Managing competitive advantage

Managing competitive advantage

Order Description

Question on page (11) i will upload the handbook its at the end of the page it says (assignment 2 case study ) that the question should be answer please avoid any

thing related to assignment 1 and the following pages will explain the rest of the work .Notice!!! avoid these three companies please don’t write about it ( mark and

spencer , Tescos,Apple)

Faculty of Business and Law
STRATEGY

Managing for Competitive Advantage

2014/2015
Level [H6] Semester [1]

MODULE HANDBOOK

Student name:
E-mail address
Course                                                    Group
Module tutor
E-mail address
Telephone number

Contents

Contents
1    What this Module is About                                3
1.1      Introduction                                        3
1.2.     Aim and Learning Outcome                            4
1.3     Module Content                                    4
1.5    Graduate Attributes Developed and Assessed                    4
2    Module Timetable                                    6
3    Key Resources to Support Learning                        7
4    Learning (and Teaching)                                10
5    Assessment Summary                                12
5.1    Assessment Details                                    12
5.2    Feedback                                        14
6    Understanding Your Assessment Responsibilities                15

Remember X-stream has now been renamed MyBeckett!
1    What this Module is About

1.1.    Introduction from the Module Leader
Hello and Welcome to Managing for Competitive Advantage (MCA). As students you will come to this module from a wide range of courses and backgrounds. It will take a

practical look at the dynamic processes through which organizational strategies are created and executed. Also, It will focus on the practitioners that do strategy,

the practices they adopt and the activities they take part in to create effective strategies.
Through the module we will examine through case studies, real life insights and academic literature how organisations manage strategy, and organize culture, process

and structure in a way that supports the core competencies of the organisation.
Like any other module the pace of the instruction does move quickly, so you will need to read on a weekly basis if you are to get the most from the module. MCA is

highly informative and will provide you with an insight into the complexity that comprehends the development and implementation of strategy in one organization.

Consequently, the module will provide with a series of frameworks, concepts and ideas which you will be expected to apply to a series of organisations.
My goal as module leader is to deliver a relevant and accessible learning experience that extends to all students whilst recognizing that students have different

capabilities themselves.
I will put details of the module team on Blackboard along with their contact details. The module starts with the problem of trying to define Strategy before moving

onto the look at a wide variety of issues such as strategy formulation, implementation, coordination mechanisms and Strategy evaluation, among others. To achieve a

pass in the module (40% or above) you need to demonstrate your ability against the learning outcomes stated below.

Pedro Pablo Cardoso
Tel: 0113 812 4884
[email protected]

Module Leader Drop in Time: TBC

1.2.    Module Aim and Learning Outcomes

Module Aims    Managing for Competitive Advantage will aim to provide students with a practical and theoretical overview of the practice of strategy, focusing on the

people who do it and the tools and practices they adopt.
Learning Outcomes    On successful completion of this module, students should be able to:
Learning outcome 1    Critically evaluate the identity and role of the strategy practitioner within a variety of organisations.
Learning outcome 2    Critically evaluate the use and effectiveness of a range of strategy tools used within the strategy process.
Learning outcome 3    Critically evaluate the process and practice of strategy within a range of different contexts.

1.3.    Module Content

•    The 3p’s model and the ESCO Framework  (Practice, practitioners and Praxis & Environment, Strategy, Competences and Organization)
•    Strategy and Strategizing
•    Strategy Practitioners – Chief Strategy Officers, Strategy Teams, Strategy Consultants
•    Strategy Tools – their use and effectiveness
•    Strategy in Action – Discourse, Meaning, and action
•    Practicing Strategy in Context, Complexity and Collaboration.

