Mba full-time-handbook-2011-12


Published on

2011-2012 Course Handbook
Edinburgh University
MBA Programme

Published in: Education, Business
  • Be the first to comment

  • Be the first to like this

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

Mba full-time-handbook-2011-12

  1. 1. Full-Time MBAMasters Programme Handbook 2011/2012
  2. 2. DisclaimerThis handbook has been published by the University of Edinburgh Business School to giveinformation to applicants and students about the Full-Time MBA. It should be read inconjunction with the University of Edinburgh’s Code of Practice for Taught PostgraduateProgrammes. The handbook does not supersede the University regulations, and the formalrequirements for the programme are as set out in the University of Edinburgh’s annualPostgraduate Degree Regulations and Programmes of Study ( effort has been made to ensure that the information contained in the handbook wascorrect at the time of going to print. However, the handbook does not form part of any contractbetween the University and a student or applicant, and must be read in conjunction with theTerms and Conditions of Admission set out in the University of Edinburgh’s annualPostgraduate Prospectus. 2
  3. 3. TABLE OF CONTENTS1. Introduction ......................................................................................................................... 42. Your Programme................................................................................................................. 5 2.1 Aims and Objectives ..................................................................................................... 5 2.2 Programme Structure................................................................................................... 6 2.3 The MBA Capstone Project .......................................................................................... 6 2.4 Teaching and Learning ................................................................................................. 7 2.5 Assessment .................................................................................................................. 7 2.6 Plagiarism ..................................................................................................................... 9 2.8 Monitoring Student Attendance................................................................................ 13 2.9 Interruptions of Study .................................................................................................. 133 Academic Support, Facilities and Staff .............................................................................. 13 3.1 Pastoral and Academic Support and Guidance .......................................................... 13 3.2 Disabled Students ....................................................................................................... 14 3.3 Student Welfare .......................................................................................................... 15 3.4 Representation and Feedback .................................................................................... 16 3.5 Facilities ...................................................................................................................... 17Appendices ........................................................................................................................... 18 Appendix 1: Degree Programme Table............................................................................. 18 Appendix 2: Specialisations .............................................................................................. 20 Appendix 3: Coursework Marking Criteria......................................................................... 21 Appendix 4: Key Dates for Academic Year 2011/2012 ..................................................... 22 Appendix 5: MBA Career Development ............................................................................ 23 Appendix 6: Group working............................................................................................... 24 Appendix 7: Outdoor Development ................................................................................... 26 Appendix 8: Additional Learning Opportunities ................................................................. 27 3
  4. 4. 1. IntroductionWelcome to the University of Edinburgh Business School and to the Edinburgh MBAprogramme.The Edinburgh MBA provides you with a unique opportunity to develop your knowledge andskills with the help of leading academic faculty and, equally importantly, an experienced,international and culturally diverse student body. This is an opportunity which takes placewithin an environment in which mutual co-operation, learning and support provide anunderlying philosophy, all set against the backdrop of the dynamic, diverse and beautiful cityof Edinburgh.We hope that you will find your time with us both enjoyable and rewarding. We appreciatethe significant investment you are making by undertaking the Edinburgh MBA. TheProgramme has been designed to provide you with the knowledge, skills and experiences tohelp maximise the opportunities for you to realise that investment in your future career.We look forward to working with you to help you realise your full potential academically,personally and career-wise. This handbook outlines the framework within which our mutualco-operation will deliver that rewarding experience and also details the facilities of theBusiness School.Programme Director Programme ManagerDr Tony Kinder Samantha RiceUniversity of Edinburgh University of EdinburghBusiness School Business SchoolRoom 2.06 Postgraduate Office Reception29 Buccleuch Place Ground FloorEdinburgh 29 Buccleuch PlaceEH8 9JS EdinburghM: 07775 804708 EH8 9JSW: 0131 651 3858 Tel: 0131 651 5332Email: Email: Secretary Programme Co-ordinatorStuart Mallen Andrew Macaulay________University of Edinburgh University of EdinburghBusiness School Business SchoolPostgraduate Office Reception Postgraduate Office ReceptionGround Floor Ground Floor29 Buccleuch Place 29 Buccleuch PlaceEdinburgh EdinburghEH8 9JS EH8 9JSTel: 0131 650 8071 Tel: 0131 650 8072Email: Email: Programme Director (retiring) Head of SchoolDr Inger Seiferheld Professor Nick OliverUniversity of Edinburgh University of EdinburghBusiness School Business SchoolRoom GF.21 Room 4.0229 Buccleuch Place 29 Buccleuch PlaceEdinburgh EdinburghEH8 9JS EH8 9JSTel: 0131 650 3801Email: 4
