代写 ACCT5919 Business Risk Management Assignment
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代写 ACCT5919 Business Risk Management Assignment
business.unsw.edu.au
CRICOS Code 00098G
ACCT5919
Business Risk Management
Course Outline
Semester 2, 2016
Part A: Course-Specific Information
Part B: Key Policies, Student
Responsibilities and Support
Business School
School of Accounting
business.unsw.edu.au
CRICOS Code 00098G
Table of Contents
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PART A: COURSE‐SPECIFIC INFORMATION 1
1 STAFF CONTACT DETAILS 1
2 COURSE DETAILS 1
1 Teaching Times and Locations 2 Units of Credit 3 Summary of Course 1
4 Course Aims and Relationship to Other Courses 2.5 Student Learning Outcomes 2
3 LEARNING AND TEACHING ACTIVITIES 4
1 Approach to Learning and Teaching in the Course 3.2 Learning Activities and Teaching Strategies 4
4 ASSESSMENT 4
1 Formal Requirements 2Details 4
3 Assessment Format 4 Individual and Group Assignment Submission Procedure 7
4.5 Late Submission 8
5 COURSE RESOURCES 8
6 COURSE EVALUATION AND DEVELOPMENT 8
7 COURSE SCHEDULE 9
PART B: KEY POLICIES, STUDENT RESPONSIBILITIES AND SUPPORT 12
8 PROGRAM LEARNING GOALS AND OUTCOMES 12
9 ACADEMIC HONESTY AND PLAGIARISM 13
10 STUDENT RESPONSIBILITIES AND CONDUCT 13
1 Workload 2 Attendance 3 General Conduct and Behaviour 4 Health and Safety 10.5 Keeping Informed 14
11 SPECIAL CONSIDERATION 15
12 STUDENT RESOURCES AND SUPPORT 17
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PART A: COURSE-SPECIFIC INFORMATION
1 STAFF CONTACT DETAILS
Teaching staff:
Lecturer-in-charge: Paul Martin
Room 3109 Quad Building
Phone No: 9385 5907
Email: p.martin@unsw.edu.au
Consultation Times – Tuesdays 4.00pm following class (or by appointment)
Lecturer: Andrew Bissett
Room 3109 Quad Building
Phone No: 9385 5907
Email: a.bissett@unsw.edu.au
Consultation Times – (by appointment only)
Outside of consultation contact should be via email.
2 COURSE DETAILS
2.1 Teaching Times and Locations
Lectures start in Week 1(to Week 12): The Time and Location are:
Tuesdays 9.00 to 12.00, Red Centre Central Wing 1040
Tuesdays 13.00 to14.00, The Michael Hintze Theatre (K-H6-LG03)
Tuesdays 18.00 to 21.00, Law Building 303
2.2 Units of Credit
The course is worth 6 units of credit.
This course is taught in parallel.
2.3 Summary of Course
In a rapidly changing global world, with decreasing product life cycles and increasing
customer and societal expectations placed upon businesses, there are significant and
increased risks that have the potential to imperil value creation by businesses.
In this world, value is put at risk - by competition, or failures of corporate leadership,
strategies, processes and operating capabilities. Developing effective ways of managing
such Business Risks is proving to be a central agenda item for organisations seeking
continuing success.
This course addresses this emergent field conceptually, technically and speculatively by
examining the tools, techniques and approaches used to identify measure and manage
business risks which are designed to enable managers to create value in the face of the
ever changing environment confronting them. The course makes extensive use of case
studies and research reports.
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2.4 Course Aims and Relationship to Other Courses
The aims of the course are as follows:
1. To provide a practical understanding of the nature of business risks organisations
confront.
2. To examine the impact of risk on the decision-making processes of organisations.
3. To review the techniques used to identify, codify and quantify these risks.
4. To examine strategies and techniques used to mitigate the impact of these risks on
the business, including the role of strategy formulation and implementation and the
development of effective risk control strategies, processes and structures.
This course will assist students to better understand the significance of adequately
assessing and managing risk in the context of the management of business operations
and in making informed business decisions. The course therefore builds upon material in
other management accounting course offerings.
2.5 Student Learning Outcomes
By the end of this course, you should be able to:
1
Apply fundamental theories and concepts in diverse and unpredictable business
environments to better understand economic, commercial and business issues
2
Formulate and develop persuasive arguments relevant to major fields of study
that can be applied to business problems
3
Critically analyse underlying theories, concepts, assumptions and arguments in
major fields of study
4
Apply specialist skills, tools, techniques and frameworks to critically analyse
business risks and to integrate these with knowledge drawn from other
disciplines of commerce in business and professional practice
5
Conduct research in archives, libraries, the web and other sources in order to
understand the changing nature of the frontiers of knowledge through research
6
Communicate effectively in verbal, written and group contexts to a professional
standard
7
Collaborate effectively in teams (including members from diverse cultural
backgrounds); manage, persuade and influence others
8
Apply technical and specialist skills to global business issues and/or in practice
within a multicultural environment
Business School Postgraduate Coursework Program Learning Goals and Outcomes
1. Knowledge: Our graduates will have current disciplinary or interdisciplinary knowledge
applicable in local and global contexts.
