Attachments

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Quality Handbook

 

 

 

 

 

 

 

Postgraduate Programme Specification

 

 

 

Master of Business Administration

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Version

Occasion of Change

Change Author

Last Modified

1.0

 

Karen Wharton

Jan 17

2.0

Revised post Periodic Review event in line with panel requirements

Karen Wharton 

May 17

3.0

Minor modifications – restructure to 30 credit model and introduction of new route MBA (Cybersecurity)

Karen Wharton

January 2018

4.0

Addition of PGBM160 as an option module

Minor modification – update to TLA matrix for PGBM146

Linda Barkas

Karen Wharton

May 2018

5.0

Minor modification – PGBM73 MBA Dissertation changed to PGBM161 MBA Project. Approved Programme Specific Regulations added for the standalone PG Certificate and PG Diploma award titles.

John Dixon-Dawson

June 2018

6.0

Minor modification - change of title to PGBM132 and replaced by PGBM162

Karen Wharton

July 2018

7.0

Minor modification to incorporate new route MBA (With Placement) Route) and to add a new module – PGBM163 MBA Placement Project

Karen Wharton

John Dixon Dawson

Yvonne Dixon Todd

October 2018

8.0

Minor modification to change entry requirements

Karen Wharton

December 2018

 


SECTION A: CORE INFORMATION

Programme Name:Business Administration

Business Administration (Finance)

Business Administration (Marketing)

Business Administration (Supply Chain Management)

Business Administration (Human Resource Management)

Business Administration (Enterprise and Innovation)

Business Administration (Hospitality Management)

Business Administration (Creative and Cultural Industries)

Business Administration (Cybersecurity)

Business Administration (With Placement)

 

Award Title:Master of

Is this part of a group of linked programmes between which students can transfer at agreed points? (e.g. a group of programmes with a common set of taught modules): NO

Is the programme a top-up only? No

Level of award: Level 7

Awarding body: University of Sunderland

Which department is it in? Sunderland Business School

Programme Studies Board: Postgraduate Business & Management

Programme Leader: Karen Wharton

How and where can I study the programme?

 

FULL MBA

At Sunderland:

 

Full-time on campus

Part-time on campus

As work-based learning

 

As work-based learning part-time

 

As a full-time sandwich course

 

As a part-time sandwich course

 

By distance learning

 

 

At UoS London campus: 

 

Full-time on campus

Part-time on campus

 

As work-based learning full-time

 

As work-based learning part-time

 

As a full-time sandwich course

 

As a part-time sandwich course

 

By distance learning

 


 


At a partner college:

 

Full-time in the UK 

Part-time in the UK

 

Full-time overseas

Part-time overseas

By distance learning

 

As a full-time sandwich course in the UK

 

As a part-time sandwich course in the UK

 

As a full-time sandwich course overseas

 

As a part-time sandwich course overseas

 

As work-based learning full-time in the UK 

 

As work-based learning part-time overseas

 

Other (please specify)

 

How long does the programme take?

 

 

Min number of years / months

Max number of years / months

Full-time

1

4

Full-time MBA (with Placement)

18 months

5

Part-time

2

4

Distance learning

1

4

Work-based learning

 

 

 

For start-dates please see the current edition of the Prospectus or contact the relevant department at the University. For start-dates for programmes delivered in a partner college, please contact the college.

 

SECTION B – FURTHER CORE INFORMATION

Learning and teaching strategy

The QAA Benchmark Statement for Masters Awards in Business and Management principally identifies four areas which must be addressed throughout the programmes. In as much as the curricula, and indeed extra-curricular, activities focus on these aspects, so to do the teaching, learning and assessment strategies. The strategy is based on the following purposes:

  • the advanced study of organisations, their management and the changing external context in which they operate through the use of seminars, workshops, tutorials and case studies;
  • preparation for and/or development of a career in business and management by developing skills at a professional or equivalent level, or as preparation for research or further study in the area through formative and summative assessment linked to skills development in a range of modules;
  • development of the ability to apply knowledge and understanding of business and management to complex issues, both systematically and creatively, to improve business and management practice through case studies, organisational visits, on-line discussions and in peer learning and support group tasks;
  • enhancement of lifelong learning skills and personal development so as to be able to work with self-direction and originality and to contribute to business and society at large through original and independent study and research

 

To continue to promote social inclusion, equality of opportunity, access and widening participation; and to design an internationalised curriculum and its delivery, such that it is informed by research, reach-out and stakeholder input, that it is not a barrier to any of the diverse range of members of the University learning community

  • The design of the Programme and its teaching and learning strategy is based on a continued commitment to, and is intended to support the diversity of students and the University’s successful widening participation policy. It does this via:
    • A detailed induction programme which introduces students to their programme and to the University. This involves sessions on study skills, support services, on the UK ‘style’ of education and on cross cultural team working.
    • A student handbook, which provides information on the module reading lists, the VLE content, and study skills as well as providing information on the course structure and the learning outcomes.
    • Developing the VLE site with information on study skills, support services, policies and procedures as well as a section on Frequently Asked Questions.  This site will be operated in conjunction with the programme leader, the module leaders and the Peer Action Learning Sets.
    • Guidance on careers and progression. Whilst a number of students may arrive on the programme with a clear idea of their future career path, others are not so certain. In consequence, the Programme Team will work closely with the Careers and Opportunities Centre to help students understand the options available to them

To provide a high quality, appropriately resourced, safe and healthy learning environment for all members of the academic learning community based on an understanding of how learners learn and continuously improve quality in all aspects of academic delivery

  • As noted in Section 5.0 (above) a number of modules within the curriculum are directly related to staff research/reach-out/professional activity (specifically, E-Marketing, Service Operations Management, Organisational Behaviour, Enterprise and Entrepreneurship). Additionally a number of staff research interests focus on Management Education and their research directly influences their teaching approaches or the operating practices of the Programme.

 

To support and enable continuous improvement of the learning experience, including the e-learning experience, through a blended approach of learning modes

  • The teaching and learning methodologies are designed to encourage, over the duration of the Programmes, a greater independence within students for taking responsibility for their own learning. The balance of lectures and workshops, the varying uses of the VLE (including self-assessment exercises and asynchronous debates) and the incorporation of self-directed study into the modules all contribute to the development of independent learners. In addition, extra-curricular activities such as organisational visits and guest speaker’s programmes encourage students to engage in activities which, although not assessed, contribute directly to their learning and to their career prospects.

