ACCT5919 Business Risk Management - 2018

Subject Code
ACCT5919
Study Level
Postgraduate
Commencing Term
Semester 1
Total Units of Credit (UOC)
6
Delivery Mode
On Campus
School
Accounting

1. Course Details

Summary of Course

In a rapidly changing global world, with decreasing product life cycles and increasing customer and societal expectations placed upon businesses, there are significant and increased risks that have the potential to imperil value creation by businesses.

In this world, value is put at risk - by competition, or failures of corporate leadership, strategies, processes and operating capabilities. Developing effective ways of managing such Business Risks is proving to be a central agenda item for organisations seeking continuing success.

This course addresses this emergent field conceptually, technically and speculatively by examining the tools, techniques and approaches used to identify measure and manage business risks which are designed to enable managers to create value in the face of the ever changing environment confronting them. The course makes extensive use of case studies and research reports.

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

The Business School expects that you are familiar with the contents of this course outline and the UNSW and Business School learning expectations, rules, policies and support services as listed below:

  • Program Learning Goals and Outcomes
  • Academic Integrity and Plagiarism
  • Student Responsibilities and Conduct
  • Special Consideration
  • Protocol for Viewing Final Exam Scripts
  • Student Learning Support Services

View course Policies and Support

Course Aims and Relationship to Other Courses

The aims of the course are as follows:

  • To provide a practical understanding of the nature of business risks organisations confront.
  • To examine the impact of risk on the decision-making processes of organisations.
  • To review the techniques used to identify, codify and quantify these risks.
  • To examine strategies and techniques used to mitigate the impact of these risks on the business, including the role of strategy formulation and implementation and the development of effective risk control strategies, processes and structures.

This course will assist students to better understand the significance of adequately assessing and managing risk in the context of the management of business operations and in making informed business decisions. The course therefore builds upon material in other management accounting course offerings

Student Learning Outcomes

The Course Learning Outcomes are what you should be able to DO by the end of this course if you participate fully in learning activities and successfully complete the assessment items.

The Learning Outcomes in this course also help you to achieve some of the overall Program Learning Goals and Outcomes for all undergraduate and postgraduate coursework students in the Business School. Program Learning Goals are what we want you to BE or HAVE by the time you successfully complete your degree (e.g. ‘be an effective team player’). You demonstrate this by achieving specific Program Learning Outcomes - what you are able to DO by the end of your degree (e.g. ‘participate collaboratively and responsibly in teams’).

For more information on Program Learning Goals and Outcomes, refer to the course Policies and Support.

The following table shows how your Course Learning Outcomes relate to the overall Program Learning Goals and Outcomes, and indicates where these are assessed (they may also be developed in tutorials and other activities):

Program Learning Goals and Outcomes Course Learning Outcomes Course Assessment Item
This course helps you to achieve the following learning goals for all Business undergraduate/postgraduate coursework students:

On successful completion of the course, you should be able to:

This learning outcome will be assessed in the following items:

1 - Knowledge

Incorporate risk assessment and analysis into a range of business decision-making process.

Be able to assess the causes of and recommend the appropriate response to risk events that impact upon organisations.

Use statistical and analytical skills to incorporate risk assessment processes into organisational decision-making.

  • Workshop Problems
  • Report
  • Case studies
  • Exam
2 - Critical thinking and problem solving

Use the standard approaches to risk identification, measurement and management to identify how business risks can be more effectively managed.

  • Workshop Problems
  • Report
  • Case studies
  • Exam
3a - Written communication

Construct written work which is logically and professionally presented.

  • Report
  • Exam
3b - Oral communication

Communicate ideas in a succinct and clear manner.

  • Syndicate Case Study presentation and report.
4 - Teamwork

Work collaboratively to complete a task.

  • Syndicate Case Study presentation and report.
5a - Ethical, social and environmental responsibility

Identify and assess environmental and sustainability considerations in problems in business.

  • Case Studies
  • Report
  • Class discussion
5b - Social and cultural awareness

Not specifically addressed in this course.

Not specifically addressed in this course.

2. Staff Contact Details

Position Title Name Email Location Phone Consultation Times
Lecturer-in-chargeMrRoom 3109, Quadrangle Building – Ref E15+61 2 9385 5907By appointment
LecturerMrAndrew BissettRoom 3109, Quadrangle Building – Ref E15+61 2 9385 5907By appointment
LecturerMrRoom 3109, Quadrangle Building – Ref E15+61 2 9385 5907By appointment
Outside of consultation contact should be via email.

