MGMT3721 Negotiation Skills - 2018

Subject Code
Study Level
Commencing Term
Semester 1
Total Units of Credit (UOC)
Delivery Mode
On Campus

1. Course Details

Summary of Course

​This course provides a set of generic concepts and skills for negotiating: resolving interpersonal and inter-group conflicts as well as developing new, joint initiatives. Students gain the opportunity to work with theory, skills and processes of negotiation relevant to a wide range of contexts: commercial; organisational; community; political and public policy; legal; and industrial relations. This course will provide an analytical understanding of negotiations, including negotiation planning, strategy and tactics, as well as the development of the practical skills necessary for implementation of this knowledge. Students will gain these practical skills through participation in negotiation workshops (tutorials). The workshop program is made up of negotiation role play exercises which develop in complexity as the course progresses.

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

Our aims for the course are that it will:
  1. transmit fundamental negotiation concepts through relevant research-based theory;
  2. foster development of negotiation skills through learning-by-doing and critical reflection;
  3. give students extensive experience in diagnosing, planning and preparing negotiations;
  4. give students guided negotiation experience in role playing different scenarios;
  5. foster understanding of and facility with individual, group and constituency negotiations
  6. encourage increased awareness of the psychological components of negotiation;
  7. improve students’ research, critical thinking, writing and speaking skills;
  8. encourage greater self-reflection regarding conflict and its management;
  9. foster students’ development of planning and teamwork skills; and
  10. foster creative and lateral thinking.

Relationship of this Course to Other Course Offerings

This course is an elective course with no pre- or co-requisites but is of great relevance to all areas taught within the Business School and in other faculties.

2. Staff Contact Details

Position Title Name Email Location Phone Consultation Times
Lecturer-in- chargeMrJulian EhrlichLevel 5 West, Business School building – Ref E120404 877 460To be advised
TutorMrMatt DallasLevel 5, West Business School building – Ref E120448 117 803To be advised
TutorMrChristian Criado-PerezLevel 5 West, Business School building – Ref E120403 707 748To be advised
TutorMrBradley HastingsLevel 5 West, Business School building – Ref E120476 555 801To be advised
TutorMsKelsey BurtonLevel 5 West, Business School building – Ref E12
To be advised

3. Learning and Teaching Activities

Approach to Learning and Teaching in the Course

In MGMT3721, we take an active, adult-learning approach that stresses interactive teaching and learning. We foster this approach through a range of strategies including our intensive use of negotiation simulations (or role play exercises) in workshops. Our lectures are interactive; we look for active student contributions through discussion and questioning that reflects your reading and experience in relation to research-based theory. We have heavily weighted the workshops (tutorials) in favour of experiential learning that encourages you to explore and experiment with theoretical concepts in real-life cases. At the same time, the simulations encourage you to improve your planning, decision-making and communication skills.Our design of assessment tasks reinforces crucial knowledge and skills areas.

All this provides a mix of learning experiences and hands-on engagement. Our design of the course encourages learning-by-doing and for you to actively reflect on your negotiations.

Learning Activities and Teaching Strategies

The Role of Lectures: Where you learn about developing your negotiation skills

The lectures build from the relevant core readings (in the textbook) to set out the main ideas, theories and conceptual frameworks for the course. Lectures include interactive learning processes and will synthesise materials from a range of sources, including your own prior knowledge and experiences.We expect you to come to and be prepared for each lecture.This means you should have read and considered the relevant chapter.

From a time management perspective, this means you will need to allocate approximately three hours per week for basic reading.If you need any assistance in managing your time you will find the UNSW Business Schools Education Development Unit (EDU) a useful resource.

The Role of Workshops: Where you learn to develop your negotiation skills

The weekly workshops provide you with an interactive environment in which to enhance your learning and your enjoyment of the course. Each week’s workshop involves a negotiation exercise. Over the session, you will engage in a variety of different scenarios that build in complexity and that call for different combinations of knowledge and skills. Therefore, when you read for your lectures, you are also doing fundamental reading for maximising your learning and enjoyment from workshops.

By actively engaging in the workshops, you will increase your confidence and competence as a negotiator. The more conscientiously you participate, the more you will enjoy and learn from workshops. Participation provides you with opportunities to develop your repertoire of negotiation skills and practices as well as giving you a safe and supportive environment in which to explore different ways of negotiating. Finally, the workshops provide you with opportunities to improve more generic interpersonal skills through interacting with others, working together in diverse groups, forging learning networks, learning about other cultures and learning to understand values and opinions different from your own.

