THE SENATE
PATHWAY APPROVAL REPORT
(Core and/or Franchised Provision)
A confirmed report of the event held on 13th October 2008 to
consider the approval of the following pathways:
MA International Entrepreneurship
MSc International Finance
Ashcroft International Business School
Delivery of Pathways at Anglia Ruskin University, Cambridge
campus
Quality Assurance Division
SECTION A – OUTCOME SUMMARY
1.
INTRODUCTION
1.1
The purpose of the event was to consider the approval of the MA International
Entrepreneurship and MSc International Finance.
1.2
The pathways will be located in the On-campus Cambridge Programme in the
Ashcroft International Business School.
2.
CONCLUSIONS
2.1
The Panel recommends to the Senate the approval of the following pathways:


MA International Entrepreneurship;
MSc International Finance.
Approval, once confirmed, will be for an indefinite period, subject to Anglia Ruskin’s
continuing quality assurance procedures.
Both pathways are approved for delivery in full- and part-time modes with a minimum
cohort size of ten students and a maximum of fifty students on each pathway.
2.2
The Panel recommends to the Senate the approval of eight new modules for delivery. The
full titles of all new modules are provided in Section D of this report.
2.3
Conditions
Approval is subject to the following conditions which were set by the Panel. A copy of the
response must be lodged with the Executive Officer by the date(s) detailed below:
2.3.1
2.3.2
2.3.3
2.3.4
Details of Condition
Deadline
Response to
be considered
by
Submit a Change of Details Form to the
Academic Standards, Quality & Regulations
Committee to seek approval to amend the award
for the International Entrepreneurship pathway
from an MA to an MSc (paragraph 4.1 and
Appendix 1);
Revisit the Pathway Specification Form (PSF) for
the MA International Entrepreneurship to review
the Pathway Learning Outcomes (PLOs) and
assessment strategies (paragraphs 4.2, 5.1 and
Appendix 1);
The Panel commends the Proposal Team’s
integration of practitioners in the delivery of the
MA International Entrepreneurship. However,
such a practice has an implied risk upon
curriculum management. The Proposal Team
must submit a statement outlining the
management processes for modules to be led by
individuals who are not regular members of
Faculty staff (paragraph 6.1);
Revisit the Module Definition Forms (MDFs) to
ensure clarity for students (paragraph 6.2 and
31st October
2008
All Panel
members
30th
November
2008
All Panel
members
30th
November
2008
All Panel
members
30th
November
All Panel
members
Quality Assurance Division
2
Confirmed
2.3.5
2.3.6
2.3.7
2.4
Appendix 2);
Revisit the Student Handbook for the MA
International Entrepreneurship to develop the
philosophy of the pathway, the practitioner base
of the teaching team, the role of Postgraduate
Major Project within the pathway and how the
Major Project will be delivered (paragraph 8.1);
Clarify the role of the Chartered Financial
Analyst Institute (CFA) within the MSc
International Finance, in particular within the
curriculum design and its embodiment within the
PSF and MDFs. Evidence of the CFA’s
credibility should also be provided to students,
although with clear guidance that the pathway
carries no accreditation from the CFA. The
Panel recommends that the Proposal Team
removes reference to the CFA within the PSF
and retain reference within the MDFs’ Module
Description (paragraphs 4.6 and 8.2);
Revisit the Student Handbook for the MSc
International Finance, in particular ensuring
absolute clarity on the relationship (or not)
between the pathway and the CFA (paragraph
8.2).
2008
30th
November
2008
All Panel
members
30th
November
2008
All Panel
members
30th
November
2008
All Panel
members
Recommendations
The following recommendations for quality enhancement were made by the Panel. A copy
of the responses to the recommendations listed below must be lodged with the Executive
Officer. The Faculty Board for the Ashcroft International Business School will consider the
responses at its meeting of 25th February 2009:
2.4.1
2.4.2
2.4.3
2.5
Details of Recommendation
Expand upon the international dimension of the MA International
Entrepreneurship through its content. The outline of the learning
and teaching strategies within the PSF and the Student
Handbook may be the most appropriate vehicles for this
(paragraph 4.3);
Expand Section 12 of the MDFs to outline the foci of
assessments and the marking and moderation process for group
assessments (paragraph 5.1 and Appendix 2);
Consider the way in which the MSc International Finance will be
marketed in relation to the links with the CFA (paragraphs 4.6,
7.1 and 8.2).
