Nubs Mba Handbook

Nottingham University Business School Malaysia MBA Programme Handbook 2011-12
www.nottingham.edu.my/business
Map to the Kuala Lumpur Teaching Centre (KLTC)
The University of Nottingham Malaysia Campus Kuala Lumpur Teaching Centre 2nd Floor, Chulan Tower No. 3, Jalan Conlay, 50450 Kuala Lumpur, Malaysia.
Tel: +6(03) 8924 8388 Fax: +6(03) 8924 8389
Opening hours: 9.00 am 5.30 pm, Mondays Fridays Note: At present, the KLTC is closed during lunchtime (typically from 1.00 pm 2.00 pm). During teaching semesters, the KLTC is also open in the evening when classes are on (6.30pm9.30pm Mondays Fridays) (Please refer to the MBA timetable for class schedules) A guide to KLTC facilities (including car parking charges & transponders) can be found in Appendix II of this Handbook.
Class Timetables will be provided to all students via email / noticeboard / induction packs (new
students). With effect from September 2011, teaching timetables can be accessed online at http://www.nottingham.ac.uk/academicservices/timetabling/malaysiacampustimetabling/teachingti metables.aspx. At present, access to the online timetable is restricted to computers on campus (Semenyih/KLTC) only.
Nottingham University Business School

MBA Programme Handbook 2011-12
Welcome (or welcome back) to Nottingham University Business School Malaysia Campus. This handbook is a guide for both new and returning MBA course members, and should be retained as a first point of reference for information on the Business School throughout this academic year. Included are relevant Business School contacts and procedures, details of University and Business School services and information, an overview of academic practice and regulations, and some guidelines for the preparation of coursework materials. We recommend that you use this Handbook in conjunction with the University Regulations (http://www.nottingham.ac.uk/regulations), and the Universitys Quality Manual (http://www.nottingham.ac.uk/quality-manual), a source of information for policies and procedures which support the University in its aim to assure the quality of its learning, teaching and supervision. Notes: Where referred to in the text, working days include vacation periods but not weekends or public holidays. To call a University telephone number from an internal University telephone line, dial the last 4 digits of the number. The offices of members of staff of NUBS Malaysia are located at Block E (orange faade) of the Semenyih Campus.
THE INFORMATION CONTAINED IN THIS HANDBOOK IS SUBJECT TO CHANGE AND MAY BE MODIFIED FROM TIME TO TIME.
The information contained in this Handbook is correct as at September 1, 2011, but changes may occur as the year progresses. Any changes which affect students will be notified primarily via e-mail, and/or via the University website and any online teaching portals. A softcopy of this Handbook, which will contain up-to-date information, can be found on http://www.nottingham.edu.my/Business/Courses/MBA/mba-structure.aspx. Please contact the NUBS Administration Office should you have any queries. Updated as at November 14, 2011
ACCESSIBILITY: If you would like a hardcopy of this document in an alternative format, or have other concerns around issues of accessibility, please contact the Business School Disability Liaison Officer (Postgraduate), Mr Mathew ABRAHAM (Room EA19, Ground Floor, Block E, Semenyih Campus, Tel: +6(03) 8924 8286, E-mail: mathew.abraham@nottingham.edu.my).
SOCIAL MEDIA:
University of Nottingham Malaysia Campus (Official) - www.facebook.com/UoNMalaysiaCampus Nottingham University Business School Malaysia: www.facebook.com/NUBSMalaysia UNMC International Office: www.facebook.com/UNMCIntOffice University of Nottingham Malaysia Campus: www.twitter.com/UoNMalaysia
Nottingham University Business School (NUBS) Malaysia Faculty / School / MBA Team
Dean, Faculty of Arts and Social Sciences
Professor Neville WYLIE Room EA45, Tel: +6(03) 8924 8252 E-mail: neville.wylie@nottingham.edu.my
Director, NUBS Malaysia

Professor Chew Ging LEE Room EB06, Tel: +6(03) 8924 8259 E-mail: lee.chew-ging@nottingham.edu.my
Academic Team Director, MBA Programme

Dr Kok Wei KHONG Associate Professor of Marketing Room EB12, Tel: +6(03) 8924 8257 E-mail: khong.kokwei@nottingham.edu.my
Administrative Team Faculty Manager

Ms Zatur OMAR NUBS Administrative Office E-mail: zatur.omar@nottingham.edu.my
Administrator Postgraduate
Ms Huong Mei LAW NUBS Administrative Office Tel: +6(03) 8924 8250 E-mail: huong-mei.law@nottingham.edu.my
Co-Deputy Director, MBA Programme

Ms Wen Li CHAN Assistant Professor of Business Law Room EA16, Tel: +6(03) 8924 8249 E-mail: wenli.chan@nottingham.edu.my
Administrative Assistant
Ms Kavitha MARIAPAN NUBS Administrative Office Tel: +6(03) 8924 8285 E-mail: kavitha.mariapan@nottingham.edu.my
Co-Deputy Director, MBA Programme

Dr Rebecca Chung-hee KIM Assistant Professor of Corporate Social Responsibility & International Management Room EA35 , Tel: +6(03) 8924 8290 E-mail: chunghee.kim@nottingham.edu.my
Note: All staff offices are located at Block E of the Semenyih Campus.
A directory of Academic Staff can be found on the NUBS Malaysia website at http://www.nottingham.edu.my/business/people
MAKING ENQUIRIES: Your first point of contact should usually be the NUBS Administration Office (Block E, Semenyih Campus) Ms. Kavitha MARIAPAN (kavitha.mariapan@nottingham.edu.my) or Ms Huong Mei LAW (huong-mei.law@nottingham.edu.my). However, if you have an enquiry about a particular module, you should first address it with the appropriate Module Convenor, and then if necessary with the Director of the MBA Programme. Notwithstanding the above, should you have an urgent concern on either personal or academic grounds, the Director of the MBA Programme, staff at the University Counselling Service (see Section 2.2 of this Handbook) will try to see you whenever they are available.
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Quick Reference
This Quick Reference Guide is meant for easy access to key information and contacts within the University. The information is correct as at September 1, 2011. Please refer to the University's website (http://www.nottingham.edu.my) and other Handbooks or documentation (where applicable) for further information and any updates.
IT Facilities and Workrooms

(1) SEMENYIH CAMPUS (a) Workrooms in Block E Opening Hours 9.00am 9.00pm
Rooms MBA Workroom Room EA23, Ground Floor, Block E MA/MSc Workroom Room EA22, Ground Floor, Block E (b)
Mondays-Fridays
Computing Facilities at Central Computing Centre Opening Hours 9.00am 12.00am Mondays-Sundays 24 hours Mondays-Sundays 9.00am 12.00am Mondays-Sundays 9.00am 6.30pm Mondays-Fridays Closed on weekends & public holidays Library Opening Hours
Rooms Computer Room 1 Teaching Computer Room 1 (TCR1) Teaching Computer Room 2 (TCR2) Teaching Computer Room 3 (TCR3) Digital Lab (In the Library Building) (2) KUALA LUMPUR TEACHING CENTRE Rooms Computer lab
Opening Hours 9.00 am 5.30 pm
Mondays Fridays
IT SUPPORT CONTACT INFORMATION:

IT HELPDESK IT Support Manager +6(03) 8924 8199 / itsupport@nottingham.edu.my Mr Lotus ONG Tel: +6(03) 8924 8325 E-mail: lotus.ong@nottingham.edu.my
For further information, please refer to the Information Services web pages at http://www.nottingham.edu.my/is
QUICK REFERENCE LINKS

Accessing University e-mail through your Internet browser: WebCT teaching portal Student portal (including My Transcript channel): http://email.nottingham.edu.my http://webct.nottingham.ac.uk http://my.nottingham.ac.uk
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Library
Students will be kept informed of any changes in the opening hours of the Library via their University e-mail accounts. The current opening hours during semester times are: Mondays - Fridays Saturdays and Sundays 8.30 am - 9.00 pm 10.00 am - 6.00 pm
The Library is closed on Public Holidays. LIBRARY SUPPORT CONTACT INFORMATION In the first instance, students should contact the Library Circulation Desk for any enquiries: Library Circulation Desk 1st Floor, Library Tel: +6(03) 8924 8318 libraryservices@nottingham.edu.my Open during library opening hours, until 10 minutes before closing time.
For reference services and assistance, please contact the Library Reference Desk at: Library Reference Desk 1st Floor, Library Tel: +6(03) 8924 8319 libraryservices@nottingham.edu.my Open Mondays Fridays, 11.00 am 3.00 pm
QUICK REFERENCE LINKS University of Nottingham Malaysia Campus Library Online Catalogue (UNMCLOC): http://library.nottingham.edu.my eLibrary Gateway: http://metalib.nottingham.edu.my For further information on library services such as lending services (e.g. borrowing, returning, reservations, renewals), printing credits, interlibrary loans, reading lists and past examination papers, please refer to the Librarys web pages at http://www.nottingham.edu.my/IS/LibraryServices
KLTC Book Loan Delivery

The Kuala Lumpur Teaching Centre (KLTC) Book Loan Delivery is a service provided by Information Services for postgraduate students. This service facilitates the online requests and delivery of books to be collected at the KLTC. The delivery of the requested books will be carried out twice a week every Tuesday and Friday. Constituency of Users Initially the service is restricted to the full-time and part-time postgraduate students of NUBS, School of Education, I-WHO, School of Politics, History & International Relations and the School of Law. Patrons eligible for the service must by default make a deposit of RM100 to cover any charges of fines and costs associated with interlibrary loan and document delivery.
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[Continued from previous page KLTC Book Loan Delivery]
Making a KLTC Loan Request 1. 2. 3. 4. 5. Go to the library online catalogue (http://library.nottingham.edu.my) Login your account with your library number and personal identification number (PIN). From the options on the top of the screen click Search and key in the titles of the required books. A list of the required titles will be displayed. Click on Request on the item required to place an order for the books.
If the requested book is available on the shelf in the library it will be delivered within 2-3 working days from the date of your request. Returning Books It is the responsibility of the borrower to check the due date and have the book returned before the date due. Return of the books may be done via the KLTC book return bin. An automatic email reminder will be sent out to borrowers two days before the due date of the book. Books returned will be collected every Tuesday and Friday. Patrons are required to complete the form provided to indicate the books returned. Checking Your Deposit Balance 1. 2. 3. Go to the library online catalogue (http://library.nottingham.edu.my) Login your account with your library number and personal identification number (PIN). Check your credit balance before making any request for book delivery. You are required to make a top-up to your credit when the deposit reaches RM20.
Topping-Up Your Deposit When your deposit balance reaches RM20, you should start to make a top up in your account. You may make a top-up credit by cheque payable to THE UNIVERSITY OF NOTTINGHAM IN MALAYSIA SDN BHD. Requests will effectively be dealt with only upon receipt of your cheque at the Library in the Semenyih campus. Alternatively you may pay via credit card using the Universitys online payment gateway or by cash at the Librarys circulation desk at Semenyih Campus. When payment has been confirmed, please check your credit balance online to ensure that the deposit has been credited into your account. All other rules and regulations relating to borrowing, returning, renewal, reservation, recalls and fines will be applicable under the KLTC Book Loan Delivery Service.
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Finance Office
Tel: E-mail: Location: +6(03) 8924 8049/8099 finance-office@nottingham.edu.my 1st Floor, Central Administration Building, Semenyih Campus
Student Registry Office

Location: Opening Hours: 1st Floor, Central Administration Building, Semenyih Campus Mondays-Fridays, 9.30am 5.30pm
Please feel free to visit the Student Registry Office if you need any assistance. Alternatively, you may contact Mr. Patrick Joseph, Head of the Student Registry, via email at patrick.joseph@nottingham.edu.my for further information. The Student Registry Offices main role is to regulate and assist the students with registry related matters. Its overall function is to look into administrative matters that concern students. This may vary from issuing confirmation letters, processing withdrawal and suspension applications, producing official transcripts and certificates as well as maintaining the student records database. The student registry office is made up of various other departments such as the Timetabling Office, Examinations Office and Graduation Office. Please see Section A1.6 of this Handbook for the functions of the various departments.
Health Centre
Health Centre Doctor: Dr SAW Kee Chiam Tel: +6(03) 8924 8090 Ms Kalaivani Tel: +6(03) 8924 8089 1st Floor, Student Association Building, Semenyih Campus
Health Centre Reception:
Location: Opening Hours: Mondays - Fridays
8.30am - 4.30pm A doctor and a nurse will be in attendance. 8.30am 12 Noon Only nurse will be present.
Saturday
Closed on Sundays & Public Holidays
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Campus Security
EMERGENCY NUMBER +6(03) 8924 8888 (Internal Phone) +6(03) 8924 8777 (External Phone) +6(03) 8924 8023 +6(03) 8924 8021 +6(03) 8924 8065 Office Home Mobile Email +6(03) 8924 8072 +6(03) 8924 8025 +6(012) 385 5654 azlan.aliuddin@nottingham.edu.my
Security Control Room Guard house Safety & Security Office Head of Security (Mr Azlan ALIUDDIN)
Supervising Officer (Mr Zainal ABU ASAN)
Office Mobile Email
+6(03) 8924 8065 +6(013) 366 6269 zainal.abuasan@nottingham.edu.my
Security Assistants (Mohd Zuhairi KAMARUDDIN) Email (Shamsullizan NASIRAN) Wardens of Halls of Residence: Tioman Lodge Langkawi Lodge Redang Lodge Wardens: Ilham MATALI (IT Support) Kok Keong LAW (Purchasing Office) Rozana MATASRIP (Student Registry) Email
mohd.zuhairi@nottingham.edu.my shamsul.nasiran@nottingham.edu.my
+6(03) 8924 8026 +6(03) 8924 8027 +6(03) 8924 8028
+6(03) 8924 8329 +6(03) 8924 8070 +6(03) 8924 8033
CONTENTS
Key Dates: Academic Session 2011-2012 .............................................................................. 2 Section A: Studying in the Business School........................................................................... 3 Section B: Services & Information ........................................................................................ 7 1 Administration & Information Services ............................................................................... 7 2 Student Support Services .................................................................................................. 13 Section C: Practices & Procedures ...................................................................................... 16 1 Registering for Modules .................................................................................................... 16 2 How to Submit Coursework............................................................................................... 16 3 Late Submission of Coursework ........................................................................................ 17 4 Extenuating Circumstances ............................................................................................... 18 5 Postgraduate Classification Marking Guide ...................................................................... 20 6 Study Regulations Taught Masters Degrees, PgDip and PgCert courses ....................... 21 7 Assessment Results ........................................................................................................... 26 8 Missing Examinations and Repeating Assessments .......................................................... 26 9 Referencing ........................................................................................................................ 26 10 Academic Offences: Plagiarism and Other Offences......................................................... 28 11 Appeals .............................................................................................................................. 33 12 Student Feedback .............................................................................................................. 35 Section D: MBA Programme Specifications ........................................................................ 39 MBA Module Descriptions .......................................................................................................... 44 Section E: Methods of Assessment .................................................................................... 63 1 Examinations ..................................................................................................................... 63 2 Essays ................................................................................................................................. 68 3 Reports .............................................................................................................................. 70 4 Presentations ..................................................................................................................... 71 5 Case Studies ....................................................................................................................... 74 6 Management Projects Hints & Tips ............................................................................... 76 Section F: Time Management & Study Skills ....................................................................... 80 Appendix I: Forms ............................................................................................................. 86 Appendix II: Campus Information ...................................................................................... 87 1 Kuala Lumpur Teaching Centre (KLTC) .............................................................................. 87 2 Semenyih Campus ............................................................................................................. 88 3 Access to Campus .............................................................................................................. 88 4 Parking ............................................................................................................................... 88
Nottingham University Business School Malaysia
K E Y
D A T E S
Key Dates: Academic Session 2011-2012

Week No 1 2 3 4 5 6 7 8 9 10 11 12 Week of 26 Sept (2011) 3 Oct 10 Oct 17 Oct 24 Oct 31 Oct 7 Nov 14 Nov 21 Nov 28 Nov 5 Dec 12 Dec 19 Dec 26 Dec Description (Public Holidays/University holidays indicated in italics) Registration/Induction: 24 Sept 2011 26 Sept: Semester 1 Teaching Begins
Learning Community Forum Meeting for Semester 1 26 Oct: Deepavali 6, 7 Nov: Hari Raya Aidil Adha 27, 28 Nov: Awal Muharram 11, 12 Dec: Sultan of Selangors Birthday
Note: This information is based on information contained in the Universitys Academic Calendar 2011-2012 found on the University website, at http://www.nottingham.edu.my/AboutUs/Datesandcampusinformation/Calendar . Please note that the information is subject to change.
SEMESTER 1
Exams/ Break
25, 26 Dec : Christmas 1 Jan 2012: New Year 9 Jan: Semester 1 Examinations Begin 21 Jan: Semester 1 Examinations End 20 Jan: Thaipusam 23-24 Jan: Chinese New Year Description (Public Holidays/University Holidays indicated in italics) Registration/Induction of January Intake students: 2/3 Feb 2012 5, 6 Feb: Prophet Muhammads Birthday 7 Feb: Semester 2 Teaching Begins
Week No
Week of
1 2 3 4 5 6 7 8 9 10 11 12 Exams/ Break
SEMESTER 2
7 Feb (2012) 13 Feb 20 Feb 27 Feb 5 Mar 12 Mar 19 Mar 26 Mar 2 Apr 9 Apr 16 Apr 23 Apr
Learning Community Forum Meeting for Semester 2
6 Apr: Good Friday
1 May: Labour Day 6, 7 May: Wesak Day 9 May : Semester 2 Examination Begin 31 May : Semester 2 Examination End
Summer (Block Module) Semester: 4 June 11 Aug, 2012 Tentative Examination Period for Summer Block Modules: 22 Aug 30 Aug, 2012 Tentative Reassessment Examination Period: 6 Aug 18 Aug, 2012 NOTE: Students at Management Project stage: Please refer to the Management Project Timeline for details on when you should submit your management project proposal.
2 MBA Programme Handbook 2011-2012
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Section A: Studying in the Business School

We hope that you will enjoy your time as a Master in Business Administration course member at the Nottingham University Business School Malaysia Campus. If you are a full-time MBA course member, you will be taking six modules per semester, whereas if you are a part-time MBA course member this will vary in terms of the number of modules you choose to take each semester. Each taught module will count for 10 credits (100 hours) of student work. Within the Business School, for each module you will normally be expected to attend one 3-hour class per week. Classes start on the hour and you should ensure that you arrive in time so as not to inconvenience other course members. In addition to formal classes, which will constitute 33 hours of work for a typical 10 credit module, you will also be expected to spend about 67 hours per module (around approximately 400 hours each semester) in self-directed study. This should include time spent working through your notes after lectures; researching, reading and making notes on both hardcopy and on-line materials; coursework and presentation preparation; group work activities; and examination revision. It is very important that you allocate enough time to each of the subjects that you are studying.
The University Quality Manual

In order to constantly maintain and improve its academic and administrative standards, and to ensure equity across all modules, courses and programmes, the University has created a Quality Manual of standards and procedures that all Schools must comply. The Quality Manual is a source of information for policies and procedures which support the University in its aim to assure the quality of its learning, teaching and supervision. The Quality Manual is available online at www.nottingham.ac.uk/quality-manual.
Attendance at the University

All students are required to attend lectures and other classes as the Director of the School prescribes. In the Business School, registers will be taken in all lectures. Any absence from lectures or other formal classes due to illness should be notified to your Module Convenors, along with a medical certificate, if applicable. Students whose attendance is deemed unsatisfactory may be refused permission to undertake examinations or other assessments, and/or may have module credits withheld. The Universitys policy on Attendance can be found in the Universitys Quality Manual at http://www.nottingham.ac.uk/academicservices/qualitymanual/studyregulations/attendance procedures.aspx.
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Personal Tutors
All students are allocated a Personal Tutor who will be an academic staff member. The name of your tutor, along with their contact details, will be made available to you and you will then be required to contact your tutor direct (usually by e-mail) in order to request an appointment to meet with them. The Personal Tutor will provide advice on the academic regulations including counseling on examination marks and a review of academic performance, if requested. You will be advised of your Personal Tutor at the beginning of the academic year. It is important that you make yourself known to your tutor and to keep in contact during the programme.
Information for Students with a Disability, Dyslexia and/or a Longterm Medical Condition
The University of Nottingham is committed to promoting access for students who have a disability, dyslexia and/or a long-term medical condition. Services provided aim to enable students to fulfil the inherent requirements of the course as independently as possible. The Diversity/Disability Office provides services for students who have a disability, dyslexia and/or a long-term medical condition.
What we need you to do

Students are encouraged to make the University aware of their individual requirements. Students who have a disability, specific learning difficulty (such as dyslexia) or long-term medical condition are urged to inform the University. The School has a Disability Disclosure and Confidentiality Policy (see below) through which students can choose either to request that information concerning their circumstances remain confidential between themselves and the staff member to whom they disclose, or they can sign a Disability Disclosure Form which then permits staff to share information on a need to know basis in order to extend support to the student. Letting us know what you might need at an early stage will help us to help you. Places you can go to for help/guidance: Business School Disability Liaison Officer (Postgraduate): Mr Mathew ABRAHAM Location: Room EA19, Ground Floor, Block E, Semenyih Campus Telephone: +6(03) 8924 8286 E-mail: mathew.abraham@nottingham.edu.my (continued overleaf)
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University Disability Liaison Officer: Ms Shamini NADARAJAN Location: Diversity/Disability Office, Room HB32, 1st Floor, Student Association Building, Semenyih Campus Telephone: +6 (03) 8924 8077 E-mail: shamini.nadarajan@nottingham.edu.my
Student Disability Disclosure and Confidentiality Policy