3. Learning and Teaching Activities

Approach to Learning and Teaching in the Course

​The course is conducted in a single 3 hour block each week, which includes a lecture, student presentations and group workshops. The course makes extensive use of case studies to demonstrate real life examples of situations where specific issues in the area of risk management have been either poorly or well managed. Students are allocated to syndicate groups and will be responsible for presenting one of the case studies during the course. Students are expected to actively engage in class discussion related to the cases and the course material.

Learning Activities and Teaching Strategies

Students will be allocated to syndicate groups and one of the syndicate groups will present a case study each week during the course. The case study examines how organisations managed or mismanaged major risk events that confronted the organisation. These case studies are intended to provide examples of the practical application of the risk management techniques and approaches that are examined during the course and the case for each week specifically addresses aspects of the topic examined during that week.

Students will complete an individual assignment which analyses the management of a major risk event. The assignment is intended to develop students’ analytical and report writing skills.

5. Course Resources

The website for this course is on Moodle and should be consulted regularly. It will contain announcements, questions to assist with the weekly readings, class workshop questions and suggested solutions as well as other learning resources which will be posted from time to time.

The textbook for this course is a set of Course Notes & Readings are available from the Co-op Bookshop.

The major reference material for the course is as follows:

  • Borge D, The Book of Risk, John Wiley and Sons, 2001.
  • Birkett WP, Business Risk Management Working Paper, UNSW, 2000.
  • Crockford N, Risk Management, Witherby & Co Ltd, 1991.
  • Courtney H, J Kirkland P Viguerie, Strategy Under Uncertainty, HBR Nov 1997.
  • Coutney H, 20/20 Foresight, Harvard Business School Press, 2001
  • Dembo R & A Freeman, The Rules of Risk, John Wiley and Sons, 1998.
  • Donaldson L, Performance Driven Organizational Change, Sage Publications 1999
  • HBR on Business and the Environment, Harvard Business School Press: 2000.
  • Hoffman D, Managing Operational Risk, John Wiley and Sons, 2002
  • Keasey K, S Thomson, M Wright (Eds.), Corporate Governance Economic Management, Oxford University Press, 1997
  • Krogut B & Kulatilaka N, Options Thinking and Platform Investments: investing in Opportunity, California Management Review, Winter 1994
  • Luehrman T, Strategy as a Portfolio of Real Options, HBR, Sep 1998
  • Matten C, Managing Bank Capital, John Wiley and Sons 2000
  • Pickford J (Ed), Financial Times Master Risk Volume 1: Concepts, Pearson Education 2001
  • Rayner, J, Managing Reputational Risk, John Wiley and Sons 2003
  • Ritchie B & D Marshall, Business Risk Management, Chapman & Hall, 1993.
  • Sadgrove K, The Complete Guide to Business Risk Management, Gower, 1996.
  • Samociuk M & Iyer N, A Short Guide to Fraud Risk, Gower, 2010.
  • Standards Australia, Risk Management, AS/NZS ISO 31000, SIA Global, 2009.

6. Course Evaluation & Development

​Each year feedback is sought from students and other stakeholders about the courses offered in the School and continual improvements are made based on this feedback. UNSW's myExperience survey is one of the ways in which student evaluative feedback is gathered. In this course, we will seek your feedback through end of semester myExperience responses. Feedback from previous students indicated a desire to incorporate mathematical elements into the course and as a result this is covered in Weeks 5 and 6.

7. Course Schedule

Week 1: 26 Feb
Topic

Value, Risk and Culture and Organisation Frameworks

· Defining and Classifying Risk

· The Evolution of Business Risk

· The Role of Risk Management in Business

· Organisations and their environment

· Resource dependency & value creation

Organisational functioning in response to risk

Assessment/Other

· Vaughan, Chapter 1

· Crockford, Chapters 1 and 2

· W Birkett, Extract Business Risk Mgt. Working Paper, pp26-37 and pp1-13

· Donaldson, Performance Driven Organisational Change, Chapter 2

Class Exercise

National Cultures, Value and Risk

Week 2: 05 Mar
Topic

The Risk Management Process – Identifying Risk, & Risk Management Philosophies and Strategies

· Risk Identification and the types of risks

· The Risk Management Process – AS4360

· Accepting, avoiding and sharing risk

Establishing Risk Management frameworks

Assessment/Other

· Vaughan, Chapter 6

· W Birkett, Extract from Business Risk Management Working Paper, Section 4.3.