Deadline
23rd January
2009
23rd January
2009
23rd January
2009
Issues Referred to the Senate (or appropriate standing committee)
The Panel did not identify any institution-wide issues as requiring the attention of the
Senate or an appropriate standing committee of the Senate.
Quality Assurance Division
3
Confirmed
SECTION B – DETAIL OF DISCUSSION AND PANEL CONCLUSIONS
3
RATIONALE
3.1
The two pathways are part of a developing suite of internationally-orientated Masters
pathways to be delivered on the Cambridge campus and making full use of the extensive
range of Research Centres, Visiting Fellows and Visiting Professors, consistent with the
Faculty’s mission statement to become a leading practice-based international business
school.
3.2
The MA International Entrepreneurship proposal builds upon the Faculty’s rapidly-growing
reputation in entrepreneurship and related strategic developments and on the flagship BA
(Hons) Enterprise & Entrepreneurial Management, which was approved last academic year
and recruited twelve students in September 2008, and is delivered in liaison with St John’s
Innovation Centre in Cambridge University. Over many years the Faculty’s Centre for
International Business has established robust and sustainable relationships with
entrepreneurs which have developed into a Entrepreneur in Residence network with Walter
Herriot as Director. Our University’s CMT had awarded £300,000 to a Faculty team to
deliver entrepreneurial skills across Faculties.
3.3
Whilst ‘entrepreneurship’ is widely used in both academic and business discourse it is a
rather loosely defined term. In a narrow send it is often used in the context of business
start-ups with the emphasis on the attributes needed to successfully negotiate the many
obstacles and uncertainties encountered. While this perspective is catered for within the
pathway a broader-based approach more accurately characterises the learning
experiences which the pathway is intended to provide. The broader approach can better
be defined as ‘enterprise learning’ or ‘enterprise capability’.
3.4
The MSc International Finance proposal also builds upon the Faculty’s research centres
and Visiting Fellows and Professors. Visiting Professors Stefan Vieweg, who is also Global
Head of IT Controlling for Vodafone plc, and Lawrence Murray, who is also Professor of
Finance & International Business at the University of San Francisco, have been particularly
involved in the development of the pathway and will continue in the delivery of the pathway.
The pathway has been developed to embed over 70% of the Chartered Financial Analyst
Institute’s (CFA) Candidate Body of Knowledge (CBOK). The CFA has been established
for forty-seven years and now operates in over one hundred and fifty countries with more
than 110,000 candidates enrolling annually. The intended involvement of ‘cutting edge’
analysts and practitioners to the delivery and development of the pathway will provide a
sound basis for its continued relevance in a rapidly-changing global setting.
4
CURRICULUM DESIGN, CONTENT AND DELIVERY
4.1
The Panel noted that the curriculum planning approval granted by our University’s
Corporate Management Team was for an MA International Entrepreneurship but that the
proposal documentation was for an MSc. The Proposal Team confirmed that the Deputy
Vice-Chancellors (Academic) and (Research), together with the Vice-Chancellor,
encouraged the Faculty to develop Science pathways at the Faculty’s strategic meeting.
The Panel agreed that Science awards have a stronger marketability. The Proposal Team
were advised to pursue a change of award through our University’s Academic Standards,
Quality & Regulations Subcommittee.