 

Responsible Leadership, Ethics, Responsibility and Sustainability

All the postgraduate business programmes are vocational in the sense that they are clearly aimed at helping graduates move in to successful business and management careers. The programmes are clearly linked to an organisational visits and speakers programme that aims to give students access to key organisations in the region. Ethics, responsibility and sustainability (ERS) in the field of business, management and responsible leadership adheres to the Principles for Responsible Management Education (PRME) specifically: Principle 1 – Purpose : developing capabilities of students to be future generators of sustainable value for business and society at large and to work for an inclusive and sustainable economy;  Principle 3 – Method: create educational frameworks, materials, processes and environments that enable effective learning experiences for responsible leadership  and Principle 5 - Partnership – interact with managers of business corporations to extend our knowledge of their challenges in meeting social and environmental responsibilities to explore jointly effective approaches to meeting these challenges.  The University’s management programmes also adhere to the values promoted by the accreditation bodies such as the European Foundation for Management Development (EFMD). The Masters’ programmes therefore are aligned against the guiding standard produced by the EFMD’s Educational Planning and Assessment System (EPAS) to shape its programme and module design and redesign to ensure that ‘all students are provided with a perspective on the role of ERS in modern management and business so that, as future managers, they contribute to societal well-being’. 

 

Underpinning Activities

  • The development of post-graduate programmes have an ERS theme embedded into them.  Our curriculum framework has been developed to include ERS as part of the deliberation process when developing and revising all aspects of pedagogy at the school during the product review and refresh process.
  • We continue to explore the significance of ERS for each specific subject discipline and module and consider how relevant content can be best delivered to enhance the student learning experience
  • Ongoing engagement and interaction with managers of business includes business breakfast seminars which cover issues of ERS,  a speaker series involving managers and leaders from a range of organisational contexts and organised company visits
  • ERS is integrated throughout all relevant taught modules (see below for programme specific ERS integration)

 

The modules across all the Masters programmes have ethics, responsibility and sustainability (ERS) themes. More specific aspects of ERS are inherent in PGBM156 Strategic Management in an International Context and PGBM141 Professional Management and Leadership Development, students also have an opportunity to further examine ethics, responsibility and sustainability (ERS) in a specific context during their MBA Project.

 

Retention strategy

The University’s Academic Strategy emphasises the student experience and the postgraduate programmes team has been recognised consistently as providing excellent support to students as evidenced through the feedback obtained at Staff/Student Liaison meetings as well as staff and student feedback at both module and programme level.  There are a number of elements relating to student support (both academic and personal) which have contributed to the programme teams achievements and which continue to be at the centre of all our academic provision. All Sunderland and London Campus students will have direct or remote access to the University's central support services including Counselling, Disability service, Health and Well-being, Chaplaincy, financial support and advice, International Office and the Careers and Employability Service. The Students Union provides an independent service which offers advice and support across the full range of personal and academic issues which students may encounter. Students wishing to lodge a complaint or an appeal can seek advice from the Students Union or from University Academic Services. Full details of these services can be found on the University's website. Where appropriate, academic or support staff in the Faculty will sign post students to these specialist services. In addition, students have access to a personal tutor section on the VLE which is an information source for many of these services. The Programme Leader will continue to be available to all students should they require advice or one-to-one support on a particular issue.

 

 

SECTION C - TEACHING AND LEARNING

What is the programme about?

The Master of Business Administration (MBA) programme in the Sunderland Business School is a postgraduate degree aimed at helping participants to become capable and competent managers in a range of organisations operating within an increasing international setting. The programme is modular in design and covers all of the main areas of management within a balanced curriculum. The programme will enhance the participant’s knowledge, develop their management skills and potential and provide an environment where students can learn from each other as well as from the teaching staff. It is particularly designed to develop a range of conceptual and analytical skills for dealing with a variety of practical management problems of an operational and strategic nature.

 

Emphasis will be given throughout the programme to:

  • Developing the participant’s awareness and understanding of contemporary business concepts and models and how those concepts and models may be applied to the solution of complex business problems within and across all business functions.
  • Developing the skills of participants so that their employment potential is enhanced across different business sectors and in a range of management roles.
  • Enhancing awareness of how interpersonal and cross-cultural factors and perspectives affect decision making.
  • Promoting a critical and reflective approach to the solution of business problems.
  • Assisting participants with their current and future personal development.

 

What will I know or be able to do at the end of the programme?

By the end of this part of the programme successful students should know, understand or be able to do the following:

 

Learning Outcomes Postgraduate Certificate – Skills

S1  Demonstrate a broad range of management skills and an integrated view of management practice.

S2Critically evaluate the process of management in a range of enterprises in diverse business environments

S3demonstrate effective communication using a range of media, including the preparation of business reports

 

Learning Outcomes Postgraduate Certificate – Knowledge

K1Demonstrate a broad range of management knowledge and an integrated view of management practice

K2Employ a comparative conceptual framework, informed by current research and practice, to analyse and appraise management ideas and philosophies

K3Understand the theoretical perspectives, concepts and issues involved in managing people and organisations

 

Learning Outcomes Postgraduate Diploma – Skills

S4 Set up collaborative and consultative working relationships and demonstrate the ability to reflect on and to enhance his/her learning from practice and experience

S5 Critically evaluate how strategic decision-making enables an organisation to relate to its markets, resources, objectives and environment

S6 Analyse and appraise the skill repertoires and personal competencies required to provide effective and creative management across cultural and international boundaries in pursuit of competitive advantage

 

Learning Outcomes Postgraduate Diploma – Knowledge

K4 Apply knowledge, interventions and analytical techniques to formulate innovative solutions to complex business problems

K5 Appraise the development of appropriate business policies and strategies within a changing context to meet stakeholder interests

K6 Understand the processes available to collect information and synthesise it into an appropriate form to evaluate decision alternatives

 

Learning Outcomes Masters of Business Administration – Skills

S7 Demonstrate skills in the planning and management of organisational change using a cross-disciplinary perspective

S8 Demonstrate  critical thinking skills and  the ability to conduct research into business and management issues

S9 Demonstrate problem solving and decision-making skills to provide effective solutions to business problems

S10 Critically evaluate and apply appropriate personnel and development approaches to enhance organisational, group and individual performance

 

Learning Outcomes Masters of Business Administration – Knowledge

K7 Evaluate and monitor the success or failure of the medium/long term business mission, objectives and policies of an organisation

K8 Develop systems for the enhancement of organisational performance, and business processes, and for appropriate organisational development

K9 Evaluate the impact of contextual forces on organisations including ethical, economic, environmental, social and technological change issues

K10 Compare the use and limitations of a range of research methods / techniques, both qualitative and quantitative, and an understanding of their strengths and weaknesses for providing information and evaluating options

 

 


What will the programme consist of?

