代写 ACCT5919 Business Risk Management Assignment

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  • 代写 ACCT5919 Business Risk Management Assignment

    business.unsw.edu.au
    CRICOS Code 00098G
    ACCT5919
    Business Risk Management
    Course Outline
    Semester 2, 2016
    Part A: Course-Specific Information
    Part B: Key Policies, Student
    Responsibilities and Support
    Business School
    School of Accounting
    business.unsw.edu.au
    CRICOS Code 00098G
    Table of Contents
    0
    PART  A:  COURSE‐SPECIFIC  INFORMATION  1
    1  STAFF  CONTACT  DETAILS  1
    2  COURSE  DETAILS  1
    1 Teaching Times and Locations  2 Units of Credit  3 Summary of Course  1
    4 Course Aims and Relationship to Other Courses  2.5 Student Learning Outcomes  2
    3  LEARNING  AND  TEACHING  ACTIVITIES  4
    1 Approach to Learning and Teaching in the Course  3.2 Learning Activities and Teaching Strategies  4
    4  ASSESSMENT  4
    1 Formal Requirements  2Details  4
    3 Assessment Format  4 Individual and Group Assignment Submission Procedure  7
    4.5 Late Submission  8
    5  COURSE  RESOURCES  8
    6  COURSE  EVALUATION  AND  DEVELOPMENT  8
    7  COURSE  SCHEDULE  9
    PART  B: KEY  POLICIES,  STUDENT  RESPONSIBILITIES  AND  SUPPORT  12
    8  PROGRAM  LEARNING  GOALS  AND  OUTCOMES  12
    9  ACADEMIC  HONESTY  AND  PLAGIARISM  13
    10  STUDENT  RESPONSIBILITIES  AND  CONDUCT  13
    1  Workload  2  Attendance  3  General Conduct and Behaviour  4  Health and Safety  10.5  Keeping Informed  14
    11  SPECIAL  CONSIDERATION  15
    12  STUDENT  RESOURCES  AND  SUPPORT  17
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    PART A: COURSE-SPECIFIC INFORMATION
    1 STAFF CONTACT DETAILS
    Teaching staff:
    Lecturer-in-charge: Paul Martin
    Room 3109 Quad Building
    Phone No: 9385 5907
    Email: p.martin@unsw.edu.au
    Consultation Times – Tuesdays 4.00pm following class (or by appointment)
    Lecturer: Andrew Bissett
    Room 3109 Quad Building
    Phone No: 9385 5907
    Email: a.bissett@unsw.edu.au
    Consultation Times – (by appointment only)
    Outside of consultation contact should be via email.
    2 COURSE DETAILS
    2.1 Teaching Times and Locations
    Lectures start in Week 1(to Week 12): The Time and Location are:
    Tuesdays 9.00 to 12.00, Red Centre Central Wing 1040
    Tuesdays 13.00 to14.00, The Michael Hintze Theatre (K-H6-LG03)
    Tuesdays 18.00 to 21.00, Law Building 303
    2.2 Units of Credit
    The course is worth 6 units of credit.
    This course is taught in parallel.
    2.3 Summary of Course
    In a rapidly changing global world, with decreasing product life cycles and increasing
    customer and societal expectations placed upon businesses, there are significant and
    increased risks that have the potential to imperil value creation by businesses.
    In this world, value is put at risk - by competition, or failures of corporate leadership,
    strategies, processes and operating capabilities. Developing effective ways of managing
    such Business Risks is proving to be a central agenda item for organisations seeking
    continuing success.
    This course addresses this emergent field conceptually, technically and speculatively by
    examining the tools, techniques and approaches used to identify measure and manage
    business risks which are designed to enable managers to create value in the face of the
    ever changing environment confronting them. The course makes extensive use of case
    studies and research reports.
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    2.4 Course Aims and Relationship to Other Courses
    The aims of the course are as follows:
    1.  To provide a practical understanding of the nature of business risks organisations
    confront.
    2.  To examine the impact of risk on the decision-making processes of organisations.
    3.  To review the techniques used to identify, codify and quantify these risks.
    4.  To examine strategies and techniques used to mitigate the impact of these risks on
    the business, including the role of strategy formulation and implementation and the
    development of effective risk control strategies, processes and structures.
    This course will assist students to better understand the significance of adequately
    assessing and managing risk in the context of the management of business operations
    and in making informed business decisions. The course therefore builds upon material in
    other management accounting course offerings.
    2.5 Student Learning Outcomes
    By the end of this course, you should be able to:
    1
    Apply fundamental theories and concepts in diverse and unpredictable business
    environments to better understand economic, commercial and business issues
    2
    Formulate and develop persuasive arguments relevant to major fields of study
    that can be applied to business problems
    3
    Critically analyse underlying theories, concepts, assumptions and arguments in
    major fields of study
    4
    Apply specialist skills, tools, techniques and frameworks to critically analyse
    business risks and to integrate these with knowledge drawn from other
    disciplines of commerce in business and professional practice
    5
    Conduct research in archives, libraries, the web and other sources in order to
    understand the changing nature of the frontiers of knowledge through research
    6
    Communicate effectively in verbal, written and group contexts to a professional
    standard
    7
    Collaborate effectively in teams (including members from diverse cultural
    backgrounds); manage, persuade and influence others
    8
    Apply technical and specialist skills to global business issues and/or in practice
    within a multicultural environment
    Business School Postgraduate Coursework Program Learning Goals and Outcomes
    1. Knowledge: Our graduates will have current disciplinary or interdisciplinary knowledge
    applicable in local and global contexts.
