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KEELE MANAGEMENT SCHOOL PROGRAMME SPECIFICATION

SINGLE HONOURS PROGRAMME IN MANAGEMENT

The programme specification is the definitive document summarising the structure and content of your degree programme. It is reviewed and updated every year as part of Keele’s Curriculum Annual Review and Development process. The document aims to clarify to potential and current students what you can expect from the study of the subject over the course of your programme.

Name of programme: Single Honours Management

Name of award: BA (Hons) Management

Mode of study – full time or part time: Full Time

Single Honours/Dual Honours/Major-minor: Single Honours

Framework of Higher Education Qualification (FHEQ) level of final award:

6

Duration of programme: Three Years

Details of professional, statutory and regulatory body (PSRB) (If appropriate):

N/A

External Examiner(s) names: Professor Ruth Simpson, Brunel University

The Philosophy of the Programme

Management is an established subject in the Social Sciences providing both coherent overviews and intellectual challenges to the analysis of business and management. The subject engages with many other principal subjects at Keele, including economics, finance, human geography, law, politics and psychology. A feature of the programme and its pathways is the encouragement to students to think critically about what they learn, challenge received wisdom, and to think for themselves about the validity of the theories to which they are exposed and to seek evidence to support or refute them. Taking a Single Honours Course in Management does not mean a narrow disciplinary focus. While the Single Honours award focuses entirely on Management and its related disciplines, the programme remains multi-disciplinary. Management at Keele takes a critical and historical

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perspective on what goes on in organisations from the standpoint of both managers and employees, alongside a thorough exploration of fundamental business skills and knowledge.

Management at Keele

The Single Honours Management programme is delivered by Keele Management School and draws upon the expertise of staff from across the School. The programme encompasses the study of organizations and their operations and strategies, and employees and their interrelationship with organizations. Students are accordingly exposed to concepts and debates in organizational behaviour, accounting, marketing, and human resource management and embrace the full range of managerial decision-making behaviour across the private and public sectors. The programme is academically rigorous, and delivered in a supportive and challenging learning environment that provides sound foundations that enable students to acquire a range of skills that are highly relevant for either subsequent business-related careers or further study. By enabling individuals to work with both real-life business problems as well as those of an academic nature, the Management degree programme provides a variety of experiences and challenges to help individuals develop the knowledge, skills, self-confidence and self-awareness to pursue their future goals.

Aims of the Programme

The aims of the programme are to enable students to:

• Become familiar with the main structures and functions of organisations and the markets in whichthey operate and evaluate how they respond to external developments

• Reflect critically on management practice

• Develop an understanding of the ways in which organisations operate, the role of the changingexternal and internal environment and the role of management in organisational activity

• Develop the capability to undertake and report on their own research using relevant concepts andmethods in management in a well-balanced and concise manner, exercising appropriate levels ofscholarship

• Acquire knowledge and skills that enable them to develop independence and self-confidence intheir work and the ability to cooperate with colleagues

What students will learn

What students on the Programme will know, understand and be able to do can be described under three main headings:

• Subject knowledge and understanding

• Subject specific skills

• Key or transferable skills (including employability skills).

Students who complete all three years of the Programme and graduate with a BA (Hons) in Management will able to:

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Subject knowledge and understanding

• Demonstrate knowledge and understanding of organisations, the external environment inwhich they operate and how they are managed

• Demonstrate knowledge and understanding of markets and the agents that operate in markets,including the organisations and the people they employ, their operations, business policy andstrategies

• Demonstrate knowledge and understanding of issues affecting the business environment suchas globalisation, innovation, corporate social responsibility and diversity

Subject-specific skills

• Utilize a variety of theories to analyse developments in the management of organisations• Utilise a variety of methods of communicating ideas in management including graphical, poster-

based, and essay exposition• Apply logical reasoning based on knowledge of management to a variety of theoretical and

applied topics• Organise, present and analyse data using an appropriate methodology to draw inference• Frame a research problem, deciding upon the factors that may be considered fixed for the

purpose of the problem at hand

Key or transferable skills

• Communicate using a variety of medium to a range of audiences• Work effectively both as an individual and as part of a group or a team, recognising and

respecting the viewpoints of others• Work effectively with information technology• Demonstrate effective skills in problem-solving• Demonstrate and sustain effective approaches to learning and study, including time

management, flexibility, creativity and intellectual integrity

Keele Graduate attributes

Engagement with this programme will enable you to develop your intellectual, personal and professional capabilities. At Keele, we call these our ten Graduate Attributes and they include independent thinking, synthesizing information, creative problem solving, communicating clearly, and appreciating the social, environmental and global implications of your studies and activities. Our educational programme and learning environment is designed to help you to become a well-rounded graduate who is capable of making a positive and valued contribution in a complex and rapidly changing world, whichever spheres of life you engage in after your studies are completed.

We hope that through full engagement with the single honours course students will be able to develop a range of attributes or skills that not only set them apart from other Management graduates but that stay with them for the rest of their working lives. These attributes include:

1) An open and questioning approach to ideas; curiosity, independence of thought and the abilityto appreciate the historical, sociological, political and economic contexts of Management.

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2) An appreciation of the development and value of ideas within Management scholarship andpractice; their contexts, the links between Management and other disciplines, and theprovisional and dynamic nature of theoretical advances in this field of research.

3) The ability to gather, evaluate and synthesise large amounts of frequently conflictinginformation, ideas and data relevant to the study of Management.

4) The ability to solve current problems in Management by applying a range of different theories,creative approaches and techniques, and to develop the judgement skills to choose betweenthem.

5) The capability to act as responsible managers and to perform leadership roles in developingsustainable and socially responsible organisations.

6) The ability to communicate clearly and effectively about Management issues in written andverbal forms for different purposes and to a variety of audiences.

7) The knowledge, skills, self-confidence and self-awareness to actively pursue future goals,whether they be Management-related or not.

8) The ability and motivation to participate responsibly and collaboratively as an active citizen inthe communities in which they live and work.

9) A professional and reflective approach; qualities of leadership, responsibility, personal integrity,empathy, care and respect for others, accountability and self-regulation.

10) The flexibility to thrive in rapidly changing and uncertain external environments and to updateskills and knowledge as circumstances require.

Please refer to the programme webpages for a statement of how you can achieve the Keele Graduate Attributes through full engagement in the programme and other educational opportunities at Keele.

How the Programme is taught

Learning and teaching methods used on the Programme vary according to the subject matter and level of the module. They include the following:

• Traditional lectures where the lecturer provides students with a framework for reading andindependent study.

• Tutorials and seminars in groups of up to 20 students where key issues can be explored anddiscussed in more depth. Students are expected to play a full part, and often, to lead thesediscussions. Some tutorials and seminars consist largely of student presentations and many arebased on the application of ideas to case studies drawn from the media and research.

• Independent study based on directed reading from text books, research monographs, andacademic journals.

• Web-based learning using the University’s virtual learning environment, KLE. The KLE is used togive students easy access to a wide-range of resources and research tools, and as a platform foronline discussions, quizzes and blogs.

• Independent research supervised and supported by a member of staff.

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Apart from these formal activities, students are also provided with regular opportunities to talk through particular areas of difficulty, and any individual learning needs they may have, with their module, seminar and tutorial group leaders on a one-to-one basis.

