MGMT5800 Technology, Management and Innovation - 2021

MGMT5800
Postgraduate
Term 2
6 Units of Credit
Online
Management & Governance
The course outline is not available for current term. To view outlines from other year and/or terms visit the archives

1. Course Details

Summary of Course

​The goal of this subject is to teach you about the strategic management of technology and innovation from a general manager’s perspective. This subject views technology, broadly defined, as the process by which an organisation transforms all of its organisational inputs (i.e., labour, capital, materials, and information - NOT just ITC) into products and/or services.  Innovation is defined as a significant change in an organisation’s underlying technology.  Because technology is a critical resource for each organisation, it must be managed by the general manager for comparative advantage.  To do so necessitates aligning the technology strategy with the business strategy of the firm.  

The subject is organised around three (3) major themes: (1) The strategic management process; (2) Strategy and competitive advantage in a technology environment; (3) Evaluating business models and technology strategies.

Attention will be focused upon the major theoretical and empirical contributions to the field and their implications for practitioners.  Experiential work and case studies will be used to assist you in relating the content material to your own experience and practice.

When you have completed this subject, you will be expected to have:

1) A working understanding of the concepts and techniques of strategy technology management;

2) An ability to critically analyse the behaviour or organizations and organisational members in developing, implementing, and managing technology from a strategic perspective; and

3) The capacity to critically evaluate the strategic management of technology within diversified companies.

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.

View course timetable

Course Policies & Support

Course Aims and Relationship to Other Courses

Business organizations today face unprecedented challenges. Across virtually every industry, managers are confronted with new conditions of rapid technological change, intense global competition, and growing demands for social responsibility. As traditional sources of competitive advantage are being eroded, managing change and innovation is becoming a crucial factor in the survival and performance of organizations. This course aims to assist you in thinking about how the separate pieces of and themes on the strategic management of change, technology and innovation fit together. At the foundation of this focus is building the skills to develop your ability to make clear judgments about changing, to learn about business risk, and to improve your capacity in making sound business level decisions. The course is organised around three (3) major themes: 1) integrating technology and strategy; 2) enactment of an integrated technology and business strategy: and 3) managing the development and deployment of innovation and its challenges. Attention will be focused upon the major theoretical and empirical contributions to the field and their implications for practitioners. Experiential work and case studies will be used to assist you in relating the content material to your own experience and practice. You will be expected to demonstrate innovation in your thinking and approach to solving the issues raised in the case studies.

2. Staff Contact Details

Position Title Name Email Location Phone Consultation Times
Lecturer-in-chargeMrPeter Donnan

​​Email is the best way to arrange consultation - peter.donnan@unsw.edu.au

3. Learning and Teaching Activities

Approach to Learning and Teaching in the Course

​This course is taught as an applied, graduate level strategy activity. It is taught as a means for you to develop on embedded or already embedded critical thinking and application skills that your degree has already imbued you with. Consequently, the primary approach to teaching is one of independent learning alongside academic rigor and application. Its separate teaching parts (lecture and seminar) along with its assessment tasks specifically orient you to draw on your personal or work experiences and to then align these with the lessons learned. For instance, rather than simply encourage you to read articles or case studies and then to discuss these broadly, you will need to leverage the CASE Methodology to develop your application and thinking. We do this by developing your critical insights so that you can problem solve, argue solutions, and convince colleagues or combatants. In this regard, the separate parts of the course are meant to give you solid, transportable analytical skills that will stay with you for the duration of your career.

The course is therefore taught (1) with an expectation that you are open to learning, (2) that you are willing to be challenged, and (3) that you are enthusiastic about participating. In order to benefit from the course as fully as possible, you will need to embrace an understanding of these three items. The best way to prepare for this approach is to

- Participate in Collaborate discussion in Lectures and Seminars, check the Lecture Powerpoint slides before the lecture; and read the Seminar Cases/Articles before the Seminar

- Be involved in Collaborate sessions – challenge, argue, agree, contribute & discuss

- Read and think about items outside of core class materials i.e. relevant business events and patterns outside of the textbook

- Be willing to challenge your preconceived beliefs - this will help to facilitate your analytical and applied development.

Learning Activities and Teaching Strategies

​This course will be run as a Synchronous OnLine Course. As indicated above, learning in the course occurs across two platforms – a lecture and a seminar. The two are integrated - the lecture provides an intellectual and academic foundation, while the seminar is the place for application and applied, critical thinking, as you integrate lecture content. That is where your innovative thinking will need to be displayed and developed. At times, you may wonder what the overlap is, yet the connection is embedded rather than explicit. On a week to week basis, each learning activity will direct you in this regard e.g., lecture content in weeks 2, 3, and 4 play a central role in your ability to provide depth to the way you construct a developed case application in week 5 and 6.