    You should be able to identify and apply current knowledge of disciplinary or interdisciplinary theory and
    professional practice to business in local and global environments.
    2. Critical thinking and problem solving: Our graduates will have critical thinking and problem
    solving skills applicable to business and management practice or issues.
    You should be able to identify, research and analyse complex issues and problems in business and/or
    management, and propose appropriate and well-justified solutions.
    3. Communication: Our graduates will be effective communicators in professional contexts.
    You should be able to:
    a.  Produce  written  documents  that  communicate  complex  disciplinary  ideas  and
    information effectively for the intended audience and purpose, and
    b.  Produce oral presentations that communicate complex disciplinary ideas and information
    effectively for the intended audience and purpose.
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    代写 ACCT5919 Business Risk Management Assignment
    CRICOS Code 00098G
    4. Teamwork: Our graduates will be effective team participants.
    You should be able to participate collaboratively and responsibly in teams, and reflect on your own
    teamwork, and on the team’s processes and ability to achieve outcomes.
    5. Ethical, social and environmental responsibility: Our graduates will have a sound awareness of
    ethical, social, cultural and environmental implications of business issues and practice.
    You should be able to:
    a.  Identify and assess ethical, environmental and/or sustainability considerations in business
    decision-making and practice, and
    b.  Consider social and cultural implications of business and /or management practice.
    The following table shows how your Course Learning Outcomes relate to the overall
    Program Learning Goals and Outcomes, and indicates where these are assessed (they
    may also be developed in tutorials and other activities):
    Program Learning Goals
    and Outcomes
    Course Learning Outcomes  Course
    Assessment Item
    This course helps you to
    achieve the following
    learning goals for all
    Business School
    postgraduate coursework
    students:
    On successful completion of the course,
    you should be able to:
    This learning
    outcome will be
    assessed in the
    following items:
    1  Knowledge  Incorporate risk assessment and analysis
    into a range of business decision-making
    process.
    Be able to assess the causes of and
    recommend the appropriate response to
    risk events that impact upon organisations.
    Use statistical and analytical skills to
    incorporate risk assessment processes into
    organisational decision-making.
    ?  Workshop
    Problems
    ?  Report
    ?  Case studies
    ?  Exam
    2  Critical thinking and
    problem solving
    Use the standard approaches to risk
    identification, measurement and
    management to identify how business risks
    can be more effectively managed.
    ?  Workshop
    Problems
    ?  Report
    ?  Case studies
    ?  Exam
    3a  Written
    communication
    Construct written work which is logically
    and professionally presented.
    ?  Report
    ?  Exam
    3b  Oral communication  Communicate ideas in a succinct and clear
    manner.
    ?  Syndicate Case
    Study
    presentation and
    report.
    4  Teamwork Work collaboratively to complete a task.  ?  Syndicate Case
    Study
    presentation and
    report.
    5a.  Ethical,
    environmental and
    sustainability
    responsibility
    Identify and assess environmental and
    sustainability considerations in problems in
    business.
    ?  Case Studies
    ?  Report
    ?  Class discussion
    5b.  Social and cultural
    awareness
    Not specifically addressed in this course. 
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    3 LEARNING AND TEACHING ACTIVITIES
    3.1 Approach to Learning and Teaching in the Course
    The course is conducted in a single 3 hour block each week, which includes a lecture,
    student presentations and group workshops. The course makes extensive use of case
    studies to demonstrate real life examples of situations where specific issues in the area of
    risk management have been either poorly or well managed. Students are allocated to
    syndicate groups and will be responsible for presenting one of the case studies during the
    course. Students are expected to actively engage in class discussion related to the cases
    and the course material.
    3.2 Learning Activities and Teaching Strategies
    Students will be allocated to syndicate groups and one of the syndicate groups will
    present a case study each week during the course. The case study examines how
    organisations managed or mismanaged major risk events that confronted the
    organisation. These case studies are intended to provide examples of the practical
    application of the risk management techniques and approaches that are examined during
    the course.
    Students will complete an individual assignment which analyses the management of a
    major risk event. The assignment is intended to develop students’ analytical and report
    writing skills.
    4 ASSESSMENT
    4.1 Formal Requirements
    In order to pass this course, you must:
    ?  achieve a composite mark of at least 50; and
    ?  make a satisfactory attempt at all assessment tasks (see below).
    4.2 Assessment Details
    Assessment Task  Weighting  Length  Due Date
    Individual
    Assignment Report
    30%  See 4.2.1 below Week Commencing 29
    August 2016
    Syndicate
    Presentation and
    Report
    20%  See 4.2.2 below The assigned week
    Final Exam  50%  2 hours  University Exam Period
    Total  100%
    4.2.1 Assessment Task 1 – Individual Assignment Report – Due Date Week
    Commencing 29 August 2016 see also Section 4.4 for details.
