-2011 assessment criteria is subject to a capped mark of 50% maximum. Thus your original dissertation supervisor (see Section 3) will be happy to offer brief clarification shoul d you need it. If you ultimately fail (i. the modul e leader will provide a page of notes on Blackboard outlining the most common mistakes made by students as a whole. but check with the module leader to be sure. There naturally has to be an element of the unknown in any exam. typically with a deadline of the following January. after attempting any permitted resubmissions/resits) more than two modules it is unlikely that you will be able to gain a Pass in your Masters course.

The function of the external examiner is to ensure that standards are consistent across universities. especially since all assessed work is first marked by the module lecturer and then a sample second marked by another member of the School¶s academic staff to ensure consistency and fairness. External examiners are authorities in relevant academic disciplines. this period may sometimes be extended. dissertations and other information relevant to the assessment of a programme member¶s performance. Due to the need to maintain quality standards in the marking of student work. The Faculty of the Board of the Social Sciences is the awarding body whose recommendations are subject to confirmation by the University Senate. When this happens. and if there are suspicions of plagiarism then the marking process could also take longer. Instead you should make sure you understand clearly the reasons for your failure (s ee above for how to do this) and then plan to resit or resubmit accordingly. which will normally be held in November. 51 . examination scripts. Asking for your work to be re-marked Sometimes you may get a mark which disappoints you since you really believe that you did your best with an assignment or exam. All failed assignments are automatically seco nd marked. The Examination Board has the right to scrutinize all programm e materials. The e -mail message will also inform you of the procedure for collecting the grades. This consists of both the internal examiners and external examiners. The Examination Board makes recommendations to the Board of the Faculty of the Social Sciences for the award of the MBA. We endeavour to make grades available to students 4 weeks after the deadline for the coursework or the date of the examination. External Examiners Final assessment of programme members¶ written work is undertaken by the Examination Board. You will be notified by e -mail when grades are available. STUDENTS HAVE NO RIGHT OF APPEAL ON ACADEMIC GROUNDS. some students are so upset that they think that they are allowed ask for their original work to be reassessed ± but this is highly irregular. It is important that you appreciate that. as indicated in Section 10 of this handbook. coursework assignments. who are appointed by the University of Leicester for a period of 3 years.MBA Handbook 2010-2011 Assessment feedback times The processing and marking of coursework and examinations is a time consuming activity.

You should see Section 10 of this Handbook about how to do this.MBA Handbook 2010-2011 This is because WE ARE CONFIDENT OF THE QUALITY STANDARDS ON OUR PROGRAMMES AS ALL OUR MODULES ARE RIGOROUSLY FIRST will simply be thrown out. 52 . BEFORE BEING SCRUTINISED BY AN EXTERNAL EXAMINER. but of course this could means that your original mark could go DOWN as well as up! There is. at the behest of the External Examiner. an administrative procedure by wh ich students can appeal. Under exceptional circumstance. you really do have to accept the original mark that has been awarded to you unless you have very clear. This chiefly involves you being able to prove that there was some sort of proce dural flaw/mistake in the running of the module or the marking process . there is a slight chance that a third marker. may be asked to revisit a module mark at the Final Exam Board in November. AND A SAMPLE OF SCRIPTS SECOND MARKED INTERNALLY. But please note that there is NO POINT you doing so if your appeal is based on questioning our academic judgement . In other words. nevertheless. NON -ACADEMIC reasons that you can cite as worthy of consideration.

This committee will be responsible for collecting and representing the views of the MBA programme members and for overseeing the activities of the social committee. The student members of the staff/student committee are responsible for: y y Attending each meeting Asking the student committee to identify areas of concern that need to be raised at each meeting. 53 . Graduation Balls. is asked to discuss the possibility of forming an MBA Programme Social Committee. each tutorial group will nominate a leader and these group leaders will act as the student committee. once in the first semester and once in the second semester. trips to clubs and places of local interest. once formed. Taking the minutes of the meeting and circulating these to student committee members to ensure dissemination to tutorial group members. if one is established. It would be useful to show student committee members the agenda items and also ask if there are additional agenda items they would like to put forward. y The staff/ student committee will meet twice during the academic year. and the Module Leaders for each semester. They provide an important vehicle for formal feedback. international theme parties. It is a forum in which matters of mutual concern to staff and students can be discussed. Staff/ student committee PG Masters staff/student committees will sit for e ach of the taught Masters programmes. staff/ student football games. the Programme Leader. The student committee will nominate 2 of their members to represent the students on the PG staff/ student committee for the programme. In previous years this social committee has organized events such as go-karting. Valentine Balls. The Director of Studies for Postgraduate Programmes may also attend. The Programme Social Committee The student committee.MBA Handbook 2010-2011 Section 5 Staff/Student Committees Student Committee As suggested earlier. The membership of this committee will be 2 student representatives for the MBA. the Programme Administrator. This committee would be responsible for organizing social events for students on the programme. Assistance is available from the School of Management in this regard ± contact the Programme Leader for further information.

MBA Handbook 2010-2011 Alumni Association The School of Management has an Alumni Association which you are eligible to join on successful completion of your degree. The opportunity to join the Associatio n will be made available to you after the submission of your dissertations. Constructing a yearbook is usually a team effort. if you wish. and to help you keep in touch with each other. they can contain much more than this. and we would suggest that the student committee for your programme consider whether and how they (and/ or other programme members) might work on a yearbook project. Each year the Association holds a number of local events and lecture series across the globe. Yearbooks typically contain contact details and photographs of all the students on your programme. With over 20. our Alumni Association offers unparalleled opportunities for global networking. and the subsequent successful completion of your degree. and are used as a record of your time at Leicester.000 graduates in more than 80 countries. Programme yearbooks The School of Management can offer assistance to students who wish to produce a yearbook for their c ohort. Of course. 54 .

at the completion of your programme. (ii) have satisfactorily completed all coursework requirements in the taught modules.e. or pass or fail. Credits deriving from the dissertation element are not normally considerable for the award of the Postgraduate Diploma. The dissertation constitutes a further 60 credits. The MBA. you have insufficient credits to enable you to be awarded a Masters degree. a Pass) a candidate must: (i) obtain at least 90 credits at 50% or above in the taught modules and no more than 15 credits below 40%. To be awarded a master¶s degree with Merit a candidate must: (i) obtain at least 60 credits at 60% or more in the taught modules. This award is made on the basis of the following conventions: 55 . Whether or not your award can be made with distinction or merit will in most cases only become apparent after completion and marking of your dissertation. and (iii) achieved a mark of 50% or above in the dissertation. which are non-credit bearing formative modules) constitutes 15 credits. you may still qualify for the award of Postgraduate Diploma for which a total of 120 credits are required. Credits for the award of Postgraduate Diploma MUST be derived from only the taught part of the programme. and (iii) have no fail marks . and (iii) have no fail marks To be awarded a master¶s degree with Distinction a candidate must: (i) obtain at least 90 credits at 70% or above in the taught modules and a mark of 60% or above in the dissertation. which successful candidates will be awarded. or (ii) obtain at least 60 credits at 70% or above in the taught modules and a mark of at least 70% in the dissertation. merit. The assessment conventions that apply to your programme that are used to determine your award and its classification are as follows: Masters Degree To be awarded a master¶s degree (i.MBA Handbook 2010-2011 Section 6 Additional Information The MBA award You require a total of 180 credits to be awarded a Masters degree and each of your taught modules (with the exception of Foundations of Professional Knowledge and Skills and Preparation for Dissertation . is classified as distinction. If. (ii) achieve a mark of 60% or above for the dissertation.

MBA Handbook 2010-2011 Postgraduate Diploma To be awarded a Postgraduate Diploma a candidate must: (i) obtain at least 90 credits at 50% or above with no more than 15 credits below 40%. you may still qualify for the award of Postgraduate Certificate for which a total of 60 credits are required. No student shall be reassessed more than once in one module. and (ii) have satisfactorily completed all coursework requirements To be awarded a Postgraduate Diploma with merit a candidate must: (i) obtain at least 60 credits or more at 60% or abov e. This award is made on the basis of the following conventions: Postgraduate Certificate To be awarded a Postgraduate Certificate a candidate must: (i) obtain at least 45 credits at 50% or more in the taught modules and no marks less than 40%. A full transcript and programme syllabus indicating overall grades will be provided at the end of the award process. be allowed to be reassessed. Those candidates who fail their dissertation will also. If. at the completion of your programme. To be awarded a Postgraduate Diploma with distinction a candidate must: (i) obtain at least 90 credits or more at 70% or above. 56 . In normal circumstances candidates will be allow ed to be reassessed in up to 60 credits of the taught programme. under normal circumstances. at the discretion of a progress board that will meet in the summer. and (ii) have satisfactorily completed all coursework requirements. Credits deriving from the dissertation element are not normally considerable for the award of the Postgraduate Certificate. and (ii) have no fail marks. and (ii) have no fail marks. The mark obtained for resubmitted work or a re -sit is capped at 50%. you have insufficient cr edits to enable you to be awarded a Postgraduate Diploma. Credits for the award of Postgraduate Certificate MUST be derived from only the taught p art of the programme.