You should be able to identify and apply current knowledge of disciplinary or interdisciplinary theory and
professional practice to business in local and global environments.
2. Critical thinking and problem solving: Our graduates will have critical thinking and problem
solving skills applicable to business and management practice or issues.
You should be able to identify, research and analyse complex issues and problems in business and/or
management, and propose appropriate and well-justified solutions.
3. Communication: Our graduates will be effective communicators in professional contexts.
You should be able to:
a. Produce written documents that communicate complex disciplinary ideas and
information effectively for the intended audience and purpose, and
b. Produce oral presentations that communicate complex disciplinary ideas and information
effectively for the intended audience and purpose.
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代写 ACCT5919 Business Risk Management Assignment
CRICOS Code 00098G
4. Teamwork: Our graduates will be effective team participants.
You should be able to participate collaboratively and responsibly in teams, and reflect on your own
teamwork, and on the team’s processes and ability to achieve outcomes.
5. Ethical, social and environmental responsibility: Our graduates will have a sound awareness of
ethical, social, cultural and environmental implications of business issues and practice.
You should be able to:
a. Identify and assess ethical, environmental and/or sustainability considerations in business
decision-making and practice, and
b. Consider social and cultural implications of business and /or management practice.
The following table shows how your Course Learning Outcomes relate to the overall
Program Learning Goals and Outcomes, and indicates where these are assessed (they
may also be developed in tutorials and other activities):
Program Learning Goals
and Outcomes
Course Learning Outcomes Course
Assessment Item
This course helps you to
achieve the following
learning goals for all
Business School
postgraduate coursework
students:
On successful completion of the course,
you should be able to:
This learning
outcome will be
assessed in the
following items:
1 Knowledge Incorporate risk assessment and analysis
into a range of business decision-making
process.
Be able to assess the causes of and
recommend the appropriate response to
risk events that impact upon organisations.
Use statistical and analytical skills to
incorporate risk assessment processes into
organisational decision-making.
? Workshop
Problems
? Report
? Case studies
? Exam
2 Critical thinking and
problem solving
Use the standard approaches to risk
identification, measurement and
management to identify how business risks
can be more effectively managed.
? Workshop
Problems
? Report
? Case studies
? Exam
3a Written
communication
Construct written work which is logically
and professionally presented.
? Report
? Exam
3b Oral communication Communicate ideas in a succinct and clear
manner.
? Syndicate Case
Study
presentation and
report.
4 Teamwork Work collaboratively to complete a task. ? Syndicate Case
Study
presentation and
report.
5a. Ethical,
environmental and
sustainability
responsibility
Identify and assess environmental and
sustainability considerations in problems in
business.
? Case Studies
? Report
? Class discussion
5b. Social and cultural
awareness
Not specifically addressed in this course.
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3 LEARNING AND TEACHING ACTIVITIES
3.1 Approach to Learning and Teaching in the Course
The course is conducted in a single 3 hour block each week, which includes a lecture,
student presentations and group workshops. The course makes extensive use of case
studies to demonstrate real life examples of situations where specific issues in the area of
risk management have been either poorly or well managed. Students are allocated to
syndicate groups and will be responsible for presenting one of the case studies during the
course. Students are expected to actively engage in class discussion related to the cases
and the course material.
3.2 Learning Activities and Teaching Strategies
Students will be allocated to syndicate groups and one of the syndicate groups will
present a case study each week during the course. The case study examines how
organisations managed or mismanaged major risk events that confronted the
organisation. These case studies are intended to provide examples of the practical
application of the risk management techniques and approaches that are examined during
the course.
Students will complete an individual assignment which analyses the management of a
major risk event. The assignment is intended to develop students’ analytical and report
writing skills.
4 ASSESSMENT
4.1 Formal Requirements
In order to pass this course, you must:
? achieve a composite mark of at least 50; and
? make a satisfactory attempt at all assessment tasks (see below).
4.2 Assessment Details
Assessment Task Weighting Length Due Date
Individual
Assignment Report
30% See 4.2.1 below Week Commencing 29
August 2016
Syndicate
Presentation and
Report
20% See 4.2.2 below The assigned week
Final Exam 50% 2 hours University Exam Period
Total 100%
4.2.1 Assessment Task 1 – Individual Assignment Report – Due Date Week
Commencing 29 August 2016 see also Section 4.4 for details.
