Unit Outline*

MGMT8510 / MGMT8710

Strategic Capabilities and Organisational Success

Semester 1, 2011 Crawley

Associate Professor Alan Simon

Business School

www.business.uwa.edu.au * This Unit Outline should be read in conjunction with the Business School Unit Outline Supplement available on the Current Students web site http://www.business.uwa.edu.au/students

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MGMT8510/Crawley/AS/25.01.11.

All material reproduced herein has been copied in accordance with and pursuant to a statutory licence administered by Copyright Agency Limited (CAL), granted to the University of Western Australia pursuant to Part VB of the Copyright Act 1968 (Cth). Copying of this material by students, except for fair dealing purposes under the Copyright Act, is prohibited. For the purposes of this fair dealing exception, students should be aware that the rule allowing copying, for fair dealing purposes, of 10% of the work, or one chapter/article, applies to the original work from which the excerpt in this course material was taken, and not to the course material itself.

© The University of Western Australia 2011

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UNIT DESCRIPTION

Introduction Welcome to the MCom unit – Strategic Capabilities and Organisational Success. Your unit co-ordinator and lecturer/facilitator this semester is Dr. Alan Simon.

Unit content This unit discusses the strategic and dynamic capabilities that help drive organisational success. A conceptual framework linking strategic capabilities and organisational strategy in the context of the changing environment is presented at the beginning. Specific key strategic capabilities are then discussed using examples from management consulting and other relevant organisations. The different ways of assessing organisational success are then introduced. Lastly the complex relationship of strategic capabilities to the success factors is discussed in detail. In summary:

• The relationship between strategy, strategic capabilities and the changing environment.

• Strategic capabilities in the supplier organisation related to success.

• Strategic capabilities at the interface of the supplier and client organisations related to success.

• Dynamic capabilities.

• The indicators of organisational success.

• The teleological web of relationships between strategic capabilities and success indicators.

The Goals of the unit

• The first goal is to deliver a relevant and accessible learning experience that extends all students, simultaneously recognising that students have different capabilities.

• Secondly, Strategic Capabilities and Organisational Success aims to provide students with the drivers and indicators of organisational success and a discussion of the complex relationship between the capabilities and success factors. In doing this, the theory is constantly linked to management practice and the practice is constantly linked to the theory.

• Thirdly, emphasis is also placed upon the student developing skills in oral and written communication and referencing of academic work. These skills are considered to be essential to studies in management.

• The last goal is to equip students with the skills to become independent learning individuals with enquiring minds and to be critically evaluative.

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Learning outcomes On completion of this unit, you should be able to:

• Comprehend the overarching conceptual framework of reference of the relationship between strategic capabilities and organisational strategy in the context of the changing environment.

• Understand which strategic capabilities in supplier organisations relate to success. These include, for example, strategic thinking, having a unique/differentiated product, broad skills’ base, being innovative, disciplined, able to deal with ambiguity and to identify trends.

• Understand the strategic capabilities at the interface of the supplier and client organisations that are related to success. They include for example setting clear objectives, defining and solving problems, marketing and selling, ethical behaviour such as integrity and honesty, credibility, communication and interpersonal skills and outstanding service quality.

• Recognise that several strategic capabilities are also dynamic capabilities in so far as they determine the firm’s ability to integrate, build and reconfigure external and internal competencies to address rapidly changing environments.

• Comprehend the indicators of organisational success. These indicators include for example, increased growth, revenue and profitability, client satisfaction, on time delivery within forecast budget, post-engagement support, achieving objectives agreed upon and actual implementation of recommendations.

• Understand the complex web of relationships between the strategic capabilities and the success indicators.

The learning outcomes and subject outcomes include inter alia The Association to Advance the Collegiate Schools of Business’ (AACSB) required learning experiences. The AACSB’s required learning experiences in general knowledge and skill areas are:

• Ethical understanding and reasoning abilities;

• Analytical skills;

• Use of information technology;

• Multicultural and diversity understanding;

• Communication abilities;

• Reflective thinking.