which is of an administrative rather than an academic nature (e.if you have a problem.MBA Handbook 2010-2011 Counselling It is worth emphasizing again how important it is for you to discuss any problems that you might be having with us as early as possible. Personal problems ± i. In the case of each category of problem programme members should consult their personal tutor in the first instance. confidential advice. if we need to. do make a prior appointment. If you need to talk to James Boyd in the Full-Time Programmes Office. REMEMBER . you may be referred to the University¶s Graduate Office in the Fielding Johnson Building. finances.. It is much easier for us to help if we know about a problem in its initial stages. then visit the office during their opening hours or contact James by e-mail or telephone. Although we are fully aware that some problems are highly sensitive.. other relationships etc. In the first instance. relating to academic matters such as difficulty understanding the material in a particular module.if you want to discuss problems with anyone in the School of Management. References for employment or further study The School of Management is pleased to provide references for employment or further study for current programme members and graduates and to supply evidence of modules taken and passed where appropriate. Academic problems ± i. who will try to resolve it for you. from whom they can be assured of obtaining effective and. or share information about you with colleagues. if necessary.e. Please therefore keep us informed of any difficulties that you experience... The co -operation of students in observing the following points will assist teaching staff and secretaries: 57 .e. If you feel that a satisfactory resolution of the problem has not been provided through these means. regarding the provision of letter s stating that you are a full time student at the University). you can be assured of our discretion at all times and that we will only ask for personal information. you should contact James Boyd. you should next contact the MSc Marketing Programme Leader who will try to resolve the problem and decide whether or not the Head of the School of Management needs to be involved in the discussions. family. Full-Time Programmes Administration team leader. which might affect your studies. If the problem cannot be resolved locally. Administrative problems . either by e -mail or telephone. If a satisfactory conclusion cannot be reached. matters relating to your accommodation.g. programme members must discuss their problems with the lecturer who is responsible for the module. health. then you should contact your Programme Leader or the Academic Administration Manager.

which is produced after the completion of the pr ogramme and the final examination board in November. you should send a written request to the School of Management outlining your activities since graduation. Again as we have already said. advised to retain the detailed outlines and reading lists from their modules.MBA Handbook 2010-2011 (i) A programme syllabus will be provided with your final transcript. Some employers/ professional bodies require more information about modules than can be given in programme handbooks like this one. (ii) (iii) Should you require a member of staff to provide a reference after you have graduated from Leicester. Students are. 58 . Staff expect to be asked. References for students are normally provided by the teaching staff. whether they may be used as referees by students and to be provided with brief details of the post or course being applied for. One copy per student only will be provided. Staff will not give references if their names are used without permission. your personal tutor is the individual you should approach for references. as we have stated earlier. therefore.

Please however. The information that you should give to others in order that they can get in touch with the Full-Time Programmes Office if necessary3 is as follows: James Boyd. if these are different and notify staff of any changes immediately. adjacent to the lift. dial +44 116 252 3949) http://www. keep the Full -Time Programmes Office informed of your local Leicester address and telephone number and your home address and telephone number. This notice board contains important information and should be checked regularly. such as a family illness. 3 Please be that relatives and friends should only make use of these contact details if there is a genuine emergency and they cannot contact you any other way. programme administrator 0116 252 3952 (from outside the UK. Other notice boards in the ULSM contain general information abo ut internal and external events and activities. The notice board opposite KEB517 contains current research information and academic items of interest. 59 .MBA Handbook 2010-2011 Section 7 School of Management Services Available to Programme Members Emergencies You may be contacted via the Full-Time Programmes Office in the event of us being notified of an 0116 252 3949 (from outside the School of Management fax number School of Management website We might also need to contact you quickly in the event of unavoidable programme changes. dial +44 116 252 3952) email: ulsmmbaft@le. NB it is the responsibility of programme members to inform the Registry of changes in your address. Notice boards The MBA student notice board is situated above the student pigeonholes on the fifth floor in the Ken Edwards Building. Any change in the contact details should also be notified to the Registry.

Incoming Incoming faxes addressed to programme members will be placed in the student pigeon holes for collection. It is not the responsibility of ULSM staff to notify students of incoming faxes. allowing staff to communicate information to students in a simple and easily accessible fashion. Fax Outgoing In the case of an emergency only. Regular checks on the pigeon holes are therefore recommended. A payphone for outgoing calls is situated close by. E-mail Each programme member will be allocated an e -mail address by the University Computer Centre. It also acts as an online notice board.MBA Handbook 2010-2011 Blackboard Blackboard is a Virtual Learning . You should ensure that you check the announcements on Blackboard regularly. An internal telephone is located at the Reception Desk at the entrance to the Ken Edwards Building. Faxes may be handed into the Full -Time Programmes Office for onward transmission.le. Photocopying Photocopying facilities are available in the Library on the ground floor and lower ground floor. You will be able to access the Blackboard for your course by going to https://blackboard. This service is operated on a sliding scale of costs depending on where the fax is being sent and how long it is. A small charge is made for each copy and programme members may purchase photocopying cards from the issue desk and from the machines provided in the Library. Please pay at the time you send your fax. Please check this e-mail account regularly. Level 2. Please also be aware that faxes for students should only be sent to the School of Management if there is no other legitimate method of communication. 60 .ac. and provides a central point of access to ite ms such as course information and module materials. Telephones Programme members do not have access to telephones in the School of Management. a fax facility is available to programme members. as it will be used by academic and administrative staff to contact you throughout your MSc Marketing studies.

MBA Handbook 2010-2011 There are no photocopying facilities for prog ramme members in the School of Management. both internal and external. under the notice boards. Programme members should check these daily as important communications may otherwise be delayed. 61 . and that the address abov e should not be used by others to write to you unless there is no viable alternative. The pigeonholes are arranged in alphabetical order of student family name. Mail There are pigeonholes on the 5th floor of the Ken Edwards Building. Mail addressed to programme members in the School of Management should be sent to the following address: Your name MBA Student: full time School of Management University of Leicester Ken Edwards Building University Road Leicester LE1 7RH UK Please note that you should use your home address in Leicester for the bulk of your personal mail. for incoming mail for the School of Management students.

The building. These resources suppleme nt any core texts which you may need to own. We subscribe to over 18. contemporary in design. 62 . and take a tour around the 3D virtual world of Second Life. The Library provides access to over a million printed volumes and a wide range of electronic journals and information resources. Leicester Digital Library http://www. The Graduate Media Zoo in the Graduate School Reading Room provides a µsafe¶ environment for you to learn about and experiment with the µtechnological wildlife¶ available in Higher Education. The Media Zoo offers the opportunity to handle and see the potential of new devices such as eBook Readers. which you will receive shortly after registering for your degree programme. Opening hours are generous. The inspirational David Wilson Library building was opened by HM The Queen in April 2008. using them effectively will make a key contribution to success in your studies.MBA Handbook 2010-2011 Section 8 University Facilities Student ID card Your student ID card.000 electronic journal s and an increasing number of electronic books. including extended vacation opening to cater for po stgraduate students. The majority of these resources are available off campus. an award winning building at the heart of the campus. gives you access to a number of University Leicester has significant electronic collections. and group study rooms that can be booked only by postgraduate students. The card is valid for the duration of your degree programme. including the Library and the Sports Hall. Library Services University Library The University Library is a significant research library. It comprises the David Wilson Library. David Wilson Library Graduate School Reading Room & Media Zoo The Graduate School Reading Room in the David Wilson Library is exclusive to postgraduates and University staff.le. and the specialist Clinical Sciences Library at the local hospital. combines state -of-the-art technology with the strengths of a traditional research library and over 1. It offers a variety of study spaces from silent study to informal space. with Wi -Fi available throughout.500 study

MBA Handbook 2010-2011 Support for distance learning and part -time research students The University Library places special emphasis on support for distance -learning and part-time research post -graduates who cannot always visit the Library in as such. Your CFS username and David Wilson Library: email: library@le.le. or levy a fine on any user who breaks these regulations. or any person nominated by the Librarian.html for current charges and other They may be contacted by These resources can provide students with dissertation options. Using the Library Entrance to the libraries requires a Student ID/University Library card which is issued as part of Tel: (0116) 252 3104 63 . Please note that as a registered student Senate¶s Library Regulations apply to you. Specialist support for researching your subject area The Library has Information Librarians for each subject area. these can be found at .le. You may find it particularly useful to contact them when beginning a piece of extended project work or dissertation. To make full use of t he Library Catalogue you need a Library PIN. This state of the art facility houses many fine collections both medieval and mo dern.htm Library Regulations The Library is a shared service for all members of the University and. Services include postal loans for books and arranging access to local can apply sanctions. For security reasons your card and PIN should not be shared with phone or in person. Special Collections The David Wilson Library includes the Kirby & West Special Collections suite. Please visit: Tel: (0116) 252 2043 Clinical Sciences Library: Email: clinlib@le. which is sent to your University of Leicester email address.le.le. is needed to access the Digital Library off campus. which you get when you register. The For more details please visit http://www. some rules need to be respected when using it. Contact Details Web site: www. We look forward to seeing you in the Library.

NOTE: Support for these external services is provided by staff in the David Wilson Library. Computer Accounts: When you complete your online University registration you will be issued with an email address and a username for accessing the CFS service. The computing service used by most students is referred to as the CFS service and it makes use of Microsoft¶s Windows operating system to provide access to the Microsoft Office suite of programmes and other software that will help you with your studies.MBA Handbook 2010-2011 IT Services Support for the University¶s central computing services is provided by staff in IT Services. Wireless Network Service : The Wireless Network service is freely available to all members of the University and provides Internet web browsing and access to your University email and filestore. Regulations of Use: Students must abide by Senate¶s Regulations Concerning the Use of Computing Services. and if registered you can obtain access to the ULTRA service which runs Linux. Remote Access to University Email: You can use the Outlook Web Access serv ice to obtain secure access to your University email from anywhere in the world.le. The CFS service has Internet Explorer and when a student runs this browser on campus the University¶s internal home page for students is dis played. To obtain access to these resources you must use your CFS username. Content is mainly provided by University staff and many departments will use this service to disseminate information. You can also access Blackboard. 64 . the University's Virtual Learning Environment (VLE). whi ch are available on the University NOTE: Your CFS username and password will be requ ested . These regulations. There are also several Student PC Areas in the David Wilson Library.¶ Access to Computers: Most of our teaching buildings have Student PC Areas where there are PCs you can use and some of these rooms have overnight and week-end access. The University Website: Staff in IT Services manage the systems that provide information on the University Resources Protected by Athens: The University subscribes to a number of database services which are protected by Athens. A web browser is required and the address for this service is http://webmail. state that µThe staff of the University will at all times have authority to maintain good order in the use of the University's computing facilities and may suspend or exclude from their use any person who breaks these Regulations. NOTE: Your laptop must be suitably configured to connect to the Wireless Network service. NOTE: The University expects students to use the PCs in Student PC Areas for legitimate academic purposes only and with consideration for others¶ needs.

