MANAGEMT 7104 - Marketing Management

North Terrace Campus - Trimester 1 - 2016

Marketing lies at the core of all business. Whatever the character or size of your entity, its profit can come from only one place; the marketplace. All businesses are dependent on the income they earn from their customers, clients or buyers. In most larger businesses it is marketing managers who are primarily responsible for keeping their company close to its customers. In any case, all those who have a direct responsibility for identifying, reaching and satisfying customers are engaged in marketing and everybody in a business needs to understand its marketplace activities. This course offers a complete introduction to professional marketing thought and action. The course explains the nature and purpose of marketing, followed by the fundamentals of each of the most important marketing tasks. It analyses the business need for customer orientation, the evaluation of markets and the targeting of market opportunities. There is then assessment of buyer behaviour and the role of market information. In addition, the course explains how to integrate product and service decisions with those on pricing, distribution and promotion - and why this is necessary.

  • General Course Information
    Course Details
    Course Code MANAGEMT 7104
    Course Marketing Management
    Coordinating Unit Business School
    Term Trimester 1
    Level Postgraduate Coursework
    Location/s North Terrace Campus
    Units 3
    Available for Study Abroad and Exchange
    Restrictions Restricted to Certificate, Grad Dip and Master of Business Administration students only.
    Course Description Marketing lies at the core of all business. Whatever the character or size of your entity, its profit can come from only one place; the marketplace. All businesses are dependent on the income they earn from their customers, clients or buyers. In most larger businesses it is marketing managers who are primarily responsible for keeping their company close to its customers. In any case, all those who have a direct responsibility for identifying, reaching and satisfying customers are engaged in marketing and everybody in a business needs to understand its marketplace activities. This course offers a complete introduction to professional marketing thought and action.
    The course explains the nature and purpose of marketing, followed by the fundamentals of each of the most important marketing tasks. It analyses the business need for customer orientation, the evaluation of markets and the targeting of market opportunities. There is then assessment of buyer behaviour and the role of market information. In addition, the course explains how to integrate product and service decisions with those on pricing, distribution and promotion - and why this is necessary.
    Course Staff

    Course Coordinator: Dr Cullen Habel

    Course Timetable

    The full timetable of all activities for this course can be accessed from Course Planner.

  • Learning Outcomes
    Course Learning Outcomes
    Knowledge and Understanding

    This course aims to provide you with the foundations of marketing where you will be introduced to a series of system frameworks that will enable you to identify your customers, analyse the nature of the competitive and industrial environment and develop or evaluate the specifications of a marketing plan based on market research and analysis.
    Within an MBA program the goal is to enable you to develop an understanding of the firm and its customer from a marketing viewpoint, to enable better decision making and strategic planning through understanding the concepts and system framework of marketing.

    Specific Learning Objectives

    On successful completion of this course students will be able to:

    1. Interpret complex marketing issues and problems using relevant theories, concepts and methods with regard to ethical conduct
    2. Apply contemporary marketing theories to the demands of business and management practice
    3. Find and generate information/data needed to inform problem solving in marketing using appropriate methodology
    4. Analyse information/data critically and synthesise new knowledge and communicate that knowledge via engaging written and oral formats
    5. Organise information and data to reveal patterns and themes, and manage teams and evidence gathering and problem solving processes
    6. Conduct the process of inquiry, and respond to feedback, accounting for ethical, social and cultural (ESC) issues

    Communication Skills
    The continuing development of good inter-personal and communication skills is widely recognised as important for all graduates. This course specifically seeks to develop students’ abilities to discuss case studies and write a management style report outlining the marketing profile of an organisation. The MBA Communication Skills Guide is available from the course MyUni site.

    University Graduate Attributes

    This course will provide students with an opportunity to develop the Graduate Attribute(s) specified below:

    University Graduate Attribute Course Learning Outcome(s)
    Deep discipline knowledge
    • informed and infused by cutting edge research, scaffolded throughout their program of studies
    • acquired from personal interaction with research active educators, from year 1
    • accredited or validated against national or international standards (for relevant programs)
    1,2,6
    Critical thinking and problem solving
    • steeped in research methods and rigor
    • based on empirical evidence and the scientific approach to knowledge development
    • demonstrated through appropriate and relevant assessment
    3,4,5
    Teamwork and communication skills
    • developed from, with, and via the SGDE
    • honed through assessment and practice throughout the program of studies
    • encouraged and valued in all aspects of learning
    3,4,6
    Career and leadership readiness
    • technology savvy
    • professional and, where relevant, fully accredited
    • forward thinking and well informed
    • tested and validated by work based experiences
    2,3,4,5,6
    Intercultural and ethical competency
    • adept at operating in other cultures
    • comfortable with different nationalities and social contexts
    • Able to determine and contribute to desirable social outcomes
    • demonstrated by study abroad or with an understanding of indigenous knowledges
    1,6
    Self-awareness and emotional intelligence
    • a capacity for self-reflection and a willingness to engage in self-appraisal
    • open to objective and constructive feedback from supervisors and peers
    • able to negotiate difficult social situations, defuse conflict and engage positively in purposeful debate
    1,2,4,6
  • Learning Resources
    Required Resources
    Text Book: Kotler, P. And Keller, K. L. (2015) Framework for Marketing Management, Global edition 6e, Pearson, New Jersey. ISBN 9781292093147 (or other appropriate text)

    Readings: See Course Materials - Assigned reading material has been provided to generate greater depth of understanding on particular topics and may be discussed during class sessions. It is likely that this material will provide useful examples and references during assessment.

    3.2 ONLINE LEARNING
    Course Website: www.myuni.adelaide.edu.au

    3.3 QUALTRICS DATA COLLECTION SUITE
    As an important part of your course, you will need to become familiar with the collection of quantitative data using a web survey. You will need to get yourself an account by going to www.adelaide.qualtrics.com and using your university password.

    3.4 “ADAPT” FROM THE UNIVERSITY OF ADELAIDE
    ADAPT (Any Device, Any Place and Time) allows staff and students to access their learning and teaching applications on personal devices: desktops, laptops, tablets and smart phones, anywhere:

    • On campus via the UofA wireless network; and
    • Off campus via broadband access and 3G/4G Mobile networks.

    Through this “virtual suite” you will be able to use a range of licensed software products such as Statistical Package for the Social Sciences (SPSS) and the nVIVO Qualitative Data Analysis suite.

    Details for ADAPT can be found at:

    http://www.adelaide.edu.au/technology/yourservices/learning-teaching/adapt/
    Recommended Resources
    Readings
    Session 1 Levitt, T. (2004) ‘Marketing Myopia’ Harvard Business Review
    Rust, R.T., Moorman, C., and Balla, G. (2010) ‘Rethinking Marketing’. Harvard Business Review, Jan-Feb, 94-101.
    Session 2 Ramaswamy, V., and Gouillart, F. (2010) ‘Building the co-creative enterprise’. Harvard Business Review, October, 100-109.
    Peter, JP & Donnelly, JH, (2007) ‘Portfolio Models: Appendix ‘ Marketing management 8th Edition McGraw-Hill, Boston
    Session 3 Ofek, E., and Wathieu, L. (2010) ‘Are you ignoring the trends that could shake up your business?’ Harvard Business Review, July-August, 124-131.
    O’Connell, A. (2010) ‘Reading the public mind’. Harvard Business Review, October, 27-29.
    Session 4 Yankelovich, D., and Meer, D. (2006) ‘Rediscovering market segmentation’. Harvard Business Review, February, 122-131.

    Session 5 Neal, C, Quester, P and Hawkins, D (2005) ‘Evaluating and Selecting Alternatives’, Consumer Behaviour Ch 5, McGraw-Hill, North Ryde
    Wyner, G (2006) ‘The Moment of Truth’ Marketing Management, Jan-Feb, pp8-9
    Session 6 Dann, S. and Dann, S., (2007) "Marketing and Stakeholder Selection" (Ch3) Competitive Marketing Strategy, Pearson, Sydney
    Wathne, Kenneth H. and Heide, Jan B. (2000). "Opportunism in Interfirm Relationships: Forms, Outcomes, and Solutions." Journal of Marketing 64(October): 36-51.
    Session 7 Barwise, P., and Meehan, S. (2010) ‘The one thing you must get right when building a brand’ Harvard Business Review, December 2010, 80-84.
    Rossiter, John, 'Brand Positioning: The Three Level Positioning Procedure' in Uncles, Mark D (2011). Perspectives on Brand Management. Praharan, VIC, Tilde University Press. 9780734610652
    Session 8 Shankar, V., Berry, L.L., and Dotzel, T. (2009) ‘A practical guide to combining products and services’ Harvard Business Review, November, pp. 95-99.