These learning and teaching methods enable students to achieve the learning outcomes of the programme in a variety of ways. For example:

• Lectures and independent study allow students to gain a systematic understanding of business management and how its methods of analysis may be used to investigate a variety of contemporary social problems.

• Seminars, tutorials and online discussions provide opportunities for students to ask questions about, and suggest answers to issues and problems in a responsible way, and to present their own ideas to members of staff and other students using an appropriate medium of communication.

• Seminars, tutorials and web-based activities encourage students to reflect on their own learning and take responsibility for its development by addressing areas of difficulty, perhaps by discussing them with their fellow students or by getting additional help from a member of staff.

• Undertaking a research dissertation with the support of an experienced and active researcher allows students to formulate relevant research questions and devise a feasible and methodologically sound strategy for answering them.

Teaching staff

The Management Single Honours degree is taught by Keele Management School, comprising nine professors, seven senior lecturers, and 27 lecturers. The School maintains a strong commitment to excellence and innovation in teaching and research. All permanent staff have PhDs or other higher degrees in their subject area. All the part-time lecturers have higher degrees or professional qualifications. As members of the Research Institute for Public Policy and Management, staff actively-engage in research which is published in leading international journals. All staff members engage with continuing professional development as academic teachers. All established staff have substantial teaching experience and/or formal teaching qualifications. All probationary appointments receive an intensive training programme on Teaching in Higher Education.

Surname Forename Academic Qualification Teaching Qualification

Ali Dr Bahar PhD in Business and Management, Nottingham

MA in Development Studies, East Anglia

MA in Philosophy from the Government College Lahore (Pakistan)

Audzeyeva Dr Alena PhD in Finance Leeds

MBA in Finance Leeds

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Bell Prof Emma PhD, Manchester Metropolitan

MA in Post-Compulsory (Higher) Education, Warwick

BA Information and Library Management, Manchester Metropolitan

Brannan Dr Matthew PhD Wolverhampton Postgraduate Certificate in Learning and Teaching in Higher Education, Keele

Cao Dr Xuebing PhD HRM and Industrial Relations, Keele

MA HRM and Industrial Relations, Keele

BA Renmin University (China)

Postgraduate Certificate in Learning and Teaching in Higher Education, Keele

Dawson Dr Tricia PhD in HRM, Keele

MA in Industrial Relations, Keele

Foster Dr Clare PhD Business & Management, Nottingham

PG Certificate Social Science Research Methods , Sheffield Hallam

BA Tourism, Derby

One module on the MA higher education (Westminster), full teaching qualification pending.

French Dr Steve PhD, Birmingham

MA, East Anglia

BA, East Anglia

Higher Education Postgraduate Teaching Certificate, Keele

Halfaya Dr Akrum PhD Accounting, Aberdeen

MRes Accounting (with Distinction), Aberdeen

Postgraduate Diploma- Pre-Master Degree Courses, Alexandria University, Egypt

B.Com in Accounting , Alexandria University, Egypt

Learning & Teaching Programme in Higher Education (PG Cert HE) for Postgraduates and Postdoctoral Staff, Aberdeen

Hamilton Dr Lindsay PhD Management, Keele

MA Victorian Studies , Keele

BA (Hons) Religious Studies, Lancaster

PG Cert. in Teaching and Learning in Higher Education, Keele

Hughes Dr Nia PhD, Lancaster University

MSc Marketing, Salford

BA Business Studies, North Staffordshire

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Johnson Phil BA in European Studies, East Anglia

UG Certificate in French Language, East Anglia

MSc in Transport and Warehousing, Cranfield

PG Certificate in Learning and Teaching in Higher Education, Keele.

Kelemen Prof Miheala PhD Economics, Keele

MA Economics for Business Analysis, Staffordshire

BA in Economics, Staffordshire

PG Cert in Teaching & Learning in Higher Education, Keele

Kerfoot Dr Deborah PhD, Manchester

BA Political Science , CNAA

Koskina Dr Aikaterini PhD in HRM and Industrial Relations, Keele

undergraduate degree (BA-Hons) and four postgraduate degrees (MA, MRes, PgC, MSc) from various British universities, including UMIST and Keele University

Legrenzi Dr Gabriella PhD, Milan

MSc, Warwick

MA, Warwick)

LLB, Milan

Teaching and learning equivalent qualification, Milan

Mangan Dr Anita PhD, Keele

MBS in eCommerce, University College Dublin

MA in Criticism and Theory, Exeter

BA, University College Dublin

PG Certificate in Teaching & Learning in Higher Education, Keele

Miller Dr Caroline PhD, Keele

MRes (Social Sciences), Distinction, Keele

BA, Manchester Metropolitan

Fellow of Higher Education Ref 37167, Higher Education Academy Board

Mitchell Dr Laura PhD Management, Lancaster

MA Human Resource and Knowledge Management, Lancaster

BA Organisation Studies & HRM, Lancaster

Keele TLHEP in process

Certificate in Supporting Student Learning

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Oultram Dr Teresa PhD, Management, Keele

MRes Social Science Research Methods (Management) Keele

MBA (Distinction), Keele

PG Cert Organisational Change and Development Management, Manchester Metropolitan

BA Business Studies, Coventry

PG Cert. in Teaching and Learning in Higher Education, Keele

Rigby Dr Colin PhD Management, Keele

Mphil, Manchester

MSc Mechanical Engineering, Manchester

BSc UMIST

Sousounis Dr Panos PhD Economics, Keele

MA Economics for Business Analysis, Staffordshire University

BA Economics, Staffordshire

Postgraduate Certificate in Teaching and Learning in Higher Education, Keele

Surman Dr Emma PhD, Keele

Postgraduate Certificate in Research Methods in the Social Sciences, Keele

Chartered Institute of Marketing, Marketing Diploma

BSc Business Administration, Bath

Diploma International Management, Rotterdam Business School, Erasmus University (Netherlands)

Postgraduate Certificate in Teaching and Learning in Higher Education, Keele

Symons Dr Elizabeth PhD Econometrics, Southampton

MSc in Economics & Econometrics, Southampton

BSc (Economics & Statistics), Southampton

Thornley Prof Carole PhD , Warwick

M.Phil (Economics), Cambridge

BA Social Science, Westminster

Weissmeyer Dr Carola PhD Industrial Relations and HRM, Keele

Postgraduate Certificate in Social Science

Associate Teaching Certificate, and SEDA Certificate, Keele

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Research Methods, Keele

MA in European Industrial Relations and Human Resource Management, Keele

BA, Business Administration and Human Resource Management, Keele

Associate Membership with the CIPD

Zhou Dr Haoyung PhD Research Fellow, Copenhagen Business School

MSc Economics, Copenhagen

BSc Chemical Engineering

Keele TLHEP in process

The Programme structure

An outline of the structure of the Programme is provided in the table on the next page. Compulsory core modules are shown in bold and elective modules are in regular font. Students can choose to take electives offered by their programme or electives from elsewhere inside or outside the School, subject to satisfying any module pre-requisites. Students are encouraged to use this choice of electives to broaden their knowledge and skills throughout the three years of their degree.

All modules are worth 15 credits. Students must accumulate 255 credits in Management core modules and programme electives to graduate with a named Single Honours Degree in Management.

The Programme is designed to deliver a progressive structure and the number of compulsory modules varies by level. Following a common core of six modules in Year one, students make a choice of one of five subject pathways with the number of core modules undertaken in Years two and three dependent upon the pathway chosen.