Taught postgraduate programmes generally consist of a number of taught modules leading to the award of a Postgraduate Certificate (60 credits) or Postgraduate Diploma (120 credits). A Masters qualification (180 credits) usually culminates in a major piece of independent work such as a project or dissertation. All modules are at postgraduate level (level 7 in the UK’s national scheme). The summary below describes briefly what is contained in the programme. The programme structure, including a detailed list of modules, can be found in the programme regulations.

 

Students who are enrolled on the MBA (with Placement) will undertake a 6 month work placement during which time they will work on a placement project, as well as the reflective statement and the personal portfolio that are completed by all MBA students. Following the placement, a period of time is incorporated to enable the students to formulate and edit the project work. Students will obtain a placement either through their own endeavours (subject to the approval of the module leader) or by successfully acquiring one of the opportunities sourced by the Faculty’s Placement Team. In the event of a suitable placement opportunity not being obtained, the student would be required to transfer to the generic MBA programme and would complete the standard MBA Project (PGBM161). 

 

MBA Programme Structure

 

University Award Eligible

Module Code

Module Title

Credit Value

Term 1

Postgraduate

CERTIFICATE

PGBM01

Financial Management and Control

15

PGBM156

Strategic Management in an International Context

15

PGBM141

Professional Management and Leadership Development

30

Term 2

Postgraduate

DIPLOMA

PGBM146

Value Creation in Organisations
Managing Operations and Marketing

30

Various

 

PGBM150

*Optional Module or *Route Module
 

Innovation Entrepreneurship and Technology Transfer
 

Designated option for cohorts without options or routes

30

Term 3

MBA

PGBM161

 

MBA Project

60

 

 

*Select One Option from the list below: Note not all options may be offered, optional modules require viable numbers and may not run each academic year, and students will be informed in Term 1 which options are available.

PGBM136 Contemporary International Human Resource Management

PGBM145 Management Accounting and Finance for Decision Making  

PGBM150 Innovation Entrepreneurship and Technology Transfer

PGBM152 Digital Marketing

PGBM147 Managing Brands

PGBM154 Management Consulting

PGBM160 Management Information Systems: Business by Design

PGBM162 Operations, Logistics and Supply Chain Management

 

 


MBA (Finance) Programme Structure 

 

University Award Eligible

Module Code

Module Title

Credit Value

Term 1

Postgraduate

CERTIFICATE

PGBM01

Financial Management and Control

15

PGBM156

Strategic Management in an International Context

15

PGBM141

Professional Management and Leadership Development

30

Term 2

Postgraduate

DIPLOMA

PGBM146

Value Creation in Organisations - Managing Operations and Marketing

30

PGBM145

Management Accounting and Finance for Decision Making

30

Term 3

MBA

PGBM161

MBA Project

60

 

 

MBA (Marketing) Programme Structure

 

University Award Eligible

Module Code

Module Title

Credit Value

Term 1

Postgraduate

CERTIFICATE

PGBM01

Financial Management and Control

15

PGBM156

Strategic Management in an International Context

15

PGBM141

Professional Management and Leadership Development

30

Term 2

Postgraduate

DIPLOMA

PGBM146

Value Creation in Organisations - Managing Operations and Marketing

30

PGBM152

 

PGBM147

Digital Marketing
or
Managing Brands

30

Term 3

MBA

PGBM161

MBA Project

60

 

 

MBA (Supply Chain Management) Programme Structure

 

University Award Eligible

Module Code

Module Title

Credit Value

Term 1

Postgraduate

CERTIFICATE

PGBM01

Financial Management and Control

15

PGBM156

Strategic Management in an International Context

15

PGBM141

Professional Management and Leadership Development

30

Term 2

Postgraduate

DIPLOMA

PGBM146

Value Creation in Organisations - Managing Operations and Marketing

30

PGBM162

 

Operations, Logistics and Supply Chain Management

30

Term 3

MBA

PGBM161

MBA Project

60

 

 


MBA (Human Resource Management) Programme Structure

 

University Award Eligible

Module Code

Module Title

Credit Value

Term 1

Postgraduate

CERTIFICATE

PGBM01

Financial Management and Control

15

PGBM156

Strategic Management in an International Context

15

PGBM141

Professional Management and Leadership Development

30

Term 2

Postgraduate

DIPLOMA

PGBM146

Value Creation in Organisations - Managing Operations and Marketing

30

PGBM136

 

Contemporary International Human Resource Development

30

Term 3

MBA

PGBM161

MBA Project

60

 

 

MBA (Enterprise and Innovation) Programme Structure

 

University Award Eligible

Module Code

Module Title

Credit Value

Term 1

Postgraduate

CERTIFICATE

PGBM01

Financial Management and Control

15

PGBM156

Strategic Management in an International Context

15

PGBM141

Professional Management and Leadership Development

30

Term 2

Postgraduate

DIPLOMA

PGBM146

Value Creation in Organisations - Managing Operations and Marketing

30

PGBM150

 

Innovation Entrepreneurship and Technology Transfer

30

Term 3

MBA

PGBM161

MBA Project

60

 


MBA (Hospitality Management) Programme Structure

 

University Award Eligible

Module Code

Module Title

Credit Value

Term 1

Postgraduate

CERTIFICATE

PGBM01

Financial Management and Control

15

PGBM156

Strategic Management in an International Context

15

PGBM141

Professional Management and Leadership Development

30

Term 2

Postgraduate

DIPLOMA

PGBM146

Value Creation in Organisations - Managing Operations and Marketing

30

CHTM27

 

Hospitality Management Studies

30

Term 3

MBA

PGBM161

MBA Project

60

 

 