In the current environment, this OnLine delivery will involve both the Lecture and the Seminar, both are on Synchronous Collaborate (requiring students to log into Collaborate) and you will expected to actively participate in both.  The Weekly Lecture is an interactive virtual presentation on Collaborate - Synchronous 5.00 - 7.00pm each Wednesday. The Seminars/Tutorials are interactive virtual presentations on Collaborate - Synchronous 7.00 - 9.00pm each Wednesday OR 2.00 - 4.00pm each Thursday. Your participation in both is critical. Your active participation and engagement in the Seminars are the key determinants of your Participation mark. There will be a Announcement posted on Moodle each Sunday  night advising you of the start and finish of the week and the critical sessions and outputs required in the following week. These emails will commence in O Week.

The Lecture for each week will be supported by Powerpoint slides which will be loaded onto Moodle on the Monday prior to the Lecture (each Wednesday); an Announcement will be posted to confirm that the slides have been posted.

The C.A.S.E. methodology is a critical component of this Course. It will be explained during Week 1 and reinforced in subsequent weeks. You will need to understand this to participate in the Seminars and to complete your major Case Study Analysis assessment. This is detailed in the Course Schedule later in the document.

The Course has been structured to maximise learning through participation and the application of key concepts to business problems, despite the restrictions under which we are working.


5. Course Resources

​Textbook:

Thompson, A. A., Peteraf, M.A., Gamble, J.E., & Strickland, A. J. Crafting and Executing Strategy: The Quest for Competitive Advantage Concepts and Cases - 22nd Edition, International Student Edition , Boston: McGraw-Hill Irwin.

This is available via the UNSW Bookshop either as an eBook or in hard copy. The ebook reference is: https://unswbookshop.vitalsource.com/products/-v9781260569728 (TBC)

Hard copy is https://www.bookshop.unsw.edu.au/details.cgi?ITEMNO=97812605657444 (TBC)

Note: a copy of the textbook is required as it contains core elements of the Course and cases that will used for assessment purposes.

Additional weekly readings will be provided in Moodle. The website for this course is on Moodle at: http:// moodle.telt.unsw.edu.au Note on Additional Readings and Lecture Material: From week to week there will be additional readings posted on Moodle and discussed in lectures. Often these additional readings are ‘of interest’ and while they are not compulsory to read you would benefit from doing so. In other weeks, you will be required to read those additional materials. You will be informed when this is the case. A longer list of Additional Reference Materials will be published on Moodle at the start of the Term.

6. Course Evaluation & Development

Feedback is regularly sought from students and continual improvements are made based on this feedback. At the end of this course, you will be asked to complete the myExperience survey, which provides a key source of student evaluative feedback. Your input into this quality enhancement process is extremely valuable in assisting us to meet the needs of our students and provide an effective and enriching learning experience. The results of all surveys are carefully considered and do lead to action towards enhancing educational quality.

​Feedback is regularly sought from students and continual improvements are made based on this feedback.

At the end of this course, you will be asked to complete the myExperience survey , which provides a key source of student evaluative feedback. Your input into this quality enhancement process is extremely valuable in assisting us to meet the needs of our students and provide an effective and enriching learning experience. The results of all surveys are carefully considered and do lead to action towards enhancing educational quality. Each year, we seek feedback from students and other stakeholders about the courses we offer. In MGMT5800 we evaluate and use your course-level feedback, both quantitative and qualitative, to guide our continuing monitoring and redesigning of the course. Change is not automatically linked to any one piece of feedback as our teaching team reflects on a range of feedback sources over time, including our evaluations of assessment performance. This continual improvement process can affect one or more particular areas of the course, whether this has to do with structure, content, resources, delivery or assessment.

Thus, the MGMT5800 course you are doing this Term reflects changes we have made in responses to feedback from previous student cohorts and our constant monitoring of the performance of students in negotiation simulations and assessment items. The UNSW myExperience Process is one of the ways in which we gather student evaluative feedback. As in this case, we communicate significant changes within the course to subsequent cohorts of students.

Feedback from previous students indicated that the course should be practical and hands on, and that it should have more individual-based assessment. As a result of this feedback, the structure of the course was changed in 2016, 2017, 2018, 2019, 2020 and this Term to reflect these suggestions.

7. Course Schedule

Note: for more information on the UNSW academic calendar and key dates including study period, exam, supplementary exam and result release, please visit: https://student.unsw.edu.au/new-calendar-dates
Week Activity Topic Assessment/Other
O Week : May 24Moodle Announcemnet

Set Up for Week 1 task - Lecture and Seminar

Lecture Posting

Week 1 Lecture Slides Posted on Moodle.