There are two forms of preparation: reading and preparation for the role-plays.

The suggested reading combines clear exposition of theory with detailed examples and applications to help ‘set the stage’ for subsequent activities. Negotiation is a field where theory provides powerful tools for action. You are responsible for completing relevant reading.

Preparation for the role-plays will vary depending on the nature and complexity of each exercise. For some negotiation role-plays, students will organise all or part of their preparations in class time.For others, you will be required to complete tasks between class periods. Preparations may involve reading the briefing information provided, planning for a role-play, attending group strategy meetings and performing any required research. Most of the roles are handed out ahead of time.

If you miss a workshop, we expect to contact your tutor to find out if roles have been distributed, and to organise receipt of your role. You are NOT to "borrow" anyone else's role information. If you know you will not be able to attend a particular workshop session, please advise your tutor in advance, as absences have an impact on the tutor's planning for each session.

As some role-plays involve active teamwork, we expect you to meet your obligations to your team in and between classes.

We are not interested in ‘common sense’ views that bear little or no connection to what theory and research evidence suggest.

You should work continuously from theory bearing in mind that much theory is ‘situational’ or ‘contingent’ in orientation. That is, it prescribes no ‘one best way’ but provides a range of alternatives more or less useful in different situations.

5. Course Resources

The course-specific textbook

  • Lewicki, Roy J., Saunders, David M. and Barry, Bruce (2015) Negotiation, 7th Edition, McGraw-Hill/Irwin, New York

NOTE: This contents of this textbook will be available online via Moodle at very considerable saving over the paper version. There will be three options:

.. "SmartBook" subscription which provides all the content of the paper textbook but also includes interactive resources to consolidate and verify the student's understanding

.. an "e-book" subscription which provides all the content of the paper textbook but without the interactive resources

.. free access to the "e-book" but with a limited number of simultaneous users (similar to there being a limited number of copies of the textbook in the Library)

Interesting readings are also to be found in:

  • Lewicki, Roy J., Barry, Bruce and Saunders, David M. (2015) Negotiation: Readings, exercise and cases, 7th Edition, McGraw-Hill/Irwin, New York.

The electronic versions will be available through Moodle.

There are paper copies of copies of the textbook and supplementary readings in the UNSW Library

Other recommended texts cover parts of the course and provide somewhat different approaches.These are listed below. Most of those out of print are on open reserve in the library. Subsequent listings of these texts appear in abbreviated form to save space.

  • Fells, R. (2012), Effective Negotiation: From research to results, 2nd edn, Cambridge University Press, Melbourne. (The first edition is also useful)
  • Fisher, R., Ury, W. and Patton, B. (1991), Getting to Yes: Negotiating an agreement without giving in, 2nd edn, Random House, London.
  • Kolb, D.M. and Williams, J. (2003), Everyday Negotiation: Navigating the Hidden Agendas in Bargaining, Jossey-Bass, San Francisco.
  • Lax, D.A. and Sebenius, J.K. (1986), The Manager as Negotiator: Bargaining for Co-operation, Free Press, New York.
  • Thompson, L. (2012), The Mind and Heart of the Negotiator, 5th edn, Pearson, Upper Saddle River NJ. (Earlier editions are also very useful)
  • Ury, W. (1991), Getting past No: Negotiating with difficult people, Business Books, London.
  • Walton, R. and McKersie, R. (1965), A Behavioral Theory of Labor Negotiations, McGraw-Hill, New York,

Academic journals

Academic journals that cover relevant issues extensively and are available in the UNSW library (many of them also electronically) include:
  • Group Decision and Negotiation; Harvard Business Review; Journal of Conflict Resolution; Negotiation Journal; Organizational Behavior and Human Decision Processes; Research in Organizational Behavior; (MIT) Sloan Management Review.

References in Library Open Reserve

To the extent possible under prevailing copyright law, copies of listed workshop readings have been placed in the Library Open Reserve. Some readings are also available electronically through the Reserve. These listings are selective rather than exhaustive. Students will be expected to demonstrate initiative in locating other reading material relevant to the topics that they have chosen to research.