4.2
The Panel considered the Pathway Learning Outcomes (PLOs) for the MA International
Entrepreneurship. The Panel suggested that the PLOs defined on the PSF did not
articulate fully the intentions or delivery style of the pathway as outlined by the Proposal
Team at the approval event. The Proposal Team explained that it had been difficult to fit
the pathway within the confines of the QAA’s subject benchmark statements. The Panel
Quality Assurance Division
4
Confirmed
felt that PLOs A1-6 on the PSF were very traditional management objectives although the
pathway was commendably innovative. The Proposal Team were advised that they were
required ‘to engage with’ the QAA’s Subject Benchmark Statements. If they failed to define
the proposal adequately Proposal Teams were encouraged to go beyond the lexicon of the
Statements to articulate the objectives of the pathway. In subsequent years the pathway
will be assessed against its PLOs and if these fail to capture the (original) aspirations the
pathway will be deemed to have failed while being what it was always intended to be. The
Proposal Team was strongly encouraged to rewrite the PSF to detail the pathway
accurately, even if this required a departure from the QAA’s Statements. The Panel
suggested that the Proposal Team could go further by cross-referencing the learning
outcomes with those proposed in the recent report by the Council for Industry and Higher
Education.
4.3
The Panel enquired why the existing module International Business Environment had been
included in both pathways. The Proposal Team explained that small-to-medium enterprise
(SME), from which many of the students would be recruited from, are affected, probably
most acutely, by international business trends and issues. The Panel suggested that the
pathways were West-centric although the pathway titles suggested a strong international
focus. The Proposal Team explained that all students need to learn about American
capitalism and Western economies. However the Enterprising Futures and Foresighting
module has been developed around emerging industries. The pathways will identify the
interconnections between Western constructs for Asian businesses and vice versa taking
the three-zone model of South-East Asia/Australasia, Europe/Arabic states, and the United
States of America.
4.4
The Panel continued their enquiries about the use of Research Methods for Managers in
an International Context. The pathway diagrams suggested that this module would be
delivered alongside the Postgraduate Major Project concluding at the same time. If the
Research Methods module was intended to introduce students to research skills and tools
and conclude with a major project proposal this would not be possible. The Proposal Team
confirmed that the module could be delivered across twelve weeks or intensively over three
weeks. This latter delivery pattern would be used ensuring that students submit their
proposal in Week 4. The remainder of the semester would be concentrated upon the
Postgraduate Major Project.
4.5
The Panel noted that the Postgraduate Major Project included in both pathways was the
Faculty’s standard module.
The Panel enquired whether a traditionally-academic
dissertation would be required therefore. The Proposal Team confirmed that an applied
project would be expected. The Panel recommended that a pathway-specific Module
Guide be developed for the Major Project module to ensure that this innovative project and
the integrative and applied nature of this culminating module is made clear to students.
4.6
The Panel considered the PSF for the MSc International Finance and noted that it was an
aim of the pathway to provide the knowledge contained with a major part of the CFA’s
CBOF. The Panel queried the appropriateness of this, as formal accreditation had not
been sought from the CFA, and that the pathway was intended to be a postgraduate award
in its own right. While the potential benefits of the CFA articulation for future employment
was clear to the Panel, the Proposal Team was strongly recommended to remove its
reference within the PSF and articulate the curriculum overlap within the module
descriptions on each MDF.
4.7
The Faculty’s Centre for International Business has been active within the local region and
globally since 1996 working with organisations such as EEDA to influence policy and
support mechanisms and with businesses to achieve their international growth ambitions.
The Centre is currently working in the Philippines to support small-to-medium enterprises
(SMEs) and with CapGemini bringing access to a wide range of global networks. The
pathways were developed for the modules to be delivered jointly by entrepreneurs as
Quality Assurance Division
5
Confirmed
Visiting Professors or Fellows and the Faculty’s full-time staff. The Visitors would be
involved in mentoring on project work and would sometimes be involved in students’
assessment.
4.8
The Cambridge Department had secured a contract with Boffins, which would provide
various learning materials which would be embedded within the modules. Additionally,
Virgin Money had provided their market intelligence to the Faculty for students to undertake
live projects on their behalf. The successful team would be invited to work alongside Virgin
Money to complete the project, and would receive 10% of any profits gained. The Panel
felt that the Student Handbooks submitted omitted much of this innovation and the
interconnected teaching styles from full-time academics and Visitors from industry.