MBA (Creative & Cultural Industries) Programme Structure
 

University Award Eligible

Module Code

Module Title

Credit Value

Term 1

Postgraduate

CERTIFICATE

PGBM01

Financial Management and Control

15

PGBM156

Strategic Management in an International Context

15

PGBM141

Professional Management and Leadership Development

30

Term 2

Postgraduate

DIPLOMA

PGBM146

Value Creation in Organisations - Managing Operations and Marketing

30

ARTM74

Managing Solutions Across the Creative and Cultural Industries

30

Term 3

MBA

PGBM161

MBA Project

60

 

MBA (Cybersecurity) Programme Structure

 

University Award Eligible

Module Code

Module Title

Credit Value

Term 1

Postgraduate

CERTIFICATE

PGBM01

Financial Management and Control

15

PGBM156

Strategic Management in an International Context

15

PGBM141

Professional Management and Leadership Development

30

Term 2

Postgraduate

DIPLOMA

PGBM146

Value Creation in Organisations - Managing Operations and Marketing

30

CETM30

Fundamentals of Cybersecurity

30

Term 3

MBA

PGBM161

MBA Project

60

 

MBA (With Placement) Programme Structure

 

University Award Eligible

Module Code

Module Title

Credit Value

Term 1

Postgraduate

CERTIFICATE

PGBM01

Financial Management and Control

15

PGBM156

Strategic Management in an International Context

15

PGBM141

Professional Management and Leadership Development

30

Term 2

Postgraduate

DIPLOMA

PGBM146

Value Creation in Organisations
Managing Operations and Marketing

30

Various

 

PGBM150

*Optional Module or *Route Module
 

Innovation Entrepreneurship and Technology Transfer
 

Designated option for cohorts without options or routes

30

Term 3

MBA

PGBM163

 

MBA Placement Project

60

 

Potential options are as identified above under the general MBA programme. Students on the MBA (with Placement) are unable to combine this programme of study with another MBA route programme.

 

The MBA Final Stage Programme Structure – 90 Credits

 

Module Code

 

Module Title

Credit Value

PGBM01

Financial Management and Control

15

PGBM156

Strategic Management in an International Context

15

PGBM161

MBA Project

60

 

 

The MBA Final Stage Programme Structure – 60 Credits

Module Code

 

Module Title

Credit Value

PGBM161

MBA Project

60

 

 

How will I be taught?

 

Scheduled teaching activities

Independent study

Placement

 

 

A range of teaching and learning methods are employed across each level of the Programmes, as indicated in the table below. These methods encourage learners to develop the intellectual and cognitive skills that are required of all graduates irrespective of their final destination. Module descriptors are available separately. The diversity of teaching and learning approaches is designed to impart knowledge, to encourage understanding and to provide opportunity for the application of that knowledge to actual or hypothetical situations. It is also intended to foster enthusiasm within the student body.  In addition, the employment of any particular method within modules and across levels will vary so as to cater appropriately for both the subject and the student. That notwithstanding all modules will employ to some extent the following features:

  • Didactic exposition: although this will vary from module to module, and indeed from teacher to teacher, all modules will take advantage of the opportunity for the tutor to explain to the whole class, a concept, to take questions, to outline areas of knowledge, indicate methods of tackling a problem and demonstrate methods of analysis and synthesis of materials. Audio-visual aids will be used as appropriate, such as the use of overhead slides, ‘PowerPoint’ and video. Key points will normally be outlined in handouts.
  • Interactive sessions: whether during seminars or whole group teaching sessions, students will be expected in the course of all modules to interact with each other and/or with the tutor to develop ideas, work on tasks, practice skills or explain material.
  • Research: During induction and the programme, students will be introduced to the research techniques. The induction programme contains activities which introduce students to the library (including practical exercises) and to the available electronic sources of information e.g. Emerald. All modules, throughout the Programme, require students to engage in the research of both primary and secondary sources of management information. The level and depth of research required for the completion of modules will then increase as the student progresses throughout their Programme culminating in the final MBA Project module.
  • Directed Private Study: This will include reading, preparation for class or for assessment, group activity, revision, and carrying out assessment work. All module guides will provide students with advice in respect of this, and as a minimum will provide details of required reading (for preparation of timetabled sessions and/or for the completion of assessments). Whilst these methods will form the backbone of much of the teaching and learning strategy, the programmes utilize a much wider, more eclectic combination of approaches.

 

As is evident throughout this specification, the VLE has become an important element of the teaching and learning strategy with its specific usage varying from module to module. Where modules are delivered off-campus, our strategic partners may use other Virtual Learning Environment systems to support student learning.  In some instances the VLE is used mainly as a repository for module documents, such as lecture materials and overhead slides, whilst others involve direct web links, discussion boards and self-assessment exercises. The VLE is part of the programme teams aim to offer a blended approach to teaching and learning by using a range of tools in the delivery of the modules.

 

Case studies are extremely common throughout the Programme and are intended to enable students to develop, inter alia, the ability to;

  • Identify the issues in need of research;
  • Apply subject specific knowledge to a realistic and/or practical context;
  • Make critical judgments of the merits of a particular argument; and
  • Present and make reasoned choices between alternative solutions.

The case studies may take the form of real cases or issues in debate at any given moment in time or may be hypothetical problems which are reflective of realistic problems.

 

Peer Action Learning Sets and Support Groups - Collaborative work is supported by an integral part of our (PALS) provision. This scheme has the following aims:

  • Enable students to learn with and from each other by reflecting on real and theoretical problems and issues
  • Encourage and develop skills in cross cultural team working
  • Develop an active approach to learning
  • Provide mutual support to group members from a range of diverse backgrounds

The Peer Action Learning Sets seek to draw on the strengths of the group members by sharing practical and academic experiences, and by encouraging critical reflection on the nature of the subjects being studied.  Jacques, D. (2000) argues that: “groups are demonstrably valuable for many of the more sophisticated aims of Higher Education to do with critical thinking, making diagnoses or decisions, solving problems, and changing or maintaining attitudes to the subject under study.” The role of the PALS is to support the programme’s intellectual aims of enhancing criticality, judgement, analysis and understanding of values as well as providing the support to underpin them. This could include strengthening the student’s sense of belonging to the programme, helping develop trust and encouraging enthusiasm for the subject.  These issues are even more important when dealing with international students who may be studying in the UK for the first time. Team working skills are of course seen as of vital importance for future management roles. The PALS enables students to develop experiences in collaborative decision making, interpersonal skills and negotiation.  Groups are encouraged to engage in Action Learning through a continuous process of learning and reflection, supported by their peers. Through this process individuals learn with and from each other by working on real problems and reflecting on their own experiences.  The key to the PALS is the relationship between reflection and action,

 

Self-directed study is included in all modules as a way of encouraging students to take a greater responsibility in respect of their learning experience.