  5. 5. 2. Your Programme2.1 Aims and ObjectivesThe programme aims to provide you with:− a solid grounding in the major management disciplines and concepts− tool-kits and techniques for analysing business and management issues− the skill-sets and critical thinking processes to synthesize and integrate applications− the opportunity to enhance your leadership and professional competencies in one of Europe’s ancient seats of learning− an awareness of the need for continues learningDuring your time on the Programme, you will have a considerable opportunity to gain ajoined-up overview of the whole management field, particularly through working on realworld problems in small student teams. Ultimately, the aim of the Edinburgh MBA is toassist you to progress with confidence and competence to an executive managementposition.Knowledge and understanding• Describe and critically analyse the environment in which purposeful organisations operate and the way that they are effectively managed in this environment;• Use frameworks to devise suitable plans of action for any specific purposeful organisations through analysis and integrated problem solving;• Identify global aspects and social responsibility in the management of purposeful organisationsIntellectual skills• Reflect on interpersonal skills and abilities;• Undertake independent learning and display independent thought, acknowledging the importance and limitations of their own knowledge.Careers• Your career pathway and opportunities is very important to us, as it is to you. We will ensure that in regular meetings with staff and your Director of Studies (Dr Kinder, assisted initially by Dr Seiferheld) that throughout your MBA, you focus on your career and focus on supporting and helping you in practical ways.Transferable skills• be able to communicate effectively both orally and in writing;• be able to advance reasoned and factually supported arguments in written work and oral presentation;• have acquired lifelong learning skills and personal development so as to be able to work with self-direction;• search for information using different media, e.g. internet and libraries;• have skills in time management and planning work. 5
  6. 6. 2.2 Programme StructureThe programme consists of 180 credits of taught courses studied over semester 1, 2a and 2b,plus a MBA Capstone Project worth 40 credits undertaken over the summer. Semester 1 willfocus on core courses while Semester 2a and 2b offer additional core courses and optioncourses. The Leadership Programme and the Career Track take place throughout your MBA.You will receive separate information about these offerings. The Degree Programme Table inAppendix 1 explains the timing and credit weighting for each component in the MBAprogramme. Appendix 5 offer more detail on MBA Career Development.Provided semester 1 and 2a courses are completed successfully, students progress to writinga MBA Capstone Project of approximately 10,000-14,000 words on the subject of their choicewithin the subject area.Progression will be decided at the Board of Examiners meeting at the end of the summerexam period. (See Section 2.5 for detailed progression and award rules.)• Candidates who fail to progress at this stage may be entitled to receive the Postgraduate (PG) Diploma in Business Administration.• Candidates who reach a satisfactory standard in the course work but whose MBA Capstone Project is not of a masters level may also be awarded the PG Diploma.• Candidates who reach a satisfactory standard in the course work but for good reason are not able to submit a MBA Capstone Project may be awarded the PG Diploma.2.3 The MBA Capstone ProjectThe MBA Capstone Project is your final project and provides a challenge to your ability tointegrate a wide range of material, to organise the many, often conflicting, themes thatinevitably enter into such work. Many MBA students will select to do a Business Plan,Business Report or report on an internship, though a traditional research project remains anoption. Your Director of Studies, Dr Kinder will offer you advice and help you select apersonal Capstone supervisor.The project is an extended piece of work in which students have the opportunity to study insome depth a topic largely of their own choosing, under the guidance of a supervisor. Inpractice, the subject will be chosen on the basis of the students’ own interest - we encourageMBA students to choose topics that help with career choices - the topics that staff are able tosupervise, and what is feasible given the literature and time available. The MBA Capstoneproject is significantly different from earlier assessed work by the greater depth ofcomprehension and critique demonstrated. Students are not expected to undertake theexhaustive literature review or empirical work typical of higher research degrees, such as aPhD study, though a limited amount of empirical research may be included in the preparationof the project. Rather, the MBA Capstone project provides an opportunity for students to refineand extend their grasp of particular aspects of the material introduced in the taughtcoursework, through critical and detailed engagement within a particular field of interest to thestudent.Two copies of your project must be submitted in envelopes or wallet folders (there is noneed to bind the project as that is arranged for you)For further guidelines on writing your MBA Capstone Project, including important formattinginformation and a front cover template, please visit MyBiz: 6
  7. 7. 2.4 Teaching and LearningA variety of different teaching methods are used by staff, depending upon the nature of thesubject. You should not therefore expect all subjects to be taught in the same way; some mayemphasise individual study more, some will rely on the framework of the lecture, and in othercourses you will be expected to do work outside of the direct contact time. However, you canexpect that all teaching relates theory to business practice and current issues. For us, ourstyle of learning and teaching in a problem and student-centred way differentiates us frommany other business schools.Learning takes place through attending lectures, individual reading and reflection, and groupdiscussion initiated by student presentations. From the outset, students must cultivate thestudy skills required for scholarship at an advanced level – using library and other onlinesources, effective note taking, critical analysis and writing. The University provides sometuition in these areas; in addition teaching staff generally provide feedback on seminar papersand assessed work.Students are expected to read extensively and deeply in preparation for all seminars, and toparticipate fully in group discussions. This means being familiar with and having an informedopinion on the relevant reading material before the lecture and seminar starts. It also meansbeing prepared to listen as well as to talk in the seminars.During the MBA Capstone Project stage , learning takes place on a much more individual andindependent basis. Structure and guidance is provided through meetings with a capstoneproject supervisor, and through informal discussion sessions with other students on theprogramme. Students’ and supervisors’ rights and responsibilities during the capstone projectstage are described in section 7.2 of the Code of Practice for Taught Postgraduate; the programme, discussion with staff and with others on the programme is a keyelement in student learning. The students of this programme come from a large diversity ofnational cultures with distinctly different educational traditions and may, therefore, not alwaysbe accustomed to this teaching approach. However, as the students bring with them a widevariety of perspectives and experiences, we want to take full advantage of this diversity and,therefore, we strongly encourage students to actively participate in class. Students havemuch to learn from each other, and from a shared engagement with the course andcapstone project work. Indeed, it is the quality of the students, as much as the ability of theteaching staff that determines the value of this programme.2.5 AssessmentAll assessed work is internally and externally examined. Any mark a student receives isprovisional before the meeting of the relevant Board of Examiners, which may change it ineither direction and by any amount. Further information on assessment is contained inindividual course booklets.The University’s Common Marking Scheme specifies the following descriptions of numericalcourse grades. 7