    The Management Team of your firm is proposing to develop a manual, for internal use,
    the purpose of which is to train staff in areas of major risk, so that your company can
    avoid experiencing similar failures in risk management procedures. Management are
    aware that you have recently completed a course in business risk management, and have
    asked you to prepare a case study for inclusion in the manual covering one of the
    following six cases or another case of your choice (see below):
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    Company/Incident  The Risk Event
    Fukushima Daiichi  - Nuclear disaster
    BP  - The Oil Spill in the Gulf of Mexico
    The sinking of the Sewol Ferry  - The South Korean Ferry Disaster
    Parmalat  - Failures in corporate governance & fraud
    Volkswagen  - Engine emissions scandal
    QF32  - The near crash of the Qantas A380 over
    Singapore
    A Case Study of your choice*
    * If this option is chosen the case must receive prior approval from your supervisor
    (Course Presenter) based on a brief written proposal (of one (1) to two (2) A4 pages)
    submitted no later than the end of Week 3, i.e. Friday 12 August 2016 in hard copy or
    via email. Ensure that your email address is included to facilitate correspondence.
    If you chose to complete a report on one of the six cases listed above you do not need to
    submit the proposal referred to above, simply submit your report by the due date.
    The Project
    Management has agreed the following specific tasks after discussions with you:
    1. Describe the facts surrounding the case. Material for the analysis of the case
    should be drawn from the details of the case as reported in the press, internet, or
    other sources such as books and journals, and should be fully referenced.
    2. You are required to identify at least two, and at most three, risk management
    issues illustrated by the case. Compare and contrast the way in which these issues
    were dealt with by the firm(s) involved with material presented in the course or
    other reference material dealing with the concepts or issues that the case
    illustrates. In your report you may also assess the effectiveness with which the
    crisis, created as a result of the failures in risk management evident in the case,
    were managed.
    3. Management believes that the quality of this material will not be judged on the
    number of concepts or issues illustrated by a particular case study but on how well
    each concept or issue is illustrated. Therefore greater depth in the assessment of
    the risk management issues rather than breadth is required. Indeed, some of the
    management team argued that each case should only illustrate one or two
    concepts or issues at most, but finally agreed that there may be circumstances
    where more than one or two is desirable, but this would be the exception.
    4. Prepare a report as specified below.
    The Report
    Your report should contain the following sections:
    1. Executive Summary: A concise review of the report including major findings and
    conclusions. This should be no more than one (1) A4 page. This section is allocated 4
    marks out of 30.
    2. Introduction and Aims: Outline the aims of the analysis and discuss the approach you
    have taken to develop your case material. Make explicit the criteria that you have used
    in choosing the risk management issue(s) identified in the case. This should be no
    more than one to two (1-2) A4 pages. This section is allocated 3 marks out of 30.
    3. Case Study: This section should include the full text of your case study and analysis.
    Please be concise and limit this section to no more than six (6) pages. This section is
    allocated 12 marks out of 30.
    4. Conclusion. Identify the lessons that can be learned from the case, your conclusions
    and the nature of any control procedures and/or risk treatment systems that you
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    recommend should have been implemented or where failures occurred. This should
    be no more than four (4) A4 pages. This section is allocated 9 marks out of 30.
    5. References: Please list the sources you have consulted for the completion of the
    report. This section is allocated 2 marks out of 30.
    6. Management has specifically asked that case studies stay within the length limit and
    be no longer than ten (10) to eleven (11) single sided A4 pages (size 12 font, one and
    a half line spacing) excluding the cover page and any attachments, unless prior
    approval is obtained. Longer case studies should be negotiated with your supervisor
    (course presenter).
    Grading
    In grading the report marks will be allocated for each of the above sections of the report
    as above. Creative and innovative work will be rewarded. In particular in assessing the
    case study the assessment will consider the extent to which the case study effectively
    links the facts of the case to the risk management issues that have identified, and the
    extent to which the conclusions and lessons highlight better ways of addressing and
    managing the risk management issues identified.
    General
    The report should include a cover page not included in the length limit (indicating your
    name and student number). Submission procedures are set out in Section 4.4.
    4.2.2 Assessment Task 2 – Group Syndicate Presentation and Report
    All students will be allocated to a syndicate group. Each syndicate will be allocated to one
    of the case studies listed in the course outline under each week’s work, e.g. the Case
    Study for Week 2 is the Heblon case.
    The syndicate is required to present the case to the class during the session listed. The
    scope of the presentation will obviously vary from case to case, but as a guide the
    following are intended to assist you with your presentation.
    1.  Describe the facts surrounding the case. Material for the analysis of the case should
    be drawn from the details of the case included in the material provided for the
    Session. If appropriate, additional credit will be earned for the use of additional
    references sourced from press reports, the internet, or other sources such as books
    and journals, and should be fully referenced.
    2.  Identify the risk management issues illustrated by the case.
    3.  Compare and contrast the way in which these issues were dealt with by the firm(s)
    involved with material presented in the course or other reference material.