The Management Team of your firm is proposing to develop a manual, for internal use,
the purpose of which is to train staff in areas of major risk, so that your company can
avoid experiencing similar failures in risk management procedures. Management are
aware that you have recently completed a course in business risk management, and have
asked you to prepare a case study for inclusion in the manual covering one of the
following six cases or another case of your choice (see below):
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Company/Incident The Risk Event
Fukushima Daiichi - Nuclear disaster
BP - The Oil Spill in the Gulf of Mexico
The sinking of the Sewol Ferry - The South Korean Ferry Disaster
Parmalat - Failures in corporate governance & fraud
Volkswagen - Engine emissions scandal
QF32 - The near crash of the Qantas A380 over
Singapore
A Case Study of your choice*
* If this option is chosen the case must receive prior approval from your supervisor
(Course Presenter) based on a brief written proposal (of one (1) to two (2) A4 pages)
submitted no later than the end of Week 3, i.e. Friday 12 August 2016 in hard copy or
via email. Ensure that your email address is included to facilitate correspondence.
If you chose to complete a report on one of the six cases listed above you do not need to
submit the proposal referred to above, simply submit your report by the due date.
The Project
Management has agreed the following specific tasks after discussions with you:
1. Describe the facts surrounding the case. Material for the analysis of the case
should be drawn from the details of the case as reported in the press, internet, or
other sources such as books and journals, and should be fully referenced.
2. You are required to identify at least two, and at most three, risk management
issues illustrated by the case. Compare and contrast the way in which these issues
were dealt with by the firm(s) involved with material presented in the course or
other reference material dealing with the concepts or issues that the case
illustrates. In your report you may also assess the effectiveness with which the
crisis, created as a result of the failures in risk management evident in the case,
were managed.
3. Management believes that the quality of this material will not be judged on the
number of concepts or issues illustrated by a particular case study but on how well
each concept or issue is illustrated. Therefore greater depth in the assessment of
the risk management issues rather than breadth is required. Indeed, some of the
management team argued that each case should only illustrate one or two
concepts or issues at most, but finally agreed that there may be circumstances
where more than one or two is desirable, but this would be the exception.
4. Prepare a report as specified below.
The Report
Your report should contain the following sections:
1. Executive Summary: A concise review of the report including major findings and
conclusions. This should be no more than one (1) A4 page. This section is allocated 4
marks out of 30.
2. Introduction and Aims: Outline the aims of the analysis and discuss the approach you
have taken to develop your case material. Make explicit the criteria that you have used
in choosing the risk management issue(s) identified in the case. This should be no
more than one to two (1-2) A4 pages. This section is allocated 3 marks out of 30.
3. Case Study: This section should include the full text of your case study and analysis.
Please be concise and limit this section to no more than six (6) pages. This section is
allocated 12 marks out of 30.
4. Conclusion. Identify the lessons that can be learned from the case, your conclusions
and the nature of any control procedures and/or risk treatment systems that you
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recommend should have been implemented or where failures occurred. This should
be no more than four (4) A4 pages. This section is allocated 9 marks out of 30.
5. References: Please list the sources you have consulted for the completion of the
report. This section is allocated 2 marks out of 30.
6. Management has specifically asked that case studies stay within the length limit and
be no longer than ten (10) to eleven (11) single sided A4 pages (size 12 font, one and
a half line spacing) excluding the cover page and any attachments, unless prior
approval is obtained. Longer case studies should be negotiated with your supervisor
(course presenter).
Grading
In grading the report marks will be allocated for each of the above sections of the report
as above. Creative and innovative work will be rewarded. In particular in assessing the
case study the assessment will consider the extent to which the case study effectively
links the facts of the case to the risk management issues that have identified, and the
extent to which the conclusions and lessons highlight better ways of addressing and
managing the risk management issues identified.
General
The report should include a cover page not included in the length limit (indicating your
name and student number). Submission procedures are set out in Section 4.4.
4.2.2 Assessment Task 2 – Group Syndicate Presentation and Report
All students will be allocated to a syndicate group. Each syndicate will be allocated to one
of the case studies listed in the course outline under each week’s work, e.g. the Case
Study for Week 2 is the Heblon case.
The syndicate is required to present the case to the class during the session listed. The
scope of the presentation will obviously vary from case to case, but as a guide the
following are intended to assist you with your presentation.
1. Describe the facts surrounding the case. Material for the analysis of the case should
be drawn from the details of the case included in the material provided for the
Session. If appropriate, additional credit will be earned for the use of additional
references sourced from press reports, the internet, or other sources such as books
and journals, and should be fully referenced.
2. Identify the risk management issues illustrated by the case.
3. Compare and contrast the way in which these issues were dealt with by the firm(s)
involved with material presented in the course or other reference material.
