MBA Sep 2018 - Handbook

This handbook has been prepared by the programme team at ICBT Campus
in conjunction with the Cardiff Metropolitan University.
Copyright.
All rights reserved. No part of this publication may be produced, stored in a

retrieval system or transmitted in any form or by any means, electronic,
mechanical, photocopying, recorded or otherwise, without the prior
written consent of the International College of Business & Technology Ltd
& Cardiff Metropolitan University
The International College of Business & Technology Ltd & Cardiff

Metropolitan University wishes to emphasise that, while every effort is
made to ensure accuracy, the material in this Handbook is subject to
alteration or amendment in the light of changes in regulations or in policy
or other necessity.
International College of Business and

Technology
Technology
Preface
It is a pleasure to welcome all the students of the 17th intake of the MBA
programme of the Cardiff Metropolitan University of UK conducted at the
International College of business and Technology (ICBT) campuses in Sri
Lanka. MBA is a professional business qualification and its curriculum is
taking into account all major functions of a business in order to transfer
knowledge and skills relevant to real world business activities.
Earning a MBA degree will equip you to increase the performance in your
current position and also help you to enhance your career leading to
increasing your earning potential. It will augment your self-confidence and
give you a competitive edge over your competitors. This is why MBA has
become the most prestigious and sought after postgraduate qualification
among professionals in the context of modernization and
internationalization of the business activities in the world. This is because
challenges of the 21st century have made essential to upgrade one’s skills
and qualifications to meet the demands set by the business world.
The MBA students by going through the programme will emerge with
required conceptual skills, efficient basic tools and functional managerial
goals needed for successful business careers. This is why MBA has become
the currency in the human resource market and the bench mark for
employers when selecting their managers.
MBA is built on the foundation of work experience. It is not only a

postgraduate qualification but also a post experience qualification. MBA
class room is a place where students will be able to share their work
experience in relation to the theory they learn in the class. This process
could enrich their learning outcomes.
The new venture you have embarked on by enrolling in the MBA

programme is going to be a lifelong and exciting experience not only in
relation to your career but also to your personal life. The successful rate of
ii
completion of MBA programme at ICBT campus from its inception has been
impressive and remarkable. Those who have earned the degree have
achieved their targeted career goals leading to many rewards.
We congratulate you on choosing the Cardiff Metropolitan MBA

programme which is a highly recognized international qualification and the
ICBT is dedicated to provide you with all the facilities needed to follow the
programme to your satisfaction. Finally we wish you all the best for the
successful completion of the programme and walk into the world of
business as a well-qualified business executive.
The Management Team of ICBT
Cardiff Metropolitan University MBA
iii
Welcome from the Vice-Chancellor
Welcome to Cardiff Metropolitan University’s new Student Handbook and

congratulations! If you are reading this you are either preparing to study a
Cardiff Metropolitan University programme or are already a Cardiff
Metropolitan University student. Thank you for choosing to study with
Cardiff Metropolitan University. We are sure you will find the experience
most worthwhile and enjoyable.
The purpose of this Handbook is to provide you with all the necessary basic
information you need as a student of Cardiff Metropolitan University and
to tell you about the type of services available. You are not expected to read
it from cover to cover in one go, but to use it as a reference guide when you
need information. Specific details about your chosen programme of study
are sent to you separately. You will also receive additional information
when you enrol and participate in the induction process at the beginning of
your first term.
Without students Cardiff Metropolitan University would not exist! We try

to take every opportunity to listen to and take notice of your views. At the
same time, you have a responsibility to make use of these various
opportunities, as this can be a most valuable part of your university
experience. This is your university. Please make use of all the services and
facilities we offer. If you have concerns or worries about anything please
ask or seek advice. Relevant phone numbers, email addresses and web sites
are included throughout this Handbook. Do please use our web site
(www.cardiffmet.ac.uk); it will provide you with all the information you
should need.
Professor Cara Carmichael Aitchison
Cardiff Metropolitan University President and Vice-Chancellor

Technology
v International College of Business and Technology
Table of Contents
1. Welcome ............................................................................................................. 1
1.1 ICBT Campus .......................................................................................................... 2
1.2 Contact information of your study centre.............................................................. 3
1.3 Who does what?.................................................................................................... 9
1.4 Cardiff Metropolitan University ........................................................................... 11
1.5 The commencement of MBA ............................................................................... 12
1.6 MBA Programme Structure ................................................................................. 14
1.7 Core modules: ..................................................................................................... 21
1.8 Elective modules: ................................................................................................ 22
1.9 General MBA. ...................................................................................................... 22
1.10 Pathways ........................................................................................................... 23
1.11 Module Specification ......................................................................................... 28
1.12 Evaluation /Grades/Awards .............................................................................. 98
1.13 Validity of Studentship ...................................................................................... 98
1.14 Student commitment for Learning ..................................................................... 99
1.15 Graduation ........................................................................................................ 99
1.16 Electives/ Specialisation Stream ........................................................................ 99
2. Things You Need To Know ............................................................................... 127

2.1 Enrolment.......................................................................................................... 127
2.2 Fees ................................................................................................................... 128
2.3 Attendance ........................................................................................................ 129
2.4 Leave of Absence ............................................................................................... 130
2.5 Assessment ....................................................................................................... 132
2.6 Reassessment and Resubmission....................................................................... 133
2.7 Conduct of Examinations ................................................................................... 134
2.8 Unfair Practice and Plagiarism ........................................................................... 135
2.9 Mitigating Circumstances .................................................................................. 140
3. Student Services .............................................................................................. 141

3.1 Career Development Services ............................................................................ 141
3.2 Transfer opportunities to study at Cardiff Metropolitan University ................... 141
3.3 Cardiff Metropolitan University Online IT Services ............................................ 147
3.4 Students’ Union ................................................................................................. 148
3.5 Batch representatives ........................................................................................ 148
3.6 Study Rooms ..................................................................................................... 148
4. Making a Suggestion, Complaint or Appeal ..................................................... 149

4.1 Disciplinary Procedure ....................................................................................... 158
4.2 Code of Conduct ................................................................................................ 159
4.3 Smoking............................................................................................................. 161
4.4 Cardiff Metropolitan University’s Ethical Framework ........................................ 161
4.5 Equal Opportunities .......................................................................................... 162
vi International College of Business and Technology

4.6 Harassment and Bullying ................................................................................... 163
Appendix 1 - Useful Names, Addresses and Websites ............................................. 165
Appendix 2 - Assessment cover sheet...................................................................... 167
Appendix 3 - Mitigating Circumstances Form .......................................................... 169
Appendix 4 - Withdrawal, Transfer, Suspension form ............................................. 174
Appendix 5- Fees ..................................................................................................... 174
Appendix 6- Group work & Presentation ................................................................. 175
Appendix 7 - Examination........................................................................................ 177
Appendix 8 - Dissertation ........................................................................................ 178
Appendix 9- Request a letter ................................................................................... 180

Disclaimer ............................................................................................................... 184
Declaration .............................................................................................................. 186
NOTES ..................................................................................................................... 187
vii International College of Business and Technology

Part 1- Introduction
1. Welcome
Thank you for choosing to study at International College of Business &

Technology (ICBT) for the Cardiff Metropolitan University Master of
Business Administration (MBA) programme and we are sure that you will
find the experience most worthwhile and enjoyable. The purpose of this
Handbook is to provide you with all the necessary basic information you
need as a student of Cardiff Metropolitan University and to tell you about
the type of services available. You are expected to read and understand this
document and also to use it as a reference guide when you need
information. Specific details about your chosen programme of study are
sent to you separately. You will also receive additional information when
you enrol and participate in the induction process at the beginning of your
first term.
Although you are studying at ICBT Campus Sri Lanka you are a Cardiff
Metropolitan University student and as such you are entitled to access
Cardiff Metropolitan University resources. (NB: For certain reasons some
resources may not be available). ICBT campus is Cardiff Metropolitan
University’s partner institutions. The MBA is awarded by the Cardiff
Metropolitan University and is subject to the University’s Quality Assurance
Processes
We try to take every opportunity to listen to you and take notice of your
views. At the same time, you have a responsibility to make use of these
various opportunities, as this can be a most valuable part of your University
experience. This is your institution, Please make use of all the services and
facilities we offer. If you have concerns or worries about anything please
ask or seek advice. Relevant phone numbers, email addresses and web sites
are included throughout this Handbook. Please use the web site
(www.cardiffmet.ac.uk); it will provide you with all the information you
should need.
1
ICBT is proud to collaborate with Cardiff Metropolitan University and hope
that you will feel part of the institution and take the opportunities to
interact with Cardiff Metropolitan University/ICBT staff and students
whenever possible, and visit Cardiff Metropolitan University if the
possibility arises.
1.1 ICBT Campus
Established in 1999, ICBT Campus (International College of Business &

Technology) is the leading private sector higher education service provider
in Sri Lanka offering range of Diploma programmes to Doctorate level
qualifications in association with leading Universities and academic
institutions in UK, India, Thailand and Sweden ICBT campus has seven
branches island wide and with more than 6,000 fulltime students and over
20,000 Alumni and rated as the fastest growing private sector educational
institute in Sri Lanka by the commonwealth education partnerships and ISO
9001:2000 accredited institute. Official Website: http://www.icbt.lk
1.1.1 Mission and Vision

Vision
“To be the leading Higher Education Provider in South Asia”
Mission
Our mission is to provide, together with internationally reputed Universities

and Educational institutes, high quality educational programmes which will
enhance the quality of the human resources available for the job market at
an affordable level, thereby contributing to the social & Economic
development of the Nation.
2 International College of Business and Technology

1.2 Contact information of your study centre
If you wish to contact ICBT Campus staff for any academic administration
matter, such as materials, timetables, tutors, etc. please find your contact
point below any information or queries related to your assignment
submission; deadline etc. will be officially informed by the relevant
programme coordinators
i. Head office –ICBT Colombo Campus
No 36, De Krester Place,

Colombo 04
Sri Lanka
Tel: (+94) 11 4 777 888
Email: info@icbtcampus.edu.lk
Home page: www.icbt.lk
Contact Hours 09.00 am to 05.00 pm
Academic Administrative Executive - Student Services

Mr. Viraj Wickramasinghe
Tel : (+94) 11 4 777 888
Mob : (+94) 772 242 743
E-Mail: pgd@icbtcampus.edu.lk
Academic Administrative Executive - Student Services

Ms. Rashmi Premathilaka
Tel : (+94) 11 4 777 888
E-Mail: rashmi@icbtcampus.edu.lk
Academic Administrative Executive - Research Unit

Ms. Nisansala Senanayake
Tel : (+94) 11 4 777 888
Mob : (+94) 772 985 380
E-Mail: rsu@icbtcampus.edu.lk

Senior Manager- Finance
Mr. Dinesh Chandrarathne
Tel: (+94) 114 777 888
Mob: (+94) 777 710 701
E-mail: dinesh@icbtcampus.edu.lk
ii. Kandy campus
Study centre information –City campus

International College of Business & Technology
ICBT Campus
No: 363, D.S. Senanayake Street,
Kandy
Sri Lanka
Tel: (+94) 814 482000/6/7
Fax: (+94) 814 482 009
Email: kandy@icbtcampus.edu.lk
Programme Coordinator – Academic Administration

Dinusha Nuwan Liyanage
(Programme Manager- Kandy Campus)
Tel: (+94) 814 482 000
E-Mail: dinusha@icbtcampus.edu.lk
Academic Administrative Executive (Kandy Campus)

Ms. Shyamila Lakmini Karunarathna
Tel: (+94) 814 482 000
Mob: (+94) 772 962 219
E-Mail: shyamila@icbtcampus.edu.lk
Senior Finance Executive

Ms. Ekanayaka Mudiyanselage Jayamala Harshani Ekanayaka
Tel: (+94) 814 482 000
E-mail: harshani@icbtcampus.edu.lk

Senior Centre Manager (Kandy Campus)
Mr. Renuka Lasantha Kumara
Tel: (+94) 814 482 000
Mob: (+94) 773 718 158
E-mail: renuka@icbtcampus.edu.lk
iii. Kurunegala Campus
Study centre information –Kurunegala Campus

No 89, Bauddhaloka Mawatha, Kurunegala, Sri Lanka.
Tel: (+94) 37 44 82 000
Fax: (+94) 37 4482020
Email: kurunegala@icbtcampus.edu.lk
Academic Administrative Executive (Kurunegala Campus)

Ms. Chathurika Chandrasekara
Tel: (+94) 37 44 82 000
Mob: (+94) 773 685 552
E-mail: chathurikaC@icbtcampus.edu.lk
Assistant Accountant
Mr. Dissanayaka Mudiyanselage Aruna Nishshanka Bandara
Tel: (+94) 37 44 82 000
E-mail: nishshanka@icbtcampus.edu.lk
Centre Manager (Kurunegala Campus)

Mr. Buddika Gamhewage
Tel: (+94) 37 44 82 000
E-mail: buddika.g@icbtcampus.edu.lk

iv. Matara Campus
Study centre information –Southern Campus

International College of Business & Technology
ICBT Campus
5 ½, Hakmana Road,
Matara
Sri Lanka
Tel. (+94) 414 390990
Fax. (+94) 114 541 018
Email: southern@icbtcampus.edu.lk
Academic Administrative Executive (Matara Campus)

Mr. Kokawala Pathirana Nadeeshan Kasun Tharanga
Tel. (+94) 414 390990
Tel: (+94) 777 809 884
E-Mail: tharanga_p@icbtcampus.edu.lk
Assistant Accountant – Finance

Mr. Chathuranga Kuruppuarachchi
Tel. (+94) 414 390990
E-mail: chathuranga@icbtcampus.edu.lk
Center Manager (Matara Campus)

Mr. Pawan Hewavitharana (Senior Assistant General Manager)
Tel. (+94) 414 390990
Tel: (+94) 773 558 209
E-mail: pawan@icbtcampus.edu.lk
v. Jaffna Campus
Study centre information –Jaffna Campus

No. 586, Hospital Road, Jaffna,
Sri Lanka.
Telephone: (+94) 21 4 777 888
Mobile: (+94) 76 9 289 784
Email: icbtinfo@icbtcampus.edu.lk

Academic Administrative Executive (Jaffna Campus)
Ms. Paranthaman Maathumai
Telephone: (+94) 21 4 777 888
Mob: (+94) 766 793 137
E-mail: maathumaiP@icbtcampus.edu.lk
Assistant Accountant
Ms. Vairawanathan Thiripurasundari
Telephone: (+94) 21 4 777 888
E-mail: sundari@icbtcampus.edu.lk
Center Manager (Jaffna Campus)

Mr. Gunasingam Amaresh
Telephone: (+94) 21 4 777 888
Tel: (+94) 769 289 784
E-mail: amaresh@icbtcampus.edu.lk
vi. Batticalo Campus
Study centre information – Batticalo Campus

178A, New Kalmunai Road, Batticaloa.
Tel: (+94) 65 4 777 888
E-mail: icbtinfo@icbtcampus.edu.lk
Academic Administrative Executive (Batticalo Campus)

Mr. Thurairasa Kajenthiran
Tel: (+94) 65 4 777 888
Mob: (+94) 777 809 819
E-mail: kajenthiran@icbtcampus.edu.lk

Finance Executive
Mr. Thangavel Manjaragoban
Tel: (+94) 65 4 777 888
E-mail: manjaragoban@icbtcampus.edu.lk
Center Manager (Batticalo Campus)

Mr.Vishvalingam Gajendran
Tel: (+94) 65 4 777 888
E-mail: gajen@icbtcampus.edu.lk
vii. Head of the Cardiff Metropolitan University MBA Academic

Administration
Programme Director
Mr. Sampath Perera (General Manager- ICBT Campus)
Tel : (+94) 114 777 888
Mob : (+94) 0773457552
E-mail: sampath@icbtcampus.edu.lk
Chief Academic Officer – ICBT Campus

Mr Chandru Sandrasekaran
Tel : (+94) 114 777 888
Mob : (+94) 773 686 654
E-mail: chandru@icbtcampus.edu.lk
Programme Manager – Postgraduate Department, ICBT

Mr A. A. Cheliyan
Tel : (+94) 114 777 888
Mob : (+94) 772 440 068
E-mail: cheliyan@icbtcampus.edu.lk

1.3 Who does what?
You, the student, are ultimately responsible for your own learning, for
undertaking the work required of you to at least a satisfactory standard and
complying with the Study Centre and University rules and regulations.
Your Study Centre Co-ordinator is the person who has overall responsibility
for ensuring that appropriate learning opportunities are provided for you.
They also see to the staffing of the Programme and monitor the
effectiveness of the course.
Your Programme Tutors are the persons whom you will see on a regular
basis. They teach and support you through the course.
1.3.1 STUDY CENTRE SCHEME OF WORK/TIMETABLE

Office Hours:
Mon – Fri: 09.00AM – 05:00PM
Sat: 09.00AM – 01:00PM
Availability of Post graduate- Program Coordination Team:

Mon – Sun: 09.00AM – 05:00PM
1.3.2 Very Important
Copy all your email communications to; (please mention your

student number in the subject bar of your e mail)
ICBT Post Graduate Department via pgd@icbtcampus.edu.lk
Copy all your email communications with regards to the dissertation

(semester 3) to
ICBT Research Unit via rsu@icbtcampus.edu.lk

Checking Your Personal Details
It is the strict policy of Cardiff Metropolitan University that students

themselves are entirely responsible for checking their personal details and
communicate to ICBT any corrections or amendments required.
Checking and asking for corrections must in all cases be done before you sit
or hand in your first assessment. If you do not check and amend your details
and you subsequently receive a Certificate or Transcript from Cardiff Met
with an error which you had the opportunity to correct, you may not receive
a corrected copy, or if you do, you will be liable for the full cost of re-printing
(prices are shown in the Academic Handbook).
You will have the opportunity to see your details on your offer letter, on
your enrolment email and on the student portal. You need to check the
following:
1. That all your names are present as per official legal documentation.
2. That all your names are spelt correctly as per official legal
documentation.
3. That the order in which you want your first and family names is
correct.
4. That your date of birth is correct. All dates conform to the British
convention of dd/mm/yyyy and NOT the US convention of
mm/dd/yyyy.
If you are not sure, please ask a member of ICBT staff who can if needed
seek clarification from Cardiff Met.
1.3.3 Communication via emails

All your Communication mainly via emails and we recommend that you will
have regular access to your emails , whenever you communicate with ICBT
official email addresses your strictly advised not to copy your emails to
known or unknown group or individuals other than ICBT and Cardiff
Metropolitan University officials

1.3.4 Study centre student services
 ICBT Campus Library
 Cardiff online E Library services – (Refer Appendix 10)
 Access to Computer Labs
 WIFI
 Academic support through lectures
 24/7 study facilities (on request)
1.3.5 STUDY CENTRE RESOURCES

 Library Information
 Admin Support/Help desks (Refer Appendix 11)
 Access to Computers
 Technical Support
 Student Support System
 Support for Students with Specific Learning Difficulties
1.4 Cardiff Metropolitan University
The history of the Cardiff Metropolitan University can be traced back

through its former manifestations as Cardiff Institute of Higher Education
(1991-1996) and South Glamorgan Institute of Higher Education (1976 –
1991). South Glamorgan Institute of Higher Education was formed by the
merging of four long-established Cardiff-based further/higher education
institutions: Cardiff School of Art; Cardiff College of Food Technology and
Commerce; Llandaff College of Technology; Cardiff College of Education.
1.4.1 The School of Management
Cardiff School of Management (CSM) came into existence in August 1 st,

2006, as a consequence of the merger of the Cardiff Metropolitan
University Business School with that of the Welsh School of Hospitality,
Tourism and Leisure Management. This merger has created a school of 105
full-time faculty who teach approximately 1800 undergraduates and 450
postgraduate students on a range of taught programmes (including Higher

National Diplomas, Ordinary and Honours and Masters degrees) and
research programmes (MPhil, PhD and Professional Doctorate
programmes).
1.4.2 Centre for Business and Management
Cardiff School of Management is divided into five functional centres for

academic and administrative purposes:
 Accounting, Economics and Finance;

 information Systems;
 International Studies and Student Support;
 Hospitality, Tourism and Events;
 Business and Management.
1.5 The commencement of MBA
Cardiff Metropolitan University’s full-time MBA was launched in 1995 and

since then has enjoyed significant growth in full-time and part-time
students.
1.5.1 Aims and Objectives of the Cardiff Metropolitan University

MBA
The broad aim of the Programme is to produce managers who can manage
and makes no assumption about the nature of the organisation to be
managed, about its size, whether it is operating in the private or public
sector or whether its objective is to maximize profits. Indeed the
Programme will contain electives designed specifically to meet the needs of

the owners and managers of small and large firms, of managers in the public
and the private sector and of those in the social economy.
What the Programme does assume is that its participants are primarily
motivated by the desire to improve their current and future effectiveness
as managers. This means they will not be content merely to be presented
with sets of theories and principles of management, important though
these may be, but also expect to be given ample opportunity to critically
evaluate the usefulness of these theories and principles in practice,
especially in relation to their own particular needs. The Programme will
provide this opportunity in a number of ways, from cases and projects
through to dissertations.
The ability to translate theory into practice across all the management
disciplines from accounting and statistics, at one end of the spectrum, to
organisational behaviour and ethics, at the other, is a vital part of being an
effective manager. Equally, so is the capacity to see ‘the big picture’. Future
leaders of big organisations, or owner -managers of small enterprises, must
be able to place their roles within the context of the changes occurring in
their external environment that will strongly impinge on what will happen
within their own areas of responsibility as well as to them personally.
Perhaps the crucial objective of an MBA is to equip its participants with the
ability to manage within an environment that is constantly changing and in
which the only certainty is of uncertainty.
The programmes give its students the best chance to do well in a jobs
market that will expect leaders and managers of the future to be equipped
with the insights, education and skills needed to operate in what will be
increasingly knowledge-intensive and complex environments.
1.5.2 Educational Aims of the Programme
The programme aims to:
1. Develop within students an ability to analyse a broad range of

approaches to the study of business and management and to
critically evaluate the influences of controversial issues in the
business environment.

2. Enable students to critically assess changes in business
administration in the context of wider political, social and
organisational changes.
3. Promote students’ ability to discriminate between research
methods in order to make appropriate selections in conducting
management and organisational research.
4. Build on students’ ability to autonomously synthesise
information/ideas and create responses to problems that expand or
redefine existing knowledge and /or develop new approaches in
new situations.
5. Encourage students to objectively appraise the range of economic,
human and ethical dilemmas that impinge on the modern manager.
6. Equip students to independently evaluate and argue alternative
research approaches and accurately assess and report on their own
and other people’s other work with justification.
1.6 MBA Programme Structure
The Programme comprises two parts. Part I has six taught modules and on
their satisfactory completion the student is permitted to move onto Part II
which consists of a research methods module and a dissertation. The
Programme therefore is made up of the following elements:
 Two semesters of taught modules including the research methods

module normally followed by a period of six months to complete the
dissertation
 Three compulsory core modules, in the first semester
 One compulsory Core module and two electives in the second
semester including the Research Module.
 The Research Methods module is designed to equip students with
the necessary skills and knowledge to complete the production of a
dissertation. At its end of the Research Methods module students
will have the skills and knowledge to produce a proposal.
 The modules have been designed to incorporate the acquisition of
knowledge, to develop a broad understanding and to enhance skills.
There are 25 skills identified below that represent the expectations
of successful MBA students and the balance of modules is such that

all the skills will be covered by the time students have achieved Part
I. There may be duplication in these but this will reinforce their
value and improve the student outcome. They are comprehensive
and recognise the needs of both academe and employers.
(i) Knowledge and Understanding
1. Critical awareness of the main issues, theories and

methodologies that are central to management;
2. The role of the manager and the challenges that they face;
3. The relationship between management modules and possible
contexts including economic, environmental, ethical, legal,
political, sociological and technological together with their
effects at local, national and international level;
4. Critical awareness of the strategy, behaviour and management
of organisations;
5. Critical application of theory to the advancement of
management practice;
6. Critical awareness of research in the evolution of management
practice.
(ii) Cognitive Skills
7. Critically evaluate theories, tools and models in the field of

management;
8. Reflect on their learning experience;
9. Analyse and critically evaluate primary and secondary
information collected from research;
10. Creatively apply knowledge from different approaches to
management issues and problems;
11. Handle complex situations holistically;
12. Analyse, synthesise and solve complex business problems;
13. Implement agreed solutions effectively and efficiently;
14. Act independently in planning and managing of learning with
limited guidance.