    Shulman, R (2006), ‘Material Whirl’ Marketing Management, pp25-27
    Session 9 Bertini, M., and Wathieu, L. (2010) ‘How to stop customers from fixating on price’, Harvard Business Review, May 2010, 84-91.

    Session 10 Steenkamp, J-B, and Kumar, N. (2009) ‘Don’t be undersold’ Harvard Business Review, December, pp. 90-95.

    Thales Teixera and Elizabeth Anne Watkins (2015) "Showrooming at Best Buy" Harvard Business School Publishing.
    Session 11 Edelman, D.C. (2010) ‘Branding in the Digital Age’ Harvard Business Review, December, 62-69.

    Session 12 Parasuraman, A., V. Zeithaml, et al. (1988). "SERVQUAL: A Multiple-item Scale for Measuring Consumer Perceptions of Service Quality." Journal of Retailing 64(Spring): 12-40.
    Chapter 4 - Lovelock, Christopher H., Patterson, Paul G and Wirtz, Jochen (2011). Services Marketing: An Asia Pacific and Australian Perspective. Frenchs Forest, Pearson. 9-781442-517011

    Cases
    Session 1 Case 0 (2011). Preserve The Luxury Or Extend The Brand?, Harvard Business School Publication Corp. 89: 173-177.
    Session 2 Case 1 Comstock, Beth, Gulati, Ranjay and Liguori, Stephen (2010). "Unleashing The Power Of Marketing." Harvard Business Review 88(10): 90-98.
    Session 3 Case 2 (2011). Time for A Unified Campaign?, Harvard Business School Publication Corp. 89: 129-133.
    Session 4 Case 3 (2012). Should You Listen To the Customer?, Harvard Business School Publication Corp. 90: 129-133.
    Session 5 Case 4 (2012). Target the Right Market, Harvard Business School Publication Corp. 90: 119-123.
    Session 6 Case 5 (2008). The Sure Thing That Flopped, Harvard Business School Publication Corp. 86: 29-37.
    Session 7 Case 6 (2012). When to Drop an Unprofitable Customer, Harvard Business School Publication Corp. 90: 137-141.
    Session 8 Case 7 Dev, Chekitan S., Schulze, Horst, Granoff, Jill, Keller, Kevin Lane and Frampton, Jez (2008). "The Corporate Brand: Help or Hindrance?" Harvard Business Review 86(2): 49-58.
    Session 9 Case 8 (2014). Case Study Second Thoughts About a Strategy Shift, Harvard Business School Publication Corp. 92: 125-129.
    Session 10 Case 9 (2015) "Can Retailers Win Back Shoppers Who Browse then Buy Online?" Thales S. Teixeira and Sunil Gupta
    Session 11 Case 10 (2011). Mentos Viral Marketing Case Study: Turning unexpected online attention to your advantage, MarketLine, a Datamonitor business: 1-15.
    Online Learning
    3.2 ONLINE LEARNING
    Course Website: www.myuni.adelaide.edu.au

    3.3 QUALTRICS DATA COLLECTION SUITE
    As an important part of your course, you will need to become familiar with the collection of quantitative data using a web survey. You will need to get yourself an account by going to www.adelaide.qualtrics.com and using your university password.

    3.4 “ADAPT” FROM THE UNIVERSITY OF ADELAIDE
    ADAPT (Any Device, Any Place and Time) allows staff and students to access their learning and teaching applications on personal devices: desktops, laptops, tablets and smart phones, anywhere:

    • On campus via the UofA wireless network; and
    • Off campus via broadband access and 3G/4G Mobile networks.

    Through this “virtual suite” you will be able to use a range of licensed software products such as Statistical Package for the Social Sciences (SPSS) and the nVIVO Qualitative Data Analysis suite.

    Details for ADAPT can be found at:

    http://www.adelaide.edu.au/technology/yourservices/learning-teaching/adapt/
  • Learning & Teaching Activities
    Learning & Teaching Modes
    4.1 TEACHING & LEARNING MODES

    Seminars consist of lectures and case study presentations. The presentation of case study material seeks to develop a detailed understanding of material covered in lectures. We will also strongly support the face to face work with digital content through the MyUni platform. This will include:
    • Broadcast Emails
    • Powerpoints, Readings and Case Studies all posted online
    • Lecture recordings on video
    • Digital Feedback on assignments – PDF of assignment rubric & video feedback (YouTube Link)

    4.2 GROUP ROTATIONS

    Based on student feedback we have set up a “group rotation” system. You will be assigned your ‘rotation 1” group before you arrive for session 1 and we need you to sit with them as a discussion group for session 1. We will run two more rotations throughout the trimester. This has been highly successful in recent deliveries of the course.
    Workload

    No information currently available.