1.4.    Graduate Attributes Developed and Assessed
Knowledge and understanding
On completion of this module, you will have knowledge and understanding of:
•    How to undertake an strategy analysis
•    Traditional and contemporary perspectives on strategy and strategic thinking
•    The problems of implementing and executing strategic decisions successfully.
Cognitive skills
On completion of the module, you will be able to:
•    read material questioningly, identifying and recording key ideas and concepts about strategy
•    synthesise material from a variety of sources, analysing and evaluating different perspectives, identifying biases and hidden assumptions
•    classify, recognise and organise material in distinct and relevant categories
•    construct, defend and evaluate an argument, using relevant evidence, giving reasons for conclusions.
Practical and/or professional skills
On completion of the module, you will be able to:
•    transfer and use relevant key skills in the workplace context
•    use the more specific knowledge, analytic skills and methods, rooted in the different disciplines as a strong basis for work in many professions.
Key skills
On completion of the module , you will be able to demonstrate the following skills:
Communication
•    select appropriate methods of communication for audience and purpose
•    prepare materials which represent arguments diagrammatically
•    plan and present materials clearly and sequentially in order to advance an argument
•    abilities to conduct research and present findings on strategic  issues
Information technology
•    make effective use of information and communication technologies
•    use the internet to search for information in a planned, systematic and critical way
Learning how to learn
•    take responsibility for achieving a specified level of understanding and use various methods to confirm understanding
•    use library and information services, both physical and electronic, effectively
•    effective self-management in terms of time, planning and behaviour and demonstration of motivation, self-starting, individual initiative and enterprise
•    Students are asked to submit seminar work for formative feedback in seminars.

2.    Module Timetable
WEEK    LECTURE    SEMINAR    READING    DIRECTED STUDY AND ADDITIONAL RESOURCES
1    An introduction to the Module, Module Team, Expectations, Assessment, Reading and Tutorials    Module handbook, Lecture and Tutorial Programme, Assessment.
Module Handbook.

Textbook Chapter 1 (The Strategy Process, pg 1-20)    For next week prepare the case study about the Battle of Chaeronea-The Classical approach to strategy; pg 10 in

your textbook and write a 500 words report on Napoleon Bonaparte: Victim of an inferior strategy: textbook pg 489
2    The 3p’s Model & The ESCO Framework (Practice, Practitioners and Praxis; Environment, Strategy, Competences and Organization)    Identify the possible Schools

of Strategy that you may apply in your report on the Napoleon case study. How was his practice/praxis as strategist?
Final Assignment Company Choice Selection via Blackboard    Textbook Chapter 2 (pg 28-65) and revisit your case study about Napoleon.
Try to identify the characteristic s of Napoleon as a Manager/Strategist    Read Pages 8-12 from the Book;
Practicing Strategy (Paroutis et-al; 2014). SAGE Publications

Prepare the case study Pixar
Textbook Pg;645
3    Strategy and Strategizing    Analyse Pixar’s Strategy!
Start with the 3P’s and ESCO Framework and then move to the general principles of strategy evaluation (textbook pg.76)    Read in the textbook (The Strategy Process)

chapter 3 pg. 65 – 89    Prepare Chapter 4 from your Textbook
4    Strategy and Strategizing

Revisit the results of your case from last week. Now try to explain Pixar’s behaviour from the perspective of Strategic intent. Do you notice any difference in

your results/Answers?     Read Textbook – The Strategy Process: Chapter 4. pg. 91 – 132    Prepare the submission of your first assignment – Case study in your textbook –

page 675.
5    Reflective week     Revisit core concepts and analytical frameworks (3P’s, ESCO, General principles of Strategy Evaluation.  – Revisit your notes and class work

(quizzes and notes on Napoleon and PIXAR case study.
Mid Module Review – Forum Discussion
Submission of your first assignment!!
Prepare from your textbook the case study pg. 685
6    Strategy Practitioners – Chief Strategy Officers, Strategy Teams, Strategy Consultants    Evaluate the strategist profile of the manager from the case study

prepared for this week (textbook pg 685). Use the tables from Paoutis et-al pg 34 &  40; Practicing Strategy) as well as the 3P’s framework for your analysis    Prepare

Chapter 2 from Practising Strategy (Paroutis et al, 2004)  pg 24 – 35. And the case study from your textbook page 685 ( A restaurant with a difference).    Revisit

Chapter 2 from your textbook and the results from your seminar on week 2 (Napoleon as Strategist)
7    Strategy Practitioners – Chief Strategy Officers, Strategy Teams, Strategy Consultants    Mid Module Review – Feedback / Actions
Compare the results of your analysis on week 2 (Napoleon) with the results from last week. How can we create a unified framework to evaluate Strategists?    Revisit