4. Identify any lessons that can be learned from the case.
5. Identify what proscriptive action was taken by the firm involved or regulators, and
identify any broader consequences of the case that have added to the management
of risks or the understanding of risk management processes.
6. A formal presentation should be made to the class. The duration of the presentation
should be 25 -35 minutes. If you propose to spend longer than this time you should
consult the Course Presenter prior to the evening of the presentation.
7. Since the class will have read the material you may wish to make the presentation
interactive and to draw out the views of the class on certain aspects of the case. This
could be done, for example, by posing provocative questions or giving the class a
short exercise to do.
Syndicates are free to determine the style of the presentation which could include (without
limitation) a formal presentation, a role play or interviews. Syndicates should assume that
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all members of the class will have read and prepared for the case and therefore class
interaction including short exercises can be incorporated into the presentation. If you plan
to involve the class please note that this can take some time and therefore this needs to
be factored into your planning.
Presentation
The marks for the presentation will be 14 out of the available 20 and following criteria will
be used for grading the class presentations:
? Time management (e.g. the pace and total time of the presentation)
? Clarity of communication (expression of ideas)
? Engagement with the audience
? Structure of the presentation (transition and logic, quality of slides etc.)
? Content of the presentation (insights and applications)
Report
On the night of the Syndicate Presentation each Syndicate will be required to submit a
report. The report has no formal word limit but as a guide the report should be as a guide
5 to 6 pages. The report will present the key features of the syndicate’s presentation and
the syndicate’s findings and conclusions in relation to the case. These findings will cover
the issues listed on points 1-5 above (as relevant), and will in particular detail the
syndicate’s conclusions about the lessons from the case for risk management. The marks
for the report will be 6 out of the available 20.
4.3 Assessment Format
Refer to Section 4.2 for details.
4.4 Individual and Group Assignment Submission Procedure
Individual Assignments
An electronic copy of the assignment should be submitted via Turnitin no later than
5.00pm on Monday 29 August 2016. You should not use the standard cover sheet for
Turnitin submissions but include your name, SID and class details on the cover.
Submission after this date will be penalised see section 4.5 below. IN ADDITION,
individual assignments, including a completed cover sheet template, must be submitted in
hard copy at the start of class during week 6, i.e. the week commencing 29 August 2016.
Group Assignments
Syndicate Groups must present during the nominated week for their topic and must also
submit their report to their lecturer during that class, see section 4.2.2 above. Failure to do
so will result in no marks being awarded for this Assessment Task.
You should keep a copy of all work submitted for assessment and your returned marked
assignments.
Quality Assurance
The Business School is actively monitoring student learning and quality of the
student experience in all its programs. A random selection of completed assessment
tasks may be used for quality assurance, such as to determine the extent to which
program learning goals are being achieved. The information is required for
accreditation purposes, and aggregated findings will be used to inform changes
aimed at improving the quality of Business School programs. All material used for
such processes will be treated as confidential.
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4.5 Late Submission
For information about late submission of assignments, including penalties you should
refer to the School of Accounting policy.
5 COURSE RESOURCES
The website for this course should be consulted regularly. It will contain announcements,
questions to assist with the weekly readings, class workshop questions and suggested
solutions as well as other learning resources which will be posted from time to time. The
following is a link to the website in Moodle http://moodle.telt.unsw.edu.au
The textbook for this course is:
Course Notes and Readings for each Week are available from the Co-op Bookshop.
The major reference material for the course is as follows:
Borge D, The Book of Risk, John Wiley and Sons, 2001.
Birkett WP, Business Risk Management Working Paper, UNSW, 2000.
Crockford N, Risk Management, Witherby & Co Ltd, 1991.
Courtney H, J Kirkland P Viguerie, Strategy Under Uncertainty, HBR Nov 1997.
Coutney H, 20/20 Foresight, Harvard Business School Press, 2001
Dembo R & A Freeman, The Rules of Risk, John Wiley and Sons, 1998.
Donaldson L, Performance Driven Organizational Change, Sage Publications 1999
HBR on Business and the Environment, Harvard Business School Press: 2000.
Hoffman D, Managing Operational Risk, John Wiley and Sons, 2002
Keasey K, S Thomson, M Wright (Eds.), Corporate Governance Economic Management,
Oxford University Press, 1997
Krogut B & Kulatilaka N, Options Thinking and Platform Investments: investing in
Opportunity, California Management Review, Winter 1994
Luehrman T, Strategy as a Portfolio of Real Options, HBR, Sep 1998
Matten C, Managing Bank Capital, John Wiley and Sons 2000
Pickford J (Ed), Financial Times Master Risk Volume 1: Concepts, Pearson Education
2001
Rayner, J, Managing Reputational Risk, John Wiley and Sons 2003
Ritchie B & D Marshall, Business Risk Management, Chapman & Hall, 1993.
