Module Information Booklet

Taylors University

Undergraduate Business Programmes

August Semester 2016

BUS3404/MGT60504
Strategic Management

CONTENTS
Introduction
Module Overview
Learning resources
Assessments
Resit Assessments
Assessment Offences
Extenuating Circumstances
Assignment Guidelines
Module Calendar
Assignment Cover

INTRODUCTION
WELCOME

Welcome to the Strategic Management module.

This module is designed to provide the candidate with a strategic and comprehensive
understanding on how organizations are managed. The major areas in strategic
management that includes strategy formulation, implementation and evaluation are
taught together with appropriate case analysis.

We wish you all the very best for your studies.

Dr Jason Turner

Kwok Keong Yip

Dr Goh See Kwong

CONTACT DETAILS

CONTACT DETAILS

CONTACT DETAILS

Lecturer and Tutor

Block E, Level 9
Taylors University

Tutor

Tutor

Email:

Email:

Email:

JasonJames.Turner@taylors.edu.my

KwokKeong.Yip@taylors.edu.my

SeeKwong.Goh@taylors.edu.my

** Please note, for any issues on this module please contact the module lecturer
JasonJames.Turner@taylors.edu.my. The email addresses of the other tutors are for
your information only and should only be used to inform the tutor of any absence from
tutorials. For all other matters please contact the module lecturer, Dr Jason Turner. **

MODULE OVERVIEW
MODULE SYNOPSIS
This subject is designed to provide the candidate with a comprehensive understanding on how
organizations are managed strategically with the emphasis of putting theory into practice. The major
areas in strategic management that includes strategy formulation, implementation and evaluation are
taught together with appropriate case analysis.

PREREQUISITE / ASSUMED KNOWLEDGE

The prerequisite for this module is BUS1404 Introduction to Management.

MODULE OBJECTIVES
1. To provide students with an overview of how strategic management knowledge plays a
critical role in organisational strategic formulation, implementation and evaluation.
2. To equip students with the theories and practical case studies to strategic
management.
3. Enable students to relate the importance of corporate governance and social
responsibility in designing a strategy.
4. Ability to evaluate the effectiveness of strategy implemented.

LEARNING OUTCOMES
Upon successful completion of this subject, students will be able to:
1. Explain the theories and approaches to strategic management
2. Apply strategic management knowledge and judgment by recommending sound strategic
decisions which will improve organizational performance
3. Evaluate the effectiveness of a strategy that was implemented
4. Explain the importance of effective strategic management

TAYLORS GRADUATE CAPABILITIES (TGC)

Upon successful completion of this module, a student should be equipped with the following Taylors
graduate capabilities:
Taylor's Graduate Capabilities - Degree
Discipline Specific Knowledge
1.0

TGC: Discipline Specific Knowledge

1.1
1.2
1.3

Able to put theories into practice.

Understand ethical issues in the context of the field of study.
Understand professional practice within the field of study.

* This TGC is further clarified according to the respective program-specific outcomes.

Cognitive Capabilities
2.0

TGC: Lifelong learning

2.1 Learn independently
2.2 Locate, extract, synthesise and utilise information effectively.
2.3 Be intellectually engaged

3.0

TGC: Thinking and Problem Solving skills

3.1 Think critically and creatively.
3.2 Define and analyse problems to arrive at effective solutions.

Soft Skills
4.0

TGC: Communication Skills

4.1 Communicate appropriately in various settings and modes.

5.0

TGC: Interpersonal Skills

5.1
5.2

6.0

Understand team dynamics and mobilise the power of teams.

Understand and assume leadership.

TGC: Intrapersonal Skills

6.1 Manage oneself and be self-reliant.
6.2 Reflect on ones actions and learning.
6.3 Embody Taylors core values.

7.0

TGC: Citizenship and Global Perspectives

7.1 Be aware of and form opinions from diverse perspectives.
7.2 Understand the value of civic responsibility and community engagement.

8.0

TGC: Digital Literacy

8.1

Effective use of Information and Communications Technology (ICT)

and related technologies.

On completion of this module, students should be able to achieve the following learning
outcomes:
Learning Outcomes
LO
1
LO
2

LO
3
LO
4

ii.