  8. 8. Mark Grade Description % 90-100 A1 An excellent performance, Satisfactory for a 80-89 A2 distinction 70-79 A3 60-69 B A very good performance A good performance, satisfactory for a masters 50-59 C degree A satisfactory performance for the PG Diploma, but 40-49* D inadequate for a Masters degree 30-39 E Marginal Fail 20-29 F Clear Fail 10-19 G Bad Fail 0-9 HPlease note that penalties are applied if work is submitted late without good reason,extensions must be agreed in advance. Students are advised to contact the relevant courseorganiser to discuss any difficulties as soon as possible.Award of PG DiplomaSuccessful completion of the taught courses, subject to the following rules, qualifiescandidates to receive the PG Diploma. A PG Diploma will be awarded if the student has 120credits (at SCQF level 11) at 40% or above and an overall 180 credits with a weightedaverage of at least 40%.Progress to MBA Capstone ProjectProgression to MBA requires:a) 120 credits (at SCQF level 11) with a mark of at least 50% in each of the courses whichmake up these creditsANDb) an overall 180 credits with a weighted average of at least 50%.When all the marks for the taught components of the programme (120 credits) are available, ifthe student has achieved PASS marks (40%) in at least 80 credits and has an overall averageof 40% or more over the full 120 credits, then they will be awarded credits on aggregate forthe failed courses.Award of MBAFor the award of MBA, a student must progress to the capstone project stage and achieve atleast 50% for the 40 credits project component.MBA with DistinctionTo be awarded the MBA with Distinction, students must have marks of: 1. At least 70% for the capstone project; and 2. A weighted average of at least 70% over the taught component.Borderlines, for both the capstone project and course average elements, are considered fordistinctions. Borderline marks are defined as marks from two percentage points belowboundary up to the boundary itself, e.g. 68.00% to 69.99% for the dissertation and for theaverage of other courses. 8
  9. 9. Further information on assessment procedures can be found in the University’s Code ofPractice for Taught Postgraduate Programmes and the Taught Assessment Regulations: PlagiarismPlagiarism is the appropriation of other people’s work by copying or even paraphrasingwithout due acknowledgement. It is considered to be a matter of serious dishonesty and willnot be tolerated by the University. The official University definition stresses the intentions arenot a critical feature of plagiarism.“Plagiarism is the act of copying or including in one’s own work, without adequateacknowledgement, intentionally or unintentionally, the work of another, for one’s own benefit.”This serves to emphasise that it is the responsibility of the student to become aware of whatplagiarism involves. The full text of the University’s policy on plagiarism and the guidance itcontains can be found at: of plagiarism detection softwareComputers may be used to detect plagiarism, whether by using something as simple as asearch engine such as Google (it is as easy for a marker to find online sources as it is foryou) or something more complex for specialized comparisons of work. Most courses will use‘Turnitin’ plagiarism detection software.‘Turnitin’ is an online service hosted at that enables institutions and staffto carry out electronic comparison of students work against electronic sources includingother students work.Further information on ‘Turnitin’ is available from Information Services: is an on-line demonstration of the system available at Further Information on Assessment ProceduresSetting and marking assessed workThe coursework and examination paper(s) that count towards the final mark for a course areset by the course organiser and lecturer(s) concerned. Course organisers must show a draftof the final, end-of-semester exam question paper to an appropriate colleague formoderation. All final exam question papers are seen in draft and approved by an ExternalExaminer. All work is marked anonymously.All assessment is also moderated; that is to say, a small sample is examined by anothercolleague to check that they agree with the level and the approach to marking. The scriptswith the lowest marks will almost always be part of this sample to ensure that the pass markis appropriate. It is important to note that all course and MBA Capstone project marks are 9
  10. 10. provisional until ratified by the Board of Examiners in June for semester 1 and 2a andOctober for semester 2b and the MBA Capstone project. The University does not allow re-sits of course assessment.The role of the External Examiner, with regard to marking, is to ensure that the marks of therelevant piece of assessment are fair across students on the course and in relation to othercourses on the programme, given the nature of the course and of the specific assignment orexam paper that was set. Their role is not to second-mark the work of students withborderline marks.MBA Capstone ProjectsAll projects are marked independently by both the project supervisor and by a secondacademic. Each marker awards a separate mark and they then agree a final mark. TheExternal Examiners see a sample of projects including any for which the internal markerscannot agree a final mark.The deadline for submission of the MBA Capstone Project is 4pm on Thursday 30 August,2012.Students will incur a penalty for late submission at a rate of five percentage points per day,unless an extension has been agreed. An extension to the deadline of up to one month ispossible in exceptional circumstances, by agreement with your adviser and the ProgrammeDirector. Requests for extensions of more than one month require, in addition, a written caseto be made to the Postgraduate Studies Committee of the College of Humanities and SocialScience (of which the School is a part). Students need to be aware that any extension incapstone project submission may cause administrative delays to their original date ofgraduation and they may incur a fee.Resubmission of MBA Capstone Project1. An MBA student may resubmit their Capstone Project if they receive a mark below 50%but not if the mark falls below 40%.2. The mark for a resubmitted Capstone Project is not capped but the University’sassessment regulations state that, for a distinction to be awarded at Masters level, a mark of70% in the Capstone Project will have to be achieved at the first attempt. Therefore, even ifa mark of 70% or above is awarded the student will not be awarded the Distinction, even ifthey otherwise meet the stated criteria.3. The student will be allowed to meet twice with the superviser; at the first meeting todiscuss the changes needed, based on the feedback provided by first and second marker,and at the second to discuss changes made. If the student has left Edinburghcommunication via telephone may stand in place of meetings. It is strongly recommendedthat communication via email is supplemented with meetings or phone calls so as not todelay the process.4. The student will be given two calendar months dated from the firstmeeting/communication with the superviser to complete the work. It is the responsibility ofthe supervisor to advice the programme office about this having taken place.5. The superviser will be allowed to comment on a maximum of 10% of the work.The rule applies to the MBA programmes only. 10