5
ASSESSMENT STRATEGY
5.1
The Panel noted the considerable level of group assessment within the pathways. There
was discussion regarding the strengths of this in developing teamwork, a valuable
preparation for the workplace, and the disadvantages in imbalanced input from individual
team members. The opportunity for disenfranchisement within students if marks are
deemed to be unfairly awarded to a weak or less-dedicated team member was discussed.
The Proposal Team confirmed that the individual assessment elements enabled students
to reflect upon their individual contribution which enabled tutors to disaggregate marks.
The Panel suggested that to emphasise the value of group work the Proposal Team
consider awarding it greater weighting in the modules’ assessment. The Panel strongly
recommended that the Proposal Team consider introducing peer review within their
moderation process of group assessment.
6
STAFFING, LEARNING RESOURCES AND STUDENT SUPPORT
6.1
The Panel noted that Visiting Professors were identified as Module Leaders for several of
the new modules. The Proposal Team confirmed that Module Leaders did not need to be a
full-time member of staff. Acknowledging this and aware of the recent publication of our
University’s Student Charter, the Panel advised the Proposal Team to be cogniscent of the
management responsibilities the post held and to be certain that students’ expectations
were well-managed where a Module Leader would not be available on-campus throughout
much of the week. Alternative, reliable contact mechanisms would need to be put into
place.
6.2
The Panel noted that the student-managed learning activities as detailed on the MDFs
were brief. To ensure that students were aware of their own responsibilities within
modules’ study hours the Panel recommended that the Proposal Team expand upon these.
7
NATIONAL, PROFESSIONAL AND STATUTORY BODY REQUIREMENTS
7.1
The Panel queried the embedding of the CFA’s CBOK within the pathway and whether this
should or could be pursued to a more formal arrangement. The Proposal Team confirmed
that there was potential to be a partner of the CFA and this may be an aspiration to be
pursued in due course by the Faculty. Until such time, the Panel strongly recommended
that the accurate nature of the articulation with the CFA be explained upfront to students
[c.f. paragraph 9.2].
Quality Assurance Division
6
Confirmed
8
DOCUMENTATION
8.1
The Panel commended the International Entrepreneurship Proposal Team for a novel and
innovative pathway which was not captured within the Student Handbook. Both Student
Handbooks fulfilled the requirements of our University’s template, and the Panel was
impressed with the use of photos to identify key members of staff, but felt that the Student
Handbook could be a valuable tool in outlining the learning and teaching strategy, the
interconnections between the modules, the potential of the Boffins material and the
Faculty’s initiatives with companies such as Virgin Money. The integration of Visitors within
the teaching team should be expanded upon within the Student Handbook and the
opportunity taken at this early point to manage student expectations as the availability of
Visitors. The applied potential of the Postgraduate Major Project should also be outlined in
the Student Handbook.
8.2
In addition, the MSc International Finance Student Handbook should articulate clearly the
status of the CFA within the financial sector and the embedding of its CBOK within the
pathway. It should also be clearly stated that this pathway is not accredited by the CFA
and CFA designation is not conferred upon successful completion of the pathway [c.f.
paragraph 8.1].
9
CONFIRMATION OF STANDARDS OF AWARDS
9.1
The Panel confirmed that the proposed MA International Entrepreneurship and MSc
International Finance pathways satisfied the University’s Academic Regulations with regard
to the definitions and academic standards of Anglia Ruskin awards and, hence, the QAA’s
Framework for Higher Education Qualifications.
