AGSM6131 Leadership - 2023

Subject Code
AGSM6131
Study Level
Postgraduate
Commencing Term
Term 1
Total Units of Credit (UOC)
6
Delivery Mode
Online Weekly
Intensive, Sydney CBD
Fortnightly, Sydney CBD
Virtual Weekly
School
AGSM
This course outline is provided in advance of offering to guide student course selection. Please note that while accurate at time of publication, changes may be required prior to the start of the teaching session. To view other versions, visit the archives .

1. Course Details

Summary of Course

This course is a comprehensive introduction to the topic of leadership. It aims to help students to build the confidence, knowledge, and skills to engage in effective and responsible leadership in a broad range of contexts. It also provides guidance on self-leadership and actively managing the process of growing as a leader.

The course defines leadership not as a position but as a process of influence that delivers Direction, Alignment, Commitment, and Ability. As such, leadership is potentially relevant to all MBA students who wish to exert influence and foster change.

Teaching Times and Locations

Please note that teaching times and locations are subject to change. Students are strongly advised to refer to the Class Timetable website for the most up-to-date teaching times and locations.

As well as being offered in synchronous and asynchronous online modes, this course is scheduled to be offered in face-to-face Fortnightly and Intensive modes. However, there is a chance that there could be subsequent COVID-19 restrictions. 

If it is not possible to gather together on campus, we will offer the Fortnightly mode synchronously online. For the Intensive mode, we will offer the course asynchronously online in Moodle. This mode will be augmented by some synchronous online discussions on the days of the scheduled Intensive weekends. Attendance at these discussions will be recorded for students who are unable to attend.

https://www.covid-19.unsw.edu.au/

View course timetable

Course Policies & Support

Course Aims and Relationship to Other Courses

This course aims to:

  • provide an introduction to the topic of leadership;
  • help you to build the confidence, knowledge, and skills to engage in effective and ethical leadership (including self-leadership) in a broad range of contexts;
  • equip you with skills for developing your leadership capabilities and invite you to become a lifelong student of leadership.

'Leadership' as a subject involves a wide variety of concepts, theories, models, frameworks, and skill sets. Consequently, some other courses within the AGSM (such as Managing People and Organisations, Change Skills) address some dimensions of leadership. Such overlap is modest, unavoidable. Revisiting concepts in later courses can deepen understanding of them and allow for further exploration of how they can be applied in exercising leadership.  

Additional Course Details

Tips to help you navigate this course

You are likely to benefit the most from this course if you:

  • Quickly develop an understanding of the overall course structure and the assessments. Use this understanding to develop a plan for completing the assessments in a timely manner. Avoid waiting until the last minute. 
  • Clearly understand what is expected with respect to communication in the classroom (whether face-to-face, in a videoconference, or online). 
  • Schedule time to allow you to fully participate (e.g. read the course materials; complete the weekly quizzes; reflect on the concepts, frameworks, and theories, participate in class activities, and prepare the written assessments). Expect to devote around 12 hours per week to AGSM6131. Being able to manage one's time effectively is an important element of self-leadership and is a key to success in this course.
  • Adopt a mindset of being an active and generous student who helps to create a supportive and rewarding learning environment for the whole class. High-performing students look to learn from and help other students (e.g. by sharing experiences and resources during discussions). Leaders grow leaders!
  • View qualitative feedback (e.g. comments by the Class Facilitator on assessments) as a 'gift' and opportunity for improvement. The ability to seek authentic feedback and positively respond to it is critical for leadership development.
  • Commit to building a practical Leadership Development Plan (LDP) that you will use after the course has finished. This will help you to maximise your 'return on investment' from the course.
  • Look for opportunities to practise leadership during and after the course. Most leadership development occurs by practising new approaches (e.g. those communicated during the course). The course has a strong focus on learning by doing, in which you translate your insights into action.
  • Regularly check-in with one or more learning partners, who can provide accountability, advice, and an opportunity to help somebody else.
  • Although not assessed, you are encouraged to keep a learning journal that documents 1) what you're finding interesting and potentially useful in the course materials each week, 2) analysing why it matters, and 3) brainstorming how you could apply these insights to future experiences. A substantial body of research suggests that keeping a reflective journal can accelerate learning and improve wellbeing. 
  • Questions should also be asked well before the assessments are due to allow enough time for the Facilitator to reply and you to reflect upon and incorporate your answer into your assessments.