The programme offers a range of elective modules that support the core and allow students to develop their own interests in the subject pathway they have chosen to follow. Elective modules listed throughout the programme are subject to change depending on staff availability and may not be offered every year. These electives also include, for the International Business pathway, modules in a modern foreign language.

In addition to the elective modules listed in the table, students may choose to study modules which are offered as part of other programmes in the Management School, the Faculty of Humanities and Social Sciences or from across the University. These include:

• Modules in related subjects in which they may have a particular interest such as Economics, Finance, History, International Relations, and Law.

• Modules designed to help students for whom English is not their first language to improve their use of English for academic purposes.

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• Modern foreign languages modules at different levels in French, German, Japanese, Russian, and Spanish.

• Freestanding modules in subjects of general interest.

Freestanding modules related to student volunteering or studying abroad as part of the University’s exchange programme employability skills and personal development.

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Programme Structure

Notes: † including French, German, Japanese, Russian, and Spanish

Pathway Accounting Business

Management

HRM Marketing International Business

Year 1 FHEQ Level 4 Semester 1

Management in Context Markets and Hierarchies

Accounting Principles British and Global Economy

Business Law


Accounting Principles British and Global Economy

Business Law Modern Foreign Language†


Foundations of HRM Marketing Principles

Globalisation Quantitative Methods

Financial and Management Accounting,

Foundations of HRM Marketing Principles

Globalisation Quantitative Methods

Financial and Management Accounting, Modern Foreign Language†


Cost and Management Accounting; Taxation

Organisational Behaviour

Introduction to Econometrics

Organisational Behaviour Social Theory at Work

Critical Perspectives on Management Understanding the Consumer

Workforce Planning; Industrial Relations



Understanding the Consumer Services Marketing

Organisational Behaviour Social Theory at Work

Critical Perspectives on Management Understanding the Consumer Modern Foreign Language†


Intermediate Financial Accounting Corporate Social Responsibility

Green Accounting

Operations and Quality Management

Corporate Social Responsibility

Managing Human Resources; Pay & Performance

Marketing Communications; Marketing Research Marketing in Society

Operations and Quality Management Corporate Social Responsibility

Modern Foreign Language†


Advanced Financial Reporting Management Accounting

Business Strategy

Business Strategy Strategic Marketing Management

Identity, Organisation & Media Leading, Change and

Entrepreneurship

Employee Development The Employment Relationship

& the Law Business Strategy

Contemporary Retail Environments Strategic Marketing

Marketing Communications Consumer Cultures Business Strategy

Business Strategy Comparative Business Culture

Strategic Marketing Identity, Organisation & Media

Leading, Change and Entrepreneurship

Modern Foreign Language†


Audit Framework; Advanced Management Accounting

Corporate Governance Economic and Business Forecasting

(ISP) New Business Plan (ISP)

Contemporary Issues in Management

Management, Organisation & Media Strategic HRM

New Business Plan (ISP) Ethnography (ISP)

Strategic HRM; Global Labour Regulation Discrimination and Equal

Opportunities at Work Contemporary Issues in

Management

Marketing Insights Contemporary Issues in Management

Marketing and Globalisation Brands and Branding

Current Ideas in Marketing

Identity, Culture and Organisation Organisation, Innovation and Change

Management Ethnography

Managing Supply Modern Foreign Language†

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Intended Learning Outcomes

The table below sets out what students learn in each year of the Programme, the modules in which that learning takes place, and the main ways in which students are assessed on their learning. These learning outcomes are achieved in the compulsory core modules which all students are required to take. Each assessment is linked to a set of learning outcomes informed by the General Business and Management subject benchmark established by the Quality Assurance agency which can be found on: http://www.qaa.ac.uk/academicinfrastructure/benchmark/honours/GeneralBusinessManagement.pdf Some of these outcomes may also be achieved in elective modules available across the programme together with other outcomes not stated here.

YEAR 1 FHEQ Level 3 First year modules are designed to provide a solid foundation in business management as well as introduce students to the breadth of the subject through the opportunity to study a topic in related areas of business.

Subject knowledge and understanding

Outcome Students will be able to: Module Assessment

Explain how different aspects of management have developed historically

Management in Context Essay; presentation; Unseen Examination

Relate historical aspects of management to the contemporary workplace

Management in Context

Foundations of HRM

Essay; presentation; Unseen Examination Seen Examination Poster presentation

explain how they present enduring problems in terms of how to organise work and how to motivate and manage employees

Management in Context

Markets and Hierarchies

Essay; presentation; Unseen Examination Unseen Examination

define and explain concepts associated with markets and organisations

Markets and Hierarchies Essay Unseen Examination

solve simple economically framed problems

Markets and Hierarchies Unseen Examination

analyse an economic problem and assess possible outcomes and/or policies to solve the problem

Markets and Hierarchies Essay Unseen Examination

Understand fundamental concepts and basic principles of accounting

Accounting Principles Class test; unseen Examination; tutorial based exercises

Understand key methods and arithmetical techniques used in accounting


Describe and interpret accounting and business information in the wider


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http://www.qaa.ac.uk/academicinfrastructure/benchmark/honours/GeneralBusinessManagement.pdf

social and regulatory context

Identify relevant research materials and apply their content to various aspects of management


Essay; presentation Essay

Communicate, orally, theories and research materials in relation to a number of management related issues

Management in Context presentation

Define what is meant by the employment relationship

Foundations of HRM Essay

Analyse the nature of the employment contract and assess the distribution of power between the parties

Foundations of HRM Essay Seen Examination

Identify the key tasks involved in HRM and identify and compare the main perspectives in the study of employment relations

Foundations of HRM Seen Examination Essay

Identify the ways in which tasks have changed over time, and differ between occupational sectors and groups

Foundations of HRM Seen examination Essay

Explain the ways in which the labour market is regulated

Foundations of HRM Seen Examination Essay

Explain how different aspects of management have developed historically and relate historical aspects of management to the contemporary workplace

Management in Context Essay Unseen Examination Presentation

Explain how they present enduring problems in terms of work organisation and the management of employees

Management in Context Essay Unseen Examination Presentation

Describe and explain key theories that underpin Marketing

Marketing Principles Essay, unseen Examination

Analyse marketing situations using appropriate marketing tools and concepts


Apply marketing ideas to a variety of organisations and


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marketing settings Identify and compare the effects of differing perspectives on large-scale international business activity

Globalisation Reflective Analysis; Literature Review

describe the world view theories introduced and explain these in the context of individual and group views


apply tutor and peer feedback on business activity resulting from student presentations


explain the arguments relating to the operation of large-scale business activities


Subject specific skills


Use appropriate bibliographic search tools to find relevant materials in hard copy and electronic formats

Management in Context Foundations of HRM Marketing Principles Globalisation

Essay; presentation; Essay, Poster presentation, Essay Literature Review

Identify the main points of key texts and use them in developing arguments and making judgements about management issues


Essay; presentation; Essay, Seen Examination Essay; Unseen Examination Reflective Analysis; Literature Review

Present written work in a scholarly style using an appropriate system of citation and referencing


Essay; presentation; Essay, Seen Examination Essay Literature Review

Key or transferable skills (including employability skills)


Find and make use of information from closed and open sources using online search tools