(iii) Practical/Professional Skills
15. Ability to conduct research into business and management

issues and present findings both orally and in writing using a
range of media;
16. Demonstrate numeracy and quantitative skills;
17. Demonstrate project management skills;
18. Use interpersonal skills including listening, persuading or
influencing others;
19. Able to show sensitivity to diversity in people and different
situations,
(iv) Transferable Skills
20. Monitor, assess and critically reflect on the use of IT and

information skills and identify ways of further developing these
skills;
21. Analyse the effectiveness of alternative approaches to skills
development;
22. Be an autonomous learner and user of resources for learning;
23. Is confident and autonomous in problem solving;
24. Can engage confidently in academic and professional
communication with others within their field;
25. Can clarify a group task and lead or work within a group towards
defined outcomes.
1.6.1 The Award
On successful completion of the programme you will be awarded the title

of Master of Business Administration with the specialisation pathway
where applicable. As a Cardiff Metropolitan University student studying at
one of its partner institutions, your award will be made by Cardiff
Metropolitan University. You will receive a certificate and academic

transcript detailing your achievement and bearing the Cardiff Metropolitan
University crest.
1.6.2 Cardiff Metropolitan Student Hand book
The purpose of this handbook is to tell you something about the

programme on which you are enrolled. It provides you with a written record
of the programme philosophy, structure and content, as well as key
procedures and rules which the programme team have developed to
facilitate the success of you and your fellow students.
This handbook should be read in conjunction with the Cardiff Met

Student Handbook which contains the following additional information:
Your status as a Cardiff Met student

The Cardiff Met Student Charter
Academic Regulations and Conduct of Examinations
Unfair Practice Procedure
Mitigating Circumstances Procedure
Data Protection and Freedom of Information
Transfer to Cardiff Metropolitan University
Cardiff Met’s Student Union
Complaints and Appeals
Disciplinary Procedures, Codes of Conduct and Ethics
Health and Safety and Health advice
http://campaigns.cardiffmet.ac.uk/documents/studentservices/student%
20handbook%2006.15.pdf
1.6.3 The Programme Committee
The programme committee consists of all lecturers on the programme,

elected student representatives, administrative staff. The Cardiff Met
appointed Moderator (an academic member of staff from Cardiff
Metropolitan University) will also attend one programme committee
meeting per year. The Programme Committee is chaired by the Programme

Director who is responsible to the Programme Committee for the effective
operation of the Programme.
The Programme Director will call three formal programme committee

meetings per year. Early in the programme the student body will be asked
to elect some of their number to represent their views at programme
committee meetings and through other appropriate channels. Cardiff
Metropolitan University and (insert institution name) genuinely value the
views of students on all aspects of the quality of their learning experience.
Therefore, students should make the most of the student representative
system, although it would be counter-productive to use it simply to air petty
or trivial grievances.
Regular meetings of the Staff-Student Liaison Committee will also be held

and this will provide a forum for an open exchange of views between
students and staff. These meetings will take place at least twice per
academic session and it is expected that Student Representatives will be in
attendance, though other members of the student body are also
encouraged to attend.
All students will be asked to complete programme/module evaluation

forms during their studies and this information, alongside feedback via the
Staff-Student Committee and Student Representatives, will be utilised by
the Programme Director in reviewing programmes. Issues identified will be
considered at Programme Committee meetings and action taken as
appropriate.
1.6.4 External Examiners
External Examiners are individuals from other Universities or industries and

play an essential part to ensure the formal quality practices are followed
and the standards of awards in Cardiff Metropolitan University are
comparable to those elsewhere, and in suggesting improvements to the
examination or assessment process.

More information on the role of the External Examiner is available at
http://www.cardiffmet.ac.uk/registry/academichandbook/Pages/Ah1_06.
aspx
Students are entitled to view External Examiner reports and responses
submitted in the previous academic session. Please contact your local
institution for access to the reports.
The name(s), position(s) and external university or organisation of External
Examiners are published below, for information only. Please note that
students must not contact External Examiners directly. Appropriate appeal
or complaint mechanisms are available and may be found later in this
handbook – in the section entitled: Appeals, Complaints and Academic
Regulations. Examiners in receipt of contacts from students are requested
to refer these to the University.
Name: Dr Nicholas Lambrou
Position: Principal Lecturer
External University: University of Westminster
1.6.5 Teaching and Learning Methods
1.6.5.1 Lectures
Formal lectures are used for the transfer of basic subject material. Most
staff make their lecture notes available to students. Please note this service
should not be seen as a substitute for attending.
Lectures provide an opportunity to deliver a broad overview of a topic and

to initiate further research and study by students for tutorials, seminars and
private study.
1.6.5.2 Directed Reading
Students are expected to undertake significant directed reading in all

aspects of the programme. All Cardiff Met students, including those

studying at a partner institution, have access to the University’s electronic
resources. Guidelines on accessing these resources are available at:
http://tsr.cardiffmet.ac.uk/Learning/Library/eleclib/Pages/default.aspx
1.6.5.3 Tutorials
Tutorial sessions are used to reinforce material presented by the other

methods and to clear up possible misconceptions. Tutorials enable students
to build on their understanding of the subject gained via the lecture and
preparatory readings. Tutorials also provide an environment in which you
are able to clarify queries and raise questions about the subject. It is also
likely that you will be asked to prepare presentations and you will receive
formative feedback on assessed activities.

Case Studies
Case studies present realistic examples and by study, research and
discussion students are expected to gain insights into problems that they
might otherwise not encounter.
1.6.5.4 Assessment
Written examinations, essays and presentations
It is essential when writing essays, examination papers or any form of

assignment to write good English. If you do not express yourself accurately
and correctly, then you will almost certainly lose marks.
Writing essays and assignments allows students to demonstrate their own

ideas and understanding of a topic. The HARVARD method of referencing is
recommended by Cardiff Metropolitan University, regardless of the type of
dissertation or assignment which is written.
Students are given a general feedback with regard to their assessment

within a week and an individual feedback will be given within a month from
the assessment
1.7 Core modules:
The aim with the core modules is that students will understand the basic
theories of management across the various core disciplines. In designing
these modules it has been recognised that students should appreciate the
relevance of certain key principles in managing an organisation either
operationally or strategically. In each of the core modules students are
expected to translate theory into practice across the range of key
management activities and to be able to do this effectively by appreciating
methods for, and techniques of, analysing data, as well as of reviewing
literature and identifying gaps and issues. In all modules it is critical that
students understand the significance of change and uncertainty and how

they can be managed, that they are able to reflect on leadership styles, that
they can communicate effectively using a wide variety of media and that
they can manage their time effectively.
1.8 Elective modules:
Elective modules may either be taken as “free-standing” modules or as part

of a named pathway. Where a student elects to take a named pathway
then their elective choice is restricted to those modules that fall within the
stream. For the sake of clarity therefore a module may be studied either as
an independent subject or as part of a combination giving rise to a specialist
named pathway. Electives allow students to study particular areas of
management at greater depth and to broaden the learning experience. Any
combination may be taken, subject to timetabling constraints and level of
demand
1.9 General MBA.
Programme structure for Cardiff Metropolitan University Master of

Business Administration Programme. Programme structure for Cardiff
Metropolitan University Master of Business Administration Programme.
General MBA
Accounting for Decision Makers Marketing
20 credits 20 credits
People and Organisations Strategic Management
Project Management Theory and Operations Management
Practice 20 credits
20 credits
Research Methods Dissertation

1.10 Pathways
Students may elect to specialise in a particular area of interest to them and
have a Pathway declared on their degree certificate. Where this is the case
then their choice of electives is restricted to those ones which constitute
the designated pathway. Additionally they will be required to write a
dissertation on a relevant topic associated with such a Pathway. However,
it should be noted that students are recruited and enrolled onto the MBA
programme as such and not onto any of its constituent Pathways. Thus the
School retains the right not to run a Pathway (or indeed any elective
module) should it determine that student numbers on that Pathway or
module are too low. The School alone shall determine the numbers
required for running a Pathway or elective module and in order to run a
specialised pathway minimum 10 students should enrol from each
cohort/Batch.
1.10.1 MBA –Finance

Management of Finance Capital Markets and Derivatives
Operations Management Dissertation
1.10.2 MBA – Project Management

Project Management Theory and Management of Mega and Complex
Practice Projects

1.10.3 MBA – Marketing

Understanding the Behavioural Strategic Global Marketing
Elements of Marketing: Knowing 20 credits
Your Consumer
20 credits
1.10.4 MBA – Human Resource Management

Developing People for Leadership Managing people in a Global
and Management 20 credits Context 20 credits
1.10.5 MBA – Supply Chain and Logistics

Logistics in a Global Context Supply Chain and Logistics
20 credits Management
20 credits

1.10.6 MBA – Business Analytics

Social Media Analytics for Business Business Process and Data Analysis
1.10.7 MBA – Health Sector Management

Health Sector Operations Leadership in Health Sector
Management 20 credits Management 20 credits
MBA- Finance
MBA - Project Management
MBA- Marketing
MBA - HRM
Logistics
MBA- Supply Chain and
MBA- Business Analytics
Management
MBA- Health Sector
Module MATRIX
Semester
MBA -General
Accounting for 1        
decision makers
Marketing 1        

People and 1        
Organisations
Research Methods 2 
Strategic 2        
management
Management of 2 
Mega and Complex
Projects
Project 2  
Management
Theory and Practice
Operations 2        
Management
Management of 2 
Finance
Capital Market and 2 
Derivatives
Strategic Global 2 
Marketing
Understanding the 2 
Behavioural
Elements of
Marketing
Developing People 2 
for Leadership and
Management
Managing People in 2 
a Global Context
Logistics in a Global 2 
Context
Supply Chain and 2 
Logistics
Management
Social Media 2 
Analytics for
Business

Business Process 2 
and Data Analysis
Health Sector 2 
Operations
Management
Leadership in Health 2 
Sector Management
Dissertation (Core 3        
Subject)

1.11 Module Specification
1.11.1 People and Organisations (MBA7000)

ASC
Module JACS Subject Code(s) Category(ies)
Module Title Number and % of each subject
People and MBA7000 N500 7
Organisations
Level Credits ECTS Module % Taught Module Type
(3-8) Value in Welsh
7 20 10 1.0 0 Taught
Teaching Period Pre-requisites
Semester One None
Module Leader School(s) Campus
Hefin David Cardiff School of Llandaff
Management
Assessment Methods
Assessment Type Duration/Length Weighting Approximate
of of Date of
Assessment Type Assessment Submission
Group 20 minutes 30% End of Semester
Presentation
Course work 4000 words 70% End of Semester
Aim(s)
 To allow students to develop a critical insight into the factors that influence
the behaviour of people within organisations and how such behaviour
contributes to organisational effectiveness.
 To provide a critical appreciation of the diversity of HRM issues and the
primary role and key functions of HR with reference to relevant theoretical
models and concepts of HRM.
 To pay particular attention to organisation structure, culture, conflict and
the management of change and will engage in an exploration the role of the
human resource manager and their associated tasks in this broad
organisational context.
 To examine the relationships beyond the organisation and wider
environmental and economic factors that can affect the development of an
enterprise.
 To provide students with the opportunity to develop effective planning,
analytical and problem solving skills.

Learning Outcomes
At the end of this module, students should be able to:
 Critically analyse key theoretical approaches to the management of change
with reference to structure, culture, conflict and managing self
 Critically examine organisational behaviour in a variety of contexts and
develop discussion based on complex scenarios and the changing external
environment
 Develop, explore and critique human resource management approaches in
these contexts with reference to contemporary theory and an
understanding of current practice
 A conceptual understanding of the core theories in understanding people
and their role in organisations
Learning and Teaching Delivery Methods

Lectures will be used to present basic concepts and principles. Seminars will be
used to discuss and explain specific problem areas.
Indicative Content
The module is structured into three distinct and equally weighted sections as
outlined below;
 Reflective Practice- examining theories of learning and reflective
practice, professional practice, management and reflection.
 Organisational Behaviour- examining theories of organisational
practice, including organisational structure, culture and power and
politics.
 Human Resource Management- examining key concepts of strategic
HRM, with application to a contemporary case study.
Recommended Reading & Required Reading

Required Reading
Linstead S, Fulop, L and Lilley S (2009) Management and Organisation, London:
Palgrave Hall
Recommended reading:
Armstrong, M., (2006), Strategic HRM, A Guide to Action, (23rd. ed), Kogan Page

Beardwell, L., & Claydon, T., (2010), HRM, A Contemporary Perspective, (6th ed),
FT/Prentice Hall
Blyton., P & Turnbull, P., (2006), The Dynamics of Employee Relations,(5th
ed),Palgrave
Cole, G., (2006), Personnel & HRM, Continuum, (9th Ed),
Cottrell, S., (2010), Skills for Success, The Personal Development Planning
Handbook, (2nd ed), Palgrave
Kew, J., & Stedwick, J., (2010), Human Resource Management in a Business
Context, CIPD
Morgan, G., (2006), Images of Organization,(updated edition), Sage
Robbins, S.P., and Judge, T. A.,(2012), Organisational Behaviour, Global Edition,(
, 15th ed), Pearson
Journals
International Journal of Human Resource Management
Human Resource Management Journal
Humane Resource Management Review
Employment Relations
People Management (CIPD)

1.11.2 Accounting for Decision-Makers (MBA 7001)
JACS Subject ASC

Module Code(s) and % of Category(ies)
Module Title Number each subject
Accounting for Decision-
MBA7001 N300 7
Makers
Level Credits ECTS Module % Taught in Module Type
(0 - 8) Value Welsh
7 20 10 1.0 0 Taught
Semester One None
Cardiff School of
Hadeel Cassinelli Llandaff
Management
Assessment Methods
Duration/Length of Weighting of Date of
Assessment Type
Examination
3 hours 100% End of semester
Aim(s)
 To provide future managers with a level of practical understanding that
is genuinely useful in the workplace by covering a range of key financial
and management accounting areas
 To interpret financial statements
 To understand cost classification and behaviour in short-term decision
making
 To understand the principles of budgeting and budgetary control.
Learning Outcomes
After completion of the module, the student will be able to:

 Demonstrate a critical understanding of, and evaluate, balance
sheets and income statements
 Interpret the financial data commonly provided by accountants to
managers
 Use marginal costing & breakeven analysis to evaluate and solve of
a range of realistic problems
 Prepare & interpret cash budgets as part of budgetary control

Indicative Content
 Introduction to Accounting
Nature and roles of accounting, Users of financial information and their
needs, Distinction between financial and management accounting;
 Financial Statements
Prepare a simple balance sheet and income statement; Discuss
accounting conventions underpinning the financial statements; Discuss
uses and limitations of the financial statements.
 Ratio Analysis
Calculation of key ratios for assessing the profitability, efficiency,
liquidity and gearing of a business; Explain the significance of the ratios
calculated; Discuss the limitations of ratios as a tool of financial analysis.
 Working Capital
Managing Inventories, Receivables, Payables and the Operating Cash
Cycle.
 Cost-Volume-Profit analysis
Distinction between fixed and variable costs – their classification and
behaviour; Using break-even analysis to evaluate business
opportunities; Using marginal costing for decision making on
maximising returns;
 Budgeting
Explain the budgeting process and the interlinking of the various
budgets within the business; Construct various budgets, including the
cash budget from relevant data; Understand why profit is not the same
as cash flow.
Required Reading
Atrill, P., & McLaney, E.,(2012) Accounting and Finance for Non-Specialists
(with MyAccountingLab), (8th ed), Financial Times/Prentice Hall, ISBN-10:
0273778161 | ISBN-13: 978-0273778165
All students require access to a calculator e.g. Casio fx-82 which must include
the following functions: powers; roots; brackets; memory; sign change.

Recommended Reading
Davies, T., & Crawford, I., (2011), Business Accounting and Finance, (1st ed),
Financial Times/ Prentice Hall
ISBN-10: 027372312X | ISBN-13: 978-0273723127
McLaney, E., & Atrill, P., (2012), Accounting: An Introduction (with

MyAccountingLab), (6th ed),Financial Times, Prentice Hall ISBN-10:
0273771949 | ISBN-13: 978-0273771944
Weetman, P.,(2013), Financial and Management Accounting: An Introduction
(with MyAccountingLab), (6th ed), Financial Times/Prentice Hall, ISBN-10:
027378952X | ISBN-13: 978-0273789529
Professional articles posted on Blackboard.
Access to Specialist Requirements
Web based learning & self assessment packages

1.11.3 Marketing (MBA7003)
ASC
Module JACS Subject Code(s) and % Category(ies)
Module Title Number of each subject
Marketing MBA7003 N550 7
Level (3- Credits ECTS Module Value % Taught in Module Type
8) Welsh
7 20 10 1.0 0 Taught
Semester One None
Eileen Gilhooly Cardiff School of Llandaff
Management
Assessment Methods
Assessment Type Duration/Length Weighting of Approximate
of Assessment Date of
Assessment Submission
Type
Presentation 20 minutes 30% End of semester
Course work 4000 words 70% End of semester
Aim(s)
 To provide students with a practical understanding of how the
dynamics of the market, the business environment, customer trends
and behaviour and the organisation’s own capabilities impact upon its
ability to develop and deliver profitable customer propositions.
 To apply key theories, concepts and techniques to develop an in-depth
understanding of a market
 To develop appropriate marketing strategies and plans.
Learning Outcomes
At the end of this module, students should be able to:
 Demonstrate a critical understanding of the role and function of marketing
in a variety or market and organisational contexts.
 Critically evaluate and utilise marketing research data and methods to a
given marketing situation.
 Apply and evaluate the principles of organisational and environmental
audits to inform marketing strategies, decisions and objectives.
 Develop and justify a marketing plan and mix for a given target market.

Lectures will be used to present basic concepts and principles. Seminars will
be used to discuss and explain specific problem areas. Students will also be
expected to complement this study with self-directed learning.
Indicative Content
 The marketing concept: theories and concepts, planning, organisational
context (B2C/B2B/NfP)
 Dynamics of the marketplace: supply/demand, types of market,
competitiveness
 Consumer behaviour: purchasing models/factors, decision making unit,
purchasing
 Market segmentation/STP: methods of segmentation, targeting
strategies, positioning
 Marketing research techniques: primary/secondary,
quantitative/qualitative
 Analysing of research data to inform marketing strategies and plans
 Internal audits: organisational/marketing capabilities-
strengths/weaknesses
 Environmental audits:micro/macro/global, market opportunities/threats
 Developing marketing strategy: SWOT/TOWS analysis
 Strategic decisions: market selection, positioning, competitive stance,
growth
 Operationalising the marketing mix for a target segment (4P/4C/7P)
o Product: categories, goods/services, lifecycle, USP/FAB, portfolio,
new product dev’t
o Price: role of price, break-even/contribution, strategic/tactical
pricing strategies,
o Place: role of distribution, channels, emergence of retail/e-tail
channels, logistics
o Promotions: aims of promotion, promotional mix,
push/pull/profile, IMC
o 7Ps: goods vs services, physical evidence, people, processes

Required Reading:
Armstrong, G., Kotler, P., Harker, M., Brennan, R., (2012), Marketing: An
Introduction 2/E, Pearson
Blythe, J., (2009), Principles and Practice of Marketing, Cengage Learning
Hooley, G., Piercy, N.F., Nicolaud, B., (2012), Marketing Strategy & Competitive
Positioning 5th Ed, FT Prentice Hall

Lee, K., & Carter, S., (2012), Global Marketing Management, Oxford
McDaniel, C. J.r., Gates, R., (2012), Marketing Research 9th Ed International
Student Version, Wiley
Recommended Reading:
Aaker, D., (2010), Strategic Marketing Management: Global Perspectives,
Wiley
Aaker, D., (2010), Marketing Research, 10th Ed International Student Version,
Wiley
Blythe, J., (2012), Essentials of Marketing, Pearson
Bradley, N., (2010), Marketing Research: tools & techniques, Oxford University
Press
Chaffey, D., Ellis-Chadwick, F.,(2012), Digital Marketing: Strategy,
Implementation & Practice, 5/E, Pearson
DePelsemaker, P., Kenhove, P., Janssens, W., Wijnen, K., (2008), Marketing
research with SPSS, FT Prentice Hall
Doole, I., Lowe, R., (2012), International Marketing Strategy, Cengage
Learning,Keegan
Hollensen, S., (2012), Essentials of Global Marketing, 2/E, Pearson
Lamb, C.W., Hair, J.F., McDaniel, C., (2012), Essentials of Marketing, Cengage
Learning
McDonald, M., (2011), Marketing Plans- How To Prepare Them, How To Use
Them, Wiley
Solomon, M., (2012), Consumer Behavior: Global Edition, 10/E, Pearson
Wilson, M.S., Gilligan, C., (2005), Strategic Marketing Management,
CIM/Elsevier (e-book)
Wood, M.B., (2010), Essential Guide to Marketing Planning, FT Prentice Hall
Journals:
Marketing
Journal of Consumer Research
European Journal of Marketing
Journal of Marketing Research
Irish Marketing Review
Marketing Management Journal
Journal of Consumer Behaviour
Journal of Strategic Marketing
Journal of Marketing

Journal of International Marketing
Other Sources:
Chartered Inst Mktg (CIM) www.cim.co.uk
Marketing Week www.marketingweek.co.uk
Financial Times www.ft.com
The Times www.timesonline.co.uk

Mintel, KeyNote and Mint/DataMonitor market research reports

1.11.4 Strategic Management (MBA7002)
JACS Subject ASC

Module Code(s) and % Category(ies)
Strategic Management MBA7002 N240 7
Level (0 Credits ECTS Module Value % Taught in Module Type
- 8) Welsh
7 20 10 1.0 0 Taught
Semester Two None
Asif Zaman Cardiff School of Llandaff
Management
Assessment Methods
Assessment Type Submission
Portfolio 3,000 words 50% End of semester
Examination 2 hours 50% End of semester
Aim(s)
The aim of this module is to develop understanding in the formulation and
implementation of strategy in all types and size of organisations within
private, public and third sectors. In the development of understanding the
exploration of internationalisation, sustainability, corporate values and social
responsibility informs the curriculum. Students should be able to synthesise
information to inform strategic decisions and actions demonstrating
awareness of complexity, risk and uncertainty from multiple perspectives in a
dynamic business environment.
Learning Outcomes
At the end of this module students should be able to:
 Evaluate and reflect on the influences driving demand within the business
to consumer and business to business markets and the factors influencing
the strength of their influence

 Critically assess the debate that surround corporate values and social
responsibilities.
 To analyse competition and customer requirements in order to identify
opportunities for competitive advantage within an industry.
 Identify different types of strategic change programmes and assess the
value of different leadership styles in managing strategic change.

Lectures will be used to explore basic concepts and principles. Tutorials and
seminars will be used to discuss and explain specific problem areas. Students
will also be expected to undertake Self-Directed learning to complement their
classroom-based learning.
Indicative Content
 The Environment
 Strategic Capabilities
 Integrating Internal & External Environment
 The Nature and Sources of Competitive Advantage
 Strategic Purpose
 Culture & Strategy
 Business Strategy / Business Level Strategy
 Corporate Strategy and Diversification
 International Strategy
 Leadership & Strategic Change
Required Reading:
Henk, W., Volbarda et al. (2011), Strategic Management, (9th Edition), South-
Western,Cengage Learning
Johnson, G., Scholes, K., & Whittington, R., (2011), Exploring Strategy (9th
Edition), FT: Prentice Hall
Haslam, G., Anderson, T.,Tsitsianis, N., & Yin, Y.P., (2012), Redefining Business
Models Strategies for a Financialized World, Routledge; Oxon
Hill, C. L., & Jones, G.R., (2007), Strategic Management: An Integrated
Approach, Houghton Mifflin.
McGee, J., Thomas, H., & Wilson, D., (2005), Strategy, Analysis &
Practice,McGraw Hill.

Mintzberg et al., (2005), Strategic Safari-A Guided Tour through the Wilds of
Strategic Management ,New York: Free Press
McElroy, M.W., & Van Engelen, J.M.L., (2011), Corporate Sustainability
Management the Art and Science of Managing Non-Financial Performance,
Routledge; Oxon
Woods, M., (2011), Risk management in Organisations: An Integrated Case
Study Approach, Routledge; Oxon
Recommended Journal:
Journal of Management Studies;
Journal of Business Strategy;
Long Range Planning;
Sloan Management Review;
Strategic Change;
Strategic Management Journal;
Technology Analysis and Strategic Management;

1.11.5 Operations Management (MBA7061)
JACS Subject
Code(s) and %
Module of each ASC
Module Title Number subject Category(ies)
Operations Management MBA7061 N900 7
Level (3- Credits ECTS Module % Taught in Module
8) Credit Value Welsh Type
7 20 10 1.0 0 Taught

Semester Two None
Mukul Madahar Cardiff School of Llandaff Campus
Management

Assessment Methods
Coursework Written 100% End of Semester
assignment (6,000
words)
Aim(s)
 To develop and introduce and develop a critical understanding

operations management for modern organisations in a variety of
sectors of activity;
 To consider operations strategy in its broadest sense and relate this to
the internal management and organisation of the production of goods
and services within organisations in different sectors of the economy;
 To examine how to organise resources and operations, and how to
improve them using a variety of quality tools and techniques and
process improvement activities;
 To consider the organisation in its wider context; examining how
inputs on the supply side can be managed and improved, and on the
demand side how customers, and customer satisfaction can be
understood.
Learning Outcomes
On completion of this module, students should be able to:
 Evaluate the nature, scope and extent of manufacturing and service
operations strategy;
 Critically evaluate the use of quality tools and techniques for a wide
range of organisational problems;
 Solve complex operational problems related to managing capacity
and constraints within organisations;
 Demonstrate the application of strategies, tools and techniques to
improve business operations and appraise and select appropriate
methods for managing supply bases for a variety of organisations.
Lectures/ seminars
Independent study
Indicative Content
The content of this module will focus primarily on the future needs of students
and can be tailored to their likely subsequent careers. For those students likely

to be entering the service sector the module can primarily be focused on
service operations management with manufacturing operations management
being taught as the minor component. For those students with a likely career
in manufacturing, then manufacturing operations can be the major focus with
service operations management taught as the minor component.
 Operations strategy
 Customer service
 Managing capacity and demand
 Scheduling operations
 Waiting, queuing theory and practice
 Managing inventory
 Quality management tools and techniques
 Process analysis and improvement
 New product and service development
 Purchasing and supplier management

Required reading
Hill, A., and Hill, T., (2012), Operations management, Palgrave Macmillan;
Basingstoke
Johnson, R., and Clark, G., (2012), Service operations management:
improving service delivery, FT Prentice Hall; London
2. Recommended reading
Cousins, P., Lamming, R., Lawson, B., and Squire, B., (2008), Strategic
Supply Management: Principles, Theories and Practice, Prentice Hall;
London.
Fitzsimmons, J., and Fitzsimmons, M., (2010), Service Management:
operations, strategy and information technology, McGraw-Hill Higher
Education; Boston MA.
Hollins, W., and Shinkins, S., (2006), Managing service operations: design
and Implementation, Sage Publications; London.
Slack, N., Brandon-James, A., and Johnston, R., (2013), Operations
Management, Pearson; London

Journals
California Management Review
Harvard Business Review
International Journal of Production Economics
International Journal of Operations & Production Management
International Journal of Logistics Management
International Journal of Physical Distribution and Logistics Management
International Journal of Production Economics
International journal of Services and Operations Management
Journal of Operations Management
Production and Operations Management

1.11.6 Research Methods (MBA7004)
JACS Subject ASC

Research Methods MBA7004 X200 7

Level (3- Credits ECTS Module % Taught in Module Type
8) Credit Value Welsh
7 20 10 1.0 0 Taught
Semester One (Advanced Entry) N/A
Eleri Jones Management Llandaff
Assessment Methods
Assessment Duration/Length Weighting of Approximate Date
Type of Assessment Assessment of Submission
Type
Research 6000 word 100% End of semester
proposal
Aim(s)
 To ensure students are prepared to conduct systematic enquiry into
topics fitting with a generalist MBA.
 To understand the emphasis given to organisational and social
scientific inquiry and its application to business and management.
 To explore methods to develop analytical ability to apply to their own
investigation.
 To develop research topics, demonstrating a strong focus on applied
research techniques to management issues and problems.
Learning Outcomes
 Interpret research findings to inform further research;

 Identify the stages in the formulation of a research project and a
dissertation;
 Discriminate between research methods to select investigation suiting
management topics;
 Construct a research proposal.