    4.  Identify any lessons that can be learned from the case.
    5.  Identify what proscriptive action was taken by the firm involved or regulators, and
    identify any broader consequences of the case that have added to the management
    of risks or the understanding of risk management processes.
    6.  A formal presentation should be made to the class. The duration of the presentation
    should be 25 -35 minutes. If you propose to spend longer than this time you should
    consult the Course Presenter prior to the evening of the presentation.
    7.  Since the class will have read the material you may wish to make the presentation
    interactive and to draw out the views of the class on certain aspects of the case. This
    could be done, for example, by posing provocative questions or giving the class a
    short exercise to do.
    Syndicates are free to determine the style of the presentation which could include (without
    limitation) a formal presentation, a role play or interviews. Syndicates should assume that
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    all members of the class will have read and prepared for the case and therefore class
    interaction including short exercises can be incorporated into the presentation. If you plan
    to involve the class please note that this can take some time and therefore this needs to
    be factored into your planning.
    Presentation
    The marks for the presentation will be 14 out of the available 20 and following criteria will
    be used for grading the class presentations:
    ?  Time management (e.g. the pace and total time of the presentation)
    ?  Clarity of communication (expression of ideas)
    ?  Engagement with the audience
    ?  Structure of the presentation (transition and logic, quality of slides etc.)
    ?  Content of the presentation (insights and applications)
    Report
    On the night of the Syndicate Presentation each Syndicate will be required to submit a
    report. The report has no formal word limit but as a guide the report should be as a guide
    5 to 6 pages. The report will present the key features of the syndicate’s presentation and
    the syndicate’s findings and conclusions in relation to the case. These findings will cover
    the issues listed on points 1-5 above (as relevant), and will in particular detail the
    syndicate’s conclusions about the lessons from the case for risk management. The marks
    for the report will be 6 out of the available 20.
    4.3 Assessment Format
    Refer to Section 4.2 for details.
    4.4 Individual and Group Assignment Submission Procedure
    Individual Assignments
    An electronic copy of the assignment should be submitted via Turnitin no later than
    5.00pm on Monday 29 August 2016. You should not use the standard cover sheet for
    Turnitin submissions but include your name, SID and class details on the cover.
    Submission after this date will be penalised see section 4.5 below. IN ADDITION,
    individual assignments, including a completed cover sheet template, must be submitted in
    hard copy at the start of class during week 6, i.e. the week commencing 29 August 2016.
    Group Assignments
    Syndicate Groups must present during the nominated week for their topic and must also
    submit their report to their lecturer during that class, see section 4.2.2 above. Failure to do
    so will result in no marks being awarded for this Assessment Task.
    You should keep a copy of all work submitted for assessment and your returned marked
    assignments.
    Quality Assurance
    The Business School is actively monitoring student learning and quality of the
    student experience in all its programs. A random selection of completed assessment
    tasks may be used for quality assurance, such as to determine the extent to which
    program learning goals are being achieved. The information is required for
    accreditation purposes, and aggregated findings will be used to inform changes
    aimed at improving the quality of Business School programs. All material used for
    such processes will be treated as confidential.
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    4.5 Late Submission
    For information about late submission of assignments, including penalties you should
    refer to the School of Accounting policy.
    5 COURSE RESOURCES
    The website for this course should be consulted regularly. It will contain announcements,
    questions to assist with the weekly readings, class workshop questions and suggested
    solutions as well as other learning resources which will be posted from time to time. The
    following is a link to the website in Moodle http://moodle.telt.unsw.edu.au
    The textbook for this course is:
    Course Notes and Readings for each Week are available from the Co-op Bookshop.
    The major reference material for the course is as follows:
    Borge D, The Book of Risk, John Wiley and Sons, 2001.
    Birkett WP, Business Risk Management Working Paper, UNSW, 2000.
    Crockford N, Risk Management, Witherby & Co Ltd, 1991.
    Courtney H, J Kirkland P Viguerie, Strategy Under Uncertainty, HBR Nov 1997.
    Coutney H, 20/20 Foresight, Harvard Business School Press, 2001
    Dembo R & A Freeman, The Rules of Risk, John Wiley and Sons, 1998.
    Donaldson L, Performance Driven Organizational Change, Sage Publications 1999
    HBR on Business and the Environment, Harvard Business School Press: 2000.
    Hoffman D, Managing Operational Risk, John Wiley and Sons, 2002
    Keasey K, S Thomson, M Wright (Eds.), Corporate Governance Economic Management,
    Oxford University Press, 1997
    Krogut B & Kulatilaka N, Options Thinking and Platform Investments: investing in
    Opportunity, California Management Review, Winter 1994
    Luehrman T, Strategy as a Portfolio of Real Options, HBR, Sep 1998
    Matten C, Managing Bank Capital, John Wiley and Sons 2000
    Pickford J (Ed), Financial Times Master Risk Volume 1: Concepts, Pearson Education
    2001
    Rayner, J, Managing Reputational Risk, John Wiley and Sons 2003
    Ritchie B & D Marshall, Business Risk Management, Chapman & Hall, 1993.