Sadgrove K, The Complete Guide to Business Risk Management, Gower, 1996.
Samociuk M & Iyer N, A Short Guide to Fraud Risk, Gower, 2010.
Standards Australia, Risk Management, AS/NZS ISO 31000, SIA Global, 2009.
6 COURSE EVALUATION AND DEVELOPMENT
Each year feedback is sought from students and other stakeholders about the courses
offered in the School and continual improvements are made based on this feedback.
UNSW's Course and Teaching Evaluation and Improvement (CATEI) Process is one of
the ways in which student evaluative feedback is gathered. In this course, we will seek
your feedback through end of semester CATEI evaluations. Feedback from previous
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students indicated a desire to incorporate mathematical elements into the course and as a
result this is covered in Weeks 5 and 6.
7 COURSE SCHEDULE
Lectures start in Week 1 and finish in Week 12.
COURSE SCHEDULE
Week Topic References
Other activities /
assessment
Week 1
25 July
Value, Risk and Culture and
Organisation Frameworks
? Defining and Classifying Risk
? The Evolution of Business
Risk
? The Role of Risk
Management in Business
? Organisations and their
environment
? Resource dependency &
value creation
? Organisational functioning in
response to risk
? Vaughan, Chapter 1
? Crockford, Chapters 1 and 2
? W Birkett, Extract Business
Risk Mgt. Working Paper,
pp26-37 and pp1-13
? Donaldson, Performance
Driven Organisational
Change, Chapter 2
Class Exercise
National Cultures, Value
and Risk
Week 2
1 August
The Risk Management Process
– Identifying Risk, & Risk
Management Philosophies and
Strategies
? Risk Identification and the
types of risks
? The Risk Management
Process – AS4360
? Accepting, avoiding and
sharing risk
? Establishing Risk
Management frameworks
? Vaughan, Chapter 6
? W Birkett, Extract from
Business Risk Management
Working Paper, Section 4.3.
? Borge, Chapter 4
Case Study
Heblon plc, from Ritchie
and Marshall pp295-304
Week 3
8 August
Crisis Management and
Contingency Planning
? Can crises be avoided?
? Contingency Planning for
crises
? The tactics of Crisis
Management, what to do
when risk management fails
Profiting from Crises
? Augustine, Managing the
Crisis You Tried to Prevent,
HBR Nov-Dec 1995,
Reprinted in Harvard
Business Review on Crisis
Management, HBR 2000
? Sadgrove Chapter 14
Case Study
The Classic Contrast -
Johnson & Johnson’s
Magnificent Crisis
Management with Tylenol,
but Then
Week 4
15 August
The Risk Management Process
– The Theory of Measuring Risk
? Risk Measurement Systems
? Risk and Regret
? The Risk & Return
relationship
? Dembo, Chapter 4
? Crockford, Chapter 4
Case Study
The Travails of Nike
Week 5
22 August
The Risk Management Process
- Measuring Risk (Cont.)
? Statistics Refresher
Calculating Value at Risk
? P Martin – Working Paper on
Credit Risk Management
? Beckstrom and Campbell -
Understanding VaR
Case Study
Long Term Capital
Management
Class Exercise
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Calculating Value at Risk
Week 6
29 August
Capital at Risk and
Performance Measurement
? Analysing the segments of
the value at risk distribution
? Assessing Capital at Risk
and Earnings at Risk
? Calculating Return on Risk
Adjusted Capital (RAROC)
Analysis of Risk Adjusted
Performance Measures
? C Matten – Managing Bank
Capital Chapters 13 and 14
Individual Assignment Due
No Case Study
Class Exercise
Assessing Capital at Risk
and Risk-based Performance
Measures
Week 7
5 September
Risk and Strategy under
Uncertainty
? The shortcomings of
traditional strategic
evaluation techniques
? Assessing the level of
uncertainty confronting
organisations
? Developing strategic
responses to risk
Matching strategy with
organisational capability
? Courtney et al, Strategy
Under Uncertainty
? Amram and Kulatilka,
Uncertainty : The New Rules
for Strategy
Case Study
Lesser Developed Country
(LDC) Debt Crisis in the US
Week 8
12 September
Risk and Strategy
代写 ACCT5919 Business Risk Management Assignment
? The use of Real Options in
strategy formulation and
valuation
? The significance of
implementation in strategic
risk management
? Luehrman, Strategy as a
Portfolio of Real Options
? Kogut and Kulatilaka,
Options Thinking and
Platform Investments:
Investing in Opportunity
Case Study
Lincoln Electric’s Harsh
Lessons from International
Experience
Week 9
19 September
Control Systems and the
Management of Risk
? The nature & structure of
control systems
? The levers of control within
an organisation
? Control structures & risk
management
? R Simons, The Levers of
Control
? W Birkett, Extract from
Business Risk Management
Working Paper, Section 4.4
and Section 2.2.