Educational Principles and Graduate Attributes UWA Education principles:

• To master the subject matter, concepts and techniques of their chosen discipline(s) at internationally-recognised levels and standards;

• To acquire the skills required to learn, and to continue through life to learn, from a variety of sources and experiences;

• To adapt acquired knowledge to new situations;

• To communicate in English clearly, concisely and logically;

• To acquire the skills needed to embrace rapidly-changing technologies in a global environment;

• To think and reason logically and creatively;

• To undertake problem identification, analysis and solution;

• To question accepted wisdom and be open to new ideas and possibilities;

• To acquire mature judgement and responsibility in ethical, moral, social, and practical, as well as academic matters;

• To work independently and in a team;

• To acquire cross-cultural and other competencies to take a citizenship and leadership role in the local, national and international community.

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TEACHING AND LEARNING RESPONSIBILITIES

Teaching and learning strategies One three hour lecture/seminar/presentation per week. The main aim is to equip students with the skills to become independent learning individuals with enquiring minds and to be critically evaluative. In the second instance, students are shown how to think critically about the application of academic management theory and concepts on strategic capabilities and organisational success to real-life management practice and vice versa.

Teaching and learning evaluation You may be asked to complete two evaluations during this unit. These are the Student Perception of Teaching (SPOT) and the Students’ Unit Reflective Feedback (SURF) evaluations. The SPOT is optional and is an evaluation of the lecturer and the unit. The SURF is completed online and is a university wide survey and deals only with the unit. You will receive an email from the SURF office inviting you to complete the SURF when it is activated. We encourage you to complete the forms as your feedback is extremely important and can be used to make changes to the unit or lecturing style when appropriate.

Attendance Participation in class, whether it be listening to a lecture, presenting as an individual or as a group or syndicate work, is an important part of the learning process. It is therefore important that you attend classes. Several videos are shown in lectures and these are examinable in the final examination. More formally, the University regulations state that ‘to complete a course or unit students shall attend prescribed classes, lectures, seminars and tutorials’. Where a student, due to exceptional circumstances, is unable to attend a scheduled class, they are required to obtain prior approval of the unit coordinator to be absent from that class. Any student absent from class without having had such absence approved by the unit coordinator may be referred to the faculty for advice and may be required to withdraw from the unit.

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CONTACT DETAILS

We strongly advise students to regularly access their student email accounts. Important information regarding the unit is often communicated by email and will not be automatically forwarded to private email addresses.

Unit coordinator/lecturer

Name: Associate Professor Alan Simon (BUSN: G63)

Email: alan.simon@uwa.edu.au

Phone: 6488 2781

Consultation hours: Mondays 10.00am – 12.00pm

Wednesdays 2.00pm – 4.00pm

Lecture times: Mondays, 5.00pm – 8.00pm

Lecture venue: BUSN: 263 Andrew Frazer Tutorial Room

TEXTBOOK(S) & RESOURCES

Unit Website http://webct.uwa.edu.au

Required text Hubbard, G. and Beamish, P., (2011) Strategic Management: Thinking, Analysis, Action 4e, NSW: Pearson.

Additional resources & reading material In Subject Outline - Many contained in Course Reader and On Reserve. Please note: Harvard Business Review (HBR) articles are not included in the course reader and are only available on Course Materials Online (CMO).

Some Relevant Journals Academy of Management Journal Academy of Management Review Australian Journal of Management Business Strategy and the Environment Harvard Business Review Journal of Organizational Change Management Journal of Management Consulting Management Decision Strategic Direction Strategic Management Journal

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UNIT STRUCTURE

Overview Students attend one 3 hour lecture/seminar/presentation per week at the following time and location: MONDAY 5.00pm - 8.00pm (BUSN: 263).

UNIT SCHEDULE

Date

Lecture No.