 

Study Skills and Development Week takes place part way through the first term.  No module workshops or lectures take place during this week but instead the time is used to enable students to focus on developing skills and reflecting on other aspects of their learning and career aspirations.  This might include attending workshops on cross cultural group working, information skills, bibliographical referencing, job-seeking skills, writing curriculum vitae and participating in organisational visits.  The Programme Leader team work closely with the PALS coaches, the Library, the Careers Centre and Languages Staff to provide opportunities for students to reflect on and develop a range of subject specific and transferable skills.

 

Work-Placement: For students on the MBA (with Placement) route only: You will undertake a six month placement with an organisation and this will largely draw on your independent learning skills. The placement is an excellent developmental opportunity which provides you with a change4 to enhance your organizational and specialist knowledge, capabilities and skills and the ability to self-reflect. The focus is on your professional experiences, development, engagement and contribution – individual, within the organisational context and as a contributor to the organization’s operational and strategic success. You will be supported by an allocated Academic Placement mentor and a host supervisor at the employing organisation. Both will formally and informally monitor your progress and development via a variety of mechanisms (electronic & practical) regularly throughout your placement.

 

The teaching and learning methods adopted take account of the diverse educational backgrounds of students and also consider students with special needs and specific learning difficulties, the VLE being particularly helpful in this respect.  It has been noted for example that some International students are happier engaging in on-line discussions then they might be in face-to-face debates in workshops. The Business and Management team recognises the importance of appropriate support and guidance, for all students, in the overall teaching and learning strategy. The ability of students to make the most of the learning opportunities offered to them may be adversely affected by non-academic factors, and Section 7.0 outlines the provisions within the Programmes, School and the wider University which are available.

 

A list of the modules in the programme can be found in the Programme Regulations.

 

A summary of the types of teaching, learning and assessment in each module of the programme can be found in the Matrix of Modes of Teaching.

 

How will I be assessed and given feedback?

Written examinations

 

Coursework

Practical assessments

 

The programme utilises a range of methods to assess the learning outcomes of the programme and the modules. 

 

Formative assessment is utilised throughout the programme and will take place through the  adoption of a range of approaches which are detailed in the module descriptors, indicatively these approaches may include: group work, observations, individual or group presentations, student conferences, round table debates, blog/journal activities, discussion board questions and feedback, peer review, question and answer sessions, debriefing exercises, Socratic seminars, role play, progression tests, assignment discussion, case study activity and theory/practice related discussions. 

 

Summative assessment will be conducted for each module.  The marking criteria will be followed throughout assessments.  All assignments are designed to test students’ understanding of theory and applied perspectives and their ability to use this appropriately to critically analyse individual and/or organisational practices, evaluating current practice and research.

 

Students are required to demonstrate self-reflection and reflective practice where appropriate and to demonstrate reflexivity in relation to rigorous exploration of their beliefs and behaviours as individuals who critically analyse situations and theory.  It is recognised that not all subjects lend themselves to this approach, but the programme as a whole will present many opportunities for students to demonstrate these skills.

Students will be provided with feedback on their assignments to help them prepare later assessments.

Summative Assessments may include: examinations, reports, case studies, essays, dissertations, professional projects, written reflections, presentations and portfolios.  Specific details related to the assessment approach will be noted in the module descriptors.

A summary of the types of teaching, learning and assessment in each module of the programme can be found in the Matrix of Modes of Teaching.

 

The generic assessment criteria which we use can be found here. Some programmes use subject-specific assessment criteria which are based on the generic ones.

 

This programme uses the Generic University Assessment Criteria

YES

 

This programme uses the Subject Specific Assessment Criteria

 

NO

 

The University regulations can be found here.

 

The assessment strategy adopted on the programme is designed to;

  • Ensure that all graduates have achieved the learning outcomes for the Programmes. Module Learning Outcomes are directly related to Programme Learning Outcomes and all assessments indicate which Module Learning Outcome they are assessing.
  • Assess achievement, both formatively and summatively over the whole of the degree programme.
  • Distinguish between levels of achievement and reward attainment of objectives
  • Utilise a range of assessment methods and techniques which engage student interest and foster enthusiasm for the subject.

 

Students are informed, via Module Guides, of the nature, timing and criteria for each assessment used. The programme leaders work with staff to ensure that the deadlines for assessed work are spread across the assessment period. All assessments are internally moderated by designated members of the team and by the relevant External Examiners before issue. Careful moderation processes and scrutiny of assessment ensure equivalence of standard and appropriateness of assessment for measuring outcomes. An internal and external moderation operates likewise with regard to completed student work.

 

The assessment strategy requires the use of a diverse range of methods; research assignments, case studies, essays and reports offering the opportunity for students to demonstrate knowledge, understanding and application of both theory and practice. Such methods will also allow students to indicate both the breadth and depth of their directed and independent research. Examinations are deliberately kept to a minimal level as they are not necessarily thought to be the best way of assessing knowledge and understanding. This is a view that the team has taken following a great deal of discussion with external examiners and within subject groups. Case studies, based on real or hypothetical facts of varying degrees of complexity, are a common assessment method adopted across the programme. Whilst most are fictional, all have elements of fact within them, and thus students are well schooled and tested in the ability to identify the material details, discuss the relevant theoretical frameworks citing appropriate primary and secondary sources and displaying appropriate skills in writing and evaluation. Students are encouraged to participate in group work, particularly in seminar or workshop activities, its formal inclusion in assessments however is limited, principally on the grounds that the final qualification is awarded to individual students and thus should be based on individual work.  Where group work is used the module guide will indicate in clear terms how individual performance is assessed. Presentation skills are also an important element of the programme and are utilised frequently within seminars and workshops.

 

The Academic Misconduct Regulations and associated guidance can be found here. It is the responsibility of students to ensure they are familiar with their responsibilities in regards to assessment and the implications of an allegation of academic misconduct.

 

Students should refer to the University Regulations for information on degree classifications.


Module List

Award, Route (if applicable) and Level

 

ALL LEVEL 7

New/Existing/ Modified  Module (N/E/MM)

Module Title

Module Code

Module Credit Value

Core or Option (C/O)

Must choose

Assessment weighting %

Pre-/co-requisites

Module leader

Other comment (if required)

Date of Entry on SITS.