  11. 11. Board of ExaminersThe Board for the MBA degree is the committee of the School that decides students’ marks,on an anonymous basis, and recommends the award of MBA or Diploma in BusinessAdministration. The Board consists of all the lecturers on the MBA, together with at least oneExternal Examiner. For details of the 2011 - 2012 External Examiner(s), please contact thePG Office.There are two meetings of the Board each year. The first is in early June 2012, at which thesemester 1 and semester 2a marks are finalised and decisions are made about who canproceed to The MBA Capstone Project. The second is in October 2012, at which the marksfor semester 2b courses and MBA Capstone Projects are finalised and recommendationsare made about the award of MBA or Diploma in Business Administration. The graduationceremony is in late November or early December 2012.Role of External ExaminerEach course is reviewed by an External Examiner, who is a senior academic in the subjectat another UK university, appointed for a maximum of five years. The role of the external isto seek to ensure that each course, and the programme as a whole, meets the standardsthat are expected of an MBA at a UK university in terms of content and assessment. Inparticular, the External will comment on the programme content and course content, asshown in this handbook and in course booklets; comment on drafts and outline solutions ofall final exams; review assessment procedures and the marking of assessed courseworkand exams; review a sample of MBA Capstone Projects; attend meetings of the Exam Boardand comment on the proceedings; and write an annual report about the degree that is readby the Postgraduate Dean of the College of Humanities and Social Sciences, the Head ofSchool and the Programme Director.Special circumstancesExam Boards are sympathetic to students who have experienced personal difficulties thathave affected their studies or performance in assessed work. Before each meeting of theBoard there is a meeting of a Special Circumstances Committee, which is a subset of themain Exam Board, to consider students with circumstances that they wish the Board to takeinto account. The information provided by students remains confidential to the members ofthe Committee. The Committee will recommend to the Board a response to the student’scircumstances, though the recommendation will not always be to take any action.The Special Circumstances Committee and the Exam Board can only considercircumstances that they know about. It will be difficult to convince people that a case isgenuine if information is only provided after the Board has met and the results have beenannounced. Therefore, if you have circumstances that have affected your performance,either on an ongoing basis or for a specific exam or assignment, please inform yourDirector of Studies or the Programme Director in good time before the relevant ExamBoard meets. A request for illness to be considered will need to be supported by a medicalcertificate. Other types of special circumstances may also require evidence to support astudent’s case.Release of marks and performance after first semesterProvisional marks will be released via WebCT in January by the Postgraduate Office. Allstudents should be aware that these marks are subject to internal moderation and externalexamination and may be amended at the discretion of the meeting of the Board ofExaminers in June. Any student with fewer than 70 credits at PG Diploma level (40%) after 11
  12. 12. the first semester will be asked to leave the programme. It would not be possible for such astudent to pass at either MBA or PG Diploma level, were they to continue.CourseworkEach piece of coursework will have a deadline for submission. One electronic copy is to beposted on WebCT and one hard copy should be submitted to the Postgraduate Office, NOTto the course organiser. Students will lose marks for late submission at a rate of fivepercentage points per day, unless an extension has been agreed in advance with the courseorganiser and the Postgraduate Office informed.Some assignments will be done in small groups. Group work is an important part of thelearning process on the MBA, and employers value the ability to work with others. Shouldthere be any problems with the group dynamic, these should be raised by two concurringmembers of the team with the course organiser before the mid point of each course.All coursework, and the MBA Capstone Project, will be checked for plagiarism using Turnitin.Please see Section 2.6 above for a fuller statement regarding plagiarism.ExaminationsThe times and locations of exams will be available from the University Academic Registrywebsite, Please bring your studentcard with you as you have to display this in each exam. It is important to be on time forexaminations. You will not be given extra time if you arrive late at the exam room.You cannot bring any notes into an exam, in electronic or hard copy, unless the exam hasexplicitly been designated as ‘open book’. Exams are invigilated and invigilators will checkon students. A dictionary is allowed, but it will be checked. A calculator is allowed (indeed, itis essential for some subjects), but only of a type from the following list:Texas Instruments BA II Plus (including BA II Plus Professional)Hewlett Packard 12C (including HP 12C Platinum)Casio fx85 (any version, e.g. fx85WA, fx85MS)Casio fx83 (any version, e.g. fx83ES)Casio fx82 (any version)Sharp EL-531 (any version e.g. EL-531W, EL-W531)The restriction to calculators on the list is intended to prevent unauthorised access tomaterial in examinations that could give an advantage to the student.Return of coursework and inspection of exam scriptsYou will be provided with feedback by means of a feedback form for all of your coursework.Coursework and exam scripts cannot be taken away by students. If you wish to inspect amarked piece of coursework or an exam script, please consult your Programme Secretary toarrange a time.AppealsStudents have the right of appeal against the decisions of Board of Examiners on specificgrounds, which are set out in the University’s Appeal 12