Topic

Exercise

Readings (in alphabetical order – for chronological order, see under topics)

28 February

1

Strategy and introduction to strategic capabilities

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Hubbard and Beamish (2011), Chs 1, 2, 4, 9 Other readings asterisked on p. 12

7 & 14 March

2 & 3

Change, the environment and strategic capabilities

Videos – Blundstone moves off shore; Change Mgt in Large Organisations

Hubbard and Beamish (2011), Chs 3, 10, 11, 14 Other readings asterisked on p. 12

21 & 28 March

4 & 5

Strategic capabilities in the supplier organisation Mini Group (MG) presentations 1 & 2

Submit Essay 28 March Video – Seattle Fish Market

Hubbard and Beamish (2011), Ch 7 Other readings asterisked on p. 12-13

4, 11 & 18 April

6, 7 & 8

Strategic capabilities at the interface of the supplier and client organisations; Dynamic capabilities MG presentations 3, 4 & 5

Video – The Corporation

Hubbard and Beamish (2011), Ch 13 Other readings asterisked on pp. 13-14

MID SEMESTER BREAK 25 April – 29 April – NO LECTURE 25 APRIL

2 & 9 May

9 & 10

The indicators of organisational success MG presentations 6 & 7

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Hubbard and Beamish (2011), Ch 5 Other readings asterisked on pp. 14-15

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16 May

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The web of interrelated strategic capabilities and success indicators MG presentation 8

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Asterisked readings on p. 15

23 & 30 May

12 & 13

Review and Group presentations

Submit Group Projects on Wednesday, 1 June

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MAJOR TOPICS AND READINGS

1. The relationship between strategy, strategic capabilities and the changing

environment (first 3 weeks)

*Anonymous (2003), ‘What makes a strategy work? some measures towards successful implementation’, Strategic Direction, Vol. 19, No. 11 (Nov/Dec): pp. 4-6. (Course Reader) *Graetz, F., Rimmer, M., Lawrence, A., & Smith, A (2006) Managing Organisational Change 2e, Milton Qld: Wiley, Chs 1 - 4. (On Reserve) *Hanson, D., Dowling, P.J., Hitt, M.A., Ireland, R.D. and Hoskisson, R.E., (2008) Strategic Management: Competitiveness and Globalisation, Asia Pacific Edition 3e. Australia: Thomson, Chs 1 - 3 (On Reserve). *Hubbard, G., Samuel, D., Heap, S., & Cocks, G., (2007) The First X1: Winning Organisations in Australia. Milton, Queensland: John Wiley & Sons, Chs 1, 2, 3, 5. (On Reserve) *Hubbard, G. and Beamish, P. (2011), Strategic Management: Thinking Analysis & Action 4e, Sydney: Pearson Prentice Hall, Chs 1, 2, 3, 4, 9, 10, 11 & 14. (On Reserve) *Kumar, V., Simon, A. & Kimberley, N. (2000), ‘Strategic capabilities which lead to management consulting success”. Management Decision, Vol. 38, No. 1 & 2: pp. 24-25. (Course Reader) Porter, M.E. (1979), ‘How competitive forces shape strategy’, Harvard Business Review, (March-April): pp. 137-145. Senior, B. & Swailes, S. (2010), Organizational Change 4e, Essex: Pearson (Ch. 1 – Organisations and their changing environments and Ch. 2 – The nature of organisational change) (On Reserve) Stalk, G., Evans, P. & Shulman, L.E., (1992), ‘Competing on capabilities: the new rules of corporate strategy’, Harvard Business Review, Vol. 70, No. 2 (March/April): pp. 57-69. *Stalk, G., & Lachenauer, R., (2004), ‘Hard ball: five killer strategies for trouncing the competition’, Harvard Business Review, Vol. 82, No. 4 (April): p. 62. (HBR articles are not included in the Course Reader, available on CMO)

*Sussan, A. P & Johnson, W. C. (2004), ‘Strategic capabilities of business process: looking for a competitive advantage’, Competitiveness Review, Vol. 13, No. 2: pp. 46-51. (Course Reader)

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2. Strategic capabilities in the supplier organisation

Strategic thinking, having a unique/differentiated product, broad skills’ base, being innovative, disciplined, able to deal with ambiguity and able to identify trends.