Chapter 2 from Practising Strategy (Paroutis et al, 2004) pg 24 – 46. And the case study from your textbook page 685 (A restaurant with a difference).
Revisit Chapter 2 from your textbook.    Revisit Chapter 4 from your textbook and prepare the case study HBO pg 671 in your textbook
8    Strategy Tools – Their use and effectiveness    Make a list of all the tools you know to analyze business / strategy. – Relate these tools with the different

Schools of strategy. Notice some gaps?  If so, what the gaps mean?
Explain how the strategy tools you know may or may not explain HBO’s strategy. Use the table you created previously.    Revisit Chapter 4 from your  Textbook     Prepare

the case study Netflix Pg 608 from your textbook
And Chapter 13 from your textbook.
9    Strategy in Action – Discourse, Meaning and Action – Practicing Strategy in Context, Complexity and Collaboration    By using the theoretical frameworks and

tools to analyse strategy, how would you describe the profile of Netflix as an entrepreneurial organization? Which would be the characteristics of their strategizing?

– You can use the content of chapter 13 to explore this issue.    Textbook Chapter 13 (pg 312-330)    Khanna, T., Palepu, K.G., Sinha. J (2005) Strategies that fit

Emerging Markets, Harvard Business Review, June 63 – 76

Prepare Johnsons&Johnsons case study from your textbook Pg. 602
10    Strategy in Action – Discourse, Meaning and Action – Practicing Strategy in Context, Complexity and Collaboration    Identify differences from the

entrepreneurial organizations and its strategies and the mature organization and its strategies (you may compare the Netflix case study with Johnsons and Johnsons and

how they do develop strategy).    Textbook Chapter 14
11    Reflective Week    General overview of the content of this module, Some advice on your case study – Final Submission

12        Guidance on how to prepare your final submission.    Module Handbook, Assessment

3    Key Resources to Support Learning

This module has two core texts on which the all the module is structured around
Books:
Lampel, J. et al. (2013). The Strategy Process, 5th ed Pearson
Paroutis, S. et al. (2014). Practising Strategy. SAGE Publications.
Background reading:
Exploring Corporate Strategy (2009), by Johnson & Scholes (9th edition) is a useful reference book, with leading tools, techniques and theories summarised. Various

Chapters contain references to strategy analysis.
The Strategy Process (Ed. Mintzberg) is a good source of academic material (as a collection of papers) that presents original works in their expanded format, as

opposed to just summarising key elements. Some of the extra reading will be taken from this. Chapter 11 provides a good overview of the issues.
Contemporary Strategy Analysis, Robert M Grant (7th ed), is a good textbook in terms of strategic analysis.
Financial Times / Wall Street Journal – A good newspaper which will provide you with up to date knowledge of  companies and the issues that they face. Both are

available in the library.
Magazines such as Business Week, Fortune, Forbes and The Economist also have good coverage of business issues.
Additional readings:
Porter, M.E. (1980) What is Strategy? Harvard Business Review, 74 (6), 61 – 78
Mintzberg, H. (1994). The Fall and Rise of Strategic Planning. Harvard Business Review, 72 (1), 107-14.
Seidl, D. (2007) General Strategy Concepts and the Ecology of Strategy Discourses: A Systemic  Discursive Perspective, Organization Studies, 28(2):197-218
Agryres, N & McGahan, A.M (2002) Academy of Management Executive, 16 (2), 43-52.
Jarzabkowski, P. (2004). Strategy as Practice: Recursiveness, Adaptation and Practice in Use, Organization Studies, 25(4):529 – 60
Paroutis, S & Pettigrew, A. (2007) Strategizing in the Multi Business Firm: Strategy Teams at Multiple Levels and Over Time, Human Relations, 60(1): 91 – 135
Yip, George S., Global Strategy In a World of Nations?  Sloan Management Review, 31:1 (1989:Fall) p.29
Galan, J.I & Sanchez-Bueno (2009) Strategy and Structure in Context: Universalism Versus Institutionalism Effects, Organization Studies, 30(6): 609-27
Prahalad C K (2003) ‘The end of Corporate Imperialism’, Harvard Business Review, August.
Thomas H (1999) ‘Global Strategic Analysis – Frameworks and Approaches’, Academy of Management Executive, Vol 13, No 1.
Rostow, W.W (May 1985) ‘The world economy since 1945 – A stylized Historical Analysis’, Economic History Review, Vol 38, No 2, 252 – 275
MyBeckett-Guide:
The module is heavily integrated with the website and you will need to use it in order to participate in the teaching, learning and assessment. The first feature is