Management in Context Marketing Principles Foundations of HRM Globalisation

Essay; presentation; Essay Essay Literature Review

Reflect on and plan their own learning by acting appropriately on feedback

Management in Context Markets and Hierarchies Accounting Principles

Marketing Principles Globalisation

Essay; presentation; Class test Class test; tutorial based exercises Essay Reflective Analysis

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Evaluate and make use of theories in analysing and resolving problems

Management in Context Markets and Hierarchies Foundations of HRM Marketing Principles Globalisation

Essay; presentation; Unseen Examination Essay; unseen Examination Essay, Unseen Examination essay Literature Review

Communicate complex arguments effectively supported by appropriate evidence both orally and in writing

Management in Context Markets and Hierarchies Foundations of HRM Marketing Principles Globalisation

Essay; presentation; Unseen Examination Essay; unseen Examination Essay, Essay Literature Review

Demonstrate effective skills in problem solving

Markets and Hierarchies Accounting Principles

Class test; unseen Examination Class test; unseen Examination; tutorial based exercises

Develop and sustain effective approaches to learning and study, including time management, creativity and intellectual integrity

Management in Context Markets and Hierarchies Accounting Principles Foundations of HRM Marketing Principles Globalisation

Essay; presentation; Class test; unseen Examination Class test; unseen Examination; tutorial based exercises Essay, Unseen Examination Essay; unseen Examination Reflective Analysis, Literature Review

YEAR 2 FHEQ Level 5 In the second year students build upon the foundations laid in the first year in the pathway they have chosen to follow. Students systematically develop their understanding of material covered in one of the five level one core modules which together with the economics module (Markets and Hierarchies) lay the groundwork for each pathway at FHEQ levels 5 and 6.

Business Management and International Business Pathways Subject knowledge and understanding

Describe and critically analyse the relevant issues in organisational behaviour and theory

Organisational behaviour Social Theory at Work

Essay; unseen Examination Essay; unseen Examination

Explain and critically evaluate Taylorism and Human Relations

Organisational behaviour unseen Examination

Explain and critically evaluate labour process theory



Explain and critically evaluate cultural and post-structural perspectives on organisational behaviour


Essay Essay; unseen Examination

Describe and critically analyse the relevant issues in

Organisational behaviour

Essay; unseen

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Explain and understand the nature of contemporary business ethics

Corporate Social Responsibility Case Study; Examination



Evaluate theories of organisational behaviour, the operations of organisations and their methods of managing quality

Organisational behaviour Social Theory at Work Operations and Quality Management Corporate Social Responsibility

Essay; unseen Examination Essay; unseen Examination Essay, Tutorial Unseen Examination Case Study; Examination

Assess the applicability of the theories studied to empirical studies of organisational behaviour , operations and quality management


Essay; unseen Examination Essay; unseen Examination Essay, Tutorial; Unseen Examination Case Study; Examination

Relate case studies of organisations to theories of organisations and their behaviour


Essay; unseen Examination Essay; unseen Examination Essay; Tutorial; Unseen Examination Case Study; Examination


Outcome Students will be able to:

Module

Assessment

demonstrate an ability to collate, prepare, evaluate and disseminate a variety of types of material


Essay; unseen Examination Essay; unseen Examination Essay; Tutorial Unseen Examination Case Study; Examination

organisational behaviour and theory

Social Theory at Work Examination Essay; unseen Examination


Organisational behaviour unseen Examination




Explain and evaluate the role of quality management as a ‘pervasive issue’ in organisations its contribution to the future development of such organisations


Essay Tutorial

Integrate the theory and practice of operations and quality management and apply them in production and service contexts


Essay; Tutorial Unseen Examination

Identify and assess wider societal perspectives on quality and quality management



Evaluate the tools and processes available for delivering quality in a contemporary business context



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develop ICT skills in utilising the KLE and using the Internet to access relevant module information



develop written communication skills in completing both assignments



develop time management skills to schedule study and meet submission deadlines



Human Resource Management Pathway Subject knowledge and understanding

Outcome Students will be able to

Module Assessment

Identify the changing external and internal contexts of workforce planning

Workforce planning Essay Unseen Examination

Explain different forms of employment and flexible resourcing choices

Workforce planning Essay Unseen Examination

Identify relationships between organisational structure, job design and workforce planning

Workforce planning Essay

Identify legal and equality issues associated with recruitment and selection

Workforce planning Unseen Examination Essay

Identify the main approaches to career planning and assess the relevance of training and development


Reflect on staff retention issues and labour turnover


Explain industrial conflict with reference to the distribution of power between the parties

Industrial Relations Essay Seen Examination Reflective diary


Industrial Relations Essay Seen Examination

Examine the process of collective bargaining

Industrial Relations Reflective diary

Explain the competing approaches to understanding the employment relationship

Managing Human Resources

Essay Unseen Examination




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Identify trends of Human Resource Management and the management of labour in the 21st century environment



Reflect on drivers for work-life balance, explain the legislative context and the range of work-life balance practices, and assess the benefits and problems with work-life balance policies



Explain issues of performance management and performance appraisals, working hours and diversity within the workplace, and the nature of contemporary issues and debates



identify pay as a complex cluster concept and part of a theory of income

Pay and Performance Practical; Seen Examination

describe the meaning of productivity and assess the problems with its measurement


analyse negotiating theory and practice Pay and Performance Seen Examination

explain government policy in relation to pay and its regulation (e.g. low pay and public sector pay)




Module Assessment

Evaluate the requirements for representation and appreciate that different types of representation are available

Managing Human Resources Essay Unseen Examination

Differentiate between notions of employee participation and involvement and identify the practical forms these might take

Managing Human Resources Essay Unseen Examination

Assess different elements of workforce planning

Workforce planning Essay

Assess emerging issues influencing the field of workforce planning

Workforce planning Unseen Examination

evaluate the problems in linking pay with different measures of performance

Pay and Performance Seen Examination

critically analyse a range of payment systems

Pay and Performance Case study; Seen Examination

Relate the prevalence of collective bargaining to socio-economic factors

Industrial Relations Essay Seen Examination

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Module Assessment

Critically review their own written work to ensure that the structure and length is appropriate, ideas are clearly expressed and spelling and grammar is used correctly

Workforce planning Industrial Relations Managing Human Resources Pay and Performance

Essay Case study Essay Case study

Communicate effectively with other team members to ensure effective operation of the team

Workforce planning Case study

Evaluate and make use of abstract theories in analysing and resolving problems working alone and as a member of a team

Managing Human Resources Workforce planning Managing Human Resources Pay and Performance

Essay Case study; Examination Essay Case study

Communicate complex arguments supported by appropriate evidence both orally and in writing

Managing Human Resources Workforce planning Managing Human Resources Pay and Performance

Essay Case study; Examination Essay Case study

Marketing pathway Subject knowledge and understanding Outcome Students will be able to

Module Assessment

Describe and critically analyse the relevant issues in organisational behaviour and theory


Essay; Unseen Examination


Organisational behaviour Unseen Examination



Essay; Unseen Examination

Explain and critically evaluate cultural and post-structural perspectives on organisational behaviour


Essay

Apply and evaluate theories of consumer behaviour in various consumption situations.