*Abell, R.M. (1997), ‘Multi-skilled workforces’, Healthcare Executive, Vol. 12, No. 6 (Nov/Dec): p. 51. (Course Reader) *Budhwani, K., (2001), ‘Jack be nimble’, CMA Management, Vol. 75, No. 6 (September): pp. 22-25. (Course Reader) *Hubbard and Beamish (2011), Ch. 7. (On Reserve) *Hubbard, G., Samuel, D., Heap, S., & Cocks, G., (2007), The First X1: Winning Organisations in Australia. Milton, Queensland: John Wiley & Sons, Ch 4. (On Reserve) *Simon, A., and LaCava, G., (2005), ‘Strategic thinking and some human resource issues: Comparing the views of current and potential business leaders in Western Australia’. In D. Mortimer & G. Stewart (Editors), Teaching, Learning and Research in Institutions and Regions. 5th Annual Pacific Employee Relations (PERA) Conference, Yeppoon, 21-24 November. (Course Reader) *Simon, A., and LaCava, G., (2006), ‘Strategic thinking and leadership: Comparing business leaders and MBA students in Western Australia’, Oxford Journal, Vol. 5, No. 1 (Fall): pp. 44-53. (Course Reader) *Simon, A., and LaCava, G., (2008) ‘The relationship of strategic thinking and strategic capabilities to success in a sample of Australia’s top 500 ASX companies’, Academy of Taiwan Business Management Review, Vol. 4, No. 1 (April), pp. 1-9. (Course Reader) *Smith, S., and Marcum, D., (2003), ‘New-school thinking’, T+D, Vol. 57, No. 10 (October): p. 36. (Course Reader) *Weiss, W.H. (2004), ‘Innovation and creativity’, The American Salesman, Vol. 49, No. 4 (April): pp. 6-12. (Course Reader)

3. Strategic capabilities at the interface of the supplier and client organisations

These are skills, functions and values and include service quality, setting clear objectives, defining and solving problems, marketing and selling, ethical behaviour such as integrity and honesty, credibility, communication and interpersonal skills *DeVrye, C., (1994), Good Service is Good Business, Sydney: Prentice Hall. (On Reserve) Eunson, B. (1995), Communicating With Customers, Brisbane, Australia: John Wiley & Sons. (On Reserve) Fernando, F. & Solomon, R.C. (1998), ‘Creating trust’, Business Ethics Quarterly, Vol. 8, No. 2 (April): pp. 205-232. *Gibson, L.D., (1998), ‘Defining marketing problems’, Marketing Research, vol. 10, no. 1: pp. 4-12. (Course Reader) Kotler, P., Adam, S., Brown, L., & Armstrong, G., (2003), Principles of Marketing (2e), Sydney: Pearson Ch. 1. (On Reserve) *Robbins, S.P., Bergman, R., Stagg, I., & Coulter, M. (2009) Foundations of Management 3e, Sydney: Prentice-Hall Ch. 5 – Social responsibility and managerial ethics and Ch. 10 – Communication and information technology. (On Reserve) *Schumann, M., (2004), ‘Enhancing corporate credibility’, Communication World, vol. 21, no. 2: pp. 28-32. (Course Reader) *Simon, A., (1993), ‘CEO's views on good management practices in Victoria, Australia’, International Journal of Service Industry Management, Vol. 4, No. 4: pp. 54-67. (Course Reader) *Simon, A., Schoeman, P. and Sohal, A., (2010), ‘Prioritised best practices in a ratified Consulting Services Maturity Model for ERP consulting’, Journal of Enterprise Information Management, Vol. 23, No. 1: pp. 100-124. (Course Reader) *Temple, K.R. (2002), ‘Setting clear goals: the key ingredient to effective communication planning’, Public Relations Quarterly, Vol. 47, No. 2 (summer): pp. 32-34. (Course Reader)

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4. Dynamic Capabilities

Dynamic capabilities determine the firm’s ability to integrate, build and reconfigure external and internal competencies to address rapidly changing environments. But they also include concrete examples like product development, strategic decision making, leadership and alliancing.