DRAFT
UNCONFIRMED
CONFIRMED
FILE REF
OFFICE FILE REF
Quality Assurance Division
7
15th October 2008
15th October 2008
14th November 2008
J:\Administration\Academic Office\Quality
Assurance Division\Events\2008-09\AIBS\BU03
MSc International Entrepreneurship & MSc
International Finance\Reports\MA International
Entrepreneurship-MSc International Finance
report.doc
AIBS/PG/89/MA International EntrepreneurshipMSc International Finance
Confirmed
SECTION C – DETAILS OF PANEL MEMBERSHIP AND PROPOSAL TEAM
Internal Panel Members:
Mike Smith (Chair)
Department of Digital Sciences & Technology
Faculty of Science & Technology
Colleen Moore
Deputy Head of Humanities & Social Sciences Department
Faculty of Arts, Law & Social Sciences
External Panel Members:
Geoff Black
MBA Course Manager
Business Management & Marketing Group
Harper Adams University College
Keith Herrmann
Deputy Chief Executive
Council for Industry and Higher Education
Executive Officer:
Claire Moorey
Faculty Quality Assurance Officer (Ashcroft International Business
School)
Quality Assurance Division, Academic Office
Members of Proposal Team:
Prof. Stuart Wall
Head of Department (Cambridge)
Ashcroft International Business School
Mahmoud Al-Kilani
Programme Leader (On-campus – Cambridge)
Ashcroft International Business School
Prof. Lester Lloyd-Reason
Professor of International Enterprise Strategy and Director, Centre
for International Business
Ashcroft International Business School
Prof. Roger Jeynes
Professor of Management Practice
Ashcroft International Business School
Quality Assurance Division
8
Confirmed
SECTION D – OUTCOME DATA
Programme
Department
Faculty
Collaborative Partner
New/amended Awards
Approved (nb intended awards
On-campus - Cambridge
Cambridge
Ashcroft International Business School
Not applicable
Title(s) of Named Pathway(s)
Attendance mode
and duration
only, not intermediate awards)
MA
International Entrepreneurship
MSc
International Finance
Validating body (if not Anglia Ruskin University)
Professional body accreditation
Proposal Team Leader
Month and Year of the first intake
Standard intake points
Maximum and minimum student numbers
Date of first Conferment of Award(s)
Any additional/specialised wording to appear on
transcript and/or award certificate
Date of next scheduled Periodic Review
Awards and Titles to be deleted (with month/year of last
regular conferment)
Part-time – two
years
Full-time – one year
Not applicable
Not applicable
Prof. Stuart Wall
February 2009
September and February
10 min.; 50 max.
February 2010
Not applicable
To be confirmed
None
NEW MODULES APPROVED
BC430006S
BC430007S
BC415058S
BC415061S
BC415059S
BC415060S
BC415062S
BC415063S
Entrepreneurship and New Venture Creation
Enterprising Futures and Foresighting
Small Business Management and Value Creation in Practice
Contexts of International Finance
International Financial Markets
International Corporate Finance
Portfolio, Foreign Exchange & Interest Rate Management
Private Equity and Venture Capital
Quality Assurance Division
9
Confirmed
Appendix 1
Award
MA
Pathway Title
International Entrepreneurship
MSc
International Finance
Claire Moorey & Richard Monk
Executive Officers
Quality Assurance Division, Academic Office
16th October 2008
Quality Assurance Division
Required amendments
1.
Should read ‘February 2009’;
4.
Should read ‘not applicable’;
5.
Should read ‘MA’ until amendment to MSc is
approved by the Academic Standards, Quality &
Regulations Committee [c.f. Condition 2.3.1];
8.
Should read ‘On-campus - Cambridge’;
9.
Should read ‘Mahmoud Al-Kilani’;
10. Should read ‘Cambridge’ until formal names for the
Departments have been agreed formally;
16. Revisit the Pathway Learning Outcomes (PLOs) to
encapsulate better the content, aspirations and
philosophy of the pathway. Proposal Team are
required to ‘engage’ with the QAA’s subject
benchmark statements. If the statements are
restrictive the Proposal Team is encouraged to go
beyond the statements to encapsulate the pathway
in its own terminology;
16. Review and enhance the learning & teaching and
assessment methods and strategies as articulated
currently elaborating upon the distinctive teaching
style incorporating Visiting Professors and Fellows
in the teaching team bringing recent industrial
experience into the classroom, etc;
16. Learning outcomes are almost identical to those for
the MSc International Finance. Should there not be
more differentiation between the two pathways given
the different focus of the individual modules? Also,
a number of the learning outcomes in Section A
(Knowledge and Understanding) appear more skillsbased and therefore more appropriately placed in
Section B (see A2, A4 and A6 in particular)
24.1 Insert new modules’ codes once published;
26. Amend the diagram to illustrate that Research
Methods for Managers in an International Context is
delivered within the first few weeks of the third
semester.