Understanding the Consumer Literature review, Examination

Analyse the various determinants of behaviour in the context of consumption

Understanding the Consumer Literature review, Examination

Recognise the usefulness of an understanding of consumer behaviour in shaping commercial decisions

Understanding the consumer Literature review, Examination

Identify stages in an effective marketing planning process

Marketing Management Group Presentation, Unseen Examination

Evaluate the different tools and models available to marketing managers


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Recognise the need and apply the different techniques for controlling marketing activities


Evaluate the skills of a marketing manager


Identify information required to write a research proposal/report.

Marketing Research Research proposal Research Report

Evaluate the need for marketing research and identify the concepts and tools necessary to undertake individual and group projects


Analyse and evaluate information from a wide range of sources qualitative and quantitative as part of the research project


Evaluate/ critically appraise information and ideas both academic and industry based to build a piece of coherent research

Marketing Research Research proposal



Module Assessment

Evaluate theories or organisations and assess their applicability to empirical studies of organisational behaviour

Organisational Behaviour Essay; Unseen Examination

Evaluate various theories relevant to consumer behaviour and synthesise concepts and theories during the process of application to marketing problems

Understanding the consumer Literature Review, Unseen Examination

Analyse and evaluate information from a wide range of sources, both academic and industry based.

Organisational Behaviour Understanding the Consumer

Marketing Management

Marketing Research

Essay; Unseen Examination Literature Review, Unseen Examination Group Presentation, Unseen Examination Research Report

Work as part of a marketing team, work effectively with others. Develop the necessary skills for the effective management of a marketing team.

Marketing Management Group Presentation

Conduct research, summarize, and compare and contrast perspectives.

Understanding the Consumer Marketing Management

Literature review, Unseen Examination Group presentation, unseen exam

Consider academic theory and understand its practical implications

Organisational Behaviour Understanding the consumer


Marketing Research

Essay; unseen exam Literature Review, Unseen Examination Group Presentation, Unseen Examination Research Report

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Module Assessment

Develop essay writing skills, search for literature, summarize and critique arguments as well as correct referencing

Organisational Behaviour Understanding the Consumer Marketing Research

Essay; Unseen Examination Literature Review Research Report

Evaluate and make use of abstract theories in analysing and resolving problems working alone and as a member of a team

Organisational Behaviour Understanding the Consumer Marketing Management Marketing Research

Literature Review, Unseen Examination Group Presentation, Unseen Examination

Communicate complex arguments supported by appropriate evidence both orally and in writing

Organisational Behaviour Understanding the Consumer


Marketing Research

Essay; Unseen Examination Literature Review, unseen Examination Group Presentation, Unseen Examination Research Report

Work effectively as a member of a team, discuss different points of view and build arguments in a small group setting

Marketing Management Group Presentation

Accounting pathwaySubject knowledge and understanding


Module Assessment

Understand and apply accounting and finance methods and techniques to provide comprehensive financial information

Cost and Management Accounting

Intermediate Financial Reporting

Taxation

Corporate social responsibility

Unseen Examination; assignment; tutorial based exercises Class test; Unseen Examination; tutorial based exercises Class test; Unseen Examination; tutorial based exercises Assignment, tutorial based exercises; Unseen Examination

Analyse and interpret relationships between accounting variables and draw inferences based upon this analysis



Unseen Examination; assignment; tutorial based exercises Class test; Unseen Examination; tutorial based exercises

Understand fundamental principles of taxation and associated techniques of tax calculations as appropriate to the UK

Taxation Class test; unseen examination; tutorial based exercises

October 2013 21

Explain and understand the nature of contemporary business ethics and its applications to accounting


Assignment, tutorial based exercises

Explain and understand the wider social context and applications of accounting and finance




Unseen examination; assignment; tutorial based exercises Class test; unseen examination; tutorial based exercises Assignment, tutorial based exercises



Evaluate and apply accounting and finance concepts and theories

Cost and Management Accounting; Intermediate Financial Reporting; Taxation


Unseen Examination; assignment; tutorial based exercises

Class test; Unseen Examination; tutorial based exercises Class test; Unseen Examination; tutorial based exercises Assignment, tutorial based exercises

Utilize data from a wide range of sources and work effectively with information technology to provide, analyse and evaluate financial information

Cost and Management Accounting; Intermediate Financial Reporting; Taxation

Unseen Examination; assignment; tutorial based exercises

Class test; Unseen Examination; tutorial based exercises Class test; Unseen Examination; tutorial based exercises

Understand and apply values and attitudes that provide accounting professionals with a commitment to act in the public interest and with social responsibility


Assignment, tutorial based exercises



Evaluate and make use of abstract theories in analysing and resolving problems, working alone and as a member of a team

Cost and Management Accounting Intermediate Financial Reporting Taxation


Unseen Examination; Assignment; tutorial based exercises

Class test; Unseen Examination; tutorial based exercises Class test; Unseen Examination; tutorial based exercises Assignment, tutorial based exercises

October 2013 22

Communicate complex arguments effectively supported by appropriate evidence both orally and in writing

Cost and Management Accounting; Intermediate Financial Reporting; Taxation Corporate social responsibility

Unseen Examination; Assignment; tutorial based exercises Class test; Unseen Examination; tutorial based exercises Class test; Unseen Examination; tutorial based exercises Assignment, tutorial based exercises

Demonstrate effective skills in problem solving

Cost and Management Accounting; Intermediate Financial Reporting; Taxation; Corporate social responsibility

Unseen Examination; Assignment; tutorial based exercises Class test; Unseen Examination; tutorial based exercises Class test; Unseen Examination; tutorial based exercises Assignment, tutorial based exercises

Develop and sustain effective approaches to learning and study, including time management, creativity and intellectual integrity

Cost and Management Accounting; Intermediate Financial Reporting; Taxation; Corporate social responsibility

Unseen Examination; Assignment; tutorial based exercises Class test; unseen examination; tutorial based exercises Class test; unseen examination; tutorial based exercises Assignment, tutorial based exercises

YEAR 3 FHEQ Level 6 In the third year, students deepen their understanding of business and management by looking in depth at the key areas of strategy and organisation and key case studies and current debates at the forefront of research in business and management. These modules may be augmented with a variety of taught elective modules including an Independent Study Project (ISP) in Management which will involve a “hands-on” investigation of a management problem under the guidance of an experienced member of staff. Students are encouraged to select a topic which makes use of their choices of electives across the pathways.

Business Management Pathway Subject knowledge and understanding


Identify, analyse and critically evaluate business strategies in case study firms, institutions and industries

Business Strategy Essay, Unseen Examination

Identify a suitable case study for research and analyse the business strategy using appropriate theoretical models and insights

Business Strategy Essay

Critically evaluate the implications of a chosen business strategy for a given firm


October 2013 23

Critically explain the implications of a given theoretical model or insight for business strategy in practice


Explore and evaluate contemporary issues in organisational theory and practice

Contemporary Issues in Management New Business Plan Ethnography

Presentation; Essay

Apply knowledge of management and organization theory to explicate aspects of contemporary organisations


Presentation; Essay

Reflect upon, assess and competently verbally present their own experience of work and organisations (including education institutions).