JACS Code

MBA (1)

E

Financial Management and Control

PGBM01

15

C

 

100

NONE

Andy Turton

 

 

N300

MBA (1)

E

Strategic Management in an International Context

PGBM156

15

C

 

100

Augustus Osseo-Asare

 

 

N211

MBA (1)

E

Professional Management and Leadership Development

PGBM141

30

C

 

100

Linda Barkas

 

 

N100

MBA (1)

E

Value Creation in Organisations - Managing Operations and Marketing

PGBM146

30

C

 

20:80

Karen Wharton

 

 

N290

MBA (1)

E

MBA Project

PGBM161

60

C

 

100

John Dixon-Dawson

 

 

N100

MBA (2)

E

Management Consulting

PGBM154

30

O

 

100

Ian Carr

 

 

N100

MBA (2)

E

Management Information Systems:  Business by Design

PGBM160

30

O

 

100

Linda Barkas

 

 

N100

MBA (2) (3)

E

Management Accounting and Finance for Decision Making  

PGBM145

30

O

 

70:30

Andy Turton

 

 

N400

MBA (2) (4)

E

Digital Marketing

PGBM152

30

O

 

100

Alan Charlesworth

 

 

N500

MBA (2) (4)

E

Managing Brands

PGBM147

30

O

 

100

Karen Wharton

 

 

N500

MBA (2) (5)

N

Operations, Logistics and Supply Chain Management

PGBM162

30

O

 

30:70

Stella Sofianopoulou

 

 

N100

MBA (2) (6)

E

Contemporary International Human Resource Management

PGBM136

30

O/C

 

40:60

Kym Drady

 

 

N600

MBA (2) (7)

E

Innovation, Entrepreneurship and Technology Transfer

PGBM150

30

O/C

 

100

Derek Watson

 

 

N212

MBA (8)

E

Hospitality Management

CHTM27

30

C

 

70:30

Serkan Uzunogullari

 

 

N862

MBA (9)

E

Managing Solutions Across the Creative and Cultural Industries

ARTM74

30

C

 

40:40:20

Antony Eddison

 

 

W900

MBA (10)

E

Fundamentals of Cybersecurity

CETM30

30

C

 

50:50

Alistair Irons

 

 

I100

MBA (11)

N

MBA Placement Project

PGBM163

60

C

 

70:30

John Dixon-Dawson

 

 

N100

 

1. All routes    2. MBA    3. MBA (Finance)    4. MBA (Marketing)    5. MBA (Supply Chain Management)    6. MBA (HRM)    7. MBA (Enterprise and Innovation)    8. MBA (Hospitality Management)    9. MBA (Creative and Cultural Industries)    10. MBA (Cybersecurity)    11. MBA (with Placement)

 

 

 

 

MBA

Module

Code

Core / Option

Modes of T&L

Modes of Assessment

LO K1

LO K2

LO K3

LO K4

LO K5

LO K6

LO K7

LO K8

LO K9

LO K10

LO S1

LO S2

LO S3

LO S4

LO S5

LO S6

LO S7

LO S8

LO S9

LO S10

FINANCIAL MANAGEMENT AND CONTROL

PGBM01

C

Case study; Debate discussion; Lecture; Self-directed study; Seminar; VLE

Case Study; Essay; Report

Formative – Seminar activity

TDA

 

 

TDA

 

 

TDA

 

 

 

 

TDA

TDA

 

 

 

 

 

TDA

 

STRATEGIC MANAGEMENT IN AN INTERNATIONAL CONTEXT

PGBM156

C

Case study; Debate discussion; External Visits; Group work; Lecture; Self-directed study; Presentations; VLE; Workshop; Company visits

TCA; Formative –Group Work, Support Group; Presentation; Seminar activity

TDA

TDA

 

 

TDA

 

TDA

TDA

TDA

 

 

TDA

TDA

 

 

TDA

 

 

TDA

 

PROFESSIONAL MANAGEMENT AND LEADERSHIP DEVELOPMENT

PGBM141

C

Case study; Debate discussion; Group work; Lecture; Self-directed study; Tutorials; Video multi-media; VLE; Workshop; Company visits; Business Game Simulation

Case Study; Report; Work Based; Formative – PALS Support Group

TDA

TDA

TDA

 

 

 

 

 

 

 

TDA

TDA

TDA

 

 

TDA

TDA

 

TDA

TDA

VALUE CREATION IN ORGANISATIONS- OPERATIONS AND MARKETING MANAGEMENT

PGBM146

C

Case study; Debate discussion; External Visits; Group work; Lecture; Self-directed study; Tutorials; Workshop; Company visits

Case Study; Report; Research Exercise; Presentation; Group Work Formative – Seminar activity

 

 

 

TDA

TDA

TDA

 

TDA

TDA

 

 

 

TDA

TDA

TDA

TDA

TDA

TDA

TDA

 

MBA PROJECT

PGBM161

C

Debate discussion; Group work; Lecture; Workshop, Self-directed study; Visiting speakers

 

 

Research Exercise formats:

Business Project

Route Specialism project

Applied Project

 

TDA

TDA

 

TDA

 

TDA

 

TDA

TDA

TDA

 

 

 

TDA

 

 

 

TDA

TDA

 

 

Plus, one Option Module see below or * options on route module tables below

 

MANAGEMENT CONSULTING

PGBM154

O

Case study; Debate discussion; External Visits; Group work; Self-directed study; Tutorials;

Report; presentations

TDA

 

TDA

TDA

TDA

TDA

TDA

TDA

TDA

TDA

TDA

 

TDA

 

TDA

 

 

TDA

TDA

 

MANAGEMENT INFORMATION SYSTEMS:  BUSINESS BY DESIGN

PGBM160

O

Case study; Debate discussion;  Visits; Group work; Self-directed study; Tutorials;

 

TDA

TDA

TDA

TDA

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 


MBA Routes

*Options available for the generic MBA.

Where C/O is indicated this indicates one core module is necessary to support the route however there may be a choice of modules.