The University undertakes to maintain student data in secure conditions and to process and disclose data only within the terms of the UK Data Protection Act 1998. Personal information concerning a disability disclosed by a student to a staff member of the Business School will be maintained in confidence and will not be released to anyone inside or outside the School without the students authorisation. The only exceptions to this are where there is a legal obligation to do so or where exceptional issues of personal safety arise. However, where the School believes it is in the students best interests that contact is made with other professionals, e.g. Academic Support, Accommodation Office, a doctor or psychologist, the student will be encouraged to sign a Disability Disclosure Form. If authorised by the student this way, the School will then be able to discuss issues relevant to the students disability and the impact on study with other professionals in order to best serve the student's interests. Information regarding a students circumstances can then also be shared between staff within the School in situations where it is felt this would enable us to extend support for the student. Storage of written information - Any written information held by the Schools Disability Liaison Officer (DLO) regarding a students situation will be kept in confidential files locked within a filing cabinet in the DLOs office. In cases where the student has signed a Disability Disclosure Form (see above), other staff within the School may consult the students file on occasions where the DLO is not available. If you have any concerns regarding the above policy, please speak to the Disability Liaison Officer.
Personal Information and Data Protection

We respect the right to privacy of all present and former course members, and expect all parties maintaining records containing personal or confidential information to comply with the UK Data Protection Act (1998). You should therefore note that no personal information held on you in the Business School in either electronic or hardcopy format will be released to any third party without your explicit permission. The only exceptions are where such information is required on a matter of internal University business or where disclosure may be required by law. The above means that the Business School cannot and will not disclose or discuss your marks, academic performance and/or other circumstances with any third party including your
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family or other students without proof of your consent for such personal information to be disclosed.
Responsibilities: Course Members

In terms of responsibilities, staff will expect the following of course members within any module: punctuality and a high level of attendance at all formal teaching sessions (including lectures and group work meetings). active participation in all University and Business School MBA administrative processes, and in particular those related to module and examination registration and coursework submission. use of their University e-mail account for all communications with module convenors and administrative staff, coupled with a regular checking of the same, of MBA hard copy and electronic bulletin notice boards, and of any applicable on-line teaching environments. thorough reading of key reference materials and the consultation of additional sources such as academic and professional journals and on-line materials. thorough preparation for and active participation in discussion groups and case studies. active and full participation in group work activities, including assessed group projects. professional organisation and scheduling of work so that submission deadlines are adhered to. strict compliance with University regulations relating to academic offences (for example plagiarism or cheating in examinations) and acceptance of the penalties for noncompliance. constructive feedback on teaching via the completion of module and course evaluation forms.
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Section B: Services & Information

1 1.1 1.2 1.3 1.4 1.5 1.6 1.7 2 2.1 2.2 2.3 2.4 2.5 Administration & Information Services........................................................................ 7 The Business School Administration Office ......................................................................... 7 Channels of Communication ............................................................................................... 8 Computing Facilities & Workrooms..................................................................................... 9 Library ................................................................................................................................ 10 Lockers ............................................................................................................................... 10 Student Registry Office ...................................................................................................... 10 Payment of Course Fees .................................................................................................... 12 Student Support Services .......................................................................................... 13 Academic Staff ................................................................................................................... 13 University Wellbeing & Learning Support ......................................................................... 13 Careers Advisory Service ................................................................................................... 14 Central Student Support Services & Other Resources ...................................................... 14 Alumni................................................................................................................................ 15
Administration & Information Services

Semenyih Campus
The Business School Administration Office at the Semenyih Campus at the Ground Floor of the Block E (orange faade) building is open from 9.30 am to 5.30 pm from Mondays to Fridays unless otherwise notified, to answer general enquiries, and for the submission and return of coursework and administrative documentation throughout the year. Part-time students may make prior arrangements to visit the office at other times. Please refer to page 2 of this Handbook for a listing of Postgraduate Administrative staff. SEMENYIH CAMPUS CONTACT INFORMATION Nottingham University Business School Faculty of Arts and Social Sciences University of Nottingham Malaysia Campus Jalan Broga, 43500 Semenyih Selangor, Malaysia. Tel: +6(03) 8924 8000 Fax: +6(03) 8924 8019
1.1 The Business School Administration Office
Opening Hours: 9.30 am 5.30 pm, Mondays Fridays
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Kuala Lumpur Teaching Centre (KLTC)

The general administrative support at the KLTC provides a link service to the Business School Administration Office for matters such as the handling of coursework submission and collection of returned coursework. Please note that, at present, staff at the KLTC are not dedicated staff of the Business School. As such, students should contact members of the Business School Administration Office at the Semenyih Campus if they have any queries specific to their course. Please refer to page 2 of this Handbook for a listing of Postgraduate Administrative staff. If part-time students are unable to visit the Business School Administration Office at the Semenyih Campus during normal opening hours, they may contact a member of NUBS Administration Office staff to make appropriate arrangements. Please refer to Appendix II for further information on the facilities available at the KLTC. KLTC CONTACT INFORMATION University of Nottingham Malaysia Campus Kuala Lumpur Teaching Centre Level 2, Chulan Tower 3, Jalan Conlay 50450 Kuala Lumpur, Malaysia. Tel: +6(03) 8924 8388 Fax: +6(03) 8924 8389
Opening hours: 9.00 am 5.30 pm, Mondays Fridays At present, the KLTC is closed during lunchtime (typically from 1.00 pm 2.00 pm). During teaching semesters, the KLTC is also open in the evening when classes are on (6.30pm-9.30pm Mondays Fridays) (Please refer to the MBA timetable for class schedules) Students are advised to call up the KLTC Reception at the above telephone number to make arrangements for submission or collection of coursework, etc.
1.2 Channels of Communication

E-Mail
IMPORTANT: Your University e-mail account will be the main conduit through which the University will contact you. Upon registration, you will be issued with a username and password to initiate your designated e-mail account, which will be in the format username@nottingham.edu.my. Please log in to your account as soon as possible and ensure that you change the initial password to your own password. Do not reveal your username or password to anyone else; this is confidential information and should be treated as securely as your bank and credit card details. Your e-mail accounts can be accessed via the Universitys networked computers (both at the Semenyih Campus and at the KLTC), and also remotely via the Internet. For further
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information, please refer to the Universitys Information Services Booklet, or the Information Services web pages at http://www.nottingham.edu.my/is. You are also strongly advised to use ONLY your University e-mail account for communications with the academic and administrative staff, and for electronic submission of coursework and any forms. IMPORTANT: It is strongly advised that all Business School postgraduate students check their e-mail accounts at least every 24 hours, as both academic and administrative staff will use e-mail as the primary point of contact.
Notice Boards
A notice board for postgraduate programmes is situated outside the MBA workroom at the Semenyih campus; this is used for posting any alterations to lectures, etc. and any other urgent information. Please, therefore, make a point of checking it regularly.
Your Contact Details

The personal details and other information that you provide at registration (name, address, emergency contact, etc.) will be used by the University to maintain your student record. The information you provide is subject to the Universitys Data Protection Statement (see above). If any of the information that you provide at registration changes, it is important that you inform the NUBS Administration Office so that our records can be updated. It is your responsibility to keep the University up-to-date with any changes to your address, telephone numbers and other contact details.
1.3 Computing Facilities & Workrooms

Semenyih Campus The Workrooms in Block E of the Semenyih Campus are equipped with workstations linked into the University network. Students will be informed of the access codes for the MBA Workroom in due course. It is important that the workroom access codes are not divulged to anyone. It is also important that students take an individual and group responsibility for the maintenance of the Workrooms; any problems should be reported to the NUBS Administration Office immediately. Students should also note that the computing facilities in the Universitys Central Computing Centre are also available for use. The Quick Reference Guide at the beginning of this Handbook provides information on opening hours of computing facilities.
Kuala Lumpur Teaching Centre (KLTC) - A computer lab with workstations linked to
the University network is available for students use during KLTC during opening hours. Students may also take advantage of the various breakout rooms for group discussions and meetings. Please refer to Appendix II for further information on the facilities available at the KLTC.
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1.4 Library
The Library is located in Block G of the Semenyih Campus. A vast majority of the books and journals that you will require for your studies can be found at this Library or through the Information Gateway. Key information on Library services can be found at the Quick Reference Guide at the beginning of this Handbook. For further information, please refer to the Librarys webpages on the University website at http://www.nottingham.edu.my/IS/LibraryServices or speak to a Library staff member.
1.5 Lockers
Lockers are available for students use at the following locations: Foyer, Ground Floor of the Computing Centre, Semenyih Campus Ground Floor of Block E, Semenyih Campus Sports Centre These lockers cannot be reserved for individuals but if you wish to use a locker you will need to purchase an approved lock from the Security Office in the First Floor of the Student Association Building or the Circulation Desk at the Library. These locks can then be used on any unused locker around campus but once you have finished with your locker please take your lock away with you. It is not the intention that you retain a locker for a long period but just use them for secure storage whilst in the library, a lecture, the prayer room or involved in sporting activities. Any locker found with an unauthorised lock will be sealed and will only be opened on payment of a RM50.00 fine.
1.6 Student Registry Office

Location: Opening Hours: 1st Floor, Central Administration Building, Semenyih Campus Mondays-Fridays, 9.30am 5.30pm
Head of Student Registry: Mr Patrick JOSEPH (patrick.joseph@nottingham.edu.my) The Student Registry Offices main role is to regulate and assist students with registry-related matters. The Student Registry Office is made up of various other departments such as the Timetabling Office, Exams Office and Graduation Office. The functions of the various departments are listed below:
Student Registry Office

The student registry office as an overall function looks into administrative matters that concern students. This may vary from issuing confirmation letters, processing withdrawal and suspension applications, producing official transcripts and certificates as well as maintaining the student records database and updating student details like addresses etc. If you have any queries, please contact the Student Registry at student_registry@nottingham.edu.my.
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Other Student Registry responsibilities include, amongst others: Formulating the Academic Calendar for the University. You may view the 2011/2012 Academic Calendar at http://www.nottingham.edu.my/AboutUs/Datesandcampusinformation/Calendar/201112/Index.aspx Managing and updating the courses and modules specifications that are offered by the University at the Malaysia Campus.
Timetabling Office
The timetabling office in charge of the teaching timetables for all the courses offered at the University. Most of the teaching is conducted on campus with the exception of certain MBA, Education and I-WHO (Institute of Work, Health and Organisations) postgraduate modules which are taught at the KLTC. If you have any queries, please contact us at timetabling@nottingham.edu.my. The timetabling office also manages the central room booking system for the Semenyih Campus which allows staff and students to make bookings to use the seminar rooms for their meetings and activities at the Semenyih Campus. All Semenyih Campus bookings for students must be made via the Student Association Manager. Students who wish to book seminar rooms for use at KLTC should contact Ms. Kavitha MARIAPAN at the NUBS Administration Office (kavitha.mariapan@nottingham.edu.my), preferably 1 week in advance if possible, especially for bookings after 5pm or on weekends.
Examinations Office
The Examinations Office has the task of organizing and administering all written exams for the courses offered by the University. Semester 1 MBA exams will be conducted in Semenyih (fulltime students) and at the KLTC (part-time students) simultaneously. Semester 2 MBA exams are normally held at KLTC only. MBA exams usually start at 7.30pm on weekdays. Exams are also held on Saturdays. Students will be notified of the detailed examinations schedules in due course via email by the Exams Office. The semester exams will be in January and May of every year where as the reassessment and block module exams will take place in August/September. International students may be allowed to take their reassessment exams in their home country only during the August/September reassessment exam period. This must be at a center approved by the University. Please send any queries to exams@nottingham.edu.my. The Student Registry Office is located on the 1st Floor, Block A and our office is open from 9.30am 5.30pm. Please do feel free to visit us if you need any assistance or to contact us via e-mail at the addresses listed above.
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Graduation Office
The graduation office will organize your graduation ceremony after you have successfully finished your studies with the University. All postgraduate students will graduate at the February ceremony and all undergraduate students will graduate at the July ceremony. More detailed information will be given closer to the time. You may send your queries to graduation@nottingham.edu.my.
1.7 Payment of Course Fees

Please refer to the following sections of the University website for information on fees and modes of fee payment:
Tuition fees for students registered in the 2011-12 academic year: http://www.nottingham.edu.my/Applications/Fees/PG.aspx Payment of fees Malaysian students: http://www.nottingham.edu.my/Applications/Fees/Malaysianpay.aspx (includes links to how to pay via EPF withdrawal and PTPTN loans) Payment of fees International students: http://www.nottingham.edu.my/Applications/Fees/Intpayment.aspx
If you have any enquiries, please contact the FINANCE OFFICE: Tel: E-mail: Location: +6(03) 8924 8048 finance-office@nottingham.edu.my 1st Floor, Central Administration Building, Semenyih Campus
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Student Support Services
2.1 Academic Staff

Meetings with members of academic staff are strongly supported by the Business School subject to the obvious resource constraint of available staff time. Lecturing staff may provide details of student consultation hours, and you would have to make an appointment to meet outside these hours for all but the briefest query. Most lecturers welcome contact electronically, via e-mail. If you need to leave a message or other item for a member of the academic staff, please do so via the NUBS Administration Office.
A directory of Academic Staff can be found on the NUBS Malaysia website at http://www.nottingham.edu.my/Business/People
2.2 University Wellbeing & Learning Support

Wellbeing Services Website: http://www.nottingham.edu.my/wellbeing Tel: +6(03) 8924 8060 Fax: +6(03) 8924 8657 1st Floor, Student Association Building Mondays - Fridays, 9.00 am - 5.30pm, throughout the year (Closed on public holidays)
Location: Opening hours:
COUNSELLING: Head of Counselling: Ms Shamini NADARAJAN shamini.nadarajan@nottingham.edu.my Ms Swee Sin NG (Megan) sweesin.ng@nottingham.edu.my Ms Aminul Hamizah AHMAD ZULKIFLI (Amy) hamizah.zulkifli@nottingham.edu.my
Frontline Counsellor:
Administrative Support Officer:
DISABILITY & LEARNING SUPPORT: Disability Officer: MENTAL HEALTH: Head of Counselling: Ms Shamini NADARAJAN Ms Ching Ling HOOI
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2.3 Careers Advisory Service

Website: Contact: http://www.nottingham.edu.my/careers Mr Kevin LIM kevin.lim@nottingham.edu.my +6(03) 8924 8376 +6(03) 8924 8657 1st Floor, Rooms HB18 & HB18f, Block H (Student Association Building) Monday to Friday, 9.00am 5.30pm
Tel: Fax: Location: Office hours:
Role of the Careers Advisory Service: Provide advice to students on resume and cover letter writing, interview skills and job hunting. Create awareness on the importance of career information, resources, skills development and career guidance. Liaise and maintain close links with potential employers in getting information on career opportunities, internship & training programmes. Provide information about employment and labour market trends. Organise events and activities for students and potential employers such as company visits and careers fairs.
2.4 Central Student Support Services & Other Resources

The following form part of the Universitys integrated student support and development provision. The Accommodation Office provides assistance in finding suitable accommodation and information provision relating to the same. For more information, see http://www.nottingham.edu.my/prospectivestudents/accommodation The International Office provides support to international students on issues such as immigration (e.g. student visa), medical insurance, employment, personal and family concerns. Information for international students can be found at http://www.nottingham.edu.my/international Health Centre Please refer to the Quick Reference Guide at the beginning of this Handbook for location and opening hours. The Graduate School offers support and guidance to all postgraduate students. Through a combination of research based training courses and social events, it endeavours to develop and enhance students academic ability and experience at the University. The Graduate School endeavours to complement the training that students will receive from within their own Schools and provide additional opportunities to further students career and skill base. For more information, see http://www.nottingham.edu.my/gradschool
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The Centre for English Language Education (CELE) provides English Language support for UNMC students, including short language courses, individual consultation, and self-assess learning facilities. For more information, see http://www.nottingham.edu.my/cele Academic Skills Information on study skills, time management, and helpful strategies toward completing the different assessments within your programme (e.g. writing essays, group and individual presentations, final examinations) are compiled in Sections E & F of this Handbook.
2.5 Alumni
The Business School alumni network is currently being upgraded in conjunction with the Universitys existing alumni networks both in Malaysia and in the UK. The Postgraduate Programmes Team will keep you informed of developments. The official UK-based Nottingham University Business School alumni website is at https://www.nottingham.ac.uk/business/alumni You may also wish to contact the University of Nottingham Graduates Association (Malaysia) For further details, please refer to: http://www.nottingham.edu.my/alumni You may contact: Nottingham Graduates Association (Malaysia) c/o Goh Wong Pereira, Advocates & Solicitors 36 Jalan Pipit 51100 Kuala Lumpur. President: Mr. Goh Hoon Huar Tel : +6(03) 4041 5370 Fax : +6(03) 4044 9670 E-Mail: hoonhuar.goh@nottingham.org.my URL: www.nottingham.org.my Secretary: Ms. Ariya Ng Tel : + 6(03) 2059 4029
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Section C: Practices & Procedures

1 2 3 4 5 6 7 8 9 10 11 12 Registering for Modules .................................................................................................... 16 How to Submit Coursework ............................................................................................... 16 Late Submission of Coursework ........................................................................................ 17 Extenuating Circumstances ............................................................................................... 18 Postgraduate Classification Marking Guide....................................................................... 20 Study Regulations Taught Masters Degrees, PgDip and PgCert courses ....................... 21 Assessment Results............................................................................................................ 26 Missing Examinations and Repeating Assessments .......................................................... 26 Referencing ........................................................................................................................ 26 Academic Offences: Plagiarism and Other Offences ......................................................... 28 Appeals .............................................................................................................................. 33 Student Feedback .............................................................................................................. 35
Registering for Modules

Students are to indicate on the Module and Examination Entry Form (MEF) for their respective degree programmes the modules which they will be taking during the semester concerned. The MEF can be obtained from the NUBS Administration Office. Please ensure that you read carefully and understand the contents of the MEF, and that you submit your completed MEF by the date and time stated on the form. Please refer to Section D of this Handbook for information on the modules offered in your course.
How to Submit Coursework

1. 2. Students are required to hand in two (2) copies of all coursework. (a) All assignments must be handed in to the NUBS Administration Office or the Reception at KLTC during office hours. Unless otherwise informed, coursework must be submitted no later than 2.00pm (Semenyih Campus) / 3.00pm (KLTC) on the submission date.
(b)
3.
You will receive a receipt when you hand in your work. After submission, assignments must not be removed from the Business School Administration Office. Under normal circumstances, students will receive marked coursework and associated feedback within 21 days of the published submission deadline.
4.
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5.
For part-time students, returned coursework can be collected from the NUBS Administration Office during office hours and from the Reception at KLTC during its opening hours (see inner front cover).
Coursework Submission Forms Required 1. A duly completed Coursework Submission Form, filled out in TRIPLICATE, must accompany all coursework handed in. Copies of the Form are available at the NUBS Administration Office and KLTC. The title page of your coursework should be in the format of one of the following Coursework Coversheets to assist the NUBS Administration Office in processing your work as quickly as possible: - Group Project Coversheet - Individual Project Coversheet Note: For submission of your Management Project - Please refer to the separate Guidelines for Management Project found in this Handbook.
2.
Late Submission of Coursework