*Cepeda, G., and Dusya, V., (2007), ‘Dynamic capabilities and operational capabilities: a knowledge management perspective’, Journal of Business Research, vol. 60: pp. 426-437. (Course Reader) *Eisenhardt, K.M., and Martin, J.A., (2000), ‘Dynamic capabilities: what are they?’, Strategic Management Journal, vol. 21, no. 10/11: pp. 1105-1121. (Course Reader)

*Hoopes, D.G., and Madsen, T.L., (2008), ‘A capability-based view of competitive heterogeneity’, Industrial and Corporate Change, vol. 17, no. 3: pp. 393-426. (Course Reader) * Hubbard and Beamish (2011), Ch. 13. (On Reserve) *Lavie, D., (2006), ‘Capability configuration: an analysis of incumbent responses to technological change’, Academy of Management Review, vol. 31, no. 1: pp. 153-174. (Course Reader) *Pablo, A.L., Reay, T., Dewald, J.R. and Casebeer, A.J., ’Identifying, enabling and managing dynamic capabilities in the public sector’, The Journal of Management Studies, Vol. 44, No. 5 (July 2007): pp. 687- 708. (Course Reader) *Poulis, E., and Jackson, P., (2007), ‘Dynamic capabilities in dynamic landscapes’, Paper presented at the British Academy of Management (BAM) conference (Warwick), CD Proceedings edited by C. Saunders, 11-13 September, 2007. (Course Reader) Relevant articles in the Special Issue of the British Journal of Management, vol. 20, March 2009. *Rouse, M.J., and Zietsma, C., (2008), ‘Emergent adaptive capabilities: an empirical investigation of capabilities from crisis’, Paper presented at the British Academy of Management (BAM) conference (Harrogate, UK), CD Proceedings edited by C. Saunders, 9-11 September, 2008. (Course Reader) *Wang, Z., and Horsburgh, S., (2007), ‘Dynamic capabilities and network strategic fit in airline alliances’, Paper presente at the British Academy of Management (BAM) conference (Warwick), CD Proceedings edited by C. Saunders, 11-13 September, 2007. (Course Reader) *Wu, L-Y., (2010) ‘Applicability of the Resource-based and Dynamic-capability Views Under Environmental Volatility’, Journal of Business Research, Vol. 63: 27-31. (Course Reader) *Zollo, M. and Winter, S.G., (2002), ‘Deliberate learning and the evolution of dynamic capabilities’, Organization Science, Vol. 13, No. 3: pp. 339-351.

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5. The indicators of organisational success

These indicators include increased growth, revenue and profitability, client satisfaction, on time delivery within forecast budget, post-engagement support, achieving objectives agreed upon and actual implementation of recommendations.

