INTBUS 3501 - Corporate Responsibility for Global Business III
North Terrace Campus - Semester 2 - 2015
General Course Information
Course Code INTBUS 3501 Course Corporate Responsibility for Global Business III Coordinating Unit Business School Term Semester 2 Level Undergraduate Location/s North Terrace Campus Units 3 Contact Up to 3 hours per week Available for Study Abroad and Exchange Y Course Description This course gives students an insight into how to anticipate and deal with some of the major challenges faced in the international business arena. Topics include: an introduction to the economics and politics of globalisation and the emergence of "corporate social responsibility"; internal corporate governance issues - how a company identifies new markets, manages risks, overcomes exporting and importing challenges while dealing with trade law and the WTO; external challenges - how a company navigates corporate legal obligations, consumer concerns, labour and human rights issues, poverty, sustainable development and environmental issues.
Course Coordinator: Sanjaya KuruppuAcademic in charge:
Mr. Sanjaya Kuruppu
Business School, University of Adelaide
Course Website: www.myuni.adelaide.edu.au
The full timetable of all activities for this course can be accessed from Course Planner.Lectures
Day: Monday: 3:00 pm – 5:00 pm
Place: Ligertwood, 333, Law, Lecture Theatre 2
Duration: 1 hour and 50 minutes
Commencing: Monday 27th July 2015 [Note - no tutorials in Week 1]
Weekly Lecture Topic
Date and Lecturer
Course Information and Introduction
to the Corporation in Society
1 Monday 27th July
Mr. Sanjaya Kuruppu
1 & 2 Business and the Social
2 Monday 3th August
Assoc Prof. Janice Loftus
3 & 7 Business and the Social
3 Monday 10th August
Assoc Prof. Janice Loftus
4 & 5 Business and Government in a
Global Society – The Challenges of
4 Monday 17th August
Mr. Sanjaya Kuruppu
6 Business and Government in a
Global Society – Relations
5 Monday 24th August
Mr. Sanjaya Kuruppu
8 Business and Government in a
Global Society – the Political
6 Monday 31st October
Mr. Sanjaya Kuruppu
9 The Corporation and the Natural
7 Monday 7th September
Mr. Sanjaya Kuruppu
10 & 11 Business and Technological
8 Monday 14th September
Mr. Sanjaya Kuruppu
12 & 13 MID SEMESTER BREAK 21nd September to
Building Relationships with
Stakeholders – Stockholder Rights and Consumer Protection
9 Details to be announced
Mr. Sanjaya Kuruppu
NOTE: Monday 5th October is a Public Holiday
14 & 15 Building Relationships with
Stakeholders –Employees and
10 Monday 12th October
Mr. Sanjaya Kuruppu
16 & 17 Building Relationships with
Stakeholders – Community, Business and the Media
11 Monday 19th October
Mr. Sanjaya Kuruppu
18 & 19 Exam Information and Revision 12 Monday 26th October
Mr. Sanjaya Kuruppu
Course Learning OutcomesThis course is designed as an introductory course in corporate responsibility for global business. The objectives of this course are to provide students with an understanding of the key concepts of corporate responsibility for global business and to provide an insight into the role of the corporation and its stakeholders including the social environment, the business and ethical environment, business and government in a global society, the corporation and the natural environment, business and technological change, and how the corporation can build relationships with stakeholders. In meeting these objectives, this course will:
Knowledge and Understanding
- Broaden students’ appreciation of corporate responsibility for global business issues across the corporation and society;
- Enhance their understanding of how organizations go about corporate and socially responsible decisions in global business;
- Develop their necessary skills so as to be able to be involved in international operations within an awareness of how to identify and address issues of corporate responsibility for large and smaller global organisations;
- Appreciate multiple perspectives of culture, business arrangements and organizational structure for addressing corporate responsibility in global business; and
- Understand the ethics and environmental impact of global business activities.
- Provide students with the opportunity for continuing development of good inter-personal and communication skills, which is widely recognized as important for Business graduates; and
- Develop students’ abilities to analyze documentary material, to work in groups, and to write a group management report.