Case Study
Maytag, Leaving a Foreign
Subsidiary Free as a Bird
Mid-semester Break: Saturday 24 September – Sunday 2 October inclusive
Monday 3 October – Labour Day Public Holiday
Week 10
4 October
(Monday 3 October
is Labour Day
public holiday)
Corporate Governance – Where
the rubber meets the Road
? What is corporate
governance?
? Senior Management and the
role of the CFO
? Individual & organisational
Influences on Decision
Making and Behaviour
? Risk Management and
Shareholder Value
? Keasey et al, Ch. 1
? Donaldson, Performance
Driven Organisational
Change Ch. 7
? PwC, CFO Architect of the
Future, Ch. 5, Integrating
Financial and Business Risk
Management
Case Study
Westpac – The Bank that
Broke the Bank
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Week 11
10 October
Fraud Risks
? The role of Insurance
? Hedging activities
? Risk Management Strategies
- Fraud and People Risks
? Sadgrove, Chapters 9, 11
and 13
? Samociuk, Chapter 2
Case Study
National Australia
Bank
A video will also be
screened on the collapse of
Barings Bank plc
Week 12
17 October
Environmental Risk
? Environmental Risk and its
impact of firms
? Should Environmental Risk
be avoided or can it be
managed?
? Can firms profit from the
management of
Environmental Risk
? F Reinhardt, Bringing the
Environment Down to Earth,
HBR July-Aug, 1999
? P Pritchard, Environmental
Risk Management,
Earthscan Publications 2000
Case Study
BHP and the Ok Tedi Mine
Environmental Disaster
Week 13
24 October
NO LECTURES
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PART B: KEY POLICIES, STUDENT RESPONSIBILITIES AND
SUPPORT
8 PROGRAM LEARNING GOALS AND OUTCOMES
The Business School Program Learning Goals reflect what we want all students to BE or
HAVE by the time they successfully complete their degree, regardless of their individual
majors or specialisations. For example, we want all our graduates to HAVE a high level of
business knowledge, and a sound awareness of ethical, social, cultural and environmental
implications of business. As well, we want all our graduates to BE effective problem-
solvers, communicators and team participants. These are our overall learning goals for
you and are sought by employers.
You can demonstrate your achievement of these goals by the specific outcomes you
achieve by the end of your degree (e.g. be able to analyse and research business
problems and propose well-justified solutions). Each course contributes to your
development of two or more program learning goals/outcomes by providing opportunities
for you to practise these skills and to be assessed and receive feedback.
Program Learning Goals for undergraduate and postgraduate students cover the same
key areas (application of business knowledge, critical thinking, communication and
teamwork, ethical, social and environmental responsibility), which are key goals for all
Business students and essential for success in a globalised world. However, the specific
outcomes reflect different expectations for these levels of study.
We strongly advise you to choose a range of courses which assist your development of
these skills, e.g., courses assessing written and oral communication skills, and to keep a
record of your achievements against the Program Learning Goals as part of your portfolio.
Business Undergraduate Program Learning Goals and Outcomes
1. Knowledge: Our graduates will have in-depth disciplinary knowledge applicable in local and global
contexts.
You should be able to select and apply disciplinary knowledge to business situations in a local and global
environment.
2. Critical thinking and problem solving: Our graduates will be critical thinkers and effective problem
solvers.
You should be able to identify and research issues in business situations, analyse the issues, and propose
appropriate and well-justified solutions.
3. Communication: Our graduates will be effective professional communicators.
You should be able to:
a. Prepare written documents that are clear and concise, using appropriate style and presentation for
the intended audience, purpose and context, and
b. Prepare and deliver oral presentations that are clear, focused, well-structured, and delivered in a
professional manner.
4. Teamwork: Our graduates will be effective team participants.
You should be able to participate collaboratively and responsibly in teams, and reflect on your own teamwork,
and on the team’s processes and ability to achieve outcomes.
5. Ethical, social and environmental responsibility: Our graduates will have a sound awareness of the
ethical, social, cultural and environmental implications of business practice.
You will be able to:
a. Identify and assess ethical, environmental and/or sustainability considerations in business decision-
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making and practice, and
b. Identify social and cultural implications of business situations.
Business Postgraduate Coursework Program Learning Goals and Outcomes
1. Knowledge: Our graduates will have current disciplinary or interdisciplinary knowledge applicable
in local and global contexts.
You should be able to identify and apply current knowledge of disciplinary or interdisciplinary theory and
professional practice to business in local and global environments.