3. Staff Contact Details

Position Name Email Location Phone Consultation Times
Facilitator in ChargeWill Felps
By Appointment. Note: Will Felps is the Facilitator in Charge for the course as a whole. Your specific class will likely be facilitated by somebody else.
Facilitator in ChargeWill Felps
By Appointment. Note: Will Felps is the Facilitator in Charge for the course as a whole. Your specific class will likely be facilitated by somebody else.
Facilitator in ChargeWill Felps
By Appointment. Note: Will Felps is the Facilitator in Charge for the course as a whole. Your specific class will likely be facilitated by somebody else.
Facilitator in ChargeWill Felps
By Appointment. Note: Will Felps is the Facilitator in Charge for the course as a whole. Your specific class will likely be facilitated by somebody else.

Facilitator in Charge

Each course has a Facilitator in Charge who is responsible for the academic leadership and overall academic integrity of the course. The Facilitator in Charge oversees course content, assessment task design, and takes responsibility for specific academic and administrative issues related to the course. Facilitators in Charge also oversee Facilitators and ensure that the ongoing standard of facilitation in the course is consistent with the quality requirements of the program.

Facilitator

The role of your Facilitator is to support and enhance the learning process by encouraging interaction among participants, providing direction in understanding the course content, assessing participant progress through the course, and providing feedback on work submitted. Facilitators comprise academics and industry practitioners with relevant backgrounds.

4. Learning and Teaching Activities

Approach to Learning and Teaching in the Course

This course's overarching pedagogical principles include:

  • Participants should actively engage in the learning process to develop their leadership skills through the course. 
  • Participants should feel included in a "learning community" (i.e. a group of people committed to helping each other learn). 
  • Participants' diverse backgrounds and future goals should be recognised and leveraged for greater learning. 
  • Participants should have a variety of learning outcomes, including: remembering, understanding, applying, analysing, evaluating, and creating.
  • Participants should take responsibility for their own learning in order to get the most from the course.
  • Participants deserve for claims about effective leadership to be grounded in sound evidence.
  • Participants deserve clear guidelines about how they will be evaluated. 
  • Participants deserve meaningful and timely feedback. 

Learning Activities and Teaching Strategies

Learning activities and teaching strategies for this course include using:

  • self-assessment and reflection activities
  • the course materials with associated readings and videos
  • facilitated discussion activities that help you to apply leadership concepts to the real world
  • an assessment that encourages you to reflect on your past leadership
  • an assessment that encourages you to build a leadership develop plan
  • additional support during the course from peers, colleagues, and/or mentors
  • weekly multiple-choice quizzes to test knowledge of key concepts
  • using relevant examples and case studies.

Course Structure

Unit 1: Orienting for Leadership. In this Unit, we discuss the value of becoming a developing leader, define leadership, and discuss a number of aspects of responsible leadership. 

Unit 2: Motivational Self-Leadership. Unit 2 explores self-leadership in general and self-motivation in particular. It provides tools for working harder, working smarter, and working more sustainably. 

Unit 3: Developing leadership. This unit continues to explore self-leadership. It focuses on increasing self-awareness (e.g., identifying your growth edges) and self-development (e.g., learning how to learn as an adult).

Unit 4: Career Leadership. Unit 4 is about making wiser decisions, especially in the context of your own career. It invites you to make some provisional decisions about the kind of leader you aim to become.

Unit 5: Influential Leadership. In Unit 5, we consider several core elements of influencing others, including a) how power enables leadership, b) domains in which you may lead others, and c) a variety of tactics you can use to influence others.  

Unit 6: Relational Leadership. Unit 6 focuses on how to develop high-quality relationships with the right people, so that you can have a leadership impact. 

Unit 7: Dynamic Leadership. This unit is about leading in contexts where things are changing; namely, when leading for innovation and during crises. 

Unit 8: Leadership without Authority. This unit is about leading in contexts where you have less control over others; namely, when leading upwards, leading teams, or when facing wicked problems. 

Unit 9: Expressive Leadership. Unit 9 is about having a greater leadership impact by expressing yourself more clearly, more memorably, and more charismatically.  

Unit 10: Flexible Leadership. In Unit 10, we consider the challenge of how to adjust one's leadership style to suit different situations, investigate some tools to do this more effectively, and explore some strategies to grow as a flexible leader. 

6. Course Resources

You have three major resources to help you learn:

  1. The course materials. You access the course materials via your Moodle classroom. You will do much of your learning outside the classroom by working through the course materials, and by completing the unit activities as they arise.
  2. Your facilitator. The Facilitator's job is to guide your learning by conducting the online or face-to-face discussions, answering your questions, providing insights from their professional experience and understanding of theory, providing you with feedback on your assessments, and facilitating class discussions.
  3. Your class colleagues. Your class colleagues are an invaluable potential source of learning for you.