Explain the theories and

approaches to strategic
management
Apply strategic management
knowledge and judgement
by recommending sound
strategic decisions which
will improve organizational
performance
Evaluate the effectiveness
of a strategy that was
implemented
Explain the importance of
effective
strategic
management

Assessment
Continuous Assessment
Individual Written Assignment
Group Project & Presentation
Final Exams

TGC
1
X

TGC
2

TGC
3

TGC
4

TGC
5

TGC
6

TGC
7

TGC
8

LO1

LO2

LO3

LO4

X
X

X
X
X

X
X

TEACHING AND LEARNING ARRANGEMENTS

This module is delivered in a mixture of lectures, tutorials and on-line materials. Class contact time
consists of two hours of lectures and a two-hour tutorial each week. Lectures will begin in week 1 and
tutorials will begin in week 2.
Students are expected to spend an extra six hours non-contact time per week engaging in the module.

UNIT VALUE OF MODULE

4 credit hours

LEARNING RESOURCES
TEXT
Thompson,A.A., Peteraf, M., Gamble J, & Strickland, A (2014) Crafting and Executing
Strategy: The Quest for Competitive Advantage: Concepts and cases, 19edn, New York:
McGrawHill.
CORE READING MATERIALS
1. Kim, W. C., & Mauborgne, R. (2015). Blue ocean strategy: How to create uncontested
market space and make the competition irrelevant. Harvard Business Press.
2. Michaelson, G. A., & Michaelson, S. (2010). Sun Tzu-The Art of War for Managers: 50
Strategic Rules Updated for Today's Business. Adams Media.
5

3. Bower, J. L., & Christensen, C. M. (1995). Disruptive technologies: catching the wave (pp.
506-20). Harvard Business Review
4. DiSalvo, D. (2011) The fall of Kodak: A tale of Disruptive Technology and Bad Business,
URL: http://www.forbes.com/sites/daviddisalvo/2011/10/02/what-i-saw-as-kodak-crumbled/
5. Kotter, J. P. (1995). Leading change: Why transformation efforts fail. Harvard business
review, 73(2), 59-67.
6. Pringle, C, & Kroll, M 1997, 'Why Trafalgar was won before it was fought: Lessons from
resource-based theory', Academy Of Management Executive, 11, 4, pp. 73-89
7. Rumelt, R 2011, 'The perils of bad strategy', Mckinsey Quarterly, 1, pp. 30-39

OTHER TEXT REFERENCES

Listed below are books which are useful text references to support your learning. You are not required
to purchase these books as copies are available in the library for student use.

1. Wheelen, T.L., Hunger, D.J., Hoffman, A.N. & Bamford, C.E. (2015), Concepts in Strategic
Management and Business Policy (14th edition). New Jersey: Pearson
2. Johnson, G, Whittington, R., Scholes, K., Angwin, D. & Regner, P. (2014), Exploring
Strategy (10th edition). London: Prentice Hall.
3. Fred David, (2015), Strategic Management: Concepts and Cases, 15th Edition, Prentice
Hall
4. Porter, M. E. (2008). Competitive advantage: Creating and sustaining superior performance.
Simon and Schuster.
5. Lemieux, V. (1998). Applying Mintzberg's Theories on Organizational Configuration to
Archival Appraisal. Archivaria, 1(46).
6. Sharma, R. (2003). The Monk Who Sold His Ferrari: A Fable About Fulfilling Your Dreams &
Reaching Your Destiny. Jaico Publishing House.

ONLINE SUPPORT
Taylors University provides a program website (TIMeS) to allow students convenient access to module
resources.
Materials available include:
Module Information Booklet
Study Guide
Lecture slides
Assignment Cover Sheet
Assignment Feedback Form
Other information on the module

ASSESSMENT
ASSESSMENT SUMMARY
Form of assessment
Individual Written Assignment
Group Project:
(1) Simulation Performance

Length
1,000 words

Weighting
15%

Due date
Week 4

N/A

10%

Week 10

(2) Report

2500 words

15%

(3) Presentation

15 minutes

10%

3 hours

50%

Final Examination

Exam period

ASSESSMENT DETAILS
CONTINUOUS ASSESSMENT COMPONENT

The continuous assessment component for this module shall comprise of:

Tutorial work and tutorial participation

Assignment
Final examination

INDIVIDUAL ASSIGNMENT - ESSAY (15%)

You are required to answer the following question in essay format with a word limit of 1,000 words. Please
use at least TEN scholarly articles to support your argument.