5.17:00 Tel: 0116-252-2253 Email: ithelp@le. (during term-time) 9 . . greeting cards. so that students can rely on the Bookshop to supply all the books that they are encouraged to buy in the course of their University Bookshop The Bookshop is owned and managed by the University. . This is a combined Library and IT Services one-stop-shop for help and support. can be used to access the University¶s central computing services. (during vacation) 65 .30 p. 9:00 .ac. The opening hours are as follows: Monday to Friday Monday to Friday 9.m. This residential network. All prescribed and recommended texts are kept in stock. Printing Facilities: Registered students may use the printers in our Student PC Areas.00 a. Any book not in stock can be quickly provided to order. For more information about the printing facilities available please visit t he IT Services website (see below).m. You can also contact the IT Service Desk (email: ithelp@le. which is provided by a commercial and a wide range of stationery items are stocked as well as University of Leicester branded merchandise including an ever changing range of clothing.MBA Handbook 2010-2011 Halls of Residence Network : Facilities for internet ac cess are available in all of the study rooms in University accommodation p. A wide range of paperbacks and books of general interest are also kept in stock. ITS Website: For more information about the services and IT support available please visit the IT Services website at http://www2. The costs of printing are automatically debited from your µPrint and Copy¶ account which is created when you register for a computer account.00 a. IT Support: If you are on campus and have an IT related problem or query you can visit the Help Zone in the David Wilson Library. Established in 1958 the bookshop moved to new premises on the ground floor of the David Wilson Library in April or tel: 0116 252 2253) or your department may have computer support staff who can offer you help. Contact Details IT Service Desk Open: Monday to Friday.m.

given to you upon registration with the Graduate Office and can also be downloaded from the University intranet (go to http://www. You are asked to note in particular that the General Regulations Concerning Undergraduate and Postgraduate Taught Students at the beginning of the document cover some important matters which are summarised below: 66 . This is an important document which should be read carefully and retained until the end of your index. In addition to accepting payment in cash.00 Contact details: Telephone: 0116 229 7440 E-mail: bookshop@le. (all year) The Bookshop is open to the general public as well as to all students. ther e is a mechanism by which money may be deposited with the bookshop by parents or friends and later used to purchase books and stationery. Some of the areas covered in the Postgraduate Regulations include: y y y y y y y y y y y y y Statement on harassment and discrimination Regulations concerning residential a ccommodation Library regulations Regulations concerning the use of University computing services Regulations concerning the freedom of speech Code of Student Discipline Examinations regulations Parking regulations Regulations governing the Students¶ Union Appeals procedures Data Protection Act Payment of fees Internet Code of Practice Candidates studying in the School of Management should pay particular attention to the following regulations: All students are issued at registration with a weblink to the University¶s General Regulations. .MBA Handbook 2010-2011 Saturdays 9.12. by cheque.m. Programme members are encouraged to read the Regulations carefully and to clarify any areas of concern or ambiguity at an early date. Mastercard and Maestro. as we have stated. Visa.30 and click on General Regulations for Taught Postgraduate Degrees).uk University Regulations Comprehensive details of the University Regulations are provided in the University of Leicester Handbook and Regulations for Taught Postgraduate Students which is.

m.m. both in and around the University buildings and also in public places.30 a. This procedure also applies if the absence is required for religious reasons. unless these arise from specific religious requirements identified by the student at the commencement of the academic year. and 2.30 a. and 2. Departments are empowered to authorise short absences for personal reasons.m. or examination failure. subject to the overriding requirements that the examinations must be scheduled within the 67 . Examinations : Examinations are normally scheduled utilising two periods a day for the First Semester examinations (9. and two slots a day for the Second Semester examinations (9. practicals and other formal classes as are specified in their course timetables. so that any specific religious needs can be anticipated.). met. The extent to which the timetabling of examinations can be adapted to meet the specific religious requirements of individual students will vary from case to case. academic departments and administrative offices are expected to utilise this information pro -actively. Monday to Saturday. and special arrangements cannot be made to accommodate stud ents¶ personal preferences. Term-time employment (full -time students) : Paid employment during term-time should not exceed 15 hours per week. Such parttime work will not be accepted as a mitigating circumstance to excuse absence from classes.).m. seminars.30 p. Full -time students must reside in Leicester or within easy commuting distance of the city for the duration of each term. but requests for absences of more than one week must be explicitly approved by the University. and will only be granted if the department is in agreement with the proposal.MBA Handbook 2010-2011 Attendance : Attendance is an essential requirement for a first degree or taught postgraduate programme. and all students are normally required to attend such lectures. or are associated with approved measures to support students with disabilities. and where practicable. Examinations are held on six days a week. and if the student concerned takes full responsibility for the completion of outstanding academic work.30 p. late submission of work. but as students are required to notify the Registry at the beginning of each academic year if there are likely t o be religious reasons for any absence during that year. Personal conduct : The University expects students to conduct themselves with propriety. Students with disabilit ies who require special examination arrangements should contact the AccessAbility Centre. bu t the University will make such alternative arrangements as are in its power.

International (non EU) students will be required to attend two check points during each year of their course of study. may be issued with a formal warning by the University.MBA Handbook 2010-2011 published examination periods. Requests for temporary withdrawal and associated conditions of re-entry require the approval of the University. Neglect of academic obligations : Unsatisfactory attendance. Withdrawal: Students. Students who are neglectful of their academic obligations by failing to attend teaching sessions and/or submit the required assessments will be warned by their department and. work and progress may result in a student losing their right to re -sit failed assessments. who wish to withdraw from the University. (whether permanent or temporary) It is very important you ensure that should any reasons or difficulties arise which will affect your ability to attend your course that you stay in contact with (the 68 . and that alternative arrangements introduced for individu al students must not disadvantage the majority. Important additional international students information for Tier 4 Integral to the Tier 4 visa system . seek advice from Student Development and/or Student Welf are Service. y Absence (through Illness or for any other reason) In addition to the attendance regulations outlined above . t he requirement to remain incommunicado for a period of time). Attendance at these check points will be monitored and where attendance is not met this will be reported to the UK Border Agency. either temporarily or permanently. It is therefore very important tha t you read the sections below and follow the correct procedure as instructed. Unsatisfactory attendance. Students making requests for special treatment on religious grounds should recognise that measures designed to meet their needs might therefore involve an unavoidable element of inconvenience (for example. A guidance leaflet on withdrawal and an application form are obtainable from the Reception Desk in the Fielding Johnson Building. or in some circumstances. Students are advised to take note of the attendance and submission requirement s for their individual course as provided by the department. y Withdrawal. should consult their personal tutor and/or other members of the academic staff. and where applicable. work and progress may lead to termination of course. if their performance does not improve. termination of course. both you the student and the University of Leicester are legally obliged by the UK Border Agency to meet certain requirements.

Career development titles cover all the essential areas such as CV writing. We maintain 69 . You may also wish to take advice from the International Welfare Office about your immigration status. One-to-one advice is available via study consultations.MBA Handbook 2010-2011 department /Personal Tutor/Dept Administrator) to keep them updated on your situation. so whether it¶s writing better essays or building a CV. professional and personal development. Our learning development titles range from avoiding plagiarism to improving your essay writing. Student Support and Development Service (SSDS) The Student Support and Development Service (SSDS) provides development and support services in the following areas: Learning and Career Development Student Development Whether it¶s developing the skills you need to succeed on your course. You can see our advisors face-to-face in the Student Development Zone or use our website to find out h ow to access our services remotely. instant advice is available to take away. application forms and interview skills. Every term. to giving effective presentations. we have a busy programme of interactive workshops covering a diverse range of topics. Visit the Student Development Zone in the David Wilson Library to access our extensive range of resources: we have over 50 different study guide titles and 20 career development guides. Student Development is here to support and facilitate your academic. maths help and careers consultations. Student Development provides lots of opportunities for you to develop your employability skills whilst at Univer sity. or in your life beyond university. job searching. You can also access these resources from our website along with a range of online resources such as interactive study skills tutorials and videos on developing your career prospects. research consultations. Please note: Failure to follow procedures and meet these requirements could put your immigration status at risk.