    Sadgrove K, The Complete Guide to Business Risk Management, Gower, 1996.
    Samociuk M & Iyer N, A Short Guide to Fraud Risk, Gower, 2010.
    Standards Australia, Risk Management, AS/NZS ISO 31000, SIA Global, 2009.
    6 COURSE EVALUATION AND DEVELOPMENT
    Each year feedback is sought from students and other stakeholders about the courses
    offered in the School and continual improvements are made based on this feedback.
    UNSW's Course and Teaching Evaluation and Improvement (CATEI) Process is one of
    the ways in which student evaluative feedback is gathered. In this course, we will seek
    your feedback through end of semester CATEI evaluations. Feedback from previous
    9
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    students indicated a desire to incorporate mathematical elements into the course and as a
    result this is covered in Weeks 5 and 6.
    7 COURSE SCHEDULE
    Lectures start in Week 1 and finish in Week 12.
    COURSE SCHEDULE
    Week  Topic  References
    Other activities /
    assessment
    Week 1
    25 July
    Value, Risk and Culture and
    Organisation Frameworks
    ? Defining and Classifying Risk
    ? The Evolution of Business
    Risk
    ? The Role of Risk
    Management in Business
    ? Organisations and their
    environment
    ? Resource dependency &
    value creation
    ? Organisational functioning in
    response to risk
    ? Vaughan, Chapter 1
    ? Crockford, Chapters 1 and 2
    ? W Birkett, Extract Business
    Risk Mgt. Working Paper,
    pp26-37 and pp1-13
    ? Donaldson,  Performance
    Driven  Organisational
    Change, Chapter 2
    Class Exercise
    National Cultures, Value
    and Risk
    Week 2
    1 August
    The Risk Management Process
    – Identifying Risk, & Risk
    Management Philosophies and
    Strategies
    ? Risk Identification and the
    types of risks
    ? The Risk Management
    Process – AS4360
    ? Accepting, avoiding and
    sharing risk
    ? Establishing Risk
    Management frameworks
    ? Vaughan, Chapter 6
    ? W Birkett, Extract from
    Business Risk Management
    Working Paper, Section 4.3.
    ? Borge, Chapter 4
    Case Study
    Heblon plc, from Ritchie
    and Marshall pp295-304
    Week 3
    8 August
    Crisis Management and
    Contingency Planning
    ? Can crises be avoided?
    ? Contingency  Planning  for
    crises
    ? The  tactics  of  Crisis
    Management, what to do
    when risk management fails
    Profiting from Crises
    ? Augustine, Managing the
    Crisis You Tried to Prevent,
    HBR Nov-Dec 1995,
    Reprinted in Harvard
    Business Review on Crisis
    Management, HBR 2000
    ? Sadgrove Chapter 14
    Case Study
    The Classic Contrast -
    Johnson & Johnson’s
    Magnificent Crisis
    Management with Tylenol,
    but Then 
    Week 4
    15 August
    The Risk Management Process
    – The Theory of Measuring Risk
    ? Risk Measurement Systems
    ? Risk and Regret
    ? The  Risk  &  Return
    relationship
    ? Dembo, Chapter 4
    ? Crockford, Chapter 4
    Case Study
    The Travails of Nike
    Week 5
    22 August
    The Risk Management Process
    - Measuring Risk (Cont.)
    ? Statistics Refresher
    Calculating Value at Risk
    ? P Martin – Working Paper on
    Credit Risk Management
    ? Beckstrom and Campbell -
    Understanding VaR
    Case Study
    Long Term Capital
    Management
    Class Exercise
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    Calculating Value at Risk
    Week 6
    29 August
    Capital  at  Risk  and
    Performance Measurement
    ? Analysing the segments of
    the value at risk distribution
    ? Assessing Capital at Risk
    and Earnings at Risk
    ? Calculating Return on Risk
    Adjusted Capital (RAROC)
    Analysis of Risk Adjusted
    Performance Measures
    ? C Matten – Managing Bank
    Capital Chapters 13 and 14
    Individual Assignment Due
    No Case Study
    Class Exercise
    Assessing Capital at Risk
    and Risk-based Performance
    Measures
    Week 7
    5 September
    Risk  and  Strategy  under
    Uncertainty
    ? The  shortcomings  of
    traditional  strategic
    evaluation techniques
    ? Assessing  the  level  of
    uncertainty  confronting
    organisations
    ? Developing  strategic
    responses to risk
    Matching strategy with
    organisational capability
    ? Courtney et al, Strategy
    Under Uncertainty
    ? Amram and Kulatilka,
    Uncertainty : The New Rules
    for Strategy
    Case Study
    Lesser Developed Country
    (LDC) Debt Crisis in the US
    Week 8
    12 September
    Risk and Strategy
    代写 ACCT5919 Business Risk Management Assignment
    ? The use of Real Options in
    strategy  formulation  and
    valuation
    ? The  significance  of
    implementation in strategic
    risk management
    ?  Luehrman, Strategy as a
    Portfolio of Real Options
    ?  Kogut and Kulatilaka,
    Options Thinking and
    Platform Investments:
    Investing in Opportunity
    Case Study
    Lincoln Electric’s Harsh
    Lessons from International
    Experience
    Week 9
    19 September
    Control Systems and the
    Management of Risk
    ? The nature & structure of
    control systems
    ? The levers of control within
    an organisation
    ? Control structures & risk
    management
    ? R Simons, The Levers of
    Control
    ? W Birkett, Extract from
    Business Risk Management
    Working Paper, Section 4.4
    and Section 2.2.