· Borge, Chapter 4

Case Study

Heblon plc, from Ritchie and Marshall pp295-304

Week 3: 12 Mar
Topic

Crisis Management and Contingency Planning

· Can crises be avoided?

· Contingency Planning for crises

· The tactics of Crisis Management, what to do when risk management fails

Profiting from Crises

Assessment/Other

· Augustine, Managing the Crisis You Tried to Prevent, HBR Nov-Dec 1995, Reprinted in Harvard Business Review on Crisis Management, HBR 2000

· Sadgrove Chapter 14

Case Study

The Classic Contrast - Johnson & Johnson’s Magnificent Crisis Management with Tylenol, but Then…

Week 4: 19 Mar
Topic

The Risk Management Process – The Theory of Measuring Risk

· Risk Measurement Systems

· Risk and Regret

The Risk & Return relationship

Assessment/Other

· Dembo, Chapter 4

· Crockford, Chapter 4

Case Study

The Travails of Nike

Week 5: 26 Mar
Topic

The Risk Management Process - Measuring Risk (Cont.)

· Statistics Refresher

Calculating Value at Risk

Assessment/Other

· P Martin – Working Paper on Credit Risk Management

· Beckstrom and Campbell - Understanding VaR

Case Study

Long Term Capital Management

Class Exercise

Calculating Value at Risk

Mid Semester Break: 02 Apr
Week 6: 09 Apr
Topic

Capital at Risk and Performance Measurement

· Analysing the segments of the value at risk distribution

· Assessing Capital at Risk and Earnings at Risk

· Calculating Return on Risk Adjusted Capital (RAROC)

Analysis of Risk Adjusted Performance Measures

Assessment/Other

· C Matten – Managing Bank Capital Chapters 13 and 14

Individual Assignment Due

No Case Study

Class Exercise

Assessing Capital at Risk and Risk-based Performance Measures

Week 7: 16 Apr
Topic

Risk and Strategy under Uncertainty

· The shortcomings of traditional strategic evaluation techniques

· Assessing the level of uncertainty confronting organisations

· Developing strategic responses to risk

Matching strategy with organisational capability

Assessment/Other

· Courtney et al, Strategy Under Uncertainty

· Amram and Kulatilka, Uncertainty : The New Rules for Strategy

Case Study

Lesser Developed Country (LDC) Debt Crisis in the US

Week 8: 23 Apr
Topic

25 April - Public Holiday Note this topic will be covered in Week 9 for the Wednesday Classes

Risk and Strategy

· The use of Real Options in strategy formulation and valuation

The significance of implementation in strategic risk management

Assessment/Other

· Luehrman, Strategy as a Portfolio of Real Options

· Kogut and Kulatilaka, Options Thinking and Platform Investments: Investing in Opportunity

Case Study

Lincoln Electric’s Harsh Lessons from International Experience

Week 9: 30 Apr
Topic

Note this topic will be covered in Week 10 for the Wednesday Classes

Control Systems and the Management of Risk

· The nature & structure of control systems

· The levers of control within an organisation

Control structures & risk management

Assessment/Other

· R Simons, The Levers of Control

· W Birkett, Extract from Business Risk Management Working Paper, Section 4.4 and Section 2.2.

Case Study

Maytag, Leaving a Foreign Subsidiary Free as a Bird

Week 10: 07 May
Topic

Note this topic will be covered in Week 11 for the Wednesday Classes

Corporate Governance – Where the rubber meets the Road

· What is corporate governance?

· Senior Management and the role of the CFO

· Individual & organisational Influences on Decision Making and Behaviour

Risk Management and Shareholder Value

Assessment/Other

· Keasey et al, Ch. 1

· Donaldson, Performance Driven Organisational Change Ch. 7

· PwC, CFO Architect of the Future, Ch. 5, Integrating Financial and Business Risk Management.

Case Study

Westpac – The Bank that Broke the Bank

Week 11: 14 May
Topic

Note this topic will be covered in Week 12 for the Wednesday Classes

Fraud Risks

· The role of Insurance

· Hedging activities

· Risk Management Strategies

- Fraud and People Risks

Assessment/Other

· Sadgrove, Chapters 9, 11 and 13

· Samociuk, Chapter 2

Case Study

National Australia

Bank

A video will also be screened on the collapse of Barings Bank plc

Week 12: 21 May
Topic

Note this topic will be covered in Week 13 for the Wednesday Classes

Environmental Risk

· Environmental Risk and its impact of firms

· Should Environmental Risk be avoided or can it be managed?