If coursework is submitted after the official deadline without an extension having been obtained, five percentage points will be deducted for each working day (or part thereof after 2.00pm/3.00pm) that the coursework is late. For example a pass at 52% would become a fail at 47% (52-5=47). This is a general University regulation applied equally across all Schools and Faculties and is not open for student negotiation. If you need an extension to a coursework submission deadline, please obtain the Extension of Deadline for the Submission of Coursework Form from the NUBS Administration Office. The form must be signed by the Module Convenor and the Director of the MBA Programme and submitted to the NUBS Administration Office. You will receive a copy of the form, which should be attached to your coursework when it is submitted. Note that extensions will only be given in exceptional circumstances such as illness (which needs verifying evidence from a doctor) and in the case of significant personal/family problems. In particular, note that computer problems (including printing difficulties) will not be accepted as a reason for granting extensions. ALL late assignments without extenuating circumstances will be penalised and marks will be deducted depending on the lateness of submission at the rate of 5% points per working day. Where a claim for extenuating circumstances is made within five calendar days or less of an assessment deadline, except in exceptional circumstances late submission penalties will automatically apply.
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If a claim for extenuating circumstances is retrospectively approved, late penalties will not be implemented. Penalties will apply in all cases where claims are deemed to have insufficient grounds or inadequate written evidence.
Extenuating Circumstances
This Extenuating Circumstances policy is to be used where circumstances are believed to be unforeseen, arising close to or during assessment and have had a significant and detrimental impact on the student's ability to comply with the demands of the assessment. Full information on the Universitys Extenuating Circumstances policy is available on the Universitys Quality Manual at: http://www.nottingham.ac.uk/academicservices/qualitymanual/assessment/extenuatingcircu mstances.aspx All extenuating circumstances must be notified to the NUBS Administration Office in a timely manner and using the correct documentation. Please note especially the following from the Quality Manual: 2.4 The completed extenuating circumstances form should be returned to the student's School as soon as the student knows that s/he will not comply with the assessment requirement(s). The absolute latest date for submission is the seventh working day after the affected component of assessment for the module(s). If the form is not submitted within this period, the student may receive a mark of zero for the assessment(s). If a form is being submitted by post it should be sent by recorded delivery where this service is available. These policies will be strictly adhered to in the Business School. We will consider extenuating circumstances fairly and with sensitivity. However, students should not assume that their extenuating circumstances will be accepted. The following from the Quality Manual should be noted: 1.4 By missing an assessment, the student will receive a mark of 0 if the School or University decides that the examination was missed without sufficient cause'. And 1. Students who feel below par' or generally unwell whilst preparing for and/or engaging in an assessment(s), should make reasonable efforts to comply with the assessment requirement(s) as normal. The typical symptoms associated with exam stress' (e.g. anxiety, sleeping disturbances, feeling nausea etc) are not considered to be good reasons for missing or underperforming in an assessment. The Quality Manual (please refer to the link above) provides a list of some examples of circumstances which may be considered acceptable (section 5), as well as circumstances that are likely to be considered as unacceptable (section 7).
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For progression decisions, a first sit may be recommended if a student has missed or failed an assessment where there are extenuating circumstances. (NB students are not permitted to re-attempt any assessments they have passed, regardless of extenuating circumstances). The Quality Manual identifies that: 2.5 All claims of extenuation made under this policy need to be supported by independent, reliable, documentary evidence of inability to undertake the assessment. 2.6 Upon receipt of a completed written claim the School will determine whether or not the student has sufficient cause for non-compliance with the requirements of the assessment. 4.1 The burden of proof to support a claim on extenuation lies with the student at all times. For final degree classifications, where students have reported medical evidence or other extenuating circumstances the Examination Board in the Business School may, in exceptional circumstances, make a recommendation to award a higher degree classification than a students final degree average may indicate provided that: a) The evidence/circumstances reported are verifiable via appropriate documentation in accordance with University and Business School guidelines and The evidence/circumstances reported can clearly be seen to have impacted (relative to other performance) on any mark covered by such evidence/circumstances and as a result The evidence/circumstances can be seen to have impacted on the final degree average so as to influence the final classification as would have been awarded under the above criteria.
b)
c)
Finally, please note the following from the section of the Quality Manual on Academic Appeals: 1.2.2 (d) Examiners have discretion to take into consideration extenuating circumstances, which are usually personal or medical. The extent of any discretion exercised by the examiners in relation to the student's extenuating circumstances is not a ground of appeal; that is, an appeal may not be based on a claim that the examiners should have made more (or any) allowance for the student's extenuating circumstances. The only ground on which an appeal may be entertained in relation to extenuating circumstances is that information properly provided by the student was not considered by the examiners at all. This means that: a) Examiners are not obliged to take account of any extenuating circumstances. b) The Board of Examiners decision is final and students cannot appeal against a decision made in the light of extenuating circumstances. c) The only exception to this is if the Board of Examiners has not considered at all properly notified extenuating circumstances.
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Postgraduate Classification Marking Guide
The marking scheme used within the Business School may be different to that you have experience of elsewhere. As a consequence, you should not be alarmed if you are awarded marks in the 50s or 60s, as these are perfectly respectable grades. Marks of over 70 are comparatively rare and indicate (as shown below) excellent performance. The complete range of marking standards and associated classifications is as follows: Classification Distinction Mark 80+ Comments Outstanding piece of work All major and minor objectives achieved Excellent comprehension and informed criticism and analysis Evidence of outstanding work beyond question and some originality Free from errors and showing advanced analytical skills Excellent piece of work All major and some minor objectives achieved Very good comprehension and analysis of the issues involved Excellent familiarity with the source material No major errors and only occasional minor errors Careful and clear piece of work Most major objectives achieved Good understanding of the topic Good grasp and analysis of major issues No major errors though some minor errors Middle of the range piece of work Basic question answered with relevant analysis Discusses and understands most relevant issues Material a bit thin and/or poorly focused Possible major and some minor errors Adequate but relatively poor piece of work Few major objectives achieved Demonstrates understanding of the general field Inadequate reading/preparation Occasional major and some minor errors A failed piece of work Not a full answer to the question set Still shows some understanding of the general field Inadequate reading/preparation Major errors A badly failed piece of work No real attempt to answer the question Poor arguments and lack of relevance Completely inadequate reading/preparation Generally unsound
Distinction
70-79
Merit
60-69
Pass
50-59
Compensatable Fail
40-49
Fail
30-39
Fail
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Study Regulations Taught Masters Degrees, PgDip and PgCert courses

These regulations take effect from 2006/07 for students admitted during or after September 2006. Students admitted before September 2006 are subject to the former Regulations for Higher Degrees, and should refer to the Handbook of their respective years of registration for the relevant regulations. These Study Regulations can be found on the Quality Manual at: http://www.nottingham.ac.uk/academicservices/qualitymanual/studyregulations/taughtmast ersdegrees,postgraduatediplomaandpostgraduatecertificatecourses.aspx
Approved Courses of Study

1. To qualify for an award a student must: (a) (b) pursue an approved course of study as prescribed by a programme specification pass the assessments specified in these Regulations and in the relevant programme specification. successfully complete any additional components that are required as specified in the relevant programme specification.
(c)
2.
Students must select their modules in accordance with the relevant programme specification and the Universitys Qualifications Framework. This selection should be undertaken in consultation with their academic tutors and shall be subject to the approval of their Head of School. A School offering a module has the right to refuse admission to that module. In making their selection of modules, students must satisfy any pre-requisites, corequisites or other requirements set out in the relevant module or programme specification. Students may not select taught modules worth more than 75 credits in any one semester. The work presented for assessment for an award of a taught postgraduate qualification must be the result of work done mainly while the candidate is registered as a student of this University.
3.
4.
5.
Award of Credit
6. The pass mark for a module comprising part of a Masters course is 50%. The pass mark for a module comprising part of a Postgraduate Diploma or Certificate course is 40%.
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7.
The module specification states how the components of the module will be combined to form a module mark and whether a particular mark must be gained in individual components of the module in order for the module as a whole to be passed. A student who passes the module will be awarded the credit for that module. A student who fails to pass a module may nevertheless be awarded the credit for that module in the circumstances set out in Regulations 10 and 11 below. Credit may also be awarded under the Universitys policy on Accreditation of Prior Learning (APL).
8.
9.
Completion of a stage
10. Where Schools require students to pass or to perform at a particular minimum level in the taught stage of a course before progressing to the dissertation/project stage this will be explicitly stated in the programme specification. A course member who fails one or more modules for the taught stage of the course will still complete that stage and so be awarded the total credit for that stage provided that: they have passed modules worth at least 80 credits (or 40 credits for students on Postgraduate Certificate courses), and have a weighted average for the taught stage of at least 50% with no module marks of less than 40% (a weighted average of at least 40% with no module marks of less than 30% for Postgraduate Diploma and Certificate students)
11.
Notwithstanding the above, if stated in the programme specifications for Taught Masters Degrees and Postgraduate Diplomas, module marks for up to 20 credits can be below 40% (30% for Postgraduate Diploma) and be compensated if the student has passed modules worth at least 80 credits and has a weighted average of at least 50% (40% for Postgraduate Diploma). 12. A course may only have progression requirements more stringent than those stated in Regulation 11 above if there is a demonstrable requirement from a professional or accrediting external body. Students who fail to satisfy the requirements of such a course but who nonetheless satisfy the progression criteria as stated in Regulations 10 and 11 will be eligible for the award of a named non-accredited degree. Regulation 11 will not apply to any module which is listed in the relevant programme specification as not compensatable. A student who fails such a module will not complete that stage without successfully undertaking re-assessment in that module. The Masters dissertation/project module will always be non-compensatable.
13.
Re-assessment
14. A student who, at the first attempt, has not satisfactorily completed the taught stage or dissertation/project stage of the course has a right to one re-assessment in each failed module at a time to be specified by the admitting School but normally by the
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end of the following academic year or equivalent for part-time course members. At the discretion of the School delivering the module, the form of the re-assessment may be different from the first attempt for taught modules, provided that it tests the same learning outcomes and to the same standard. The full marks gained on re-assessment will be used for determining whether compensation can occur under the provision of Regulation 11 above. 15. Where a student has pass marks in one or more components of the module, but has failed the module overall, the School delivering the module may limit the reassessment to the components which have been failed. The re-assessment mark for the module will then be a combination (on the same basis as in Regulation 7 above) of the marks from the components passed first time and the components which have been re-assessed. At the discretion of a students School (and, if different, the School delivering the module), a student may be permitted to repeat their enrolment in failed modules (which will include attendance at all scheduled classes and submission of all coursework) before taking the re-assessments. A module specification may stipulate that, in order for a student to be re-assessed in a particular module, the student must repeat their enrolment in that module. Students may not be re-assessed in modules they have already passed. A student who, after re-assessment, has not passed assessments as specified in these regulations and the relevant programme specification will have no further reassessment opportunities. However, a student may, at the discretion of their School (and, if different, the School delivering the module), be permitted one further reassessment in up to 40 credits worth of modules provided: (a) (b) a mark of at least 40% has been obtained in either first or second sitting, and the student has an overall credit-weighted average of 50%.
16.
17. 18.
If, after this one further re-assessment, the student has still not passed assessments as specified in these regulations and the relevant programme specification, they will have no further re-assessment opportunities.
Awards
19. A student will only receive a Masters award if they have successfully completed both the taught and dissertation/project stages of their course. A student who does not successfully complete the dissertation/project stage will be awarded a Postgraduate Diploma or Certificate if they have gained a pass mark of 40% or more in taught modules worth 120 credits (60 credits for the Postgraduate Certificate), or satisfy the requirements of Regulations 10 and 11 above. Schools who wish to count the dissertation mark towards the award of a Postgraduate Diploma must specify this in the course supplementary regulations. Postgraduate Diplomas or Certificates awarded under Regulation 19 above will have the same subject title as the Masters course on which the student was registered,
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unless the programme specification states an alternative subject title for those being awarded Diplomas or Certificates. 21. The provisions of Regulations 19 and 20 above also apply to the award of Postgraduate Certificates to students registered on a Postgraduate Diploma course.
Classification
22. Postgraduate Masters, Diploma and Certificates will be awarded with Merit to students who achieve a final credit-weighted mark of at least 60% and with Distinction to students who achieve a final credit-weighted mark of at least 70%. Programme specifications may, though, additionally state any or all of the following: (a) a mark of at least 70% must be gained in the dissertation/project stage for a Distinction to be awarded, a credit-weighted mark of at least 70% must be gained in the taught stage for a Distinction to be awarded, an award of Merit is not available.
(b)
(c) 23.
Marks awarded on re-assessment do not contribute to the final mark calculation for the purpose of awarding Merits and Distinctions in Regulation 22 above; instead the mark gained on the first attempt at the module will be used. Marks awarded on reassessment will, however, count towards attaining a Pass in the course overall. Boards of Examiners have only two areas where they may apply discretion in determining classification: (a) when a final mark falls within a borderline*. In such cases the Examiners will take into account other relevant performance metrics (e.g. balance of paper classifications or the result of a viva voce examination) to determine if the classification may be raised to the next highest classification. When a course member has personal extenuating circumstances (which have not been addressed by a further attempt at the affected assessment(s) under the extenuating circumstances procedure) such that the final mark is deemed to be unrepresentative of their normal performance. In such cases the School Board of Examiners will satisfy itself by appropriate means that an exception should be made to the normal rules of classification and a decision should be reported to the Head of Student Administration.
24.
(b)
* Borderlines for Taught Masters, Postgraduate Diplomas and Postgraduate

Certificates are: 68/69 - Borderline Distinction (individual programme specifications state whether the borderline is 68 or 69) 59 - Borderline Merit 49 - Borderline Pass (Masters) 39 - Borderline Pass (PGDip and PGCert)
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There is no discretion to lower the classification below that indicated by the final mark.
Supplementary Regulations (MBA):

In addition to the regulations above, course members will also be subject to the supplementary regulations for the MBA programmes which are as follows: 1. A Pass with MERIT will be awarded to Postgraduate Masters, Diploma and Certificate students who achieve an overall credit weighted mark of at least 60%. An overall credit weighted mark of 59% will be considered by the examination board for a potential borderline Pass with MERIT. A Pass with DISTINCTION will be awarded to Postgraduate Masters, Diploma and Certificate students who achieve an overall credit weighted mark of at least 70%. An overall credit weighted mark of 68% will be considered by the examination board for a potential border line Pass with DISTINCTION. In such cases, the Examiners will take into account other various performance metrics (e.g. balance of paper classifications) to determine if the classification may be raised to the next highest classification. The normal treatment of borderline cases is provided below for information (all marks refer to original marks before resits): 1. Between 58.5% and 59.4% is borderline MERIT At least 90 credits at Grade B (Merit) or better are required for Merit. 2. Between 67.5% and 69.4% is borderline DISTINCTION At least 80 credits at Grade A (Distinction) are required for Distinction. For students registered from September 2011: 1. Between 58.5% and 59.4% is borderline MERIT At least 90 credits at Grade B (Merit) or better are required for Merit. 2. Between 67.5% and 69.4% is borderline DISTINCTION At least 90 credits at Grade A (Distinction) are required for Distinction. 2. As per paragraph 19 of the Regulations for Taught Masters Degrees, the MBA programme will consider the credits achieved from the Management Project towards the award of Diploma.
Progression Information: Students who fail to meet the requirements for the award of MBA (as described in the Programme Specification) may be awarded a Diploma in Business Administration (DipBA) or
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Certificate in Business Administration (CertBA), although these awards will not specify a chosen specialization. The mark obtained in the Management Project or Group Management Project may count towards the award of a Postgraduate Diploma or Certificate, including the classification of such an award.
Assessment Results
You will be informed of your results on a Semester basis. All marks are subject to confirmation by the Universitys Board of Examiners and External Examiners, and any marks released before the Examination Boards have taken place / confirmation by External Examiners, are provisional until they have been ratified. The NUBS Administration Office will email you when your marks are available. Marks are usually made available through the My Transcript Channel on the Student Portal, http://my.nottingham.ac.uk).
Missing Examinations and Repeating Assessments

If you miss an examination or other form of assessment on medical or personal grounds then this will be taken into account during Examination Boards and University Assessment Committees and you may be permitted to retake such assessments in modules which you have subsequently failed as if for the first time. In such circumstances you must provide prior third-party written medical or other evidence and a completed Extenuating Circumstances Form to the NUBS Administration Office (see part 4 on Extenuating Circumstances above).
Referencing
You will have read something in books, articles or on the Internet that you considered interesting or relevant enough to be used in an assessment. In such a case you are relying intellectually upon someone elses work and must acknowledge this. Whilst there are several systems of referencing, the most commonly used in the social sciences (and the one that you should use unless instructed otherwise in the Business School) is the Harvard system. This system involves placing an (Author, Date) reference in brackets in the text, with a full, alphabetic list of references appearing at the end of your document. References should not be included as footnotes. Harvard conventions are as follows:
In the text:
When you directly quote material within your work you should include the name of the author(s), the year of publication and a page reference in brackets. Most commonly this would be in a format as follows: Walras Law is the proposition that the sum of the excess demands and supplies over all markets must identically equal zero (Harris, 1985, p.211).
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If, however, you are already mentioning the author in the text, you may simply include the year of publication and page reference in brackets at the end of your quote. For example: Harris cites Walras Law as the proposition that the sum of the excess demands and supplies over all markets must identically equal zero (1985, p.52). Alternatively, you may wish to avoid quoting directly and instead paraphrase the work using a name and year of publication reference only. For example: Harris (1985) suggests that Walras Law states that excess demands and supplies over every market must be identical to zero. If you wish to use an authors ideas but you do not want to reference them directly in your text (for example, because it interrupts the flow of your sentence) then you should still include the reference at the end of the sentence to distinguish it from your own work. For example, you may write: Walras Law proposes that the sum of the excess demands and supplies over every single market must be equal to zero (Harris, 1985). The same style of referencing in the text should be used regardless of the kind of source being cited. If a reference has multiple authors, an ampersand (&) is usually employed between them. For example: Artis & Lewis (1991) argue that . . . Three or more authors, however, should be referenced as follows: Richardson et al (1987) suggest . . . Note, however, that in the above instance all of the authors names should be included in the full list of references that appears at the end of your document. If you are referencing two or more articles published in the same year by the same author(s) then you should give each publication a letter to distinguish it: e.g. Fastman (1990a) and Fastman (1990b).
In the References:
A full, alphabetic list of references should appear at the end of your document listing all of the books, articles and other sources referenced in the main body of your work. Note that books, articles and online (Internet) sources should not be separated out into different alphabetical listings, and that references should not be numbered. The style of referencing is slightly different between books, articles/chapters in edited books, articles in journals, and online sources as follows: Books: include: 1. Name(s) of author(s) 2. Year of publication in brackets
4. Edition (if not the first) 5. Place of publication

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3. Title of book printed in italics
6. Name of Publisher
For example: Cleary, T. (1998). Business Information Technology. London: FT Pitman. Kotler, P. (1991). Marketing Management: Analysis, Planning, Implementation and Control. (7th Edition). Englewood Cliffs, N.J.: Prentice Hall Articles in books: include: 1. Surname and initials of author(s) 2. Year of publication in brackets 3. Title of article or chapter 4. Name(s) of editor(s) of the book 5. Title of book in italics
6. Edition if not the first 7. Page number range (first to last) 8. Place of publication 9. Name of publisher
For example: Lewis, B. (1995) Customer Care in Services in Glynn, M. ed., Understanding Services Management, pp. 57-88. Chichester, England: John Wiley & Sons. Articles in journals: include: 1. Surname and initials of author(s) 2. Year of publication in brackets 3. Title of article 4. Title of journal in italics
5. Volume of journal 6. Issue number in brackets (if exists) 7. Page number range (first to last)
For example: Bean, T. & Ennis, D. (1987) Market Segmentation: A Review. European Journal of Marketing, Vol. 21(5), pp. 20-42. Online sources: Materials from the Internet should be referenced in the text and in your full alphabetic list of references no differently from any other source using as much detail as you have available. You should also include a date and URL for an online reference. For example: Smith, J. (2000) Consumers Spend 1bn on the Net, E-Commerce Times, 13th June. Downloaded from www.eCommercetimes.com/articles/342342.html as at 20th July 2000. You can find out more about referencing from resources found in the Library.
10 Academic Offences: Plagiarism and Other Offences