    Case Study
    Maytag, Leaving a Foreign
    Subsidiary Free as a Bird
    Mid-semester Break: Saturday 24 September – Sunday 2 October inclusive
    Monday 3 October – Labour Day Public Holiday
    Week 10
    4 October
    (Monday 3 October
    is Labour Day
    public holiday)
    Corporate Governance – Where
    the rubber meets the Road
    ? What  is  corporate
    governance?
    ? Senior Management and the
    role of the CFO
    ? Individual & organisational
    Influences  on  Decision
    Making and Behaviour
    ? Risk  Management  and
    Shareholder Value
    ? Keasey et al, Ch. 1
    ? Donaldson, Performance
    Driven Organisational
    Change Ch. 7
    ? PwC, CFO Architect of the
    Future, Ch. 5, Integrating
    Financial and Business Risk
    Management
    Case Study
    Westpac – The Bank that
    Broke the Bank
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    Week 11
    10 October
    Fraud Risks
    ? The role of Insurance
    ? Hedging activities
    ? Risk Management Strategies
    - Fraud and People Risks
    ? Sadgrove, Chapters 9, 11
    and 13
    ? Samociuk, Chapter 2
    Case Study
    National Australia
    Bank
    A video will also be
    screened on the collapse of
    Barings Bank plc
    Week 12
    17 October
    Environmental Risk
    ? Environmental Risk and its
    impact of firms
    ? Should Environmental Risk
    be avoided or can it be
    managed?
    ? Can firms profit from the
    management  of
    Environmental Risk
    ? F Reinhardt, Bringing the
    Environment Down to Earth,
    HBR July-Aug, 1999
    ? P Pritchard, Environmental
    Risk Management,
    Earthscan Publications 2000
    Case Study
    BHP and the Ok Tedi Mine
    Environmental Disaster
    Week 13
    24 October
    NO LECTURES
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    PART B: KEY POLICIES, STUDENT RESPONSIBILITIES AND
    SUPPORT
    8 PROGRAM LEARNING GOALS AND OUTCOMES
    The Business School Program Learning Goals reflect what we want all students to BE or
    HAVE by the time they successfully complete their degree, regardless of their individual
    majors or specialisations. For example, we want all our graduates to HAVE a high level of
    business knowledge, and a sound awareness of ethical, social, cultural and environmental
    implications of business. As well, we want all our graduates to BE effective problem-
    solvers, communicators and team participants. These are our overall learning goals for
    you and are sought by employers.
    You can demonstrate your achievement of these goals by the specific outcomes you
    achieve by the end of your degree (e.g. be able to analyse and research business
    problems and propose well-justified solutions). Each course contributes to your
    development of two or more program learning goals/outcomes by providing opportunities
    for you to practise these skills and to be assessed and receive feedback.
    Program Learning Goals for undergraduate and postgraduate students cover the same
    key areas (application of business knowledge, critical thinking, communication and
    teamwork, ethical, social and environmental responsibility), which are key goals for all
    Business students and essential for success in a globalised world. However, the specific
    outcomes reflect different expectations for these levels of study.
    We strongly advise you to choose a range of courses which assist your development of
    these skills, e.g., courses assessing written and oral communication skills, and to keep a
    record of your achievements against the Program Learning Goals as part of your portfolio.
    Business Undergraduate Program Learning Goals and Outcomes
    1. Knowledge: Our graduates will have in-depth disciplinary knowledge applicable in local and global
    contexts.
    You should be able to select and apply disciplinary knowledge to business situations in a local and global
    environment.
    2. Critical thinking and problem solving: Our graduates will be critical thinkers and effective problem
    solvers.
    You should be able to identify and research issues in business situations, analyse the issues, and propose
    appropriate and well-justified solutions.
    3. Communication: Our graduates will be effective professional communicators.
    You should be able to:
    a.  Prepare written documents that are clear and concise, using appropriate style and presentation for
    the intended audience, purpose and context, and
    b.  Prepare and deliver oral presentations that are clear, focused, well-structured, and delivered in a
    professional manner.
    4. Teamwork: Our graduates will be effective team participants.
    You should be able to participate collaboratively and responsibly in teams, and reflect on your own teamwork,
    and on the team’s processes and ability to achieve outcomes.
    5. Ethical, social and environmental responsibility: Our graduates will have a sound awareness of the
    ethical, social, cultural and environmental implications of business practice.
    You will be able to:
    a.  Identify and assess ethical, environmental and/or sustainability considerations in business decision-
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    making and practice, and 
    b.  Identify social and cultural implications of business situations.
    Business Postgraduate Coursework Program Learning Goals and Outcomes
    1. Knowledge: Our graduates will have current disciplinary or interdisciplinary knowledge applicable
    in local and global contexts.