Can firms profit from the management of Environmental Risk

Assessment/Other

· F Reinhardt, Bringing the Environment Down to Earth, HBR July-Aug, 1999

· P Pritchard, Environmental Risk Management, Earthscan Publications 2000

Case Study

BHP and the Ok Tedi Mine Environmental Disaster

Week 13: 28 May
Topic

No Lectures, except for the Wednesday classes which will cover the Week 12 material

8. Policies

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

Program Learning Goals and Outcomes

The Business School Program Learning Goals reflect what we want all students to BE or HAVE by the time they successfully complete their degree, regardless of their individual majors or specialisations. For example, we want all our graduates to HAVE a high level of business knowledge and a sound awareness of ethical, social, cultural and environmental implications of business. As well, we want all our graduates to BE effective problem-solvers, communicators and team participants.

You can demonstrate your achievement of these goals by the specific outcomes you achieve by the end of your degree (i.e. Program Learning Outcomes—henceforth PLOs). These PLOs articulate what you need to know and be able to do as a result of engaging in learning. They embody the knowledge, skills and capabilities that are identified, mapped, taught, practised and assessed within each Business School program.

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

Program Learning Outcomes

  • Undergraduate
  • Postgraduate Coursework
Knowledge You should be able to identify and apply disciplinary knowledge to business situations in a local and global environment.
Critical thinking and problem solving You should be able to identify and research issues in business situations, analyse the issues, and propose appropriate and well-justified solutions.
Written communication You should be able to prepare written documents that are clear, concise and coherent, using appropriate style and presentation for the intended audience, purpose and context.
Oral communication You should be able to prepare and deliver oral presentations that are clear, focussed, well-structured, and delivered in a professional manner.
Teamwork You should be able to participate collaboratively and responsibly in teams, and reflect on your own teamwork, and on the team’s processes and ability to achieve outcomes.
Ethical, social and environmental responsibility
  1. You should be able to identify and assess ethical, environmental and/or sustainability considerations in business decision-making and practice.
  2. You should be able to identify social and cultural implications of business.
Workplace skills (Co-op programs only) You should be able to conduct yourself in a professional manner in the work environment, communicate effectively in diverse workplace situations and be able to apply discipline knowledge and understanding to real business problems with initiative and self-direction.
Related PLO Documents View the Undergraduate Honours PLOs (pdf)
Knowledge You should be able to identify and apply current knowledge of disciplinary or interdisciplinary theory and professional practice to business in local and global environments.
Critical thinking and problem solving You should be able to identify, research and analyse complex issues and problems in business and/or management, and propose appropriate and well-justified solutions.
Written communication You should be able to produce written documents that communicate complex disciplinary ideas and information effectively for the intended audience and purpose.
Oral communication You should be able to produce oral presentations that communicate complex disciplinary ideas and information effectively for the intended audience and purpose.
Teamwork You should be able to participate collaboratively and responsibly in teams, and reflect on your own teamwork, and on the team’s processes and ability to achieve outcomes.
Ethical, social and environmental responsibility
  1. You should be able to identify and assess ethical, environmental and/or sustainability considerations in business decision-making and practice.
  2. You should be able to identify social and cultural implications of business.
Related PLO Documents View the Master of Philosophy PLOs (pdf)
 View the Doctor of Philosophy PLOs (pdf)

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.
  • Critical thinking and problem solving
  • Knowledge
  • Oral communication
  • Research capability
  • Teamwork
  • Workplace skills
  • Written communication
Entrepreneurial leaders capable of initiating and embracing innovation and change, as well as engaging and enabling others to contribute to change
  • Critical thinking and problem solving
  • Knowledge
  • Oral communication
  • Workplace skills
  • Written communication
Professionals capable of ethical, self- directed practice and independent lifelong learning
  • Ethical, social and environmental responsibility
  • Workplace skills
Global citizens who are culturally adept and capable of respecting diversity and acting in a socially just and responsible way.
  • Ethical, social and environmental responsibility
  • Oral communication
  • Written communication

The Business School strongly advises you to choose a range of courses that assist your development against these PLOs and graduate capabilities, and to keep a record of your achievements as part of your portfolio. You could use these records 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 nine to ten hours per week studying for a course except for Summer Term courses which have a minimum weekly workload of eighteen to twenty 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.