Students will be taught through lectures and workshops. Self-Directed
Learning should complement the material learnt in workshops.
Indicative Content
 Develop appropriate study skills (use of published material,
referencing and citing, etc.);
 Understand the research cycle: literature review, problem
formulation, data collection and analysis;
 Formulate conclusions and recommendations;
 Critically engage with the appropriate research literature;
 Apply project management in research;
 Use of a range of research methodologies and techniques (e.g. case
study and ethnography in
management research, quantification and modelling);
 Understand interconnectivity and interdependence of systems to
engage with people and the planet;
 Develop research projects;
 Write a research proposal;
 Undertake project management and agency research;
 Demonstrate reciprocity and ethical awareness for corporate social
responsibility and the sustainability agenda.
Required (latest editions will be used)
Saunders, M., Lewis, P., and Thornhill, A., Research Methods for Business
Students, (6th edition), Harlow: FT/Prentice Hall
Recommended
Al Theide, D.L., & Schneider, C.J., (2012), Qualitative Media Analysis, 2nd
Edition, Sage
Blasius, J., & Thiessen, V., (2012), Assessing the Quality of Survey Data, Sage
Callegaro, M., Manfreda, K.L., and Vehovar, V., (2014), Web Survey
Methodology, Sage; London
Fielding, N.G., Lee, R., & Blank, G., The Sage Handbook of Online Research
Methods
Guest, G., (2013), Public Health Research Methods Sage; London

Herr, K., & Anderson, G.L., The Action Research Dissertation: A Guide for
Students and Faculty Sage; London
Moore, N., (2006), How to do Research: the Complete Guide to Designing and
Managing Research Projects (3rd revised edition), Facet Publishing; London
Myers, M.D., (2013), Qualitative Research in Business and Management,
Sage;London
Nezieiek, J.N., (2012), Diary Methods, Sage; London
Picardi, C., & Masick, C.J., (2013), Research Methods Designing and Conducting
Research with a Real World Focus, Sage; London
Russell, B.H., (2012), Social Research Methods: Qualitative and Quantitative
approaches, (2nd edition), Sage; London
Sieber, J.E., & Tolich, M.B., (2013), Planning Ethically Responsible Research,
(2nd edition), Sage; London
Wentz, E.A., (2013), How to Design, Write and Present a Successful
Dissertation Proposal, Sage; London
Zikmund, W.G., (2003), Business Research Methods (7th edition), Thomson
South-Western;UK

1.11.7 Understanding the Behavioural Elements of Marketing: Knowing
Your Consumer MKT 7001
Module Title Module JACS Subject ASC

Number Code(s) and % of Category(ies)
each subject
Understanding the Behavioural MKT7001 N500 7
Elements of Marketing:
Knowing Your Consumer
Level (3 to Credits Module Value % Taught Module Type
8) ECTS (1=20 credits) in Welsh
Credit
7 20 10 1.0 0% Taught
Teaching Period (Term/Semester) Pre-requisites
Semester 1 or 2 None
Module Leader School(s)
Campus
John Follett Cardiff School of Llandaff
Management
Assessment Methods
Assessment Duration/Length Weighting Threshold Approximate
Code and of Assessment of Date of
Method Method Assessment Submission
WRIT1 – 2,400 words 40% N/A Week 12
Individual equivalent
Report
PRES1 – 1,800 words 30% N/A Week 8
Group equivalent
Presentation
EXAM1 – 2 hours (1,800 30% N/A Exam Period
Case Study words
equivalent)
Aim(s)
This twenty credit module actively challenges the student to embrace the
principles, methods and challenges that impact on consumer consumption in the
21st Century. The module’s central focus is to create awareness and
understanding of the influences on consumer behaviour and the process of
decision making, and put these concepts into the context of marketing
management. To this end students will examine the development of consumer
behaviour in the marketplace from different disciplinary and cultural perspectives.
Students will build upon theoretical insights gained from these perspectives to

evaluate all aspects of consumer culture, including how we interact with brands,
relate to advertising, form self concepts and interact with others through
consumption.
Learning Outcomes
On successful completion of the module, a student should be able to:

 Critically evaluate the main theories of buyer and consumer behaviour.
 Critically analyse how buyer and consumer behaviour theories can be
used in the development of more effective marketing strategies.
 Be cognisant of the need to develop a customer focus through mapping
and determining consumer needs and wants.
 Critically evaluate customer groups and how their buying habits match to
organisational goals.
 Evaluate decision making-processes and customer behaviour in both B2C
and B2B contexts
 Explain the boundaries of consumer culture and their linkages and
interactions with other to marketing and branding concepts.
Method Rationale Type of Contact Total hours
(scheduled/
guided
independent
study/placement)
Lectures To enable core knowledge and Scheduled 24
understanding content to be
delivered to the whole module
cohort
Seminars / To allow exploration of all aspects Scheduled 12
Tutorials / of module content (knowledge,
Workshops understanding, skills & other
attributes) in an interactive group
setting
Independent To enable students to Independent 164
Study independently develop their Study
understanding of the module
concepts and to complete
formative & summative
assessment activity
Indicative Content
 Perception and Individuals
 Consumer Learning and Consumer Memory
 Motivation, Values and Involvement
 Consumer Attitudes/Segmentation
 Individual Decision Making/Self-Concept/Symbolic Consumption
 Group Leadership and Opinion Leadership

 Consuming and Evaluating
 Lifestyle, Culture and the Wider Market
 Consumer Law, Ethnocentric and Polycentric
 Purchase Environment
 Consuming Disorders
 Virtual Consumers
 Using consumer related data for strategic success
Required Reading
 East, R., Wright. M., & Vanhuele (2013). Consumer Behaviour Applications in
Marketing (2nd Edn). Sage.

 Shah, D.V., Wells. C., Kim. Y.M., & Rojas, H, (2013). Communication, Consumers,
and Citizens: Revisiting the Politics of Consumption. Sage.
Recommended Reading
 Foxhall, G.R. Goldsmith, R.E & Brown, S. (1998).Consumer Psychology for
Marketing, (2nd Edn), Thompson Business Press.
 de Mooij, M. (2004). Consumer behavior and culture: consequences for global

marketing and advertising, Sage Publications
 Graves, P. (2010). Consumerology: The Market Research Myth, the Truth about
Consumer Behaviour and the Psychology of Shopping, Nicholas Brealey Publishing
 Holt, D. (2004). How Brands Become Icons, Boston: Harvard University Press.
 Janson-Bovd, C.V (2010). Consumer Psychology, (1st Edn) Open University Press
 Jobber, D. (2009). Principles and Practice of Marketing (6th Ed), McGraw Hill
 Majumdar, R. (2010).Consumer Behaviour: Insights from the Indian Market, PHI

Learning
 Schiffman, L.G, Kanuk, L. & Hansen, H. (2011). Consumer Behaviour: A European

Outlook. (2nd Edn) Prentice Hall
 Slater, D. (1997). Consumer culture and modernity, Oxford: Polity.
 Solomon, M. R. (2010). Consumer Behaviour, A European Perspective, (4th Edn),

London: Prentice Hall

 Quester, P., Neal, C. Pettigrew, S. (2007). Consumer Behaviour: Implications for
Marketing Strategy, (5th Edn), McGraw Hill Australia.
Usunier, J.C. (2000). Marketing Across Cultures, (3rd ed), McGraw Hill.
Applicable Journals:
 Journal of Marketing Management
 Journal of Consumer Psychology
 Journal of Consumer Behaviour
 Journal of Consumer Research
 Journal of Business Research
 Journal of Advertising
 Journal of Advertising Research
 International Journal of Advertising
 Journal of Marketing Communications

None.

1.11.8 Strategic Global Marketing MKT 7005

Number Code(s) and % Category(ies)
of each
subject
Strategic Global Marketing MKT7005 N550 7
Level (3 Credits Module Value % Module Type

to 8) ECTS (1=20 credits) Taught
Credit in Welsh
7 20 10 1.0 0% Taught


Campus
John Follett Cardiff School of Llandaff
Management
Assessment Methods
Assessme Duration/Len Weighting Thresho Approxima
nt Code gth of of ld te Date of
and Assessment Assessme Submissio
Method Method nt n
Individual equivalent
Report
PRES1 – 1,800 words 30% N/A Week 8
Group equivalent
Presentatio
n
EXAM1 – 2 hours (1,800 30% N/A Exam
Case Study words Period
equivalent)
Aim(s)
To provide students with a solid grounding in marketing principles in
international markets. The module will examine the key principles -
fundamentals of international marketing focusing on the international
marketing mix elements, i.e. international product and branding,
international pricing, international promotion and international channels of

distribution and logistics. Relevant literature will be analysed and specific
examples will be used.
Learning Outcomes
 Identify and critically evaluate the relevant operational
techniques and strategies for the different modes of entry into
foreign markets.
 Critically assess the key identification and selection factors that
affect organisations and their international marketing strategy.
 Assess the significance of cultural issues on international
marketing and to critical evaluate the appropriate strategies to
gain maximum competitive advantage.
 Evaluate financial implications of different international marketing
strategies and to be able to solve specific pricing and costing
problems.
 Critically evaluate the process for managing and developing an
organisations portfolio for international markets.
 Critically assess innovative and effective marketing mix’s used to
reinforce an organisation position in an international market.

Method Rationale Type of Contact Total
(scheduled/ hours
guided
independent
study/placement)
cohort
setting

assessment activity
Indicative Content
1. The opportunities and benefits of international trade. The global
environment and its impact on the marketing mix.
2. Evaluating global opportunities using the appropriate
environmental analysis techniques on countries and using the
information and guidance of international and national institutions
3. Assessing the consumer/institutional buying behaviour in different
countries
4. Stages of market development – marketing and economic
development
5. Segmenting, targeting and positioning for international markets
6. Entry and expansion strategies
7. The marketing mix– main factors for consideration in defining the
international product, pricing, place and promotion strategies
8. Account for the needs for planning development and research in
a changing global environment
9. The financial impact on trade – balance of payments, pricing
strategies and exchange rates.
10. Construct suitable control systems in international trade to ensure
success in achieving the organisations aims and objectives.
Required Reading
Czinkota, C., R. & Ronkainen, I., A. (2012). Principles of International
Marketing. South-Western College Publishing
Doole, I., & Lowe, R. (2012). International Marketing Strategy, Cengage

Learning EMEA.
Lee, K, (2009). Global marketing management: changes, new

challenges, and strategies, (2nd Edn). Oxford University Press
Recommended Reading
Blythe, J. (2003). Marketing Strategy. FT Prentice Hall.
Brassington. F., & Pettit S, (1999). Principles of Marketing, (4th Edn). FT

Prentice Hall

Crouch, S. (1996). Marketing Research for Managers. CIM/ Butterworth-
Heinemann.
DeBurca, S., Fletcher, R., & Brow, L. (2005). International Marketing.

Prentice Hall.
Deresky, H. (2006), ‘International Management: Managing Across

Borders and Cultures’, (5th Ed.), Pearson Prentice Hall.
Hollensen, S. (2010). Global marketing. Financial Times. Prentice Hall.
Keegan. W., & Green, M. (2005). Global Marketing. Prentice Hall
Luthans, F., Doh, J. P. & Hodgetts, R. M. (2006), ‘International

Management: Culture Strategy and Behaviour’, (6th Ed.) McGraw-Hill Inc.
Mead, R. (2004), ‘International Management: Cross Cultural Dimensions’,

(3rd Ed.) Blackwell Publishing
Rugman, A. M., Collinson, S. & Hodgetts, R. M. (2006), International

Business’, (4th Ed.) Pearson Education Ltd.
Relevant journals:
Asia Pacific Business Review

China Economic Review
China Quarterly
Critical Perspectives on International Business
Cross Cultural Management: An International Journal
Emerging Markets Review
Europe-Asia Studies
European Journal of International Management
Global Business and Economics Review
International Business Review
International Journal of Cross Cultural Management
Journal of Chinese Economic and Business Studies
Journal of Common Market Studies
Journal of East European Management Studies
Journal of East-West Business

Journal of International Business Studies
Journal of International Management
Journal of World Business
Journal of World Trade
Management International Review
Multinational Business Review
Thunderbird International Business Review
Web Sites
http://www.cim.co.uk/Home.aspx
http://mospi.nic.in/Mospi_New/site/home.aspx
http://www.stats.gov.cn/english/

None.

1.11.9 Project Management Theory and Practice MPM 7001

of each
subject
Project Management MPM7001 N213 7
Theory and Practice

Credit in Welsh
7 20 10 1.0 0% Taught


Campus
Langes Supramaniam Cardiff School of Llandaff
Management
Assessment Methods
Method Method nt n
PRES1 – 2000 words 30% N/A Week 12
Group equivalent
Presentatio
n
WRIT1 – 4000 words 70% N/A Week 12
Client equivalent
Based
Report
Aim(s)
This module will critically examine the core concepts of project management
and promote the use of planned and structured approach when managing
projects in various domains and context. It will create an understanding of the
project management principles, techniques and toolsets and how they could be
used to enhance the likelihood of project success. It will also further navigate

and critically apply project management tools and techniques effectively to a
real client based or case study project.
Learning Outcomes

 Critically evaluate the theoretical underpinning of project management
principles.
 Critically evaluate the differences between and applications of the main
project management methodologies in use today.
 Demonstrate critical knowledge and understanding of project life cycle,
key project activities, deliverables, tools and techniques and how to
ensure the likelihood of project and project management success.
 Apply industry wide project management standards and the relevant
body of knowledge to a variety of contexts and challenges.

(scheduled/ hours
guided
independent
study/placement)
cohort
setting
assessment activity
Indicative Content
This Module provides an introduction to the nature and purpose of project
management, to key project management processes, tools, techniques,
expected deliverables and methodologies used by practitioners, including Agile
(Scrum) and Hybrid methodological approaches. It will also explore the latest
software tools and critically examine their application in various PM contexts.
Underpinning this will be an opportunity to refresh key PM skills e.g.
requirements gathering, scoping, work breakdown structure and work package
creation, network analysis, critical path analysis, estimation techniques, and

earned value analysis. Front end loading and planning which considers all the
above would be examined in detail.
Required Reading
 Lock, D. (2014) The Essentials of Project Management, Ashgate, 4th
Edition
 Kloppenborg, T.J. (2014) Contemporary Project Management,
Cengage Learning, 3rd Edition
 Kerzner, H. R. (2013) Project Management: A Systems Approach to
Planning, Scheduling and Controlling, Wiley, 11th Edition
 Larson, E.W. and Gray, C.F. (2013) Project Management: The
Managerial Process, McGraw-Hill Higher Education, 6th Edition
Recommended Reading
 Lock, D. (2013) Project Management, Routledge, 10th Edition
 Meredith, J. R. et al. (2013) Project Management in Practice, Wiley,
5th Edition
 A guide to the Project Management Body of Knowledge (2013), PMI
(Project Management Institute), 5th Edition
 Body of Knowledge (2012), APM (Association of Project
Management), 6th Edition
Peer Reviewed Journals/Articles:
 Students will also be required to access a range of peer reviewed

publications such as journal articles, conference and symposium
papers, published company reports and case studies

None.

1.10.10 Management of Mega and Complex Projects MPM 7001

of each
subject
Management of Mega and MPM7007 N213 7
Complex Projects

Credit in Welsh
7 20 10 1.0 0% Taught


Campus
Langes Supramaniam Cardiff School of Llandaff
Management
Assessment Methods
Method Method nt n
PRES1 – 30 minutes 30% N/A Week 7
Group (1,800 words
Presentatio equivalent)
n
Reflective equivalent
Report
(Case
Study)
Aim(s)
This module will explore the common phenomenon in large and complex
projects, often known as mega projects. It will also critically review the
recognisable charateristics of many common complex and mega projects gaps,
issues and problems. This module will also draw upon wide range of lessons

learnt of managing relationships to set reasonable expectations and build trust,
integrity and credibility in the mega and complex projects.
Learning Outcomes
 Critically assess and appraise the project management practices

associated with a range of mega projects.
 Critically appraise the scale, nature and paradox of mega projects
 Effectively plan time-efficient and cost-effective strategies to evaluate,
select, prioritize and manage multiple projects and programs.
 Critically review and reflect on the outcomes of a range of mega
projects
 Consider sustainability, corporate social responsibility and ethics
across the mega projects lifecycle.
 Critically appraise the complexities of management of risk in mega
projects.

(scheduled/ hours
guided
independent
study/placement)
cohort
setting
assessment activity
Indicative Content
This Module positions the practice of project management within an
increasingly complex and uncertain organisational landscape generating
valuable insights into the relationship between mega and complex projects,
environment and business success. Concepts and issues of triple bottom line

sustainability will be explored and the relationship of this to long-term benefits
delivery examined within mega and complex projects. The concept of mega
and complex project success with be explored in detail, particularly in
relationship to the management of stakeholder expectations, and critical
success factors identified. Case studies from various domains will be used to
examine the challenges of managing mega-projects, particularly those where
the public sector is the originator or major stakeholder and will provide the
opportunity to explore such issues as complexity and risk in detail. Risk appetite
between various stakeholders and how it impacts overall mega project success
will be critically examined. This module will also review in depth why large and
complex projects fails and opportunities to enhance success. The metrics to
assess the quality and completeness of the mega project front end will also be
examined. Established methods and practical applications for the development
of successful project portfolios and multiproject environments would be
covered. The dependencies and interrelationships between various
parameters in a mega project context will be critically appraised. It will also
probe the complexities in humanitarian, NGO (non-governmental
organisations), INGO (international non-governmental organisations) mega
projects and programmes. Complexities around PPP (Public Private
Partnership), PFI (Private Finance Initiatives), SPV (Special Purpose Vehicle),
different types of capital investments, contracts and reimbursement strategies
would be critically investigated.
Required Reading
 Greiman V. A. (2013) Megaproject Management: Lessons on Risk and
Project Management from the Big Dig, Wiley, 1st Edition
 Rayner, P. and Reiss, G. (2013) Portfolio and Programme
Management Demystified, Managing Multiple Projects Successfully,
Routledge, 2nd Edition
 Merrow E. W. (2011) Industrial Megaprojects: Concepts, Strategies and
Practices for Success, Wiley, 1st Edition
Recommended Reading
 Allport R. (2010) Planning Major Projects (Project Management), ICE
Publishing, 1st Edition
 Cleland D. and Gareis R. (2005) Global Project Management
Handbook: Planning, Organisation and Controlling, Wiley, 2 nd Edition
 Flyvbjerg B. (2003) Megaprojects and Risk: An Anatomy of Ambition,
Cambridge University Press
 Contemporary Mega Projects case studies from wide range of sectors
and domains would be used
Peer Reviewed Journals/Articles:

 Students will also be required to access a range of peer reviewed
publications such as journal articles, conference and symposium
papers, published company reports and case studies

None.

1.11.11 Capital Markets and Derivatives MBA7007
JACS Subject ASC

Capital Markets and MBA7007 N300 7
Derivatives
Level Credits Module % Taught in Module Type
(0 – ECTS Value Welsh
8) Credit
7 20 10 1.0 0% Taught
Semester One or Two None
Sandy Kyaw Cardiff School of Management Llandaff
Assessment Methods
Assessment Type Duration/Length of Weighting of Approximate Date of
Examination 3 hours 100% End of semester
Aim(s)
 To build on the finance related knowledge and skills acquired in core
modules;
 To develop a strategic understanding of capital markets and their
most volatile instruments;
 To provide a sound understanding of modern corporate finance
theory and practice;
 To equip students with the ability to analyse internal and external
accounting statements.
Learning Outcomes
After completion of the module, the student should be able to:
 Critically evaluate the workings of local and international markets
both long term and short term and additionally analyse the
relationships between spot and futures markets and primary and
secondary markets;
 Critically evaluate the range of derivative products available to today’s
financial managers, risk managers and takers;
 Critically analyse the impact of financial market developments on
investment strategies;
 Evaluate, quantitatively the costs, prices and values of different
derivatives and options in different circumstances.

be used to discuss and
explain specific problem areas. Students will be expected to undertake self-
directed learning to
complement their classroom-based learning.
Indicative Content
 Domestic Money Markets
Money - & Financial Intermediation
 Domestic Capital Markets
Capital Instruments
Investment Banking
 International Financial Markets
Foreign Exchange Markets
International Equity and Bond in a diversified environment
 Interest Rate Environment
Interest rates fundamental behaviour and impact on markets
 Derivatives
 Options Valuation
 Futures Markets
Individual Assets
Indices indexation – as hedges and as profit maximiser
Currency
Interest Rates
Required Reading
Fabozzi, F. J., and Modigliani, F., (2009), Capital Markets: Institutions and
Instruments, Prentice Hall
Mishkin, F. S., and Eakins, S. G., (2012), Financial Markets and Institutions,
Pearson Higher Education
Recommended Reading
Bodie, Z., Kane, A., and Marcus, A., (2010), Essentials of Investments, McGraw-
Hill
Johnson, H. J., (2006), Global Financial Institutions and Markets, Blackwell
Publishers Inc
Kolb, R. W., and Overdahl, J. A., (2007), Futures, Options and Swaps, Blackwell
Publishing

Pike, R., Neale, B., and Linsley, P., (2012), Corporate Finance and Investment:
Decisions and
Strategies, Financial Times Press
Journals
Financial Markets, Institutions and Instruments
Journal of Financial Markets
Journal of International Financial Markets, Institutions and Money
Review of Derivatives Research
Quality financial press such as Financial Times, Bloomberg, and The Wall
Street Journal

1.11.12 Management of Finance MBA7005
JACS Subject Code(s) ASC

Module Title Module Numberand % of each subject Category
Management of Finance MBA7005 N300 7
Level (0 Credits ECTS Module Value % Taught in Welsh Module

- 8) Type
7 20 10 1.0 0% Taught
Semester One or Semester Two None
Sandy Kyaw Cardiff School of ManagementLlandaff
Assessment Methods
Assessment Type Duration/Length of Weighting of Approximate
Assessment Type Assessment Date of
Submission
Exam 3 hrs 100% End of
semester
Aim(s)
 To enable students to analyse and critically evaluate financial choices
using investment appraisal techniques, taking into account the cost
and sources of capital and the necessity of managing the balance
sheet;
 To raise awareness of external considerations, such as take-over
threats, interest rate movements, and currency fluctuations, which
may impinge on decision making;
 To cover the major financial issues in such a way as to enable students
to make a strategic appraisal of financial problems and to identify
different courses of actions for dealing effectively with problems.
Learning Outcomes
After completing this module the student should be able to:
 Critically evaluate financial statements using appropriate techniques

to assess the financial position of the organisation;
 Undertake a strategic appraisal of financial problems and financial
information for use in making strategic investment decisions;

 Critically evaluate project proposals in terms of risk, return and asset
valuation;
 Critically analyse complex problems and apply techniques to
unfamiliar situations, particularly with reference to the requirements
of the small business environment.
be used to discuss and
explain specific problem areas. Students will be expected to undertake self-
directed learning to
complement the lectures and seminars.
Indicative Content
 Balance Sheet Management

In depth review of financial statements, sources of funds,
employment of funds, expected rewards, cost of capital. Investment
requirements and optimum employment of funds. Cash and fund
flows.
 Project Appraisal
Dealing with risk, cost of capital and discounting. Risk premium
discount factor, expected returns, sensitivity analysis.
 Investment and Risk

Risk and return. Portfolio theory. The Capital Asset Pricing Model.
 Foreign Exchange Risk

Identifying and measuring exchange rate exposure risk. Techniques
to reduce exposure to foreign exchange risk.
 Small Business Finance