2. Critical thinking and problem solving: Our graduates will have critical thinking and problem solving
skills applicable to business and management practice or issues.
You should be able to identify, research and analyse complex issues and problems in business and/or
management, and propose appropriate and well-justified solutions.
3. Communication: Our graduates will be effective communicators in professional contexts.
You should be able to:
c. Produce written documents that communicate complex disciplinary ideas and information effectively
for the intended audience and purpose, and
d. Produce oral presentations that communicate complex disciplinary ideas and information effectively
for the intended audience and purpose.
4. Teamwork: Our graduates will be effective team participants.
You should be able to participate collaboratively and responsibly in teams, and reflect on your own teamwork,
and on the team’s processes and ability to achieve outcomes.
5. Ethical, social and environmental responsibility: Our graduates will have a sound awareness of
ethical, social, cultural and environmental implications of business issues and practice.
You should be able to:
c. Identify and assess ethical, environmental and/or sustainability considerations in business decision-
making and practice, and
d. Consider social and cultural implications of business and /or management practice.
9 ACADEMIC HONESTY AND PLAGIARISM
The University regards plagiarism as a form of academic misconduct, and has very strict
rules regarding plagiarism. For UNSW policies, penalties, and information to help you
avoid plagiarism see: https://student.unsw.edu.au/plagiarism as well as the guidelines in
the online ELISE tutorials for all new UNSW students:
http://subjectguides.library.unsw.edu.au/elise
To see if you understand plagiarism, do this short quiz:
https://student.unsw.edu.au/plagiarism-quiz
For information on how to acknowledge your sources and reference correctly, see:
https://student.unsw.edu.au/harvard-referencing
For the Business School Harvard Referencing Guide, see the Business Referencing and
Plagiarism webpage (Business >Students>Learning support> Resources>Referencing
and plagiarism).
10 STUDENT RESPONSIBILITIES AND CONDUCT
Students are expected to be familiar with and adhere to university policies in relation to
class attendance and general conduct and behaviour, including maintaining a safe,
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respectful environment; and to understand their obligations in relation to workload,
assessment and keeping informed.
Information and policies on these topics can be found in UNSW Current Students
‘Managing your Program’ webpages: https://student.unsw.edu.au/program.
10.1 Workload
It is expected that you will spend at least nine to ten hours per week studying this
course. This time should be made up of reading, research, working on exercises and
problems, online activities and attending classes. In periods where you need to complete
assignments or prepare for examinations, the workload may be greater.
Over-commitment has been a cause of failure for many students. You should take the
required workload into account when planning how to balance study with employment and
other activities.
We strongly encourage you to connect with your Moodle course websites in the first
week of semester. Local and international research indicates that students who engage
early and often with their course website are more likely to pass their course.
Information on expected workload: https://student.unsw.edu.au/uoc
10.2 Attendance
Your regular and punctual attendance at lectures and seminars is expected in this course.
University regulations indicate that if students attend less than 80% of scheduled classes
they may be refused final assessment. For more information, see:
https://student.unsw.edu.au/attendance
10.3 General Conduct and Behaviour
You are expected to conduct yourself with consideration and respect for the needs of your
fellow students and teaching staff. Conduct which unduly disrupts or interferes with a
class, such as ringing or talking on mobile phones, is not acceptable and students may be
asked to leave the class. More information on student conduct is available at:
https://student.unsw.edu.au/conduct
10.4 Health and Safety
UNSW Policy requires each person to work safely and responsibly, in order to avoid
personal injury and to protect the safety of others. For more information, see:
http://safety.unsw.edu.au/
10.5 Keeping Informed
You should take note of all announcements made in lectures, tutorials or on the course
web site. From time to time, the University will send important announcements to your
university e-mail address without providing you with a paper copy. You will be deemed to
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have received this information. It is also your responsibility to keep the University informed
of all changes to your contact details.
11 SPECIAL CONSIDERATION
You must submit all assignments and attend all examinations scheduled for your course.
You should seek assistance early if you suffer illness or misadventure which affects your
course progress.
General Information on special consideration for undergraduate and postgraduate
courses:
1. All applications for special consideration must be lodged online through
myUNSW within 3 working days of the assessment (Log into myUNSW and go
to My Student Profile tab > My Student Services > Online Services > Special
Consideration). You will then need to submit the originals or certified copies of your
completed Professional Authority form (pdf - download here) and other supporting
documentation to Student Central. For more information, please study carefully in
advance the instructions and conditions at: https://student.unsw.edu.au/special-
consideration
2. Please note that documentation may be checked for authenticity and the
submission of false documentation will be treated as academic misconduct. The
School may ask to see the original or certified copy.
3. Applications will not be accepted by teaching staff. The lecturer-in-charge will be
automatically notified when you lodge an online application for special
consideration.