 

MBA (Finance)

Module

Code

Core / Option

Modes of T&L

Modes of Assessment

LO K1

LO K2

LO K3

LO K4

LO K5

LO K6

LO K7

LO K8

LO K9

LO K10

LO S1

LO S2

LO S3

LO S4

LO S5

LO S6

LO S7

LO S8

LO S9

LO S10

FINANCIAL MANAGEMENT AND CONTROL

PGBM01

C

Case study; Debate discussion; Lecture; Self-directed study; Seminar; VLE

Case Study; Essay; Report

Formative – Seminar activity

TDA

 

 

TDA

 

 

TDA

 

 

 

 

TDA

TDA

 

 

 

 

 

TDA

 

STRATEGIC MANAGEMENT IN AN INTERNATIONAL CONTEXT

PGBM156

C

Case study; Debate discussion; External Visits; Group work; Lecture; Self-directed study; Presentations; VLE; Workshop; Company visits

TCA; Formative –Group Work, Support Group; Presentation; Seminar activity

TDA

TDA

 

 

TDA

 

TDA

TDA

TDA

 

 

TDA

TDA

 

 

TDA

 

 

TDA

 

PROFESSIONAL MANAGEMENT AND LEADERSHIP DEVELOPMENT

PGBM141

C

Case study; Debate discussion; Group work; Lecture; Self-directed study; Tutorials; Video multi-media; VLE; Workshop; Company visits; Business Game Simulation

Case Study; Report; Work Based; Formative – PALS Support Group

TDA

TDA

TDA

 

 

 

 

 

 

 

TDA

TDA

TDA

 

 

TDA

TDA

 

TDA

TDA

VALUE CREATION IN ORGANISATIONS- OPERATIONS AND MARKETING MANAGEMENT

PGBM146

C

Case study; Debate discussion; External Visits; Group work; Lecture; Self-directed study; Tutorials; Workshop; Company visits

Case Study; Report; Research Exercise; Presentation; Group Work Formative – Seminar activity

 

 

 

TDA

TDA

TDA

 

TDA

TDA

 

 

 

TDA

TDA

TDA

TDA

TDA

TDA

TDA

 

MANAGEMENT ACCOUNTING AND FINANCE FOR DECISION MAKING

PGBM145

*C/O

Case study; Debate discussion; Lecture; Self-directed study; Seminar; VLE

Case Study; Essay; Report; Presentations

Formative – Seminar activity

TDA

 

 

TDA

 

TDA

TDA

 

TDA

 

 

TDA

TDA

 

 

 

 

TDA

TDA

 

MBA PROJECT

PGBM161

C

Debate discussion; Group work; Lecture; Workshop, Self-directed study; Visiting speakers

 

 

Research Exercise formats:

Route Specialism project

Applied Project

 

TDA

TDA

 

TDA

 

TDA

 

TDA

TDA

TDA

 

 

 

TDA

 

 

 

TDA

TDA

 


MBA (Marketing)

Module

Code

Core / Option

Modes of T&L

Modes of Assessment

LO K1

LO K2

LO K3

LO K4

LO K5

LO K6

LO K7

LO K8

LO K9

LO K10

LO S1

LO S2

LO S3

LO S4

LO S5

LO S6

LO S7

LO S8

LO S9

LO S10

FINANCIAL MANAGEMENT AND CONTROL

PGBM01

C

Case study; Debate discussion; Lecture; Self-directed study; Seminar; VLE

Case Study; Essay; Report

Formative – Seminar activity

TDA

 

 

TDA

 

 

TDA

 

 

 

 

TDA

TDA

 

 

 

 

 

TDA

 

STRATEGIC MANAGEMENT IN AN INTERNATIONAL CONTEXT

PGBM156

C

Case study; Debate discussion; External Visits; Group work; Lecture; Self-directed study; Presentations; VLE; Workshop; Company visits

TCA; Formative –Group Work, Support Group; Presentation; Seminar activity

TDA

TDA

 

 

TDA

 

TDA

TDA

TDA

 

 

TDA

TDA

 

 

TDA

 

 

TDA

 

PROFESSIONAL MANAGEMENT AND LEADERSHIP DEVELOPMENT

PGBM141

C

Case study; Debate discussion; Group work; Lecture; Self-directed study; Tutorials; Video multi-media; VLE; Workshop; Company visits; Business Game Simulation

Case Study; Report; Work Based; Formative – PALS Support Group

TDA

TDA

TDA

 

 

 

 

 

 

 

TDA

TDA

TDA

 

 

TDA

TDA

 

TDA

TDA

VALUE CREATION IN ORGANISATIONS- OPERATIONS AND MARKETING MANAGEMENT

PGBM146

C

Case study; Debate discussion; External Visits; Group work; Lecture; Self-directed study; Tutorials; Workshop; Company visits

Case Study; Report; Research Exercise; Presentation; Group Work Formative – Seminar activity

 

 

 

TDA

TDA

TDA

 

TDA

TDA

 

 

 

 

TDA

TDA

TDA

TDA

TDA

TDA

 

MANAGING BRANDS

PGBM147

O

Case study; Debate discussion; Lecture; Self-directed study; Seminar; VLE

Case Study; Report; Presentations

Formative – Seminar activity

 

TDA

 

 

TDA

 

 

TDA

TDA

 

 

 

TDA

 

TDA

TDA

 

 

 

 

DIGITAL MARKETING

PGBM152

O

Debate discussion; Lecture; Self-directed study; VLE; Workshop

Report; Formative – Seminar activity

 

TDA

 

 

TDA

 

 

TDA

 

 

 

 

 

 

TDS

TDA

 

 

 

 

MBA PROJECT

PGBM161

C

Debate discussion; Group work; Lecture; Workshop, Self-directed study; Visiting speakers

 

 

Research Exercise

formats:

Route Specialism project

Applied Project

TDA

TDA

 

TDA

 

TDA

 

TDA

TDA

TDA

 

 

 

TDA

 

 

 

TDA

TDA

 

 

 

 

 

 

 

 

 

 

MBA (Supply Chain Management)

Module

Code

Core / Option

Modes of T&L

Modes of Assessment

LO K1

LO K2

LO K3

LO K4

LO K5

LO K6

LO K7

LO K8

LO K9

LO K10

LO S1

LO S2

LO S3

LO S4

LO S5

LO S6

LO S7

LO S8

LO S9

LO S10

FINANCIAL MANAGEMENT AND CONTROL

PGBM01

C

Case study; Debate discussion; Lecture; Self-directed study; Seminar; VLE

Case Study; Essay; Report

Formative – Seminar activity

TDA

 

 

TDA

 

 

TDA

 

 

 

 

TDA

TDA

 

 

 

 

 

TDA

 