Sources of finance, cash flow management, growth, working capital
management, flotation, factoring, leasing. Business plans and
projected financial statements.
Required Reading
Gitman, L. J., and Zutter, C. J., (2012), Principles of Managerial Finance,
Pearson Higher Education

Recommended Reading
Atrill, P., (2011), Financial Management for Decision Makers, Financial Times
Press
McLaney, E. J., (2011), Business Finance: Theory and Practice, FT Prentice Hall
Titman, S., Martin, J. D., and Keown, A. J., (2011),Financial Management:
Principles and Applications, Pearson Education
Van Horne, J. C., and Wachowicz, J. M., (2009), Fundamentals of Financial
Management, Financial
Times, Prentice Hall
Journals
Journal of Finance
Managerial Finance
Financial Management
Financial Analysts Journal
Quality financial press such as Financial Times, Bloomberg, and The Wall
Street Journal

1.11.13 Developing People for Leadership and Management MBA7062
JACS Subject ASC

Developing People for MBA7062 N500 7
Leadership and
Management
Level Credits ECTS Module % Taught in Welsh Module
(0 - Value Type
8)
7 20 10 1.0 0 Taught
Semseter 1 or 2 None
Maria Ash Cardiff School of Llandaff
Management
Assessment Methods
Assessment Duration/Length Weighting of Approximate
Type of Assessment Date of
Written 3,000 words 50% End of
assignment semester
Written 3,000 words 50% End of

assignment Semester
Aim(s)
Effective management and leadership is a crucial component of organisational
success. With regard to this, the development of management and leadership
skills and capabilities should form an integral part of HR strategy and practice
and a key element of the learning and development strategy of an
organisation. This module provides an insight into the nature, scope, rationale
and effectiveness of leadership and management development (LMD)
interventions and considers the relationship between developing individual
leadership and management skills and enhancing organisational performance.
The module considers how development needs are identified and assesses
and the process by which leadership and management development activities
and policy are implemented, monitored and evaluated.
Learning Outcomes

After completing the module the student should be able to:
 Compare and contrast key concepts of learning, development,
education and training with regard to leadership and management
performance;
 Critically evaluate theories and models of leadership and
management learning and development;
 Analyse the nature, effectiveness and context of learning and
management development activities and policy;
 Demonstrate a critique of strategies on talent management and
succession planning.
Indicative Content
 Key definitions and concepts in leadership and management development
 Leadership and management development strategy and policy
 Measuring competencies, assessing developmental needs and
performance management
 Activities and methods of developing leaders and managers
 Talent management and succession planning
 Content of learning and management development

Required Reading
Gold, J., Thorpe, R., and Mumford, A., (2010), Leadership and Management
Development (5th ed.), CIPD; London
Recommended reading:
Anderson, V., (2009), Research Methods in Human Resource Management,

CIPD Publishers, London
Ashridge Business School, (2010), Development at the top: who really cares?
A survey ofexecutive teams,
Carmicheal, J., Collins, C., Emsell, P., and Haydon, J., (2011),Leadership and
Management Development, Open University Press; Oxford
Dalton, K., (2010), Leadershp and Management Development:

developing tomorrow’s Managers, Financial Times/Prentice Hall; London
Kramar, R. and Sayed, J., (2012), Human Resource Management in a

Global Context, Palgrave Macmillan, Hampshire

Lengnick-Hall, C.A., and Lengnick-Hall, M.L., (2013), Human Resource
Management in the Knowledge Economy: New Challenges, New Roles,
Berrett-Koehler Publications, San Francisco
Mabey, C., and Finch, Lees. T., (2007), Management and Leadership
Development, Sage; London
Marchin, M., (2013), Human Resource Management at Work, CIPD

Publications, London
Mintzberg, H., (2011), ‘Looking forward to development’,

Training and Development, 2, February: 50-55
Peters, L., Baum, J., and Stephen, G., (2011), ‘Creating ROI in leadership
development’. Organizational Dynamics, 40, 2, April-June: 104-109
Suff, R., (2011), ‘Improving line manager’s capability’, IRS Employment

Review,
3rd October
Watson, G., (2010), Developing Skills for Business Leadership,

McGraw-Hill Education, London
Woodall, J., (2011),‘International management development’,

In T. Edwards and C. Rees,
International Human Resource Management (2nd ed.), Pearson; Harlow

Journals/websites
Human Resource Management
Human Resource Development
People Management
Training and Development
http://www.peoplemanagement.co.uk/pm/
http://www.cipd.co.uk/

1.11.14 Managing People in a Global Context MBA7008
JACS
Subject
Code(s)
and % of ASC
Module each Category(ies)
Module Title Number subject
Managing People in a Global MBA7008 N500 7
Context
Level (4-6 Credits ECTS Module % Taught in Module
u/g; Credit Value Welsh Type
7 p/g; 8
doctorate)
7 20 10 1.0 0 Taught
Kathryn Addicott Cardiff School of Management
Llandaff
Assessment Methods
Duration/Length of AssessmentWeighting
Assessment Type Type of Assessment
Approximate Date of Submission
Coursework 3000 Words 50% End of Semester
Report 3000 words 50% End of Semester
Aim(s)
This module is part of the HRM pathway and examines HRM policies
and practices within a global context. Cultural and ideological
differences will be assessed in an attempt to understand how these shape
HRM policies and practices within and across different countries. The
module aims to provide an understanding of how key hrm processes
including recruitment and selection, training and development,
performance and reward, and employee relations policies and practices,
are managed in international contexts. There will be a focus on the role
of multinational companies, how they manage their diverse workforce
and the challenges involved. It will in addition explore international
models of HRM, comparative national contexts and employment
systems. The module also aims to provide an understanding of the impact
of globalisation, and the convergence or divergence of national and
organisational HRM on a global basis.
Learning Outcomes
On successful completion of this module students will be expected to
be able to:

1. Compare and contrast national employment systems in order to
evaluate different models of HRM and the nature and scope of socio-
cultural, institutional and legal constraints on HR policy and practice
within organisations.
2. Assess the importance of political ideology as an influence on
government action, policies and legislation, and
critically evaluate the role of the state, management, and employees
and trade unions from a comparative perspective.
3. Critically discuss the convergence-divergence debate, identifying the
main issues and theories relating to globalisation and the
internationalisation of the firm.
4. Analyse hrm and hr planning processes such as recruitment and
selection, training and development, performance and reward, and
employee relations in international firms.

Lectures, Seminars, Workshops and tutorials
36 Hours
Student-Centred Learning
164 Hours
Total
200 Hours
Indicative Content
 Issues in international and comparative studies
 Models, theories and concepts of HRM
 Management styles and strategies

 Recruitment and selection, employee development,
employee relations and engagement, reward systems and
performance management in international firms
 Changes to labour markets and managing diversity
 Globalisation and convergence-divergence theories
Required Reading:
Edwards & Rees, (2011) (2nd Ed.), International HRM: Globalisation,
national Systems & Multi-national Corporations, Prentice Hall.
Lucas R, Lupton B & Mathieson H, (2006), HRM in an International
Context, CIPD.
Addison John T & Schnabel Claus, Eds), (2005), International
Handbook of Trade Unions, Edward Elger.
Bamber, G.J. & Lansbury, R.D. & Wailes, N. (Eds.) (2004) (4th Ed)
International and Comparative Employment Relations and
Globalisation and the Developed Market Economies, Sage
Dessler G, (10 th. Ed), (2005), Human Resource Management:
International edition, Pearson Prentice Hall.
Harris H, Brewster C & Sparrow P, (2004), International HRM, CIPD
Harzing, A. & Pinnington, A. (2010) International Human Resource
Management (3rd Ed), Sage
Henderson I, (2008), HRM for MBA students, CIPD
Marginson P, (2006), European Integration & Industrial Relations:
Multi-level Governance in the Making, Palgrave Macmillan
Muller-Camen M, Croucher R & Leigh S, (2008), HRM: A case study
approach, CIPD.
Ozbilgin Mustafa, (Ed), (2005), International Human Resource
Management, Palgrave Macmillan
Scholte Jan Aart, (2nd. Ed), (2005), Globalisation: A Critical
Introduction, Palgrave MacMillan
Scullion H, (2005), International HRM: A Critical text, Palgrave
MacMillan
Recommended Journals:

International Journal of Human Resource Development and
Management (IJHRDM)
Journal of International Management
Human Resource Management International Digest
Human Resource Management Journal
Industrial Relations Journal
European Journal of International Management
Journal of European Industrial Training
Websites (particularly useful for county-by-country studies and

comparative analysis)
http://www.eurofound.europa.eu/eiro
http://www.ilo.org/global/lang--en/index.htm
http://www.cipd.co.uk/research/_inthrm.htm
http://news.bbc.co.uk/1/hi/country_profiles/default.stm
Newspaper and Periodicals

Major broadsheets such as Guardian, Independent, Times, The
Economist, Newsweek
Library and Learning Resources
Blackboard (VLE) supported module

1.11.15 Logistics in a Global Context ISC 7000

of each
subject
Logistics in a Global Context ISC7000 N200 7

Credit in Welsh
7 20 10 1.0 0% Taught

Semester 1 or Semester 2 None

Campus
Dr Rachel Mason-Jones CSM Llandaff
Assessment Methods
Method Method nt n
PRES1 – 30 mins (1,800 30% N/A Week 7
Presentatio words
n equivalent)
Report equivalent
Aim(s)
The aim of this module is to identify the key drivers and issues that are driving
globalisation of industries and markets and, to further explore the main
activities, structures and management of global and international logistics
systems and supply networks
Learning Outcomes
On successful completion of this module, students should be able to:

• Analyse and critically evaluate the key drivers influencing globalisation

• Analyse and evaluate how globalisation directly affects industries and
markets across the world
• Identify and evaluate the development and management of the logistics
systems and supply chain functions in companies
• Critically evaluate the logistics and transportation systems involved in
globally driven supply networks and critically analyse the decisions
surrounding the use of multi-modal logstics systems.
• Analyse financial agreements within supply chain management
systems and critically analyse the issues surrounding tarrifs, taxes and
payment methods in complex supply chains

(scheduled/ guided hours
independent
study/placement)
cohort
Practical To allow exploration of all Scheduled 24
Workshops aspects of module content
(knowledge, understanding, skills
& other attributes) in an
interactive group setting
Student- To enable students to Guided independent 152
centred independently develop their study
learning understanding of the module
assessment activity
Total 200
Indicative Content
• The Drivers and trends of globalisation, Strategic outsourcing Overseas
culture and market environments Logistics, supply chains and
globalisation.
• Multi-model logistics systems, their structure and methods of operation;
Problems with global and international logistics; International physical
distribution strategy and management; Modal choice: Vehicle selection
in logistics, shipping strategies, stockholding and inventory
management, warehousing and depot management
• Formal tools and techniques used in developing logistics strategy;
Building scenarios and modelling, management of goods, financial
agreements within supply chain management systems, tarrifs, taxes and
payment methods in complex supply chains

• Ordering and replenishment systems; Reverse logistics
Required Reading
John Mangan, Chandar lalwani, Tim Butcher, Roya Javadpour “Global Logistics
and Supply Chain Management” John Wiley & Sons; 2 edition (2011), ISBN:
978-1119998846
Alan Rushton, Philip Croucher, Peter Baker “The Handbook of Logistics and
Distribution Management: Understanding the Supply Chain” Kogan Page; 5
edition (2014), ISBN: 978-0749466275
David Closs “Global Supply Chain Management: Leveraging Processes,

Measurements, and Tools for Strategic Corporate Advantage”, McGraw-Hill
Professional (2013), ISBN: 978-0071827423
Alan E Branch “Global Supply Chain Management and International Logistics”,

Routledge; 1st edition (2009), ISBN: 978-0415398442.
Recommended Reading
Journals
International Journal of Production and Operations Management, International
Journal of Production Research, International Journal of Performance and
Productivity Management, Journal of Operations Management, Journal of
Productivity Analysis, Manufacturing and Services Operations Management,
Production and Operations Management

1.11.16 Supply Chain & Logistics Management ISC 7002

of each
subject
Supply Chain & Logistics ISC7002 N200 7
Management

Credit in Welsh
7 20 10 1.0 0% Taught


Campus
Dr Rachel Mason-Jones CSM Llandaff
Assessment Methods
Method Method nt n
Report equivalent
WRIT2 - 3,600 words 60% N/A Week 12
Report equivalent
Aim(s)
The aim of this module is to critically examine various Supply Chain & Logistics
strategies, systems and technologies used in the development of supply chain
systems and, through the application of systematic design strategies; plan,
design and develop suitable and effective supply chain and logistics
configurations for given sceanarios.
Learning Outcomes

• Critically analyse the concept of logistics and supply chain management
through a strategic lens of operations supply chain strategy.

• Critically evaluate the concepts, theories and disciplines which underpin
Supply Chain and Logistics management theory and practice.
• identify, critically analyse and evaluate the main variables in a wide
range of relevant Supply Chain and Logistics literature.
• Critically evaluate buyer / supplier relationships and obtain an in-depth
understanding of the function and importance of negotiation skills on
this relationship

independent
study/placement)
cohort
Practical To allow exploration of all Scheduled 24
assessment activity
Total 200
Indicative Content
• Key elements of logistics & distribution; The importance of logistics and
distribution. Integrated logistics and the supply chain concept. Customer
service and logistics. The inbound and outbound logistics systems &
channels of distribution, legals aspects around management of goods.
• Location theory, Network design, Make-Buy Decisions, strategic supplier
selection & sourcing decisions (QA and QC), Network sourcing & Lean
supply, Supplier development programmes. Operational Theory of SCM:
Basic inventory planning and management. The types and purpose of
WIP. Inventory and the supply chain.Procurement.Order processing and
replenishment. MRP, MRP II, ERP
• The principles of warehousing and warehousing decisions. Storage
systems and equipment. Material handling and packaging.
Transportation management: Road freight and inter-modal transport,
Contemporary SCM Concepts: Outsourcing and 3PL. Global logistics.
Logistics and the environment. Electronic supply, ICT and the supply
chain.

• Buying and procurement systems, negotiation theory and buyer /
supplier relationships, supplier development programmes.The governing
law and jurisdiction in the international sale of goods
Required Reading
Alan Rushton, Steven Walker “International Logistics and Supply Chain
Outsourcing : From Local to Global”, Kogan Page; 1st edition (2007), ISBN:
978-0749448141
Jay Heizer, Barry Render “Operations Management”, Pearson 11th Ed, (2013)
ISBN: 978-0273787075
Roger G Shroeder “Operations Management in the Supply Chain: Decisions

and Cases” McGraw-Hill Higher Education; 6th edition (2013). ISBN 978-
0073525242
John J Coyle, John Langley “Management of Business Logistics : A Supply

Chain Perspective”, Cengage Learning, Inc; 9th edition (2012), ISBN: 978-
0538479189
Recommended Reading

1.11.17 Business Process and Data Analysis CIS 7026

of each
subject
Business Process and Data CIS7026 I270 7
Analysis

Credit in Welsh
7 20 10 1.0 0% Taught


Campus
Chaminda Hewage/Imtiaz CSM Llandaff
Khan
Assessment Methods
Method Method nt n
WRIT1 – 6000 words 100% N/A End of
Report equivalent Semester
Aim(s)
This module is designed to enable the student to develop a critical
appreciation of a range of business process and data analysis approaches
and to explore key contemporary issues regarding their application in
organisations.
Learning Outcomes

 Critically evaluate, and reflexively apply, methods, techniques and
tools for assessing, controlling and improving organisational
processes and data;

 Critically demonstrate an appreciation of issues relating to the
analysis of business processes and data in Organisations;
 Synthesise information and create appropriate visual representations
of their analysis via use of an appropriate tool.

(scheduled/ hours
guided
independent
study/placement)
Lectures To enable core Scheduled 24
knowledge and
understanding content to
be delivered to the whole
module cohort
Seminars/Workshops To allow exploration of all Scheduled 24
aspects of module
content (knowledge,
understanding, skills &
other attributes) in an
Student-centred To enable students to Guided 152
learning independently develop independent study
their understanding of the
module concepts and to
complete formative &
summative assessment
activity
Total 200
Indicative Content
 The role of the analyst as a medium between business and technical
communities
 The divergent interests within an organisation
 The intent, purpose and limitations of a methodical approach
 Web data analysis for business
 Business data analysis for marketing
 Market prediction
 The use of diagramming techniques and tools for analysis
 Alternative socio-technical approaches
Required Reading
Paul, D., Cadle, J. & Yeates, D. (2014) Business Analysis, 3rd edition, BCS.

Paul, D., Eva, M., Hindle, K., Turner, P., Rollason, C. & Yeates, D. (2014)
Business Analysis Techniques: 99 Essential Tools for Success, 2nd edition,
BCS.
G Shmueli, KC Lichtendahl Jr. (2017) Data Mining for Business Analytics:

Concepts, Techniques, and Applications in R, Google Books.
Recommended Reading
Beynon-Davies, P. (2013) Business Information Systems, 2nd edition, Palgrave
Macmillan.

Use of an appropriate diagramming tool e.g. Visio

1.11.18 Social Media Analytics for Business CIS 7029

of each
subject
Social Media Analytics for CIS7029 I270 6
Business

Credit in Welsh
7 20 10 1.0 0% Taught


Campus
Esyin Chew CSM Llandaff
Assessment Methods
Method Method nt n
WRIT1 – 6000 words 100% N/A End of
Practical equivalent Semester
Project
Aim(s)
This module aims to provide students with the opportunity to gain experience
and develop skills in handling social computing resources and the data that is
generated from user activity.
Learning Outcomes

 Demonstrate an understanding of concepts underlying social media
analytics and be able to apply them appropriately in business setting;
 Critically evaluate and implement specialist technologies to harvest,
analyse and visualise “social data” from individuals to corporate
perspectives;

 Synthesise and apply social analytics and appropriate techniques on
social information;
 Critically evaluate, design, prototype and implement social media
applications and visualization for business story telling.

(scheduled/ hours
guided
independent
study/placement)
knowledge and
module cohort
aspects of module
content (knowledge,
activity
Total 200
Indicative Content
 Introduction to Social Media Analytics: the taxonomies, history and
career of social media analytics studies
 Basic Social Web Harvesting Tools and Techniques
 APIs for Analytics social media
 Social data visualisation and tools for business story telling
 Issues, Challenges and Ethical Consideration in Social Media
Analytics for business
 Big Data - Social Computing data sources and Mashup tools for Data
Feeds
 Introduction to Social Media Mining and Community Analysis
 Information Diffusion and Social Influence
 Recommendations in Social Media: the Present Digital Media
Channels and Future Social Data Analytics
 The Future trends: Social Robotics, Wearables, Sensors, AR and AI.

Required Reading
Recommended Reading
MIT Media Lab (2017) Social Computing Research.
https://www.media.mit.edu/research/groups/social-computing
Mitchell, R. (2016) Web Scrapping with Python: Collecting Data from the
Modern Web. CA: O’Reilly Media Inc.
Hendler, J. and Mulvehill, A. M. (2016) Social Machines: The coming collision

of AI, Social Networking and Humanity. York: Springer Science Business
Media.
Constantiou, I. and Kallinikos, J. (2015). New games, new rules: Big data and
the changing context of strategy. Journal of Information Technology, 30 (1).
Castrillo-Fernández, O. (2015) Web Scraping: Applications and Tools.

European Public Sector Information (PSI) Platform.
Zafarani, R., Abbasi, M. A., & Liu, H. (2014). Social media mining: an
introduction. Cambridge University Press.
van Dijck, J. (2013). The culture of connectivity: A critical history of social

media. Oxford: Oxford University Press.
McKinney, W. (2012) Python for Data Analysis: Data Wrangling with Pandas,
NumPy, and IPython Cambridge, O’Reilly (E-Book).
Tsvetovat, M., Kouznetsov, A. (2011) Social Network Analysis for Startups:

Finding connections on the social web, O’Reilly Media.

1.11.19 Leadership in Health Sector Management MBA7070

of each
subject
Leadership in Health Sector MBA7070 N600 7
Management

Credit in Welsh
7 20 10 1.0 0% Taught


Campus
TBC CSM Llandaff
Assessment Methods
Method Method nt n
WRIT1 - 6000 words 100% N/A End of
Coursewor equivalent Semester
k
Aim(s)
This module aims to provide students with the knowledge and skills needed
to be an effective manager in the healthcare sector. Students will be
equipped with an understanding of the external context in which healthcare
organisations operate, how they are managed, and analytical techniques that
can be applied to decision-making processes within the health sector.
Learning Outcomes
 Demonstrate a critical understanding of organisational structures,

cultures and behaviour within the health sector.

 Demonstrate a critical understanding of change management and
organisational development in current healthcare environments.
 Demonstrate an ability to create strategic plans for healthcare
organisations including appropriate accreditation and financial
management.
 Demonstrate a critical understanding of healthcare
management and leadership issues.

(scheduled/ hours
guided
independent
study/placement)
knowledge and
module cohort
aspects of module
content (knowledge,
activity
Total 200
Indicative Content
 Introduction to healthcare management: Overview of
healthcare organisations structure; healthcare delivery systems;
culture, organisational culture, cultural diversity and their
influence in healthcare environments; organisational behaviour
and work team ethics.

 Understanding the change management principles: Models of
change management organisational development in healthcare
industries; training of staff.
 Developing healthcare strategies; developing hospital
strategic plans: Smart objectives to implement healthcare plans;
international healthcare accreditation schemes; clinical
governance.
 Healthcare quality standards: How to ensure patient safety at
all time; prevention of medical errors in the healthcare
environment; legal statutory bindings in healthcare safety
requirements.
 Healthcare leadership: How is leadership practiced in
healthcare industry; marketing principles and their application in
healthcare; difference between leaders and managers; effective
and efficient management of a hospital; health technology
assessment for healthcare managers; evidence based medicine
for healthcare managers.
 Financial terms and definitions: What are assets and liabilities;
how to make and read a financial statement; ingredients of
healthcare financial management; appraisal techniques; costs,
budgets and reports.
Required Reading
Bohmer, R., (2009), Designing Care, HBS Press, Boston, MA.
Brandeau, M. et al. (eds), Operations Research and Health Care, Kluwer
Academic Publ., 2004.
Jensen, K. et al., (2007), Leadership for Smooth Patient Flow, Health Admin.
Press, Chicago, IL.
Wellman, Hagen, and Jeffries, Leading the Lean Healthcare Journey,
CRC Press, 2011.
Recommended Reading
Graban, M., Lean Hospitals, Productivity Press, New York, NY, 2009.
Graban, M. and Swartz, J.E., Healthcare Kaizen: Engaging Front-Line Staff in
Sustainable Continuous Improvements, CRC Press, Boca Raton, FL, 2012.
Grunden, N., The Pittsburgh Way to Efficient Healthcare, Healthcare
Performance Press, 2008.
Grunden, N. and Hagood, C., Lean-Led Hospital Design, Productivity Press,
2013.

Kenney, C., Transforming Healthcare: Virginia Mason Medical Center’s Pursuit
of the Perfect Patient Experience, Productivity Press, 2011.
McLaughlin, D.B. and Hays, J.M., Healthcare Operations Management, Health
Admin. Press, Chicago, IL, 2008.
Toussaint, J. and Gerard, R.A., On the Mend, Lean Enterprise Institute, 2010.

None

1.11.20 Health Sector Operations Management MBA7071

of each
subject
Health Sector Operations MBA7071 N290 7
Management

Credit in Welsh
7 20 10 1.0 0% Taught


Campus
CSM Llandaff
Assessment Methods
Method Method nt n
WRIT1 - 6000 word 100% N/A End of
Coursewor equivalent Semester
k
Aim(s)
This module explores the three fundamental issues that Healthcare delivery
systems around the world struggle with: issues of patient access to care,
quality and safety in the care process (incl. patient and staff satisfaction), and
cost of care. Students are introduced to selected analysis and improvement
approaches that the discipline of Operations Management can offer with
different types of both clinical and non-clinical processes in hospital settings
illustrated.
Learning Outcomes

 Demonstrate a critical understanding of common terminology,
concepts, and practices in various healthcare delivery
environments.
 Critically evaluate commonly recognized problems with
healthcare delivery systems and develop ways to design, organise
and manage them.
 Demonstrate critical understanding and the ability to evaluate key
measures used to assess healthcare systems and process
performance
 Critically adapt selected Lean tools for analysing and improving
healthcare processes.

independent
study/placement)
cohort
Seminars/ To allow exploration of all Scheduled 24
assessment activity
Total 200
Indicative Content
 Introduction to Healthcare Operation: Overview of industry
sector, markets and competition, performance indicators,
perceived problems with healthcare system, conceptual model of
healthcare delivery.
 The Role of IT in Healthcare Delivery Systems: Overview of IT
systems and their role in delivery and quality improvement.