    Learning Activities Summary

    No information currently available.

  • Assessment

    The University's policy on Assessment for Coursework Programs is based on the following four principles:

    1. Assessment must encourage and reinforce learning.
    2. Assessment must enable robust and fair judgements about student performance.
    3. Assessment practices must be fair and equitable to students and give them the opportunity to demonstrate what they have learned.
    4. Assessment must maintain academic standards.

    Assessment Summary
    Assessment Due Date and time Weight Basis Related Learning Outcome
    Assignment 1: Participation – Inclass, paired “Slice of life”, blog supplement if you like, and individual "I get that!" presentations. All sessions 10% Individual Interpret complex marketing issues and problems using relevant theories, concepts and methods
    Deliver an oral presentation in a professional and engaging manner
    Recognise, and take account of, the importance of ethical conduct in marketing
    Assignment 2: Company Marketing Profile Report – 1500 words Midnight Saturday Feb 27, Via MyUni 20% Individual Apply contemporary marketing theories to the demands of business and management practice
    Analyse information/data critically and synthesise new knowledge to produce coherent individual/team understandings.
    Write, present and perform the processes, understandings and applications of inquiry, and respond to feedback, accounting for ethical, social and cultural (ESC) issues
    Assignment 3: Data Driven Consulting Report – 3000 words Midnight Sat April 9 via MyUni 30% Group work Find and generate information/data needed to inform problem solving in marketing using appropriate methodology
    Organise information and data to reveal patterns and themes, and manage teams and evidence gathering and problem solving processes
    Problem/scope to be negotiated with lecturer Write, present and perform the processes, understandings and applications of inquiry, and respond to feedback, accounting for ethical, social and cultural (ESC) issues
    "Topline Results" In class - Sat April 2. Deliver an oral presentation in a professional and engaging manner
    Assignment 4:Case Study Discussion Select a case throughout the trimester 5% Group work Interpret complex marketing issues and problems using relevant theories, concepts and methods
    Deliver an oral presentation in a professional and engaging manner
    Analyse information/data critically and synthesise new knowledge to produce coherent individual/team understandings.
    Final Exam: 2 hours open book April 30, 5pm. 35% Individual Interpret complex marketing issues and problems using relevant theories, concepts and methods
    Analyse information/data critically and synthesise new knowledge to produce coherent individual/team understandings.
    Apply contemporary marketing theories to the demands of business and management practice
    Recognise, and take account of, the importance of ethical conduct in marketing
    Assessment Related Requirements
    5.3 REQUIREMENTS
    • To gain a pass for this course, a mark of at least 45% must be obtained on the examination as well as a total of at least 50% for individual work and a mark of 50% overall. Students not achieving the minimum exam mark will be awarded no more than 49 for the course.
    • Assessment marks prior to the final exam will be displayed on the course website. Students are encouraged to check their marks and notify the Lecturer-in-Charge of any discrepancies.
    • Legible hand-writing and the quality of English expression are considered to be integral parts of the assessment process. Marks may be deducted because of poor hand-writing.
    • Students must attend at least 80% of classes or they will forgo their right to a supplementary exam on academic grounds

    5.5 SUBMISSION
    Presentation of Assignments
    • Please must retain a copy of all assignments submitted.
    • All assignments must be submitted electronically through the MyUni assignments portal
    • Please attach an ‘Assignment Cover Sheet’, which is signed and dated by you before submission.
    • All group assignments must be attached to a ‘Group Assignment Cover Sheet’, which must be signed and dated by all group members before submission. All team members are expected to contribute approximately equally to a group assignment.
    • Lecturers can refuse to accept assignments which do not have a signed acknowledgement of the University’s policy on plagiarism.
    • Assignments cannot be reworked and resubmitted after marking.
    Assessment Detail
    Assignment 1 - Class Discussion and (optional) blog support (Individual grade 10%)
    Get involved
    By the end of the course, I will know all of you pretty well. I will have spent over 35 hours in a classroom with you, seen some projects and taken attendance (really just as a reminder to me). This is ample opportunity for me to allocate 10% of the course mark to the quality of your contribution. This can be confronting for some people, but part of the transition to senior manager role involves being prepared to comment when the opportunity arises.
    So this component of assessment in the course is essentially around the week’s case study, but general engagement within the class is good too.
    Do two “slice of life” presentations
    Once this trimester you will present your case study analysis (assignment 4). You will need to nominate two other sessions where you present what we call a “slice of life” presentation. We will do these in the first rotation of groups.