Evaluate why it is important for an organisation to develop and maintain a business

strategy in a competitive marketplace. Provide appropriate examples and justification for
your answer.

SIMULATION PERFORMANCE, GROUP REPORT & PRESENTATION: BUSINESS STRATEGY

GAME (35%)
You will be working in teams comprise of FOUR (4) students. Your team represents the management
team of a company that sells branded footwear and your competitors will be the other teams in your class.
In a simulation environment, all companies compete in a global market arena, selling their products in four
geographic regionsEurope-Africa, North America, Asia-Pacific, and Latin America. Each management
team is called upon to craft a strategy for their company and make decisions relating to production

capacity, plant operations, workforce compensation, marketing, social responsibility/citizenship, and

finance.
Company co-managers are held accountable for their decision-making. Each companys performance
is scored on the basis of earnings per share, return on equity investment, stock price, credit
rating, and image rating. Ranking of companys performance, along with a wealth of industry and
company statistics, will be made available to company co-managers after each decision round to use in
making strategy adjustments and entering decisions for the next competitive round.
This simulation exercise will take place for 4 weeks (from week 4 to week 8). Each week there will be
TWO (2) decision rounds and each round represents a year in the simulation. You are required to submit
your decision by every Wednesday and Saturday of each week. You are required to spend up to 3
hours per decision in this simulation game.
Task 1: Simulation performance (10%) - From week 4 to week 8
Simulation Performance (10%): This assessment is not just given on the basis of the firms overall
financial performance. A series of criteria will be used including performance over the course of the
simulation, the strategies pursued, the decisions made, the use of the information and analytical tools
available and financial performance.
The weightings for each of the criteria will be as follows:
earnings per share,
return on equity investment,
stock price,
credit rating,
image rating.
Task 2: Recommendation Report and Presentation (25%) Due in week 10
Each company will present in class a briefing to the new team that will take over the management of their
firm, and should include the following elements:
Highlight of key past performance (must be supported by figures and chart) In this section, you must
not be too descriptive, instead you need to identify the high and the low of your past performances.
Benchmark your performances with your initial plan. Your suggest word limit is about 200 words
Main strategies pursued:
- Main adjustments made to changes in the environment Select 3 critical changes that have
influence your decisions. You may analyse the environment by using components of PESTLE
analysis, Stakeholder analysis, Country factor analysis and/or Porter 5 force analysis. about 500
700 words
-

Which strategy that you have adopted throughout the game. Please use theories and models from
this course to support your answer. These theories may include Resource based view, market
based view, Innovativeness, Generic Strategies, Diversification, Blue ocean strategy and etc.
about 700- 900 words
Key points learnt through past successes and failures You may include issues like team dynamic,
leadership, competition faced, decision making, and etc.- about 700 words
Recommendations for the future about 400 words
Each company will have a maximum of 7 minutes to verbally present and will also be required to submit
a report of approximately 2500 words in week 10. The presentation component is worth 10% with the
report itself being 15%.
FINAL EXAMINATION (50%)

The aim of the final exam is to test the students understanding of and ability to apply various strategic
management concepts under examination conditions. The final exam is a closed-book exam. Only hard
copy dictionaries are permitted for use in the exam. The dictionary must not be enhanced or tampered
with in any way. Electronic dictionaries and mobile phones are not permitted. The exam shall comprise of
calculations, application and structured questions. A practice-set for the exam can be obtained from the
module website.