7. Course Evaluation & Development

Continual Course Improvement

AGSM courses are reviewed each time they run, with updated course outlines and assessment tasks developed. 

Additionally, the data collected in the myExperience survey provides anonymous feedback from students on the quality of course content and materials, class facilitation, student support services and the program in general. This student feedback is considered during all course revisions.

Student Response

The most recent student feedback for this course relates to Term 3 2022 and it was generally positive. Many students report that this course meaningfully helped them to develop their leadership vision and skills. 

However, it became clear that there were some gaps in the topics covered by the course. This led to a major refresh of the course, which is launching in Term 1 of 2023.

Response to Student Feedback

Informed by student feedback, key changes for Term 1 of 2023 include:

  • More action-oriented activities;
  • A new version of Assessment 3, with a video component;
  • New weekly unit materials that a) are more focused and concise; b) are based on updated research; c) cover a number of foundational skills such as self-motivation, decision-making, career management, and (self-)presentation; and d) include forward-thinking topics such as learning mode and followership.

8. Course Schedule

Week Activity Topic Detail/Engagement Assessment Task
Week 1 Course materials, discussion, quizUnit 1: Orienting for Leadership

We begin the process of getting to know one another, clarifying any questions relating to the course, and exploring the concepts in Unit 1 of the course materials.

Assessment 1 : Part A - Engagement: Weekly quizzes
Assessment 1 : Part B - Engagement: Online discussions
Week 2 Course materials, discussion, quizUnit 2: Motivational Self-Leadership

We explore the Unit 2 concepts.

Assessment 1 : Part A - Engagement: Weekly quizzes
Assessment 1 : Part B - Engagement: Online discussions
Week 3 Course materials, discussion, quizUnit 3: Developing Leadership

We explore the Unit 3 concepts.

Assessment 1 : Part A - Engagement: Weekly quizzes
Assessment 1 : Part B - Engagement: Online discussions
Week 4 Course materials, discussion, quizUnit 4: Career Leadership

We explore the Unit 4 concepts.

This week, you will have an opportunity to receive preliminary feedback about prior Discussion Forum engagement.

Assessment 1 : Part A - Engagement: Weekly quizzes
Assessment 1 : Part B - Engagement: Online discussions
Week 5 Course materials, discussion, quizUnit 5: Influential Leadership

We explore the Unit 5 concepts.

Reminder: Assessment 2 is due early next week.

Assessment 1 : Part A - Engagement: Weekly quizzes
Assessment 1 : Part B - Engagement: Online discussions
Week 6 Assessment 2, course materials, discussion & quizUnit 6: Relational Leadership

We explore the Unit 6 concepts.

Assessment 2 is due Monday 20 March 2023 by 3pm Sydney time

Assessment 1 : Part A - Engagement: Weekly quizzes
Assessment 1 : Part B - Engagement: Online discussions
Assessment 2 : Leadership Analysis Report (LAR)
Week 7 Course materials, discussion, quizUnit 7: Dynamic Leadership

We explore the Unit 7 concepts.

Assessment 1 : Part A - Engagement: Weekly quizzes
Assessment 1 : Part B - Engagement: Online discussions
Week 8 Course materials, discussion, quizUnit 8: Leadership without Authority

We explore the Unit 8 concepts.

Assessment 1 : Part A - Engagement: Weekly quizzes
Assessment 1 : Part B - Engagement: Online discussions
Week 9 Course materials, discussion, quizUnit 9: Expressive Leadership

We explore the Unit 9 concepts.

Assessment 1 : Part A - Engagement: Weekly quizzes
Assessment 1 : Part B - Engagement: Online discussions
Week 10 Course materials, discussion, quizUnit 10: Flexible Leadership

We explore the Unit 10 concepts.

You are also encouraged to meet with one or more of your peers to both give and get feedback on your LDP progress (Assessment 3). 

Assessment 1 : Part A - Engagement: Weekly quizzes
Assessment 1 : Part B - Engagement: Online discussions
Week 11 Assessment 3 finalisationBuilding a leadership development plan

Assessment 3 is due Friday 28 April 2023 by 3pm Sydney time

Assessment 3 : Leadership Development Plan (LDP)
Week 1 Course materials, webinar, & quizUnit 1: Orienting for Leadership

Attend Kickoff Webinar where we begin the process of getting to know one another and clarifying course expectations. 