*Anonymous (2003), ‘Five critical success factors for customer loyalty’, ABA Bank Marketing, vol. 35, no. 6: p. 8. (Course Reader) Buzzell, R.D., Gale, B.T. & Sultan, R.G.M. (1975), “Market share - a key to profitability”. Harvard Business Review, (January-February), pp.97-106. *Callahan, T., (2003), ‘How do you know where you are going if you don’t know where you are?’ Business Credit, Vol. 105, No. 9: pp.50-54. (Course Reader) Croteau, A-M., & Li, P., (2003), ‘Critical success factors of CRM technological initiatives’, Canadian Journal of Administrative Sciences, Vol. 20, No. 1 (March): pp. 21-34. Gasking, T. (1993), Perfect Financial Ratios: All You Need to Get it Right First Time, Sydney: Century Business. Hirons, E., Simon, A.M., and Simon, C.D., (1998), ‘External customer care as a performance measure of a research and development department’, International Journal of Quality & Reliability Management, Vol. 15, No. 8/9: pp. 969-987. * Hubbard and Beamish (2011), Ch. 5. (On Reserve) *Hubbard, G., Samuel, D., Heap, S., & Cocks, G., (2007) The First X1: Winning Organisations in Australia. Milton, Queensland: John Wiley & Sons, Chs. 7, 10 & 12. (On Reserve) *Kaplan, R.S. & Norton, D.P. (2005), ‘The balanced scorecard - Measures that drive performance”, Harvard Business Review, Vol. 83, No. 7 (July/August): pp.172-181. (HBR articles are not included in the Course Reader, available on CMO) *Kaplan, R., & Norton, D., (2004), ‘Plotting success with “strategy maps”’, Optimize (February): pp. 61-65. (Course Reader) *Parmenter, D., (2003), ‘Balanced scorecard’, Accountancy Ireland, Vol. 35, No. 1: pp. 14-16. (Course Reader) Rust, R.T., Zahorik, A. & Keiningham, T. (1995), “Return on Quality (ROQ): Making service quality financially accountable”, Journal of Marketing, Vol. 59, No. 2: pp. 58-70. *Walsh, P., Lok, P., and James, M., (2006), The Measurement and Management of Strategic Change, Sydney: Pearson Prentice-Hall, Chs. 4 & 5. (On Reserve) *Weinstein, L.B., & Castellano, J.F., (2004), ‘Scorecard support’, CMA Management, Vol. 78, No. 2 (April): pp. 18-22. (Course Reader)

6. The relationship of the strategic capabilities to the success indicators

*Feuss, W.J., Harmon, J., & Wirtenberg, J., (2004), ‘Linking employees, customers and financial performance in organizations’, Cost Management, (Jan/Feb): pp. 12-22. (Course Reader) *Kumar, V., Simon, A. & Kimberley, N. (2000), ‘Strategic capabilities which lead to management consulting success”, Management Decision, Vol. 38, No. 1 & 2, pp.24-35. (Course Reader) *Simon, A. & Kumar, V. (2001), ‘Clients’ views on strategic capabilities which lead to management consulting success’, Management Decision, Vol. 39, No. 5: pp. 362-372. (Course Reader) *Simon, A., & Power, D., (2004) ‘Strategic capabilities affecting advertising agency success in Australia’, Paper presented at the third Global Conference on Business & Economics (GCBE), Amsterdam, The Netherlands, 9-11 July 2004, CD Proceedings. (Course Reader)

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ASSESSMENT MECHANISM

The purpose of assessment There are a number of reasons for having assessable tasks as part of an academic program. The assessable tasks are designed to encourage you to explore and understand the subject more fully. The fact that we grade your work provides you with an indication of how much you have achieved. Providing feedback on your work also serves as part of the learning process. The relationship of the assessment components to the learning outcomes (p. 4) All of the assessment tasks relate in some way or another to the learning objectives and educational principles

Assessment mechanism summary

Item Weight Due date Remarks

Note 1: Results may be subject to scaling and standardisation under faculty policy and are not

necessarily the sum of the component parts. Note 2: Your assessed work may also be used for quality assurance purposes, such as to assess the

level of achievement of learning outcomes as required for accreditation and audit purposes. The findings may be used to inform changes aimed at improving the quality of Business School programs. All material used for such processes will be treated as confidential, and the outcome will not affect your grade for the unit.

Assessment components Assignment 1 – Mini Group Presentations (7.5%) About 30-40 minutes including questions

Every week, starting from week 3, a mini group of students, (contingent upon numbers), will present for 20-30 minutes (plus a further 10 minutes for questions) what they deem to be up to 5 significant and/or new developments in the topic area under study. See pp. 12 – 15 for major topic areas and p. 8 for program. Provide a maximum 4 page (6 credit point students) - 5 page (8 credit point students) referenced mini paper as well as a handout of your slideshow. Topic 4 (Dynamic Capabilities) is excluded from Assignment 1.