All students are granted only four attempts at a module. However, if you do not attend
the final examination, it will be deemed that you have forfeited your right to a second
attempt (resit). In which case, you will be required to repeat the module and undertake
all assessments again (as the third attempt (repeat)). If you do not pass the module in
the fourth attempt, you will be excluded from the Dual Award programme.
Please refer to the section on Extenuating Circumstances, should you like to request for
consideration on the grounds of extenuating circumstances.
REQUIREMENT FOR PASSING MODULE
To pass this module, you are required to achieve:
at least 40% for continuous assessments component; AND
at least 40% for final exam; AND
an overall of at least 50%.
RESIT ASSESSMENTS
OPPORTUNITY TO ATTEMPT RESIT ASSESSMENTS
If you have achieved:

an overall module mark of less than 50%, or

a mark below 40% in either the continuous assessment component or the final examination
component,

it would mean you have not passed module. In which case, you could be offered a resit attempt for one of
the component or for both components, depending on your final results.
To qualify for a resit opportunity, a student must:
not have exhausted four assessment attempts in this module, AND
have submitted his/her assessments on time, AND
have attended the assessments
However, note that your right to resit could be forfeited if you have committed any assessment offences,
did not submit a piece of assessed work on time or failed to attend an assessment.
The mark for a resit component is capped at 50%.

RESIT CONTINUOUS ASSESSMENT

9

The resit assessment for the continuous assessment component shall be in the form of an assignment,
with a weighting of 50% of the overall module resit assessments.
The resit assignment and the guidelines shall be made available on the module webpage in TIMeS after
the release of the final results.

RESIT EXAMINATION
The resit exam is a closed-book exam. Only hard copy dictionaries are permitted for use in the exam.
The dictionary must not be enhanced or tampered with in any way. Electronic dictionaries and mobile
phones are not permitted. The resit examination shall comprise of calculations, application and structured
questions. The resit examination shall form 50% of the overall module resit assessments.

ASSESSMENT OFFENCES
You are to use the Harvard referencing styles consistently for all written assessments. Taylors University
treats any acts of dishonesty relating to assessment of University modules very seriously. It is vital that
students acquaint themselves with the Universitys policy on assessment offences. Assessment Offences
is defined here as passing off the work of others as ones own including copying (reproducing or
imitating), cheating, collusion (agreement to deceive, using words or ideas of colleagues or other students
and passing them off as your own), plagiarism and other breaches of assessment or other examination
regulations. Cheating, collusion and plagiarism are the use of unfair means of presenting work for
assessment; aiding another student in the use of unfair means of presenting work for assessment; or
preventing or attempting to prevent another student from being able to be assessed properly.
The University is to check any work submitted by students using text comparison software, for instance
Turnitin. The similarity index produced by the software is an important tool to assess a students
performance. However, the index is not the only tool to conclusively determine the existence of breach of
academic integrity. It is important to note that although the rate of similarity may be significantly high or
otherwise, the lecturer/tutor/instructor is responsible to exercise his or her independent professional
judgement to determine the actual existence of a breach of academic integrity.
Allegations of and investigations into assessment offences will be dealt with in accordance with the
regulations and procedures in force at Taylors University for the module. Where a student is found to have
committed an assessment offence a decision must be taken either to take no further action or to impose
an appropriate penalty which may include failing the student and determining whether or not the student
will be permitted another assessment attempt.
Where it is decided that penalty is to be imposed, the penalty could include one of the followings:
a)
b)
c)

the mark for the relevant piece of assessment be reduced; or

the mark awarded for the relevant piece of assessment be reduced to zero; or
the student be deemed to have failed the module, and is not permitted for another assessment
attempt for the module.

Please refer to Taylors Dual Award Programme Guide for details on Assessment Offences.