    You should be able to identify and apply current knowledge of disciplinary or interdisciplinary theory and
    professional practice to business in local and global environments.
    2. Critical thinking and problem solving: Our graduates will have critical thinking and problem solving
    skills applicable to business and management practice or issues.
    You should be able to identify, research and analyse complex issues and problems in business and/or
    management, and propose appropriate and well-justified solutions.
    3. Communication: Our graduates will be effective communicators in professional contexts.
    You should be able to:
    c.  Produce written documents that communicate complex disciplinary ideas and information effectively
    for the intended audience and purpose, and
    d.  Produce oral presentations that communicate complex disciplinary ideas and information effectively
    for the intended audience and purpose.
    4. Teamwork: Our graduates will be effective team participants.
    You should be able to participate collaboratively and responsibly in teams, and reflect on your own teamwork,
    and on the team’s processes and ability to achieve outcomes.
    5. Ethical, social and environmental responsibility: Our graduates will have a sound awareness of
    ethical, social, cultural and environmental implications of business issues and practice.
    You should be able to:
    c.  Identify and assess ethical, environmental and/or sustainability considerations in business decision-
    making and practice, and
    d.  Consider social and cultural implications of business and /or management practice.
    9 ACADEMIC HONESTY AND PLAGIARISM
    The University regards plagiarism as a form of academic misconduct, and has very strict
    rules regarding plagiarism. For UNSW policies, penalties, and information to help you
    avoid plagiarism see: https://student.unsw.edu.au/plagiarism as well as the guidelines in
    the online ELISE tutorials for all new UNSW students:
    http://subjectguides.library.unsw.edu.au/elise
    To see if you understand plagiarism, do this short quiz:
    https://student.unsw.edu.au/plagiarism-quiz
    For information on how to acknowledge your sources and reference correctly, see:
    https://student.unsw.edu.au/harvard-referencing
    For the Business School Harvard Referencing Guide, see the Business Referencing and
    Plagiarism webpage (Business >Students>Learning support> Resources>Referencing
    and plagiarism).
    10 STUDENT RESPONSIBILITIES AND CONDUCT
    Students are expected to be familiar with and adhere to university policies in relation to
    class attendance and general conduct and behaviour, including maintaining a safe,
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    CRICOS Code 00098G
    respectful environment; and to understand their obligations in relation to workload,
    assessment and keeping informed.
    Information and policies on these topics can be found in UNSW Current Students
    ‘Managing your Program’ webpages: https://student.unsw.edu.au/program.
    10.1 Workload
    It is expected that you will spend at least nine to ten hours per week studying this
    course. This time should be made up of reading, research, working on exercises and
    problems, online activities and attending classes. In periods where you need to complete
    assignments or prepare for examinations, the workload may be greater.
    Over-commitment has been a cause of failure for many students. You should take the
    required workload into account when planning how to balance study with employment and
    other activities.
    We strongly encourage you to connect with your Moodle course websites in the first
    week of semester. Local and international research indicates that students who engage
    early and often with their course website are more likely to pass their course.
    Information on expected workload:  https://student.unsw.edu.au/uoc
    10.2 Attendance
    Your regular and punctual attendance at lectures and seminars is expected in this course.
    University regulations indicate that if students attend less than 80% of scheduled classes
    they may be refused final assessment. For more information, see:
    https://student.unsw.edu.au/attendance
    10.3 General Conduct and Behaviour
    You are expected to conduct yourself with consideration and respect for the needs of your
    fellow students and teaching staff. Conduct which unduly disrupts or interferes with a
    class, such as ringing or talking on mobile phones, is not acceptable and students may be
    asked to leave the class. More information on student conduct is available at:
    https://student.unsw.edu.au/conduct
    10.4 Health and Safety
    UNSW Policy requires each person to work safely and responsibly, in order to avoid
    personal injury and to protect the safety of others. For more information, see:
    http://safety.unsw.edu.au/
    10.5 Keeping Informed
    You should take note of all announcements made in lectures, tutorials or on the course
    web site. From time to time, the University will send important announcements to your
    university e-mail address without providing you with a paper copy. You will be deemed to
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    have received this information. It is also your responsibility to keep the University informed
    of all changes to your contact details.
    11 SPECIAL CONSIDERATION
    You must submit all assignments and attend all examinations scheduled for your course.
    You should seek assistance early if you suffer illness or misadventure which affects your
    course progress.
    General Information on special consideration for undergraduate and postgraduate
    courses:
    1. All applications for special consideration must be lodged online through
    myUNSW within 3 working days of the assessment (Log into myUNSW and go
    to My Student Profile tab > My Student Services > Online Services > Special
    Consideration). You will then need to submit the originals or certified copies of your
    completed Professional Authority form (pdf - download here) and other supporting
    documentation to Student Central. For more information, please study carefully in
    advance the instructions and conditions at: https://student.unsw.edu.au/special-
    consideration
    2. Please note that documentation may be checked for authenticity and the
    submission of false documentation will be treated as academic misconduct. The
    School may ask to see the original or certified copy.