Engage with Unit 1 materials and the weekly quiz

Assessment 1 : Part A - Engagement: Weekly quizzes
Assessment 1 : Part B - Engagement: Class discussions
Week 2 Course materials & quizUnit 2: Motivational Self-Leadership

Engage wih Unit 2 materials & weekly quiz

Assessment 1 : Part A - Engagement: Weekly quizzes
Assessment 1 : Part B - Engagement: Class discussions
Week 3 Course materials & quizUnit 3: Developing Leadership

Engage wih Unit 3 materials & weekly quiz

Assessment 1 : Part A - Engagement: Weekly quizzes
Assessment 1 : Part B - Engagement: Class discussions
Week 4 Course materials & quizUnit 4: Career Leadership

Engage wih Unit 4 materials & weekly quiz

Assessment 1 : Part A - Engagement: Weekly quizzes
Assessment 1 : Part B - Engagement: Class discussions
Week 5 Intensive, Assessment 2, course materials, & quizUnit 5: Influential Leadership

Engage wih Unit 5 materials & weekly quiz

Assessment 2 is due Friday 17 March 2023 by 3pm Sydney time

Intensive Weekend 1 on Saturday 18 and Sunday 19 March 2023, 9am to 5pm. Please ensure you have completed Units 1 to 5 prior to this Intensive Weekend.

Assessment 1 : Part A - Engagement: Weekly quizzes
Assessment 1 : Part B - Engagement: Class discussions
Assessment 2 : Leadership Analysis Report (LAR)
Week 6 Course materials & quizUnit 6: Relational Leadership

Engage wih Unit 6 materials & weekly quiz

Assessment 1 : Part A - Engagement: Weekly quizzes
Assessment 1 : Part B - Engagement: Class discussions
Week 7 Course materials & quizUnit 7: Dynamic Leadership

Engage wih Unit 7 materials & weekly quiz

Assessment 1 : Part A - Engagement: Weekly quizzes
Assessment 1 : Part B - Engagement: Class discussions
Week 8 Course materials & quizUnit 8: Leadership without Authority

Engage wih Unit 8 materials & weekly quiz

Assessment 1 : Part A - Engagement: Weekly quizzes
Assessment 1 : Part B - Engagement: Class discussions
Week 9 Course materials & quizUnit 9: Expressive Leadership

Engage wih Unit 9 materials & weekly quiz

Assessment 1 : Part A - Engagement: Weekly quizzes
Assessment 1 : Part B - Engagement: Class discussions
Week 10 Intensive, course materials, & quizUnit 10: Flexible Leadership

Engage with Unit 10 materials & weekly quiz.

Intensive Weekend 2 on Saturday 22 and Sunday 23 April 2023, 9am to 5pm. Please ensure that you have completed Units 6 to 10 prior to this Intensive Weekend.

Assessment 1 : Part A - Engagement: Weekly quizzes
Assessment 1 : Part B - Engagement: Class discussions
Week 11 Assessment 3Finalising LDP

Peer Evaluations are due Friday 28 April 2023 by 3pm Sydney time

Assessment 3 is due Friday 28 April 2023 by 3pm Sydney time

Assessment 1 : Part B - Engagement: Class discussions
Assessment 3 : Leadership Development Plan (LDP)
Week 1 Course materials, workshop, & quizUnit 1: Orienting for Leadership

Prior to class, engage with Unit 1 materials.

During our fortnightly workshop, we begin the process of getting to know one another, clarifying expectations, and exploring the concepts in Unit 1 of the course materials. 

Engage with weekly quiz

Assessment 1 : Part A - Engagement: Weekly quizzes
Assessment 1 : Part B - Engagement: Class discussions
Week 2 Course materials & quizUnit 2: Motivational Self-Leadership

Engage with Unit 2 material and the weekly quiz.

Assessment 1 : Part A - Engagement: Weekly quizzes
Assessment 1 : Part B - Engagement: Class discussions
Week 3 Course materials, workshop, & quizUnit 3: Developing Leadership

During our fortnightly workshop, we explore the concepts in Units 2 and 3 of the course materials.

Engage wih the weekly quiz.

Assessment 1 : Part A - Engagement: Weekly quizzes
Assessment 1 : Part B - Engagement: Class discussions
Week 4 Course materials & quizUnit 4: Career Leadership

Engage with Unit 4 concepts and the weekly quiz.