 Measures and Data Availability in Healthcare: Clinical and
Non-Clinical metrics, incl. patient satisfaction and length of stay;
cost estimation; the data transparency/public reporting issue.
 Design and Structure of Healthcare Delivery Systems: Types
of processes, customized and standardized care, service lines
and focused HC units.
 Operation and Improvement of Healthcare Delivery Systems:
Overview of Issues and Methods in Healthcare operations: patient
and provider scheduling, patient flows and waiting times, capacity
decisions, process mapping. Outpatient Clinics: forecasting and
scheduling of patients, Emergency Departments: overview of ED
crowding and causes, redesign of EDs.
 Lean Healthcare: Overview and Applications of Lean.
Implementing Lean.
 Design and Implementation of Performance Systems and
Sustainment of HC Innovations: Implementation and
sustainment issues in healthcare quality and delivery systems.
Required Reading
McLaughlin, D.B. and Hays, J.M., (2008), Healthcare Operations Management,
Health Admin. Press, Chicago, IL.
Bohmer, R., (2009), Designing Care, HBS Press, Boston, MA.
Brandeau, M. et al. (eds), (2004), Operations Research and Health Care,
Kluwer Academic Publ.
Graban, M., (2009), Lean Hospitals, Productivity Press, New York, NY.
Wellman, Hagen, and Jeffries, (2011) Leading the Lean Healthcare Journey,
CRC Press, 2011.
Recommended Reading
Jensen, K. et al., (2007), Leadership for Smooth Patient Flow, Health Admin.
Press, Chicago.
Graban, M. and Swartz, J.E., (2012) Healthcare Kaizen: Engaging Front-Line
Staff in Sustainable Continuous Improvements, CRC Press, Boca Raton, FL.
Grunden, N., (2008), The Pittsburgh Way to Efficient Healthcare, Healthcare
Performance Press.
Grunden, N. and Hagood, C., (2013), Lean-Led Hospital Design, Productivity
Press.
Toussaint, J. and Gerard, R.A., (2010), On the Mend, Lean Enterprise Institute.

None

1.11.21 Dissertation MBA7099
JACS Subject ASC

Dissertation MBA7099 N200 7
Level Credits Module % Taught in Module

(0 – 8) ECTS Value Welsh Type
Credit
7 40 20 2.0 0 Dissertation
Semester 3 None
Julia Fallon Cardiff School of Llandaff
Management
Assessment Methods
Assessment Type Duration/Length of Weighting of Approximate Date of
Dissertation 12,000 words 100% Semester 3
Aim(s)
The dissertation provides an opportunity for in depth study of a topic relevant
to management. It requires students to:
 Critically evaluate major schools of thought within relevant
management theory to fit with business practice.
 Translate theory into practice through the study of its application in
the real world.
 Undertake empirical research in this area.
 Draw conclusions about the implications of the results for managerial
decision-making, in particular strategic.
Learning Outcomes
At the completion of the dissertation the student should be able to:
 Formulate research questions at a level appropriate for a
Masters;
 Critically review the relevant literature / business environment
information;
 Select the most appropriate methods for the collection of data,
justifying that choice.
 Apply methods to collect data;

 Select a method of analysis appropriate to their research
question, within the context of what is commensurate to
Masters level;
 Present the results clearly and comprehensively;
 Draw conclusions about the results.
The Dissertation builds on the Research Methods Module/Pathway
Specific Modules. Students will be assigned a personal tutor with
whom they will be expected to have a minimum of three one-to-one
tutorials, the outcome of which will be fully documented.
A dissertation handbook will be available for all students that will
include details of
 Regulations and attendance requirements
 Role of supervisor
 Timing and planning
 Topic selection
 Presentation
 Referencing
 Assessment
Indicative Content
 Specific research topic selected by student.
 Statement of research question
 Literature review / background business research
 Justification of methodology for collection of data
 Justification for method of analysis
 Analysis
 Presentation of data
 Presentation of results
 Discussion
Required Reading:
Gill, J., and Johnson, P., (2007), Research Methods for Managers, (Third
Edition), Sage
Saunders, M., Lewis, P., and Thornhill, A., (2009), Research Methods for
Business Students, (Fifth Edition), Financial Times/Prentice Hall
Biggam, J., (2011), Succeeding with your Masters Dissertation: A Step-by-Step
Handbook, Sage; London
Fisher, C., (2007), Researching and Writing a Dissertation: A Guidebook for Business Students,
FT/Prentice Hall; London
Furseth, I., & Everett, E.L., (2013), Sage Study skills Series; London
Gill, J., and Johnson, P., (2011), Research Methods for Managers, e-book

Hart, C., (2004), Doing your Masters Dissertation ,Sage Study skills; London
Lomas, R.,(2011), Mastering your Business Dissertation: How to Conceive Research and Write a
Good Business Dissertation, Routledge; Oxon

2.1 Evaluation /Grades/Awards
The first part of the scheme (the taught element) shall consist of not fewer
than 7 modules each worth 20 credit points.
A candidate upon successful attainment of not fewer than 180 credits, at

least 40 of which shall be for the dissertation element of the scheme be
eligible for the award of Master’s Degree.
A candidate shall complete research methods module successfully before

being permitted to proceed to the dissertation stage. The length of the
40-credit dissertation will generally a 12,000 words report.
Both parts (Taught element and dissertation) of the programme must be

completed successfully before a candidate may qualify for the award of an
MBA degree. The examiners may require a candidate to undergo an oral
examination at any stage of the scheme of study.
The final award of the Master of Business Administration will be decided by

the average of the aggregate marks of both thought elements and
dissertation. The award will be as follows
70% and over : Distinction

60% and over : Merit
40-59% : Pass
0-39% : Fail
In order to gain a Master’s Degree with Distinction, a candidate must

achieve a distinction level performance in each stage. Regulations
contained within Cardiff Metropolitan University's Academic Handbook
apply.
2.2 Validity of Studentship
All the students are enrolled as full time students and your studentship is
valid for 2 years and you would need to successfully complete your
programme within the two years

2.3 Student commitment for Learning
Apart from the 36-40 hours of regular lecture support students are
expected to spend at least 165 hours of self-studies including tutorial work
for a typical 20 credit module
2.4 Graduation
After successful completion student can attend for graduation either Cardiff
Metropolitan University or ICBT campus generally Cardiff Metropolitan
University Graduation is held in July and ICBT graduation in
October/November for further information check the Cardiff Metropolitan
University and ICBT Graduation website
Note: There would be a non-refundable graduation registration fee that
must be paid before your application for graduation can be considered.
2.5 Electives/ Specialisation Stream

In order to offer a specialisation stream (project management, General
Finance, Marketing, Human Resource Management) minimum 10 students
must apply from a batch otherwise student would need to follow the
general MBA programme and further information can be obtained from the
programme administration division

2.6 Tentative Academic Schedule
Term Dates No of Sessions

Semester I – Sept 2018 - Jan 2019 09 sessions each
Semester II –March 2019 - Aug 2019 09 sessions each
Semester III – Nov 2019- March 2020 12-13 weeks
Semester 1 academic calendar
Tentative schedule for Saturday batch, (2 subjects per day, 4 hours each)
Date Sessions 1 Session 2

29-09-2018 People and Organisation 1 Accounting 1
06-10-2018 People and Organisation 2 Marketing 1
13-10-2018 Marketing 2 People and Organisation 3
20-10-2018 Accounting 2 Marketing 3
03-10-2018 Accounting 4 People and Organisation 5
17-11-2018 Marketing 5 Accounting 6
22-12-2018 Christmas and New Year Holiday
12-01-2019 Accounting 9 No Lecture

For Sunday batches tentative schedule (2 subjects per day, 4 hours each)

18-11-2018 Accounting 6 People and Organisation 6
13-01-2019 Accounting 9 No Lecture

Tentative schedule for weekday batch (3 subjects per week, 3 hours
each)
Date People and Accounting for Decision Marketing
organisation Making
2nd, 3rd & 4th Oct 2018 People and Accounting for Decision Marketing 1
organisation 1 Making 1
9th, 10th & 11th Oct 2018 People and Accounting for Decision Marketing 2
16th, 17th & 18th Oct 2018 People and Accounting for Decision Marketing 3
23rd, 24th & 25th Oct 2018 People and Poya Day Marketing 4
organisation 4
30th, 31st Oct 2017, 1st Nov People and Accounting for Decision Marketing 5
2018 organisation 5 Making 4
6th, 7th & 8th Nov 2018 People and Accounting for Decision Marketing 6
organization 6 Making 5
20th, 21st & 22nd Nov 2018 Holiday Accounting for Decision Poya Day
Making 7
4th, 5th & 6th Dec 2018 People and Accounting for Decision Marketing 9
11th, 12th & 13th Dec 2018 People and Accounting for Decision Marketing 10
organisation Making 10
10
18th, 19th & 20th Dec 2018 Christmas and New Year Holiday
25th, 26th & 27th Dec 2018 Christmas and New Year Holiday
1st , 2nd and 3rd Jan 2019 People and Marketing 11

organisation Accounting for Decision
11 Making 11
8th , 9th & 10th Jan 2019 People and Accounting for Decision Marketing 12
organisation Making 12
12
All above mention dates are tentative schedule and ICBT campus deserve
the right of changing them if required.

Tentative Session plan MBA semester 1 for weekend batches
People and Accounting for

Session Organisation MBA Decision Making
number 7000 MBA 7001 Marketing MBA 7003
The marketing concept: theories and

Individual Introduction to
concepts, planning, organisational
Personality/Attitudes accounting.
context (B2C/B2B/NfP)
1
Accounting
conventions and Dynamics of the marketplace:
Motivation preparation of supply/demand, types of market,
financial competitiveness
2 statements.
Accounting
conventions and Consumer behaviour: purchasing
Group and team
preparation of models/factors, decision making unit,
behaviour
financial purchasing
3 statements.
1.Internal audits:
organisational/marketing capabilities-
strengths/weaknesses.
Financial
Management of 2.Environmental audits:
statement
change micro/macro/global, market
analysis.
opportunities/threats.
3.Developing marketing strategy:
4 SWOT/TOWS analysis.
Financial Marketing research techniques:
Organisational Design statement primary/secondary,
5 analysis. quantitative/qualitative
Working capital Analysing of research data to inform

Organisational culture
management. marketing strategies and plans
6
Inter-Cultural Market segmentation/STP: methods
Cost volume profit
Differences In of segmentation, targeting
analysis.
7 Leadership Styles strategies, positioning

Strategic decisions: market selection,
Performance
Budgeting positioning, competitive stance,
evaluation
8 growth
Operationalising the marketing mix
for a target segment (4P/4C/7P)
1.Product: categories, goods/services,
lifecycle, USP/FAB, portfolio, new
product dev’t
2.Price: role of price, break-
even/contribution, strategic/tactical
pricing strategies,
Conflict resolution Revision
3.Place: role of distribution, channels,
emergence of retail/e-tail channels,
logistics
4.Promotions: aims of promotion,
promotional mix, push/pull/profile,
IMC
5.7Ps: goods vs services, physical
9 evidence, people, processes

Tentative Session plan MBA semester 1 for weekday batches
MBA 7000 People and Accounting for Decision
Marketing MBA 7003
organization Making MBA 7001
Sessio
n
Session area of numb area of Session
number coverage er coverage number area of coverage
The marketing concept:
Individual
Introduction to theories and concepts,
Personality/Atti 1
accounting. planning, organisational
tudes
1 1 context (B2C/B2B/NfP)
Accounting
conventions Dynamics of the
and marketplace:
Motivation 2&3
preparation of supply/demand, types of
financial market, competitiveness
2&3 statements. 2
Accounting
conventions Consumer behaviour:
Group and
and purchasing
team 4&5
preparation of models/factors, decision
behaviour
financial making unit, purchasing
4 statements. 3
1.Internal audits:
organisational/marketing
capabilities-
strengths/weaknesses.
Financial 2.Environmental audits:
Management
6&7 statement micro/macro/global,
of change
analysis. market
opportunities/threats.
3.Developing marketing
strategy: SWOT/TOWS
5&6 4&5 analysis.
Marketing research
Financial
Organisational techniques:
8 statement
Design primary/secondary,
analysis.
7 6 quantitative/qualitative
Analysing of research data
Organisational Working capital
9 to inform marketing
culture management.
8 7&8 strategies and plans
Market
Inter-Cultural
segmentation/STP:
Differences In Cost volume
10 methods of segmentation,
Leadership profit analysis.
targeting strategies,
Styles
9 & 10 9 & 10 positioning
Performance Strategic decisions:
11 Budgeting
11 evaluation 11 market selection,

positioning, competitive
stance, growth
Operationalising the
marketing mix for a
target segment
(4P/4C/7P)
1.Product: categories,
goods/services, lifecycle,
USP/FAB, portfolio, new
product dev’t
2.Price: role of price,
break-even/contribution,
strategic/tactical pricing
Conflict
12 Revision strategies,
resolution
3.Place: role of
distribution, channels,
emergence of retail/e-tail
channels, logistics
4.Promotions: aims of
promotion, promotional
mix, push/pull/profile,
IMC
5.7Ps: goods vs services,
physical evidence, people,
12 12 processes

Assessment plan for weekend and weekday batches semester 1
People and Organisation

Deadline/Presentation
Code Assessment Weightage Mode Issue date
Delivery
Presentation
Assessment 1 30% 20-11-2018 27th of January 2019
Delivery
7000 Individual
Assessment 2 70% Report 2nd 20-11-2018 10th of February 2019
Assignment
Marketing
Deadline/Presentation
Code Assessment Weightage Mode Issue date
Delivery
Presentation
Assessment 1 30% 20-11-2018 3rd of February 2019
Delivery
7003 Individual
Assessment 2 70% Report 2nd 20-11-2018 24th of February 2019
Assignment
Accounting for Decision Makers

Weight Issue
Code Assessment Mode Exam date & time
age date
Closed 17th of Feb 9.00am-
7001 Examination 100% N/A
books 2019 12.00 noon
The results of the 1st semester is expected to be released by the end of

May 2019.

Semester 2- Academic calendar for General management specialisation
students. Tentative schedule for Sunday batch, (2 subjects per day, 4
hours each)
Subject 1 Subject 2
Sunday batch Core Subjects for all students GM students

17-03-2019 Strategic Management 1 PMTP 1
14-04-2019 Sinhala & Tamil New Year Holiday
05-05-2019 Operations Management 1 Research Methods 1
12-05-2019 Strategic Management 6 Research Methods 2
Day following Vesak Full Moon Day following Vesak Full
19-05-2019 Poya Day Moon Poya Day
16-06-2019 Poson Full Moon Poya Day Poson Full Moon Poya Day
30-06-2019 Operations Management 3 PMTP 6

Semester 2- Academic calendar for General management students.
Tentative schedule for Saturday batch, (2 subjects per day, 4 hours each)
Subject 1 Subject 2
Saturday batch
Core Subjects for all students GM students

18-05-2019 Vesak Full Moon Poya Day Vesak Full Moon Poya Day

Semester 2- Academic calendar for General management students.
Tentative schedule for weekday batch, (3 subjects per day, 3 hours each)
Date Subject 1 Subject 2 Subject 3

Madin Full
19th , 20th & 21st Strategic Moon Poya
March 2019 Management 1 Day Research Methods 1
26th , 27th & 28th Strategic
March 2019 Management 2 PMTP 1 Research Methods 2
2nd , 3rd & 4th Strategic
April 2019 Management 3 PMTP 2 Research Methods 3
9th , 10th & 11th Sinhala & Tamil New Year Holiday
April 2019
16th , 17th & 18th Sinhala & Tamil New Year Holiday
April 2019
23rd , 24th & 25th Sinhala & Tamil New Year Holiday
April 2019
30th April, 1st &
2nd May 2019 May Day Research Methods 4
7th , 8th & 9th Strategic Operations
May 2019 Management 4 Management 1 Research Methods 5
14th ,15th & 16th Strategic Operations
21st , 22nd & 23rd Strategic Operations
Day following
Vesak Full
28th , 29th & Vesak Full Moon Poya
30th May 2019 Moon Poya Day Day Research Methods 8
4th , 5th & 6th June Strategic
2019 Management 7 Holiday Research Methods 9
June 2019 Management 8 Management 4 Research Methods 10
June 2019 Management 9 Management 5 Research Methods 11
25th , 26th & 27th
June 2019 PMTP 3 Poya Day Research Methods 12
2nd , 3rd & 4th Operations
July 2019 PMTP 4 Management 6 PMTP 5

Strategic
th th th
9 , 10 & 11 Management Operations
July 2019 PMTP 6 10 Management 7
16th , 17th & 18th Esala Full Moon Operations
July 2019 Poya Day PMPT 7 Management 8
23rd , 24th & 25th Operations Operations
July 2019 Management 9 PMPT 8 Management 10
30th , 31st July & Strategic Strategic
1st Aug 2019 Management 11 PMPT 9 Management 12
6th, 7th & 8th Aug Operations
PMPT 10 PMPT 11
2019 Management 11
Nikini Full
Operations
13th, 14th & 15th Moon Poya PMPT 12
Management 12
Aug 2019 Day
Semester 2- Academic calendar for Project Management (PM), Marketing

(MKT), Finance (Fin), Human Resource (HR), Supply Chain and Logistics
(SCL), Business Analytics (BA) and Health Sector Management (HSM)
specialisation students. Please note that the Institute can scheduled the
specialisation on Sunday or Saturday based on the demand from each
batches. If the demand for a particular specialisation is higher from
Saturday batch then the sessions will be scheduled on Saturday, if not it will
be only on Sunday as below
(2 subjects per day, 4 hours each)
Subject
Subject 1 Subject 2 Subject 3 Subject 4 5
MBA MBA MBA MBA MBA
Core Subjects MBA PM MBA FIN
MKT HR SCL BA HSM
Sunday for all students
Strategic PMTP 1 SGM 1 FM 1 DPL 1 LGC 1 SMAB 1 HSOM 1
17-03-2019 Management 1

Sinhala & Tamil New Year Holiday
14-04-2019
Sinhala & Tamil New Year Holiday
21-04-2019
Operations DSP 1 BB 1 CMD 1 MPGC 1 SCLM 1 BPDA 1 LHSM 1
19-05-2019 Day following Vesak Full Moon Poya Day

Strategic DSP 4 BB 4 CMD 4 MPGC 4 SCLM 4 BPDA 4 LHSM 4
Poson Full Moon Poya Day
16-06-2019
Operations PMTP 6 SGM 6 FM 6 DPL 6 LGC 6 SMAB 6 HSOM 6




Abbreviation for the above tables
PMTP- Project Management Theory & Practice
DSP- Delivering Successful Project
SGM- Strategic Global Marketing
BB- Buyers Behaviour
CMD- Capital Market Derivative
FM- Management of Finance
DPL- Developing successful leaders
MPGC= Managing people in global context
LGC- Logistics in a Global Context
SCLM- Supply Chain and Logistics Management
SMAB- Social Media Analytics for Business
BPDA- Business Process and Data Analysis
HSOM- Health Sector Operations Management
LHSM- Leadership in Health Sector Management
All above mention dates are tentative schedule and ICBT campus deserve
the right of changing them if required.
Tentative Session plan MBA semester 2 for weekend batches core

subjects
Session Strategic Management Operations Management

The Environment &
Introduction to Operations Management,
Integrating Internal &
Operations Strategy , Scope of OM
1 External Environment
Strategic Capabilities Organization Process Management : Process
Chart, Flow charts , Process Analysis &
2 Improvement
The Nature and Sources of
Competitive Advantage Managing Capacity & Demand
3
Strategic Purpose
Managing Inventory
4
Culture & Strategy
Quality Management Tools & Techniques
5
Business Strategy / Business
Waiting Queuing Theory & Practice
6 Level Strategy
Corporate Strategy and
Scheduling Operations; Linear programming
7 Diversification

International Strategy
Innovation & Technology Management
8
Leadership & Strategic Customer Service , New Product & Service
Change Development
9

Tentative Session plan MBA semester 2 for weekend batches elective
subjects for General Management students
Session Research Methods Project Management Theory and Practice
Introduction to project management,

Introduction to research in management Foundation principles of projects,
1 programmes and portfolios; project selection
Project Management Methodologies PMI
Research design- Types of research PMBOK, Waterfall Approach, PRINCE2, Agile &
2 SCRUM
Project and organizational structures; the role
Formulation of research problem - With a
of PM; structure & role of PMO; Principles of
case study& class presentations
3 Leadership and Team Theories
Research proposal writing – With a case PM Knowledge Areas - Scope Management ,

study & class presentations SOW, WBS, OBS Integration, RBS
4
Literature review & conceptualization – PM Knowledge Areas - Time Management ,
With a case study – class presentation Network diagrams, Gannt chart
5
Research data acquisition and preparation
of research data- data collection
mechanisms - Explanation on primary PM Knowledge Areas – Cost Management,
types of measurement scales, errors in Budget, Cost Plan.
measurement, validity and reliability-
6 Assignment
Sample design – Introduction , sampling

process, non- probability sampling,
probability sampling, determination of PM Knowledge Areas - Quality Management
sampling size - Questions to be discussed
at the class
7
Preparation of research data - Sources of

data- primary & secondary, primary data
PM Knowledge Areas – Risk Management,
collection methods, non-sampling errors,
Preparing project schedule using a Ms Project
interviews, observation & questionnaire
Software
methods – Case study with class
presentations
8
Data analysis & reporting - Research

hypothesis, statistical methods, methods PM Knowledge Areas - Project performance
of clustering, interpretation - Case study evaluation, change Management
with class presentations
9

Tentative Session plan MBA semester 2- Weekend batches elective
subjects for Project Management specialisation students
Management of Mega and Complex

Session Project Management Theory and Practice
Projects

Introduction to Module, Linking
Foundation principles of projects,
Projects to Organisational Strategy;
programmes and portfolios; project
project selection case study
selection
1

Managing IT Projects & Agile - CASE: IT
PMBOK, Waterfall Approach, PRINCE2, Agile
Projects
& SCRUM
2
Project and organisational structures; the

Estimating Projects -CASE: Software
role of PM; structure & role of PMO;
Development
Principles of Leadership and Team Theories
3
PM Knowledge Areas - Scope Management ,

Time Management - CASE: Banking
SOW, WBS, OBS Integration, RBS
4
PM Knowledge Areas - Time Management , Managing Project Constraints-CASE:
5 Network diagrams, Gannt chart Public Sector
PM Knowledge Areas – Cost Management, Resource based project selection -

Budget, Cost Plan. CASE: Health Sector
6
PM Knowledge Areas - Quality

Management Risk Management-CASE:
7 Communication/ Telecom
PM Knowledge Areas – Risk Management,
Preparing project schedule using a Ms CASE: Disaster Management
8 Project Software
PM Knowledge Areas - Project performance Module Wrap-up -CASE: Motivation &
9 evaluation, change Management Leadership

subjects for Marketing Specialisation students
Understanding the Behavioural
Session Strategic Global Marketing Elements of Marketing: Knowing Your
Consumer
Definitions and classification (buyer,

consumer, repeat, loyal, lapsed,
The Global market environment and change
rational etc), The Consumer research
process
1
Main factors influencing the global Market Segmentation & Strategic

environment (SLEPT + CC) targeting
2
Consumer motivation, personality and

The role of international/global marketing
consumer behaviour, Perceptions,
research
learning and attitudes
3
Communication and consumer
Understanding and managing cultural behaviour, The role of culture,
differences in customer behavior including sub-cultural differences and
ethnic diversity
4
Sustainability, CSR and ethics in global New products, diffusion and
5 markets innovation.
Identifying opportunities and selecting Marketing ethics and social
6 appropriate strategies responsibility.
The impact of e-marketing and e-
channels on buyer behaviour, The
Market entry strategies
impact of advertising, packaging and
7 other marketing activity
The sales process (needs identification,
Managing marketing mix strategies in a
information giving, close, objections
global context
8 etc)
Purchasing systems and processes in
B2B markets, Supply chain
management and logistics in B2B
The impact of technology on global strategy markets, The concept of relationship
9 implementation and control marketing in B2B markets

subjects for Finance Specialisation students
Session Capital Market Derivative Finance Management
Domestic money market Balance sheet management.