EXTENUATING CIRCUMSTANCES

10

Extenuating circumstances are circumstances which are unforeseen, unexpected, significantly disruptive
and beyond a students control. The circumstances must relate to a specific piece of assessment or
examination rather than being problems of a kind that affect a year as a whole or parts of it.
A student who is of the opinion that:
his or her performance in an examination or in other assessed work has been adversely affected by
an extenuating circumstance(s), or
his or her ability to attend an examination has been adversely affected by an extenuating
circumstance(s).
could submit an Extenuating Circumstances Form to the Examinations Centre at Taylors University. The
form must be accompanied by supporting documentary evidence.
Acceptance of extenuating circumstances shall be evaluated on a case to case basis by an Extenuating
Circumstances Panel. The decision of the Panel shall be deemed as final.
Circumstances that are unlikely to be accepted as extenuating circumstances include the following:
personal illness or disability for which special arrangements are already in place.
colds or know conditions such as hay fever.
normal examination stress or anxiety experienced during revision or the assessment period (unless
corroborated by medical evidence as a chronic condition and undergoing treatment).
non serious domestic or personal disruptions (eg moving house, change of job, holidays, weddings,
normal job pressure, failed travel arrangements, financial difficulties, oversleeping).
study related circumstances (equipment failure including computing/printer difficulties (unless they
occur in the examination itself), failure to have taken back up copies for work stolen or corrupted,
bunching of deadlines/examinations, missing books, poor time management, misreading the
examination timetable, taking the wrong examination).
(Note: The above list is not exhaustive).

ASSIGNMENT GUIDELINES
Referencing and Plagiarism
You need to ensure that you comply with Harvard referencing conventions in preparing this assignment
and that plagiarism is not an issue. You are expected to adhere to high standards of academic integrity
and all assignments submitted in this course may be checked for plagiarism, using text comparison
software and other means.
It is your responsibility, if unsure, to make sure you understand plagiarism, so that you do not present any
assessment containing plagiarism. Plagiarism is regarded as a serious issue within the university system
with severe consequences for students who have been found to have plagiarised.
Subject to any specific requirements of external validating or professional bodies, where a student is
found to have committed an assessment offence a decision must be taken either to take no further action
or to impose an appropriate penalty which may include failing the student and determining whether or not
the student will be permitted another assessment attempt.
Where it is decided that penalty is to be imposed, the penalty could include one of the following:

a) the mark for the assignment be reduced; or

b) the mark awarded for the assignment be reduced to zero; or
c) the student be deemed to have failed the module, and is not permitted for another

assessment attempt for the module.

11

Turnitin Similarity %
All assignment/s should not exceed 30% in their overall similarity index, which excludes
bibliographies and references, with no more than 5% similarity from each individual
source. If this similarity is not fulfilled, the module leader will provide adequate
justifications and send the assignments to the Academic Integrity Officer for
examination (with reference to Universitys Academic Integrity Procedure, clause 4.1.2).
Submission of Assignment
Students are expected to present a paper of professional quality. Prior to submission of
the assignment, check to ensure that at the very least all aspects of the requirements
have been addressed, and that there are no spelling and grammatical errors.
You are to submit a soft copy of your assignment in Word Document format in Digital Drop Box and
Turnitin in TIMeS, and a hardcopy of your assignment to the designated collection box outside the
business division office latest by Thursday of Week 4 (Essay) and Thursday of Week 10 (Simulation
Review Report), 2.00pm. Assignments submitted via alternative modes will not be accepted.
(Please ensure that the assignment is submitted together with the assignment cover sheet)
Late submission of assignment
Assignments submitted within 24 hours after the published deadline will be penalized as below:

a) A mark of more than 50% for the assignment will be reduced to 50%. This reduced mark will be used
in the calculation of the overall module mark;
b) A mark of 50% or less will stand and be used in the calculation of the overall module mark.

Assignments will not be accepted after the 24 hour window and will be recorded as a non- submission. A
mark of ZERO will be awarded. Please see the section on Non Submission of Assignment below for more
details.
Extension of Deadline
No extension will be granted for the assignment, except in the case of extenuating circumstances. Please
refer to the section on Extenuating Circumstances in this booklet, should you like to request for
consideration of extenuating circumstances.
Students, whose application for extenuating circumstances is accepted, will not receive their marks, when
the other students who submitted on time receive theirs.

Non Submission of Assignment

Students who do not submit their assignment will be deemed to have forfeited their right
to a second attempt (resit) of the module. These students will be required to repeat the
module with attendance and undertake all assessments again (as their third attempt
(repeat)).
12

Note that students are granted only four attempts at a module. If you do not pass the
module in the fourth attempt, you will be excluded from the Dual Award programme.
Feedback and Mark for the Assignment
The mark and feedback on the assignment will be provided on a Feedback Form. The purpose of the
feedback is to help you to assess your ability to apply the knowledge and concepts taught in the module
in sufficient depth, as well as your progress toward meeting the module objectives. The feedback and
marks for the assignment will be given to you within four weeks of your submission of the assignment.