 

Week 1 : May 31Lecture

Lecture - 5.00 - 7.00pm - On Collaborate - this is a synchronous activity, students can log in to Collaborate from 5.00pm.

Lecture notes Posted 31 May

Strategy and Why is it Important? Lecture Reading Required

  • Thompson et al, Chapter 1
  • Harvard Business Review – “The Secrets to Successful Strategy Execution” (on Moodle)
Seminar

Either Wednesday 7.00 - 9.00pm OR Thursday 2.00 - 4.00pm

This is an Online, synchronous Seminar on Collaborate, students can log on from:

· 7.00pm on Wednesday OR

· 2.00pm on Thursday.

Based on your enrolment.

Seminar Requirements

  • Read: A Guide to Case Analysis (published on Moodle)
  • Review of CASE Analysis as published on Moodle.

This is an synchronous session, students can log on from

 

· 7.00pm on Wednesday OR

· 2.00pm on Thursday.

NOTE: you only attend One (1) Seminar and you are in the same Seminar for the whole term - based on your enrolment.

 

Week 2 : June 7Lecture

Lecture 5.00 – 7.00pm. On Collaborate, this is synchronous activity. Students can log on from 5.00pm.

Lecture notes published Monday 7 June

Establishing Company Direction - Lecture Reading Required

  • Thompson et al, Chapters 2 & 3;
  • Porter “What is Strategy” (published on Moodle)
Seminar

Either Wednesday 7.00 - 9.00pm OR Thursday 2.00 - 4.00pm

This is an Online, synchronous Seminar on Collaborate, students can log on from:

· 7.00pm on Wednesday OR

· 2.00pm on Thursday.

  • Personal IntroVideos min 60 sec, max 90 sec - delivered live during the Seminar
  • Review Textbook or HBS case as published on Moodle.

Prepare and deliver Individual Personal Introduction Videos - min 60 sec, max 90 sec - - Not Assessed.

This is an Online, synchronous Seminar on Collaborate, students can log on from:

· 7.00pm on Wednesday OR

· 2.00pm on Thursday.

NOTE: you only attend One (1) Seminar and you are in the same Seminar for the whole term - based on your enrolment.

 

Week 3 : June 14Lecture Review

Lecture 5.00 – 7.00pm. On Collaborate, this is synchronous activity. Students can log on from 5.00pm.

Lecture notes published Monday 14 June

Evaluating Company Resources and Competitive Position Lecture Reading Required

  • Thompson et al., Chapters 4 & 5
Seminar

This is an Online, synchronous Seminar on Collaborate, students can log on from:

· 7.00pm on Wednesday OR

· 2.00pm on Thursday.

Based on your enrolment.

  • Review Textbook or HBS Case as published on Moodle.

This is a synchronous activity.

Participation and comments will be assessed.

Week 4 : June 21Lecture

Lecture 5.00 – 7.00pm. On Collaborate, this is synchronous activity. Students can log on from 5.00pm.

Lecture notes published Monday 21 June

Mastering Marketing Principles Lecture Reading Required

  • Silberger, 2012. The Ten Day MBA: Chapter 1: Marketing (published on Moodle)

Week 4 Quiz - Self administered and scored on Moodle, 48 hours to complete.

 

 

Seminar

This is an Online, synchronous Seminar on Collaborate, students can log on from:

· 7.00pm on Wednesday OR

· 2.00pm on Thursday.

Based on your enrolment.

  • Review Textbook or HBS Case as published on Moodle.

This is a synchronous activity.

Participation and comments will be assessed.

Week 5 : June 28 Lecture

Lecture 5.00 – 7.00pm. On Collaborate, this is synchronous activity. Students can log on from 5.00pm.

Lecture notes published Monday 28 June

Strengthening a Company’s Competitive Position

Competing in International Markets Lecture Reading Required

  • Thompson et al., Chapters 6 & 7

 

 

Seminar

This is an Online, synchronous Seminar on Collaborate, students can log on from:

· 7.00pm on Wednesday OR

· 2.00pm on Thursday.

Based on your enrolment.

  • Review Textbook or HBS Case as published on Moodle.

This is a synchronous activity.

Participation and comments will be assessed.

Case for major CSA announced.

Week 6 : July 5Lecture

Nil Flexibility Week

Draft A of CSA due (Challenge & Alternatives) - midnight Friday 9 July.

Seminar

Nil Flexibility Week

Draft A of CSA due (Challenge & Alternatives) - midnight Friday 9 July.

Week 7: July 12Lecture

Lecture 5.00 – 7.00pm. On Collaborate, this is synchronous activity. Students can log on from 5.00pm.