Assessment 1 : Part A - Engagement: Weekly quizzes
Assessment 1 : Part B - Engagement: Class discussions
Week 5 Course materials, workshop, & quizUnit 5: Influential Leadership

During our fortnightly workshop, we explore the concepts in Units 4 and 5 of the course materials.

Engage wih the weekly quiz.

Assessment 1 : Part A - Engagement: Weekly quizzes
Assessment 1 : Part B - Engagement: Class discussions
Week 6 Assessment 2, course materials, & quizUnit 6: Relational Leadership

Engage with Unit 6 concepts and the weekly quiz.

Assessment 2 is due Monday 20 March 2023 by 3pm Sydney time

Assessment 1 : Part A - Engagement: Weekly quizzes
Assessment 1 : Part B - Engagement: Class discussions
Assessment 2 : Leadership Analysis Report (LAR)
Week 7 Course materials, workshop, & quizUnit 7: Dynamic Leadership

During our fortnightly workshop, we explore the concepts in Units 6 and 7 of the course materials.

Engage with the weekly quiz.

Assessment 1 : Part A - Engagement: Weekly quizzes
Assessment 1 : Part B - Engagement: Class discussions
Week 8 Course materials & quizUnit 8: Leadership without Authority

Engage with Unit 8 concepts and the weekly quiz. 

Assessment 1 : Part A - Engagement: Weekly quizzes
Assessment 1 : Part B - Engagement: Class discussions
Week 9 Course materials, workshop, & quizUnit 9: Expressive Leadership

During our fortnightly workshop, we explore the concepts in Units 8 and 9 of the course materials and you will present a provisional Leadership Vision Presentation

Engage wih the weekly quiz.

Assessment 1 : Part A - Engagement: Weekly quizzes
Assessment 1 : Part B - Engagement: Class discussions
Week 10 Course materials & quizUnit 10: Flexible Leadership

Engage with Unit 10 concepts and the weekly quiz.

You are also encouraged to meet with your learning partner(s) to both give and get feedback on your LDP progress (Assessment 3). 

Assessment 1 : Part A - Engagement: Weekly quizzes
Assessment 1 : Part B - Engagement: Class discussions
Week 11 Course materials, workshop, & Assessment 3Flexible leadership & LDP

During our fortnightly workshop, we explore the concepts in Units 10.

Peer Evaluations and Assessment 3 (LDP) are due Friday 28 April 2023 by 3pm Sydney time

Assessment 1 : Part B - Engagement: Class discussions
Assessment 3 : Leadership Development Plan (LDP)
Week 1 Course materials, discussion, quizUnit 1: Orienting for Leadership

We begin the process of getting to know one another, clarifying any questions relating to the course, and exploring the concepts in Unit 1 of the course materials.

Assessment 1 : Part A - Engagement: Weekly quizzes
Assessment 1 : Part B - Engagement: Class discussions
Week 2 Course materials, discussion, quizUnit 2: Motivational Self-Leadership

We explore the Unit 2 concepts.

Assessment 1 : Part A - Engagement: Weekly quizzes
Assessment 1 : Part B - Engagement: Class discussions
Week 3 Course materials, discussion, quizUnit 3: Developing Leadership

We explore the Unit 3 concepts.

Assessment 1 : Part A - Engagement: Weekly quizzes
Assessment 1 : Part B - Engagement: Class discussions
Week 4 Course materials, discussion, quizUnit 4: Career Leadership

We explore the Unit 4 concepts.

Assessment 1 : Part A - Engagement: Weekly quizzes
Assessment 1 : Part B - Engagement: Class discussions
Week 5 Course materials, discussion, quizUnit 5: Influential Leadership

We explore the Unit 5 concepts.

Reminder: Assessment 2 is due early next week.

Assessment 1 : Part A - Engagement: Weekly quizzes
Assessment 1 : Part B - Engagement: Class discussions
Week 6 Assessment 2, course materials, discussion & quizUnit 6: Relational Leadership

We explore the Unit 6 concepts.

Assessment 2 is due Monday 20 March 2023 by 3pm Sydney time

Assessment 1 : Part A - Engagement: Weekly quizzes
Assessment 1 : Part B - Engagement: Class discussions
Assessment 2 : Leadership Analysis Report (LAR)
Week 7 Course materials, discussion, quizUnit 7: Dynamic Leadership

We explore the Unit 7 concepts.

Assessment 1 : Part A - Engagement: Weekly quizzes
Assessment 1 : Part B - Engagement: Class discussions
Week 8 Course materials, discussion, quizUnit 8: Leadership without Authority

We explore the Unit 8 concepts.