1
Domestic capital market Balance sheet management.

2
Sources of funds and Cost of

International financial market
capital .
3
Derivatives Project Appraisal

4
Portfolio Theory/Capital Asset
Derivatives Pricing model/ Investment &
5 Risk
Portfolio Theory/Capital Asset
Options and option valuation Pricing model/ Investment &
6 Risk
7 Interest rate risk management Foreign exchange risk Mgt
8 Futures markets Foreign exchange risk Mgt
9 Futures markets Small business finance

subjects for Human Resource Specialisation students
Managing people in global

Session Developing people for leadership
context
Strategic Leadership and Issues in international and

Management Development comparative studies
1
Performance and Assessment of Models, theories and concepts

Leadership and Development of HRM
2
Performance and Assessment of Management styles and

Leadership and Development strategies
3
Management styles and

Leaders, Managers and Learning
strategies
4
Recruitment and selection,
employee development,
Combining work & learning for employee relations and
effective evaluation engagement, reward systems
and performance management
5 in international firms
Recruitment and selection,
employee development,
employee relations and
LMD and social capital
engagement, reward systems
and performance management
6 in international firms
Changes to labour markets and
Diversity, ecology in leadership
7 managing diversity
Globalisation and convergence-
Leaders and Managers in SME
8 divergence theories
9 Future leadership Wrap-up

Tentative Session plan MBA semester 2 for weekday batches core
subjects
Strategic Management Sessions Operations Management Sessions

The Environment & Introduction to Operations
1
Integrating Internal & Management,
1 External Environment Operations Strategy , Scope of OM
Strategic Capabilities Organization Process Management :
2
Process
Chart, Flow charts , Process Analysis &
2 Improvement
The Nature and Sources
of Competitive 3&4 Managing Capacity & Demand
3&4 Advantage
Strategic Purpose
5&6 Managing Inventory
5
Culture & Strategy Quality Management Tools &
7
6 Techniques
Business Strategy /
8 Waiting Queuing Theory & Practice
7 Business Level Strategy
Corporate Strategy and Scheduling Operations; Linear
9
8 Diversification programming
International Strategy
10&11 Innovation & Technology Management
9
Leadership & Strategic Customer Service , New Product &
10,11 Change Service
12
& 12 Development

Tentative Session plan MBA semester 2 for weekday batches elective
subjects for General Management students
Research Methods Sessions Project Management Theory and Practice Sessions

Foundation
Introduction to research in
principles of projects, programmes and
management
1 portfolios;
1 project selection
2 PMBOK,
Research design- Types of research
Waterfall Approach, PRINCE2, Agile &
2 SCRUM
Project and organizational structures; the
3&4 role of PM;
Formulation of research problem -
structure & role of PMO; Principles of
With a case study& class presentations
Leadership and
3 Team Theories
PM Knowledge Areas - Scope
Research proposal writing – With a 5
Management , SOW,
case study & class presentations
4 WBS, OBS Integration, RBS
Literature review & conceptualization PM Knowledge Areas - Time
6
– With a case study – class Management , Network
5,6 & 7 presentation diagrams, Gannt chart
Research data acquisition and
preparation of research data- data
PM Knowledge Areas – Cost
collection mechanisms - Explanation 7&8
Management, Budget,
on primary types of measurement
Cost Plan.
scales, errors in measurement, validity
8 and reliability- Assignment
Sample design – Introduction ,
sampling process, non- probability
PM Knowledge Areas - Quality
sampling, probability sampling, 9
Management
determination of sampling size -
9 Questions to be discussed at the class
Preparation of research data - Sources
of data- primary & secondary, primary PM Knowledge Areas – Risk
data collection methods, non-sampling 10 Management, Preparing
errors, interviews, observation & project schedule using a Ms Project
questionnaire methods – Case study Software
10 with class presentations
Data analysis & reporting - Research
PM Knowledge Areas - Project
hypothesis, statistical methods, 11&12
performance
methods of clustering, interpretation -
evaluation, change Management
11&12 Case study with class presentations

Subject Assessment % Mode Issue date Deadline
Research Individual
Assessment 100 10-05-2019 25-08-2019
Methods Report
Project Assessment Group
30% 10-05-2019 15-09-2019
Management 1 Presentation
Theory & Assessment Individual
70% 17-05-2019 08-09-2019
Practice 2 Report
Operations Assessment 100 Individual
17-05-2019 01-09-2019
Management 1 % Report
Deadline/Ex
Subject Assessment % Mode Issue date am date &
time
Assessment
50% Assignment 07-05-2019 04-08-2019
Strategic 1
Management Assessment 2.30pm-
50% Examination 18-08-2019
2 4.30pm
Group
Management Assessment
30% Presentation 10-05-2019 25-08-2019
of Mega and 1
Delivery
Complex
Assessment Individual
Projects 70% 17-05-2019 22-09-2019
2 Report
Deadline/Ex
time
Management
Assessment 100 9.00am-
of Finance Examination 08-09-2019
2 % 12.00 noon
Deadline/Ex
time

Capital
Assessment 100 9.00am-
Market Examination 25-08-2019
2 % 12.00 noon
Derivatives
Assessment Group
Strategic 50% 10-05-2019 25-08-2019
1 Research
Global
Marketing 50% 17-05-2019 08-09-2019
2 Report
Understandin Assessment Individual
50% 10-05-2019 15-09-2019
g the 1 Report
Behavioural
Elements of
Marketing: 50% 17-05-2019 22-09-2019
2 Report
Knowing Your
Consumer
Managing Assessment
50% Coursework 10-05-2019 25-08-2019
People in a 1
Global Assessment
50% Report 17-05-2019 08-09-2019
Context 2
Developing Assessment
50% Assignment 10-05-2019 15-09-2019
People for 1
Leadership
Assessment
and 50% Assignment 17-05-2019 22-09-2019
2
Management
Assessment
Logistics in a 30% Presentation 10-05-2019 25-08-2019
1
Global
Assessment
Context 70% Assignment 17-05-2019 08-09-2019
2
Assessment
40% Assignment 10-05-2019 15-09-2019
1

Supply Chain
Assessment
and Logistics 60% Assignment 17-05-2019 22-09-2019
2
Management
Social Media
Assessment 100
Analytics for Assignment 10-05-2019 25-08-2019
1 %
Business
Business
Assessment 100
Process and Assignment 10-05-2019 08-09-2019
1 %
Data Analysis
Health Sector
Operations Assessment 100
Assignment 10-05-2019 25-08-2019
Management 1 %
t
Leadership in
Assessment 100
Health Sector Assignment 10-05-2019 08-09-2019
1 %
Management
The results of the 2nd semester is expected to be released in end of

October 2019.

Semester 3 dissertation weekly schedule. 17/11/2019 - 02/03/2020
Week No Main task to be completed by Find time this week also to Possible
end of this week: explore: interim
deadlines
Week 1 Background reading
Week 2 Finalise topic and title More background and focused Agreement of title
reading on your chosen aspect of the
topic
Week 3 Literature search – what has Investigate methodological issues, Brief annotated
already been written about implications of particular methods bibliography
your topic? Seek out up-to-date and ethical issues
resources.
Week 4 Dissertation plan, informed by Reflect on methodological issues in Overview of
your literature search writing and revising your design of
dissertation plan dissertation plan
Week 5 Develop dissertation plan Begin to conduct your research and
gather evidence or data
Week 6 Gathering evidence or data
Week 7 Gathering evidence or data Begin to analyse evidence or data
Week 8 Gathering evidence or data Begin to analyse evidence or data
Week 9 Use initial findings to begin to Continue to analyse and evaluate Interim report to
draft the dissertation evidence or data supervisor
Week 10 Refine assignment plan and Focus on adopting an appropriate

develop draft, academic tone and style, together
with accurate, reader-friendly
presentation of evidence
Week 11 Continue drafting and refining
Week 12 Complete draft Refine style Completed draft,

Get the
Signature of the
Supervisor.
Week 13 Last refinements of written
style and presentation; final
check of data and its
presentation
Week 14 Produce final assignment Submit
dissertation
Tentative Session plan MBA semester 3 all specialisation both weekday

and weekend batches. Dissertation process will start on the 17th of
November 2019. Your deadline for submitting the dissertation is 1st of
March 2020. The results of the dissertation is expected to be released by
end of May 2020.

Part 2 Regulations
3. Things You Need To Know

There are matters you need to be aware of and to abide by, so please read
this section carefully. The regulations are designed to ensure ICBT is able to
meet its legal and statutory obligations and to provide a framework for
conduct, so that all can benefit to the maximum from what Cardiff
Metropolitan University has to offer.
3.1 Enrolment
When enrolling as a student with Cardiff Metropolitan University you
undertake to abide by the enrolment regulations or you may be excluded
from study.
Cardiff Metropolitan University interprets “student” to mean any person

enrolled by Cardiff Metropolitan University to follow a course or
programme of studies, which has been approved by the Academic Board,
including short programmes. You are required to enrol each academic year
before the start of your programme of study for that year.
Any other procedures, which may be required or which you have been
notified about, have been completed. Please make sure you have done all
of these things or else you will find you may not be able to start your
programme.
N.B. Information provided by Cardiff Metropolitan University about a

programme of study is intended as a guide only and does not constitute a
contract between Cardiff Metropolitan University and a student or any third
party, since Cardiff Metropolitan University reserves the right to cancel,
suspend or modify any programme, should the circumstances so apply.
However, any such action will have due regard for the interests of the
students on the programme.

Enrolment is not complete until:
 A Cardiff Metropolitan University enrolment form has been
satisfactorily completed
 A module selection form has been satisfactorily completed
 Payment of fees or arrangement for the payment of fees has been
made
 Your entry qualifications have been verified.
 Generally it would take 4-8 weeks to obtain your system registration
details from Cardiff Metropolitan University after commencement
of your academic programme
3.1.1 Induction
All students are advised to attend an induction session prior to the

commencement of the course. This will enable you to
1. Meet fellow students and academic staff.

2. Gain comprehensive understanding of all aspects of your chosen
programme of study
3. Ask questions relating to any aspect of the learning experience.
4. Become acquainted with the Cardiff Metropolitan University policies and
procedures.
3.2 Fees
Students are required to agree on a payment plan at the registration.

Students are liable for your own fees and it is essential that you pay your
fees on time. Failure to do so may result in your access to Cardiff
Metropolitan University/ICBT facilities (including IT access) being
withdrawn. You may be excluded from examination and prevented from
progressing to your next stage of study. Exclusion from an examination or
refusal to accept an assignment submission will mean you fail that element
of assessment and any re-sit will be capped at 40%. You may also therefore
not receive an award from Cardiff Metropolitan University if you continually
fail to meet the fee plan. This is very important to remember.

Once you have enrolled for the programme you will not be refunded with
any paid course fee
Cardiff Metropolitan University has a published policy on the web re

withholding certificates, transcripts, confirmation of awards letters etc for
debtors – please see paragraphs 4.1 to 4.6 of:
http://campaigns.cardiffmet.ac.uk/documents/studentservices/student%20h
andbook%2006.15.pdf
3.3 Attendance
Attendance at lectures, seminars, tutorials and practical classes are integral

part of your learning, it is very important that you meet minimum 80% of
attendance. In case of less than 80% attendance you will not be able to fulfil
the programme’s aims and objectives and you will be not allowed to submit
any assessments / sit for an examination and advised to re-enrol for the
module/programme with a penalty fee (maximum up to 50%
module/programme fee)
In case of any absence you would need to inform the programme

administration team and provide the supporting documents
If you are absent for a continuous period of four weeks without notifying
the programme administration team, you will be deemed to have
withdrawn your studies and Enrolment will be cancelled. Once withdrawn,
students can not join the programme again.

3.4 Leave of Absence
3.4.1 Suspension of studies
Transferring to another Batch
Regulations allow for a student to “suspend” their study in exceptional

cases. A request to “suspend” studies must be approved by the Regulations
and Special Cases Committee (RSCC) and will thus require completion of the
appropriate form found in Volume 1 of the Academic Handbook (5.03).
Suspensions are granted only on compassionate grounds, illness, serious
domestic difficulties or exceptional professional commitments. Any
ground(s) claimed to apply must be backed by evidence. Suspensions can
be open ended or for a specific period of time. At the end of the suspension
the student should fall in line with the appropriate cohort – effectively they
transfer into another cohort and their candidature is extend by the length
of their suspension. This route would best suit a student who had already
completed credits and who intends to complete the programme and is
judged likely to be able and willing to do so.
Upon being notified, via the correct form, that a student wishes to suspend
their studies, that student will be considered “provisionally suspended”.
The RSCC is the only body which can officially approve a suspension of
studies and thus a student will only be considered properly suspended upon
receipt of such a decision from the RSCC. Should the RSCC decide not to
allow a suspension, the student will be considered active again.
Withdrawing Students
Students can be withdrawn in three instances; (a) when there has been no
engagement from the student for 4x weeks, (b) as per a decision at an exam
board and (c) where the student has requested to be withdrawn. All
properly withdrawn students can be re-enrolled as new students at some
point in the future provided they still meet the extant entry criteria (bearing
in mind it may have changed since their previous application). If a student

is withdrawn via a decision at an Exam Board the student can appeal this
decision as normal.
It is important to note, students who have previously submitted or have sat

assessments cannot have attempts reinstated upon re-enrolment: all marks
and attempts from their previous enrolment will remain unchanged.
Similarly, a student who was out of attempts for a module and was exited,
may not re-sit that module at any point.
Upon being notified that a student is to be withdrawn, the student will be

considered “provisionally withdrawn”. On receipt of the correct withdrawal
form and its processing by Academic Registry the student will then be
officially withdrawn. Partners should ensure the student is aware that the
partner either seeks to withdraw them or has done so. This is especially
relevant at Exam Boards since a student may wish to appeal within time
limits.
Forms
Suspension:
http://www.cardiffmet.ac.uk/registry/academichandbook/Pages/default.a
spx
Withdrawal: the normal excel form which has been used thus far and copies
of which ICBT have.
Suspension of studies is when a student withdraws temporarily, but intends

to return to his/her studies at some point in the future. All leaves of
absence must be approved by your Course Co-ordinator and Programme
Manager.
Transfer from internal batches (same intake) will be allowed only within the
first two weeks of the commencement of a semester.
Transfer fee to the next/other intake will cost additional Rs.20,000 apart
from the normal tuition fees applicable to that module.
Please find the Transfer, suspension form in Appendix 5.

3.5 Assessment
Success in a module will result in the appropriate assessment grade being
added to the student's record of achievement. In order to pass a module
you would require to secure minimum 40% marks for the module and pass
all the module components, Referred students may choose to take the
module assessment again at the next immediate available assessment with
appropriate fee. A student will have an only one re sit attempt to pass any
module. The content of each module will be reviewed regularly and once a
new module is published which may have different content, opportunities
for assessment in respect of the previous version will be limited normally to
one further assessment period. The deadline for submission must be
adhered to. All assignments must be submitted with a Cardiff Metropolitan
University Assessment Coversheet / Feedback form attached (see appendix
2).
Under extreme circumstances, if you are unable to submit assessment or

sit for the exam in your first sitting or second sitting you need to submit an
assessment deferral form (Mitigating Circumstances) (see appendix 3) with
supporting evidence on what prevented you attempting the assessment to
study centre program office. However this will be evaluated in the
immediate available exam board and the decision will be notified to the
student in writing within 14 days after the exam board. Student is expected
to sit for the deferred exam / submit deferred assessment in the allowed
assessment period as mentioned in the letter. This will cost 50% of the
module fee.
http://www.cardiffmet.ac.uk/academichandbook
Cardiff Metropolitan University’s assessment regulations can be viewed in

full in the Academic Handbook.
You will need to know exactly how you are going to be assessed on your
particular programme. This information should be spelt out in your
Programme’s Handbook and you should also be given full details of what is
expected and required for each module or element by your Programme
Team or Module Leader. The information should include details of the

methods of assessment, the weighting given to different aspects, the levels
attainable, the required pass mark and deadlines for submission.
It is your responsibility to ensure you know what is required, to hand in

work on time, to attend examinations when necessary and to submit details
to your Programme Director of any extenuating circumstances that may
affect your performance or require an extension to a deadline. Additionally,
it is your responsibility to apply for any special provisions you may be
entitled to due to a verified disability.
If you do not pass an assignment, a module or a programme you should
normally be allowed to be reassessed. Your programme’s Examining Board
will decide what course of action should be taken and you will be informed
of this in writing. Normally, you will be given no more than a basic pass mark
for reassessed work.
In exceptional circumstances an Examining Board can allow compensation
for a failure, especially in cases where you may have been unavoidably
absent due to illness or an accident.
3.6 Reassessment and Resubmission
a) When a student, having completed the module assessment, fails to achieve

the overall pass mark for the module or module component , advised to
re-assess the module or module components
b) When re-assessing, all elements of the referred work should be different

from those originally attempted unless otherwise specified
c) When a student is re-assessed in a module under rule (a) outlined above,

the maximum mark that may be awarded for the referred module is 40%
unless mitigation has been accepted for that particular module (please
refer to section on Mitigating Circumstances)
d) A student who passed a module at the first attempt may not normally re-
take the module in order to achieve a higher mark, unless the student’s
performance is judged to have been affected by extenuating circumstances

Re-examination fees are payable by all candidates who are re-assessed for
final awards of the Cardiff Metropolitan University.
Candidates who have been unsuccessful in one or more element and are
due to be re-assessed (e.g. take re-sit examination/s, re-submit
projects/dissertations/other method of re-assessment) are required to pay
the appropriate fee.
Details of fees will be updated and published each year by the

administration division and appended to this document
Refer Appendix 5
If you fail a module, you will be supplied with individual feedback,

summarising how the questions should have been answered, at the time
you receive your results. Re-assessments will only be awarded a ‘pass’ (or
fail) grade unless mitigation has been accepted.
You are allowed only one re-submission for projects/dissertations and two
resitting for an examination
3.7 Conduct of Examinations
See list at end of Handbook Website: Academic Handbook
http://www.cardiffmet.ac.uk/registry/exams/Pages/Examinations.aspx
Cardiff Metropolitan University/ICBT has regulations on the conduct of

examinations and these can be viewed in the Academic Handbook. If you
are due to take an exam then ensure you are familiar with the regulations.
The dates and times of examinations will be communicated to you. It is your
responsibility to know when and where your examinations are taking place.
You will need to ensure you are there punctually for the start of the
examination, as you will not be allowed in if you are more than half an hour
late. You will also not be allowed to leave until 45 minutes of the exam has
passed or during the last 20 minutes. Don’t forget your ID card – you will
need to show this to prove your identity.

If you are ill or have had an accident and/or cannot take the exam, then you
must report this as soon as possible and send a medical certificate to your
institution.
If you have a mobile phone you are not allowed to keep it on your person.
It must be switched off and handed in to an invigilator or placed in a box at
the back of the room. Ensure you know if you are permitted to bring
anything into the examination room. If not, you should not have any
materials with you which may lead to suspicions of unfair practice.
3.8 Unfair Practice and Plagiarism
Please refer to the Academic Handbook
aspx
http://www.cardiffmet.ac.uk/registry/Pages/Plagiarism.aspx
Study Skills Help

Please refer to:
https://tsr.cardiffmet.ac.uk/Learning/AcSkills/Skills/Pages/SkillsMenu.aspx
Learning Centres
Please refer to http://www.cardiffmet.ac.uk/lis/Pages/default.aspx
Cardiff Metropolitan University’s regulations on Unfair Practice can be

viewed in full in the Academic Handbook. Where there is any evidence of
unfair practice Cardiff Metropolitan University takes the matter very
seriously and has rigorous procedures to investigate the alleged offence.
Guidelines for Imposition of Penalties for Unfair Practice appear in
Appendix 2. Unfair practice can be defined as gaining an unpermitted
advantage by cheating. It involves breaking the examination regulations,
copying from others, plagiarising, impersonating someone else or making
false claims. All work should be the student’s own effort in some way.

Plagiarism involves taking or using another person’s thoughts or writings
and presenting them as if they were your own. To avoid suspicion of this,
you must acknowledge all your sources, using a recognised referencing
system such as Harvard or APA. You must not copy out passages of text
from a publication word for word or simply make slight changes. You must
use your own words, unless you insert a direct quotation but, even if using
your own words, you must still acknowledge any ideas or concepts that are
not your own; if you plagiarise inadvertently, you will still be penalised. The
academic skills webspace has a wealth of material on how to learn to
reference and avoid plagiarism
If you are accused of any type of unfair practice, Cardiff Metropolitan

University’s procedures allow you to defend yourself or to be represented
and, if found guilty, you have the right to appeal on certain grounds. As part
of its commitment to quality and the maintenance of academic standards,
Cardiff Metropolitan University reserves the right to use plagiarism
detection systems, including Turnitin. Further details of this system are
available from
http://www.cardiffmet.ac.uk/registry/academichandbook/Documents/AH
1_08_05.pdf
It is important that you familiarise yourself with the definition of plagiarism

at the above link, as anyone found to have plagiarised work or any other
form of Unfair Practice will face the most severe sanctions including
exclusion and/or cancellation of marks, in appropriate cases.
There are a number of web sites that claim to check for plagiarism in work
that is uploaded to them. Apart from Turnitin, you should not use these
sites because, invariably, they are a means to get a copy of your work and
then sell it to others. This will also make your own work appear as if it has
been plagiarised from those who have purchased it.
3.8.1 Turn it in Student Guidance
What is Turnitin

It is vital that you understand that this software is an aid to detecting
plagiarism. It is there to help staff, and students, to detect plagiarism. The
University now allows students to submit revision drafts of their work
through Turnitin in order to help the student not commit unfair practice.
The University Academic Handbook states: [Plagiarism] can be defined as

using without acknowledgement another person’s words or ideas and
submitting them for assessment as though it were one’s own work, for
instance by copying, translating from one language to another or
unacknowledged paraphrasing.
What do you do?
You simply write your draft, you submit it electronically through a Revision
Turnitin submission point and the programme then generates an
Originality Report. You can then re-draft your work and re-submit it again
as a draft or as a final draft to your tutor. Your institution may ask you to
submit your final draft through Turnitin yourself or may do it for you. Either
way your institution receives a final Originality Report.
The Originality Report
An Originality Report is an indication of similarities between a piece of work

submitted by a student, and a database of previously submitted
assignments, websites and other sources. If a match between a submitted
assignment and another work is found, Turnitin will highlight the matching
text and provide a summary in the Originality Report. When the Originality
Report is available to view, a percentage icon will appear in your
assignment inbox.
The report will likely always contain some matches, because you should
have normally discussed the work and ideas of others. In fact a report with
a 0-1% score might mean you have not engaged enough with the theories
and ideas you are meant to. The matching text found is not an assessment
of whether work has or has not been plagiarised – it is used so academics
and now yourself can decide if plagiarism has taken place. It is the start of
the process, not the end.

The Originality Report (OR) it generates is not the final word on whether
or not plagiarism has taken place. An academic member of staff will make
the final decision, based on their judgement and all the facts reasonably
available to them on whether or not they feel unfair practice has taken
place – plagiarism is one form of unfair practice. A Turnitin OR may, or may
not be, part of the evidence that persuades an academic member of staff
that the unfair practice of plagiarism has taken place.
In other words a low percentage score in the OR (see below about ORs)
does not necessarily mean the work is not plagiarised. Such an OR will not
be a complete defence if you are suspected of unfair practice although it
will be taken into consideration with other evidence as mentioned above.
Likewise, a high score does not necessarily mean you have plagiarised, but
it may mean you need more help with academic writing skills. Above all,
this is a tool to assist you. It has limitations (which are mentioned in this
guidance and especially relate to copying work from class mates) and
should be used carefully. Remember, resubmitting until you get a low score
does not mean that you cannot be suspected of engaging accuse you of,
and find you guilty of unfair practice. Other anti-plagiarism methods are
employed and a Turnitin OR is not needed to begin the unfair practice
procedure against a student.
Important Limitations
1. Your Originality Report (OR) may not be instant. When you

resubmit after making your first submission it takes 24 hours to get
a further OR. This is a rule set by Turnitin. It cannot be changed. This
means you must not leave it until the day before final submission to
use this software as you may get the OR after the final due time and
date. Give yourself plenty of time so you are not stressed. It will not
be a defence if you are suspected of unfair practice but argue that
you did not get your OR in time from Turnitin.
2. Another limitation is that using Turnitin through this Student

Module will not check your work against other student’s work.
BUT, your work will be checked against other students work when
the final submission is made. This means that anyone engaging in

collusion or copying your work may think it has not been detected,
but the collusion or copying will become apparent when the final
draft is submitted through Turnitin by your lecturer. It will not be a
defence to state that you thought your work was fine because the
draft submissions did not show a match with a class mate.
The Overall Similarity Index
The colour of the report icon indicates the overall similarity index of the
paper, based on how much matching text was found. The possible similarity
indices are:
 blue (no matching words)
 green (1 word-24% matching text) yellow (25-49% matching text)
 orange (50-74% matching text)
 red (75-100% matching text)
What Percentages Are Safe?
This is not clear cut as all work will probably contain some words from
other sources. As a guide a returned percentage of 8% (green) or below
would probably indicate that plagiarism has not occurred. However, if the
matching text is one continuous block this could still be considered
plagiarism. A high percentage would probably be anything over 25%
(yellow, orange and red). Again this will depend on your work and the
requirements of the report or essay. If in doubt contact your teaching staff.
Guidance on Lowering Your Score
 Ensure all quotes are contained within quotation marks and

referenced appropriately according to the correct style.
 You may have a high score because you have poorly paraphrased
the work of others. Seek assistance from your academic staff to help
improve your Academic Writing.