the week by week learning resources.  Each weekly unit contains the following;
•    A list of learning outcomes, i.e what you should be able to do by the end of the topic
•    Skeleton Lecture note PowerPoint slides for making notes or using in the assessment
•    A copy of the tutorial case study
•    The tutorial questions (so you can start the work before your session)
•    Useful internet links related to that week’s topic (updated weekly)
•    Tutorial Blog from the tutors following on from the each weeks tutorials about the key learning points and feedback on students’ performance, and indicative

answers to the case problems
•    Some relevant journal article on the topic.
•On-line submission area- All students will be submitting their reports on-line via this MyBeckett site (no paper copies)
There is also the area with the useful module resources
•    This Module Guide and module workbook
•    Teaching Scheme
•    Full List of Weekly Learning outcomes
•    Module Specification
•    Useful weblinks
4    Learning (and teaching)

Teaching delivery consists of.5 units to be developed each one during two weeks (5 Units:10 weeks sessions) The lectures are designed to introduce and explain the

relevant concepts. Hence the lecture notes provided are only a skeleton version with no examples and none of the other activities of the lecture such as videos,

exercises, practical demonstration and quiz’s. This is to help you engage as much as possible with the content. The module team’s philosophy of learning about this

subject is concerned with action learning, i.e learning from doing, solving real –life problems using the theory we are trying to teach you!  . It is about applying a

range of concepts to international strategy to solve problems, evaluate situations and to make recommendations for improvements.  Many of the tutorials are taken from

or are simulations of real-life scenarios of international strategy, as a top manager would be doing this as part of their job
The activity is structured around a particular strategy topic each week. Learning outcomes outlined in this book and in  MyBeckett detailing what it is you should be

able to do and understand for that topic, i.e what is the point of the learning activity. All these eventually match the learning outcomes for the whole module. The

Lecture will introduce to some concepts for that topic and we will have some go at applying these in the tutorials, using small tasks for example. The tutorials

consist of larger exercises and class discussions, which are usually based around a small case and requires you to DO SOMETHING! – The cases and questions are within

the workbook so you can start working on them as soon as the lecture is finished in preparation for the class. You don’t have to do this, it is possible to undertake

all the activity in the class, but it depends on how well you understand the material, and how well you want to perform in the assessment. Attendance is crucial to

assessment performance, but the module team want to make the learning activities as interesting and engaging as possible.
Please note that lecture notes will be posted on the MCA Blackboard site before the lecture has taken place. I will give out articles that I think are important but

these will only be given to those who attend on the day – spares will not be kept after the event. Other reading will be available on Blackboard and you should obtain

them and read through them before the lecture to fully prepare for the sessions.
Guidance towards the assessment will also be given in both lectures and tutorials. Feedback on your performance in tutorial sessions will be given on a weekly basis as

a means to help you progress and develop over the semester. Therefore the more you attend and participate, the more you will enjoy this module and hopefully achieve

success in the assessment!!
After the tutorial students are encouraged to read the tutorial blog- which is a summary by the module leader about the tutorial and the key learning points from each

one, although you will have to attend for them to make sense. The blog can serve as a useful reminder later on in the semester, and we will be publishing indicative

answers on the blog too. Other resources as the first class club and later in the pub will be also available for those who want to explore in depth the content of the

module.
To be successful you will need to participate and be pro-active in managing your own learning and long term career goals. You will need to read and prepare for the

tutorials and you are also strongly advised to start the assignment early. If you do not prepare for the sessions then there is little point in attending – you would

be better off going to the library and reading the work you have missed.
You will find it necessary to read a good quality newspaper such as The Guardian, The Financial Times and The Wall Street Journal. All are available in the library.