Presentation Project

critically evaluate complex issues drawn from current research at the frontier of management analysis


Presentation; Essay Project



Describe and make critical judgements about developments at the forefront of research in business strategy and organisation

Business Strategy Contemporary Issues in Management New Business Plan Ethnography

Essay, Unseen Examination Presentation; Essay Project

Communicate ideas informed by contemporary research and new developments in business strategy and organisation


Essay, Unseen Examination Presentation; Essay Project

Explain the reasons for differences in business strategies and assess the strengths and weaknesses of different strategies




Work productively in a largely unstructured context exercising initiative and personal responsibility


Essay Presentation; essay Project

Make decisions and plan activity in uncertain and unpredictable contexts


Essay, Unseen Examination Presentation; essay Project

October 2013 24

Undertake appropriate further training of an academic, professional or practical nature


Essay, Unseen Examination Presentation; essay Project

International Business Pathway Subject knowledge and understanding

Identify, analyse and critically evaluate business strategies in case study firms, institutions and industries


Identify a suitable case study for research and analyse the business strategy using appropriate theoretical models and insights

Business Strategy Essay

Critically evaluate the implications of a chosen business strategy for a given firm


Critically explain the implications of a given theoretical model or insight for business strategy in practice


Critically evaluate the impact of international business strategies on a given community, industry, region or nation state

International Business Strategy

Essay, Seen Examination

Critically evaluate the implications of theoretical exhortations such as " internationalise!", "globalise!" for UK businesses and institutions


Essay

Critically evaluate the impact of large business conglomerates on both established and developing business communities


Essay

Critically evaluate differing ethical considerations of an international business strategy for a given society


Essay

Apply knowledge of management and organization theory to research aspects of contemporary organisations

New Business Plan Ethnography

Project

Evaluate complex issues drawn from current research in management

New Business Plan Ethnography

Project

Identify and explain the emergence of distinctive business cultures

Comparative Business Cultures

Group Poster Presentation Seen Examination

Apply existing theoretical literature on business culture to a study of a distinctive case


Seen Examination

October 2013 25


Outcome Students will be able to:

Module

Assessment

Describe and make critical judgements about developments at the forefront of research in business strategy and organisation

Business Strategy International Business Strategy

Essay, Unseen Examination Essay, Seen Examination

Communicate ideas informed by contemporary research and new developments in business strategy and organisation


Essay, Unseen Examination Essay; Seen exam

Explain the reasons for differences in business strategies and assess the strengths and weaknesses of different strategies


Essay, Unseen Examination Essay, Seen Examination

Critically evaluate what constitutes a business culture and how it can be measured using contemporary literature



Critically analyse successful business cultures to assess what constitutes "success" in given cases






Business Strategy International Business Strategy Comparative Business Cultures New Business Plan Ethnography

Essay Essay Presentation Project



Essay, Unseen Examination Essay, seen exam Presentation, seen exam Project



Essay, Unseen Examination Essay, seen exam Presentation, seen exam Project

October 2013 26

Human Resource Management Pathway Subject knowledge and understanding Outcome Students will be able to

Module Assessment

Assess the portfolio of ‘modern’ managerial strategies and practices

Strategic HRM Essay

Evaluate the impact of contemporary management strategies and practices on the employment relationship.

Strategic HRM Essay

Relate EU employment policy to UK domestic employment law and assess its impact

The Employment Relationship and the Law

Tutorial Essay Examination

Compare and contrast the freedom to take industrial action in the UK with that of other nation states



describe the differences between education, training and employee development

Employee Development Critique Essay

describe current issues (such as lifelong learning) in training and development and explain their relevance to public policy


relate external and internal (organisational, occupational and individual) factors to the application of training and development within the organisation

Employee Development Essay

identify and evaluate the role of competency based approaches to training and development


examine the evidence for labour market inequalities, with particular reference to gender

Discrimination and Equal Opportunities at Work

Essay Presentation



Critically evaluate new methods of work organisation in private and public settings

Strategic HRM Critique Essay

Critically assess new methods of work organisation in private and public settings

Strategic HRM Critique Essay

Critically analyse the efficacy of the law in promoting individual employment protection, relating legal norms to social behaviour



Identify possible directions in which further empirical research and theoretical development might take place

Strategic HRM The Employment Relationship and the Law


October 2013 27

Communicate ideas informed by contemporary research and new developments in theory both orally and in writing



Manage their own learning making use of appropriate HRM and IR and Law materials



Evaluate the theoretical models which are applied to employee development in respect of the perspectives used in the study of HRM and industrial relations


Assess the impact of government, employer and trade union roles in the design and delivery of training and education


Assess the importance and problematic nature of evaluation in training and development


Evaluate the debates around the causes of labour market inequalities, through the use of theoretical, empirical and case-study research


Essay Presentation

Critically assess the usefulness of existing remedial devices for these inequalities through reference to original research and case study analysis.


Essay




Strategic HRM The Employment Relationship and the Law Employee Development Discrimination and Equal Opportunities at Work

Essay Essay Essay Presentation

Communicate analysis and conclusions in an appropriate form (whether oral or written)


Tutorial Essay Examination Essay Presentation

Function effectively as a member of a team (seminar group) to facilitate the achievement of a particular task


Tutorial Tutorial Critique Essay Essay Presentation

October 2013 28


Strategic HRM The Employment Relationship and the Law Employee Development


Essay Essay

Critique Essay Essay Presentation

Analyse a problem in order to identify its essential elements and apply prior knowledge to a problem

Strategic HRM

The Employment Relationship and the Law Employee Development Discrimination and Equal Opportunities at Work

Critique Essay Essay Critique Essay Essay Presentation

Marketing Pathway Subject knowledge and understanding


Module Assessment

Recognise, apply and evaluate different marketing communications theories at the forefront of current research

Marketing Communications Audit, Unseen exam

Recognise and explain key terms in marketing communications


Critically evaluate strengths and limitations of each particular component of the marketing communications mix


Critically evaluate different marketing media and their use in communication campaigns


Assess factors affecting the design and performance of the marketing communications mix


Demonstrate knowledge and understanding of brands and branding as a managerial process and the interplay of brands within the wider society

Exploring brands and branding Case-study

Research and present information related to brands and branding from a wide range of sources, both academic and industry based


Identify the current issues in marketing theory and practice

Current Ideas in Marketing ISP I&II

Essay Project

Evaluate the impact of global marketing activities on a broad range of stakeholders

Global Marketing Decisions Critical case study analysis, Unseen exam

October 2013 29

Understand various theories and viewpoints at the forefront of current research relevant to the concept of globalization and apply them to assess the impact of a range of elements of globalizations on marketing decisions


Critically analyze the global marketplace in order to inform the development of marketing strategies and programmes




Module Assessment

Evaluate marketing communications using the whole range of marketing tools and techniques

Marketing Communications Audit

Describe and make critical judgements about different theories and models describing how communication works in the context of marketing


Identify possible directions in which marketing may develop in light of global factors and relevant developments

Global Marketing Decisions Critical case analysis, exam

Critically evaluate the relevance of relevant theories and concepts relevant to globalisation in understanding developments in marketing strategies


Recommend solutions to marketers in light of developments in the global marketplace


Evaluate the theory of marketing applications and apply it to practical examples


Analyse and evaluate information related to brands and branding


Compare and evaluate opposing schools of thought within selected areas of interest

Current Ideas in Marketing ISP I&II

Essay

Critically evaluate the wider social and economic context of marketing and macro-marketing

Current Ideas in Marketing Essay



Module Assessment

Think creatively and take decisions in uncertain and volatile contexts in a responsible manner

Marketing Communications Global Marketing Decisions Exploring Brands and Branding Current Ideas in Marketing