 Common terminology and jargon will always be detected but this is
normal and should not worry you.
 If you re-use work that has been submitted through Turnitin
previously it will match. This may count as plagiarism if you re-use
work you have previously submitted. Ask your lecturer for further
guidance.
3.9 Mitigating Circumstances
Academic Handbook
aspx
Where you are experiencing exceptional personal circumstances outside

your control (e.g. personal illness or that of a close friend or relative,
bereavement, accident, etc), that you consider are affecting your academic
performance, you are advised to contact your programme coordinator as
soon as the problem occurs, to try to prevent a crisis. Where you consider
that such circumstances have affected adversely your academic
performance, whether in coursework or formal examination, you should
submit a Mitigating Circumstances Form, with independent corroborative
evidence to the relevant Mitigating Circumstances Committee in
accordance with instructions in the relevant Programme Handbook as soon
as possible. This must be prior to the meeting of the Examining Board if you
wish the Board to take account of your circumstances when determining
your result. For more information, visit the Academic Handbook on Cardiff
Metropolitan University’s website which will give guidance on supporting
evidence and when you should submit this together with the Mitigating
Circumstances Form and the Mitigating Circumstances Guidelines and
Procedure.
Please find the mitigation circumstances form in Appendix 3

Part 3- Services
3. Student Services
Website: http://www.cardiffmet.ac.uk/study/studentservices
3.1 Career Development Services

www.cardiffmet.ac.uk/careers
Cardiff Metropolitan University’s Career Development Services can help
you make the most of your time at university and to find out more about
yourselves, your skills and qualities and how they relate to the world of
work. You can make use of our web based services at any time by following
the above link.
3.2 Transfer opportunities to study at Cardiff Metropolitan University
www.cardiffmet.ac.uk/international
3.2.1 Introduction
Should you wish to enquire about transfer opportunities to study at Cardiff
Metropolitan University you should contact the International Office whose
role is to provide information, advice and counselling on non-academic
matters, such as finance, health care, immigration, visas, employment
regulations and services to all international (non-EU) students and their
dependants, regardless of nationality, religion, gender or status. Advice is
offered free of charge and without discrimination and further details are
provided in a separate International Student Handbook, in regular
newsletters and on the international pages of Cardiff Metropolitan
University’s web site.
The service operates according to the UKCISA/AISA Code of Ethics and the
rules and Code of Standards of the Office of the Immigration Services
Commissioner.
Since international students often experience different problems to ‘home’

students, a specialist support team is available, which is comprised of
fourteen members of staff, who deal with recruitment, welfare, language

support and study skills. Confidential counselling is also available. The
International Office works closely with Student Services and may refer
students for more general advice and counselling.
3.2.2 Financial Support

The rules relating to your entitlements as an international student vary to
some extent according to the length of your residence in the UK prior to the
course, your country of origin and your immigration status. The advice
below on Fees, Loans, Financial Contingency Funds, Benefits and Working
in the UK, therefore, refer to the following categories:
EEA students from Austria, Belgium, Denmark, Finland, France, Germany,
Greece, Iceland, Ireland, Italy, Liechtenstein, Luxembourg, Netherlands,
Norway, Portugal, Spain, Sweden, Cyprus, Poland, Malta, Estonia, Slovenia,
Lithuania, Hungary, Latvia, Slovakia, Czech Republic.
Non-EEA students from all other countries Refugees
Fees, Loans, Financial Contingency Fund:

You must meet the residence rules to be eligible for the ‘Home’ rate of fee
rather than the ‘overseas’ rate or for a loan or help from the Financial
Contingency Fund. That is, you must have been ‘ordinarily resident’ in the
UK (and not wholly or mainly for the purpose of receiving full-time
education) for three years before the start of the academic year in which
your course begins and you must be ‘settled’ within the meaning of the
Immigration Act 1971. If you were away from the UK, because you or your
family were temporarily employed abroad, you may be treated as if your
‘ordinary’ residence in the UK has not been interrupted. If you do not meet
the three year residence requirement (and your course is an eligible course)
you may still be eligible for the ‘home’ rate of fee and may be entitled to
apply for support towards your tuition fees, for a loan or help from the
Financial Contingency Fund if you, your husband or wife or your parents
are:
Recognised by the British Government as a refugee and have been
ordinarily resident in the United Kingdom throughout the period since you
were so recognised;
UK nationals who have returned from working in another member country
and have got a job in the UK and have been ordinarily resident in the EEA
for the three years prior to the first day of the first academic year of your
course;

Migrant workers from another EEA country, who have been ordinarily
resident in the EEA for the three years prior to the first day of the first
academic year of your course.
If the Home Office has granted you exceptional leave to remain or stay in
the UK, you must meet the three year ordinary residence requirement to
qualify for ‘home’ fee status, but the settled status requirement will not
apply to you.
Fees only award:
If you are from another EU country and do not meet the residence rule, you
may still qualify for ‘home’ fee status if you have been ordinarily resident in
any country within the EEA (and not wholly or mainly for the purpose of
receiving full-time education) for three years immediately preceding the
start of your course. If you have home fee status you may qualify for a loan
towards your fees. Applications should be sent to the DfES, 2FArea B,
Mowden Hall, Staindrop Road, Darlington DL3 9BG. You will not be eligible
for a student loan if you receive a loan towards your fees. If you are a
student from the EEA or a full-time fee paying international student, there
are different rules which apply to each group.
3.2.3 Benefits
Public Funds include a range of income-related benefits, together with
housing and homelessness support. In most cases, you will not be eligible
to claim such benefits but certain exceptions do apply.
If you are a national of an EEA member state you have the right to reside in
the UK for the purpose of vocational training or education, provided that
you have sufficient resources to avoid becoming a burden on the social
assistance system of the host member state. You can claim benefits if you
are a part-time student or in a vulnerable category (such as lone parent).
However, you will need to show that you are ‘habitually resident’ in the UK
and if you claim Income Support, Housing Benefit or Council Tax Benefit it
could have an effect on your immigration status, as the Home Office will be
notified of your claim by the Benefits Agency and any future application for
an EEA Residence permit may be refused.
If you enter the UK as an international (non-EEA) student, you will need to
show that you are enrolled on a full-time course of day time study and can
pay your course fees. You will also need to demonstrate that you can
support and accommodate yourself without recourse to public funds and
without working in the UK. You should not claim any benefits as not only is

the claim likely to be refused but the Benefits Agency may contact the
Home Office about your claim. You may then have difficulty extending your
leave to remain in the UK if the Home Office doubts that you have sufficient
funds to support and accommodate yourself and your dependants.
Refugees and those granted Exceptional Leave to Remain Refugees are
entitled to claim benefits if they fulfil the normal eligibility requirements.
Since 5th February 1996 all rights to Income Support, Housing Benefit and
Council Tax Benefit are denied for all new in-country asylum applicants and
for asylum seekers appealing against a negative decision on their asylum
claim made after this date. ‘In country’ applicants are those who apply for
asylum after entry into the UK.
3.2.4 National Health Service (NHS) Treatment

If your course lasts six months or more you will be eligible for NHS
treatment, as will your husband or wife and children if they live with you in
the UK and have been given immigration leave as dependants of a full-time
student. You can, therefore, receive free hospital treatment and register as
a patient with a doctor. A cost will be levied against any course of dental
treatment or if an operation or chiropodist is consulted. Students are
advised to establish before a course of dental treatment begins exactly
what the charges will be and if they have been accepted as a patient of the
NHS. Students must be registered with a GP in order to obtain dental
treatment as well as medical care. The information from UKCOSA states “all
full-time international students pursuing a course of at least six months
duration are exempt from charges from the NHS. Further, these students
are eligible to receive treatment on the same basis as other UK residents”.
NB. If you fail to register with a G.P. at the start of your course, you will
only be allowed to register part-way through your studies if there are more
than 6 months of your course left.

3.2.5 Working in the UK
EEA Students:
EEA nationals may work in the UK. No permission is needed.
Non EEA Students:
When you arrive in the UK your passport will be stamped, which will either
be with a prohibition or a restriction on employment. Students coming on
courses of six months or longer with a restricted stamp are allowed to carry
out part-time work during term time. . Those students who have the
restriction stamp in their passports and are studying courses at degree level
or above or one of Cardiff Metropolitan University’s HND courses are
permitted to work for up to 20 hours per week during term time. Students
studying on all other courses which are 6 months or longer in length are
only permitted to work for up to 10 hours per week during term time. These
conditions also apply to students in their dissertation period, even if they
are not attending regular lectures at university. During official university
vacations (Christmas, Easter and summer vacations) all students are
entitled to work full-time for these limited periods. It is important that you
check the stamp in your passport and adhere to these rules; otherwise you
may find yourself in an illegal situation. If you have a prohibition stamp or
are in any doubt, contact the International Student Welfare Officer for
advice.
3.2.6 Tax and National Insurance

International students working in the UK will be subject to UK taxation rules
and must pay National Insurance contributions and tax in the same way as
residents of the UK. To meet this requirement, a National Insurance
Number (NINO) is necessary. Students should apply to the local office of the
Department of Social Security; a passport is required and details of the
proposed employment. It may take some time to obtain a NINO, but work
can commence at any time while an application is being processed.
3.2.7 Banks
Students in receipt of an award, including EU students with fees only
awards, are usually eligible for the full student package at a bank. Other
international students can open bank accounts in the UK and will normally
receive a cheque book and cash card, but since, in most cases, they will not

be given the full student package, they will not normally be provided with
a cheque guarantee card or be granted an overdraft facility.
3.2.8 Welfare Support

The International Office can offer welfare support and advice throughout
the year on issues such as dealing with unfamiliar UK procedures, opening
bank accounts, finding accommodation, visa queries and putting students
in touch with each other. The staff also organise a social programme during
the year, holding parties, cultural events and a series of excursions within
the UK. Faith facilities are also provided through a multi-faith prayer room
on the Llandaff campus and a Christian chapel on the Cyncoed Campus,
which can be adapted for use by those of other religions. Alternatively,
various churches, mosques, synagogues and temples are located not far
from each campus and in the city centre. The International Student Welfare
Officers are Natalie Buckland and Laura Evans. You can contact them for
any advice at internationalwelfare@cardiffmet.ac.uk
3.2.9 Language and Study Skills Support

Free language and study skills advice is offered to all international students
from outside the EU. Study skills classes for small groups of students with
similar needs and one to one tuition are available on appointment with the
English language support tutors. Many students find this service invaluable
when preparing for presentations, writing assignments and improving
grammar skills.
The International Student Language and Study Skills Support Tutors are
Louise Macphail and Michelle Grimes and they can be contacted at
LMacphail@Cardiffmet.ac.uk or MGrimes@Cardiffmet.ac.uk
3.2.10 Accommodation
As an international student we normally advise that you seek self-catering
accommodation either in Halls of Residence or the Private Sector, so that
any special dietary or faith considerations can be adequately met. You must
book Halls of Residence accommodation through the International Office
who will make all the necessary arrangements for you, provided you have
applied by the deadline date.
It is generally not possible, or advisable, for you as an overseas student to
book permanent private rented accommodation before you arrive in
Cardiff. The University regrets that it cannot enter into any form of tenancy

agreement or contract with a landlord on your behalf. The International
Office will be happy to book temporary accommodation for International
(non EU) students and assist you in finding permanent private rented
accommodation during the induction period.
Students from EEA member states who wish to secure private rented
accommodation should book a room in a local guest house and be prepared
to arrive well in advance of the start of your study period, allowing yourself
enough time to familiarise yourself with the city and to arrange permanent
accommodation.
We are sorry there are no family facilities on campus at present. If you are
bringing your family you are advised to come to Cardiff alone, in the first
instance, to arrange accommodation for your family as a prolonged stay in
a hotel or guest house can be expensive if your family accompanies you.
Students from EEA member states can obtain information about local Guest
Houses from the Accommodation Office.
3.3 Cardiff Metropolitan University Online IT Services
For opening times please visit :

http://www.cardiffmet.ac.uk/lis/Pages/Opening-Hours.aspx
IT Helpdesk:
Telephone: 029 2041 70008.00 am – 4.30 pm (Friday)
10.00 am – 4.00 pm (Saturday)
12.00 pm – 5.00 pm (Sunday)
Email: ithelpdesk@cardiffmet.ac.uk
Webchat: https://webchat.cardiffmet.ac.uk
Learning centres telephone:

Cyncoed 029 2041 6242
Llandaff 029 2041 6244
Email: cyncoedlibrary@cardiffmet.ac.uk
llandafflibrary@cardiffmet.ac.uk
Webchat: https://webchat.cardiffmet.ac.uk
Learning Centres
Website: Learning portal - http://tsrcardiffmet.ac.uk/learning

3.3.1 Personal Email Accounts
You will be allocated a Cardiff Metropolitan University personal e-mail
account when you are enrolled as a student at Cardiff Metropolitan
University. You will also be granted access to Cardiff Metropolitan
University electronic resources and will be given a username and password
to access these.
It may take 4-8 weeks to obtain the username and password to access the
resources once you submit the enrolment forms
3.3.2 Car Parking

Limited car parking spaces available at ICBT premises under first come first
serve basis parking of vehicles at the ICBT car park shall be at your own risk
and ICBT shall not be held responsible or liable and shall not pay any
damages for accidents or losses caused to your vehicles while it is parked at
the ICBT Car Park.
3.4 Students’ Union

Cardiff Metropolitan University student’s Union web site can be found at
the following link: http://www.cardiffmetsu.co.uk
3.5 Batch representatives

The Batch Representative and Group leaders should be appointed by each
batch. They should ensure the student voice is heard at the meetings with
programme team and academic staff. This is an extremely important role
as it ensures that, all students have an input into areas such as services,
programme content and delivery, assessment and feedback, learning and
teaching, and timetabling.
3.6 Study Rooms

Study room and limited discussion rooms are available and you would
require making prior reservation for the discussion rooms with the
Programme Administration team

Part 4 Policies & Procedures
4.0 Student Complaints Procedure
1.0 Policy Statement
1.1 This document incorporates the Office of the Independent

Adjudicator for Higher Education’s Good Practice Framework for
handling complaints and appeals and QAA guidance and is designed
as best practice guidance for Collaborative Partners when reviewing
their own Complaints Procedures for students enrolled on Cardiff
Met Programmes, to ensure they meet the Institution’s
expectations. The below draft Complaints Procedure information is
offered as a guideline adapted from Cardiff Metropolitan
Institution’s Complaints Procedure (available on the University
website) and can be adapted as seen fit.
1.2 The Institution is committed to providing high quality services and

facilities for students, staff and the general public. Integral to this is
monitoring and evaluating those services to enhance quality and to
ensure specified standards are met.
1.3 The Institution has in place a variety of mechanisms to ensure that

students, staff and public have the opportunity to participate fully
in the development and improvement of services and it is expected
that all parties will take full advantage of these in making their views
known.
1.4 The Institution recognises that there may be occasions when

ordinary feedback mechanisms are not sufficient to deal with
problems. It is for this reason that a formal Complaints Procedure
has been established.

2.0 Definition of a complaint
2.1 A complaint is defined as an oral or written expression of

dissatisfaction or concern someone may have about policies,
processes, facilities or services provided by the Institution or
about actions or lack of actions by the Institution or its staff.
2.2 This does NOT include:
2.2.1 requests for new or different services

2.2.2 harassment and bullying by Cardiff Met Students or
Cardiff Met staff, which should be dealt with through
Cardiff Met’s Bullying and Harassment Procedure
2.2.3 academic decisions which should be dealt with
through Cardiff Met’s Verification, Appeals and
Mitigating Circumstances Procedures
2.2.4 disciplinary or misconduct procedures
2.2.5 financial matters
2.2.6 staff grievance procedures
However if in doubt contact the complaints point of contact

for the institution who will advise further on the correct
procedure to be applied within the institution.
Where a complaint involves more than one School/Unit

within an Institution, one should undertake the Complaint
investigation. This will be agreed between the Schools/Units
and the complaints point of contact for the institution.
2.3 Where an issue involves aspects that are covered by more than
one procedure, it would not be prudent to have more than one
investigation into a case running concurrently. In this situation,
the complaints point of contact for the institution will write to
the complainant advising of the situation and clarifying the
approach that will be adopted. This will vary depending on the
facts of the case, but the decision will always be explained to the
complainant and they will be given an opportunity to object. For

example, it is usually in the best interests of the complainant to
have an Application for Verification investigated before a
complaint, due to the time limits involved in each process.
2.4 The Rules of Natural Justice will be observed in all complaint

investigations to ensure that the complaint is investigated and
processed fairly, that there is no bias and that the complainant
is given the opportunity to state their case, having been apprised
of all relevant facts.
3.0 Purpose of the Complaints Procedure
3.1 The purpose of the procedure is to provide a formal route

through which a complainant, as a student or member of
staff or member of the public, can bring a complaint to the
attention of the Institution. The procedure should be
available publicly.
3.2 The procedure aims to:
 be accessible;
 encourage informal conciliation and resolution
nearest to the source of the complaint;
 allow speedy handling, within established time-
frames;
 ensure full and fair consideration of complaints;
 respect complainants’ confidentiality;
 provide an effective and appropriate response;
 support the right of the complainant to be
accompanied at any stage of the procedure;
 contribute to the Institution’s performance
measurement;
 Identify areas of weakness in order to support the
Institution’s development and improvement.

4.0 Who is responsible?
4.1 The Chief Academic Officer has overall responsibility for the
Institution’s Complaints Procedure, including reviewing,
monitoring and reporting upon its implementation.
4.2 The complaints point of contact has day to day responsibility for
the delivery and management of the Complaints Procedure.
5.0 Ground Rules?
5.1 Before making a formal complaint, an attempt must be made to

resolve the matter informally with the relevant person or
through her/his line manager or the Complaints Officer.
Appropriate action must be taken to prevent unnecessary
escalation of the complaint.
5.2 At all stages of both the informal and formal procedure, a

complaint should be acknowledged, handled in a quick, polite
and straightforward way and investigated thoroughly and
impartially.
5.3 A complainant will not be disadvantaged in any way by raising a

complaint.
5.4 The Institution reserves the right not to investigate or act upon
anonymous complaints, those raised on behalf of an anonymous
third party or where a third party makes a complaint on behalf
of someone else without their written consent.
5.5 If a complaint is found to be frivolous, vexatious, defamatory or

motivated by malice, the Institution reserves the right not to
proceed with the complaint and to take action against the
complainant.
5.6 The subject of a complaint about will be informed of the detail

of the complaint.

5.7 To enter the formal stages of the procedure, the complaint
must be submitted in writing and a statement of the desired
outcomes must be provided.
5.8 At all stages of the informal and formal procedures the case may
be presented in English. If a complainant intends to be present
at a hearing, they must give prior notice of their preferred
language.
5.9 The timescales laid down in the procedure may need to be

extended by one of the parties in certain circumstances, for
example where witnesses or the Investigating Officer are
unavailable. Where this need arises, the Complaints Officer will
inform the parties in writing. The Institution reserves the right,
however, not to consider any complaint that is submitted more
than three months after the event and to set a final deadline at
any stage, after which the complainant will forfeit the right to
pursue the complaint further.
5.10 Privacy and confidentiality will be maintained and information

restricted to only those involved in the investigation and
resolution of the complaint.
5.11 All persons involved will be provided with details of the

complaint and any supporting documentation at least 5 working
days before any interview or hearing.
5.12 When making a formal complaint the complainant and the

person(s) being complained about may be accompanied at any
time by a friend, representative or colleague, but not by a
solicitor or barrister acting in a professional capacity, unless this
is agreed by both parties. If legal action is considered by a
complainant, the Institution will take suitable steps to ensure
that its legal position is fully protected.
5.13 If a complainant is complaining as a member of a group, one

person must be prepared to act as the spokesperson and
correspondent for the purpose of the formal procedure, and all

complainants must be able to demonstrate that they have been
personally affected by the matter. All complainants must all
agree in writing to the spokesperson acting on their behalf.
5.14 Decisions and outcomes will be communicated to the person(s)

complained about at the same time as the complainant.
5.15 Throughout the process due regard will be given to the Data
Protection Act (1998). This means that no details about any
individual will be given out without his/her permission. Until a
complainant’s identification is verified, only information about
process and procedures will be supplied.
5.16 All records of complaints will normally be destroyed after 6 years

has elapsed from the complaint being resolved.
6.0 How, where and to whom do I complain?
6.1 Informal
6.1.1 The first step is to try to resolve the complaint informally

with the person(s) concerned at the point at which the
problem arose. If the complaint is about treatment by a
specific individual, then the complainant must try to
approach this person in the first instance. Alternatively, s/he
may wish to talk informally with someone else1 or approach
the person’s line manager or the Institution’s complaints
point of contact for advice.
6.1.2 Normally a complaint must be raised as soon as possible

after the event that is the cause for complaint.
6.1.3 An acknowledgement will normally be sent within 5 working

days and hopefully a resolution within 30 working days.

6.1.4 The informal process will generally be an oral one and only
the outcome will generally be recorded in writing.
6.1.4 All involved must try to reach a resolution before considering

any formal procedures.
6.2 Formal Procedure - Stage 1
6.2.1 If the complainant is dissatisfied with the outcome of

attempts to reach an informal resolution of the complaint,
Stage 1 of the formal Complaints Procedure should be
initiated. This must be done either by letter or e-mail which
must be submitted to the complaints point of contact, who
will forward it to the appropriate person.
6.2.2 The nature and grounds of the complaint must be outlined

and the outcome or redress sought. This must be received
within 10 working days of the failure to resolve the issues
informally.
6.2.3 The Dean of School/Head of Unit or complaints point of

contact will acknowledge receipt of the formal complaint
within 5 working days and then arrange for an investigation
to be undertaken by an investigating Officer who will be a
senior colleague from a different department/area within
the School who has no involvement with the events
complained of; this may involve holding meetings and
interviews with relevant people. Written notes of such
meetings will be made.
6.2.4 Should the complaint be against the Dean of School/Head of

Unit or a School Director, it will be dealt with directly at Stage
2 of the Procedure.
The investigation will be completed as quickly as possible and the parties

involved will normally be informed of the outcome by the Dean of
School/Head of Unit or the complaints point of contact within 30 working

days. If the complaint is upheld, the parties will be informed of any action
which the Institution intends to take.
6.2.5 When the investigation is concluded, the Investigating

Officer will submit a report of the enquiry to the complaints
point of contact for monitoring purposes (as per the format
provided in Appendix 2).
6.3 Formal Procedure – Stage 2
6. 3.1 Where the complainant remains dissatisfied with the

response from Stage 1 of the Formal Procedure, they may
request that the outcome be reviewed by a different
investigator at Stage 2, who will be independent of the
matter under investigation, normally a senior Institution
manager. In order to initiate this process the complainant
must submit details in writing to the complaints point of
contact within 10 working days from the date of notification
of the outcome of Stage 1, reiterating the grounds for the
complaint, the desired outcomes and outlining why the
decision of Stage 1 is not satisfactory.
6.3.2 Taking into account the substance of the complaint and

previous attempts at resolution, the situation will normally
be reviewed by the complaints point of contact or her/his
nominee (the Independent Investigator) and the
complainant will be notified within 5 working days whether
the investigation is to proceed.
6.3.3 The Independent Investigator will have access to all prior

correspondence and the results of the informal
investigation. S/he may wish to meet with the complainant
and any other parties involved, in order to reach a decision.
6.3.4 The Independent Investigator’s enquiry should be

completed and the decisions/recommendations
communicated to all parties within 30 working days of the

start of the investigation. Where appropriate, the
complainant will also be informed of any action which the
Institution intends to take. If the review is expected to take
longer parties will be kept informed of progress.
8.0 Conclusion
8.1 The Formal Stage 2 completes the internal procedures for

complaints. If you are not happy that your issue has been
resolved once you have reached this point then visit your
Cardiff Metropolitan University Student Handbook or
www.cardiffmet.ac.uk/complaints for details of the
University’s Complaints Procedure and the Complaint’s
Officer’s contact details. Please note you must raise your
complaint with the University within a month of being
issued with the final outcome from the institution.
9. 0 Monitoring and Review
The partner institution’s Complaints Procedure will be reviewed annually,

usually before the beginning of the next academic year. This is the
responsibility of the partner institution.
Monitoring of the process is undertaken by:
 maintaining a complete tracking system and record of

each complaint;
 feeding back details of actions and outcomes to relevant
Schools and Units;
 following up complaints that have been resolved with a
questionnaire to complainants about the effectiveness
of the system and, where relevant, reporting on action
taken;
 ensuring all staff responsible for co-ordinating
complaints undertake staff development in the system.
 establishing a rigorous and effective system of dealing
with proven culpability by one or more parties and

feeding back to the complainant the course of action that
has been taken by requiring a report from the Dean of
School/Head of Unit involved on what has been achieved
and implemented to prevent the same situation
happening again.
3.7 Disciplinary Procedure
4.1.1 This procedure deals with problems that may arise with student
behaviour; hopefully, you will never need to use it! It does not cover any
academic matters.
4.1.2 Basically the procedure covers the following types of misconduct

 Violent, indecent, disorderly, threatening or offensive behaviour or
language;
 Fraud, deceit, deception or dishonesty;
 Action likely to cause or impair the health, safety and wellbeing of
any ICBT stakeholder;
 Verbal abuse, bullying or any form of harassment, intimidation,
victimisation or discrimination;
 Damage to or defacement of any property belonging to ICBT or ICBT
stakeholder;
 Misuse or unauthorised use of ICBT premises or property;
 Any criminal offence;
 Failure to supply relevant information;
 Failure to comply with previously imposed penalties.
4.1.3 As with the Complaints Procedure ICBT encourages any misconduct or

allegations of misconduct to be resolved informally as quickly as possible
with the persons involved. If this is not possible or the nature of the offence
is so serious, then the following steps will be taken:
An investigating officer(s) is appointed, who will make a report, normally
within 15 working days, with recommendations dismissing the case or
suggesting informal or formal warnings are issued or the student is
suspended.

If the offence is sufficiently serious a Student Disciplinary Committee may
be set-up comprised of senior ICBT representatives. A hearing will be held
and the
Committee will reach a decision about any action to be taken, which could
include
sending the student for counselling and advice, issuing an oral or written
formal
warning, requiring compensation to be paid, imposing a fine or making a
suspension
or expulsion order. If a criminal offence has been committed then almost
certainly the police will be informed. Whatever the decision, the offender
will have a right of appeal to an Appeals Committee of the Board of
Governors.
3.8 Code of Conduct
4.2.1 All students are expected to conduct themselves in a reasonable and

orderly manner having due regard for other people and ICBT property.
4.2.2 All students are expected to observe all Cardiff Metropolitan

University/ICBT regulations, policies and procedures that govern the
effective organisation and management of specific areas of activity within
ICBT, including those relating to use of learning, computing, refreshment,
sport and recreational facilities. Copies of the regulations, policies and
procedures can be obtained from the Cardiff Metropolitan University web
site, particularly on the pages of the Academic Registry and Student
Services, and are included as part of the Academic and Student Handbooks,
which can also be accessed on the Cardiff Metropolitan University website.
4.2.3 An act will be regarded as misconduct and therefore the subject of

disciplinary action, if it constitutes or is likely to constitute improper
interference with the normal and legitimate functioning and activities of
ICBT or of those who work or study at ICBT, if it affects the freedom of
others, if it endangers the safety or property of others or if it damages or is
likely to damage the reputation of ICBT.