As defined in the Universitys Quality Manual, it is an academic offence to attempt to gain for oneself or another person an unpermitted advantage in an assessment. Academic offences therefore include but are not limited to acts such as cheating in examinations, plagiarism, and the fabrication of results. The University treats any such actions as unacceptable and has a formal mechanism in place that will be triggered if you are ever suspected of an academic offence. Once any form of academic offence is suspected in the Business School, a student will be required to attend an Academic Offence Committee hearing chaired by the Director of the School. You may bring one other person to this meeting to help represent you if you wish. A
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central University Academic Offence Committee (AOC) hearing may also result, dependant on the outcome of the initial hearing. Information on the Academic Offences Policy and Procedure can be found on the Universitys Quality Manual at: http://www.nottingham.ac.uk/academicservices/qualitymanual/assessment/academicoffence s.aspx You should be aware that in 2009-2010 there were 47 proven academic offence cases in the Business School (40 involving plagiarism and 7 involving cheating in an examination). Of these, 38 cases were first offences where the penalty in almost all instances was a mark of zero for the entire piece of coursework or examination concerned. The remaining 9 cases were second offences. Here the penalties imposed were a mark of zero for 60 credits (1 case), a mark of zero for 120 credits (2 cases) and termination of course (6 cases).
Plagiarism Defined
The academic offence of plagiarism is defined by the University as presenting someone elses work as being your own. If you follow the guidelines for referencing as described in the previous and following sections you will be able to build upon other peoples work within your own without any fear of being accused of plagiarism. However, if you do not reference properly then you may be found guilty of an academic offence and a penalty imposed. This penalty may be but is not necessarily limited to a mark of zero for the work or module concerned. The key point to remember is that whenever you include any material from a book, journal article, website or other source in your own work it must be made absolutely obvious that it is not your own work and referenced accordingly. This means that each and every instance where you copy verbatim or paraphrase other peoples work within your own it must be appropriately referenced in the text and in your end-of-text references. Those marking your coursework will assume that everything they read is your own work unless you clearly indicate otherwise. Hence, if they discover any material within your work that is from another source but which is not indicated as such they will report a case of suspected plagiarism to the Business Schools Director of Teaching. The marking of your work will then be delayed until all formal Academic Offence procedures have been completed.
Understanding Plagiarism
There are several forms of plagiarism. Firstly, it constitutes plagiarism to copy without appropriate referencing either exactly or virtually word for word any content from an article, book, web page or any other work. Please note that this includes copying the work of other students or your own work submitted in other coursework assignments. For example, you may have an essay to write entitled Competitive market analysis and its role in marketing strategy. In your background reading for the assignment you may have read an article from which the following abstract is drawn.
Processes of competition lie at the heart of the literature of marketing strategy. Indeed, it could be argued that competitors and sustainable competitive advantage are to marketing strategy what customers and the marketing concept are to marketing. The principle of Nottingham University Business School Malaysia 29
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sustainable competitive advantage argues that a firm can only be successful in the marketplace if its products and services have a competitive edge over those of its rivals. This edge should be one that is both important to customers and sustainable by the firm in the long run. Source: 7 lines taken from the Introduction to the article Competition and Marketing Strategy by Geoff Easton, European Journal of Marketing, Vol 22, No 2, 1988, Page 31-49.
In your essay, if you incorporated the above entire section from this article word for word, and did not both include it in quotation marks and attribute it to the author, you would have committed plagiarism. Alternatively, if you used the ideas from the article in your own essay and rephrased them in such as way as to imply that those rephrased ideas were your own work (again without attributing them directly to the author) this would also constitute plagiarism. For example, the following passage (if non-attributed) would be considered a plagiarised version of the above text:
Competitive advantage is widely recognized as the leveraging point in developing successful marketing strategies. The principle behind sustainable competitive advantage suggests that a firm needs a competitive edge over its competitors in its product and services in order to be successful in the marketplace. This advantage needs to be relevant to customers and manageable by the firm in the long run. This implies the need for an ongoing and focused competitive analysis.
It should be noted that plagiarism could simply be avoided in the above case by prefacing the passage with something like Easton (1980) argues that . . . More commonly, plagiarism will be deemed to have taken place if you have read a book, journal article or website and incorporated the ideas addressed within it into your own line of argument without correctly attributing the origin of the ideas to the author in a proper manner. Again based on the same passage from Easton, an illustration of how this might occur is offered below.
Competitive advantage is widely recognized as the leveraging point in developing successful marketing strategies. Developing a successful competitive advantage demands the existence of a competitive edge over competing products and services. This is seen as necessary to the development of successful marketing strategy. Importance to customers and sustainability by the firm are two key criteria in assessing what constitutes a useable competitive advantage. Other considerations might be whether the competitive edge chosen by the firm is relevant to the particular overall trends in the marketplace, and whether the costs associated with maintaining such an advantage are in line with the potential benefits to the company.
This sometimes inadvertent form of plagiarism can be overcome by a simple and effective attribution of the ideas to the original author (and possibly subsequent authors) as follows:
Competitive advantage is widely recognized as the leveraging point in developing successful marketing strategies. According to Easton (1988), developing a successful competitive advantage demands the existence of a competitive edge over competing products and services. This is, in his view, seen as necessary to the development of successful marketing strategies. He further identifies importance to customers and sustainability by the firm as two key criteria in assessing what constitutes a useable competitive advantage. Other key criteria, as described by Ennew (1990), might be whether the competitive edge chosen by the firm is relevant to the overall trends in the marketplace and whether the costs associated with maintaining such an advantage are in line with the potential benefits.
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Avoiding plagiarism by clearly attributing the sources of ideas to their original author is an important part of producing an effective piece of coursework which services to demonstrate that you have read around a topic.
Examples of Recent Plagiarism Cases
Whilst all cases are different, it is worth noting two particular examples of inappropriate practice that have frequently resulted in proven academic offence plagiarism cases in the Business School. Firstly, an increasing number of students are apparently conducting research by pasting material from websites or e-journals into their own intermediate research document. Some such students have then pasted material from this document into their work and have been found guilty of plagiarism as material from another source has been found in their work with no attribution. It is therefore vital that if you ever paste anything from a website or other electronic publication into an intermediate document that you also keep track of the source of the material. Further, you are advised that you should never paste anything into your work from an intermediate research document without including quotation marks and/or verifying that you have included an appropriate reference in the text alongside the material, as well as a full reference to the initial source material at the end of your work. Secondly, several recent plagiarism cases have involved students including a reference to a source at the end of their work but not in the body text following every quotation or close paraphrase from the same. This constitutes plagiarism because without the benefit of in-text references, those marking your assignment will not be able to differentiate your work from the work of others. In this context it is worth remembering that systems of referencing exist to enable you to indicate precisely where you are drawing from the work of others. A list of References at the end of your work may hence be somewhat different from a Bibliography (as you may have included in previous work), as a Bibliography commonly contains a list of sources that have been consulted but not specifically referenced.
Guidance on the use of Turnitin and other text-matching software
There are now a variety of online tools that allow you to submit an assignment for textmatching against a known databank of sources. One such tool is the Turnitin software made available to students at the University. Many people refer to Turnitin and other similar tools as plagiarism detection software. However, such a description is not correct. Not least this because is such tools only compare submitted work against a limited range of sources and do not indicate the inappropriate mass paraphrasing of other works. It is the policy of the Business School to very strongly advise all of its students against using Turnitin or any other piece of text-matching software as means of verifying whether or not their work may be plagiarised. In recent years a large percentage of the proven academic offence plagiarism cases in the Business School have involved students copying work from each other. This is also something that Turnitin would not detect as it is not been set to retain a copy of every document every student submits for checking. Many recent academic offence plagiarism cases in the Business School have also involved work copied from business reports that again Turnitin and other text-matching software often would not detect.
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It is the strong advice of the Business School that you should avoid plagiarism by engaging in ethical and professional academic practice, rather than by using a tool such as Turnitin to check if you have included in your work material copied from another source. It is the contention of the Business School that copying another partys work into your own is a conscious activity. If you learn to work in an ethical and professional manner you should therefore have no need to use Turnitin. If you do have queries concerning appropriate referencing you are strongly encouraged to raise them with your Module Convenors, personal tutor and other relevant academic and academic-related members of Business School staff. Should you choose to use Turnitin or other text-matching software to compare your work to a database of some other works then you must be aware that you will not be able to defend any accusation that you have committed an academic offence on the basis of any results generated by such an online tool. To be absolutely clear, you must be aware that you cannot rely on Turnitin or similar software to verify your work to be free from plagiarism.
Cheating in an Examination
Cheating in an examination can involve one candidate copying from another, obtaining other forms of assistance from another person, impersonating another candidate or allowing oneself to be impersonated, or introducing into an examination room any source of unauthorised information. In recent years, the number of Business School students caught cheating in an examination has significantly increased. Most cases have involved students who have taken permissible items into examinations with unauthorised information written on them. For example, many students have been caught with materials written on their calculators. Many others have been caught with material written in translation dictionaries (which students whose first language is not English are permitted to take into examinations). In a great many cases, the students concerned have argued that they have not been guilty of an academic offence on the grounds that (a) the calculator or dictionary concerned was only borrowed for the examination and was not theirs; (b) their usual revision practice is to write on their calculator or dictionary, or (c) that they have not committed an offence because they have not copied the material concerned into their examination script (often because the dictionary or calculator has been confiscated early in the examination). None of these defences has ever been accepted. With the above in mind, all students are reminded that they have to take sole responsibility for all materials that they take to their desk in an examination, and that the introduction of unauthorised materials constitutes an academic offence. Further, all students should understand that any Business School student found in possession of unauthorised materials at their desk in an examination will automatically be subject to an Academic Offence hearing.
Other Academic Offences
You are reminded that an academic offence is defined by the University as an attempt to gain for oneself or another person an unpermitted advantage in an assessment. You must therefore not fall into the increasingly common trap of believing that the only way to commit an academic offence is to copy somebody elses work and to present it as you own, or to introduce unpermitted materials into an examination.
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For example, you should be aware that all University examination rubrics state that students cannot start writing in their answer book before the start of the examination. Should you be caught doing this you will therefore be charged with an academic offence. You should also be aware that continuing to write after the end of an examination will be taken to constitute an academic offence and that you should therefore stop writing immediately the end of an examination is announced. You should also be aware that being assisted by or assisting another student in preparing individual coursework may be deemed to constitute an academic offence. You should therefore ensure that you complete individual coursework entirely by yourself, and should never lend any of your incomplete or unmarked coursework to other students.
11 Appeals
All module convenors and administrative staff in the Business School take great care to ensure that every piece of assessment is appropriately graded and processed. Our procedures involve all assessments being first marked, a system of second-marking and moderation conducted by another member of Business School staff, and a final process of moderation by an External Examiner from another University. Every assessment mark entered into our system is also checked before any mark is awarded to a course member. Students should be aware that, under University regulations, they cannot appeal marks on the basis of the academic judgment that has been exercised in awarding them. Nor, except in extremely exceptional cases, can students appeal marks once they have been signed off as final by our External Examiners. However, if you wish to discuss a confirmed mark in relation to reviewing an examination paper, you may do so by contacting the Director of the MBA Programme, who will then contact the academic member of staff to arrange a suitable time for you to meet the academic member of staff to review your examination answers.
Academic Appeals at the University of Nottingham Malaysia Campus

This brief guide to appeals for students at the Malaysia Campus is designed to help students understand the Academic Appeals process.
What is the purpose of an appeal?

An appeal is a request to review a decision. The outcome of an appeal will either result in the decision being upheld or changed.
What type of decisions do I have the right to appeal against?

Students have the right to appeal to the Academic Appeals Committee for a review of a decision of an academic body which makes decisions on student progression, assessment and awards.
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In particular, the following decisions can be appealed: Termination of a Taught Course A Research Degree decision A decision regarding Fitness to Practice An Academic Progression decision A Degree Class decision
The purpose of an appeal is not to question an academic judgement, so it is not possible to argue, for example, that a result unfairly reflects the merit of your work or ability.
What do I need to establish?

You will need to base your appeal on at least one of the four following grounds: Procedural Irregularity An error in calculating or recording marks Evidence of prejudice or bias on the part of the Examiner The decision of the Board of Examiners was manifestly unreasonable this to be used in exceptional circumstances only.
This will form the basis of your appeal and it is vital that it is made clear what grounds your appeal is based on. If it is unclear which grounds you are appealing under, then it is likely that your appeal will not proceed.
Background to Appeals at the Malaysia Campus

The University of Nottingham Academic Appeals Policy and Procedure is detailed in the University of Nottingham Quality Manual. However, the procedure for holding an Academic Appeals Committee hearing requires a local committee being formed, as staff and student attendance is required. For students based at the Malaysia Campus, the following substitutions are to be used in the reading of the section on Academic Appeals Policy and Procedure (http://www.nottingham.ac.uk/academicservices/qualitymanual/complaintsandappeals/acad emic-appeals-policy-and-procedure.aspx) within the Quality Manual: i. ii. iii. iv. Taught Courses Committee/Teaching Committee shall be read to mean the Malaysia Campus Learning and Teaching Committee. UG/PG Registry Manager shall be read to mean the Head of Student Registry. Research Degrees Committee shall be read to mean the Malaysia Campus Research Committee. The Head of School/Dean should be read to include any person authorised to act under their authority.
This document should be read together with the Academic Appeals Policy and Procedure section of the University of Nottingham Quality Manual.
Malaysia Campus Appeals Process
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If you decide to appeal then you must do so no later than one month after the date of the letter sent to you confirming the decision against which you are appealing. The initial stage of an appeal will be through a written submission to the Secretary of the Academic Appeals Committee, using only the Academic Appeals Form provided. The Secretary may then do one or more of the following: 1. request more information from the student 2. request that the School responds to the appeal 3. recommend that the appeal be rejected without a full hearing 4. recommend that the appeal be heard by the Academic Appeals Committee The Secretary may liaise with other staff members in determining whether action 3 is appropriate. If the appeal goes to a full hearing (action 4) then the Secretary shall convene the Academic Appeals Committee with the appropriate constitution. Please refer to the University of Nottingham Malaysia Campus website at http://www.nottingham.edu.my/CurrentStudents/documents/AcademicAppealformandnotes -UNMCv07fillable.pdf for the Appeal Form. Students are advised to consult with the Director of MBA Programmes in respect of academic appeals procedures. All appeals should be addressed directly to appeals committee at the Malaysia Campus.
12 Student Feedback
The University is dedicated to the maintenance of high quality teaching and to maintain and improve its administrative standards. The main mechanisms in place to evaluate the student learning experience and achievement are as set out below.
1.
Student Feedback via SEM and SET Forms

In order to encourage feedback, the Business School operates a system of formal teaching appraisals. At the end of each module, you will be asked to complete a short questionnaire relating to the lecturers course of lectures and/or tutorials. Your co-operation in providing constructive feedback on the modules and the teaching of the modules is very much appreciated.
(a) Student Evaluation of Module (SEM) - Each module has an associated feedback
assessment questionnaire known as a Student Evaluation of Module (SEM) form. This questionnaire is distributed to each student taking the module; the responses are collated and fed into the course review mechanism through each of the subject-specific committees where any problems are identified. Results of the questionnaires are also fed-back to the students. Each module is re-evaluated each year.
(b) Student Evaluation of Teaching (SET) - The teaching of each lecturer is assessed
through the Student Evaluation of Teaching (SET) form. These questionnaires are distributed to each student taking the module and the forms sent back to the Quality Assurance Office at the University of Nottingham, UK for evaluation. The scores and comments are also fed-back to the lecturer concerned.
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Student Feedback on Academic Matters: Student Representatives and the Learning Community Forum
As a matter of policy, there must be at least one Learning Community Forum in the Business School, and all students must have an opportunity to contribute to the discussions of the Forum. The purposes of the Forum are to ensure that the views of the students are given proper weight in the processes of courses and module reviews, and to ensure that the concerns of students about their courses of study are represented to the academic staff throughout the academic year. The Forum, usually held in Week 4 of Semester 1 and Semester 2 respectively, provides postgraduate students with a platform to voice any academic matters with the Business School and the University in general. In this meeting, the Representative and the Deputy will represent their respective student cohorts in conveying any comments, issues or suggestions from students regarding their courses with the Directors of postgraduate programmes and deputies. The procedures leading up to the meeting and activities during the meeting are briefly outlined below.
Student Representatives
1. MBA students will have the opportunity to elect a student representative (Representative) and a deputy student representative (Deputy) for their respective courses. The Representative and the Deputy shall together act as an intermediary between postgraduate students and staff of the Business School and the University in general. 2. The Representative and the Deputy are collectively responsible for effectively collecting feedback from their fellow students, representing those views at meetings, and disseminating feedback from the meetings. 3. It is also the responsibility of the Representative and the Deputy to raise any issues and concerns of postgraduate students to the attention of the programme director through proper channels. (Do note that the programme director and/or nominated deputies, along with the student representatives, can sort out any day-to-day problems that may arise, and such issues need not be left until the next Forum.) 4. Students will be informed of details of the Forum membership, terms of reference, and dates of meetings for the current session.
Forum Composition
1. The Business School shall decide on the number and the composition of its Fora, appropriate to its size, range of courses, and student mix. The relevant representatives of the teaching staff will attend meetings of the Forum. 2. The Representative and Deputy will be in office for one academic year. In the event that either or both the Representative and/or the Deputy resign while in office, the incumbent Representative and Deputy are required to hold an election to elect a new Representative and Deputy, and pass on the responsibilities to such incoming
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Representative and Deputy in an amicable manner. In the absence of the Representative, the Deputy will automatically assume the role of acting Representative. No one Representative or Deputy shall be in office for more than one academic year.
Procedures Leading Up to the Forum

1. The Representative is expected to organize a meeting with members of their student cohort in Week 3 of each academic semester whereby the Deputy shall compile a list of any issues or concerns faced by the students, which list will be submitted as the agenda for the Forum to be held that semester (Forum Agenda). Each agenda must include a report on actions taken on such action points. A suggested format for the Forum Agenda will be provided to the Representative and Deputy in due course. During the compilation process, it is recommended that each item on the Forum Agenda be put to vote and the number of votes in respect of each item is to be stated. This voting requirement is to enable the level of severity of the item to be gauged, in order that the programme director may appropriately prioritise the action to be taken in respect of each matter raised. 2. The Representative is then required to submit a written notice to the programme director via e-mail, attaching a copy of the Forum Agenda, no later than Week 4 of the academic semester concerned. The programme director will then seek responses from the relevant persons in relation to the issues set out in the Forum Agenda. 3. The Forum will be held on a day, time and venue as agreed upon between the Representative and the programme director or a suitable person nominated to attend.
Proceedings of the Forum

1. The Forum is usually chaired by the programme director or a suitable member of staff nominated by him or her. 2. Items on the Forum Agenda will be raised one point at a time, and the programme director or his or her appointee shall respond accordingly. Other members of staff may also be present to address specific issues raised by postgraduate students as indicated in the Forum Agenda. 3. The minutes of the Forum shall be recorded, indicating agreed action points and the persons responsible for carrying them out, by a representative of the Business School. The recorded minutes will be sent to the Representative for agreement in Week 7 of the academic semester concerned. 4. The Representative shall make public the outcome of the meeting only after the release of the final minutes of the meeting in the subsequent week upon agreement of the minutes by both parties. The onus is on each Representative to announce the minutes of the Forum to the student cohorts.
Follow-Up Pursuant to Forum
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The School and the University shall make every effort to address all items raised by the Representative and the Deputy as agreed in the minutes of the Forum, but shall not be held accountable or liable in any way in the event the outcome of such efforts is not according to the agreed minutes of the Forum. Actions requested by the Representative and Deputy will be given proper consideration, and if they are not implemented, the grounds will be explained.
M B A
( G E N E R A L ,
F I N A N C E ,
E N T R E P R E N E U R S H I P ,
C S R )
Section D: MBA Programme Specifications
Master of Business Administration

Educational Aims
The overall objective of the NUBS MBA programme is to educate individuals as managers and business specialists, and thus to improve the quality of management as a profession. The MBA programme adds value to first degrees by developing an integrated, critically-aware understanding of management in an international context; thus allowing graduates to take effective roles within their organisations. Students can opt to have their award qualified by a descriptor which indicates the following specialisations: Master of Business Administration
KPT/JPS (F3-K079) 6/14
Master of Business Administration Finance

KPT/JPS (F3-K006) 9/10
Master of Business Administration Entrepreneurship

KPT/JPS (F3-K082) 6/14
Master of Business Administration Corporate Social Responsibility

KPT/JPS (F3-K081) 6/14 (Not available to students registered from September 2011)
The purpose of the MBA programme is: the advanced study of organisations, their management and the changing external environment in which they operate preparation for development of career opportunities in business and management by developing skills at a professional level development of the ability to apply knowledge and understanding of business and management to complex issues, both systematically and creatively, to improve business and management practice enhancement of lifelong learning skills and personal development to work with selfdirection and originality and to contribute to business and society at large The course aims to develop: conceptual and analytical competence to plan and manage growth understanding of the dynamics of organisations ability to work with others to achieve successful change general management perspectives on the functions of a business sound up to date knowledge of business operations practical hard and soft skills to manage a business
M B A
( G E N E R A L ,
F I N A N C E ,
C S R )
Programme Outline
The MBA programme is a full-time degree studied over a period of one year, although it may also be taken on a part-time basis over between two and four years. The programme has a modular structure, with individual modules each having a weighting of 10 credits. One 10-credit module represents 100 hours of study including formal teaching, independent study, revision and the preparation for assessments. The programme requires the successful completion of 180 credits: 120 of which are taught modules, and the remaining 60 credits comprise a management project (which includes an element of management research ethics and methods). In addition, full-time students are expected to attend introductory study skills sessions, a personal development programme, business leader special lectures, and additional workshops and seminars. Total contact time is around 520 hours for students studying full-time. Teaching for the programme is normally by semester-based modules with contact time around 3 hours per week for taught modules, although teaching for management research ethics and methods may be delivered on a block basis. Students may also take, as electives, intensive block modules offered by the School. Reading and self-directed study is required throughout the course, in addition to preparation for project work and assessment.
The Opportunity to Study Overseas

Students who wish to study at an approved overseas partner education institution (this is available in Singapore) or at a University of Nottingham international campus (at present, the UK Campus) may substitute up to a maximum of two elective MBA modules offered at these locations, subject to the availability of modules, with the approval of the Director of the MBA Programme. Any additional modules taken at an overseas partner education institution or international campus will normally incur payment of an additional fee.
Distinguishing features
The degree provides an advanced course for those seeking career advancement in business and management. The MBA programme aims to develop knowledge and skills in fundamental management disciplines, while also including specialist modules in various areas of management. Participants will develop the skills to implement agreed solutions effectively and efficiently, along with interpersonal skills which enable them to interact effectively across a wide range of business stakeholders. Participants may use the management project to concentrate in-depth on a management topic specific to individual interests and career requirements. The programme offers a flexible mode of study which allows part-time students to take modules at their pace, and also an opportunity to study overseas at one of the Universitys international campuses or overseas partner education institutions.
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Programme Structure
(i) Compulsory
Students must take all modules in this group: Module Code N14M01 N14M79 N14M04 N14M58 N14M18 N14M07 N14M94 Title Accounting and Finance Business Economics Marketing Managing People Operations Management Strategic Management Sustainable Decisions & Organisations Credit Total Credits 10 10 10 10 10 10 10 70 Compensatable Semester Taught Y Autumn Y Autumn Y Autumn Y Autumn Y Autumn Y Autumn Y Spring
(ii)
Specialisations & Electives
Group 1
Students are required to select 50 credits of elective modules from the modules available in the Spring Semester or block modules in the Summer Semester, depending on their registered degree programme and module pre-requisites, as follows:
Master of Business Administration (Course Code: N10T)

No choice restriction (students may choose any 5 modules from the electives available in Group 1 and the General Electives listed in Part (iii) below.
Master of Business Administration Finance (Course Code: N301)

Students must take the following 30 credits of modules (or the equivalent block module): Module Code N14M25 N14M02 N14M28 Title Corporate Finance Financial and Monetary Economics International Finance Credits 10 10 10 Compensatable Y Y Y Semester Taught Spring Summer Spring
Students are required to select two additional 10-credit elective modules from the modules available in the Spring Semester (listed in this Part (ii) and in the list of general electives in Part (iii) below) or block modules in the Summer Semester.
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Master of Business Administration Entrepreneurship (Course Code: N10A)

Students must take the following 30 credits of modules (or the equivalent block module): Module Code N14M90 N14M87 N14M76 Title Entrepreneurship and Creativity Entrepreneurship in Practice Innovation Management Credits 10 10 10 Compensatable Y Y Y Semester Taught Spring Summer Spring
Master of Business Administration - Corporate Social Responsibility (Course Code: N107)

(This specialisation is not available to students registered from September 2011)
Students must take the following 30 credits of modules (or the equivalent block module): Module Code N14M15 N14M91 N14E41 Title Business Ethics Strategies for Corporate Social Responsibility* Corporate Governance & Social Accountability** Credits 10 10 10 Compensatable Y Y Y Semester Taught Spring Spring Summer
* The module N14M912 will not run in 2011/12. **This will be the last session the module N14E41 will be run, as the MBA CSR specialization will not be offered with effect from September 2011. Therefore, students from previous intakes taking the MBA CSR specialisation must enrol in this module in Semester 2 (Summer) of 2011/12.
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Group 2
Students must take 60 credits from this group: Module Code N14M70 Title Management Project An Individual Management Project (15,000
20,000 words) on an approved subject (weight 100%).
Credits Compensatable 60 N
N14M72
Group Management Project Comprising a Group Management Project