    I will do one in our first session, but a “slice of life” presentation is simply a slick five minute presentation where you take a piece of the theory of the course and show where it’s happening in the real world. It may be price bundling with phone contracts, the basics of exchange with a cool total product, integrated marketing communications with a company’s social media, the extra three Ps of service in a supermarket – the list is endless. But make it a punchy, clever single point presentation. If you’re putting a ppt slide up it must be ready to instantly go, so you can and should get onto the PC before we start. We will agree on the order at the beginning of each intensive, but we’ll fire the shot at unpredictable moments.
    Why not build a blog?
    Grasp the nettle. Many people in business these days are creating a simple reflective blog – allowing it to be public but enhancing their personal brand. If you feel a little uncomfortable about speaking up in class, then why not do some reflection in a blog – even one that is public. This provides a triple benefit; you learn a few new skills, you can supplement the insights you demonstrated in the class, and it pumps you up the Google rankings against your name. In the first session I’ll show you how to get a blog going. It’s a five minute job. For the “tragic” among us, we might feed the blog with an outreach medium such as Twitter.
    “I get that!” article reviews
    Throughout the Trimester we will present a brief (four minute) review of a page that comes from an industry or trade journal. We will use “Research News” from the Australian Market and Social Research Society” and “B&T” from the Australian Marketing Institute. Your review doesn’t need to be deep – or even directly related to marketing – but it’s a chance to engage with industry journals and share it with the class. It’s meant to be light and breezy – but it’s useful.
    So for A1 the overarching criterion is as follows:
    The instructor’s subjective assessment of the student’s contribution to the discussion of marketing concepts, principles and examples. This can occur in a face-to-face or blog context, or both.

    Assignment 2 - Company Marketing Profile Report (Individual grade 20%)
    In 1500 words, using a company/product/brand with which you are familiar (your employer for example) you are required to prepare a Marketing Profile Report. Use a business report format (executive summary, table of contents, appendices). Using the learning from Sessions 1-3 you will need to critically assess the organisation/product/brand and its environment and address:
    1. What is the orientation toward the marketplace?
    2. What are the needs (provide a definition in marketing terms)?
    3. What are major competitive issues facing the company/product/brand?
    4. What marketing research is currently conducted/required (info. needed, how to collect)?
    5. Utilise your answers to questions 1-4 to derive recommendations for the company/product/brand.


    Assignment 2: Assessment Criteria




    Assignment 3 – “Data Driven Consulting” Report (Group Grade 30%)
    3000 words – table of contents, appendices and tables are excluded from a word count.
    Students will be formed into groups and real-life problems, or a case, will be negotiated early in the trimester. The cases relate to a description of a particular real life situation that can be illuminated through the collection of quantitative data. Acting as the CEO, the lecturer will ask the group, as the Marketing Director, for a recommendation on a course of action – based on the group’s real life quantitative data collection and analysis.
    This approach requires the group to take an evidence based approach to problem solving. The key assessment criteria involve:
    Executive summary: A complete, but succinct, review of the entire content of the paper. This should particularly include a description of the business problem, the research problem, data collection, findings, conclusions and recommendations
    Research Issues and Objectives: Should include a clear definition of the business problem and how this relates to a research problem – the thing you can address by the collection of data. Objectives are the insights you expect to have once you have collected the data you expect you need and analysed it well
    Methodology: This is where you describe how you designed for data collection, as well as how you collected and analysed the data. How did you translate the research problem into research questions, then relevant variables, and how did you build your questionnaire to collect these variables? What analysis method did you use to make sense of the raw data?
    Results / Findings: What did the data tell you? In particular what can you say about your research questions now you have collected and analysed your data?
    Conclusions: What message do you have for the reader? You have understood their business problem and through this research process gathered data to understand that problem. This is where you show the insights that your research has generated.
    Recommendations: You know things about the client’s business that they did not know before you did this research. Here is where you add the most value, because as a knowledgeable consultant you can give them a range of things you think they should be doing.
    Limitations, Appendics, Ethical Conduct: How honestly have you conducted this research? Have you been up front about your study’s limitations? Have you provided enough insight to the raw data and your secondary data sources?
    Engaging with the business: This criterion provides a multiplying effect. If the report shows a clear and continuous focus on the client’s business problem it will attract a multiplier of up to 10% (x1.1). Should the report fail to relate to a business problem it may be de-rated by 10% (x0.9)