PLEASE NOTE: TUTORS HAVE BEEN INSTRUCTED NOT TO DISCUSS THE

DETAILS OF THIS ASSIGNMENT WITH STUDENTS.
** TES EVALUATION IN WEEK 10

MODULE CALENDAR AUGUST SEMESTER 2016

Tutorial

Lecture topic
Week 1

29th Aug 4th

Sept

What is Strategy? (Chapter 1)

No tutorial

Week 2

5th 11th Sept

Charting a companys direction (Chapter 2)

Tutorial 1 An overview of
strategy management

Week 3

12th -18th Sept

Evaluating a companys external environment (Chapter

3)

Tutorial 2 Charting a
companys direction

Week 4

19th 25th Sept

Evaluating a companys resources, capabilities and

competitiveness (Chapter 4)

Tutorial 3 - Evaluating a
companys external
environment

Week 5

26th 2nd Oct

Competitive strategies and positioning (Chapters 5 & 6)

Tutorial 4 - Evaluating a
companys resources,
capabilities and
competitiveness

Week 6

3rd - 9th Oct

Competitive strategies and positioning (Chapters 5 & 6)

Tutorial 5 - Competitive
strategies and positioning

Week 7

10th 16th Oct

Corporate & Diversification strategy (Chapters 7 & 8)

Assessment /Key
dates

Individual Essay due

- 21st Sept 2016,
2pm

Tutorials 6&7 - Corporate &

Diversification strategy
Week 8

17th 23rd Oct

Corporate & Diversification strategy (Chapters 7 & 8)

Week 9

24th 30th Oct

Strategy Execution & Managing Internal Operations

(Chapters 10 & 11)

Tutorial 8 - Strategy
Execution & Managing
Internal Operations

Week 10

31st Oct 6th

Nov

Strategy Execution & Managing Internal Operations

(Chapters 10 & 11)

Tutorial 9 Assessment
(group report)

Week 11

7th 13th Nov

Ethics & Social Responsibility (Chapter 9)

Tutorial 10 Ethics & social

responsibility

Week 12

14th 20th Nov

Corporate Culture & Leadership (Chapter 12)

Tutorial 11 Assessment
(Group presentations)

Week 13

21st 27th Nov

Corporate Culture & Leadership (Chapter 12)

Tutorial 12 Corporate
culture & leadership

13

Group assignment
due - 9th Nov
2016,2pm

Week 14

28th Nov 4th

Dec

L11: Module Overview

5th 11th Dec

Study leave

12th -18th Dec

EXAMINATION WEEK

Tutorial 13 Examination
case study review

List of students (State full name & tutorial group in block capital)

Award Programme
Individual Assignment Cover Sheet

1.

. ..

2.

3.

4.

5.

Dual

Fold corner of EACH copy separately and seal to obscure your name

6.

Please complete the form (in capital letters) and attach it securely to the front of your assignment before
submitting your assignment.
Student ID: ....
Title of Your Award: ..
Name of module tutor:
Name of module: ..
Module code:

Assignment title:
Due date & time:
I have read and understood the TU Dual Award Regulations on cheating, plagiarism and collusion. I
declare that this piece of work is my own and does not contain any unacknowledged work from any other
sources.
I authorise the University to test any work submitted by me, using text comparison software, for instances
of plagiarism. I understand this will involve the University or its contractor copying my work and storing it
on a database to be used in future to test work submitted by others.
Note: The attachment of this statement on any electronically submitted assignments will be deemed to
have the same authority as a signed statement.
Signed:

Date:

14

Modular Programme Assignment

Cover Sheet
(Group Assignments Only)

Fold corner of EACH copy separately and seal to obscure your name

Please complete the form (in capital letters) and attach it securely to the front of your assignment before submitting your
assignment.
Student ID: .

Student ID: .

Student ID: .

Student ID: .

Student ID: .

Student ID: .