(15,000 words) on an approved subject (weight 60%); and an Individual Project (5,000 words) reviewing conceptual issues relevant for the Group Management Project (weight 40%).
60
Semester Taught FT: Summer PT: Available throughout year* Available to FT students only. (Summer)
* Please refer to the Management Project Guidelines for timelines and commencement dates
Note: Course members enrolled on the MBA Finance, MBA Entrepreneurship and MBA Corporate Social Responsibility must undertake Management Projects with topics related to their named specialisation. This does not mean the entire project must relate to the MBA specialisation, but the Projects must contain a significant core element that is of direct relevance to their specialisation.
(iii) General Electives

Students registered on an MBA with a specialisation are to select two additional MBA elective modules from this group. These modules are run either in the Spring semester or as block modules in the Summer semester. The electives available in 2011/12 are: Module Code N14M62 N14M19 N14M51 Title Managing the Human Resource Business and Commercial Law Games and Strategies for Business Credits 10 10 10 Compensatable Y Y Y Semester Taught Spring Spring Summer
Please refer to the section on Module Descriptions found in this Handbook for module information, including information on pre-requisites. Please note that the programme structure is subject to change and the list of available elective modules may be modified from time to time.
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D E S C R I P T I O N S
MBA Module Descriptions

Core Modules Accounting and Finance (N14M01) ..................................................................................... 45 Business Economics (N14M79) ........................................................................................... 45 Managing People (N14M58) .............................................................................................. 46 Marketing (N14M04) ......................................................................................................... 46 Operations Management (N14M18) ................................................................................... 47 Strategic Management (N14M07) ...................................................................................... 47 Sustainable Decisions and Organisations (N14M94) ............................................................ 48 Management Project (N14M70) / Group Management Project (N14M72) ........................... 48 Compulsory Electives for MBA Finance: Corporate Finance (N14M25) ............................................................................................. 48 Financial and Monetary Economics (N14M02) ..................................................................... 49 International Finance (N14M28)......................................................................................... 49 Compulsory Electives for MBA Entrepreneurship: Entrepreneurship and Creativity (N14M90) ........................................................................ 50 Entrepreneurship in Practice (N14M87) .............................................................................. 50 Innovation Management (N14M76) ................................................................................... 51 Compulsory Electives for MBA CSR: Business Ethics (N14M15) .................................................................................................. 51 Corporate Governance and Social Accountability (N14E41)* ............................................... 52 General Electives (for all MBA specialisations): Business and Commercial Law (N14M19) ........................................................................... 53 Games and Strategies for Business (N14M51) ..................................................................... 53 Managing the Human Resource (N14M62) ......................................................................... 53 Guidelines on Management Project: Management Project (N14M70) /....................................................................................... 54 Group Management Project (N14M72) .............................................................................. 54
Please note that the list of available modules may be modified from time to time. The content, and module convenors, of the modules are also subject to change. Students may refer to http://modulecatalogue.nottingham.ac.uk for current module information. Please contact the NUBS Administrative Office should you have any queries.
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Core Modules
Accounting and Finance (N14M01)

Module Convenor Dr Chee Kwong LAU Pre-Requisites None Co-Requisites None Assessment 2-hour examination (70%); Group project (4,000 words) (30%) Aims: To develop managers' understanding of (a) the theory and practice of external financial reporting by business organisations including the analysis and limitations of published financial reports, (b) the methods and limitations of costing and budgetary planning, (c) the principal theories of capital value and related investment decision-making. Summary of Content: This module provides an introduction to the theory and practice of financial accounting and reporting, management accounting and finance. Both commercial and not-for-profit organisations will be considered. Financial reporting is the process of presenting financial (and other) information to a range of stakeholders in order to ensure appropriate accountability and stewardship. Students will be encouraged to consider the need for integrityin financial accounting and reporting, and the potential limitations of regulation and standards. Management accounting is concerned with the preparation and presentation of accounting information to aid managers in their jobs of planning, decision making and control. New and traditional management accounting techniques are analysed in the context of a changing management context with its emphasis on strategy, costing and performance metrics. The content of the module is aimed primarily at managers and not accountants. The finance section emphasises two of the major financial decisions, the investment decision and the financing decision - where the money comes from and how it is best used within the organisation..
Business Economics (N14M79)

Module Convenor Prof Hui-Boon TAN Pre-Requisites None Co-Requisites None Aims: The economic theory of business provides a range of models and concepts, both at the micro and macro level, for the analysis of business activity to generate key insights into the operation of the market economy. Familiarity with the economic way of thinking about business and the economist's toolkit of principles and models is indispensable for today's successful business practitioner. The aim of the module is to introduce economic theory applicable to business and to enable participants independently to apply the theory to practical issues. Nottingham University Business School Malaysia 45
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Assessment 2-hour examination (60%); Individual project (2,000 words) (40%)
Summary of Content: In the mixed economy, society's productive resources are allocated by a mixture of planning (government and firms) and decentralised decision making (individuals and markets). The module provides an introduction to the economic analysis of resource allocation at the level of individual consumers, firms, markets and the overall economy to show how these alternative economic principles can be used to promote the optimal allocation of resources for society as a whole.
Managing People (N14M58)

Module Convenor Dr Maniam KALIANNAN Pre-Requisites None Co-Requisites None Assessment Examination (70%); Group presentation (30%) Aims: To introduce the key issues in organisational behaviour. Summary of Content: This module explore key issues in organisational behaviour. The topics covered will include employee motivation, leadership and working in teams.
Marketing (N14M04)
Module Convenor Dr Kok Wei KHONG Pre-Requisites None Co-Requisites None Assessment Individual timed (48 hours) take away exam (2,500 words) (60%); Individual assignment (2,000 words) (30%); Group Presentation (10%) Aims: This module aims to provide an overview of the nature and practice of marketing at both strategic and tactical levels. Students will be introduced to a variety of relevant conceptual frameworks and will be expected to apply these in relation to their own business experience and to a diversity of case studies. The module also aims to develop a critical perspective on modern marketing by encouraging students to evaluate the broader social impact of marketing practices. Summary of Content: This module is designed to introduce the fundamental concepts of marketing and to help managers understand the ways in which these may be used in practice. The course examines: understanding the marketing concept; the role of marketing within business and it's contribution to business performance and enhancing stakeholder value; developing marketing strategy; segmentation, targeting and positioning; managing the marketing mix; and planning and implementation. These subjects are taught and debated in such a way as to provide participants with a more critical perspective on modern marketing by encouraging students to evaluate their broader social impact. A class debate is also included to allow students to delve into a pertinent issue within marketing and to develop evaluation and analysis skills.
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Operations Management (N14M18)

Module Convenor Dr Mohamed Khaled OMAR Pre-Requisites None Co-Requisites None Assessment Examination (65%); Group project (35%) Aims: The module aims to provide a thorough grounding in key concepts in contemporary operations. It is taught in a manner appropriate to an MBA audience and draws upon the latest management approaches and thinking. Specifically it aims to develop understanding of: the relevance and importance to organisations of high performance operational capabilities; the key resources - human, organisational and technological - and the fundamental variables in operations management, as well as their interactions; key concepts in the design of effective operational systems for a wide range of environmentts; frameworks for addressing major issues in managing operations; the integrative nature of Operations Management. Summary of Content: This module provides a thorough grounding in concepts and principles that are essential for the successful management of operations in contemporary organisations. Module topics include: the role of the operations function and the major variables in managing operations; service operations management, including service systems design and queuing systems; quality concepts and the management of quality; supply chain management concepts including material and information flows, supply chain dynamics, forecasting and order fulfillment, sales and operations planning, postponement and mass customisation; lean thinking and lean concepts and process excellence; project management concepts and methods.
Strategic Management (N14M07)

Module Convenor Dr Mohan V. AVVARI Pre-Requisites None Co-Requisites None Assessment 2-Hour Open Book Examination (70%); Presentation (30%) Aims: At the end of the module participants should be able to: subject the concepts of strategic management to critical analysis; analyse the business and competitive environment; formulate competitive and development strategies drawing on relevant concepts and taking into account broader stakeholder issues; demonstrate an awareness of factors that must be considered in implementing strategy. Summary of Content: This module examines the process of strategic management, focusing on the nature of strategy formulation and implementation. The analysis of strategy concepts and case study examples will be used to develop awareness of the factors that must be considered in strategic decisionmaking. Topics include: strategic vision and mission, environmental and industry analysis; generic strategies; core competence; growth and diversification; internationalisation and the execution of strategy.
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Sustainable Decisions and Organisations (N14M94)

Module Convenor Dr Mohan V. AVVARI Ms Vanitha PONNUSAMY Pre-Requisites Completion of six core modules of the MBA programme Co-Requisites None Assessment Individual Report (2,000 words) (50%); Group Report (1,500 words and 1 x 500 words) (50%). Aims: To enable students to develop their business and management skills and to capture an integrated view of their learning across their programme of study. Summary of Content: This module takes the form of a series of lectures, workshops, case studies and role play and is taken by all MBA students. The course integrates and reflects upon the interdisciplinary nature of the MBA programme and challenges students' understanding and application of the material presented on the core MBA modules. This is undertaken by focusing on the role of different business stakeholders in achieving economic and environmental sustainability - through an examination of their possibly contradicting and contradictory objectives, values and decision-making processes. We have a wide range of practitioners featuring in the course. The participants have to present and defend their integrated sustainable strategy to a real board, consisting of practitioners with experience of board membership. The students also have to run a real media conference consisting of journalists from the press.
Management Project (N14M70) / Group Management Project (N14M72)

Please refer to the section on Management Projects at the end of this listing of modules.
Co-Requisites None
Compulsory Electives for MBA Finance
Corporate Finance (N14M25)

Module Convenor Dr Nafis ALAM Pre-Requisites Accounting and Finance (N14M01) Aims: The module aims to emphasise the importance of answering the question 'In whose interests should organisations be run?' before beginning the process of financial decision making. The module also aims to develop the key skills of forecasting and valuing risky cash flows, and the ability to apply these skills in financial decision making contexts. Summary of Content: The module examines the ethical and practical justifications for the idea that companies should operate in the interests of shareholders and also the counter arguments in favour of a stakeholder perspective. The module then deals in turn with the major financial decisions made in
Assessment 2-hour examination (70%); 2,000 word essay (30%)
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organisations (capital budgeting, capital structure, dividends, mergers, working capital). Decisions are analysed first in the context of wellfunctioning capital markets. Capital market imperfections and behavioural biases on the part of managers and investors are then considered.
Financial and Monetary Economics (N14M02)

Module Convenor Dr Bala RAMASAMY Pre-Requisites Business Economics (N14M79) Co-Requisites None Assessment 2-hour examination (70%); Coursework (2,500 words) (30%) Aims: To provide an understanding of the overall workings of the economy and of the impact on it of government macroeconomic and financial policies. To provide a broad understanding of the role and functions of the financial system in the economy. To focus on the monetary, financial and fiscal aspects of government policy, paying particular attention to the determination of interest rates, inflation rates and exchange rates. To provide a brief introduction to contemporary macroeconomic and financial controversies. Summary of Content: This module provides an understanding of the overall workings of the economy and government policies toward employment, output, inflation and the balance of payments, focusing in particular on the monetary and financial aspects and the determination of interest rates and exchange rates.
International Finance (N14M28)

Module Convenor Dr Subramaniam PILLAY Pre-Requisites Accounting and Finance (N14M01) Co-Requisites None Assessment 2-hour Examination (50%); Individual Coursework (25%); Group Project (25%) Aims: This module examines contemporary developments in the practice of international financial management. It includes analysis of foreign exchange markets and international financial markets, including the international stock exchange, international banking and the Euromarkets. Emphasis is placed upon risk management techniques to protect against currency, commercial and political risks, using forwards, swaps, options and other instruments. The finance of international trade and foreign operations are examined, including international treasury operations. Summary of Content: This course examines contemporary developments in the practice of international financial management. It includes analysis of foreign exchange markets and international financial markets, including the international stock market, international banking and the Euromarkets. Emphasis is placed on discussion of risk management techniques to protect against both currency and politicial risks. Both long term international investment and financing decisions and short-term exporting decisions form part of the course.
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Pre-Requisites None Co-Requisites None
Compulsory Electives for MBA Entrepreneurship
Entrepreneurship and Creativity (N14M90)

Module Convenor To be confirmed Aims: This course is designed to provide an insight into the nature and identity of entrepreneurship as it has been perceived by others, along with an exploration of students' own entrepreneurial potential. As such, it focuses on two main themes. The first involves an objective analysis of entrepreneurship in theory, practice and policy. The second encourages students to investigate and experience the processes involved in creativity, alongside the generation and assessment of entrepreneurial ideas. Summary of Content: Entrepreneurship is now seen as a positive force for economic development in virtually all economies, yet there is no clear consensus as to what it is or how it is manifested. This course sets out to identify entrepreneurship in theory and its economic contribution, positive and negative, in practice. Finally, it considers whether policy intervention can encourage entrepreneurship activity and if so, how this may best be achieved.
Assessment 2-hour Examination (50%); Individual Report (2,000 words) (35%), Group presentation (15%)
Entrepreneurship in Practice (N14M87)

Module Convenor Mr Chris MAHON Pre-Requisites None Co-Requisites None Assessment Individual report based on a group project (4,000 words) (60%); Group presentation (30%); Integrative Learning Barometer surveys (10%) Aims: The module will help students build skills across a number of areas central to the entrepreneurial experience, including: Opportunity recognition, evaluation and exploitation Innovation assessment and management Environmental analysis Understanding and managing risk The strategy process Market research and the marketing plan Finance and Funding Intellectual property rights Students will learn through a mixed delivery model, which will include formal lectures, group work and sessions with visiting entrepreneurs. Students will also engage with a start-up business simulation (SimVenture), designed to introduce players to the complexity of entrepreneurial decision making. Summary of Content: Entrepreneurship in Practice will introduce students to the more practical elements of innovation and enterprise activity across multiple 50 MBA Programme Handbook 2011-2012
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contexts, including not just new venture creation but corporate and social entrepreneurship as well. Whereas Entrepreneurship and Creativity focuses on idea generation and entrepreneurial theory, Entrepreneurship in Practice will prepare students to recognise opportunities, and to implement innovation and enterprising ideas. The ability to make informed and timely decisions will be an important aspect of this, and the module will use a start-up business simulation to encourage this.
Innovation Management (N14M76)

Module Convenor Ms Rosniwati MOHD NASIR Pre-Requisites None Co-Requisites None Assessment Individual Report (5,000 words) (70%); Group Presentation (30%) Aims The module aims to develop an understanding of the management of innovation from a number of perspectives. It is designed to: Examine innovation from an industrial perspective, showing how innovations of product, process and organisationsl structure can create and destroy markets. Toegther with focusing on innovatoin from an organisational perspective, showing how innovation can create and sustain a powerful competitive advantage; highlighting the managerial perspective, illustrating the skills and systems required to maintain innovation within different organisations and markets. Summary of Content What is Innovation Management? - definitions and models of the process; Innovation Strategy; the national and competitive environment; innovation processes within mulitinational firms; innovation processes within large public sector organisations; the systems of innovation specific to small high technology firms; : Management techniques for innovation , shared vision, effective team working and a creative climate; Learning from Markets , marketing technological and complex products and learning through alliances; Integration of Approaches , Key themes, learning to manage and measure innovation and through the group presentations - Appraisal of innovation management within different organisations.
Compulsory Electives for MBA Corporate Social Responsibility
Note: Strategies for Corporate Social Responsibility (N14M91) will not be offered in 2011/12.
Business Ethics (N14M15)

Module Convenor Dr Rebecca Chung-hee KIM Pre-Requisites None Aims: This Module aims to provide students with knowledge of ethical issues involving business. In particular, it aims to provide students with knowledge regarding the existence of corporations in liberal democracies, and ethical concerns surrounding multinational corporations and globalization. Further to this, the module aims to Nottingham University Business School Malaysia 51
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Co-Requisites None Assessment One case study (2,500 words) (50%); One essay (approx 2,500 words) (50%).
develop the capacity of students to critically engage with issues of human rights, globalization, and sustainable development, and the role that corporations play in politics. Ultimately, the aim of the module is to enable students to recognise and reflect upon complex ethical problems with a view to enhancing their analystical and decision-making skills. Summary of Content: This module examines ethical issues and dilemmas, covering a range of complex and controversial problems relating to business in a global economy. The main concepts and theories underpinning the business ethics field will be introduced, and students shall have the opportunity to apply these to business situations. More specifically, the course explores issues of human rights, globalization and sustainable development, and places these within different philosophical and cultural perspectives. The course also explores the role of corporations, multinational corporations, and Nation-States from an ethical perspective, and situates these explorations within a political-economic framework.
Corporate Governance and Social Accountability (N14E41)*

Module Convenor To be confirmed Pre-Requisites Accounting and Finance (N14M01) Co-Requisites None Assessment Case study (4,000 words) (100%) Aims: To acquaint students with theory and practice of corporate governance particularly relating to social accountability and reporting. Summary of Content: The aim of this course is to acquaint students with the theory and practice of corporate governance particularly relating to social accountability and reporting. This course examines theories of corporate governance, evaluating the evolution of traditional governance systems to provide incentives to managers. In this course, this theoretical framework is extended to address the 'triple bottom line', in light of increasing demands for accountability, transparency, and social responsibility of managers and business. Issues such as sustainability management accounting/control, reporting, auditing, and verification are also examined and discussed, and the role of drivers such as reporting/governance codes and the investment community in enhancing organizational change toward a sustainable development are critically evaluated. The course uses case study illustrations from research carried out in various corporate contexts in South-East Asia, Germany and the UK. It provides insights into the implementation and use of new accounting and accountability tools, and imparts awareness of the role of these tools and practices in supporting managerial decision making and increasing transparency on environmental, social and sustainability performance.
*This will be the last session the module N14E41 will be run, as the MBA CSR specialization will not be offered with effect from September 2011. Therefore, students from previous intakes taking the MBA CSR specialisation must enrol in this module in Semester 2 (Summer) of 2011/12.
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General Electives (for all MBA specialisations)
Business and Commercial Law (N14M19)

Module Convenor Dr Mohammad Rizal SALIM Pre-Requisites None Co-Requisites None Assessment Coursework (2,500 words) (50%); Coursework (2,500 words) (50%). Aims: To provide an appreciation of the role of law in consumer and commercial transactions. To provide course participants with an appreciation of the legal status of corporations and the rights and responsibilities of the various stakeholders in the corporate entity. To establish an understanding of the relevance of the law of the European Union for businesses in Europe. Summary of Content: This course provides students with an appreciation of the role of law in consumer and commercial transactions. One of three central aims of the course is to offer participants an appreciation of the legal status of corporations and the rights and responsibilities of the various stakeholders in the corporate entity.
Games and Strategies for Business (N14M51)

Module Convenor Dr Robert HOFFMANN Pre-Requisites None Co-Requisites None Assessment 2-hour examination (50%); Coursework (2,000 words) (50%) Aims: To develop an understanding of the key concepts, models and tools of the theory of games. To analyse the application of decision and game theory to business decision making. Summary of Content: This module provides an introduction to decision theory and the theory of games with particular emphasis on the application to business problems and managerial decision making. Participants are introduced to the main concepts and tools of the theory and the techniques of practical analysis of business decision problems. In addition, the module covers the main theoretical insights these approaches have produced into competition and conflict as well as co-operation and pro-social behaviour between economic and business decision makers.
Managing the Human Resource (N14M62)

Module Convenor Dr Maniam KALIANNAN Pre-Requisites Managing People (N14M58) Co-Requisites: None Assessment 2-hour examination (50%); Coursework (2,500 words) (50%). Aims: The aim of this module is to examine a number of topics in the field of human resource management from the point of view of both theory and practice. By making extensive use of research evidence, the module aims to highlight to managers the problems and dilemmas that can frequently emerge in the implementation of human resource practices. Summary of Content: The module aims to develop advanced understanding of human resource management. Core elements of the course include recruitment and selection, training, performance management, job design, work-life balance and health and safety. Nottingham University Business School Malaysia 53
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Management Project (N14M70) / Group Management Project (N14M72)

All MBA candidates registered from September 2009* must undertake a management project to complete their degree. As referred to in the MBA Programme Structure section, MBA students are required to take 60 credits from the following:
N14M70 Management Project (Individual) 60 credits

Comprising an Individual Management Project (15,00020,000 words) on an approved subject relevant to the chosen specialisation (weight 100%).
N14M72 Group Management Project 60 credits

(Full-time students only) Comprising a Group Management Project (15,000 words) on an approved subject relevant to the chosen specialisation (weight 60%); and an Individual Project (5,000 words) reviewing conceptual issues relevant for the Group Management Project (weight 40%)
*Note: MBA candidates registered prior to September 2009 should refer to the Handbook of their respective registration
years for guidelines on dissertations or management projects.
Pre-requisites: Completion of at least eight modules on the MBA programme. Co-requisites: None. Method of Delivery & Frequency of Class: Research methods and ethics workshops, plus an average of 10 hours contact with supervisors for the Management Project. Assessment: N14M70 Management Project: Individual Management Project (15,00020,000 words) (100%) N14M72 Group Management Project: Group Management Project (15,000 words) (60%); Individual Project (5,000 words) reviewing conceptual issues relevant for the Group Management Project (40%) Aims: To enable MBA students to demonstrate their understanding of and ability to use techniques and methods of analysis through independent research, and to significantly develop their business and management skills and to enable students to capture an integrated view of their learning across their programme of study via the analysis of a key management problem relevant to the chosen MBA specialisation. Summary of Content: Research methods and ethics to instil familiarity with and understanding of key techniques of quantitative and qualitative analysis. To improve accessibility of research material such as journal articles. To provide basic skills in support of the management project research involving quantitative and qualitative analysis. An introduction to both Qualitative Analysis (including epistemological issues as well as the collection and analysis of qualitative data) and an introduction to Quantitative Analysis (including Survey design and measurement, Introduction to statistics; hypothesis testing, t-tests, ANOVA and Regression Analysis). The individual/group management project itself includes both conceptual and practical analysis of an identified 'live' management problem or set of issues linked to a specific organisation or organizations (for individual management projects alternatively, an individual dissertation based on desk research
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which requires thorough analysis and criticism of an identified topic area). In both cases, the work must be on an approved subject relevant to the chosen MBA specialisation. Note: A candidate must achieve a minimum mark of 50% in your management project and an average of at least 50% across all course modules to be awarded the relevant MBA degree.
Management Project Timeline