David Wilson Library Telephone: 0116 252 5090 Email: sdzhelpdesk@le.MBA Handbook 2010-2011 strong links with employers and advertise their vacancies and work experience opportunities through JOBSonline (on our website).ac.le. work placement schemes and enterprise activities. AccessAbility Zone. The Centre welcomes self-referrals as well as referrals from academic We have a busy programme of employer -led events. Website: http://www. Email: Contact: Student Development. such as dyslexia. from skills workshops to careers fairs. To find out more about how Stude nt Development can enhance your success at university and beyond. or take an accredited programme and gain a Leicester Award in Employability skills. visit our . The open acc ess Centre acts as a resource base for students and staff and is a relaxed place for students to work.le. Second Floor. Research postgraduates are catered for with resources. and we organise nu merous opportunities for you to make the most of your time at University. disabilities or long-term conditions. Tel/minicom: 0116 252 5002. Student Development Zone. assessment of dyslexia. Low-level photocopying. Fax: 0116 252 5513. printing and scanning facilities are also available. events and training specific to their needs: from Starting your PhD workshops to University-wide events such as the Annual Festival of Postgraduate 70 .uk/studentdevelopment AccessAbility Centre The Centre offers a range of services to all University of Leicester students who have specific learning difficultie s. Contact: AccessAbility Centre. Choose from a wide range of volunteering opportunities. Its computers are equipped with specialised software for speech output (essay planning software and basic speech output software are on the University wi de CFS network).ac. the co -ordination of alternative examination arrangements and assistance with applications for the Disabled Students' Website: www. David Wilson Library. Staff offer one -to-one support.

meningitis. The Service also co -ordinates HOST visits to British families and hospitality visits to local families in Leicester. pregnancy testing. Health and Wellbeing 71 .le. Information is provided on specific hardship funds.MBA Handbook 2010-2011 Practical matters Student Welfare Service The Student Welfare Centre offers wide ranging support for students. the Student Welfare Service runs various Welcome programmes throughout the year. Students are advised to renew their visas through the scheme provided by Student Welfare. which are claimed through the Service. the Service recruits and trains the Sub-Wardens and Resident Advisors who provide this support. with information on budgeting and DSS benefits. The Student Welfare Service co -ordinates pastoral care for students living in University Website: http://www. and sexual health. Welfare staff can assist with applications to charities and trusts. Welfare Officers can provide materials on health -related issues including alcohol and drugs. 1 Floor Percy Gee Building. International students with children may be eligible for help with childcare costs. Telephone: 0116 223 1185 Fax: 0116 223 1196 Email: welfare@le. For international students. A legal advice clinic is held in conjunction with the School of Law. Students can apply for hardship grants and loans through the advice is given on immigration. Financial advice is offered. The Service also works closely with the local community to intervene in disputes with neighbours and to improve living conditions for those students who choose pri vate rented accommodation. information and application forms are available on the Practical advice and information is available on a wide range of issues. Postgraduate and mature students are invited to apply for these st Counselling. Contact: Student Welfare Service.

Wednesday and Friday. to 8. Students who are having difficulties are encouraged to talk them through with a counsellor. Appointments can be made by 72 . If required. The aim of the service is to assist students to lessen the impact these might have on their studies. 161 Welford Road (behind the Freemen¶s Common Health Centre) Office hours: to Student Support (mental wellbeing) This discreet and confidential service offers one -to-one support to students managing mental health issue s at university.00 p. or call in and speak to a receptionist in Website: http://www. While some students see a counsellor just once or twice. email. liaise on their behalf with their Departments or other parts of the University. This can sometimes prevent them turning into major problems .MBA Handbook 2010-2011 Student Counselling Service The Student Counselling Service provides free and confidential services to all students.m. the service can co -ordinate a network of support from those available both at the University and in the wider community. 161 Welford Road (behind the Freemen¶s Common Health Centre) Telephone: 0116 252 2283 Email: mentalhealth@le. Telephone: 0116 223 1780.00 a. to stress. ranging from difficulties with adjusting to University life. An appointment to meet with an adviser can be made by telephone. I t will The service also provides advice and information to members of the university community who ha ve general concerns about mental health issues. anxiety or related issues. or family/relationship concerns. Contact: Student Support (mental wellbeing). depres sion. letter or email.00a. E-mail: counselling@le. Students seek out the Service for a variety of reasons. Counselling services are short -term. Students are welcome to make contact with the service at any point in their course. with the students¶ permission. go and see them! Contact: Student Counselling from prospective students who wish to discuss any support they may require on course. if in doubt. others may go and see them regularly over a period of several weeks. 10.00p. Monday and Thursday. Pre-entry contact is also encouraged.

uk Website: http://go. the students are responsible for their employability. Contact: The Student Healthy Living Service. enhance study and reach their full potential. 73 . skills development activities and others. 161 Welford Road (above Freeman¶s Common Health Centre) Telephone: 0116 223 1268 Email: healthyliving@le. the service helps individuals to identify an approach to life which can improve their wellbeing. however it is important to remember that departments and the Student Support and Development Service are also responsible for enabling and encouraging students to engage in developing and realising their potential. career focus days. the community and the economy. which includes their employability. understandings and personal attributes ± that makes graduates more likely to gain employment and be successful in their chosen occupations. Employability The University embraces employability as being a set of achievements ± skills. Student Development (incorporating what was previously the Careers Service and Student Learning Centre) can play a pivotal role in supporting departments in embedding employability within the Student Healthy Living Service The Student Healthy Living Service strives to help students enjoy a balanced life. including those related to PDP. employer and the ways in which they collaborate with Student Development in this respect. As well as supporting academic achievement . More information can be found on the Healthy Living Service website. Departments might wish to make explicit mention of the activities they organise that are designed to help students enhance their employability. as well providing students with oppo rtunities outside of the curriculum. and which benefits themselves. these skills are transferable and should prove beneficial through the transition from University to the demands of employment and graduate careers. The Student Healthy Living Service works closely with the Freemen¶s Common Health Centre and also provide s direction to appropriate health care services.MBA Handbook 2010-2011 Website: www. The service is committed to the delivery of health and wellbeing activities that support students in developing life skills. together with contact details for the departmental careers

le. 7. 3. 74 . such as presentation and numeracy skills with help from Student Development: www. specific subject knowledge and skills you use such as problem-solving and team-work). Take an active role in Students¶ Union activities and within your own department to develop your communication.le. Student Development collaborates with the Students¶ Union to organise volunteering . They will need to be able to articulate and demonstrate to postgraduate tutors. Do some voluntary . 8. . Get some work experience or work shadow somebody in the type of job or organisation you find interesting. 2. Develop study skills.MBA Handbook 2010-2011 For many students. Research and talk through your ideas with an adviser from Student Development and with your departmental Careers Tutor. all arranged by Student Development). 10. Speak to employers about what they expect from you (many employers hold workshops and presentations on campus or attend careers fairs.g. a primary reason for choosing to study a degree is to improve their career Further details are available at: www. It is therefore helpful for students to be given details of how they can improve their employability along the lines described below. employers and other recruiters the skills and knowledge they have devel oped during their undergraduate years. Participate in one of the Leicester Award for Employability programmes organised by Student 4. Attend any talks. 6. 5. Undertake a work placement or internship after the second year or during vacations and think through what you have gained from the experience. organisation. Link what you learn within your modules to how you could use it in the wider world (e. Ensure that you are not in this category by developing your employability skills: 1. 9. workshops and careers events organised within your department and the wider University. Departments may wish to replicate the following to guide students in improving their employability: Ten ways a student can develop their employability: ³Applicants lack the right combination of academic and soft skills´ this is something many employers say about graduates. and then link these to the particular needs of the tutor or recruiter. This guidanc e can be modified to include details of any specific departmental activities and opportunities. interpersonal and related skills. ranging from marketing to counselling www. This will help you decide if it¶s really for you.

it organises careers fairs and also offers careers consultations. These resources. jc55@le. including the MBA. finance and management careers also receive investment for the benefit of all ULSM postgraduate students be they MSc or MBA. The chaplains all co -operate in ministering to students and meet regularly to share their common concerns. Muslim. On-line careers resources tailored towards business. marketing. All our postgraduates can draw on the support of the Student Development Service which also organises talks from outside employer Please also note that the Islamic Society attempts to contact all Muslims at Freshers' Fair and the University has provided separate prayer rooms for men and 75 . There are chaplains for the Church of England. in tandem with the support from the central Student Development Service. result in excellent levels of careers support for our postgraduate students at ULSM. Students are supported by a taught careers programme on a range of careers issues and individual careers consultations are also available with trained careers advisers. Each of the principal denominations of the Christian Church appoints a chaplain to the University. A range of support and provision is provided for postgraduates. Hindu. This takes the form of an additional resource from an MBA specific careers adviser financed by the School itself and thus the provision of more expert careers guidance and a more tailored careers support programme of careers lectu res organised by the ULSM Careers Adviser. The Jewish. Sikh and Buddhist faiths are also represented. MBA students in addition enjoy additional bespoke careers support provided by John Constantinou (Office KEB523. Some of this investment is also extended to the MSc courses. the Methodist Church. Chaplaincy The Chaplaincy is located in the Gatehouse on University For further information please ring 285 6493 or e -mail Handbook 2010-2011 Careers Support on PG Programmes Careers support is taken very seriously by the University of Leicester and the School of Management (ULSM) within it. the Baptist Church. This comes jointly from provision from the School¶s own resourced and bespoke careers support and from the central careers service (called the Student Development Service). the Uni ted Reformed This tailored programme results in a programme of careers lectures from both the adviser himself and an additional resource committed to booking recognised expert speakers that are booked at many of the top busine ss schools in the UK. the Roman Catholic Church. the Unitarian Church and the Congregational Church.

bars and meeti ng rooms You can visit the website at Education Unit. Friday prayers are held in a large room on the 10th floor of the same building at 1.m. till 4. The Education Unit provides an impartial and confidential service to help and advise students about options available to them on a wide range of topic s such as academic appeals.which sells everything from stationery to sandwiches. or simply to offer guidance about where to go and what to of the biggest and best in the country . The service is available for all students and you can be assured that the Education Unit has a policy of treating all casework in the st rictest of confidence and will not take any action on issues you raise without your consent. The Unit is based within the Student Support Centre on the ground floor of the Percy Gee Building and is open weekdays from 10 .leicesterstudent. Students¶ Union The Education Unit is one of the main and crucial services that the Students¶ Union provides for students.00 p. The Students¶ Union The Students¶ Union plays a central role in University life.leicesterstudent. the Union provides a range of services. Phone: 0116 223 1202/1128 E-mail: educationunit@le. Ba sed in the Percy Gee building at the heart of the main campus. a 76 . You can either pop in or book an appointment in advance by contacting us on the details Website: http://www. leaving University.00 a. It is overseen by the Academic Affairs Officer and is staffed by one full time member of staff. There¶s the Union Shop .15 pm. changing courses.MBA Handbook 2010-2011 women in the Charles Wilson Building on the mezzanine floor.