Programme:
Name of module: Name of tutor:
Module code:

Assignment title: ..
Due date & time: .
We have read and understood the TU Dual Award Regulations on cheating, plagiarism and collusion and state that
this piece of work is our own and does not contain any unacknowledged work from any other sources.
We authorise the University to test any work submitted by me, using text comparison software, for instances of
plagiarism. We understand this will involve the University or its contractor copying my work and storing it on a
database to be used in future to test work submitted by others.
Note: The attachment of this statement on any electronically submitted assignments will be deemed to have the
same authority as a signed statement.
Signed:

Signed:

Signed:

Signed:

Signed:

Signed:

15

Date:

Evaluation Rubric for Strategic Management (MGT60504):

2016
MARKS
80-100
(Excellent)

60-79
(Good)

40-59
(Average)

20-39
(Weak)

0 19
(Very Poor)

STRUCTURE

KNOWLEDGE

Individual Assignment August

APPLICATION

EVALUATION

Answers the question fully

Introduction: very good, with
extensive and relevant
details for analysis
Argument/ discussion: very
clear
References are accurately
recorded

Clearly knows the theories &

concept/s and is able to
describe them fully and
accurately

Clearly demonstrates the ability

Excellent evidence of sound
to select [an] appropriate
judgement and critical
example(s)
thinking
Relates example(s) very
Shows ability to assess well the
effectively to theory:
usefulness of the theory/-ies
example(s) linked to all
aspects of all theories &
concept/s used and links well
described

Answers the question well

Introduction: good, with
sufficient and relevant
details for analysis
Argument/ discussion: clear
References are accurately
recorded but may contain
occasional minor errors

Knows the theories & concept/s

and is able to describe them
accurately

Demonstrates the ability to select Good evidence of judgement &

(an) appropriate example(s)
critical thinking
Relates example(s) well to Shows ability to assess the
theory: clear & strong links to
usefulness of the theory/-ies
theory

Answers the question

adequately
Structure: adequate, with
sufficient but a few
irrelevant details for
analysis
Argument/ discussion: reader
has to do some of the work
to sort out ideas
Some references provided
contain errors

Knows the theories & concept/s

but description may be
broadly adequate but
superficial in some respects
or with minor inaccuracies

Demonstrates some ability to

select (an) appropriate
example(s)
Relates example(s) to theory:
clear links to theory; some
strong, some weak links;
tend to sometimes lapses
into descriptive of theory

Weak treatment of the question Some basic understanding of the Demonstrates limited ability to
theories & concept/s, but
select (an) appropriate
Introduction: weak, with brief
description is weak with
example(s)
details, mostly irrelevant for
errors &/or omissions
Attempts to relate example(s) to
analysis
theory: generalised
Argument/ discussion: not
statements without clear or
developed or hard to follow;
explicit links to theory;
reader has to do the work
descriptive of theory
Few references provided, with
errors
Fails to answer the question
Introduction: very poor, with
very little and irrelevant
details for analysis
Argument/ discussion: unclear/
very poor
Very few or no references
provided, with errors
You should only give 0 if the
whole essay is absolutely
not readable.

Very poor understanding of the

theories & concept/s
You should only give 0 if there is
no knowledge or
understanding of any
theories & concepts at all

Adequate evidence of sound

judgement with some
attempt of evaluation
Superficial assessment of
usefulness of the theory/-ies

Poor judgement and some

unsupported assertions
Makes some form of judgment,
but not worked through;
tendency to fall into
description

Demonstrates little ability to

Unsupported assertions and
select (an) appropriate
value judgements
example(s)
Contains a minimal judgment of
Demonstrates little ability to
some kind
relate examples(s) to theory: You should only give 0 if there is
minimal application to
no evaluation at all
theory; heavily descriptive of
theory
You should only give 0 if there is
no application at all

Marks
Awarded

Total marks (100%)

100

16

Mark*

DUAL AWARD PROGRAMME- GROUP ASSIGNMENT

FEEDBACK

*This mark is provisional and is

Module to moderation and approval
by the examining board

The assessment criteria and rubric for this assignment are as follows:
CATEGORY

Unsatisfactory

Partially Proficient

Proficient

Excellent

MARKS
___/10

Highlight of past
performance
[10 marks]

0 mark

Not discussed

1 -3 marks

Poorly discussed
without relevant
theoretical
perspective(s) and
contextual issues
relation to the problem

4-7 marks

Description with some

relevant theoretical
perspective(s) and
contextual issues
relation to the problem.