Audit Critical case analysis Case-study Essay

October 2013 30

Work in a professional manner to complete projects that resemble real-work situations

Marketing Communications Audit

Take responsibility of their own learning and seek for additional information, manage their time and make use of a range of sources for information to understand a problem

Marketing Communications Global Marketing Decisions Exploring Brands and Branding Current Ideas in Marketing New Business Plan Ethnography

Audit Critical case analysis Case-study Essay Project

Communicate complex ideas effectively in a written format

Marketing Communications Global Marketing Decisions Exploring Brands and Branding Current Ideas in Marketing Ethnography New Business Plan

Audit Critical case analysis Case-study Essay Project

Accounting PathwaySubject knowledge and understanding


Understand and apply advanced accounting concepts and principles to issues at the forefront of accounting research

Advanced Management Accounting Advanced Financial Reporting

Corporate Governance

Economic and Business Forecasting; New Business Plan

Unseen exam; assignment; tutorial based exercises Class test; unseen Examination; tutorial based exercises Unseen Examination; assignment; portfolio; tutorial based exercises Project

Explain accounting principles that can be used to design, guide and interpret commercial, economic, social and environmental policy

Management Accounting

Advanced Management Accounting Advanced Financial Reporting

Corporate Governance

Audit Framework

New Business Plan Economic and Business Forecasting

Unseen exam; assignment; tutorial based exercises Unseen exam; assignment; tutorial based exercises Class test; unseen exam; tutorial based exercises Unseen exam; assignment; portfolio; tutorial based exercises Unseen exam; assignment; tutorial based exercises Project

Critically evaluate a variety of analytical methods and techniques used in accounting

Management Accounting Advanced Management Accounting Advanced Financial Reporting

Audit Framework

New Business Plan; Economic and Business Forecasting

Unseen exam; assignment; tutorial based exercises Unseen exam; assignment; tutorial based exercises Class test; unseen exam; tutorial based exercises Unseen exam; assignment; tutorial based exercises Project

October 2013 31

Appreciate the regulatory as well as ethical and social considerations in relation to corporate governance and audit practices

Corporate Governance Audit Framework

Unseen exam; assignment, tutorial based exercises Unseen exam; assignment; tutorial based exercises

Understand and appreciate issues of internationalisation and globalisation of accounting practice

Advanced Management Accounting Advanced Financial Reporting Corporate Governance Audit Framework

Unseen exam; assignment; tutorial based exercises Class test; unseen exam; tutorial based exercises Unseen exam; assignment; portfolio; tutorial based exercises Unseen exam; assignment; tutorial based exercises



Describe and make critical judgements about developments in current areas of accounting research

Advanced Management Accounting Advanced Financial Reporting Corporate Governance New Business Plan Economic and Business Forecasting

Unseen exam; assignment; tutorial based exercises Class test; unseen exam; tutorial based exercises Unseen exam; assignment; portfolio; tutorial based exercises Project

Communicate ideas informed by contemporary research and current practice in accounting both orally and in writing

Management Accounting Advanced Management Accounting Advanced Financial Reporting Corporate Governance Audit Framework New Business Plan; Economic and Business Forecasting

Unseen exam; assignment; tutorial based exercises Unseen exam; assignment; tutorial based exercises Class test; unseen exam; tutorial based exercises Unseen exam; assignment; portfolio; tutorial based exercises Unseen exam; assignment; tutorial based exercises Project

Explain sources of difference in approach that lead to differences in accounting policy formulation and recommendations

Advanced Management Accounting Advanced Financial Reporting Corporate Governance Audit Framework

Unseen exam; assignment; tutorial based exercises Class test; unseen exam; tutorial based exercises Unseen exam; assignment, portfolio; tutorial based exercises Unseen exam; assignment; tutorial based exercises

October 2013 32




Management Accounting Advanced Management Accounting Advanced Financial Reporting Corporate Governance Audit Framework New Business Plan Economic and Business Forecasting

Unseen exam; assignment; tutorial based exercises Unseen exam; assignment; tutorial based exercises Class test; unseen exam; tutorial based exercises Unseen exam; assignment, portfolio; tutorial based exercises Unseen exam; assignment; tutorial based exercises Project



Unseen exam; assignment; tutorial based exercises Unseen exam; assignment; tutorial based exercises Class test; unseen exam; tutorial based exercises Unseen exam; assignment, portfolio; tutorial based exercises Unseen exam; assignment; tutorial based exercises Project



Unseen exam; assignment; tutorial based exercises Unseen exam; assignment; tutorial based exercises Class test; unseen exam; tutorial based exercises Unseen exam; assignment, portfolio; tutorial based exercises Unseen exam; assignment; tutorial based exercises

Awards

Students may leave the Management Single Honours Programme with one of three final awards:

1. Honours Degree (360 credits). To be awarded a Single Honours Degree in Management a student normally requires a total of at least 360 credits. Of these 360 credits 255 must be obtained in Management. Students must normally obtain a total of 120 credits at each level of study (i.e. in each of the three years of their degree). Of these 120 credits at each level of study at least 60 credits must be obtained in Management.

October 2013 33

2. Diploma in Higher Education (240 credits). To be awarded a Diploma in Higher Education astudent requires a total of at least 240 credits. Of these 240 credits at least 120 must beobtained at Level 5 (Year 2) or higher.

3. Certificate in Higher Education (120 credits). To be awarded a Certificate in Higher Education astudent requires a total of at least 120 credits at Level 4 (Year 1) or higher.

How is the Programme assessed?

The function of the assessments listed in the table above is to test students’ attainment of the learning outcomes of the Management Single Honours Programme. For example:

• Unseen closed and open book examinations in different formats test students’ knowledge ofeconomic principles and the findings of economic research and their ability to apply thatknowledge responsibly in understanding social problems. Examinations may consist of essay,short answer and/or multiple choice questions.

• Essays, including those based on case study material, also test the quality and application ofsubject knowledge. In addition they allow students to demonstrate their ability to carry outbasic bibliographic research and to communicate their ideas effectively in writing in anappropriate scholarly style using the Harvard, or recognised alternative, system of referencing.

• Exercises, test a student’s ability to frame and solve analytical and numerical questions. Theydemonstrate student competence and familiarity with a range of mathematical techniques thatform the everyday tool-kit of the modern economist.

• Class tests taken either conventionally or online via the Keele Virtual Learning Environment (KLE)assess students’ subject knowledge and their ability to apply it to problems in a structured andfocused way.

• Short research papers test student’s knowledge of different research methodologies and thelimits and provisional nature of economic knowledge. They also enable students to demonstratetheir ability to formulate research questions and to answer them using an appropriate strategy.

• Oral and poster presentations and reports assess students’ subject knowledge andunderstanding. They also test their ability to work effectively as members of a team, tocommunicate what they know orally and visually, and to reflect on these processes as part oftheir own personal development.

• Portfolios may consist of a range of different pieces of work but routinely include a requirementthat students provide some evidence of critical reflection on the development of their ownlearning.

Marks are awarded for summative assessments designed to assess students’ achievement of learning outcomes. Students are also assessed formatively to enable them to monitor their own progress and to assist staff in identifying and addressing any specific learning needs. Formative assessment occurs throughout the programme and provided with feedback - on both the quality of their academic work and the development of their subject knowledge and understanding. Feedback, including guidance on how students can improve the quality of their work, is provided on all summative assessments and more informally in the course of tutorial and seminar discussions.