You should also make good use of the e-journals that are available to you via the library website. Journals such as The Harvard Business Review, Long Range Planning

and The Strategic Management Journal should form part of your reading and research.
I will be providing a number of web links on Blackboard to help you with your reading and research.
Your responsibilities: As a student participating in this module, you have a number of responsibilities:
You will be given minimum reading and preparatory work for all tutorial sessions and it is your responsibility to organise your self-directed study time to attain

these tasks. It is recommended that at the start of the module you form a team with a ‘buddy’ and if you miss a lecture or tutorial contact them and ask them to

collect any additional materials for you and to keep you fully informed of the missed content.
Not all the lectures are delivered in the class-room, the last two are delivered as drop-in sessions This is because they are about the assessment. We have done this

over the last years and it is always well received by the students.  We can also respond and add resources based on your feedback as we get near the assessment- see

MyBeckett for details…
All disabled students requiring additional support or alternative arrangements must declare and provide evidence of their disability to the Disability and Advice Team

as early as possible: https://www.leedsmet.ac.uk/studenthub/disability-services.htm.

5    Assessment Summary
Assessment Tasks:  2 written assessments
Type     Weighting    Learning outcome(s) Assessed
Assessment 1    Coursework    25%    1
Exam length: N/A    Word count: 1000
Due week commencing    Please refer to the module handbook
KIS Category    Coursework
Assessment 2
Type     Weighting    Learning outcome(s) Assessed
Coursework    75%    2 & 3
Exam length: N/A    Word count: 3000
Due week commencing    Please refer to the module handbook
KIS Category    Coursework

5.1 Assessment details
Coursework
This module is assessed by one in-course, individual, written assignment in week 5 (Assessment 1) and a final submission (assessment 2).
The assignment 1 is a case study – Refer to the case study described on page 675 in your textbook!!
For 2015 the question to answer in this assignment is: “Was Nissan’s CEO a technocrat?”
Word Limit: 1000 (+/- 10%) excluding Cover, contents, diagrams, charts, bibliography
Module Title    Managing For Competitive Advantage
Assessment Title    Case Study Evaluation
Individual/Group    Individual
Weighting    25%
Latest Hand in Date    Week 5
Learning Outcomes Assessed    1

The assignment 2 is a case study of your own choice from the FSSE 500 database. You must choose an existing company (in any country) to critically analyse.
You are expected to identify its current issues and critically evaluate its performance in terms of strategy formulation and implementation. You should suggest ways of

improving its future business performance by enhancing its current strategy offering detailed instructions for the implementation e.g. coordination mechanisms (these

must be realistic, persuasive and researched). You are expected to offer insights based on the module content including examining Consistency, Consonance, Advantage,

Feasibility, Suitability and Acceptability to your chosen organisation.
You should not attach any appendices to your assignment. They will not be marked and any reference to them, as such, will not be recognised.
Word Limit: 3000 (+/- 10%) excluding Cover, contents, diagrams, charts, bibliography.
The marker will be looking for:
•    Understanding of the process of strategy formulation and implementation
•    Knowledge of the subject area
•    Evidence of good research
•    Ability to critically analyse – not just describe
•    Inclusion of relevant theory/concepts
•    Correct application of relevant theory/concepts
•    Critical and analytical discussion
•    Clear and analytical arguments and conclusions
•    Realistic and persuasive arguments
•    Clarity of arguments through good grammar
•    Strength of arguments

FEEDBACK
For the firs assignment the feedback will be provided 4 weeks after submission (submission on week 5, feedback on week 9).
Date generic feedback will be available:    11-06-2015
How generic feedback will be returned to you:    Online via VLE
Date provisional mark will be available    11-06-2015
How provisional marks will be returned to you:    Online via turnitin
Date individual feedback will available    11-06-2015
How individual feedback will be returned to you:    Online via turnitin

Module Title    Managing For Competitive Advantage
Assessment Title    Case Study Evaluation
Individual/Group    Individual
Weighting    75%
Latest Hand in Date    11-05-2015
Learning Outcomes Assessed    All

Student Instructions for Submission of Coursework

This module requires you to submit your work on-line.
You MUST submit your work through X-stream using the link set up by the tutor. Receipt of your work will be recorded.
Where your tutor requires you to submit work using TurnItIn (a worldwide text-matching service), you can then use this to help check your referencing.  You can then

revise, re-check and resubmit your work right up to the submission date and time.  To make use of this checking service you must submit your work early.
Please note: Tutors will follow up any suspected plagiarism and unfair practice found after the submission date as per University policy. Late penalties will apply as

per University regulations.