Assessment 1 : Part A - Engagement: Weekly quizzes
Assessment 1 : Part B - Engagement: Class discussions
Week 9 Course materials, discussion, quizUnit 9: Expressive Leadership

We explore the Unit 9 concepts.

Present provisional LDP Presentation in class

Assessment 1 : Part A - Engagement: Weekly quizzes
Assessment 1 : Part B - Engagement: Class discussions
Week 10 Course materials, discussion, quizUnit 10: Flexible Leadership

We explore the Unit 10 concepts.

You are also encouraged to meet with one or more of your peers to both give and get feedback on your LDP progress (Assessment 3). 

Assessment 1 : Part A - Engagement: Weekly quizzes
Assessment 1 : Part B - Engagement: Class discussions
Week 11 Assessment 3 finalisationBuilding a leadership development plan

Peer Evaluations are due Friday 28 April 2023 by 3pm Sydney time

Assessment 3 is due Friday 28 April 2023 by 3pm Sydney time

Assessment 1 : Part B - Engagement: Class discussions
Assessment 3 : Leadership Development Plan (LDP)

9. Policies and Support

Information about UNSW Business School protocols, University policies, student responsibilities and education quality and support.

Program Learning Outcomes

The Business School places knowledge and capabilities at the core of its curriculum via seven Program Learning Outcomes (PLOs). These PLOs are systematically embedded and developed across the duration of all coursework programs in the Business School.

PLOs embody the knowledge, skills and capabilities that are taught, practised and assessed within each Business School program. They articulate what you should know and be able to do upon successful completion of your degree.

Upon graduation, you should have a high level of specialised business knowledge and capacity for responsible business thinking, underpinned by ethical professional practice. You should be able to harness, manage and communicate business information effectively and work collaboratively with others. You should be an experienced problem-solver and critical thinker, with a global perspective, cultural competence and the potential for innovative leadership.

All UNSW programs and courses are designed to assess the attainment of program and/or course level learning outcomes, as required by the UNSW Assessment Design Procedure. It is important that you become familiar with the Business School PLOs, as they constitute the framework which informs and shapes the components and assessments of the courses within your program of study.

PLO 1: Business knowledge

Students will make informed and effective selection and application of knowledge in a discipline or profession, in the contexts of local and global business.

PLO 2: Problem solving

Students will define and address business problems, and propose effective evidence-based solutions, through the application of rigorous analysis and critical thinking.

PLO 3: Business communication

Students will harness, manage and communicate business information effectively using multiple forms of communication across different channels.

PLO 4: Teamwork

Students will interact and collaborate effectively with others to achieve a common business purpose or fulfil a common business project, and reflect critically on the process and the outcomes.

PLO 5: Responsible business practice

Students will develop and be committed to responsible business thinking and approaches, which are underpinned by ethical professional practice and sustainability considerations.

PLO 6: Global and cultural competence

Students will be aware of business systems in the wider world and actively committed to recognise and respect the cultural norms, beliefs and values of others, and will apply this knowledge to interact, communicate and work effectively in diverse environments.

PLO 7: Leadership development

Students will develop the capacity to take initiative, encourage forward thinking and bring about innovation, while effectively influencing others to achieve desired results.

These PLOs relate to undergraduate and postgraduate coursework programs.  Separate PLOs for honours and postgraduate research programs are included under 'Related Documents'.

Business School course outlines provide detailed information for students on how the course learning outcomes, learning activities, and assessment/s contribute to the development of Program Learning Outcomes.

RELATED DOCUMENTS

 

UNSW Graduate Capabilities

The Business School PLOs also incorporate UNSW graduate capabilities, a set of generic abilities and skills that all students are expected to achieve by graduation. These capabilities articulate the University’s institutional values, as well as future employer expectations.

UNSW Graduate CapabilitiesBusiness School PLOs
Scholars capable of independent and collaborative enquiry, rigorous in their analysis, critique and reflection, and able to innovate by applying their knowledge and skills to the solution of novel as well as routine problems.
  • PLO 1: Business knowledge
  • PLO 2: Problem solving
  • PLO 3: Business communication
  • PLO 4: Teamwork
  • PLO 7: Leadership development

Entrepreneurial leaders capable of initiating and embracing innovation and change, as well as engaging and enabling others to contribute to change
  • PLO 1: Business knowledge
  • PLO 2: Problem solving
  • PLO 3: Business communication
  • PLO 4: Teamwork
  • PLO 6: Global and cultural competence
  • PLO 7: Leadership development