4. Decisions and recommendations are only made by lecturers-in-charge (or by the
Faculty Panel in the case of UG final exam special considerations), not by tutors.
5. Applying for special consideration does not automatically mean that you will be
granted a supplementary exam or other concession.
6. Special consideration requests do not allow lecturers-in-charge to award students
additional marks.
Business School Policy on requests for special Consideration for Final Exams in
undergraduate courses:
The lecturer-in-charge will need to be satisfied on each of the following before supporting
a request for special consideration:
1. Does the medical certificate contain all relevant information? For a medical
certificate to be accepted, the degree of illness, and impact on the student, must
be stated by the medical practitioner (severe, moderate, mild). A certificate
without this will not be valid.
2. Has the student performed satisfactorily in the other assessment items?
Satisfactory performance would require at least at least a minimum mark of
50% in the total of other assessment items and meeting the obligation to have
attended 80% of tutorials.
3. Does the student have a history of previous applications for special
consideration? A history of previous applications may preclude a student from
being granted special consideration.
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Special Consideration and the Final Exam:
Applications for special consideration in relation to the final exam are considered by a
Business School Faculty panel to which lecturers-in-charge provide their
recommendations for each request. If the Faculty panel grants a special consideration
request, this will entitle the student to sit a supplementary examination. No other form of
consideration will be granted. The following procedures will apply:
1. Supplementary exams will be scheduled centrally and will be held
approximately two weeks after the formal examination period. The dates for
Business School supplementary exams for Semester 1, 2015 are:
6 th December – exams for the School of Accounting
7 th December – exams for all Schools except Accounting and Economics
If a student lodges a special consideration for the final exam, they are stating
they will be available on the above dates. Supplementary exams will not be
held at any other time.
2. Where a student is granted a supplementary examination as a result of a
request for special consideration, the student’s original exam (if completed) will
be ignored and only the mark achieved in the supplementary examination will
count towards the final grade. Failure to attend the supplementary exam will not
entitle the student to have the original exam paper marked and may result in a
zero mark for the final exam.
If you attend the regular final exam, you are extremely unlikely to be granted a
supplementary exam. Hence if you are too ill to perform up to your normal standard in the
regular final exam, you are strongly advised not to attend. However, granting of a
supplementary exam in such cases is not automatic. You would still need to satisfy the
criteria stated above.
The Business School’s Special Consideration and Supplementary Examination Policy and
Procedures for Final Exams for Undergraduate Courses is available at:
https://www.business.unsw.edu.au/students/resources/student-centre/student-
resources/policies-and-guidelines/supplementary-exam-policy-for-undergraduates
Special consideration and assessments other than the Final Exam in undergraduate
courses:
There will be NO special considerations in assessments other than for final exams.
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12 STUDENT RESOURCES AND SUPPORT
The University and the Business School provide a wide range of support services for
students, including:
? Business School Education Development Unit (EDU)
https://www.business.unsw.edu.au/students/resources/learning-support
The EDU provides academic writing, study skills and maths support specifically for
Business students. Services include workshops, online resources, and individual
consultations. EDU Office: Level 1, Room 1033, Quadrangle Building. Phone:
9385 5584; Email: edu@unsw.edu.au.
? Business Student Centre
https://www.business.unsw.edu.au/students/resources/student-centre
Provides advice and direction on all aspects of admission, enrolment and
graduation. Office: Level 1, Room 1028 in the Quadrangle Building; Phone: 9385
3189.
? Moodle eLearning Support
For online help using Moodle, go to: https://student.unsw.edu.au/moodle-support.
For technical support, email: itservicecentre@unsw.edu.au; Phone: 9385 1333.
? UNSW Learning Centre www.lc.unsw.edu.au
Provides academic skills support services, including workshops and resources, for
all UNSW students. See website for details.
? Library training and search support services
http://www.library.unsw.edu.au/
? IT Service Centre: Provides technical support for problems logging in to websites,
downloading documents etc. https://www.it.unsw.edu.au/students/index.html
Office: UNSW Library Annexe (Ground floor). Ph: 9385 1333.
Wellbeing, Health and Safety https://student.unsw.edu.au/wellbeing Provides
support and services if you need help with your personal life, getting your
academic life back on track or just want to know how to stay safe, including free,
confidential counselling. Office: Level 2, East Wing, Quadrangle Building; Phone:
9385 5418.
? Disability Services http://www.studentequity.unsw.edu.au Provides advice
regarding equity and diversity issues, and support for students who have a
disability or disadvantage that interferes with their learning. Office: Ground Floor,
John Goodsell Building; Phone: 9385 4734; Email: disabilities@unsw.edu.au
代写 ACCT5919 Business Risk Management Assignment