  13. 13. Further informationFor information on assessment procedures please refer to the University’s Code of Practicefor Taught Postgraduate Courses and Postgraduate (Taught) Assessment Regulations, bothavailable at Monitoring Student AttendanceThe Legislation passed recently by the UK Government relating to Points-Based Immigrationrequires all universities to monitor the attendance of their international students. The Collegeof Humanities and Social Science intends to meet this duty by monitoring the attendance ofall our students, as this will give us a positive opportunity to identify and help all studentswho might be having problems of one kind or another, or who might need more support. Inthe Business School, this duty will be fulfilled by closely monitoring coursework submissionand examination attendance. This reinforces the importance of letting the ProgrammeSecretary know immediately if there is a problem preventing the completion of anassignment or attendance at an examination.To find out more about how we are doing this and how it will affect you, please read theGuidance for Students at My Study section on Interruptions of StudyThe UKBA regulations on students requiring UK visas impact concessions as follows:− If an Interruption of Studies (IoS) is 60 days or more then the University must temporarily terminate its visa sponsorship unless it is sure it can continue to fulfil its visa sponsor duties (In practice, there are very few scenarios under which the University would be able to continue to meet its sponsor duties for a student on IoS for 60 days or more, so the presumption would be to terminate sponsorship).− For those IoS less than 60 days or where the University can continue to meet its sponsor duties, it can continue to sponsor students.3 Academic Support, Facilities and Staff3.1 Pastoral and Academic Support and GuidanceThe Programme Director is responsible for the academic content and development of theMBA programme, including admissions, coordinating teaching, examinations, programmeevaluation and curriculum development. Dr Kinder is also Director of Studies to all students onthe programme: he will meet with you frequently and operates an open door policy. ThePostgraduate Office is responsible for the administration of the programme, facilitating yourorientation and smooth progression through the degree.Your Director of Studies (DoS), Dr Kinder, who acts as your first line of pastoral support andadvice for any other scholarly or personal issues which may arise whilst on the Programme.He can advise you on how to seek concessions through the Special CircumstancesCommittee (Section 1.4), explain the procedure for submitting Appeals (Section 1.4),facilitate contact to Student Counselling etc. Some areas we are for legal reasons notallowed to advise on e.g. visas, but we can then point you in the right direction. 13
  14. 14. It is very important that you keep Dr Kinder informed of your progress and of any difficultiesyou encounter or anticipate. It is your responsibility to inform him immediately of anyproblems or personal circumstances, including a medical condition, which may affectperformance in any form of assessment, or in any other way, during the period of study. Inthe case of a medical condition, a medical certificate will be required if formal allowance is tobe made for the condition (for example, interruption of studies or extension).Academic problems or complaints should be conveyed first to the course organiser/capstone project supervisor. Should these not be resolved at this level appeal may be made(in this order) to the Programme Director (Tony Kinder), the School’s Director of PGTProgrammes (Professor Dave Marshall), the Head of School (Professor Nick Oliver), and theCollege Postgraduate Dean. Note that Appendix IV of Code of Practice for TaughtPostgraduate Programmes offers a list of other sources of academic and pastoral support.Employment during the programmeThe degree is designed to be a demanding full-time programme of study. You will seriouslycompromise your performance if you undertake part-time employment. In practice very fewof our students have part-time jobs of more than a few hours a week. It is possible toundertake an internship during the summer months, but you will be expected to apply for aninterruption of studies and submit your MBA Capstone Project later. If you do choose towork, please check your Visa regulations prior to working within the United Kingdom.Interruption of studiesIt is possible in exceptional circumstances for you to interrupt your studies and to re-start theprogramme at a future date. Please see Dr Kinder if you want to discuss a possibleinterruption of your studies. Please also see section 2.9 above.3.2 Disabled StudentsThe University of Edinburgh is committed to a policy of equal opportunities for disabled staffand students and aims to create an environment which enables disabled people toparticipate fully in the mainstream of University life. The University of Edinburgh BusinessSchool welcomes disabled students (including those with specific learning difficulties such asdyslexia) and is working to make all our courses accessible. Although teaching practicewithin the School reflects a variety of approaches adopted by individual staff members,meeting the particular needs of disabled students is prioritised within this diversity ofapproach.The School encourages disabled students to discuss, in confidence, any appropriaterequirements or adjustments with an appropriate member of staff and to do this as early aspossible so that your needs may be considered and responded to. This process involvesmeeting a Supervisor from University’s Disability Office, which can be arranged at any timeby direct contact with the Disability Office. A Supervisor will be happy to meet you and candiscuss possible adjustments and specific examination arrangements with you, assist youwith an application for Disabled Students’ Allowance, give you information about availabletechnology and personal assistance such as note takers, proof readers or dyslexia tutors,and prepare a Learning Profile for your School which outlines recommended adjustments.You will be expected to provide the Disability Office with evidence of disability or specificlearning difficulty - either a letter from your GP or specialist, or for dyslexia or dyspraxia. Thisevidence must be a recent Chartered Educational Psychologists assessment. If you do nothave this, the Disability Office can put you in touch with an independent EducationalPsychologist. 14
  15. 15. Please note that once your Learning Profile has been prepared by the Student DisabilityService it will be used by the School to determine the adjustments applied to each coursethat you have registered for. This allows adjustments to be communicated directly to courseorganisers and eliminates any need for you to discuss the same issues with multiplemembers of staff.The University of Edinburgh Business School will keep the needs of disabled students underregular review, and welcomes feedback from students as to the suitability of our provision ofteaching and learning services to meet their particular needs.For general information on the University’s support for disabled students and preparation ofa Learning Profile please contact the Student Disability Service:Student Disability ServiceThe University of EdinburghThird FloorThe Main Library BuildingGeorge SquareEdinburghEH8 9LJTelephone: 0131 650 6828Email: information on how the adjustments are implemented within the Business School, or toprovide feedback on the suitability of our provisions, please contact:Lorraine EdgarCoordinator of Adjustments29 Buccleuch PlaceEDINBURGHEH8 9JSTel: 0131 650 3828Email: are a number of other staff with whom you might usefully discuss your requirementsas this might have an impact on your course preferences. Key points in the academic yearwhen such a discussion might take place are, for example, with your Director of Studies atthe beginning of the academic year, or with a Course Organiser at the time of option coursesign-ups. In all cases, the School recommends that you have these discussions as early aspossible.3.3 Student WelfareThere is a Student Counselling Service where any student may consult a studentcounsellor. All counsellors are professionally trained and are experienced in dealing with awide range of problems. The service is entirely confidential and no information will be givento anyone without your consent. The address of the Counselling Service is;Student Counselling ServiceThe University of EdinburghThird FloorThe Main Library BuildingGeorge Square 15