Professionals capable of ethical, self-directed practice and independent lifelong learning
  • PLO 1: Business knowledge
  • PLO 2: Problem solving
  • PLO 3: Business communication
  • PLO 5: Responsible business practice

Global citizens who are culturally adept and capable of respecting diversity and acting in a socially just and responsible way.
  • PLO 1: Business knowledge
  • PLO 2: Problem solving
  • PLO 3: Business communication
  • PLO 4: Teamwork
  • PLO 5: Responsible business practice
  • PLO 6: Global and cultural competence

While our programs are designed to provide coverage of all PLOs and graduate capabilities, they also provide you with a great deal of choice and flexibility.  The Business School strongly advises you to choose a range of courses that assist your development against the seven PLOs and four graduate capabilities, and to keep a record of your achievements as part of your portfolio. You can use a portfolio as evidence in employment applications as well as a reference for work or further study. For support with selecting your courses contact the UNSW Business School Student Centre.




Academic Integrity and Plagiarism

Academic Integrity is honest and responsible scholarship. This form of ethical scholarship is highly valued at UNSW. Terms like Academic Integrity, misconduct, referencing, conventions, plagiarism, academic practices, citations and evidence based learning are all considered basic concepts that successful university students understand. Learning how to communicate original ideas, refer sources, work independently, and report results accurately and honestly are skills that you will be able to carry beyond your studies.

The definition of academic misconduct is broad. It covers practices such as cheating, copying and using another person’s work without appropriate acknowledgement. Incidents of academic misconduct may have serious consequences for students.

Plagiarism

UNSW regards plagiarism as a form of academic misconduct. UNSW has very strict rules regarding plagiarism. Plagiarism at UNSW is using the words or ideas of others and passing them off as your own. All Schools in the Business School have a Student Ethics Officer who will investigate incidents of plagiarism and may result in a student’s name being placed on the Plagiarism and Student Misconduct Registers.

Below are examples of plagiarism including self-plagiarism:

Copying: Using the same or very similar words to the original text or idea without acknowledging the source or using quotation marks. This includes copying materials, ideas or concepts from a book, article, report or other written document, presentation, composition, artwork, design, drawing, circuitry, computer program or software, website, internet, other electronic resource, or another person's assignment, without appropriate acknowledgement of authorship.

Inappropriate Paraphrasing: Changing a few words and phrases while mostly retaining the original structure and/or progression of ideas of the original, and information without acknowledgement. This also applies in presentations where someone paraphrases another’s ideas or words without credit and to piecing together quotes and paraphrases into a new whole, without appropriate referencing.

Collusion: Presenting work as independent work when it has been produced in whole or part in collusion with other people. Collusion includes:

  • Students providing their work to another student before the due date, or for the purpose of them plagiarising at any time
  • Paying another person to perform an academic task and passing it off as your own
  • Stealing or acquiring another person’s academic work and copying it
  • Offering to complete another person’s work or seeking payment for completing academic work

Collusion should not be confused with academic collaboration (i.e., shared contribution towards a group task).

Inappropriate Citation: Citing sources which have not been read, without acknowledging the 'secondary' source from which knowledge of them has been obtained.

Self-Plagiarism: ‘Self-plagiarism’ occurs where an author republishes their own previously written work and presents it as new findings without referencing the earlier work, either in its entirety or partially. Self-plagiarism is also referred to as 'recycling', 'duplication', or 'multiple submissions of research findings' without disclosure. In the student context, self-plagiarism includes re-using parts of, or all of, a body of work that has already been submitted for assessment without proper citation.

To see if you understand plagiarism, do this short quiz: https://student.unsw.edu.au/plagiarism-quiz

Cheating

The University also regards cheating as a form of academic misconduct. Cheating is knowingly submitting the work of others as their own and includes contract cheating (work produced by an external agent or third party that is submitted under the pretences of being a student’s original piece of work). Cheating is not acceptable at UNSW.

If you need to revise or clarify any terms associated with academic integrity you should explore the 'Working with Academic Integrity' self-paced lessons available at: https://student.unsw.edu.au/aim.

For UNSW policies, penalties, and information to help you avoid plagiarism see: https://student.unsw.edu.au/plagiarism as well as the guidelines in the online ELISE tutorials for all new UNSW students: http://subjectguides.library.unsw.edu.au/elise. For information on student conduct see: https://student.unsw.edu.au/conduct.

For information on how to acknowledge your sources and reference correctly, see: https://student.unsw.edu.au/referencing. If you are unsure what referencing style to use in this course, you should ask the lecturer in charge.


