CONTENTS
Page
Continuing Professional Development 1
SWW Management Development Programme Introduction 2
Programme Timetable 3
Your Responsibilities 4
Our Responsibilities to You 5
Programme Principal Benefits 6
Programme Design and Content 7
A Guide to Readings 19
Assessment
Overview 21
Written assignments 21
Deadlines 22
Marking 22
Plagiarism & Cheating 23
Referencing in assignments 25
Student Support and Guidance 27
Learning Resources 28
Quality Management 28
Appendices
Appendix A Postgraduate Master Level Marking Criteria 31
Appendix B Plagiarism 38
Appendix C Students Complaints Procedure 44
Appendix D Postgraduate Staff-Student Liaison Committee: 49
Procedures for Progressing Matters Raised by Student
Representatives
Appendix E Assignment Coversheet – Sample copy 50
CONTINUING PROFESSIONAL DEVELOPMENT
THE CPD TEAM
Academic Programme Director
Prof. Roger Maull
Programme Manager
Elaine Dunn
Programme Administrators
Julie Hargreaves
Stephen Swain
KEY CONTACTS FOR SWW PROGRAMME
Roger Maull Programme design and content, curriculum,
reading lists, teaching faculty, learning methods,
Tel 01392 263213 marking
Elaine Dunn Programme management, contract, finance,
quality of information and administration
Tel 01392 262576
Stephen Swain Programme administration, module logistics,
assignment submissions and deadlines,
Tel 01392 263760 organising marking
Neil Armitage Personal tutor for all modules providing on-site
action learning for all participants.
Tel 07966 160258 Also subject tutor for some modules.
Continuing Professional Development
Xfi Building
University of Exeter
Rennes Drive
Exeter
EX4 4ST
Web site: http://www.sobe.ex.ac.uk/executive/cpd/
Fax: 01392 262525
SWW MANAGEMENT DEVELOPMENT PROGRAMME
INTRODUCTION
The SWW Management Development programme is a two year part-time programme comprising of 4 modules each of which is supported by an event focusing on the application of learning and materials to South West Water’s own challenges and context. Throughout the programme participants are supported by tutors who provide guidance and advice, and in this programme this is referred to as ‘action learning’.
In outline the four modules are:
Module 1 Developing Competitive Strategies Spring 2008
Module 2 Accounting and Finance for Business Autumn 2008
Module 3 Systems Thinking and Practice Spring 2009
Module 4 Effective Change Management Autumn 2009
Each of these modules is worth 15 credits.
On successful completion of all four modules students will be awarded a Postgraduate Certificate in Management.
PROGRAMME TIMETABLE
KEY DATES FOR 2008 ENTRY
Venues shown are for teaching days only
Induction Day 4 April 2008
Module 1 - Developing Competitive Strategies Langstone Cliff Hotel
Duration – 11 weeks Dawlish
Teaching days 28 April – 29 April 2008
SWW event 4 June 2008
Teaching day 19 May 2008
Presentations for part of assignment 3 July 2008
Assignment Due 14 July 2008
Module 2 – Accounting and Finance for Business Xfi Building, University
Duration – 19 weeks (incl Christmas break)
Teaching days 8 September – 9 September 2008
SWW events (two half-days) 24 September & 9 October 2008
Teaching day 29 September 2008
Assignment no. 1 due 25 November 2008
Assignment no. 2 due 19 January 2009
Module 3 – Systems Thinking and Practice Xfi Building, University
Duration – 12 weeks
Teaching days 26 March – 27 March 2009
SWW event tbc
Teaching day 24 April 2009
Assignment Due 19 June 2009
Presentations for part of assignment tbc
Module 4 – Effective Change Management Xfi Building, University
Duration – 12 weeks
Teaching days 21 September - 22 September 2009
SWW event tbc
Teaching day 20 October 2009
Assignment Due 12 January 2010
SWW MANAGEMENT DEVELOPMENT PROGRAMME
YOUR RESPONSIBILITIES
As a course participant you are expected to:
· Read this Handbook and ensure you understand its contents
· Take note of any stated prerequisites for a module and ensure that you have taken the necessary action to satisfy them.
· Attend lectures, tutorials, seminars, practical classes etc and complete all activities that are a scheduled part of the course.
· Have mutual respect for tutors and other students by being punctual, civil and recognising the learning needs of other students.
· Complete assigned work by stated deadlines.
· Observe University regulations.
· Support your studies with appropriate self-directed study.
· Seek assistance from your tutor if you are having difficulty coping with the work.