Assessment Details The assessment and marking criteria will be available on your Corporate Strategy Blackboard module. You will be notified when this is available via

the lecture Programme and announcements via Blackboard.
Particular Instructions to Students:
Please read carefully the assessment and marking criteria overleaf:
Marking Scheme
Assessment 1
Element    Score – %
Theoretical domain – The student should show a suitably analytical/theoretical perspective to develop his report.  The student has to demonstrate alignment with a

correct theoretical approach to strategy    10
Identify current issues and critically evaluate the performance in terms of strategy formulation The student should be capable of analysing an strategist in terms of

its profile and performance. They could be addressed by following indicative topics;
•    3P’s
•    ESCO
•    Nature of the Strategizing process
•    Strategy Evaluation    40
Suggest ways of improving the strategist & strategy performance The student should critically discuss and analyse the strategist performance and suggest methods for

enhancement/improvement – E.g. by enhancing its strategic position and offering detailed instructions for the implementation of recommendations. (These must be

realistic, persuasive and researched).    40
Marks awarded for Format, bibliography,  references, presentation
10

Marking criteria
1.1    <39
1.2    40-49
1.3    50-59
1.4    60-69
1.5    70+Suitable choice theoretical approach (10%)    Theoretical  & analytical approach is not stated or unsuitable, poorly described and shows no relation with the

company/organisation analysis    Suitable choice of theoretical & analytical approach to the case study. It may include a basic description and discussion

Appropriate choice of theoretical & analytical approach. Reasonable discussion and evidence of understanding and discussion    Good choice of theoretical & analytical

approach with a high level of understanding and discussion    Excellent choice of theoretical & analytical approach. Excellent knowledge and understanding. Thorough

discussion of the analysis developed in the report
Identify current issues and critically evaluate the performance in terms of strategy formulation (40%)    Little or no identification of issues or attempt to evaluate

performance of the strategist/strategy with any of the methods appropriate to the module    Basic identification of issues facing the strategist/strategy. Basic

analysis with little critical discussion
Moderate and suitable identification of issues related with the strategist/strategy. Reasonable evaluation of performance
Advanced and thorough identification of issues, robust evaluation of the strategist/strategy performance. Critical discussion    Excellent and thorough identification

of issues. Robust and confident evaluation of the strategist/strategy performance and comprehensive awareness
Suggest ways of improving the strategist & strategy performance (40%)    Little or no identification of future improvements     Improvements listed only with basic

attempts at contextualising theory and practice. Little conviction in recommendations     Basic identification of improvements with some attempt to rationalise them in

context with theory. Somewhat convincing recommendations     Advanced identification of improvements with critical discussion and good use of theory.

Recommendations are convincing, well researched and robust     Excellent identification of issues. Comprehensive rationalisation and contextualisation with critically

robust use of theory. Excellent, convincing, plausible recommendations
Format, bibliography,  references, presentation
(10%)    Little/no effort in presentation/formatting
Many spelling/grammatical errors
Little or no evidence of further reading
Work inappropriately referenced    Difficult to read/Follow but offers a basic understanding of course elements
Overall poor spelling/grammar
Limited/Poor referencing     Reasonable presentation throughout
Few spelling or grammatical mistakes
Reasonable referencing and bibliography    Overall well presented
No mistakes in spelling or grammar
Evidence of significant further reading
Well referenced    Well Presented
Easy to Follow/Understand
Clearly formatted and structured
Substantial further reading is apparent with a strong and accurate bibliography

Assessment 2
Element    Score – %
Suitable choice of organisation – The student should show a suitably analytical perspective in choosing an appropriate organisation based on the requirements of the

assignment brief. The organisation in question should allow the student to satisfy the remaining criteria effectively.    10
Identify its current issues and critically evaluate its performance in terms of strategy formulation and implementation The student should be capable of analysing an

organisation in terms of its current strategy. They should be capable of outlining key elements of their strategy and strategist. They should addressed the following

indicative topics;
•    Consistency
•    Consonance
•    Advantage
•    Feasibility
•    Suitability
•    Acceptability
•    Strategist profile and alignment with strategy    40
Suggest ways of improving its future business performance by enhancing its strategy– The student should critically discuss and analyse the future strategy of the

business and suggest methods for enhancement/improvement. Students should suggest ways of improving its future business performance by enhancing its strategic position

and offering detailed instructions for the implementation of their recommendations. (these must be realistic, persuasive and researched).    40
Marks awarded for Format, bibliography,  references, presentation
10