Nevertheless. writing and speaking for your studies can be fou nd via the English Language Training Unit (ELTU) You will meet members of the ELTU during your induction period who will explain the support that they can provide in more detail. especially after you receive the feedback on your formative Foundations of Knowledge module. that you need further guidance . and in the institutional content folder on Blackboard for inclusion in module Blackboard courses. we do expect you to have mastered the skills and techniques associated with successful performance during your previous educational experience. Moreover. since you are now studying at postgraduate level. PDP will give you the opportunity to reflect on how you are progressing through your Masters degree. and to plan for your future development.le. help in reading. in the case of international students for whom English is not their first language. Some guidance on study skills will also be provided during your induction period. if you find. A series of free study and research guides are available from the Student nd Development Zone on the 2 Floor of the David Wilson Library. the following information may prove a worthwhile aid to planning. you have the opportunity to participate in Personal Development Planning (PDP). and what can I do to help me get there? By helping you to answer the questions associated with each of its elements. PDP provides you with a valuable opportunity to improve and enhance both your academic performance and your chances of professional and career succ ess once you graduate. 77 . Personal Development Planning (PDP) As a taught postgraduate student of the School of Management. The th ree key elements of PDP are: y y y Academic Development ± how can I improve my academic performance? Personal growth ± what can I do to get the most from my time at university? Employability and Career Planning . on the Student Development website. we would like to draw your attention to the Study Guides available in the University¶s Student Development Zone on the 2 nd floor of the David Wilson Library and from Student Development¶s website ( www.MBA Handbook 2010-2011 Section 9 Study Skills To attain the optimum results and rewards from time devoted to ).where do I want to be when I graduate.

This aspect of your Programme Specification is reproduced ov erleaf: 78 . there are plenty of people around to help support and guide you. their ability to manage and plan for their own personal and professional prog ress and to identify for themselves the available opportunities for career development. Coun selling etc. and provide evidence for. Your induction to the programme will incorporate a presentation on what PDP is and how it works.MBA Handbook 2010-2011 By taking part in PDP. This support and guidance is available from University services such as the Careers Service. You can also use your PDP activities as a basis for some of your discussions with your personal tutor in the School of Management. However. It is your opportunity to identify your own strengths and areas for development and to plan for your future success. Student Welfare. Crucially. Reminders about PDP and its benefits will also be given during the Foundations of Professional Knowledge and Skills module which is the first one you will encounter as well as throughout the remainder of your programme. along with transferable skills and the ways in which they are related to teach ing and assessment methods have been delineated for your Masters in its Programme Specification and this provides an excellent departmentally specific resource to facilitate your own PDP efforts. Subject specific and professional skills. you will gain a much clearer understanding of issues such as: y y y The skills employers value most highly The kinds of employability skills you are developing as you progress through university The practical steps you can take to enhance your existing skills and develop new ones Modern graduate employers are looking for people who can clearly demonstrate. PDP you will help you gain a much clearer picture of just how wide -ranging the support available is and how to make the best use of it in order to achieve your own goals . the Student Learning Centre. PDP is a process that you are in charge university and beyond. Opportunities to engage with PDP exist all through your studies at Leicester are probably most pronounced i n both the Foundations of Knowledge and Professional Skills module already mentioned and that in Research Methodology (or equivalent). PDP can help you do just that.

Dissertation research. computer based examinations. Practical and conceptual ability to appropriately apply theoretical resources to illuminate practice. Dissertation research. and group-work. integrated case study examinations and dissertation. Oral presentations (group and individual). computer based examinations. directed reading and exercises. Ability to successfully read. Independent research. Ability to mount and sustain an independent level of inquiry at an advanced level. directed reading and exercises. Independent research. and group-work. and group-work. and group-work. case study exercises and dissertation. Presentation Ability to organise research material in a manner appropriate to the medium that is to be assessed. essays. Appraisal of evidence Ability to analyse and assess a variety of complex management and organisational issues. How demonstrated Concepts Enhanced grasp of principles of concepts of management and organisations.MBA Handbook 2010-2011 Subject and Professional Skills Intended Outcomes Teaching Methods Knowledge Advanced knowledge of a range of management subjects. essays (group and individual). case study exercises and dissertation. Dissertation research. Oral presentations (group and individual). Oral presentations (group and individual). computer based examinations. directed reading and exercises. rigour and selfreflexivity. lectures. essays (group and individual). to distinguish between relevant and nonrelevant material. essays (group and individual). lectures. lectures. lectures. Oral presentations (group and individual). both of a theoretical and an empirical bent. analyse and interpret quantitative data including accounts. computer based examinations. and group-work. Independent research. Independent research. Dissertation research. Oral presentations (group and individual). Independent research. directed reading and exercises. computer based examinations. and group-work. Dissertation research. essays (group and individual). Ability to reflect upon context bound nature of the generation and application of such concepts and techniques. Critical Analysis Ability to apply understanding of concepts and techniques with independence. directed reading and exercises. directed reading and exercises. Integration and synthesis of knowledge across subjects. Oral presentations. lectures. computer based examinations. Dissertation research Techniques Mastery of research methods. analyse and reflect upon academic literature. case study exercises and dissertation. essays (group and individual). lectures. Ability to construct. Independent research. Research Methods module. 79 . to write-up and deliver oral reports on findings to a professional standard. case study exercises and dissertation. case study exercises and dissertation.

A progressive improvement in the ability to locate. Working Relationships Ability to work collaboratively and responsibly in groups. Group exercises and presentations. Lectures. including accounts. individual supervision. essays. Knowing how and when to draw on the knowledge and expertise of others. Case Study Exercises. directed reading and exercises Research methodology module. Ability to deliver oral presentations with clarity. Teaching Methods How demonstrated Dissertation. Research Methods module. Communication Skills Ability to work collaboratively and responsibly in groups. group discussions and peer to peer feedback. Foundations of Professional Knowledge and Skills Group and individual exercises. assignments. group work and presentations therein. drawing up a realistic time-table. fluency and coherence in written expression of management issues and debates in a manner appropriate to the audience. essays. Oral presentations. ability to contribute and comment on ideas in syndicate groups.MBA Handbook 2010-2011 Transferable Skills Intended Outcomes Managing Learning Conducting a successful business plan in self-managed group environment. Knowing how and when to draw on the knowledge and expertise of others. Ability to reflect upon behaviour and skills with a view to personal and professional development. team problem solving sessions. and group-work. lectures and through addressing the requirements of progressive modes of assessment. case study assignments. Dissertation Assignments. lectures. Data Presentation Demonstrate clarity. lectures. and group-work. Oral presentations. Group oral presentations and group assignments. Case Study Exercises and Dissertation Lectures. ability to respond to questioning. integrated case study examination. fluency and coherency. Ability to construct and present quantitative data. Dissertation. integrated case study examinations and dissertation. 80 . Demonstrating intellectual independence. through identifying a credible research project. reflecting on and µwriting up¶ results. Oral presentations. Independent research. Independent research. group discussions/ problem solving exercises and presentations Group work. ability to contribute & comment on ideas in syndicate groups. contributions to discussions. Assignments. Dissertation. organise Lectures. computer based tests and integrated case study examinations. lectures. culminating in the dissertation. independent research and group work Group assignment essays and oral presentations. Directed reading. Discussion within lectures. independent research and dissertation research Group work and lectures. effectively using IT resources where appropriate.

You should plan and monitor what you do and. including the world of study. there are also limitations to planning the management of learning. in a manner appropriate for the required audience. y how much progress you want to make with assignments or examination revision. For more information on PDP and to access the on -line resources available to support the PDP process go to: http://www. identify your strengths and try to improve the process. in relation to the process of studying. where necessary. Managing your study time We strongly advise that you actively 'manage' your study. y how much work you aim to do in a pa rticular week. organizations . consider the context in which you will be studying and generate a broad strategy for successfully covering the material and completing the programme. consider y our situation and home responsibilities in the relevant study period. If you take a broad overview of the requirements of any particular module. You should make decisions about the importance that you will attach to tasks. the unexpected and chance have an important role to play in education. People . is not necessarily ratio nal or logically ordered. you might want to set yourself targets for: y how much time you want to spend on completing a task. the time you choose to allocate to them and the sequence in which you do quantity and quality of your work. The world. and articulate it accurately in a written or spoken format. We expect MSc Marketing students to spend at least 5 hours per week studying each module outside lecture and seminar time in Semesters 1 and 2. we do not expect that all students will approach the business of study in a way we prescribe. For example. or indeed in an over -planned manner.have different approaches to planning. Thus. Creativity. These will help you to focus your study time. you will be able to develop specific and realistic plans for active study and writing. You may also find it useful to make personal and specific objectives for yourself. Just as there are limitations to adopting a heavily planned approach to management. You should clarify your aims. 81 . assess material and apply ideas. be flexible and build in contingency or µslack¶ time to your plans ! People also learn in different ways. A hotlink this site is also available on your programme Blackboard site.le.MBA Handbook 2010-2011 and marshal evidence.

MBA Handbook 2010-2011 We do. This is both to make your learning effective and to use as another source of learning about Management theory and practice. 82 . however. advise and expect you to develop study management skills and to be aware about how you personally do it.