· Give constructive feedback to staff, formally or informally, in the interests of improving the quality of the programme.
It is important that you recognise from the outset that you are responsible for your learning and your progress. The role of your tutors is to stimulate, to guide, to introduce new theories, and to encourage you to explore new ideas, but ultimately you are responsible for undertaking all the study and research necessary to achieve the award in accordance with the criteria of this University.
Our Responsibilities to You
In return we will support you as fully as possible as outlined below
The Programme
Before commencing the programme all participants will receive written information about the programme including:
· The course structure
· The schedule of modules and key dates
· The reading list for each module
· Indication of the directed and personal study requirements, which may include pre-module reading and activities
· How to access learning resources
· Who to contact for support and guidance
· University regulations
Modules
At the start of each module the tutor will draw participants’ attention to the following information, supported in writing where appropriate:
· The aims/objectives of the module
· An outline of the curriculum for the module
· Core and supplementary reading
· Assessment requirements and deadline for the submission of work
Study Skills
Before commencing the programme all participants will receive a study skills pack which includes optional activities. Additional study skills support will be provided throughout the programme during the action learning sessions delivered by one of the University tutors at your workplace.
Dealing with difficulties
If you experience difficulties with your studies (eg finding it hard to balance work, family and study; uncertain how to present your work) then the University has support mechanisms to help you through such problems.
In the first instance, talk to the personal tutor (Neil Armitage) who has been assigned to support all of the programme participants. Alternatively, depending on the nature of your concern, you may like to talk to any of the following people whose roles are outlined in the section on STUDENT SUPPORT AND GUIDANCE.
Subject tutor Various
Academic Programme Director Roger Maull
Programme Manager Elaine Dunn
Programme Administrator Stephen Swain
PROGRAMME PRINCIPAL BENEFITS
You will:
· Develop practical management skills and critical awareness of your own management style
· Gain an in-depth understanding of four fundamentals of management; strategic thinking, accounting, analysing the organisation as a system and effectively managing change
· Be able to assess and evaluate these concepts from a range of practical and intellectual standpoints
· Be able to evaluate alternative business models and identify criteria for appropriate action
· Advance your career development and motivation
· Extend your understanding of organisations and the global environments in which they operate
· Strengthen confidence in your ability to lead
· Be able to share and learn from others’ experience
Your organisation will benefit by your ability to:
· Deal with complexity and conflicting demands
· Assess, revise and innovate strategic and operational activities
· Negotiate and lead organisations through change
· Transfer enhanced skills including problem solving, communication, teamworking, critical evaluation and inquiry
· Access the very latest in management thinking, research and practice
· Access a wider management community and forum
· Benchmark current practice against other industries.
PROGRAMME DESIGN AND CONTENT
CURRICULUM
The SWW Management Development programme is a two year part-time programme comprising of 4 modules each of which is worth 15 credits. Module codes and titles are as follows.
Phase codes and titles are as follows:
Module Title Credits
CPDM113 Developing Competitive Strategies 15
CPDM098 Accounting and Finance for Business 15
CPDM110 Systems Thinking and Practice 15
CPDM066 Effective Change Management 15
Each unit of study is described in detail on the following pages.
Modules which have the text “new” within their modules codes have yet to be approved by the Postgraduate Programme Accreditation Committee as a result of which some details may change.