8-10 marks

Detailed discussion of
past performance
based on relevant
theoretical
perspective(s) and
contextual issues
relation to the problem.
___/20

Ability to response to
changes in the
environment

0 mark

Not discussed

[20 marks]

1 -6 marks

7-13 marks

14-20 marks

Poorly discussed
without proper
suggestion on how to
respond to the changes
in the environment.
However, the team
managed to identify the
changing factors in the
environment.

Description of the
changes in the
environment with little
suggestion or ability to
respond to the changes.

Detailed discussion of
how the organisation
reacts to the changes in
the environment
through various
theoretical models.

1 -13 marks

14-26 marks

27-40 marks

___/40
Discuss the main
strategies pursued

0 mark

Not discussed
[40 marks]

Key points learnt

through past successes
and failures
[10 marks]

Poorly discussed
without relevant
theoretical
perspective(s) and
contextual issues
related to the problem

Description with some

relevant theoretical
perspective(s) and
contextual issues
related to the problem.

Detailed discussion of
strategies pursued
based on relevant
theoretical
perspective(s) and
contextual issues
related to the problem.
___/10

0 mark

Not discussed

1 -3 marks

4-7 marks

8-10 marks

Poorly discussed
without critical input and
reflection.

Discussion of some
relevant information that
is linked towards the
success and failure of
the team. Lack of
thorough analysis and
reflection.

Detailed reflection
which reveals
exceptional insight and
introspection. It also
includes detailed
discussion of the
factors that led to
success or failure.

17

Recommendations for
the future

___/20
0 mark

1 -6 marks

7-13 marks

14-20 marks

210 marks]
Not presented

Poor recommendations

Adequate
recommendations with
some justification

Creative and effective

recommendations with
good justification
supported by examples
___/100
TOTAL MARKS

Presentation

Communication Style
(effective use of voice,
gesture, volume, articulation,
eye contact, etc.)

0-1

Barely audible, little

inflection, few
gestures, little eye
contact,

2-3

Audible but without

enthusiasm, audience
contact but little
involvement

Clearly audible and

enthusiastic but with
minimal audience
involvement

[20 marks]

Graphics
(visual materials used to
supplement the presentation:
transparencies, Power Point
slides, chalk/whiteboard
diagrams, etc.)

No graphics

Used graphics but

difficult to read,
inconsistent style,
unnecessary, poor
layout

Legible, consistent
style, related to key
ideas, attractive
layout

Excellent voice
projection &
modulation, nonverbal
expression,
enthusiasm eye
contact, &
involvement of
audience

/20
Didnt not participate
at all.

Question(s) provided
has little room for
discussion.
Question(s) might be
irrelevant.

Good use of
questioning section to
find out more about
competitors strategy.

[15 marks]
Teamwork
(demonstrated ability to work
together effectively, cuing,
transitions, shared discussion)

Unclear roles, poor

transitions, team
tension or conflict
apparent, excuses

Sequence of
individual
presentations

Well-coordinated and
prepared presentation

Excellent use of
questioning section to
find out more about
competitors strategy.
Question asked is
highly relevant and
critical.
Team members have
equivalent roles,
smooth transitions,
cross references to
each other's parts

[15 marks]
Discussion
(interaction with audience to
facilitate understanding, elicit
questions & concerns, etc.)

/20

Impactful visual
content
supplementing verbal
points, integrates
information visually

[20 marks]

Questioning technique

MARKS

No discussion

Loosely organized
discussion, random
questions, some
defensiveness

[30 marks]

Elicit audience
questions &
comments, follow up
and probe questions,
little defensiveness

Request specific
feedback, prepared
questions &
responses for
discussion, actively
seek direct feedback
with no defensiveness
TOTAL MARKS

18

/15

/15

/30

Mark*

DUAL AWARD PROGRAMME- GROUP PRESENTATION

FEEDBACK

/100

Any additional comments (if there is any):Comments:

Assessed by:

Date:

Sample Moderated by (if any):

Date:

19