26. The guidelines on module selection should specify
the rules on students taking an ILM. Does AIBS
only allow an ILM to be taken once during an MA
pathway? If so this should be clarified. Also, the
Research Methods module is effectively compulsory
as there is no other choice offered in Sem 3, should
it therefore be classified as such in Section 24.1?
1.
Should read ‘September 2009’;
4.
Should read ‘not applicable’;
8.
Should read ‘On-campus - Cambridge’;
9.
Should read ‘Mahmoud Al-Kilani’;
10. Should read ‘Cambridge’ until formal names for the
Departments have been agreed formally;
15. Review the Pathway’s aims with a view to removing
the Aim 2 and in particular its explicit reference to
the Chartered Financial Analyst Institute (CFA);
24.1 Insert new modules’ codes once published.
Appendix 2
New or
Existing
Module Code
New
BC430006S
Approved
Y/N
Y
Conditionally
New
BC430007S
Y
Conditionally
New
BC415058S
Y
Conditionally
Quality Assurance Division
Module Title
Required Amendments
Entrepreneurship &
New Venture Creation
2b.
Enterprising Futures &
Foresighting
Small Business
Management & Value
Creation in Practice
Should read ‘International Business &
Strategy’ until the issue of recoding of
modules has been resolved;
6a. Amend the typographic error in
paragraph 2, sentence 2;
6a. Module description does not contain any
details of the assessment methods;
6c. Consider reducing the list of texts to key
texts only and detailing additional texts in
the Module Guide only;
7.
Consider rewriting LO 5 to enable it to be
evidenced more easily for assessment;
7.
Conflate LOs 1 and 2;
8 & 9. If LOs 1 and 2 are conflated amend the
Learning Outcomes listed in these
sections;
9 & 12. Specify only one assessment method
as recommended by the LOs.
10.1 Should read ‘Semester 1 or ’ and
‘Semester 2’;
10.2 Should read ‘N’;
11. Provide greater details on the use of
student managed learning hours and
indicative activities.
2b. Should read ‘International Business &
Strategy’ until the issue of recoding of
modules has been resolved;
5.
Insert ‘None’ in each row;
6a. Module description does not contain any
details of the assessment methods;
6c. Insert the publisher for Fuller & Moran’s
text;
6c. Consider reducing the list of texts to key
texts only and detailing additional texts in
the Module Guide only;
6d. Expand upon the various on-line
software required;
10.1 Should read ‘Semester 1 or ’ and
‘Semester 2’;
10.2 Should read ‘N’;
10.3 Should read ‘N’;
10.4 Should read ‘N’;
10.5 Should read ‘N’;
11. Provide greater details on the use of
student managed learning hours and
indicative activities.
2a. Identify one Module Leader. The
recommendation at the approval event
was for Roger Jeynes to fulfil the role;
2b. Should read ‘International Business &
Strategy’ until the issue of recoding of
modules has been resolved;
6a. Amend typographic error in paragraph 2;
6a. Module description does not contain any
details of the assessment methods;
6c. Consider reducing the list of texts to key
texts only and detailing additional texts in
Approval of MA International Entrepreneurship and
MSc International Finance
Appendix 2
the Module Guide only;
Consider defining a reflective aspect to
the assignment/portfolio;
9.
Consider recalibrating the weightings of
the two assessment elements to attribute
greater value [in students’ minds] to
group work;
10.7 Insert ‘Block teaching’;
11. Provide greater details on the use of
student managed learning hours and
indicative activities;
12. Include details of the word length of the
group report;
12. Consider assessing the group work
through a moderation process which
includes peer review. This should be
detailed in the Comments column;
13. Insert ‘N1 Business & Management
Studies’.