It is easy to forget new ideas. the same idea may be thought of as a plus. Evaluation of ideas. you mi ght find that. It will also remind you of previous relevant aspects of the programme. we mean the rapid gathering of ideas that seem relevant to a particular topic or problem within a brief time limit and without judgement. read the te xt in detail to find the specific information that you need. when evaluating. This process leads to a certain type of thinking which you will find helpful throughout the programme. For studying in depth. this will help you to think of key ideas before you consider them in more order to get the maximum benefit from them. However. you should review your notes regularly and practise new methods and tools. It will prepare you to respond critically to what you read and to relate whatever you learn to current knowledge and practice. This will help you focus on your own ideas and experience. You can then reflect on each idea. people and projects. skim each section to increase your understanding. Although you may only spend a minute on each focus initially. First. Brainstorming is a technique you can use on your own as well as in groups. 83 . Interestingly. a minus or interesting depending on how you look at it. To help your memory. you should not start at the beginning and finish at the end of a text. At different stages during the programme. By µbrainstorming¶. Look at headings and tables. look briefly at the whole text to see what is there. you should try to id entify and explain the positives. too. in some cases. negatives and interesting points relating to the topic. that does not matter. This helps you to develop a general understanding of what is in the text. Brainstorming is sometimes a useful way to start these notes and to make sure that you generate a wide range of points. Finally. At this stage. Then.MBA Handbook 2010-2011 Preparing to read and study When you are faced with any programme-related task or reading. Thus. Effective reading There are various styles of reading which are appropriate for different purposes. Read introductory p aragraphs. it is also important to summarize the key things you have learned ± regarding modules and generally . 'evaluation' should cover strengths and positive points. you are simply examining ideas. activities and learning Managers (and people in general) seem to find it easier to focus on weaknesses and negative points when they are evaluating propositions. Using these reading strategies will help you to increase your reading speed and save time. develop and analyse the material as a whole and make connections. any summary and the concluding section. it is helpful to first spend a couple of minutes making notes on what you currently know about the topic or think about the question. learning and remembering. if you decide the text is relevant to your purpose. to counteract this negative tendency.

dates. It is better to think about what is written from your own point of view and decide if you agr ee or disagree with the points that the author is making. You mus t not use another author¶s words or ideas without full reference details. books/articles. authors don't write especially to help you personally with yo ur assignment. when you are taking notes from a text. When you take notes from a text you are reading. These notes will not be enough on their own. Thus. It is also a good idea to take note of basic points from as many different books and journal articles as possible and compare what the authors say as you are reading. you should µtranslate¶ what the author has written into your own words. extra references and any other material that you find while doing re search for your assignment. it is better to only write down the points that are relevant to your focus. No assignment will ask you to write down everything you know about a subject area. page numbers and any other referencing details to make sure that you can refer to what you have read correctly in your assignment. this may result in poor paraphrasing and plagiarism which often leads to failure.MBA Handbook 2010-2011 Assignment writing guidelines Advice on preparation The notes you take during lectures will give you a basic framework of the ideas. theories and concepts that you will need in order to complete the assignment. you should keep your specific assignment in mind and ask yourself how you can use this particular material in your assignment. so you will need to use your scanning and skimming reading skills to help you avoid lots of time -wasting. Unfortunately. Most importantly. All assignments will ask you to consider specific issues in relation to a particular topic. 84 . so you will also need to use information from the required reading. See the µReferencing guidelines¶ at the end of this Section for details of how to reference academic work. Advice on writing Content It is important to make sure you understand what the assignment question means and that you know how to answer it. you must keep notes of the authors. you will find it easier to refer to them later when writing your assignment and supporting particular views or arguments. When taking notes. This will help you check your understanding of the message in the text and make it easier for you to par aphrase the ideas later. If you copy out large amounts of other people¶s work. There will be both similarities and differences in their views and if you can begin to classify authors together in groups according to these views.

MBA Handbook 2010-2011

You need to make sure that it is clear in your assignment which are facts and which are opinions. You should also check that you have looked at the issue from every angle. When you evaluate different viewpoints, it is necessary to explore each one to an equal depth. You can't produce a valid conclusion unless you have investigated the arguments for each perspective in a balanced way. Comparison and contrast can help you do this. You should provide evidence for all the assertions that you make in your assignm ent. This means that you need to support your ideas by referring to theories, concepts, empirical research and/or experience of your own. You can use direct quotations and paraphrase other authors¶ work to give support. You should use a variety of citat ion methods to help make your assignment interesting and convincing, but you must make sure that you have all the correct referencing details for both quotations and paraphrases. µReferencing guidelines¶ are given at the end of this Section
Organisation It is very important that you organise your assignment well, so you need to make a plan, structure your paragraphs carefully and make sure each point that you make relates clearly to those either side. Unless instructed otherwise by your tutor, you should use the introduction/discussion/conclusion format in your assignment ± i.e. give the context and outline of your argument, refer to the relevant material and then end the discussion by summarising what has been said and offering your opinion on what the question is asking based on the sources you have used.

It is also necessary to organise your writing into clear paragraphs. Each paragraph should contain discussion of a particular point, so when you move onto the next point, you should start a new para graph. However, if you feel that your paragraph is getting too long and you haven¶t come to the end of the point, it¶s ok to break off at a logical place and start the next paragraph with a linking work or phrase like `Moreover¶, `Furthermore¶ or `Additio nally¶, which makes it clear that you are still discussing the same issue. We also prefer you to use a full blank line to indicate a paragraph break. There will be information on your programme¶s Blackboard site to help you with the organisation and flow of your assignments.
Style In general, you should aim to write for a layperson ± that is, someone who is not an expert in the area, but who will understand the relevant ideas if they are explained clearly. This means that when you use unusual, specialist or technical terms, you must give definitions for them. It is also important that you do not use sexist language. To avoid using µhe¶, µshe¶, µhis¶, µher¶ or µhim¶, it is better to use µhe/she¶, µhis/her¶, µthey¶, µtheir¶ and µthem¶ (the plural form i s commonly used in academic writing to help avoid sexist language). You should only refer to an individual as µhe¶ or µshe¶ when you either know their gender or you are directly quoting someone who uses sexist language (and even then [sic] might be useful ± see the Referencing Guidelines). You should also avoid insensitive terminology; for instance, don¶t use `coloured person¶ when you mean `person of colour¶ or `queer¶ when you mean `homosexual¶. Before you start writing, you should make sure your spell checker is set to UK English not US English.


MBA Handbook 2010-2011

Referencing guidelines
The University of Leicester School of Management uses the Harvard system of referencing. One version of it is shown below, but there are many other acceptable variations ± the key is to be consistent. You should follow the referencing rules for three reasons: (a) it demonstrates a dis ciplined approach to your work (academic rigour) (b) it means you won't be accused of plagiarism because you have acknowledged your sources (c) your reader will be able to follow up on the citations that interest them There are two kinds of referencing: in-text referencing and bibliography.

In-text referencing
All sources, whether academic books, journal articles, newspaper articles or material from the Internet, must be cited in the main text of your assignment. There are two ways to do this: direct and indirect quotations. Direct quotations
1. For a direct quotation, you use the author's own words. There are a variety of ways to do this, but you must give the author¶s surname, the date and page of the publication where you found the quotation. For instance:

"Sociological discourse claims to be a knowle dge of modern society, the mirror of modern society or the social" (Game 1991:20).

As Game (1991:20) states, "Sociological discourse claims to be a knowledge of modern society, the mirror of modern society or the social."

2. In a secondary citation, you don¶t quote from the original source, but from another book or article that has quoted it. In this case, you give the surname of the original author, followed by µcited in¶ and the author¶s surname, publication date and page number of the book or article that you found the quote in. For example:

"A power relationship can only be articulated on the basis of two elements" (Foucault cited in Game 1991:45).


MBA Handbook 2010-2011

As Foucault (cited in Game 1991:45) states, "A power relationshi p can only be articulated on the basis of two elements".

3. You may want to adapt a quotation to fit in with the grammar of your sentence, the flow of your paragraph or clarify its meaning in relation to the point you trying to make. You can use three dots « to show that you have removed words from the original quotation. Conversely, you can use square brackets [ ] around words that you¶ve added to it. For example:

Another occasion when threats lead to change is described by Roddick, who reports that ³After Jon Entine made his accusations, « we needed to take action´ (1997:310).

³After Jon Entine made his accusations [that Body Shop products and policies were not as ethical as they appeared], I decided that we needed to take action as quickly as possible´ (Roddick 1997:310).

4. Longer direct quotations (i.e. more than about 40 words or three lines) should be separated from the rest of the text as shown below.

Once comprehended, these networks of individuals could be tapped into for bottom up generative forces that could lead to positive educational development, rather than the recent top-down methods of enforcing particular practices:

The Conservatives claimed they were [in favour of diversity] and then made everyone do the same curriculum and tests, even told schools how to fill in the attendance register, their school repor ts « The present [Labour] government says it is in favour of diversity, but then imposes the same 15-15-20-10-minute literacy-hour pattern on every primary class. (Wragg 2001:16) Such imposed standardisation stifles creativity and inspiration, and may ex plain the reports of large numbers of British teachers going to work abroad.


. so it¶s a good idea to stu dy the punctuation in the previous examples. You can also add emphasis to a direct quotation. This is particularly useful when quoting an author who uses sexist or derogatory language (see µAdvice on writing: Style¶ ).emphasis added). but make sure that you indicate that you have added this emphasis . It makes it clear that these are the words of the source¶s author and not yours. you should reproduce it when quoting . Another point to note is that some internet sources will not have 88 . 8. If there is emphasis in italics and/or bold in the original source. and shows that you disapprove of the language used. You must pay strict attention to your punctuation in quotations. You should also put referencing information (author¶s surname.MBA Handbook 2010-2011 5. You can write [sic] after a particular word in a direct quotation to show that this is the way that the author worded the original. so that it¶s clear where they are in your writing. publication date and page number) when using a diagram or table from another source.for instance: "Thus the new grid of intelligibility is seen as desirable .for example: "This is not somehow to claim that gender should not be a central concept and object of study for organizational analysis" (Grey 1995:50). it provides a more accurate picture of organizations " (Grey 1995:49 . 7.. 6. For instance: T1 LEA DfES T and effect on all other spaces T2 Between outside area and village Teaching ideas T3 City T4 Own label outside all other spaces identified T5 T6 Planning Classroom County Table 1: ³The Position of the LEA and DfES´ (Abusidualghoul 2006) Use µTable¶ to label a table and µFigure¶ to label any other diagram.