  16. 16. EdinburghEH8 9LJTel: 0131 650 4170Fax: 0131 651 1359Email: are required to register with a GP while you are in Edinburgh.The University Health Service is at;Richard Verney Health Centre6 Bristo SquareEdinburgh EH8 9ALTel: 0131 650 2777Fax: 0131 66 21813The EUSA Advice Place is an impartial, accessible, free, confidential advisory service for allUniversity of Edinburgh students. The service advises independently of the University ofEdinburgh or any other organisation or authority and is delivered by professional advisorystaff, trained to provide both generalist advice and advice in individual specialist areas ofexpertise. Advice is offered on a walk-in basis at either of our offices or, by appointment formore specialist areas such as welfare benefits, academic issues and immigration.Potterrow Advice PlaceBristo SquareTel: 0131 650 9225Email: Careers Service is at;The University of EdinburghThird FloorThe Main Library BuildingGeorge SquareEdinburghEH8 9LJTel; 0131 650 4670Fax 0131 650 4479Email can also see the MyBiz student portal ‘My Future’ pages for more Careers informationrelated to your MBA programme. School offers specialist and personalised careers advice, details of which will emergeearly in your time with us.3.4 Representation and FeedbackStudent feedback and evaluation is a valued input to curriculum and programme developmentat the University of Edinburgh. Formally, students are asked to complete an evaluation formon each course they take, and course representatives attend the staff-student meetings (oneper semester). Representatives are also welcome to participate in the Edinburgh UniversityStudents’ Association.A Staff-Student Liaison Committee for the MBA takes place each semester. For furtherinformation on these, please see relevant pages on MyBiz: 16
  17. 17. Students’ Association website can be found here; FacilitiesFor further information on the facilities available in the Business School buildings, includinglecture theatres, computer labs, syndicate rooms and The Hub, please see relevant pageson MyBiz: Please note that use of all computing facilities must be in line with the University’sComputing Regulations, particular please be aware that while private use is allowed, as a privilege and not a right,if abused it will be treated as a breach of these Regulations. Downloading and storage ofstreaming-media e.g. films, music etc, is both monitored and classed as “unacceptable use”.Email CommunicationWhen you join the University you will get a University of Edinburgh (UoE) e-mail account andaddress which will be used for a variety of essential communications. You must access andmanage this account regularly as the University will send you vital information from time totime, for example on exam arrangements, and will assume that you have opened and actedon these communications. Failure to do so will not be an acceptable excuse or groundfor appeal.If you already have a web-based e-mail account and think that you are unlikely to check yourUoE e-mail account, it is your responsibility to set up a forward on the UoE account to ensurethat all official University communications are received. There are on-screen instructions if youwish to do so – please see one or more of your courses use WebCT email, Wikis, chat-rooms or ePortfolios, you willneed to ensure that you either check both the WebCT email account and the UoE emailaccount in order to be sure to receive urgent and critical items of email, or alternatively youcould set up forwards on the WebCT account to your UoE email account so that you haveonly one place to check for important email. Information about forwarding WebCT mail can befound at: 17
  18. 18. AppendicesAppendix 1: Degree Programme TableFor the purposes of assessment, the courses and capstone project each has a weightingdesignated as a number of credit points. The total number of credit points is 220. Thecourses in the taught component total 180 credits and the MBA Capstone Project has aweighting of 40 credits. Semester CreditsCompulsory courses:Accounting 1 10Business Ethics 1 10Business Simulation 1 10Career Track 1 & 2a 0Finance 1 10Leadership Programme 1 & 2a 0Macroeconomics 1 10Marketing 1 10Operations Management 1 10Organisational Behaviour 1 10Strategic Management 1 10Corporate Strategy 2a 10Decision Analytics 2a 10Critical Enquiry for business:doing and using research management 2a 0Consultancy Project 2a & 2b 10Leadership and High Performance Teams 2b 10MBA Capstone Project 40Elective CoursesBusiness Finance 2a 10Business Law 2a 10Carbon Accounting 2a 10Consuming and Communicating Brands 2a 10Developing Inclusive Business Strategies 2a 10Economics of Strategy 2a 10Emission Reduction Project Development 2a 10Entrepreneurial Growth for the Family Business 2a 10Family Business Management 2a 10Financial Analysis 2a 10The Entrepreneurial Manager 2a 10Green Entrepreneurship 2a 10International Business 2a 10Investment and Securities Markets 2a 10Investment in a Low Carbon Economy 2a 10Management Consultancy 2a 10Management of R & D and Product Innovation 2a 10 18
  19. 19. Negotiations 2a 10Project Management 2a 10Strategic Human Resources and the New Economics of Personnel 2a 10Business Coaching 2b 10Business to Business Marketing 2b 10Global Strategy 2b 10Lean Business 2b 10Planning, Budgeting and Control 2b 10New Venture Creation and the Entrepreneurial Process 2b 10Takeovers and Mergers 2b 10Work Psychology 2b 10Not all elective courses may run in any one year. 19
  20. 20. Appendix 2: SpecialisationsSpecialisations are available in the MBA Programme which lead to the University ofEdinburgh Business School Certificate in Finance, Carbon Management, Entrepreneurship &Family Business, or Strategy. Such specialisations must be agreed in advance with theProgramme Director. In order to achieve the certificate you must take at least two courses inSemester 2 from the specific specialisation track and in addition prepare your MBACapstone Project within the topic area. Courses in each track will be provided at the time ofselecting options in October 2011. We hope that students will choose career paths earlyand use the Consultancy and Capstone Projects to strengthen networks, leading toemployment opportunities. Additionally, once we know any specialisation, we can link youdirectly with useful people from our 5,000 alumni database and lists of business contacts. 20