Assignment 1 Mini Group (MG) oral presentations contingent upon class size

7.5% Ongoing for 8 weeks from Weeks 4 – Week 11

Assignment 2 Essay

15% 28 March 2011 5pm

Assignment 3 Group case study project

(27.5%) 7.5% oral, 20% written

23 & 30 May 2011 (Oral) 1 June 2011 (Written)

Final exam 50% TBA June (Actual date TBA)

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Assignment 2 - Individual Written Exercise - Essay (15%) Maximum 2400 words (6 credit point students) 3000 words (8 credit point students), Submit by 5.00pm, 28 March 2011. Dynamic capabilities determine the firm’s ability to integrate, build and reconfigure external and internal competencies to address rapidly changing environments. But this definition is simply too theoretical for Wu and thus more concrete dynamic capabilities are required to assist organisations to cope with rapidly changing environments. Discuss. Assignment 3 - Group Exercise (20% written component, 7.5% oral presentation component) To be done in groups of up to 5 students. – Maximum 2900 words (6 credit point students) 3600 words (8 credit point students) for the written component. Submit the written project on Friday 29 May by noon. Select a top notch organization or company eg., Management Consulting firm (like Accenture, Boston Consulting Group, and so on) or Apple or BHP or Leighton Holdings or Mercedes Benz or Toyota or Google or other relevant organisation, for your group case study. Assess whether it has a sound strategy for managing environmental contingencies in place (Group 1); a sound strategy for managing change in place (Group 2); sound INTERNAL strategic capabilities in place (Group 3); sound EXTERNAL strategic capabilities in place (Group 4); sound DYNAMIC capabilities in place (Group 5); a good strategy for measuring its performance (Group 6). Justify your assessment. Besides academic sources, you should also consult relevant websites, content analyse relevant documents and talk to appropriate personnel. Final Exam (50%) Written in the official examination period – 3 hour exam.

Policies on Assessment Plagiarism You must cite and list any references you use as sources of facts, wording or arguments presented in your essay and tutorial assignments. All assignments are individual assignments – whilst it is permissible to collaborate with others in researching the topic or collecting material, collaboration in the writing process is prohibited. Work that is found to be copied, either from other students or from other sources, without proper acknowledgement, will be given a mark of zero. Serious instances of plagiarism will be referred to the Dean for disciplinary action. If you are in any doubt as to how to appropriately acknowledge published sources in your assignments, then ask your tutor or the course co-ordinator for guidance.

Scaling of Final Grades In accordance with the grading policy of the Faculty of Economics & Commerce, the final grades of the whole class may be subject to adjustment or scaling (as explained).

Penalties for Late Assignments

Late assignments will be penalised at the rate of 5 marks for every day late or part thereof, such that an assignment submitted two days late and receiving an initial mark of 65% would be marked down to 55%. Saturday and Sunday each constitute one day late. No extension of the due date will be granted, other than in exceptional personal circumstances (e.g. serious illness, with accompanying medical certificate). Equipment malfunction and work commitments will not be accepted as valid reasons for late work.

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Submission of assignments Submit your assignment in an electronic format by going to the Uniprint web site www.uniprint.uwa.edu.au , then click on “Student Assignments” and follow the instructions.

Student Guild Phone: (+61 8) 6488 2295 Facsimile: (+61 8) 6488 1041 E-mail: enquiries@guild.uwa.edu.au Website: http://www.guild.uwa.edu.au

Charter of Student Rights and Responsibilities The Charter of Student Rights and Responsibilities outlines the fundamental rights and responsibilities of students who undertake their education at UWA (refer http://handbooks.uwa.edu.au/undergraduate/poliproc/policies/StudentRights ).

Appeals against academic assessment The University provides the opportunity for students to lodge an appeal against assessment results and/or progress status (refer http://www.secretariat.uwa.edu.au/home/policies/appeals ).

References

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