Special Consideration

You must submit all assignments and attend all examinations scheduled for your course. You can apply for special consideration when illness or other circumstances beyond your control, interfere with your performance in a specific assessment task or tasks. Special Consideration is primarily intended to provide you with an extra opportunity to demonstrate the level of performance of which you are capable.

General information on special consideration for undergraduate and postgraduate courses can be found in the Assessment Implementation Procedure and the Current Students page.

Please note the following:

  1. Applications will not be accepted by teaching staff. The lecturer-in-charge will be automatically notified when you lodge an online application for special consideration
  2. Decisions and recommendations are only made by lecturers-in-charge (or by the Faculty Panel in the case of final exam special considerations), not by tutors
  3. Applying for special consideration does not automatically mean that you will be granted a supplementary exam or other concession
  4. Special consideration requests do not allow lecturers-in-charge to award students additional marks

Business School Protocol on requests for Special Consideration

The lecturer-in-charge will need to be satisfied on each of the following before supporting a request for special consideration:

  1. Does the medical certificate contain all relevant information? For a medical certificate to be accepted, the degree of illness and its impact on the student must be stated by the medical practitioner (severe, moderate, mild). A certificate without this will not be valid. Students should also note that only medical certificates issued after physically visiting a registered medical practitioner will be accepted. Medical certificates submitted for Special Consideration should always be requested from a registered medical practitioner that you have seen at a medical practice. Certificates obtained online or via social media may be fraudulent and if relied upon could result in a breach of the UNSW Student Code.
  2. Has the student performed satisfactorily in the other assessment items? To understand what Satisfactory Performance means in this course, please refer to the 'Formal Requirements' section in Part A of your Course Outline

Special Consideration and the Final Exam in undergraduate and postgraduate courses

Applications for special consideration in relation to the final exam are considered by a Business School Faculty panel to which lecturers-in-charge provide their recommendations for each request. If the Faculty panel grants a special consideration request, this will entitle the student to sit a supplementary examination. No other form of consideration will be granted. The following procedures will apply:

  1. Supplementary exams will be scheduled centrally and will be held approximately two weeks after the formal examination period.

    Supplementary exams for Semester 1, 2018 will be held during the period 14 - 21 July, 2018. Students wishing to sit a supplementary exam will need to be available during this period.

    The date for all Business School supplementary exams for Summer Term 2017/2018 is Wednesday, 21 February, 2018. If a student lodges a special consideration for the final exam, they are stating they will be available on this date. Supplementary exams will not be held at any other time.

  2. Where a student is granted a supplementary examination as a result of a request for special consideration, the student’s original exam (if completed) will be ignored and only the mark achieved in the supplementary examination will count towards the final grade. Absence from a supplementary exam without prior notification does not entitle the student to have the original exam paper marked, and may result in a zero mark for the final exam.

The Supplementary Exam Protocol for Business School students is available at: http://www.business.unsw.edu.au/suppexamprotocol

For special consideration for assessments other than the final exam refer to the ‘Assessment Section’ in your course outline.

Protocol for Viewing Final Exam Scripts

The UNSW Business School has set a protocol under which students may view their final exam script. Please check the protocol here.

Given individual schools within the Faculty may set up a local process for viewing final exam scripts, it is important that you check with your School whether they have any additional information on this process. Please note that this information might also be included in your course outline.


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

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 Centre
The UNSW Learning Centre provides academic skills support services, including workshops and resources, for all UNSW students. See their website for details.
Lower Ground Floor, North Wing Chancellery Building.
learningcentre@unsw.edu.au
02 9385 2060

Educational Support Service
Educational 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. Check their website to request an appointment or to register in the Academic Success Program.
John Goodsell Building, Ground Floor.
advisors@unsw.edu.au
02 9385 4734

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).
itservicecentre@unsw.edu.au
02 9385 1333

Disability Support Services
UNSW Disability Support Services provides assistance to students who are trying to manage the demands of university as well as a health condition, learning disability or who have personal circumstances that are having an impact on their studies. Disability Advisers can arrange to put in place services and educational adjustments to make things more manageable so that students are able to complete their course requirements. To receive educational adjustments for disability support, students must first register with Disability Services.
Ground Floor, John Goodsell Building.
disabilities@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


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ACCT5919-2018-S1
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