  21. 21. Appendix 3: Coursework Marking CriteriaGeneral descriptors for marking scheme80-100% (A) Work of exceptional, that is, publishable quality, based on a comprehensive knowledge of the topic, producing an analysis of such originality as to potentially change conventional understanding of the subject treated.75-79% (A) Outstanding work which delivers insights and depth of analysis that are illuminating and challenging for the markers. It will be thoroughly documented and show convincing evidence of command of the relevant literature.70-74% (A) Significantly and consistently above the average for post-graduate work. Effectively and convincingly argued, with a high scholarly standard of presentation, and showing a critical awareness of conflicting theories and evidence.60-69% (B) Work of high quality, sometimes above average, displaying substantial if not comprehensive knowledge and understanding of the topic. Shows a critical awareness of the sources used and clear understanding of the concepts and theories relating to the topic.50-59% (C) Work which shows solid knowledge of the topic but where there may be significant gaps. Satisfactory though improvable in its presentation. The argument may occasionally be unclear or sometimes not quite convincing in its use of evidence. Satisfactory to proceed to the masters degree.40-49% (D) Work which shows some knowledge of the topic and sources but the handling of evidence in relation to the argument is likely to raise doubts. Not adequate to the topic, though not fundamentally flawed. Satisfactory for PG Diploma.0-39% (E) Flawed in its understanding of the topic, showing poor awareness of the sources, and in general unconvincing in its approach and grasp of the issues. Not of a standard appropriate to a graduate with a good honours degree. 21
  22. 22. Appendix 4: Key Dates for Academic Year 2011/2012Semester 1: Monday 12 September – Friday 16 December 2011The semester opens with the Induction Programme, 12 – 16 September, which is an integralpart of the Semester – attendance at some sessions is mandatory.Block 1 Teaching: Monday 19 September – Friday 14 OctoberLatest date which students can join a MBA programme: Monday 26 September(first day of Week 2)Revision/Assessment/Examination Week: 17-21 OctoberLeadership Programme: 24-28 OctoberBlock 2 Teaching: Monday 31 October – Friday 25 NovemberRevision/Assessment/Examination Week: 28 November – 2 DecemberBusiness Simulation: 5-9 December.Please note that the School is closed from 1300 on Friday 23 December 2011 (provisionaldate) until 0900 Wednesday 4 January 2012. Firm details about this closure period will becirculated closer to the date.Please note that you should not plan to leave on or before 16 December 2011 asassessment may be scheduled on this date.Semester 2a: Monday 16 January – Friday 6 April 2012The School reopens on 4 January and courses begin on 16 January.Semester 2a Teaching: Monday 16 January – Friday 30 March.Latest date which MBA students can register for a different optional course:Friday 20 January (last day of Week 1)Semester 2a Examination period: Monday 19 March – Friday 6 April 2012Semester 2b: Monday 16 April – Thursday 21 JuneMBA Capstone Project submission: 30 August 2012From 22 June you will be free to concentrate on your MBA Capstone Project. The Project is tobe submitted by 4pm on Thursday 30th August, 2012.Meeting of Exam Board: Early June & Mid October 2012Graduation Ceremony: November/December 2012 22
  23. 23. Appendix 5: MBA Career DevelopmentJust as you probably do, we see the MBA as a means to achieving your goals. Whilst wecannot find a job for you – no MBA programme can -, we will do everything we can toprovide you with the support you need to manage your career and achieve your aspirations,both during and after your MBA studies. Our chief approach to this is through networking –networking, and connecting with other people, is the NUMBER ONE way for MBA graduatesto secure a job.We will encourage you to focus your MBA on your future career and we will help you do sovia MBA Careers Development. As you will have noticed, this support began even beforeyou arrived here via the Career Survey. Other activities will follow and have been timetabledin both semesters. You will receive a separate programme for MBA Career Development.Some events have been prepared already and others will be developed as we gather inputfrom you.Some of the activities in the Leadership Programme and MBA Career Development willoverlap and you will probably find that Leadership Programme activities will inform yourcareer thinking and vice versa. There will be opportunities to network with business leadersat a number of guest practitioner talks, company presentations and other events throughoutthe year. Many of these talks are open to the wider business community. In addition to theindustry sector talks by alumni, there will be opportunities to network with alumni at eveningevents as well as on an individual basis, subject to your needs. Our Alumni Manager willhelp you connect with former MBA students who work in the careers or industries that youare interested in – people who can offer advice or share their experiences. Information onhow to contact alumni will be given out by the Alumni Manager in week 1.All in all, MBA Career Development will offer you vast opportunity to gain insight, networkand connect with people who may be instrumental in securing your first job after the MBA. 23
  24. 24. Appendix 6: Group workingThe University of Edinburgh Business School expects you to be ethical, professional and fairin your dealings with other students, staff, visitors and corporate contacts. We expect you tobe supportive, to respect other people’s views, display tolerance and understanding. Inparticular, in relation to interaction with external contacts we ask you to rememberthat you are an ambassador for your school - your dealings with these people willaffect the image of the school. Therefore, allow two weeks as a reasonable timeframe formaking contact.Group WorkingA major aspect of the programme is teamwork and the presentation of your groupsconclusions. We would like to pass on some advice from past MBA students, in Edinburghand abroad. Working in international groups is a major skill development.▪ Be on time for group meetings. Being late suggests lack of respect for other peoplestime, so do not be late for group meetings unless you have a good explanation.▪ Come to meetings prepared. Every group member has a duty to be well prepared forgroup meetings, bringing with them the work that has been agreed previously. Study theassignment or the case study in detail even before the first group meeting and bring to thatfirst meeting your answers to the questions.▪ Plan ahead. Things often take a lot longer in the group because you need to discuss withthe other group members what to do and how to do it.▪ Get out of your comfort zone. It is easy to focus on your strengths but does this give youthe challenge you came for?▪ You do not need to like all group members. You have to respect them and, even if youdo not get on with them on a personal level, you still have a job to do.▪ Be clear about who will do what. When divvying up work first discuss what each sectionshould include and maybe how to do it. Make sure the each group member understandswhat he or she is responsible for.▪ Deal with free-riders. Do not ignore the problem. Attempt to solve the problem in thegroup but call in School staff if needed. Remember that some may have been forced into afree-rider role by the group.▪ Encourage quiet group members to speak up. If someone is quiet then it is up to therest of the group to make sure that this person is heard. Remember – in many cultures it isrude to keep pushing your own argument and maybe the quiet group members just workaccording to their own culture, which may be just as right as your culture.▪ Learn when to take a step back. If all group members want to take charge then it isdifficult to get something done. Learn when you should step back and let someone else takecharge.▪ Do not be afraid to disagree. Often, the most well-informed work is a product ofdisagreements. If a conflict arises, make sure it doesn’t turn personal.▪ Have empathy. There are times when you will have to pick up the slack for other groupmembers. You may need that yourself some day. 24