Use of Library catalogue and the World Wide Web

To identify further research-based articles in refereed academic journals, use:

  • the references and bibliographies included with the textbook,
  • the course, author and keyword search facilities available in the main library catalogue,
  • the ejournal databases accessible via the Library Home Page.
The most useful database is 'ABI/INFORM' available via 'Proquest'. It provides abstracts and, in some cases, full texts of articles published in relevant journals, including some not available on campus. In many cases, it is possible to download articles in from databases.
For additional details on relevant information resources available on campus, see the following publication: Information Literacy Workbook for Organisation and Management, Business School, UNSW.

MoodleThis course uses ‘Moodle’ as its on-line environment. The following information will be available on the Course ‘Moodle’.

  • The Course Outline;
  • Links to the SmartBook and eBook;
  • Additional material linked to the course outline – such as UNSW and Business School policies and explanations of the course’s approaches to teaching and learning
  • All lecture slides (posted after each lecture is delivered);
  • Additional information for assessment items;
  • Other administrative information;
  • Updates and new information relevant to the course
  • Links to the four online quizzes
  • Links to upload written assessment submissions to Turn-it-in

Moodle eLearning support:

To access the Moodle online support site for students, follow the links
Additional technical support:  Email:; Ph: 9385 3331
Library information/subject guides etc., including a link.
The website for this course is on Moodle.

6. Course Evaluation & Development

Each semester, we seek feedback from students and other stakeholders about the courses we offer in the Business School. The MGMT3721 teaching team uses students’ course-level feedback, quantitative and qualitative, to guide our monitoring and development of the course. This happens at the end of each semester. It also occurs on a weekly basis as we gather to reflect on what we have witnessed in workshops. We use these experiences to modify our approaches, for example, by emphasising a particular point in lectures, modifying how we run workshops, or our focus in debriefings.

Each semester 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.

We also formally research on the effectiveness of the assessment design we have developed for this course. Please see:

  • Peter Sheldon, Julian Ehrlich and Janis Wardrop, (2012) ‘Enhancing Student Learning in Negotiation Skills: Using Authentic and In-Authentic Assessment Tasks’ Refereed Paper, European Business Research Conference Proceedings, Rome August 16, 2012. Available at SSRN

7. Course Schedule

Week 1: 26 Feb



Introduction to the Course

Basics of Negotiations




There is no workshop in Week 1

Week 2: 05 Mar



Negotiation basics and mechanics




Simulation: Pemberton's Dilemma


Plan 1 - Forms A and B

(issued for practice in class)

Week 3: 12 Mar



Distributive and integrative negotiations




Simulation: Accel/GTechnica


Plan 1 - Forms A and B due

(submitted in class)

Plan 1 - Form C

(issued for practice in class)

Week 4: 19 Mar



Negotiation strategy and planning




Simulation: Used Car


Plan 1 - Form C due (submitted in class)

Plan 1 - Form D

(issued for practice in class)

Week 5: 26 Mar



The mechanics and process of planning




Simulation: Pakistani Prunes


Plan 1 - Form D due (submitted in class)

Mid Semester Break: 02 Apr
Week 6: 09 Apr



Perception and cognition




Simulation: Knight/Excalibur

Week 7: 16 Apr



Finding and using negotiation power and influence




Simulation: Job Terms


Plan 2 due

Week 8: 23 Apr



Principals/agents and consitutencies/representatives




Simulation: Paige Turner / BestBooks

Week 9: 30 Apr



Teams and multiple parties




Simulation: Town of Tamarack / Twin Lakes Mining


Return of Plan 2

Week 10: 07 May



Individual differences




Simulation: Newtown School Dispute 1


Plan 3 due

Newtown 1

  • teams formed for Board and Union sides
  • Board and Union teams matched together
  • Within each team, members create a single team plan

Week 11: 14 May



Ethics in negotiation




Simulation: Newtown School Dispute 2


Newtown 2

  • First negotiation Board vs Union

Week 12: 21 May



Review and Examination Planning




Simulation: Newtown School Dispute 3


Newtown 3

  • Second negotiation Board vs Union

Week 13: 28 May



No lecture in Week 13




Simulation: Newtown School Dispute 3


Return of Plan 3

Newtown 3

  • Debrief and examination preparation

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.


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:


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:

For UNSW policies, penalties, and information to help you avoid plagiarism see: as well as the guidelines in the online ELISE tutorials for all new UNSW students: For information on student conduct see:

For information on how to acknowledge your sources and reference correctly, see: 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


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


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:

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.
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.
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.
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.
02 9385 3331

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

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.
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.
02 9385 5418