    Do:
    • Present the case in report format with subheadings and paragraphs following a logical structure.
    • Use tables, diagrams and further analysis of data to clarify, illustrate and supplement analysis and support your recommendations.
    • Use page numbers and 1½ spacing for ease of reading and feedback.
    • Provide references and some form of data tabulation in your appendices to provide a transparent link to your sources.
    • Use citations from original sources when they are used, using an accepted format such as Harvard. If sources have not been acknowledged, they will be considered as plagiarised!
    • Proof read your reports thoroughly, for grammatical and spelling errors.

    Do not:
    • (DO NOT) Use bullet points unless you are simply presenting a list which is self explanatory. Bullet points do not lend themselves to discussion and explanations.
    • (DO NOT) Copy material or use ideas from other sources without acknowledging the source. Failure to acknowledge the source will be interpreted as plagiarism which is a serious offence.
    • (DO NOT) Include raw quantitative data in the appendix – some data reduction is required.


    Assignment 3: Assessment criteria


    “Topline Results” presentation
    On April 2, you get the opportunity to present your preliminary results to the class, to obtain feedback and fine tune your final report. While this is not a formally assessed part of the course – it’s all a part of the participation/engagement picture (A1) and the making of your A3 argument.
    Assignment 4 - Case Study Presentation and Discussion (Collaborative Work Grade 5%)
    Each group of students will briefly present a negotiated case, outline relevant questions and facilitate the related discussion. The focus of each session should be on the previous week’s topics and relevant topics from earlier seminars.

    Presenting students will be expected to:
    1. provide a brief summary of the case, the relevant environment and issues arising from the case, including prior reading of any websites
    2. develop suitable questions for discussion, and
    3. give their considered points of view as part of a facilitated discussion of all students in the class.

    All students should come prepared and be able to take part in the discussion of issues that arise in the course of the case discussion. The presenting students will facilitate discussion among the class to further explore the question and thinking related to formulating an answer to case discussion questions. If required, the lecturer will add additional questions and support facilitation of the relevant discussion. This discussion is a key part of developing the learning and thinking required for the learning objectives of this course and the graduate attributes.

    Assignment 4: Assessment criteria
    Submission

    No information currently available.

    Course Grading

    Grades for your performance in this course will be awarded in accordance with the following scheme:

    M10 (Coursework Mark Scheme)
    Grade Mark Description
    FNS   Fail No Submission
    F 1-49 Fail
    P 50-64 Pass
    C 65-74 Credit
    D 75-84 Distinction
    HD 85-100 High Distinction
    CN   Continuing
    NFE   No Formal Examination
    RP   Result Pending

    Further details of the grades/results can be obtained from Examinations.

    Grade Descriptors are available which provide a general guide to the standard of work that is expected at each grade level. More information at Assessment for Coursework Programs.

    Final results for this course will be made available through Access Adelaide.

  • Student Feedback

    The University places a high priority on approaches to learning and teaching that enhance the student experience. Feedback is sought from students in a variety of ways including on-going engagement with staff, the use of online discussion boards and the use of Student Experience of Learning and Teaching (SELT) surveys as well as GOS surveys and Program reviews.

    SELTs are an important source of information to inform individual teaching practice, decisions about teaching duties, and course and program curriculum design. They enable the University to assess how effectively its learning environments and teaching practices facilitate student engagement and learning outcomes. Under the current SELT Policy (http://www.adelaide.edu.au/policies/101/) course SELTs are mandated and must be conducted at the conclusion of each term/semester/trimester for every course offering. Feedback on issues raised through course SELT surveys is made available to enrolled students through various resources (e.g. MyUni). In addition aggregated course SELT data is available.

  • Student Support
  • Policies & Guidelines
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