The rules for secondary citat ion are similar to those above in µDirect Quotations¶ point 2. biology. Game 1991. you must be consistent and use it throughout. you use your own words to summarise or paraphrase the author's words. For instance: Many writers have argued that research is inevitably a subjective exercise (Knights & Willmott 1989. The only difference is that page numbers are not necessary. anthropology. Indirect quotations 1. For an indirect quotation. Kilduff and Tsai (2003) attribute this diversity to the many different sources of the network approach.g. Indirect quotation Network research embraces a diversity of approaches to studying social relations. you can put their reference details together. The ability to do this without changing the me aning of the original text proves that you fully understand it. page numbers are not necessary for indirect quotations. The multiple origins of network approaches for the social sciences contribute to the eclecticism that characterizes current work.g. 3. sociology and psychotherapy. active passive). For example: Pateman¶s (cited in McIntosh. some texts will not have named authors and other texts may not be dated. linguistics. 1994) discussion of the contract makes extensive reference to prostitution. Ways to deal with these problems are given in µOther poi nters¶ below. You can list them either in publication date order or alphabetical order of surname.MBA Handbook 2010-2011 page numbers. This example also shows how you are expected to change as many words for synonyms as possible. network ideas have been repeatedly invoked over the last hundred years. OR 89 . As you can see above. change the word forms (e. If more than one author has had the same idea. Knights 1995). Whichever listing method you choose. adjectives adverbs) and change the word order (e. For example: Original source text In fields as different as physics. 2. verbs nouns.

N. Crilly. Whether it is the transfer of knowledge from teacher to learner or the influence of policy implementation. an editorial piece in a newspaper or magazine ± you should use the name of the publication as the author. Other pointers 1. Crilly et al. Furthermore. J.for example.:248). Pateman¶s discussion of the contract makes extensive reference to prostitution. it is natural to expect a more conventional monetary policy´ ( The Economist 2006:16). chains of processes are at work. state that ³the space on which the graphical objects are arranged (e. political maps or building plans) can also hold associations that are meaningful´ (2006:346).MBA Handbook 2010-2011 As McIntosh (1994) points out. F. means `and others' and it should be used in in -text citations where there are more than two authors for one source. The page number has been added here to give accurate details for the direct quotation. One way to address this last question is to investigate circulating reference (Latour 1999) which is a concept that is also applicable to a wider spectrum of concerns because of the inherent nature of educational institutions in action. all the authors should be listed in the bibliography.g. However.. If there is no author for a work that you are using . et al. 90 . means `in the same place' and it can be used to stand in for a citation where the citation is the same as the one immedia tely before it. It has been suggested that ³As Japan¶s economy becomes more normal. ibid. A. 2. Latour defines such processes as ³a cascade of re-representations´ that causes the object to ³ lose information on its way and « redescribe it´ (ibid. Blackwell & P. Clarkson (2006) µGraphic elicitation: using research diagrams as interview stimuli¶ Qualitative Research 6(3):341-366 3.

means no date. you would also put n. 8. fourth or tenth edition.16 4. In this case.MBA Handbook 2010-2011 In the bibliograph y. third. but not in the same sense as others. If you use a source which has no publication date. A reprint date shows when more copies of the same book were printed because the first set had sold out. the entry for this citation would appear like this: The Economist (2006) µJapan¶s Economy: Out. You must make sure that the publication date that you give is an edition date and not a reprint date. 91 .). This could be a new edition published when the author made amendments to the original book. 7.d. damned D word¶ 25 th February pp. Some books are published after the death of the author. For instance: In 1973.  5. d. so the citation should read: Marx (1973) argued that gold and silver were items of trade. This is incorrect because Marx died in 1883. This shows that you can use the name of the programme series or the name of the individual programme if it was a one -off and the year of transmission. 6.d. Marx argued that gold and silver were items of trade. but not in the same sense as others. the date that you should use is the date when the edition of the book that you are using was first published. n. with the reference details in the bibliography. However. It is important not to mix the publication date with the date that an idea was created. A citation from the internet should be referenced in the same way as any other with the author¶s name (or site provider¶s name if the author¶s name is not available). A citation from a television programme should be referenced as follows: No one can find exactly what they are looking for ( Under the Sun 1998). the in text citation becomes (author's surname n. long after an idea came about and you may be citing from a second.

bold or underlined for emphasis. (1991) Undoing the Social Milton Keynes: Open University Press Surname. (1993b) The Transparency of Evil: Essays on Extreme Phenomena London: Verso 2. journal articles and other sources that you have used to write your assignment. (1996) Organizational Analysis: A Deconstructive Ap proach Berlin: Walter de Gruyter If you use works published by the same author in the same year. For example: Baudrillard. A. J. the following format should be used: Game. For books. Bryman. (1994) `The concept of decision: a deconstructive analysis¶ Journal of Management Studies 31(6):781-806 Chia. This makes it possible for your reader to understand whi ch source you are referring to. where Prentice Hall have a site in the USA) or where there is more than one city of the same name (such as Cambridge). Bell (2003) Business Research Methods Oxford: Oxford University Press Chia. The list should be presented in alphabetical order of author¶s surname. J. & E. A. (1993a) Symbolic Exchange and Death London: Sage Baudrillard.MBA Handbook 2010-2011 date of publication and page number (if one is available). R. R. (year) book title town or city of publication: publisher The title of the book should be italicized. the first you refer to in your text would be given µa¶ after the date and the second µb¶ and so on. See µBibliography¶ point 7 for an example. it is a good idea to include the state or county as follows: 92 . initial. If you have read more than one work by the same author present them in chronological order of publication date. If the city where the book was published is not well known internationally (such as Englewood Cliffs. 1. Bibliography A bibliography is a list of all the books.

(1993) `Foucault. initial. nd 6. A. the format is similar to journal articles. J. (1997) `It makes you sick. They are called edited books. but you must also include the day and month of publication. Mitchell (1983) Object Relations In Psycho analytic Theory Cambridge. bold or underlined for emphasis. For conference papers. J. For newspapers. For articles in journals. (1977) Social Learning Theory Englewood Cliffs. New Jersey: Prentice Hall Greenberg. this restructuring' The Guardian 22 April pp. Some books are made up of chapters by different authors. the following format should be used: Willmott. S.) book title town or city of publication: publisher pp.24 The title of the newspaper should be italicized.MBA Handbook 2010-2011 Bandura. you should use the following format: Brewis. 5.first -last page number of chapter 4. (year) ¶chapt er title· in editor name or names (ed. For example: Ryle. H. (1984) `Images and ideals of managerial work' Journal of Management Studies 21(3):349-368 Surname. Massachusetts: Harvard University Press 3. bold or underlined for emphasis. J. 43 -50 Surname. (year) ¶article title· journal title volume(issue):first-last page number of article The title of the journal should be italicized . politics and organizations: (re -)constructing sexual 93 . (1994) `The role of intimacy at work: interactions and relationships in the modern organization' in D. Adam -Smith & A. If you cite from a particular chapter in such a book. your bibliographic reference should lo ok like this: Brewis. & S. initial.C. Peacock (eds.) Cases in Organizational Behaviour London: Pitman pp.) or (eds.

director: director·s name 94 . director: J.htm (accessed 07. non -linear. Barcelona. initial. but it might not be possible to provide a page number for direct quotations. (year) ¶conference paper title· paper presented to the conference title conference organiser. For television programmes. You need to make it clear that this is an online source and the URL address and the date on which you accessed the page should also be included in the citation. the following format should be used: For a single programme: Under the Sun (1998) `What sort of gentleman are you after?¶ Scores Associates/BBC Bristol. town or city of conference. July Surname. (year) web page title Available online at: http://web address (accessed date) In your text. a citation from the internet should follow the same rules as any other.MBA Handbook 2010-2011 harassment' paper presented to the Organizational 11th Standing Conference on Symbolism EADA. For example: Fryer. Ruis (2004) What are Fractal Systems? Complex Adaptive and Evolving Systems A brief description of Available online at: http://www.fractal. Treays Name of series (year of transmission) ¶name of programme· producers. & J. If you use material from the Internet. clarification that it was a single programme (length of transmission) date of transmission. For instance: One definition of a fractal system describes it as ³a complex. 7. interactive system which has the ability to adapt to a changing environment´ (Fryer & Ruis 2004) could equally apply. initial. Spain. 1 programme (45 minutes) 7th -Besturings-Model/Fractal-systems. 8.03. the web page should be listed in the bibliography with title or author (where available) of the relevant pie ce first.05) Surname. co untry of conference The name of the conference should be italicized. P. bold or underlined for emphasis.

except that there is no reference to the names of any individual programmes or to dates of transmission.· there will be evidence of critical analysis. spelling and punctuation .· it will follow the correct bibliographical conventions.· it will demonstrate understanding of the main facts and issues. Phillips The format here is similar to that for a single programme. the following format should be used: Baker.· there will be signs of wide reading so that the coursework demonstrates unusually broad knowledge of the subject. your work will have many of the following characteristics: y y y y y y y y y y y it will answer the question which has been set.· it will show an ability to step outside the confines of the programme without loss of relevance.referencing can be difficult and confusing and we are happy to give advic e.MBA Handbook 2010-2011 For a single programme that is not part of a series.· there will be originality of thought and. (1997) Bullying at Work unpublished BA Business Studies Student Dissertation. (Adapted from notes by Dr Martin Cortazzi. University of Portsmouth Please ask for help with your referencing if you need it . 3 programmes (180 minutes). University of Leicester) 95 .· there will be insight into the difficulties of the subject and how different aspects interrelate. such as a report or dissertation. argument. where appropriate. usage.· it will be clearly expressed. director: J. style. For a series: Vice: The Sex Trade (1998) London Weekend Television. S.· it will demonstrate an ability to structure writing in a lucid and coherent way. you must emphasize the name of the programme and use that upfront. 9. For unpublished work.· it will follow accepted conventions of grammar.please also make sure that you change the language on your spell checker to English (UK) if it is set at English (US). And finally « To get a really good mark for a written assignment. Senior Lecturer.