4.2.4 In particular, students are expected to observe Cardiff Metropolitan
University’s Equal Opportunities Policy, which recognises that
discrimination on the grounds of gender, race, background, faith, sexual
orientation or age and any form of harassment or bullying are
unacceptable.
4.2.5 The sale of goods or services by students on ICBT premises is not

permitted, except with the prior approval of the Programme manager.
Similarly, any form of gambling on ICBT premises is illegal and will result in
disciplinary action.
4.2.6 The use of any illegal drugs on ICBT premises is prohibited and any
dealing in illegal drugs will always be automatically reported to the police.
4.2.7 The following constitutes a non-exhaustive list of the types of

misbehaviour or misconduct that this Code is intended to cover:
4.2.8 Violent, indecent, disorderly, threatening or offensive behaviour or

language (including
4.2.9 Possession of weapons, chemicals and acts of terrorism
4.2.10 Fraud, deceit, deception or dishonesty in relation to ICBT or its staff

or in connection with holding any office in ICBT or in relation to being a
student of Cardiff Metropolitan University/ICBT
4.2.11 Action likely to cause or impair the health, safety, and wellbeing of
any student, member of staff or other employee of ICBT or any authorised
visitor to Cardiff Metropolitan University/ICBT.
4.2.12 Verbal abuse, bullying or any form of harassment, intimidation,

victimisation or discrimination of any student, member of staff of other
employee of ICBT or authorised visitor to ICBT.
4.2.13 Damage to/or defacement of ICBT property or the property of other

members of the ICBT community caused intentionally or recklessly and
misappropriation of such property.

4.2.14 Misuse or unauthorised use of ICBT premises or items of property,
including misuse of computers or other electronic devises to transmit,
receive, view or display offensive, defamatory, discriminatory, obscene or
otherwise illegal material or to introduce any virus, worm or other harmful
or nuisance programme or file into any IT facility.
4.2.15 Failure to disclose a name and other relevant details to an officer or

employee of ICBT in circumstances when it is reasonable to require that
such information is given.
4.2.16 Failure to comply with a previously imposed penalty under this Code
4.2.17 Behaviour that constitutes a criminal offence where it takes place on

ICBT premises
4.2.18 Affects or concerns other members of the ICBT community
4.2.19 Damages the good name of Cardiff Metropolitan University/ICBT or

brings Cardiff Metropolitan University/ICBT into disrepute
It constitutes misconduct within the terms of this code; is an offence of
dishonesty.
3.9 Smoking
ICBT has a “No Smoking” policy, which covers all areas of each of its
campuses, if you wish to smoke then you, must do this in the specifically
designated place outside the building. No smoking signs are prominently
displayed around the buildings and must be observed.
3.10 Cardiff Metropolitan University’s Ethical Framework

This framework articulates the general principles that will guide Staff,
Students and Governors in their day-to-day activities in upholding Cardiff
Metropolitan University’s Values. The principles are developed from Cardiff
Metropolitan University’s values into more specific practices relevant to
particular areas of activity (e.g. research and enterprise).
Quick check of ethical behaviour:

 Is the action legal?
 Is the action fair?
 Will I be proud of it?
 Does it comply with Cardiff Metropolitan University’s values?
 What would other people think of it?
 Will it hurt, disadvantage or offend anyone?
 Do I think it is wrong?
 If you are not sure, ask until you are sure.
For more information on ethics or to see the complete document, please

visit http://www.cardiffmet.ac.uk/research/Pages/Ethicsand-Research-
Governance.aspx
3.11 Equal Opportunities

Contact: Equality & Diversity Officer Email: equality@cardiffmet.ac.uk Web
pages: www.cardiffmet.ac.uk/equalitydiversity/
4.5.1 Cardiff Metropolitan University is an organisation where diversity is

valued, equality is promoted and our services are delivered to support all
staff and students regardless of gender, race, ethnic background, religion
or belief, culture, (dis)ability, age, gender reassignment or sexual
orientation. (The Welsh language is regarded as an additional equality
strand in Wales).
4.5.2 Everyone in Cardiff Metropolitan University – Governors, staff,

students, visitors, contractors – has a responsibility to deliver equality.
Discrimination is unacceptable in any form. All individuals in Cardiff
Metropolitan University should be treated with dignity and respect and
valued for their contribution.
4.5.3 Cardiff Metropolitan University has a well-developed framework of

policies and practices to support inclusion and equality of opportunity and
to foster a supportive environment for all our students, staff, and visitors.

In 2008, the Board of Governors approved Cardiff Metropolitan University’s
first Single Equality Scheme, setting out our policy, strategies and action
plan for promoting equality of opportunity throughout Cardiff Metropolitan
University. Our Single Equality Scheme can be accessed here: Cardiff
Metropolitan University Single Equality Scheme 2008. There are many other
policies and guidance documents relevant to Equality & Diversity, including
the Code of Practice for Freedom of Speech and the Use of Inclusive
Language. You will find all this information on our web pages.
4.5.4 The Equality and Diversity Committee oversees the implementation

of our Equality Scheme and monitors our progress. We publish an Annual
Report for Equality & Diversity every year on our web pages.
4.5.5 Any student with personal experience of any of the Equalities strands
who is interested in contributing to the development of Equalities policies
and Diversity events in Cardiff Metropolitan University is encouraged to
contact the Equality & Diversity Officer to discuss how they could be
involved.
3.12 Harassment and Bullying

Contact: programme Manager
4.6.1 As part of its Equal Opportunities policy portfolio Cardiff Metropolitan

University also has a Harassment and Bullying policy and code of practice,
which covers all members of its community to ensure the preservation of
each individual’s dignity.
4.6.2 The Harassment and Bullying policy and code of practice is designed
to eliminate all forms of harassment and bullying at Cardiff Metropolitan
University, to provide a sensitive, fair and effective means of resolving
complaints, to provide victims with guidance and support, to ensure a safe
and supportive working environment and to comply with legal
requirements.
4.6.3 The policy and code of practice defines what harassment and bullying
are and then explains what they involve in relation to gender, race,

disability, sexual orientation and age. The roles and responsibilities of
different persons and the procedures to be followed are outlined.
4.6.4 If you feel harassed or bullied you must report it to a relevant member
of Admin staff immediately, so that swift and appropriate action can be
taken.

Appendix 1 - Useful Names, Addresses and Websites
Collaborative provision Office

http://www.cardiffmet.ac.uk/partnerships
International Office
http://www.cardiffmet.ac.uk/international
Academic Registry
http://ww.cardiffmet.ac.uk/registry
THE CARDIFF SCHOOL OF MANAGEMENT

Llandaff Campus, Western Avenue, Cardiff, CF5 2YB
tel: 029 2041 6836
email: csm@cardiffmet.ac.uk
Website: http://www.cardiffmet.ac.uk/csm
THE CARDIFF SCHOOL OF SPORT

Cyncoed Campus, Cyncoed Road, Cardiff, CF23 6XD
tel: 029 2041 7106
email: css@cardiffmet.ac.uk
Website: http://www.cardiffmet.ac.uk/css
SPORTS & LEISURE FACILITIES

SPORTS FACILITIES MANAGEMENT
Cyncoed Campus, Cyncoed Road, Cardiff, CF23 6XD
tel: 029 2041 6777
email: sfm@cardiffmet.ac.uk
Website: http://www.cardiffmet.ac.uk/sportfacilities

STUDENT SERVICES
The Student Centre, Llandaff Campus, Western Avenue, Cardiff, CF5
2YB
tel: 029 2041 6170
email: check the website for the addresses of the individual Services
Website: http://www.cardiffmet.ac.uk/studentservices
STUDENT SERVICES
‘A’ Block - Cyncoed Campus, Cyncoed Road, Cardiff, CF23 6XD
tel: 029 2041 6333
email: check the website for the addresses of the individual Services
Website: http://www.cardiffmet.ac.uk/studentservices
ACADEMIC REGISTRY
‘A’ Block, Llandaff Campus, Western Avenue, Cardiff, CF5 2YB
tel: 029 2041 6015
email: registry@cardiffmet.ac.uk
Web: http://ww.cardiffmet.ac.uk/registry
ACCOMMODATION SERVICES
Cyncoed Campus, Warwick House, Cyncoed Road, Cardiff, CF23 6XD
tel: 029 2041 6188/9
email: accomm@cardiffmet.ac.uk
Web: www.cardiffmet.ac.uk/accommodation

Appendix 2 - Assessment cover sheet
Student Details ( Student should fill the content)

Name
Student ID Cardiff Met ID : ICBT ID :
Batch No
Scheduled unit details
Unit code
Unit title
Assignment Details
Nature of the REPORT
Assessment
Topic of the Case Study GIVEN
Learning Outcomes YES
covered
Word count
Due date / Time As communicated in the assessment plan
Declaration
I certify that the attached material is my original work. No other person’s work or
ideas have been used without acknowledgement. Except where I have clearly
stated that I have used some of this material elsewhere, I have not presented it
for examination / assessment in any other course or unit at this or any other
institution
Signature Date
Result (Assessor use only)
Marks Name & Signature of Agreed
by 1 st st
the 1 Assessor Mark
Assessor
Marks Name & Signature of
by IV: the IV

For Office use only (hard copy assignments)
Receipt Received by
date
REPORT STRUCTURE
 Paper Size : A4
 Word Count : 4000 words
 Margins : LHS; RHS: 1 Inch
 Header and Footer : 1 Inch
 Basic Font Size : 12
 Font Style : Arial/Times New Roman
Important Information for Students

 The assignment should be uploaded on or before the deadline via ICBT Student
Information System. The soft copy must in word format ONLY.
Please log on to www.icbtsis.lk to upload your assignment. The username

and the password will be sent shortly. Please await for uploading
instructions.
 Softy copy should be named as MBA-(subject number) (followed by the Cardiff
met student ID. Cardiff Met and ICBT students IDs will be sent shortly.
E.g. for People and organization Assignment

MBA-7000 -2000000
 Students are expected to keep a backup of all the assignments. ICBT and Cardiff
Metropolitan University have all the right to re call for soft copy of any
assignment at any time during the course.
 Please note that plagiarism is treated as a serious offence and therefore the work
you produce must be individual and original although may work in groups in
some instances (Please refer to Student Handbook on Plagiarism & Cheating).
 All sources of information must be referenced using “Harvard referencing”

where a reference listing should be included at the end of the assignment.
 Please note that the submission date given for this assignment is the final date that
you can upload the assignment. No late submissions are allowed by the system.
(Please refer to the Student Handbook on Assessments - Late Submissions).

 Please refer to Student Handbook on Assignments – Re-submission, mitigating
circumstances procedure.
 Please include the assignment coversheet in your answer. Please avoid copying
assignment question in your answer file.
Appendix 3 - Mitigating Circumstances Form
Cardiff Metropolitan University
Before completing this form, students are advised to read the attached
Guidance. The completed form and supporting evidence must be submitted
as instructed in the relevant Programme Handbook in time for
consideration by the Mitigating Circumstances Committee.
Section 1: Student’s Personal Details
Full Name:
Student Number:
Programme:
Year/Level of Study:
Contact Address:
Telephone Number:
Email Address:
I confirm that I have read the Mitigating Circumstances Procedure and

that, to the best of my knowledge, the information given on this form is
a true and accurate statement of my exceptional personal circumstances.

I accept that a false claim may result in disciplinary action being taken
against me.
Signed: Date:
-----------------------------------------------------------------------------------------------
--------------
Section 2: Receipt to be returned to Student (Please see Guidance

Note 2)
Student Name:
Student Number:
Programme:
I acknowledge receipt of the completed Mitigating Circumstances Form.
Date received:
Staff name (please
print):
Staff signature
Section 3: Details of the Modules and Assessments Affected by

Mitigating Circumstances
Please give details of each assessed component of module(s) affected by

your mitigating circumstances and the relevant Code for the effect on your
work you must include all modules affected. Please start a new line for each
assessed component.
Module Module Title Assessment Exam or Code(s)

Number Type Submission
Date

Section 4: Details of Mitigating Circumstances
Please describe clearly and concisely the factors that you believe have
adversely affected your academic performance in the assessments listed in
Section 3 above.

Section 5: Evidence Attached
Please list all documentary evidence (letters, certificates etc) attached to

this form.
Please make sure you have detached the Guidance Notes, inserted your
Student Number in the box at the top of each page of this form, signed and
dated the front page of this form, and that you have attached all required
supporting evidence; then, submit the form as instructed in the relevant
Programme Handbook.
Section 6: For School Administrative Use Only
Date received:

Date considered:
Decision: ACCEPT / REJECT (delete as appropriate)
Recommendation to
Examining Board:
To be signed and Signed:

dated by the Chair of
the Mitigating
Circumstances Date:
Committee
Date of notification of
outcome to student:
Students who miss the submission deadline of an assignment must inform

ICBT via e mail to pgd@icbtcampus.edu.lk within 5 working days with a duly
filled mitigation application. The mitigating application will be reviewed by
ICBT Mitigating Circumstances Committee (MCC) and a decision will be
taken in accordance to the Cardiff Met University mitigation procedure.
Students are advised to provide adequate evidence and information on
their mitigating circumstance. Students will be notified once the committee
finalizes the decision.
Students of unsuccessful mitigation application will be considered as a

missed/failed attempt hence will have to redo the subject (new topic) with
following batch and the marks will be capped at 40. Students of successful
mitigation application will also have to submit their respective subject
under a new topic with the following batch. All successful mitigating
students’ submissions are treated as the 1st attempted hence will be
marked for 100%. All mitigating application after the examination board
will not be reviewed
ICBT will not accept any assignment after the deadline. When a student opts
into mitigation procedure he/she must understand it may delay their

progression in the degree as the submission date will only be in the
following semester with a new topic. Based on the acceptance/ rejection
you will get your marks accordingly.
Appendix 4 - Withdrawal, Transfer, Suspension form
To obtain a soft copy of withdrawal, transfer or suspension form

please contact Postgraduate Department via
pgd@icbtcampus.edu.lk
Appendix 5- Fees
Payments for Re assessment /Resubmission/Re-sitting
01) Re-sitting exam fee (attempt -1) -Rs.7,500

02) Re-sitting exam fee (attempt -2) -Rs.12,500
03) Resubmission project/dissertation -Rs.20,000
04) Resubmission project/dissertation with Mitigation -Rs. 20,000
05) Re- Assessments (per Assignment /attempt -1) -Rs.5,000
06) Re- Assessments (per Assignment /attempt -2) -Rs.10,000
07) Re-take a module -Rs.30,000

Appendix 6- Group work & Presentation
Please refer the presentation instruction as follows.
1. Group leader need to submit the slides report (hard copy) with
members’ contribution declaration page in front.
2. Students must submit a soft copy/ electronic copy (CD only) along
with the report.
3. Please note students will be allowed to do the presentation only
on the slides submitted. No additional slides should be included on
the presentation day. ICBT will pre load the slides to the
multimedia projector PC in your class room.
4. 20 minutes time line is strictly adhered. Group run over the 20
minutes will be penalized
5. 10 minutes will be allocated for the Q&A (question & answer)
session.
6. All presentation must be video recorded and should be submitted
within a week after the presentation date. Video must be in the
DVD format.
7. Students must remain seated until the final presentation over.
Please note this presentation series is part of your leaning process
in the degree. Students can learn and understand some of the
practical application of theoretical concepts.
8. Students are expected to be quite during the presentation. By
switching off/ silencing their mobile phones. Please give due
attention to your fellow presenters and encourage & motivate
them during the session.
Attendance is a must for all students on the presentation day. Students who
do not come on the presentation day will lose their group marks. Please
speak to the academic division for the mitigating circumstances.

Dress code on presentation date
Dress code for Men
Preferably White Shirt (Long sleeve) tie & appropriate pants (Denim
and pants with too many pockets are not allowed), black or brown
shoes.
Dress code for Women Refer attach Image)

Shirt, Jacket and skirt or pants, Saree, Salwar, (Denim jeans are not
allowed)

Appendix 7 - Examination
1. Exam hall will be opened 15 minutes before the schedule to allow

for check-in procedure
2. Students required producing their admission advice to the
invigilator along with a proof of ID. ( NIC/DL/Passport during the
examination)
3. Late students will not be permitted to the exam hall after 30 mints
of the commencement of the examination.
4. No additional time will be given for late students.
5. Student must remain in the examination hall during the first 20
minutes and the last 20 minutes of exam time.
6. No mobile phone or any similar electronic device can be used
during the examination. ( Must be switched off)
7. Scientific calculator ranged FX 100 or below is allowed
8. Hats, caps ear phones must not be used during the examination (
except religious/cultural observances)
9. Smoking is not permitted in the examination hall
10. No food is allowed in the examination hall. A bottle of water is
allowed.
11. Students must remain seated after the examination until you are
asked to leave the hall by the invigilators.
12. Please note this is a closed book examination.
13. Severe penalties apply for misconduct, cheating, possession of
unauthorized materials, and unauthorized removal of materials
from examination rooms or ignoring the instructions given by
supervisors. Penalties may include failure for the unit and
exclusion from the University.

Appendix 8 - Dissertation
Instruction to students
 You will be assigned a supervisor

 You must have 3 official meetings (minimum) with your
supervisors. It is student’s responsibility to take the minutes of
each meeting.
 Meeting minutes should be sent to ICBT research unit
rsu@icbtcampus.edu.lk within a week after the meeting.
 The 1st meeting will take place in the 1st week and 2nd meeting is
due in the 6th week. Third and final meeting will be held in the
weeks between 11/12
 Students are expected to bring previous meeting minutes
whenever they come for a meeting.
 Students are expected to attach meeting minutes to their final
report as an appendix.
 ICBT will have the right to amend the meeting schedule based on
the availability of the supervisors.
 Students will be given 13/14 weeks to complete their dissertation.
 Please note you may have weekday evening meetings.
 All sources of information must be referenced using “Harvard
referencing” where a reference listing should be included at the end
of the assignment.
 Please note that the submission date given for this dissertation is
the final date that you can hand over the report. No late
submissions are allowed. (Please refer to the Student Handbook on
Assessments - Late Submissions).
 Please refer to Student Handbook on Assignments – Re-submission.
The purpose of supervision of your Dissertation modules is for the

supervisor to enable you to produce the best-quality piece of work you
are capable of. This means:
 You are doing the work, not supervisor

 So you have to be self-directed, and manage your own time and
resources effectively.
 Shortly after starting, you will know more about your specialist
topic than your supervisor will, so supervisor influence will become
increasingly indirect
What will your Supervisor do?
 Is he/she allocated? hours for this in the academic year: He/She

not going to count by the minute, but you need to work out
roughly how you want to use their time
 Generally, you will need to let them your material/draft three days
before you meet, if you want your supervisor to have read it.
 Supervisor will not chase you: management of your time is up to
you.
Your Commitments
 Student expect to book sessions with supervisors as you need

them: don't leave it to the last minute. Try to book another session
each time you meet (in the scheduled week)
 On the whole, it is only worth meeting your Supervisor if you have
written something for him/her to work on
Dissertation Viva Guidance
The viva is a compulsory part of the assessment for all Dissertation modules.
The viva is part of the assessment for the module, and the final mark for the
module is a result of performance in the written text and the oral viva.
The primary functions of the viva are to:
 Enable clarification of any points within the written text of the

dissertation;
 Resolve borderline marks arising from the written text of the
dissertation; and
 Establish the student has written the dissertation him/herself

Appendix 9- Request a letter
Students requiring proof of student status may request the following

letters, and you need to complete a letter requesting form, and email to
pgd@icbtcampus.edu.lk
Types of Letters
1. Student Status Letter - This confirms your status as a student for

the current academic year.
2. Award Letter - Once you have successfully completed your
course we can produce a letter that verifies your qualification.
3. Research survey Letter-
Letters are usually available within 48 hours (this may be longer during
busy periods).
Letters can be collected from the ICBT campus Academic & Administration
Division during office hours.

Letter Requesting Form D 08
Full Name
ICBT ID
University
ID
Contact No
E mail ID
Date
Please select the type of letter required. ( )

(Refer Appendix 9)
Student Status Letter

Award Letter
Research survey Letter
Please fill the below part, If you request a research survey letter. ()
Agree Disagree
All the acquired data will be treated confidentially
and use for academic purpose only.
Signature

Appendix 10- Electronic Library Resources
Library and Information Services

http://study.cardiffmet.ac.uk/Pages/home.aspx
Print journals converted to electronic access:
44,560 e-journals
112 databases
56,999 e-books
..and growing…
DSpace – Cardiff Met Repository

https://repository.cardiffmet.ac.uk/dspace/
Students can access all areas of DSpace - includes undergraduate and

MBA dissertations

Appendix 11- Cardiff MetFlix
Bitesize video from Library and IT – Watch on line
Cardiff MetFlix
http://www.youtube.com/channel/UCajTMscCR15MAtShT3dkEIA/videos
Helping you get to grips with Library resources and solve common IT
issues
 Effective searching with Summon
 How to find e books
 How to find e journals
 Password self-services
 Accessing your student e mail
 Accessing your blackboard

Disclaimer
Information in this booklet is effective from 01 March 2011, and the content
in this handbook is subject to change without notice from time to time. In
particular, Cardiff Metropolitan University University reserves the right to

amend/withdraw/change any unit/sub unit/part of a unit/sub course or
course of study it offers or to impose limitations on enrolment in any unit
or course of study without consent from students or prior notice to
students.
Students name: ……………………………………………………………………………
Date of admission: ………………………………………………………………………..
Registration Number: ………………………………………………….
Contact Details in Home Country
Permanent
Address:……………………………………………………………………………………………..
..…….…………………………………………………………………………………………………………
………………………………………………………………………………………………………..…………
Telephone No:.……………………………….
Current Contact Details
Current Address: -
..…….…………………………………………………………………………………………………………
………………………………………………………………………………………………………..………

Declaration
I have read the Master of Business Administration Student Handbook of the

Cardiff Metropolitan University /ICBT Campus and agree to abide by the
rules and conditions laid down therein. I am aware that I may be subject to
disciplinary action for the breach of the same.
………………………………………………
Signature of student
Please detach the copy of disclaimer (next page) & return to Program
Coordinator at ICBT Campus.
………………………………….
Signature of Parent / Guardian
Please detach the copy of disclaimer (next page) & return to Program
Coordinator at ICBT Campus

NOTES

MBA Sep 2018 - Handbook

Încărcat de

Informații document

Drepturi de autor

Formate disponibile

Partajați acest document

Partajați sau inserați document

Opțiuni de partajare

Vi se pare util acest document?

Este necorespunzător acest conținut?

Drepturi de autor:

Formate disponibile

MBA Sep 2018 - Handbook

Încărcat de

Drepturi de autor:

Formate disponibile

This handbook has been prepared by the programme team at ICBT Campus

in conjunction with the Cardiff Metropolitan University.

All rights reserved. No part of this publication may be produced, stored in a

The International College of Business & Technology Ltd & Cardiff

International College of Business and

MBA is built on the foundation of work experience. It is not only a

The new venture you have embarked on by enrolling in the MBA

We congratulate you on choosing the Cardiff Metropolitan MBA

The Management Team of ICBT

Cardiff Metropolitan University MBA

Welcome to Cardiff Metropolitan University’s new Student Handbook and

Without students Cardiff Metropolitan University would not exist! We try

Professor Cara Carmichael Aitchison

Cardiff Metropolitan University President and Vice-Chancellor

International College of Business and

2. Things You Need To Know ............................................................................... 127

3. Student Services .............................................................................................. 141

4. Making a Suggestion, Complaint or Appeal ..................................................... 149

vi International College of Business and Technology

Appendix 1 - Useful Names, Addresses and Websites ............................................. 165

Appendix 2 - Assessment cover sheet...................................................................... 167

Appendix 3 - Mitigating Circumstances Form .......................................................... 169

Appendix 4 - Withdrawal, Transfer, Suspension form ............................................. 174

Appendix 5- Fees ..................................................................................................... 174

Appendix 6- Group work & Presentation ................................................................. 175

Appendix 7 - Examination........................................................................................ 177

Appendix 8 - Dissertation ........................................................................................ 178

Appendix 9- Request a letter ................................................................................... 180

NOTES ..................................................................................................................... 187

vii International College of Business and Technology

Thank you for choosing to study at International College of Business &

1.1 ICBT Campus

Established in 1999, ICBT Campus (International College of Business &

1.1.1 Mission and Vision

“To be the leading Higher Education Provider in South Asia”

Our mission is to provide, together with internationally reputed Universities

2 International College of Business and Technology

i. Head office –ICBT Colombo Campus

No 36, De Krester Place,

Contact Hours 09.00 am to 05.00 pm

Academic Administrative Executive - Student Services

Academic Administrative Executive - Student Services

Academic Administrative Executive - Research Unit

3 International College of Business and Technology

ii. Kandy campus

Study centre information –City campus

Programme Coordinator – Academic Administration

Academic Administrative Executive (Kandy Campus)

Senior Finance Executive

4 International College of Business and Technology

iii. Kurunegala Campus

Study centre information –Kurunegala Campus

Academic Administrative Executive (Kurunegala Campus)

Centre Manager (Kurunegala Campus)

5 International College of Business and Technology

Study centre information –Southern Campus

Academic Administrative Executive (Matara Campus)

Assistant Accountant – Finance

Center Manager (Matara Campus)

Study centre information –Jaffna Campus

6 International College of Business and Technology

Center Manager (Jaffna Campus)

vi. Batticalo Campus

Study centre information – Batticalo Campus