October 2013 34

What are the typical admission requirements for the Programme?

The University’s general entry requirements are a minimum of two A-level passes or the equivalent in other qualifications, plus GCSE grade C or above in English Language and either mathematics or a science subject.

In addition to the University’s general entry requirements, study of Single Honours Management requires A-level grades of ABC.

Keele welcomes applications from students with qualifications other than A-levels including 14-19 Diplomas, the BTEC National Certificate and Diploma, the Scottish Certificate of Education (Advanced Higher Level) and the International Baccalaureate. Students with these qualifications are advised to contact the University’s Admissions Office before applying through UCAS. The University also accepts Access to Higher Education Diplomas and normally requires 60 credits of which 45 have been passed at Level 3.

Applicants who are not currently undertaking any formal study or who have been out of formal education for more than 3 years and are not qualified to A-level or BTEC standard may be offered entry to the University’s Foundation Year Programme. The Foundation Year includes a module specifically aimed at students intending to go on to study Management.

How are students supported on the Programme?

Support for student learning on the Programme is provided in the following ways:

• Module and tutorial group leaders are responsible for providing support for learning on themodules and in the tutorial groups for which they are responsible. They also give individualfeedback on in-course assessments and more general feedback on examinations.

• The School operates a system of Year Tutors who assume responsibility for monitoring overallstudent progress through the subject, undertake progress reviews and provide a general point ofcontact for students in the subject-area. They may be consulted on a wide range of issues and,among other things, commonly may be approached to provide a reference for job and otherapplications.

• There is a Programme Director responsible for all aspects of coordination of the undergraduatebusiness and management programmes. S(he) may be consulted on a wide range of issues and,among other things, commonly may be approached to provide a reference for job and otherapplications.

• The University allocates every student to a personal tutor who is responsible for reviewing andadvising on students’ academic progress in their degree studies. Personal tutors act as a firstpoint of contact for students on non-academic issues which may affect their learning and canrefer students to a range of specialist health, welfare and financial services co-ordinated by theUniversity’s Centre for Learning and Student Support.

• Additional help with University level study skills is available from the Learning Support Officer inthe Faculty of Humanities and Social Sciences.

October 2013 35

All members of teaching staff on the Management Single Honours Programme are available to see students during advertised weekly office hours and at other times by appointment.

Learning resources

Management is taught in modern teaching rooms across the University, all of which are equipped with computers, internet access and electronic whiteboards or projection equipment. Rooms may be arranged either in traditional lecture format or more informally to allow students to work together in small groups. Quantitative modules in the Programme are well-supported via computer laboratories located in the Library and the School multifunctional IT suite. These provide access to industry-standard software, such as Excel and Stata for data analysis.

The learning resources available to students on the Programme include:

• The extensive collection of business and management materials relevant to undergraduate studyheld in the University Library. Built up over an extensive period of delivering business andmanagement at this level, these materials include books, journals and government publications.Much of this material is also accessible online to Keele students from anywhere in the worldwith a University username and password.

• The Keele Learning Environment (KLE) which provides easy access to a wide range of learningresources including lecture notes, electronic materials available in a repository maintained bythe University Library and other resources – video, audio and text-based – accessible fromexternal providers via the internet.

• Datastream, an industry standard source of economic and business data, is available via acomputer –link located in multi-functional IT suite. This, together with complementary cross-sectional datasets for individuals and households, provide a ready source of information fordissertation and other purposes.

Other learning opportunities

Students on the Single Honours Management Programme have the opportunity to spend a semester abroad in their second year studying at one of Keele’s partner universities in Europe, North America, Australia, South Africa or Hong Kong. Exactly which countries are available depends on the student’s choice of degree subjects. No additional tuition fees are payable for studying abroad but students do have to bear the costs of travelling to and from their destination-university and insurance. Grants may be available to cover some of these additional costs for students choosing to study elsewhere in Europe. Further information on studying abroad is available from advisers in the University’s Centre for International Exchange and Development (CIED) and at the annual Study Abroad Fair held in November.

Quality management and enhancement

The Management Programmes Director is responsible for the overall direction of learning and teaching on the Programme supported by the Management Programmes Board. The Programmes Board consists of student representatives plus all members of staff teaching on undergraduate and taught postgraduate programmes in Management.

The quality and standards of learning in Management are subject to a continuous process of monitoring, review and enhancement. October 2013 36

• The Learning and Teaching Committee of the Keele Management School is responsible forreviewing and monitoring quality management and enhancement procedures and activitiesacross the School.

• Individual modules and the Management Single Honours Programme as a whole are reviewedand enhanced every year as part of the University’s Curriculum Annual Review and Development(CARD) process.

• The Programme is run in accordance with the standards set by the University Quality Assuranceand Academic Audit Office.

Student evaluation of, and feedback on, the quality of learning in Management takes place in several ways:

• The results of student evaluations of all modules are reported to module leaders and reviewedby the Programmes Board as part of the Curriculum Annual Review and Development (CARD)process referred to earlier.

• Findings related to the Management Programmes from the annual National Student Survey(NSS), and from regular surveys of the student experience conducted by the University, aresubjected to careful analysis and a planned response at Programme and School level.

• Feedback received from representatives of students in all three years of the ManagementProgrammes is considered and acted on at regular meetings of the Programme’s Student-StaffLiaison Committee.

In addition to this, the quality and standards of learning are regularly discussed and monitored by the Management Programmes Board and by the School Learning & Teaching Committee.

Two senior members of academic staff from other universities are appointed by the University’s Senate to act as external examiners on the Management Single Honours Programme. They are responsible for:

• Approving all examination questions

• Confirming all marks which contribute to a student’s degree

• Reviewing and giving advice on the structure and content of the Programme and assessmentprocedures.

External examiners see all work marked internally as a ‘fail’, or ‘first class’ standard or on the borderline between two classes (e.g. between a ‘2:1’ and a ‘2:2’). They also see work when there is substantial disagreement between internal markers and moderate a sample of work from all modules in Years 2 and 3. Each year External Examiners report their findings to the University and Programme Boards are required to respond.

The principles of programme design

The Management Single Honours Programme described in this document has been drawn up with reference to, and in accordance with the guidance set out in, the following documents:

Programme Specification Template: Undergraduate, Keele University, 2009.

Guidelines for preparing programme specifications, Quality Assurance Agency for Higher Education, 2006.

October 2013 37

The framework for higher education qualifications in England, Wales and Northern Ireland, Quality Assurance Agency for Higher Education, 2008.

Subject Benchmark Statement: General Business and Management, Quality Assurance Agency for Higher Education, 2007.

Learning and Teaching Strategy 2011-2015, Keele University, 2011.

Keele University Assessment Strategy, Keele University.

Educational Aims for Undergraduate Courses, Keele University, 2005.

Employability Skills Guidelines for Undergraduate Programmes, Keele University, 2010.

This programme specification was written in January 2008

This revision, dated October, 2013.

Faculty approval information

October 2013 38

Approved at Nov 2013 FLTC following KMS IQA

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KEELE MANAGEMENT SCHOOL - Keele University · PDF fileKEELE MANAGEMENT SCHOOL. ... their operations and strategies, ... methods in management in a wellbalanced and concise manner,-