Commencement date for management projects (Commencement Date): Full-time students (FT): Last day of the examination period of the 2nd semester (non-inclusive of any block modules held during the summer period or reassessments). The management project is normally written in the summer leading up to the end of the course. Part-time students (PT): Date of the last examination paper or date of last deadline for submission of coursework (original deadline, not any extended deadline that may have been granted), whichever is the later. Students may commence their management project on an earlier date if approved by the Director of MBA Programmes.
Supervisors Role
Workshops conducted by academic staff
Stage of Management Project

Attend Research Methods & Ethics Workshops (students will be provided with further details on the workshops in due course) to gain basic skills in support of your Management Project.
Student may approach potential supervisors at this stage
Consider possible topics for research. If applicable, approach an organization to be studied for the Management Project
Within 5 working days of Commencement Date, submit Supervision Allocation Form for the School to allocate you a supervisor based on your proposed subject-matter
Once Supervisor confirmed, Supervisor to be consulted
Student to consult Supervisor and correspond with subject company to seek approval for conducting study, if applicable. (Please provide copies of such correspondence to the NUBS Administration Office.) Within 4 weeks of the Commencement Date, submit Individual Proposal (2,500 words) (together with a Coursework Submission Form)
Proceed with Management Project (research, writing up, etc.)
Assessment
Submission of Management Project FT: 3 mths from Commencement Date PT: 6 mths from Commencement Date
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Guidelines for Management Project

1. Objective of Management Project
The purpose of the management project is to provide you with the opportunity to undertake independent research in a topic appropriate to the title of the degree for which you are registered. In undertaking the management project, you should look to draw on and extend material covered in the course. Normally management projects should have a significant empirical component (whether quantitative or qualitative) aimed at providing further understanding of key theoretical concepts. Students doing the management project should undertake a practical management project which investigates and analyses a real life issue or problem within an organization or group of organizations, and provide feedback to the hosting organization this may take the form of a report and/or a presentation depending on the requirement of the organization. The typical management project is likely to be structured around a review of the relevant literature, an outline of methodology, a presentation and analysis of results, and conclusions/recommendations. However, this does not preclude the use of alternative formats for the management project. Please refer also to the section on MBA Management Projects -
Hints and Tips at the end of these Guidelines for additional information. 2. Choice of Topic
You are encouraged to begin thinking about a suitable topic for your management project as soon as possible. Members of staff are available to supervise management projects that fall within their subject area; alternatively, they may suggest topics related to areas in which they have specific interest and expertise. In general, the management project would be expected to include both conceptual and practical analysis. While it is possible to prepare a management project based exclusively on conceptual analysis or one that relies purely on desk research, you should understand that management projects of this nature depend upon thorough analysis and criticism and are by no means an easy option. To complete a management project successfully you must check that the topic is realistic in terms of the time available for completion, the scope of the problem and the availability of information and other resources. It is important at an early stage to define the specific issues to be addressed, the research methods that you expect to adopt and the specific resources required to complete the work. Please note that is not the policy of the Business School to fund these management project costs. Where a particular topic requires primary research (interviews, questionnaires, group discussions) from external sources, you must be explicit about your purposes and any relevant affiliations. For example, if your management project is being sponsored by an external organisation, you must make this clear when collecting external information that is not in the public domain. The use of the University affiliation should not be used to facilitate the collection
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of commercially sensitive information. Any doubts about the ethical aspects of information gathering should be discussed with your supervisor. Please consult your supervisor in respect of any correspondence which may be necessary with the subject company of a Management Project to seek approval to conduct a study.
3.
Supervision Arrangements
It is advisable for students to plan ahead of time before and have informal meetings with various faculty members before commencing the management project proper. This would include the need to prepare an outline of your proposed research topic ahead of time. It is suggested that you formulate your management project proposal based on the framework set out in the second page of the Supervision Allocation Form. Please refer to the Management Project Timeline (see above) for details of when you should submit your Supervision Allocation Form. Please note that the Supervision Allocation Form must be submitted by the relevant date if your management project is to be allocated to a supervisor. If you do not submit the form by this date, there will be inevitably a delay in the allocation of your management project to a supervisor and you will be deemed not to have registered for the management project. Upon receipt of your form, the Business School will assign a supervisor to you. You will be notified the name of your supervisor by the NUBS Administrative Office no later than two weeks after receipt of your form. The supervisor will undertake the following: (i) to offer guidance in the specification of the management project topic and the formulation of the problem as well as providing some suggestions for preliminary reading; to offer assistance in outlining an appropriate structure for the management project and to review the outline structure of the management project; to help in relation to any specific problems encountered in the course of the research and discuss ideas of possible approaches with you; and to communicate with you on at least three occasions via face-to-face contact or other form of communication with regard to your progress.
(ii)
(iii)
(iv)
It is not the job of the supervisor to read each and every draft of your work, nor to correct English grammar or spelling. Normally, a supervisor will only read the complete management project report after the work has been submitted by you for marking. The supervisor is one of the persons who will mark your management project. Please understand that most supervisors have research, teaching, conference and management commitments over the management project period. It is not normally anticipated that there will be regular contact during the whole time, so it is important to organise your work to ensure that the management project structure and method have been agreed early on.
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Meeting Your Supervisor, Management Project Proposal

You should provide an outline of your proposed management project proposal for the first meeting with your assigned supervisor, which may form the basis of an outline for your eventual Individual Proposal. Guidelines on coming up with your Individual Proposal will be provided during Research Methods & Ethics workshops. Here are some of the issues that you might wish to consider: Title. Why have you selected this topic? What particular knowledge or skills do you have to complete this project? Why is this topic interesting to you? What particular question(s) are you trying to answer by carrying out this work? What has already been written about the topic? What theoretical framework can you follow for this work? Where do you expect to find information about previous research into this topic? What sources of information might there be practical/empirical aspects of this topic? Information requirements. What is the nature of the information and evidence that you will need to complete this work? How do you expect to obtain such information and evidence? Research methodology and assumptions. What approach do you expect to take to provide you with evidence on which to support your eventual conclusions? What assumptions underlie your approach? Description of proposed chapters. Can you put together a description of the expected chapters of your management project and justify the logic of the proposed structure? An outline could be written up in the form of an introductory chapter to the management project. Whatever your approach, the outline of your full management project proposal is a critical stage at the end of which both you and your supervisor should be convinced as to the feasibility and suitability of the management project. However, many management projects change shape as the research proceeds. Although the agreed outline of your full proposal forms the basis of an agreement between the supervisor and student as to the viability of the proposed management project, the details remain flexible providing you consult with your supervisor as to the nature of proposed changes. You should submit your Individual Proposal (2,500 words) within 4 weeks of the Commencement Date, together with a Coursework Submission Form.
5.
Presentation and Length of Your Management Project

Length The length of your management project should be at least 15,000 words, but not more than 20,000 words. Discuss this with your supervisor as some management projects, particularly those with a high quantitative element, may be of a shorter length. Group management project participants must submit an additional 10,000-word individual report. It should be typed (11 or 12 point font), double or one and a half spaced on A4 paper
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with margins of approximately 2.5 centimetres (1 inch). Pages should be numbered straight through, not on a chapter-by-chapter basis. Binding The management project should be hard bound in black with gold lettering. For the Group option of the Management Project: The group management project and the individual management report are to be submitted as two separate documents, each according to the format and manner stated in these Guidelines. The front cover of the management project (group/individual) should contain: University of Nottingham Title of Management Project (Individual Management Project / Group Management Project / Individual Management Report) Author's Name / Names (for group report) MBA [Specialisation if applicable]
The spine of the bound copy should read:
MBA [Specialisation if applicable]
Author's Name
Year
Title Page and Following Pages The first page of the management project should be a title page, formatted as shown below:
Full Title of the Management Project by Author's Name / Names (for group report) Year of Publication A Management Project presented in part consideration for the degree of "Title of MBA Degree".
The title page should be followed by a one page summary, the table of contents and the acknowledgements (if any).
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Chapter Structure and Appendices A clear chapter structure is important to reinforce the line of argument; appendices can be used for the presentation of certain types of factual material, mathematical/statistical proofs, survey results etc., if inclusion of these in the text would distract from the general argument. References All work done by other people - either published or unpublished - must be acknowledged and clearly referenced, as should the source of any published data, diagrams or photographs. Failure to do so may constitute the academic offence of plagiarism. References to the work of others should be made in the text, citing author and date, for example: 'Tellis (1986) argues that ...'. A comprehensive bibliography, with references sorted alphabetically should be included at the end of the management project. It is important that these references should be accurate and include all the information required to enable a reader to find the references cited. We recommend that you follow the Harvard system for referencing. This entails the author(s) name(s) cited in the text (as above) and a list of references giving full detail of the source at the end of the management project in the form shown below. Where possible the use of footnotes should be avoided when referencing. Please refer to the Guidelines on Referencing in this Handbook for more information on referencing systems and practices. Footnotes While the use of footnotes is not generally encouraged, they may be used to highlight important points that would otherwise break the flow of the text. They should be identified numerically and presented at the foot of the page to which they refer. Endnotes should not be used. Diagrams and tables Diagrams and tables should normally be included in the text as close as possible to the point at which they are discussed. All diagrams (figures) and tables should be consecutively numbered. In the case of management projects that contain an unusually large number of diagrams, it may be preferable to group these diagrams at the end of the relevant chapters or in an appendix. Management projects containing information that is commercially sensitive There is provision for management projects considered commercially sensitive to be classified as confidential. In these circumstances they are not placed upon public record for a number of years. Please discuss this with your supervisor if you consider that this may affect your management project.
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6.
Submitting Your Completed Management Project

Students are to submit to the NUBS Administration Office: TWO (2) hard-bound copies. ONE (1) softcopy in PDF format, to be submitted in a CD. Any other electronic format is not acceptable. Please note that the softcopy should be in ONE complete file.
For the Group option of the Management Project: The group management project and the individual management report are to be submitted as two separate documents, each according to the format and manner as stated in these Guidelines. A duly completed Coursework Submission Form Please refer to the Management Project Timeline (see above) for details of the management project submission deadline. Non-submission by the due date may mean the award of a mark of zero and failure to obtain the degree of MBA. In the event of non-submission by the deadline, you will be given one further opportunity to submit your management project at a submission date as agreed to by the Director of MBA Programmes. Extensions of time are not normally given unless: (i) supported by a medical certificate; (ii) supported by a letter from the current employer detailing exceptional work circumstances that demand the withdrawal from a module (in the case of part-time students); or (iii) in the case of any other personal circumstances, agreed to by the Director of MBA Programmes. Students who wish to request for an extension of time are required to submit a duly completed Extenuating Circumstances Form. Please note that if a time extension is allowed it may, nevertheless, delay the marking of your work and delay your graduation.
7.
Guidelines for Assessment of Management Projects

Assessment Criteria The assessment of the management project will be based on the academic quality of the work. Particular attention will be paid to the ability to integrate conceptual and empirical material, the depth of understanding of the literature, the appropriateness of the methodology and the suitability of methods of analysis. In addition, the following factors will be taken into consideration: (i) the effectiveness, quality of work produced and the extent to which the objectives of the project were met the amount of effort, initiative and enthusiasm shown
(ii)
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(iii) (iv) (v) (vi) (vii)
the difficulties experienced and extent to which they were overcome the extent of self organisation and ability demonstrated by the student the organisation and structure of the project the quality of referencing, appendices, figures and programs where relevant the quality of the project as a source of clear, concise, interesting information
The supervisor gives marks out of 100 based on the quality of the management project. Please refer to the Section on the Postgraduate Classification Marking Guide (see Section C above) for information on the marking scheme used for management projects.
Please refer to Section E of this Handbook for Hints and Tips on MBA Management Projects.
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Section E: Methods of Assessment

1 2 3 4 5 6 Examinations ..................................................................................................................... 63 Essays ................................................................................................................................. 68 Reports .............................................................................................................................. 70 Presentations ..................................................................................................................... 71 Case Studies ....................................................................................................................... 74 Management Projects Hints & Tips ............................................................................... 76
This section offers some general guidance in relation to the main forms of assessment used in the Business School. Please be aware, however, that individual Module Convenors may specify particular preferences in relation to issues of structure, style and presentation for methods of assessment used upon their modules. If you have concerns regarding coursework and examination preparation, please contact the relevant Module Convenor or the Faculty Manager.
Examinations
You should note that the late arrival at an examination, the failure to take an examination, or the removal of a script from an examination room can have severe consequences, as can academic offences such as cheating in examinations or plagiarism in work forming part of the degree assessment. It is your responsibility to acquaint yourself with these matters by referring to the Academic Offences Policy and Procedure in the Quality Manual. http://www.nottingham.ac.uk/academicservices/qualitymanual/assessment/academicoffences.aspx Students will be notified of the examinations schedule in due course via email by the Universitys Examinations Office. It is your responsibility to ensure that you are registered for, and sit for, the correct examinations. University examinations do not simply require those taking them to demonstrate their knowledge of a subject area. Just as importantly, a problem solving expertise also needs to be demonstrated in the application of relevant knowledge to the questions being asked. The most common reason for achieving poor marks in most forms of University examination is not answering the question set, rather than knowing nothing about the subject. In essay-based examinations in particular, it is unlikely that University examination questions will simply ask for part of a lecture to be reproduced. You should therefore spend some time analysing what an examination question is really about, and planning a structure for your answer accordingly, before beginning to write. Indeed, writing as much as you know about a topic can frequently produce diminishing returns, as the more generic material you include, the further you are likely to be deviate from showing that you actually understand the question.
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Please refer to the sections on Timetables and the Student Registry Office for information on examinations and the role of the Examinations Office, respectively.
Preparing and Sitting for your Examinations

This section provides general advice only on what you should be doing before, during and after any of your examinations. If you have any questions specific to a module, then please consult your module convenor.
1.
BEFORE THE EXAMINATION

When to Revise As your exams take place at the end of Semesters 1 & 2 and form either all or part of the assessment for the modules you have studied over a semester, much clearly depends on the extent to which you have kept up with the material being covered in each module. Hopefully you will have checked over your notes after each lecture, undertaken the required reading and have discussed, with colleagues or module convenors, conceptual and practical issues arising from the topics covered in each session. At least a couple of weeks before the examinations you should plan a revision schedule and start your final revision. What to Revise Give yourself the maximum chance of success you should look to revise the entire syllabus. Try not to leave out any major topic, as there might be compulsory questions in the examination. It is probably best to begin your revision by making a detailed plan of what topics need to be covered and when you are going to do this. Make the plan realistic by allowing longer for those areas that you find particularly difficult. Assume shorter revision periods of aspects that are already familiar to you, but remember that it is not sufficient to revise lecture notes, you are expected to have undertaken the recommended reading as well. How to Revise How to revise is very much an individual choice, but you may find some of these suggestions useful: (a) Reading and note taking Rewrite your module notes on the chosen area in a much shortened form, using headings and lists to cover major information. Learn these lists; often you will find this easier if you remember how many points these are. e.g. Kolb's learning circle: Concrete experiences Observations & reflections Abstract concepts & generalisation Testing implications & concepts in new situations Do not spend too long learning definitions - if they are needed, keep them short.
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Use charts or diagrams as a revision tool. Write down any key facts and figures Write down brief examples or cases that illustrate important principles Learn all the above by reading and repeating from memory. For computational questions, learn by attempting to answer specimen questions against the clock and without 'model answers' in front of you.
(ii)
Practising past examination questions For most of us, it will not be sufficient to just read and hope that we can write answers when it comes to the examination. Instead we have to train by practicing what will be required in the examination room: e.g. we have to write answers, against the clock, without having books and papers to help us out. Here are some things to try out. Try planning your answer. Use a number of specimen questions, spending 2 or 3 minutes to list out key headings for an answer. Try to complete a full answer to a number of specimen questions in the time that would be allowed in the examination. Attempt as many questions as you can without having texts or lecture notes open in front of you. Try to complete a full set of examination style questions as a 'mock-examination' a day or two before the real examination.
Copies of past examination papers are available from the Universitys website. Please contact the Library for further information. (iii) During the examination Carefully read the instructions on the front of the paper! This is the first important thing to do. You must follow these instructions absolutely: the total number of questions to be answered and the number of questions from each section if there is more than one. Do not assume that the number of questions required is what you think someone told you before you went into the examination room. Plan your time Question papers will indicate the duration of the examination and will tell you the marks you can get for each question. Work out carefully how much time you have for each question - do not over run. If you spend too much time on one question you may not have time to complete others and will lose marks. Instead, you could cut off an answer to this question midway, move on to another question in the paper and return to the former question later on if time permits. Example: If a 2 hour examination is out of 100 marks, you should allocate 1.2 minutes per mark for each question; e.g. a 30 mark question is allocated 36 minutes. If you have a choice, then choose carefully which questions to answer. Read quickly through the whole paper and mark those you think you can answer - if there is more than one part to the question then make sure you can answer all parts. Then choose the appropriate number of questions out of those you think you
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can answer best. Remember your aim is to let the examiner know that you know and understand the particular area of business and management. Not just that you can regurgitate information when required. Now concentrate on your chosen questions Focus your attention on your first question, check the time, and calculate when you must finish and read the question again. Underline any important words or phrases and double check that you understand what is required. Plan what you are going to put in your answer. Keep this plan very short - it should only take you a few precious minutes to think carefully and write key headings. Check your plan with the question. Does it give the required response? Write your answer carefully, expressing ideas precisely and using supporting evidence where possible. Give examples and try not to be vague. Always follow the instructions of the paper, e.g. if the question is in two parts, part (a) and part (b), your answer should follow the same pattern. Keep referring back to the question and your plan to ensure you are staying on track and writing a pertinent response rather than just waffling around the subject. Undertake all your questions in the same way, being very hard on yourself when it comes to stopping a question because of time constraints even though you may have more to add. When you have completed all the questions and if you have time left, you can check your work for errors, go back and complete unfinished questions or add diagrams. A few Do's o DO leave 5-10 minutes at the start of each exam to plan your choice of questions to attempt. o DO read the question requirements especially carefully. You will not earn marks for information that does not answer the question set in the examination. o DO try to write clearly. Practice writing fast if your writing normally becomes a scrawl. Markers will do their best to read your writing, but they cannot award marks if it is impossible to read the points you have written. o DO write on each side of the exam booklet paper. o DO leave a gap - a half page is enough - at the end of each part of a question so that you can go back and add something more if you have time. o DO start each full question on a new page. o DO write in blue or black ink; pencil can be used in diagrams but should not be used for the main paper. o DO keep track of time. You should stop writing your answer to a question when the time is up and move on to the next question. o DO leave 5 minutes at the end of each exam to read through your answers and make minor changes to your text and grammar. A few don'ts: o DO NOT waste time by writing out the full question before you start writing your answer. The examiner already knows what the question is! o DO NOT use highlighter pens on the exam script, they distract from the general flow of your answer. o DO NOT spend a lot of time reproducing complicated diagrams, the marks you gain will probably not reflect the time put into them.
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DO NOT write your answers in red ink or pencil. The key advice in the examination room is DO NOT PANIC. If a question seems difficult to you, then it will probably be the same for everyone taking the examination. Those who have revised sensibly, who read the question carefully and do their best to answer the question set in the examination will be successful.
(b)
AFTER THE EXAMINATION

It is a waste of your time to conduct a 'post mortem' on an examination with your colleagues until all the examinations are over. Do not be concerned if you overhear anyone saying that the examination was easy. It was probably because they were not aware of the complications or nuances in the question paper! Do not waste your time going to see the module convenor to explain (for example) that you did not attempt the requisite number of questions. It is too late for anything to be done at this stage, which is why you should follow the advice given earlier in these notes. Stick to the rest of your revision schedule for remaining exams.
Examination Guidelines for Students