2b. Should read ‘International Business &
Strategy’ until the issue of recoding of
modules has been resolved;
6a. Module description does not contain any
details of the assessment methods;
6b. Consider providing greater detail under
the broad headlines currently provided;
6c. Consider reducing the list of texts to key
texts only and detailing additional texts in
the Module Guide only;
8.
Detail where LO4 is covered;
9.
Detail where LO4 is assessed;
9 & 12. Reconcile the assessment methods;
10.1 Insert ‘or Semester 2’;
11. Provide greater details on the use of
student managed learning hours and
indicative activities;
13. Insert ‘N3 Financial Management’.
2a. Consider appointing a full-time member
of academic staff to fulfil the role of
Module Leader;
2b. Should read ‘International Business &
Strategy’ until the issue of recoding of
modules has been resolved;
3b. Insert ‘Standard’;
5.
Insert ‘None’ in each row;
6a. Amend the typographic error in
paragraph 1, sentence 2;
6a. Rewrite paragraph 2 for grammatical
sense;
6a. Module description does not contain any
details of the assessment methods;
6c. Consider reducing the list of texts to key
texts only and detailing additional texts in
the Module Guide only;
6d. Microsoft Excel is not a specialist
resource and should be removed from
this section;
9 & 12. Reconcile the assessment methods;
12. A 3 hour exam is notionally equivalent to
3000 words. The University maximum for
a 15 credit module is 4000. Proposal
teams are required to provide a rationale
9.
New
BC415061S
Y
Conditionally
New
BC415060S
Y
Conditionally
Contexts of
International Finance
International
Corporate Finance
Approval of MA International Entrepreneurship and
MSc International Finance
New
BC415059S
Y
Conditionally
New
BC415062S
Y
Conditionally
New
BC415063S
Y
Conditionally
International Financial
Markets
Portfolio, Foreign
Exchange & Interest
Rate Management
Venture Capital &
Private Equity
Appendix 2
where word limits which are less than
80% of this maxima are proposed;
11. Provide greater details on the use of
student managed learning hours and
indicative activities;
13. Should read ‘N3 Financial Management’.
2a. Consider appointing a full-time member
of academic staff to fulfil the role of
Module Leader;
2b. Should read ‘International Business &
Strategy’ until the issue of recoding of
modules has been resolved;
6a. Module description does not contain any
details of the assessment methods;
6c. Consider reducing the list of texts to key
texts only and detailing additional texts in
the Module Guide only;
10.1 Insert ‘Semester 1 or’;
11. Provide greater details on the use of
student managed learning hours and
indicative activities;
12. Consider assessing the group
presentation through a moderation
process which includes peer review.
This should be detailed in the Comments
column;
13. Insert ‘N3 Financial Management’.
2b. Should read ‘International Business &
Strategy’ until the issue of recoding of
modules has been resolved;
6a. Module description does not contain any
details of the assessment methods;
7.
LOs 2 & 3 are similar. Consider
conflating these;
7.
LO1 is quite complex. Consider breaking
this down;
8 & 9. If LOs are disaggregated and conflated
respectively amend the Learning
Outcomes listed in these sections;
10.1 Insert ‘Semester 1 or’;
11. Provide greater details on the use of
student managed learning hours and
indicative activities;
12. Provide greater detail on the
content/focus of the assessment;
13. Insert ‘N3 Financial Management’.
3b. Insert ‘Standard’;
5.
Insert ‘None’ in each row;
6a. Amend the typographic error in the final
paragraph;
6a. Consider moving the final paragraph to
the beginning of the section as a strength
of the module delivery;
6a. Module description does not contain any
details of the assessment methods;
6c. Consider reducing the list of texts to key
texts only and detailing additional texts in
the Module Guide only;
7.
Rewrite LO3 to enable it to be evidenced
and thus assessed;
10.1 Insert ‘Semester 1 or’;
11. Provide greater details on the use of
Approval of MA International Entrepreneurship and
MSc International Finance
Appendix 2
13.
Claire Moorey & Richard Monk
Lucy Gray
Executive Officers
Technical Officer
Quality Assurance Division, Academic Office
17th November 2008
student managed learning hours and
indicative activities;
Insert ‘N3 Financial Management’.