Student Responsibilities and Conduct

​Students are expected to be familiar with and adhere to university policies in relation to class attendance and general conduct and behaviour, including maintaining a safe, respectful environment; and to understand their obligations in relation to workload, assessment and keeping informed.

Information and policies on these topics can be found on the 'Managing your Program' website.

Workload

It is expected that you will spend at least ten to twelve hours per week studying for a course except for Summer Term courses which have a minimum weekly workload of twenty to twenty four hours. This time should be made up of reading, research, working on exercises and problems, online activities and attending classes. In periods where you need to complete assignments or prepare for examinations, the workload may be greater. Over-commitment has been a cause of failure for many students. You should take the required workload into account when planning how to balance study with employment and other activities.

We strongly encourage you to connect with your Moodle course websites in the first week of semester. Local and international research indicates that students who engage early and often with their course website are more likely to pass their course.

View more information on expected workload

Attendance

Your regular and punctual attendance at lectures and seminars or in online learning activities is expected in this course. The Business School reserves the right to refuse final assessment to those students who attend less than 80% of scheduled classes where attendance and participation is required as part of the learning process (e.g., tutorials, flipped classroom sessions, seminars, labs, etc.).

View more information on attendance

General Conduct and Behaviour

You are expected to conduct yourself with consideration and respect for the needs of your fellow students and teaching staff. Conduct which unduly disrupts or interferes with a class, such as ringing or talking on mobile phones, is not acceptable and students may be asked to leave the class.

View more information on student conduct

Health and Safety

UNSW Policy requires each person to work safely and responsibly, in order to avoid personal injury and to protect the safety of others.

View more information on Health and Safety

Keeping Informed

You should take note of all announcements made in lectures, tutorials or on the course web site. From time to time, the University will send important announcements to your university e-mail address without providing you with a paper copy. You will be deemed to have received this information. It is also your responsibility to keep the University informed of all changes to your contact details.



Student Support and Resources

​The University and the Business School provide a wide range of support services and resources for students, including:

Business School EQS Consultation Program
The Consultation Program offers academic writing, literacy and numeracy consultations, study skills, exam preparation for Business students. Services include workshops, online resources, individual and group consultations. 
Level 1, Room 1035, Quadrangle Building.
BUS.EQS.Consultations@unsw.edu.au
02 9385 4508

Communication Resources
The Business School Communication and Academic Support programs provide online modules, communication workshops and additional online resources to assist you in developing your academic writing.

Business School Student Centre
The Business School Student Centre provides advice and direction on all aspects of admission, enrolment and graduation.
Level 1, Room 1028 in the Quadrangle Building
02 9385 3189

UNSW Learning & Careers Hub
The UNSW Learning & Careers Hub provides academic skills and careers support services—including workshops, individual consultations and a range of online resources—for all UNSW students. See their website for details.
Lower Ground Floor, North Wing Chancellery Building.
learningcentre@unsw.edu.au
02 9385 2060

Student Support Advisors
Student Support Advisors work with all students to promote the development of skills needed to succeed at university, whilst also providing personal support throughout the process.
John Goodsell Building, Ground Floor.
advisors@unsw.edu.au
02 9385 4734

International Student Support
The International Student Experience Unit (ISEU) is the first point of contact for international students. ISEU staff are always here to help with personalised advice and information about all aspects of university life and life in Australia.
Advisors can support you with your student visa, health and wellbeing, making friends, accommodation and academic performance.
International.student@unsw.edu.au
02 9385 4734

Equitable Learning Services
Equitable Learning Services (formerly Disability Support Services) is a free and confidential service that provides practical support to ensure that your health condition doesn't adversely affect your studies. Register with the service to receive educational adjustments.
Ground Floor, John Goodsell Building.
els@unsw.edu.au
02 9385 4734

UNSW Counselling and Psychological Services
Provides support and services if you need help with your personal life, getting your academic life back on track or just want to know how to stay safe, including free, confidential counselling.
Level 2, East Wing, Quadrangle Building.
counselling@unsw.edu.au
02 9385 5418

Library services and facilities for students
The UNSW Library offers a range of collections, services and facilities both on-campus and online.
Main Library, F21.
02 9385 2650

Moodle eLearning Support
Moodle is the University’s learning management system. You should ensure that you log into Moodle regularly.
externalteltsupport@unsw.edu.au
02 9385 3331

UNSW IT
UNSW IT provides support and services for students such as password access, email services, wireless services and technical support.
UNSW Library Annexe (Ground floor).
02 9385 1333



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