MODULE CODE / CPDM113 / MODULE LEVEL / MMODULE TITLE / Developing Competitive Strategies
LECTURER(S) / Dr Ian Hipkin
CREDIT VALUE / 15 / ECTS VALUE / 7.5
PRE-REQUISITES / None
CO-REQUISITES / None
DURATION OF MODULE / 3 days plus private study and assignment completion over 2 months
TOTAL STUDENT STUDY TIME / 150 hours including 10 hours pre-course work, 20 hours contact time, 120 hours private study, assignment, and tutorial support
AIMS
This module introduces strategy through an intellectually stimulating, academically rich, and practical study of the strategic management process. The module introduces, challenges and integrates well-known theoretical ideas in strategic management. The module explores the ideas of both leading scholars to discuss what strategy comprises, and prominent practitioners to establish how strategy is implemented. The aims of the module are:
- To understand the 21st century competitive landscape from a strategic management perspective
- To analyse strategic issues from a number of theoretical and functional perspectives
- To study strategic competitiveness, competitive advantage, strategic intent, and evaluate their contribution to the strategic management process
INTENDED LEARNING OUTCOMES
On completion of the module, students should be able:
Module-specific skills:
to apply and evaluate different models of, and approaches to, strategic management, and interpret these as bases of strategic choice
to demonstrate a critical knowledge of selected strategy literature
Discipline-specific skills:
to analyse the competitive environment, evaluate competitive positions, and identify resources and competencies
to assess strategic choices through application of appropriate strategic models
to establish evaluation processes of strategic decisions
Personal and key skills:
to present and defend strategic analyses based on case material, desk research and research in the workplace
LEARNING/TEACHING METHODS
The module coordinator provides an overall framework for the module by introducing a series of strategy themes that form the basic structure of the module. Formative group exercises and discussions constitute an important part of the learning process. The module will employ the following teaching methods and materials:
- lectures
- case studies and analyses of strategic issues
- syndicate discussions
ASSESSMENT AND ASSIGNMENT
Formative assessment requires group research and a presentation. Assessment takes the form of an individual assignment based on the theoretical and practical application of strategic concepts. The individual assignment will be an analysis of a specific strategic application submitted in the form of a written management report (4 000 words)
SYLLABUS PLAN
Session 1 Introduction to strategy, perspectives on strategy, emerging trends and value
Session 2 Analysis of the competitive environment
Session 3 Strategic capability
Session 4 Expectations and purposes
Session 5 Business level strategy
Session 6 Corporate level strategy
Session 7 Strategic alliances
Session 8 Strategy implementation and evaluation
INDICATIVE BASIC READING LIST
Johnson G, Scholes K and Whittington R (2006) Exploring Corporate Strategy, Harlow: Prentice Hall
De Wit B and Meyer R (2005) Strategy Synthesis, London: Thomson
Grant RM (2008) Contemporary Strategic Analysis, Malden: Blackwell
Hitt M, Hoskisson R and Ireland R (2007) Management of Strategy, Mason OH, Thomson
Lynch R (2006) Corporate Strategy, London: Pitman
Mintzberg H, Lampel J, Quinn JB and Ghoshal S (2003) The Strategy Process, Harlow: Pearson
Thompson AA, Strickland AJ and Gamble JE (2006) Crafting and Executing Strategy, New York: Irwin
DATE OF LAST REVISION / 11 April 2008
MODULE CODE
/ CPDM 098 / MODULE LEVEL / MMODULE TITLE / Accounting and Finance for Business (SWW)
LECTURER(S) / Professor Richard Jackson (coordinator)
Mr Julian Mead (Financial Controller, South West Water)
CREDIT VALUE / 15 / ECTS VALUE / 7.5
PRE-REQUISITES / None
CO-REQUISITES / None
DURATION OF MODULE / 3 days teaching plus 2x0.5 days SWW input plus two day’s action learning support, plus private study and assignments over approximately 4 months
TOTAL STUDENT STUDY TIME / 150 hours, comprising:
- Preparation (12 hours)
- Lectures and example classes (24 hours)
- Action learning help classes (12 hours)
- Directed self-study (102 hours)
AIMS
This module aims to provide students with a sound introduction to, understanding of and working knowledge of the key concepts, theories and calculations of basic financial accounting, management accounting and finance. From a practical perspective and starting from a position of no prior assumed knowledge, the module will equip students to plan, control, report upon and analyse businesses from the accounting/finance perspective.
INTENDED LEARNING OUTCOMES
On successful completion of the module, students should be able to:
Module-Specific Skills:
ILO1: List, describe, explain, compare and contrast, and, where pertinent, evaluate and criticise:
Different types of account (asset, liability, income, expense)
Different financial statements (balance sheet, profit and loss account and cash flow statement)
Different forms of accounting (financial accounting and management accounting)
Different types of cost (fixed, variable, direct, indirect)
Different types of risk (business, operational and financial gearing)
Different sources of financing
Different approaches to project appraisal
Different approaches to capital structure
ILO2: Cite, explain, select, apply, evaluate and criticise formats / models to solve numerical problems in:
Production of financial statements
Analysis of financial statements
Cost assignment and allocation
Pricing and production decisions
Project appraisal
Cost of capital
Capital structure
ILO3: Integrate and synthesise between module topics to discuss / recommend coherent approaches to the key issues faced in planning, controlling, financing and analysing a business from the accounting/finance perspective
Discipline-Specific Skills:
ILO 4: (a) Develop familiarity and confidence with accounting / financial arithmetic
(b) Apply and criticise accounting / finance models in a “real world” context
(c) Develop powers of self study and research
Personal and Key Skills
ILO5: (a) Use information technology for information retrieval, numerical analysis and report production
(b) Build team skills in debating discussion topics and problems
(c) Build presentation skills in lecture / example class participation