Students are expected to utilise the consultative and organisational arrangements in place at departmental and institutional level (these include heads of department . details of which are set out below: Complaints procedure The University is committed to providing the highest quality of education possible within the limits imposed by the resources available to it. and it strives to ensure that its students gain maximum benefit from the academic. student/staff committees and the Staff/Student Council. the personal tutor system. Its complaints mechanism is based on the assumption that staff will at all times deal thoughtfully and sympathetically with students' problems. students should address any formal complaint in writing to the senior officer r esponsible for the relevant area of activity. Students are expected to familiarise themselves with the constitution and membership of those bodies which are intended to represent their interests. the University expects that problems will be speedily and effectively dealt with at local level. assistance to the Heads in the 96 . and various user groups). comment boxes and user surveys). Senior officers comprise: The Heads of the Colleges (in relation to academic and other College matters) ± in such cases. the services of the Students' Union's sabbatical officers and its Education Unit.MBA Handbook 2010-2011 Section 10 Appeals & Grievances/Complaints The University has two academic appeals procedures which apply to postgraduate students. If matters cannot be resolved informally . Where students feel that their legitimate expectations are not being met. and for general complaints about academic matters to avail themselves of the opportunities provided for direct feedback on the performance of individuals or in relation to the provision of services (such feedback might include course questionnaires. so as to minimise the extent to whic h formal procedures need to be followed. Hall JCR officials. or where misunderstandings about the nature of the University's provision occur. This must be done within three months of the conclusion of any departmental consideration of the complaint. social and cultural experiences it offers.

the attempts made to secure a http://www. and the University's catering and conference services) The Registrar and Secretary (in relation to any aspect of the University's administration and the operation of its administrative offices) The Academic Affairs Officer of the Students' Union (in relation to the Students' Union. unless there is a significant practical impediment (for example. other than in the most exceptional circumstances. Senior officers will immediately acknowledge in writing the receipt of any complaint. 97 . the complaint must include full details of the unresolved issue. be contacted by letter and asked to submit a signed complaints form in order to ensure that the submission is genuinely their own. because the student is overseas or is for some other reason unable to attend the University). as set out in the Regulations of the Union) . and the identification of the desired remedy. Complaints submitted by e mail will be accepted by senior officers and w ill trigger the initiation of formal procedures. however. The Librarian (in relation to the Library) The Director of IT Services (in relation to IT Services) The Director of Residential and Catering Services (in relation to student accommodation. and then only with the student¶s written permission. address. senior officers will not discuss or correspond about such matters with third parties. The complainant will normally. be called for interview during the period of investigation. including family members. including the names of those to whom their concerns have been addressed to date.doc . The senior officers have the right to refuse to consider complaints where students have made no attempt to find a negotiated solution. The form requires complainants to provide their personal details (name. and a short summary of their complaint and the way in which it has been pursued to sForm. At this formal stage. a complaint to the Academic Affairs Officer will initiate proceedings under the Union¶s own complaints procedure. etc). So far as is practicable the senior officer will respond to the compl ainant in full within twenty eight days. Complainants will.le. Students must complain on their own behalf. The complaint must be accompanied by a complaints form which can be found on C WIS. Anonymous complaints are disallowed.MBA Handbook 2010-2011 consideration of the complaint will be provided by the Heads of College Administration. and will initiate a review by seeking a written report from the head of the department/section/unit against which the complaint is being issued.

Fielding Johnson Building. within twenty five working days of the receipt of the appeal request. defamatory. So far as is practicable. Former students who have not initiated a complaint during their period of registration may not retrospectively utilise the complaints proce dure. offensive. The panel is also authorised to request further informal discussion between the parties. At the conclusion of the appeal. Unless the complaint relates to the activities of the Students¶ Union. who may be accompanied by a member of the University of his/her choosing. The appeal will be heard by a panel comprising either the Vice Chancellor or the Senior Pro -Vice-Chancellor (in the Chair) and one other Pro-Vice-Chancellor. This must be done within two months of the conclusion of the formal complaint stage. The Academic Registrar will immediately acknowledge the receipt of any such appeal and assign a member of the administrative staff of the Academic and Research Services to manage the appeal process. and the outcome announced. The decision of the appeals panel shall be regarded as final. and it will review all the relevant paperwork. and dates in the University¶s calendar of meetings will be set aside to facilitate this. the Academic Affairs Officer. the senior officer responsible for considering the complaint. and such other parties to the complai nt as it feels is necessary. the student will be sent a completion of procedures letter and details about the Office of the Independent Adjudicator. in which case the complainant will be given the options of pursuing the complaint with a reduced level of confidentiality or accepting the status quo. or pursued in an unreasonably persistent or vexatious 98 . This procedure applies to current students (including students whose registration may be temporarily in abeyance).MBA Handbook 2010-2011 The University will respect a complainant¶s desire for confidentiality unless this impedes the course of the investigation. Appeals against the response to a formal complaint Appeals against the responses of senior officers to formal complaints must be submitted in writing to the Academic Registrar. will be invited to attend the appeal as an observer. Students who have initiated a complaint but permanently withdrawn from the University before a conclusion has been reached may pursue their concerns up to and including the final appeals procedure. aggressive or intimidating. The panel will interview the student. The University reserves the right to refuse to continue with the operation of complaints procedures if the complaint is conducted in a way which is abusive. the appeal process will be conducted.

or from the Education Forms/pgappealform. The appeal hearing is conducted by a panel comprising three members of academic staff drawn from outside the appellant¶s own department. Where no eligible groun ds have been given or where no evidence is submitted to substantiate claims. Students¶ Union (tel 0116 2231132. Panels will normally be chaired by the Graduate Dean. The Appeal Form which the student must complete can be found at: In such cases the final decision rests with the Senior Pro Vice-Chancellor. Where sufficient evidence has been provided students will subsequently be notified of the date of the hearing and of their right to attend. They will al so be supplied with details of the way in which the appeal will be conducted.pd f Appeal against the award of a lesser qualification: If a Board of Examiners recommends that a student registered on a Masters programme be transferred to Postgraduate Diploma 99 . and in supporting students throughout the formal stages of the complaints procedure. Students will be required to lodge their appeal within eight weeks of the date that their termination was confirmed to them in writing by the University.MBA Handbook 2010-2011 They will at the same time be informed of their entitlement to appeal against this decision by submitting evidence of mitigating circumstances or procedural irregularity on the relevant form. for whatever reason. e-mail: educationunit@le. including neglect of academic obligations will be notified of their position by Academic and Research Services. The latter can also provide assistance in formulating complaints.le. Fielding Johnson Building (tel 0116 2522419). Advice on the operation of the complaints procedure can be obtained from the Academic ). University Appeals process For Postgraduate Taught Students there are two appeals procedures ± one relating to course termination and one relating to the award of a lower qualification: Review of Decision to recommend termination of course: Students whose course has been terminated. the student will be advised accordingly and the appeal will either be turned down or the student will be offered the opportunity to submit additional documentary evidence.

a student will have the right to appeal. was not available to the Board of Examiners or which was only partially available (for example if additional medical evidence has been obtained subs equent to the meeting of the Board of Examiners) There appears to have been a procedural irregularity in the conduct of the examining or assessment process There appears to be evidence of prejudice or bias in the conduct of the assessment process Appeals which simply challenge the academic judgement of the examiners will not be considered. which will be within eight weeks of the date that their lesser award was confirmed in writing to them by the University. 100 .uk/ua/ac/gradoff/campus/Forms/pgappealform.le. Students may appeal against this decision if: y y y They are in possession of evidence about the reasons for their academic performance The appeal hearing is conducted by a panel comprising three members of academic staff drawn from outside the appellant¶s own department. for good reason. Students will be notified of the decision of the Board of Examiners by Academic and Research Services. The Appeal Form which the student must complete can be found at: http://www. Where sufficient evidence has been provided students will subsequently be supplied with details of the way in which the appeal will be conducted.MBA Handbook 2010-2011 during the course of their studies. or be awarded a Pos tgraduate Diploma or Postgraduate Certificate on completion of their studies. Students will be required to lodge their appeal within two months of the date that their termination was confirmed to them in writing by the University. Panels will normally be chaired by the Graduate Dean. the student will be advised accordingly and the appeal will either be turned down or the student will be offered the opportu nity to submit additional documentary evidence. They will subsequently be notified of the date of the hearing and of their right to attend. They will at the same time be informed of their entitleme nt to appeal against this decision by submitting evidence of mitigating circumstances on the relevant form and be provided with deadlines for the submission of this. Where no eligible grounds have been given or where no evidence is submitted to substantiate claims.pdf The Education Unit in the Students¶ Union can provide advice to students submitting appeals in either category.

authoritative guidance on matters of procedure will be found in the University Reg ulations. remember that further help and advice is available from members of academic and administrative staff in the School of Management. and can be viewed via: http://www. They will be advised if any matters of substance relating to their programme c hange after the handbook has been printed. aggressive or intimidating. In such cases the final decision rests with the Senior Pro-Vice-Chancellor. Further help If the information provided in this booklet has failed to answer all of your questions. 101 .uk/ua/ac/Regs/index. which may be consulted in the University Library. Students should also be aware that the handbook goes to press during the summer before their academic year of study. Please address them to the Programme Leader.le. Students should be advised that the full appeals process is laid out in the General Regulations for Undergraduate and Taught Postgraduate students. Editor¶s note Comments and suggestions for improvement in future editions of this handbook are most welcome.MBA Handbook 2010-2011 The University reserves the right to refuse to continue with the operation of appeals procedures if the appeal is conducted in a way which is defamatory.html Disclaimer Whilst every effort has been made to ensure the accuracy of the information contained in this handbook. offensive. in cases of doubt. or pursued in an unreasonably persistent or vexatious manner.