The aim of these Guidelines, provided by the Universitys Learning and Teaching Committee, is to clarify procedures with regard to examinations carried out at the University of Nottingham. If students are unclear about any matter they should seek clarification from their tutor or lecturers. 1. During the revision period, before the examinations, make sure that you keep your tutor fully informed about any extenuating circumstances that might affect your examination performance. Please refer to the Procedure and Guidance for Dealing with Extenuating Circumstances for Students on Taught Courses found on http://www.nottingham.ac.uk/academicservices/qualitymanual/assessment/extenuatingcircu mstances.aspx for instructions on evidence required to support your claims, such as letters from doctors, etc. 2. Make sure that you are absolutely clear about the date, time and location of your examinations. Arrive in good time for the examination. Allow plenty of time for travel, in case of traffic jams, etc. Only under very exceptional circumstances, affecting a majority of students, will the start of an examination be delayed. Missing an examination is a very serious matter. You will have to prove that you missed the examination "with good cause", in order to be allowed to take the examination again and for it to count as if it were your first attempt. If you cannot prove good cause, then you will be awarded zero for the examination, and may have to re-sit if you do not meet the progression rules.
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"Good cause" means serious illness, accident or similar circumstance. Having a cold or feeling sick or similar is not good cause. Generally, if you can get to the examination then go. If you feel that the circumstances have affected your performance in the examination, inform your tutor and obtain evidence as described in paragraph 1. 5. If you arrive late for an examination you will not be given extra time. If you arrive after the first hour you will not be admitted to the examination. You cannot leave the examination during the first hour or during the last 15 minutes of the examination period. Take the absolute minimum of material into the examination. This will normally include pens, pencils, ruler, and eraser and permitted calculator. Do not take any loose papers into the examination. Avoid pencil cases, there may be some papers or similar material in there that you have forgotten about. If your first language is not English, then you are allowed to take in a translation dictionary. Make sure that there are no notes or annotations written in the dictionary. The following are strictly forbidden to be taken into examinations: (a) (b) (c) (d) Any electronic device capable of storing or retrieving text. This includes programmable calculators, electronic dictionaries, mobile telephones, PDAs, etc. A bag of any kind Any loose papers Any books (unless it is an open-book examination, in which case detailed information should be given before the examination and in the rubric).
6.
If you are found in possession of any of the above, during an examination, then this is an academic offence. The item will be confiscated pending investigation. 7. When you enter the examination room you must be silent. There should be no communication with any one else in the room, except with an invigilator. Talking with other students, even before the examination starts, could constitute an academic offence. At the end of the examination, when instructed to stop writing, then stop writing immediately and sit quietly. Continuing to write your examination after this is cheating and will be dealt with as an academic offence. At this point check that you have filled in your details correctly on the front of your script, if not, then please complete these as quickly as possible. Also, tie in any additional answer books, graphs, etc with the string provided. Follow any instructions given to you by the invigilators.
8.
Wait until all the scripts have been collected and you are given instructions to leave. Please leave the examination room as quickly and quietly as possible. Remember, there may still be other examinations going on.
Essays
The essays that you write will be taken as indicative of your understanding of a given topic, so it is important that you effectively communicate your knowledge and ideas in order to have a better chance of maximising your marks. Essay writing should also prove of benefit to you by acting as a learning device to clarify your thinking. The process of preparing a good essay will help you grapple with the concepts and questions raised by a module. Upon some modules it should therefore provide you with a better platform of understanding from which to revise for an examination.
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Some of the necessary component parts of essay writing are suggested below. Though they are written as linear steps, this may not be the process which best suits you. What is the question? As with examinations, one of the most common mistakes in essay writing is a failure to answer the question. Analysing the question will help focus your thoughts and objectives. This analysis will probably also generate further questions and issues which you may wish to address in the essay. This preliminary consideration of the assignment should help direct your reading and identify areas where you need additional information. Information gathering. Coursework topics and deadlines are usually set early in a semester to give you the maximum time to develop your ideas and to gather the necessary information. It can take considerable time to obtain library reservations, do background reading, make notes, and develop your ideas. Remember that penalties exist for late submission of coursework which can seriously affect your mark. You have a wide variety of hardcopy and electronic resources available to you across the University and Business School. You should therefore start preparing to write assignments as soon as possible after they are set. Whilst it is necessary to be able to demonstrate evidence of wide relevant reading for a good mark, competing time pressures will almost certainly mean that it will be important to be selective in your reading and note-making. One way to save considerable time is to identify and source material and quotations as you read. Searching for references at the end of an assignment is time-wasting and if the source is out on loan it may not be possible to complete the task. Planning and structure. This is a very personal and creative process, and one to which you should give some considerable thought. There is rarely a model answer in the social sciences. The question set may heavily influence the structure of the essay. On the other hand, you may be free to decide on the structure. Some people prefer to have a detailed plan of the structure from the outset; others have a more fluid idea of the issues to be covered, preferring the order to materialise from the process of writing and then revising the text where necessary. Writing. This is obviously the most crucial stage in the shaping of an essay. When you come down to the actual process of writing and developing an essay, you may find it helpful to first write a brief outline (or treatment) of what you want the key argument of the essay to be. This can help to keep your writing tightly focused on the question. In most social science essays you will need to compare and contrast relevant theories and/or case materials. When doing this, be careful to present balanced views. This will demonstrate that you have objectively considered all the key theories or concepts involved, regardless of what conclusions you may finally draw or what personal opinions you may hold. You should try to avoid writing too much on some issues and too little on others. Also, avoid making unsubstantiated assertions and instead justify your analysis with facts, references to literature, and real world examples. Your essays introduction and conclusion should tie your work together. The conclusion should follow logically from your previous analysis and it should also provide a space in which to weigh up the evidence and make your overall position on an issue clear. Writing style. Try to be succinct and keep the analysis as neutral as possible. The argument should show clarity of expression and a logical order. Word-processing enables you to edit, restructure, and revise your work far more easily than when essays had to be hand written. Punctuation, grammar and spelling are the basic tools of writing. Word-processing facilities like
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spell-checking and the thesaurus have eased the task of checking some of these basics of writing. The importance of keeping closely to the specified word-limit should not be underestimated. It may be necessary to edit your work down at the end if you have exceeded the word limit in order to avoid mark penalties. Diagrams. In subjects like economics diagrams are likely to be integral to many essays. In others they may be used to enhance the clarity of what is being written. You must be careful, however, not to use diagrams merely for padding an essay out. All diagrams should be easy to read with a clear title, labels and axes as appropriate. They should also be properly referenced if they are not your own work. References and quotations. Essays should always include appropriate references to all books, journal articles and websites you have consulted in your research. Correct referencing also avoids the possibility of you being accused of plagiarism.
Reports
Reports may require a different style to essays or to other types of writing. Their origin is the world of work and therefore they will be assessed not only on their scholarly content but also in terms of how businesslike they are and how well they meet the requirements of commercial users. It is essential, therefore, that they are structured in an appropriate format and that they are written in a style which is clear, concise and to the point. Reports are usually expected to be split into several short sections, with a summary at the beginning and conclusions and recommendations at the end. Whilst the contents of a typical report vary widely, most reports will contain the following: Executive Summary that sums up the main findings and recommendations of the report in a concise manner (usually in less than one page). Contents Page listing all the main sections of the report and first-level or A headings, together with the page numbers. Introduction to communicate the key issues to be addressed in the report and how they are to be dealt with. In your introduction you should clearly state the precise question(s) which you are attempting to answer. Vague, unrealistic or unspecified problem formulations can weaken the case that you are trying to put forward within the rest of the report Method describing how you have gathered information, conducted your research process, and analyzed your results. Results detailing the important findings of your study. The selection of appropriate material here is critical. The rule of thumb is that where information is important to aid understanding it should be included. At a minimum, all of the information that is needed to justify the conclusions and recommendations which follow must be contained here. Tables, statistics and graphs can be included where appropriate, but should only be used if they help to clarify and communicate your results to the reader.
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Conclusions to highlight the findings of your report. Themes outlined in the introduction should be picked up so that you can show what has been established using the data presented in your results. Recommendations in some reports it may be appropriate to make specific recommendations for future action in a separate section from your conclusions. These will always lead from the main findings and conclusions contained in the body of the report Appendices where appropriate, these can be used to include further background information which may be useful to the interested reader. For example, where the report deals with the results of a questionnaire survey it might be helpful to the reader to provide a copy of the survey in an appendix. It is often also a good idea to put complicated statistics and mathematical proofs in an appendix so that they can be checked by the reader. This point noted, a common error is to put all figures and tables in an appendix. Where these aid understanding they should be put in the main body of the report. Only those that are supplementary to the main findings, or those that go into more detail than is appropriate for the main body should be included in the appendices. Another error is to include a number of graphs and diagrams that are not referred to in the report. These are unnecessary and give the (frequently correct) impression that the writer is simply trying to prove how much work they have done. References - all material that you have used in the report which is from another source must be referenced, as detailed in section 3.8. Unless directed otherwise, you should reference your reports Harvard Style.
When writing reports try to ensure that you are as concise, direct and as convincing as possible. Structure and detail are critical to successful report writing, where you are usually being charged with making a specific case supported by very specific arguments and research materials. Good reports written by students in the Business School should be indistinguishable in style and quality from those prepared by consultants and others in the world of work.
Presentations
As part of your MBA studies, many of the modules will include some form of presentation. The following guidelines may help you when preparing for individual or group presentations. For many of the modules in the Business School, presentations in seminars and tutorials represent an important component of the required work. Preparing and executing presentations is also an excellent way of organising and learning complex material. The ability to stand in front of a room of people and make yourself understood will additionally prove valuable outside of the University when applying for jobs and in your wider career. Preparation Whilst no two presentations are the same, below are some general issues to consider: Establish the aims of your presentation this will help to determine the content of the presentation. Are you intending to inform or persuade? If it is the latter, emphasis will typically be
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on why you did things that way, rather than simply describing what you did. If you havent been given a remit and it is important to read module outlines thoroughly to determine whether this is the case then try to think what would be of most interest to your audience. Identify the key points which you want to communicate to your audience it may be useful to start here and plan your presentation around these points. It is easy to lose the main points if you dont highlight them and there will be little chance of your audience discovering them for themselves. Plan around the time limit class time is usually limited and presentations are typically very closely timed. It is important that you practice the art of saying what you want to say in a limited time period. Moreover, this should also help you to identify and focus on what is important and what can be left out. If there are other groups presenting at the same time, it might be useful to think about how your presentation will stand out amongst these in order to make it interesting and entertaining for the audience. Know your audience this is the key to good presenting. Pitch your information and delivery at the right level not too difficult and not too easy. Also, knowing how many people you are to face can help to calm your nerves. Structuring your Presentation All presentations should have a beginning, middle and an end. This may sound obvious, but you would be surprised how many people launch straight in to the subject without an introduction, and how many finish off without summing up. It may also be easier for you to plan and deliver the presentation when it is split into sections as follows: Introduction it is important to introduce yourself (and your group if you are working in a team) since this is a good way of starting and it will help to calm you down and get into your stride. Overview it is also useful to give an outline of what is included in your presentation when you begin, how it will run, and who will speak about what. This gives signposts to your audience so that they can follow what you are saying, and see how it is fitting into the whole. It also lets them know how far you have got and what is still left for you to cover. Key Issues/topics this should be the most interesting part of the presentation. It makes sense to structure the main part of your presentation around a number of key points or topics. These points should be clear and they should follow a logical and consistent pattern. It helps if from time to time you refer to the overall structure of your presentation so that the audience knows where you are in your talk. Review it is a good idea to round up the main points that you have made in order to reiterate what you feel the audience should have understood. Conclusion you should always offer some kind of a conclusion to your talk, either in terms of drawing implications from what you have said, or developing plans for the future. Delivery In making presentations, how you say things matters as much as what you actually say. Presentations are dependent on your skills as an orator in helping them to be interesting and informative. Points to remember include:
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Speak slowly, clearly and audibly it may seem to you as if you are shouting, but it is much better to be louder than necessary than for no one to hear. Do not be afraid to take pauses to add weight to what you are saying, although admittedly this is easier said than done and takes practice over time. Dont rely on notes you should aim to know your presentation as much as possible, although remembering it parrot fashion is not necessary. It is perfectly OK to use notes as prompts to keep you on track, but remember that you should always avoid reading directly from them. Reading lends the delivery an inferior tone compared with speaking or presenting. It also focuses you on the script rather than the audience. Notes on cards with keywords are more effective than a full script as they force you to think about and process what you are saying. Alternatively, many speakers now use bullet point visuals as a structural and content guide to themselves as well as for their audience. Use eye contact - always try and maintain eye contact with your audience. Think how it feels to suddenly have someones eyes on you: you sit up and take notice. The same applies to your audience if you can use this tactic when you are presenting. It will also help you to be heard, and it will allow you to keep an eye on the response of your audience. Are they interested? Bored? Comatose? Be aware of your body language your physical demeanour speaks volumes. If you slouch, shuffle your feet, pace the room, wring your hands, fiddle with your clothes or pick your nose then these all send signals to the audience about your enthusiasm, nerves and even your self-esteem. Try to avoid distracting mannerisms: think what you look like when you stand in front of an audience. Is this the best image to project? Run to time a good presentation is succinct, to the point and does not overrun. You will need to pace yourself through the presentation. Make sure that you have spent enough time on the main points so that they have been sufficiently covered. By practising beforehand you should discover which parts you need to cut down on and which points you can expand. Dont try to say everything. You should not be in a position where you have to be called to a halt midway through a sentence because you have not finished in time. This simply shows poor preparation on your part. Visual Aids Visual aids, such as PowerPoint presentations or posters slides may be used to help convey ideas and information in a way which is more easily understood by your audience. You will often be called upon to use various visual aids during your time in the Business School. Before doing so, you should consider the following questions: Are your visual aids simple, interesting and easy to read? Do they fit well with your talk and add substance to your presentation? Have you practised your presentation with the visual aids? Dont forget that this all adds to the timing of the presentation. Have you proof-read the text? Is the size of the text/picture large enough to be seen? (As a general rule use a 24 point text size or larger for computer-projected PowerPoint slides, and be aware that sans-serif fonts project better than serif fonts. As another general rule, ensure that your slides can be read on a standard size monitor from two metres away if you want them to project with clarity).
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Are you relying on non-standard software or equipment? (If making PowerPoint presentations make certain that the PC you will be working from can read your files and is equipped with any necessary multimedia hardware). Group Presentations The important thing to remember with group presentations is that it is the group which should present. It may be tempting to let someone experienced with public speaking do all the talking but ultimately it is you who will fail to develop the requisite skills. Some lecturers now specifically look for group participation, and since all of you will get a shared mark from the presentation it is only fair to share the pleasure! Some other points to bear in mind when presenting as a group are: Practice as a group it is all very well getting your section right, but if you dont know who you follow, where they will be standing or sitting, what your cue is, and who follows you, the total impression will be of a poor presentation. Even when not presenting, you should be involved if you have had your turn its easy to turn off, drop out, and let your gaze wander round the room. It is distracting for the audience who may focus their attention on you rather than on the presenter. Concentrate on what each person is saying and be ready to step in if they falter. Most of all, dont start talking to your co-presenters in the background. Think about the teams image Try to arrange a group of chairs so those not presenting are out of the way, but are still involved. Remember that the way the group is dressed will also have an impact on the audience. Nerves Many students are nervous making presentations, and whilst nerves can be valuable in giving your presentation an edge, they can also prove debilitating if not controlled. Some ways to lessen the impact of nerves include: Being organised good preparation and organisation goes a long way to reducing anxiety. Make sure that you have all the visual aids and other materials that you need and dont lose them. Think of things that can go wrong and make contingency plans. Think success visualise yourself in the room giving a successful presentation. Think of role models, people you have thought of as good presenters and try to copy what they do. As a final point, however you present and however your presentation is going, always try to maintain your enthusiasm. After all, if you are not interested in what you are talking about, how can you expect your audience to be?
Case Studies
Case studies are widely used in the Business School, both as a learning tool and a mode of assessment. In particular case studies should provide you with the opportunity to demonstrate your knowledge and understanding of relevant theory in a practical business context. Most case studies will typically describe a situation facing an organisation or industry and will include a variety of facts and figures.
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Generally your task will be to analyse, explain, and/or solve a particular issue (or set of issues) that are pertinent to the case. Steps in tackling case studies The basic steps involved in case study work are to: Read the case thoroughly to familiarise yourself with the information it contains Order or structure the material in relation to the questions asked on the case Identify key issues and problems (these may be past, present or future) Prioritise the issues Identify possible solutions or future courses of action Recommend a solution or a way forward having discussed the range of options and their implications
Company information At times, some of the material which you consider necessary to making a full answer to the problems posed in the case may be missing. This will require you to identify, gather and use information from other sources. If this is not possible then you may be forced to simply extrapolate or make assumptions based on what you already know. This is fine as long as the assumptions you make are sensible and are clearly stated. When you are presented with financial or statistical information it may be possible to enhance your judgement by making comparisons (such as between current and previous years trading figures) or conducting some quantitative analysis on the data (such as calculating simple financial ratios). You should also be aware that sometimes you might be given material in the case which is not directly relevant to the task which you have been set. Here, you will have to trust your judgement and ignore it; the inclusion of irrelevant material in your analysis may be penalised. Key issues in case study analysis The following should be considered when conducting case study analysis: The context is critical an appreciation of the situation in which a business operates helps to put the issues in the case in context. It is important to build up an overview of the characteristics of the company and its environment so that you can assess the viability of possible solutions. Look for underlying issues sometimes the most obvious issues are not the most important. What may appear to be a simple problem on the surface (such as falling sales) may be symptomatic of a series of other problems (for example poor customer relations, stock flow problems, and so on). No solution is ideal there is rarely a right answer to case study problems. However, it is very important that you can present a well-reasoned and logical argument for a particular recommendation.
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Management Projects Hints & Tips

These are to be read in conjunction with the general guidelines issued for MBA programmes and refer to both individual and group management projects. These additional guidelines are provided to offer some more practical advice with regard to carrying out the research for management projects. The management project report will follow a similar format to a dissertation (i.e. relevant literature review, methodology, fieldwork, discussion and relevance of findings to theory and practice, see guidelines for more detail). The word limit for the project is 15,000 to 20,000 words. There are two methods of carrying out research for the Management Project: 1. In company research project An area of interest is identified by a sponsor organisation who perceives that there may be some benefit in the outcome of the research for their organisation. It is possible to conduct a Group Management Project Report (15,000 -20,000 words) plus an Individual Report (no more than 10,000 words). In such cases the Group Management Project Report will be a general report of the research; the Individual Report may focus on one particular perspective in more depth. The research will typically be carried out in your own organisation. Desk-based project Desk-based research is still possible, for example where industry sector, or country behaviour needs to be examined or existing data sets are to be analysed. This allows for the differing needs of students.
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A Straightforward guide to doing an MBA Management Project Report:

The following guidelines are only offered as general indications of how to carry out the research project and to construct the subsequent report. Your supervisor will inform you of specific practices in the discipline or subject area. 1. Read the Management Project Guidelines carefully; they cover a lot of the things you need to know, and could save you a lot of grief. Look in particular at the criteria against which your report will be judged . They will be used! Write a synopsis as soon as possible. This is only your first attempt, and it will no doubt change - perhaps radically - by the time you finish the project report, but it will help you to think carefully about what you are doing, and what you hope to achieve. Think carefully about whether you can achieve these aims in the time available. Above all, be realistic in what you set out to achieve. Out of the synopsis write out your aims and research questions - the basic issues you are examining, and the initial assumptions you are making. For example: 'To examine whether the organisations current strategy is adequate to meet future requirements'; 'To determine whether the organisations culture is harming its ability to change'.
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From the research questions, write a short statement of your proposed methodology how youre actually going to do the fieldwork - as soon as you can. For example, is the study based on quantitative survey data or qualitative interview methods? Think about the overall structure of the project report. The following is a good framework if you're not quite sure how to start although you will get guidance from your supervisor. Apart from the synopsis, you can think of the following sections as separate chapters or even as 6 separate 3,000 word essays - this sometimes helps to take away some of the fear about doing such a big project. Synopsis Introduction and statement of issues; Explanation of chosen organisation and context (if applicable) Literature review what bodies of literature can inform your research? what have people already said about the issue? how are you going to theorise your approach? Methodology what methods are available? which methods are most appropriate to your specific research question based on what problem(s) you are addressing? how exactly did you do the research? Fieldwork what did you find? how did you analyse it? what are the inferences of your findings? Discussion of fieldwork and theory how do your findings relate to the literature you discussed in the literature review? what new (if any) theoretical advance have you made? what are the implications for practice? what are the recommendations or policy implications? Conclusions, Reflections and Limitations what were the limitations of your study? what have you personally learnt about doing research?
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Each chapter should be well structured. At minimum, follow the well known rule: Tell 'em what you are going to say an introduction to the chapter Tell 'em - the body of the chapter Tell 'em what you have said a summary of the chapter Think about structure at all levels: The overall report Each chapter
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Each section Each paragraph (avoid overlong paragraphs) Each sentence
Avoid subjectivity, such as I think that..., I believe that Avoid the passive tense as far as you can, and avoid too much academic jargon (though some is probably necessary!) Remember that at least one, possibly two (if your report goes to an External Examiner) of the readers will be approaching your work 'cold'. The better it is written and structured, the easier it will be to read, and the more they will like you! The Introduction should be concise and state the issues you are examining. It should set out your aims and research questions - why you consider the issues worth investigating, and how you propose to look at them. By the end of this chapter the reader should be clear about the purposes and objectives of your project report. The Explanation of Context should give the reader an understanding of the organisation and its environment. Make sure it is not your own subjective view. External Examiners have commented in the past that these are often written as 'unsupported narrative'. They ask for 'supporting references to determine the status of this. Be concise: this is context setting, and needs to be enough to allow the reader to follow the rest of the report, not a full explanation and description of the organisation. If extra material is necessary, use an Appendix.
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The Literature Review should cover the major areas of theory you are using in the report. Set these out at the start of the chapter and explain why you have chosen them. Avoid extensive quoting and description of what people have said. Avoid the 'She says this, he says that' approach. Your objective is to show 'critical understanding' of the ability to critique concepts. You should be able to relate the thinking of different theorists, apply these to the problem at hand and to show the relevance to your work. This chapter should conclude with a summary of the major issues you have drawn from the literature search, and how they are to relate to your fieldwork. For example, how have they enriched your understanding of your research questions, or suggested ways of examining them.
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The Methodology chapter should cover: What methodology you have chosen and why The strengths and limitations of your chosen methodology Why you have not chosen other possible methods of investigation Exactly what you did so that someone else could pick up your project and replicate it
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The Fieldwork chapter should set out the work you have done and your analysis of it. Again, avoid pure description. For example, a list of the findings of a questionnaire survey is not enough - what inferences and conclusions are you drawing, and why? The Discussion should look at the interplay between theory and evidence.
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What has the fieldwork told you? What are the implications for your research questions for practice and for theory. How has the literature proved helpful? What does your fieldwork say about the literature?
The Conclusions should include a summary of the work you have done, discussion of its limitations, suggestions or implications for future research and recommendations for practice. You should check back to the purposes and objectives you set out in the Introduction, and satisfy yourself that you have fully met them. It is a cardinal sin not to do so. Be prepared for moments of crisis, when suddenly nothing makes sense, or the task seems overwhelming, or the literature seems to be leading you nowhere (or everywhere at once), or the fieldwork is going all over the place. Many people face these, and usually get over them! Plan ahead, and keep thinking and writing. Last minute writing can be catastrophic. Prepare a timetable now and try to stick to it.
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Section F: Time Management & Study Skills