  25. 25. It is possible for you to sit back and let the more energetic and hard driving team membersdo all the work but you will lose an important opportunity to practise your managerial skills ina context in which there are no losers. And if you do this continuously you may gain thereputation for being a free-rider and end up being unpopular with the whole class.Equally, groups should be aware of not marginalising group members who take more time towork out their proposals, or group members who may, for cultural reasons, be uncomfortableabout entering into heated discussions. The person who shouts the loudest, or comes upwith a solution the fastest is not necessarily right. Also, in some cultures people who areconsiderate and moderately spoken earn more respect than fast-talking, agitated groupmembers. Therefore, it is important that your group works out how to respect and value eachmember’s contributions.Please note that it is the responsibility of each group to handle internal team conflict in aconstructive and responsible manner. 25
  26. 26. Appendix 7: Outdoor DevelopmentWe offer a series of outdoor development weekends at the University’s outdoor centre –Firbush at Loch Tay in the Highlands. Weekends are attended by students on all MBAprogrammes. The programmes are designed to accommodate all levels of ability and activityso no one should be worried about participating. Activities will vary depending upon theweather.All specialist equipment and clothing will be provided as required as will transport to/fromEdinburgh. Accommodation is in 4 bedded rooms, on a full board basis (packed lunchincluded). A dining room, bar and lounge area are available at the centre.The experience of students who go on these weekends is very positive and enthusiastic. Weknow from previous occasions that some people will be reluctant to go on the first weekend,and spaces will be available because of this. When those who do go on the first weekendreturn and describe their experiences, there is a rush to sign up for subsequent weekends,and spaces are not always available then. Please take the chance when it is open to you Asthere are limited places on each week-end session, we do expect your commitment if yousign up to go.Each Firbush weekend can accommodate 28 attendees. Students may attend a maximum of2 weekends during their MBA studies. Places will be assigned on a first-come first-servedbasis, so if you can make it to the first weekend, please book early. The weekends for2011/12 are as follows:− 14-16 Oct 2011− 4-6 May 2012− 8-10 June 2012CostsIf you wish to attend any of the weekends, please complete the form on and submit it to the Post Graduate Team office. If you wish optionalpersonal accident insurance, there is a charge of around £3.50 per participant (payable tothe University of Edinburgh). A list of names will go on MyBiz confirming whether (a) youhave a place or (b) you are on the waiting list. Detailed information regarding the weekendswill be sent to you closer to the date(s) on which you are booked.Key pointsIssue ActionAccommodation Accommodation and all meals are provided. Please inform us of any allergies you may have or if you have any dietary restrictions.Equipment All specialist equipment is providedTravel Travel is provided at no extra cost. Details of all your travel and accommodation arrangements will be confirmed when you make a booking. 26
  27. 27. Appendix 8: Additional Learning OpportunitiesTeam MBAOrganised by GMAC (Graduate Management Admission Council), why not participate inTeam MBA and help an identified charity, build houses, raise money for research or providefood for those in need? Check the Team MBA website. The School can help you getorganised. is possible to undertake an internship in relation to your MBA. You can only undertake thisafter you have completed the coursework element so a realistic start time for an internshipwould be 1st July and for a maximum of two months. Undertaking such an internshiprequires discipline and we strongly recommend that you apply for an Interruption of Studiesduring your internship period. This will work as a stop-the-clock exercise and will not takeaway time from your MBA Capstone Project. If you are considering an internship you shouldconsult both the Careers Manager and your Programme Director. Your Programme Directorwill advise you on how to apply for an Interruption of Studies. You should be aware thatundertaking an internship is most likely to affect your Graduation date.Visiting Speakers and other Networking FunctionsThese will be scheduled in Semester 1 and 2a and we would ask all of you to make everyeffort to attend these sessions. It is a great opportunity for networking and job hunting. Inaddition, it reflects badly on the Business School if senior executives make the effort to findtime in their busy schedules to give talks here and find only a handful of students attend.Speakers are often chosen for their relevance to the core and option courses and aretherefore a source of useful information that can be used for assignments and exams. Thespeakers can also be useful from a networking point of view. Visiting speakers are often alsoinvited to Option classes, and where appropriate, these will be advertised so that studentsnot taking that course may attend.SeminarsYou are all members of a specialist community during your time on the Programme, and youcan derive much benefit by participating in its scholarly meetings. Please see MyBiz forinformation on seminars and talks which are not part of the MBA programme but which maybe of interest to MBA students.Exclusive MBA intensive language classesDuring your MBA you may want to take one of our exclusive MBA intensive languageclasses in Arabic, French, Mandarin or Spanish, offered by "Language Service for Business"(LSBI) at the University of Edinburgh. We have been able to negotiate a special price for youof only £25 to attend these intensive business focussed language classes.All classes take place in Semester 2a and please note that you can take only one of theseclasses. For pedagogic reasons, a group will be a minimum of 4 students and a maximum of16 students.Sign-up for these language classes will be at the same time you sign up for your semester2a courses (date to be confirmed) and you must pay your fee directly to LSBI before 30 27
  28. 28. November, otherwise you will be deleted from the list. LSBI will arrange timing of the classesand if your chosen language collides with one of the MBA course that you have chosen youwill be refunded the £25, unless you want to transfer to another course. Please note that arefund will not be possible if you simply change your mind. 28