    3. Applications will not be accepted by teaching staff. The lecturer-in-charge will be
    automatically notified when you lodge an online application for special
    consideration.
    4. Decisions and recommendations are only made by lecturers-in-charge (or by the
    Faculty Panel in the case of UG final exam special considerations), not by tutors.
    5. Applying for special consideration does not automatically mean that you will be
    granted a supplementary exam or other concession.
    6. Special consideration requests do not allow lecturers-in-charge to award students
    additional marks.
    Business School Policy on requests for special Consideration for Final Exams in
    undergraduate courses:
    The lecturer-in-charge will need to be satisfied on each of the following before supporting
    a request for special consideration:
    1. Does the medical certificate contain all relevant information? For a medical
    certificate to be accepted, the degree of illness, and impact on the student, must
    be stated by the medical practitioner (severe, moderate, mild). A certificate
    without this will not be valid.
    2. Has the student performed satisfactorily in the other assessment items?
    Satisfactory performance would require at least at least a minimum mark of
    50% in the total of other assessment items and meeting the obligation to have
    attended 80% of tutorials.
    3. Does the student have a history of previous applications for special
    consideration? A history of previous applications may preclude a student from
    being granted special consideration.
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    CRICOS Code 00098G
    Special Consideration and the Final Exam:
    Applications for special consideration in relation to the final exam are considered by a
    Business  School  Faculty  panel  to  which  lecturers-in-charge  provide  their
    recommendations for each request. If the Faculty panel grants a special consideration
    request, this will entitle the student to sit a supplementary examination. No other form of
    consideration will be granted. The following procedures will apply:
    1. Supplementary exams will be scheduled centrally and will be held
    approximately two weeks after the formal examination period. The dates for
    Business School supplementary exams for Semester 1, 2015 are:
    6 th December – exams for the School of Accounting
    7 th December – exams for all Schools except Accounting and Economics
    If a student lodges a special consideration for the final exam, they are stating
    they will be available on the above dates. Supplementary exams will not be
    held at any other time.
    2. Where a student is granted a supplementary examination as a result of a
    request for special consideration, the student’s original exam (if completed) will
    be ignored and only the mark achieved in the supplementary examination will
    count towards the final grade. Failure to attend the supplementary exam will not
    entitle the student to have the original exam paper marked and may result in a
    zero mark for the final exam.
    If you attend the regular final exam, you are extremely unlikely to be granted a
    supplementary exam. Hence if you are too ill to perform up to your normal standard in the
    regular final exam, you are strongly advised not to attend. However, granting of a
    supplementary exam in such cases is not automatic. You would still need to satisfy the
    criteria stated above.
    The Business School’s Special Consideration and Supplementary Examination Policy and
    Procedures for Final Exams for Undergraduate Courses is available at:
    https://www.business.unsw.edu.au/students/resources/student-centre/student-
    resources/policies-and-guidelines/supplementary-exam-policy-for-undergraduates
    Special consideration and assessments other than the Final Exam in undergraduate
    courses:
    There will be NO special considerations in assessments other than for final exams.
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    12 STUDENT RESOURCES AND SUPPORT
    The University and the Business School provide a wide range of support services for
    students, including:
    ?  Business School Education Development Unit (EDU)
    https://www.business.unsw.edu.au/students/resources/learning-support
    The EDU provides academic writing, study skills and maths support specifically for
    Business students. Services include workshops, online resources, and individual
    consultations. EDU Office: Level 1, Room 1033, Quadrangle Building. Phone:
    9385 5584; Email: edu@unsw.edu.au.
    ?  Business Student Centre
    https://www.business.unsw.edu.au/students/resources/student-centre
    Provides advice and direction on all aspects of admission, enrolment and
    graduation. Office: Level 1, Room 1028 in the Quadrangle Building; Phone: 9385
    3189.
    ?  Moodle eLearning Support
    For online help using Moodle, go to: https://student.unsw.edu.au/moodle-support.
    For technical support, email: itservicecentre@unsw.edu.au; Phone: 9385 1333.
    ?  UNSW Learning Centre www.lc.unsw.edu.au
    Provides academic skills support services, including workshops and resources, for
    all UNSW students. See website for details.
    ?  Library training and search support services
    http://www.library.unsw.edu.au/
    ?  IT Service Centre: Provides technical support for problems logging in to websites,
    downloading  documents  etc.  https://www.it.unsw.edu.au/students/index.html
    Office: UNSW Library Annexe (Ground floor). Ph: 9385 1333.
    Wellbeing, Health and Safety https://student.unsw.edu.au/wellbeing Provides
    support and services if you need help with your personal life, getting your
    academic life back on track or just want to know how to stay safe, including free,
    confidential counselling. Office: Level 2, East Wing, Quadrangle Building; Phone:
    9385 5418.
    ?  Disability Services http://www.studentequity.unsw.edu.au Provides advice
    regarding equity and diversity issues, and support for students who have a
    disability or disadvantage that interferes with their learning. Office: Ground Floor,
    John Goodsell Building; Phone: 9385 4734; Email: disabilities@unsw.edu.au
    代写 ACCT5919 Business Risk Management Assignment