STRATEGIC MANAGEMENT IN AN INTERNATIONAL CONTEXT

PGBM156

C

Case study; Debate discussion; External Visits; Group work; Lecture; Self-directed study; Presentations; VLE; Workshop; Company visits

TCA; Formative –Group Work, Support Group; Presentation; Seminar activity

TDA

TDA

 

 

TDA

 

TDA

TDA

TDA

 

 

TDA

TDA

 

 

TDA

 

 

TDA

 

PROFESSIONAL MANAGEMENT AND LEADERSHIP DEVELOPMENT

PGBM141

C

Case study; Debate discussion; Group work; Lecture; Self-directed study; Tutorials; Video multi-media; VLE; Workshop; Company visits; Business Game Simulation

Case Study; Report; Work Based; Formative – PALS Support Group

TDA

TDA

TDA

 

 

 

 

 

 

 

TDA

TDA

TDA

 

 

TDA

TDA

 

TDA

TDA

VALUE CREATION IN ORGANISATIONS- OPERATIONS AND MARKETING MANAGEMENT

PGBM146

C

Case study; Debate discussion; External Visits; Group work; Lecture; Self-directed study; Tutorials; Workshop; Company visits

Case Study; Report; Research Exercise; Presentation; Group Work Formative – Seminar activity

 

 

 

TDA

TDA

TDA

 

TDA

TDA

 

 

 

TDA

TDA

TDA

TDA

TDA

TDA

TDA

 

OPERATIONS, LOGISTICS AND SUPPLY CHAIN MANAGEMENT

PGBM162

*C/O

Case study; Debate discussion; Group work; Lecture; Self-directed study; Tutorials; Video multi-media; VLE; Workshop; Company visits

Case Study; Report; Problem Solving, Group Work Exercise Formative – Seminar Activity

 

 

 

TDA

TDA

 

 

TDA

TDA

 

 

 

TDA

 

TDA

TDA

TDA

TDA

 

 

MBA PROJECT

PGBM161

C

Debate discussion; Group work; Lecture; Workshop, Self-directed study; Visiting speakers

 

 

Research Exercise formats:

Route Specialism project

Applied Project

 

TDA

TDA

 

TDA

 

TDA

 

TDA

TDA

TDA

 

 

 

TDA

 

 

 

TDA

TDA

 

 

 

 

 

 

MBA (Human Resource Management)

Module

Code

Core / Option

Modes of T&L

Modes of Assessment

LO K1

LO K2

LO K3

LO K4

LO K5

LO K6

LO K7

LO K8

LO K9

LO K10

LO S1

LO S2

LO S3

LO S4

LO S5

LO S6

LO S7

LO S8

LO S9

LO S10

FINANCIAL MANAGEMENT AND CONTROL

PGBM01

C

Case study; Debate discussion; Lecture; Self-directed study; Seminar; VLE

Case Study; Essay; Report

Formative – Seminar activity

TDA

 

 

TDA

 

 

TDA

 

 

 

 

TDA

TDA

 

 

 

 

 

TDA

 

STRATEGIC MANAGEMENT IN AN INTERNATIONAL CONTEXT

PGBM156

C

Case study; Debate discussion; External Visits; Group work; Lecture; Self-directed study; Presentations; VLE; Workshop; Company visits

TCA; Formative –Group Work, Support Group; Presentation; Seminar activity

TDA

TDA

 

 

TDA

 

TDA

TDA

TDA

 

 

TDA

TDA

 

 

TDA

 

 

TDA

 

PROFESSIONAL MANAGEMENT AND LEADERSHIP DEVELOPMENT

PGBM141

C

Case study; Debate discussion; Group work; Lecture; Self-directed study; Tutorials; Video multi-media; VLE; Workshop; Company visits; Business Game Simulation

Case Study; Report; Work Based; Formative – PALS Support Group

TDA

TDA

TDA

 

 

 

 

 

 

 

TDA

TDA

TDA

 

 

TDA

TDA

 

TDA

TDA

VALUE CREATION IN ORGANISATIONS- OPERATIONS AND MARKETING MANAGEMENT

PGBM146

C

Case study; Debate discussion; External Visits; Group work; Lecture; Self-directed study; Tutorials; Workshop; Company visits

Case Study; Report; Research Exercise; Presentation; Group Work Formative – Seminar activity

 

 

 

TDA

TDA

TDA

 

TDA

TDA

 

 

 

TDA

TDA

TDA

TDA

TDA

TDA

TDA

 

CONTEMPORARY INTERNATIONAL HUMAN RESOURCE MANAGEMENT

PGBM136

*C

Case study; Debate discussion; Group work; Lecture; Self-directed study; Tutorials; Video multi-media; VLE; Workshop; Company visits

Case Study; Report; Problem Solving, Group Work Formative – Seminar Activity

 

 

TDA

 

TDA

 

 

TDA

TDA

 

TDA

 

TDA

 

TDA

 

TDA

TDA

TDA

 

MBA PROJECT

PGBM161

C

Debate discussion; Group work; Lecture; Workshop, Self-directed study; Visiting speakers

 

 

Research Exercise formats:

Business Project

Route Specialism Project

Applied Project

 

TDA

TDA

 

TDA

 

TDA

 

TDA

TDA

TDA

 

 

 

TDA

 

 

 

TDA

TDA

 

 

 

 

 

MBA (Enterprise and Innovation)

Module

Code

Core / Option

Modes of T&L

Modes of Assessment

LO K1

LO K2

LO K3

LO K4

LO K5

LO K6

LO K7

LO K8

LO K9

LO K10

LO S1

LO S2

LO S3

LO S4

LO S5

LO S6

LO S7

LO S8

LO S9

LO S10

FINANCIAL MANAGEMENT AND CONTROL

PGBM01

C

Case study; Debate discussion; Lecture; Self-directed study; Seminar; VLE

Case Study; Essay; Report

Formative – Seminar activity

TDA

 

 

TDA

 

 

TDA

 

 

 

 

TDA

TDA

 

 

 

 

 

TDA

 

STRATEGIC MANAGEMENT IN AN INTERNATIONAL CONTEXT

PGBM156

C

Case study; Debate discussion; External Visits; Group work; Lecture; Self-directed study; Presentations; VLE; Workshop; Company visits

TCA; Formative –Group Work, Support Group; Presentation; Seminar activity

TDA

TDA

 

 

TDA

 

TDA