Marking Criteria
1.6    <39
1.7    40-49
1.8    50-59
1.9    60-69
1.10    70+Suitable choice of organisation (10%)    Organisation is unsuitable, poorly described and shows no insight into the company/organisation    Suitable choice

of organisation. Basic description and discussion    Appropriate choice of organisation. Reasonable discussion and evidence of understanding and discussion    Good

choice of organisation with a high level of understanding and discussion    Excellent choice of organisation. Excellent knowledge and understanding. Thorough

discussion
Identify its current issues and critically evaluate its performance in terms of Strategy formulation and implementation (40%)    Little or no identification of issues

or attempt to evaluate performance in any of the methods appropriate to the module    Basic identification of issues facing the organisation. Basic analysis with

little critical discussion
Moderate and suitable identification of issues. Reasonable evaluation of performance
Advanced and thorough identification of issues, robust evaluation of performance. Critical discussion    Excellent and thorough identification of issues. Robust and

confident evaluation of performance and comprehensive awareness
Suggest ways of improving its future business performance by enhancing its strategy (40%)    Little or no identification of future improvements     Improvements

listed only with basic attempts at contextualising theory and practice. Little conviction in recommendations     Basic identification of improvements with some attempt

to rationalise them in context with theory. Somewhat convincing recommendations     Advanced identification of improvements with critical discussion and good use

of theory. Recommendations are convincing, well researched and robust     Excellent identification of issues. Comprehensive rationalisation and contextualisation with

critically robust use of theory. Excellent, convincing, plausible recommendations
Format, bibliography,  references, presentation
(10%)    Little/no effort in presentation/formatting
Many spelling/grammatical errors
Little or no evidence of further reading
Work inappropriately referenced    Difficult to read/Follow but offers a basic understanding of course elements
Overall poor spelling/grammar
Limited/Poor referencing     Reasonable presentation throughout
Few spelling or grammatical mistakes
Reasonable referencing and bibliography    Overall well presented
No mistakes in spelling or grammar
Evidence of significant further reading
Well referenced    Well Presented
Easy to Follow/Understand
Clearly formatted and structured
Substantial further reading is apparent with a strong and accurate bibliography

5.2. Summative Feedback
Date generic feedback will be available:    Formative (weeks 5 and 11)

How generic feedback will be returned to you:    There will be generic feedback from the module leader in MyBeckett
Date provisional mark will be available    4 working weeks from Submission
How provisional marks will be returned to you:    Via MyBeckett
Date individual feedback will available    4 working weeks from Submission
How individual feedback will be returned to you:    Feedback is available in a hierarchy depending on your needs.
Secondly, as well as your mark each report will have a marking rubric filled in, indicating how YOU performed against the assessment criteria  and marking scheme for

each component/section/learning outcome, and some general summary comments from the marker on your report as a whole. You can access these by returning to the point at

which you submitted them in MyBeckett
If you wish you can also request ‘on demand’ individual feedback on your report from your tutor.
The tutor will, based on their predetermined preferred channel; either arrange an appointment, give you an audio recording, or issue a more detailed typed response

about your work.

6. Understanding Your Assessment Responsibilities

Mitigation and Extenuating Circumstances
If you are experiencing problems which are adversely affecting your ability to study (called ‘extenuating circumstances’), then you can apply for mitigation. You can

find full details of how to apply for mitigation at:
http://www.leedsmet.ac.uk/studenthub/mitigation.htm
Late Submission
Without any form of extenuating circumstances, standard penalties apply for late submission of assessed work. These range from 5% to 100% of the possible total mark,

depending on the number of days late.  Full details (section C1.5.7) of the penalties for late submission of course work are available at:
http://www.leedsmet.ac.uk/about/files/C1_Assessment_-_General_Provisions.pdf
Academic Misconduct
Academic misconduct occurs when you yourself have not done the work that you submit. It may include cheating, plagiarism and other forms of unfair practice. What is

and what is not permitted is clearly explained in The Little Book of Cheating, Plagiarism and Unfair Practice, available at:
http://www.leedsmet.ac.uk/studenthub/plagiarism.htm
The serious consequences of plagiarism and other types of unfair practice are detailed in section C9 of the Academic Regulations at:
http://www.leedsmet.ac.uk/about/academic-regulations.htm

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