Lecture published Monday 12 July

Diversification: Strategies for Managing a Group of Businesses

Ethics, Corporate Social Responsibility, and the Role of Strategy Lecture Reading Required

  • Thompson et al., Chapters 8 & 9
Seminar

This is an Online, synchronous Seminar on Collaborate, students can log on from:

· 7.00pm on Wednesday OR

· 2.00pm on Thursday.

Based on your enrolment.

Review Textbook or HBS Case as published on Moodle.

Major Case Study Analysis - Feedback and discussion of case for major CSA. This is a synchronous activity.

Participation and comments will be assessed.

Week 8 : July 19Lecture Review

Lecture 5.00 – 7.00pm. On Collaborate, this is synchronous activity. Students can log on from 5.00pm.

Lecture published Monday 19 July

Blue Ocean Strategy - powerpoint & Readings published on Moodle.

Draft B of CSA due (Solution & Execution) - midnight Friday 23 July.

Seminar

This is an Online, synchronous Seminar on Collaborate, students can log on from:

· 7.00pm on Wednesday OR

· 2.00pm on Thursday.

Based on your enrolment.

  • New Product Development and Forms of Innovation, published on Moodle.
  • Review Textbook or HBS Case published on Moodle.

Consider major CSA Case.

This is a synchronous activity.

Participation and comments will be assessed.

Draft B of CSA due (Solution & Execution) - midnight Friday 23 July.

.

Week 9 : July 26Lecture

Lecture 5.00 – 7.00pm. On Collaborate, this is synchronous activity. Students can log on from 5.00pm.

Lecture notes published Monday 26 July

Strategy Execution: Building Capability

Corporate Culture and Leadership Lecture Reading Required

  • Thompson et al., Chapters 10 & 12
Seminar

This is an Online, synchronous Seminar on Collaborate, students can log on from:

· 7.00pm on Wednesday OR

· 2.00pm on Thursday.

Based on your enrolment.

This is a synchronous activity. Participation and comments will be assessed.

Major Case Study Analysis - Feedback on Drafts and consideration of major Case.

Week 10: August 2Lecture

Lecture 5.00 – 7.00pm. On Collaborate, this is synchronous activity. Students can log on from 5.00pm.

Lecture notes published Monday 2 August

Strategy Execution – How great management works. Actions that promote Good Strategy Execution – Managing Internal Operations

Lecture Reading Required

Thompson et al., Chapter 11

Major Case Study Analysis - Individual Written Report - due prior to Midnight Friday 6 August.

Seminar

This is an Online, synchronous Seminar on Collaborate, students can log on from:

· 7.00pm on Wednesday OR

· 2.00pm on Thursday.

Based on your enrolment.

  • Disruptive Innovation - Uber as an example - readings posted on Moodle

 

This is a synchronous activity.

Participation and comments will be assessed.

 

 

 

8. Policies and Support

Information about UNSW Business School program learning outcomes, academic integrity, student responsibilities and student support services. For information regarding special consideration and viewing final exam scripts, please go to the key policies and support page.

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 Services team.





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 Learning Support Tools
Business School provides support a wide range of free resources and services to help students in-class and out-of-class, as well as online. These include:

  • Academic Communication Essentials – A range of academic communication workshops, modules and resources to assist you in developing your academic communication skills.
  • Learning consultations – Meet learning consultants who have expertise in business studies, literacy, numeracy and statistics, writing, referencing, and researching at university level.
  • PASS classes – Study sessions facilitated by students who have previously and successfully completed the course.
  • Textbook access scheme – To support the inclusion and success of students from equity groups enrolled at UNSW Sydney in first year undergraduate Business programs.

The Nucleus - Business School Student Services team
The Nucleus Student Services team provides advice and direction on all aspects of enrolment and graduation. Level 2, Main Library, Kensington 02 8936 7005 / https://nucleus.unsw.edu.au/en/contact-us

Business School Equity, Diversity and Inclusion
The Business School Equity, Diversity and Inclusion Committee strives to ensure that every student is empowered to have equal access to education. The Business School provides a vibrant, safe, and equitable environment for education, research, and engagement that embraces diversity and treats all people with dignity and respect. BUSEDI@unsw.edu.au

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 9065 9444

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



Support for Studying Online

The Business School and UNSW provide a wide range of tools, support and advice to help students achieve their online learning goals. 

The UNSW Guide to Online Study page provides guidance for students on how to make the most of online study.

We recognise that completing quizzes and exams online can be challenging for a number of reasons, including the possibility of technical glitches or lack of reliable internet. We recommend you review the Online Exam Preparation Checklist of things to prepare when sitting an online exam.

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