The guidelines given below are intended to help you cope with the demands of studying for your degree. This section of the Handbook does not detail procedures or guidelines that you are expected to follow. Rather, the intention is to provide advice that some (and not all) students may find helpful in their acclimatisation to postgraduate studies.
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Organising Your Time
As the Business School is committed to student-centred learning, you get a lot of say in when to work, how to work, and even what kind of work you do. At the same time, this does demand from you a fair degree of self-motivation and commitment in order to ensure that you are completing the typical student workload of around 40 hours of academic work each and every week. It is unlikely that any of your lecturers in the School are actually going to chase you to do your work. If work is late, however, you will incur mark penalties. Bad time management will probably make your time in the Business School considerably more stressful, less productive and ultimately less enjoyable. Below are a few key points you may wish to consider concerning time management: Get the complete picture the first step in organising your study time is to set out your work commitments explicitly so that you know what you have to do, what you want to do, and how little time there is to do them. Prioritise most of the time, you will probably do this unconsciously anyway, but sometimes it can help to rate your commitments in some kind of order of importance. Set goals it is usually easier and more motivating to work towards clear and achievable objectives. This helps to focus your efforts and gives you a good excuse to construct a personalised reward system.
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Making Notes
The ability to make effective and useful notes is in fact one of the most valuable skills that you can learn as a student. There are in fact four good reasons why students make notes: Organisation the process of making notes can help to structure and organise chunks of information into more easily understood patterns and maps of knowledge. Knowledge retention the very act of making notes in your own words can be a very effective and active learning process which helps you to remember and recall ideas, concepts, theories and examples. Preparation notes can be used in the preparation of essays, projects, presentations, examinations, and subsequent lectures and seminars. Reference notes can act as a reliable reference point for all the important material that is covered during the course of a Business School module.
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Note taking in lectures Perhaps the most important notes that you will have to make are those initially taken in your lectures. There are two main ways that students tend to approach the problem of making lecture notes. One is to copy down almost everything that the lecturer both says and displays in the hope of making sense of everything after the lecture. The other is to try and understand what the lecturer is saying as they say it, and then to make brief notes or summaries of what has been understood during pauses in the delivery. Neither method is necessarily better than the other. The choice of method depends to a large extent on the particular skills and needs of the individual. The important points to remember are that you want a note making system that is efficient, concise and useful. Since your lecturers in the Business School are likely to display very different styles of delivery and presentation, you will have to remain flexible in your approach to making notes in their lectures. However, here are some important general points which it may be prudent to remember when trying to make better notes in lectures: Preparation can help doing some background reading before the lecture means that you are already familiar with some of the concepts and theories expounded by the lecturer. As a result you will probably understand more and thus be better prepared to make good lecture notes. At the very least it is worth reviewing your notes and any handouts from the previous lecture before each subsequent session. Good structure is vital even if your lecturer provides an overall structure, this may not be the best way for you personally to organise and think about the information given. A good structure for your notes makes them easier to understand, and makes them much more coherent when you return to them later for essays and examinations. Dont just write, think it is not a good idea to spend all of your time in the lecture writing and none of it thinking. There is the danger that in trying to write down everything you will miss quite a lot of what is being said. Also, material that you have just written down without actively thinking about tends to be quickly forgotten. Important points should stand out your lecturer may signpost key points with audio visual materials or maybe with the tone of their voice. In your notes you can use different colours, highlighter pens, CAPITALS, underlining, or anything else that appeals to you and stands out from the rest of the text; Notes from videos videos are increasingly used as a learning tool and should not be dismissed as providing a break from the other elements of a lecture. It is therefore important that you try to draw out the main themes and examples included in any lecture video and incorporate these into your notes. Dont assume handouts cover everything many lecturers will provide you with copies of their PowerPoint visuals at the beginning of a module or lecture. Whilst such handouts provide you with a clear set of structured material, you should remember that every student has a copy of these handouts, and hence that relying on them alone for your revision will not allow you to distinguish the quality of your work. Secondly, you should also appreciate that lecturers who provide hardcopy of PowerPoint visuals do so to give you time to think and make your own additional notes during lecture time.
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Review your notes your notes will have more long-term value to you if, after the lecture, you dont simply file them away but go over them again quickly and make sure that you have identified and understood the key points and concepts in the material that has been covered. Anything which is still unclear you can then explore further with other students, with reading materials, or with members of the Business School staff.
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Reading
Sometimes it may seem that you are expected to read so many books and articles that you could not hope to finish them all, so please remember that most reading lists are not meant as definitive lists of everything that you must read. Rather, most reading lists provide guidance towards the most appropriate sources of reference for the material that is covered in the module. Different modules and their convenors will almost always have different reading requirements and expectations. However, as a general guide, you should expect to be reading the equivalent of about 20 journal articles for each 10 credit module. Choosing texts Some books and articles will be more useful to you than others: some you will want (or need) to read, some you wont; some you will want to buy, others you will be able to consult in the library or via the Internet. The first thing to remember is that it is not necessary to go out and blow all of your money in the bookshop buying up everything. It makes sense first to work out which books are going to be the most vital, and also to check out the library situation and the availability of second-hand books. Again, your lecturers can help you to decide which books are the most important and useful for their modules. Remember that you can always borrow books which are not imperative purchases but which contain some important sections, readings or case studies that you need, and make photocopies or notes of the relevant parts. Making notes while reading For articles and readings that you have photocopied or printed from electronic sources, it is often easiest to make notes straight onto the text itself. This might take the form of highlighting or underlining, and of writing in any questions, thoughts and ideas that occur to you as you are reading. In this way it is possible to integrate your notes with the ideas of established academics in the field. Indeed, if you have downloaded text copy of an article from an electronic journal source, then you will be able to load it into Microsoft Word and integrate your comments and highlighting directly with the body text, perhaps using a different font style or colour. This said, if you do make notes on articles this way, be very careful that you can distinguish in your files between third party materials and your own ideas or you could be accused of plagiarism when citing from such sources (see section 3.7). Notwithstanding the above, there are many occasions where it may be better to make your own, distinct notes from texts. These might be when: Texts are more crucial or complex Texts will have to be returned You are using the text for a specific project or exam. When the above is the case, you should always write down with your notes enough information so that you can make a full reference to the work should you need to use it in one of your own pieces of coursework.
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Group Working
The Business School places considerable emphasis on developing your skills in team working. Getting the Most out of Working in Groups Much of the group work that you will undertake in the Business School will be assessed in some way (usually by way of a group report and/or presentation), and it is likely that it will contribute to your assessment. It is therefore important that you learn how to organise yourself and your group in order to get the most from the situation and to produce the best work of which you are capable. Ideally, groups should work as a team in a synergistic fashion: the capabilities of the team exceeding the sum of those of their individual members. Below is a set of general guidelines that you may find helpful in successfully organising your group situations in the School and elsewhere. Get organised make sure that everyone exchanges e-mail addresses and other contact details so that you can keep in touch. Establishing a regular meeting time (for example after the relevant lecture) is a good idea as it is easier to remember and saves energy trying to fix up times when everyone is free. Decide who is tasked with project managing the work. Identify the problem to be solved it may sound obvious, but getting the question right is essential to getting the right solution. Too many projects suffer from ambiguous, unarticulated or unreasonable problem formulations. Your lecturer or project supervisor may want to see an initial problem formulation before allowing the group to continue with the project. Do the groundwork first off, it makes sense to do some background reading. Then you can get together, brainstorm and generate ideas about how best to tackle the project. Allocate tasks divide up the work and designate individuals or sub-groups to each task or set of tasks. Remember though that successful teamwork is about working together and supporting each others efforts. Set definite deadlines most group projects will have very strict deadlines, and so it can be very helpful to set reasonable time limits for each proposed stage of the project. Remember that each member of the group is likely to be taking different modules with various different commitments and deadlines of their own. Assimilate and integrate your work group projects are supposed to be the work of a single team and not of several independent individuals. For example, a group project report that is written in several different styles and printed in a number of different fonts is unlikely to impress the assessor. Therefore, in the final stages of the project, separate tasks should be brought together and developed into a cohesive whole either by a nominated individual or by the full group. Dont let problems escalate too far if things are not going as planned, or if some group members feel that others are not pulling their weight, then obviously it is important for the group to sort things out before personal tensions arise and the group ceases to function cohesively. If any problems cannot be sorted out within the group then the module convenor should be told immediately.
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Revision
Revision Strategy It is impossible to tell people how to revise. There is no optimal strategy. This said, the following have often proved effective ways for students to go about utilising their revision time: Planning how you divide up your time will depend on a number of factors. It is a good idea to devise some kind of revision timetable so that you have specific deadlines and know how much you will need to cover before the exam. Revision notes your notes from lectures, seminars, tutorials and readings can be combined along with your coursework to produce condensed summaries of particular topics. These can be structured in any of the ways outlined above and should contain all of the key concepts and theories which you have covered for that subject. Practice questions try answering real questions from past exam papers, as available from the Library webpages. To save time you might prefer to devise essay plans rather than writing out whole answers.
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Setting Up a Self-Help Network
You will have plenty of opportunities within your course (e.g. over coffee, at meetings and tutorials) to share your ideas and discuss your problems with tutors and your fellow students. However, you might consider extending those opportunities by setting up your own informal self-help network. Such a network could help you and your colleagues to study for your in a number of ways: You could compare lecture notes to ensure that you all have a full and accurate record of what was said Lecture notes could be photocopied for someone who has been absent Problem 'clinics' could be held where members of the network have a chance to discuss matters with which they are having difficulty You could act as 'critical friends' for each other by reading first drafts of essays and action plans for work-based assignments You could form a 'study group' to research a topic of common interest with an agreed division of labour within the group You could operate a book and reference 'bank' in which resources are pooled and shared You could give each other moral support and organize your own social activities The following notes are intended to help you to set up and run just such a network: Setting up Do not assume that someone else will set up a group for you - take the initiative and do it yourself. A self-help network does not have to be big - two or three people can work together very productively. Do not wait too long to set up your network - it may save you a lot of time and worry if you get it established and working from the outset. Find out the names and telephone numbers of the other students who are taking the course you feel you could work with and ring them to see if they are interested in setting up a network. If they are, arrange a meeting as soon as possible.
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At the first meeting Make a names, e-mail, addresses, and telephone numbers list and make sure that everyone has a copy. Elect a convenor to be responsible for arranging meetings and cancelling them if things go wrong. Discuss what each of the participants think that they can contribute to the network and what they want to get out of it. Spend some time considering how the group could work together (you could begin by discussing the list given above or by using brainstorming to generate your own list). Before leaving fix the date, place and agenda for the next meeting (this should become a general rule to be applied to all meetings of the group). Time and place A convenient place to hold such meetings might be the Resource Rooms, over lunch, at the Halls of Residence or even someone's home. When meetings are held try to make sure that the agreed time frame is adhered to, whilst remembering to allow some time for general and informal talk. Part of the purpose of a self-help network is social and if you are too rigid and efficient in the use of time in meetings people may not enjoy them.
GOOD LUCK!
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Appendix I: Forms
You will have received copies of the following forms in your Induction pack. Hardcopies (and softcopies) can also be obtained from the NUBS Administration Office, on request. These forms may be made available on an online depository, to be announced later in the academic year. Registration for Modules and Examinations

MBA Module & Examination Entry Form Module Change Form
Coursework Submission

Coursework Submission Form Coursework Coversheets: (a) Group Project Coversheet (b) Individual Project Coversheet
Management Project Supervision Allocation Form Coursework Submission Form
Extenuating Circumstances

Extenuating Circumstances Form Extension of Deadline for the Submission of Coursework Form
Disability Disclosure
Disability Disclosure Form
Parking at the Kuala Lumpur Teaching Centre (available at KLTC)
Chulan Tower Car Parking Application Form
Course Suspension/Transfer/Withdrawal (available from the NUBS Administrative Office on request)

Notification of Intention to Withdraw or Suspend Course Notification of Intention to Transfer Course
A P P E N D I X
I I :
C A M P U S
Appendix II: Campus Information

1 2 3 4 Kuala Lumpur Teaching Centre (KLTC) .............................................................................. 87 Semenyih Campus ............................................................................................................. 88 Access to Campus .............................................................................................................. 88 Parking ............................................................................................................................... 88
This section notes down key information mainly on facilities at the Kuala Lumpur Teaching Centre (KLTC), as at September 1, 2011. Please refer to the University's website (http://www.nottingham.edu.my) and other Handbooks or documentation (where applicable) for further information.
Kuala Lumpur Teaching Centre (KLTC)

KLTC CONTACT INFORMATION The University of Nottingham Malaysia Campus Kuala Lumpur Teaching Centre Level 2, Chulan Tower 3, Jalan Conlay 50450 Kuala Lumpur, Malaysia. Opening hours: 9.00 am 5.30 pm, Mondays Fridays Note: At present, the KLTC is closed during lunchtime (typically from 1.00 pm 2.00 pm). During teaching semesters, the KLTC is also open in the evening when classes are on (6.30pm-9.30pm Mondays Fridays) (Please refer to the MBA timetable for class schedules) Students are advised to call up the KLTC Reception at the above telephone number to make arrangements for submission or collection of coursework, etc. Please note that staff at the KLTC are not dedicated staff of the Business School. As such, students should contact members of the Business School Administration Office at the Semenyih Campus if they have any queries specific to their course. The following facilities are available at the KLTC: 2 lecture theatres 2 multi-purpose classrooms 1 postgraduate breakout room A computer laboratory with PCs connected to the Universitys network and printers A student lounge A water dispenser with hot and cold water
Tel: +6(03) 8924 8388 Fax: +6(03) 8924 8389
I I :
G U I D E
T O
C A M P U S
F A C I L I T I E S
Cafeteria at Level 1, Chulan Tower - The cafeteria at Level 1 of Chulan Tower is presently open from 7.00am 5.00pm, Mondays Fridays. Students who wish to book seminar rooms for use at KLTC should contact Ms. Kavitha Mariapan at the NUBS Administration Office (kavitha.mariapan@nottingham.edu.my), preferably 1 week in advance if possible, especially for bookings after 5pm or on weekends.
Semenyih Campus
Please refer to the Universitys website (http://www.nottingham.edu.my) and other relevant Handbooks / documentation for information on facilities within the Universitys Semenyih Campus.
Access to Campus
Location maps, directions and suggested modes of transport to get to the Semenyih Campus and KLTC are available on the Maps & Directions section of the Universitys website. Please visit the following URLs (accessible from the About link at the top right of the website): Semenyih Campus: http://www.nottingham.edu.my/AboutUs/Datesandcampusinformation/Mapsanddirections/ MalysiaCampus.aspx KLTC: http://www.nottingham.edu.my/AboutUs/Datesandcampusinformation/Mapsanddirections/ KLTC.aspx
Parking
SEMENYIH CAMPUS
Members of staff or students are not permitted to bring or drive a motor vehicle onto the Campus unless the motor vehicle has a current permit displayed on the motor vehicle. Motor vehicles that do not display current permits are required to stop at the Main Guard House and present their University identification tags and register the motor vehicle they are in. Permits - All drivers of motor vehicles must apply to the Head of Security, for permission to register their vehicle by completing the appropriate form, before driving the vehicles on Campus. Forms may be obtained from the office of the Head of Security located at the Building and Estate Management Office in the Students Association Building. Permits are only valid for the current academic year which is reflected by the colour of the permit.
A P P E N D I X
I I :
C A M P U S
KUALA LUMPUR TEACHING CENTRE (CHULAN TOWER)

An automatic attendant system is in operation at the Chulan Tower car park. The parking charges at Chulan Tower are as outlined below. PARKING CHARGES Before 6.00pm: 1st hour : Subsequent hour : RM3.00 RM2.50
After 6.00pm:
In order to continue receiving the current benefit of the flat rate of RM5.00 from 6.00pm onwards, students will need a prepaid transponder issued by the Car Park Management. With the transponder, if you arrive before 6.00pm, the normal hourly charges prior to 6.00pm will be applicable in addition to the flat rate of RM5.00 (normal parking charges for the first hour will be at RM3.00 and subsequent hours will be at RM2.50). If you arrive after 6.00pm, you will be charged the RM5.00 flat rate. Please note that if you do not have a transponder, the normal hourly rate applies at all times.
Procedure for obtaining a prepaid transponder: 1. You will be required to fill out a Chulan Tower Car Parking Application Form. A hardcopy of the form can be obtained from the pigeonhole shelf in the student lounge of the KLTC (Level 2, Chulan Tower). This form will need to be stamped by a member of staff. Submit the form to the Management Office at the Basement 1 car park at Chulan Tower. You will need to pay a refundable deposit of RM100.00. Keep the receipt. You may collect the transponder from the same office after two working days, upon showing proof of payment. The RM100.00 will be refunded upon return of the transponder in good working condition at the end of your course.
2.
3.
Parking credits The transponders will need to be charged with credit in order to activate the automatic barrier at the entrance to the Chulan Tower car park. Parking credits (minimum RM10.00) can be loaded at the Autopay machine located inside the lift lobby on Basement 1. Payment can also be made at the manual pay station situated just outside the Basement 1 lift lobby. The manual pay station operates from 9.00am to 5.00pm. [Continued overleaf]
89
I I :
G U I D E
T O
C A M P U S
F A C I L I T I E S
With the transponder, if you arrive before 6.00pm, the normal hourly charges prior to 6.00pm will be applicable in addition to the flat rate of RM5.00 (normal parking charges for the first hour will be at RM3.00 and subsequent hours will be at RM2.50). If you arrive after 6:00 pm, you will be charged the RM5.00 flat rate. SUMMARY
COMPLETE THE CHULAN TOWER CAR PARKING APPLICATION FORM
OF
PROCEDURE
Form: From KLTC (Level 2, Chulan Tower)
OBTAIN ENDORSEMENT
KLTC Reception (Level 2, Chulan Tower)
SUBMIT TO CAR PARK MANAGEMENT OFFICE, PAY RM100.00 DEPOSIT FOR TRANSPONDER
Car Park Management Office (Car Park Basement 1, Chulan Tower)
LOAD CREDIT (minimum RM10.00)
Basement 1 (Lift Lobby, Chulan Tower)
Auto Load @ Autopay Machine
Manual Load @ Pay Station
University of Nottingham Malaysia Campus Jalan Broga, 43500 Semenyih Selangor Darul Ehsan, Malaysia t: +6(03) 8924 8000 (General Line) f: +6(03) 8924 8019 (Business School) w: www.nottingham.edu.my
Kuala Lumpur Teaching Centre 2nd Floor, Chulan Tower No. 3 Jalan Conlay 50450 Kuala Lumpur, Malaysia t: +6(03) 8924 8388 f: +6(03) 8924 8389
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Nottingham University Business School Malaysia MBA Programme Handbook 2011-12

Map to the Kuala Lumpur Teaching Centre (KLTC)

Tel: +6(03) 8924 8388 Fax: +6(03) 8924 8389

Nottingham University Business School

Director, NUBS Malaysia

Academic Team Director, MBA Programme

Administrative Team Faculty Manager

Co-Deputy Director, MBA Programme

Co-Deputy Director, MBA Programme

IT Facilities and Workrooms

Opening Hours 9.00 am 5.30 pm

IT SUPPORT CONTACT INFORMATION:

QUICK REFERENCE LINKS

KLTC Book Loan Delivery

[Continued from previous page KLTC Book Loan Delivery]

Student Registry Office

Health Centre Reception:

Location: Opening Hours: Mondays - Fridays

Closed on Sundays & Public Holidays

Supervising Officer (Mr Zainal ABU ASAN)

Office Mobile Email

+6(03) 8924 8065 +6(013) 366 6269 zainal.abuasan@nottingham.edu.my

+6(03) 8924 8026 +6(03) 8924 8027 +6(03) 8924 8028

+6(03) 8924 8329 +6(03) 8924 8070 +6(03) 8924 8033

Nottingham University Business School Malaysia

Key Dates: Academic Session 2011-2012

Learning Community Forum Meeting for Semester 2

6 Apr: Good Friday

2 MBA Programme Handbook 2011-2012

Section A: Studying in the Business School

The University Quality Manual

Attendance at the University

Nottingham University Business School Malaysia

What we need you to do

4 MBA Programme Handbook 2011-2012

Student Disability Disclosure and Confidentiality Policy

Personal Information and Data Protection

Nottingham University Business School Malaysia

Responsibilities: Course Members

6 MBA Programme Handbook 2011-2012

Section B: Services & Information

Administration & Information Services

1.1 The Business School Administration Office

Opening Hours: 9.30 am 5.30 pm, Mondays Fridays

Nottingham University Business School Malaysia

Kuala Lumpur Teaching Centre (KLTC)

1.2 Channels of Communication

Your Contact Details

1.3 Computing Facilities & Workrooms

Nottingham University Business School Malaysia

1.6 Student Registry Office

Student Registry Office

10 MBA Programme Handbook 2011-2012

Nottingham University Business School Malaysia

1.7 Payment of Course Fees

12 MBA Programme Handbook 2011-2012

Student Support Services

2.1 Academic Staff