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) Knowledge and understanding of the content and techniques of a chosen discipline at advanced levels that are internationally recognised. 1,2,3,4,5 The ability to locate, analyse, evaluate and synthesise information from a wide variety of sources in a planned and timely manner. 1,2,3,4,5 An ability to apply effective, creative and innovative solutions, both independently and cooperatively, to current and future problems. 1,2,3,4,5,7 Skills of a high order in interpersonal understanding, teamwork and communication. 6,7 A proficiency in the appropriate use of contemporary technologies. 6,7 A commitment to continuous learning and the capacity to maintain intellectual curiosity throughout life. 1,2,3,4,5 A commitment to the highest standards of professional endeavour and the ability to take a leadership role in the community. 1,2,3,4,5,6,7 An awareness of ethical, social and cultural issues within a global context and their importance in the exercise of professional skills and responsibilities. 1,2,3,4,5,6,7
Required ResourcesPrescribed text
Anne T. Lawrence and James Weber (2014). Business and Society: Stakeholders, Ethics, Public Policy. (14th Edition). New York: McGraw-Hill and Irwin, McGraw Hill Companies.
Recommended ResourcesReference Books
Bainbridge, S. (2008). The New Corporate Governance in Theory and Practice. Oxford: Oxford
Hill, C. W. L., Cronk, T. & Wickramasekera, R. (2008). Global Business Today: An Asia-Pacific
Perspective. Sydney: McGraw Hill.
Hoekman, B. M. & Kostecki, M. M. (2010). The Political Economy of the World Trading System. (3rd edn.). Oxford: Oxford University Press.
Homann, K., Koslovski, P. & Luetge, C. (2007). Globalisation and Business Ethics. Hampshire, UK: Ashgate Publishing Company.
Litvin, D. (2004) Empires of Profit: Commerce, Conquest and Corporate Responsibility (2nd edn.). New York: Texere.
Monks, R. A. G. & Minow, N. (2008). Corporate Governance. (4th edn.). Chichester, UK: John Wiley
Shapiro, A. C. & Sarin, A. (2008). Foundations of Multinational Financial Management. New York: John Wiley & Sons.
Sharma, S. & Starik, M. (eds) (2003). Research in Corporate Sustainability: The Evolving Theory and Practice of Organizations in the Natural Environment. Cheltenham UK: Edward Elgar Publishing Ltd.
Soros, G. (2009). The Crash of 2008 and What It means: The New Paradigm for Financial
Markets. New York: Public Affairs.
Soros, G. (2005). George Soros on Globalization. New York: Public Affairs. Stiglitz, J. (2007). Making Globalization Work. New York: WW Norton & Co. Stiglitz, J. (2003). Globalization and Its Discontents. New York: WW Norton & Co.
Tricker, R. I. (2009). Corporate Governance: Principles, Policies and Practices. Oxford: Oxford
Vagelos, P. R. & Galambos, L. (2006). The Moral Corporation : Merck Experiences. Cambridge: Cambridge University Press.
Waddock, S. (2008). Leading Corporate Citizens: Vision, Values, Value-Added. (3rd edn.) New
York: McGraw-Hill Irwin.
Berry, H. (2009),“Corporate Governance: Beyond Convergence? A Comparative Analysis in the
Wake of the Global Credit Crunch”, Global Business and Economics Review, 11(3-4): 234-250.
Brennan, M. N. & Solomon, J. (2008), “Corporate governance, accountability and mechanisms of accountability: an overview‟, Accounting, Auditing & Accountability Journal, 21(7): 885-906.
Bitektine, A. (2011), “Towards a theory of social judgments of organizations: The case of legitimacy, reputation, and status”, Academy of Management Review, 36(1): 151-179.
Borsch, A. (2004), “Globalisation, shareholder value, restructuring: the (non)-transformation of
Siemens”, New Political Economy, Sep 2004, 9(3): 365-387.
Deephouse, D. L. & Suchman, M. (2008), "Legitimacy in organizational institutionalism." The Sage handbook of organizational institutionalism, (2008): 49-77.
Dine, J. & Shields, K. (2008), “Fair trade and reflexive democracy”, European Business
Organization Law Review, 9(2): 163-186.
Donaldson, T. & Preston, L. E. (1995), “The stakeholder theory of the corporation: Concepts, evidence, and implications”, The Academy of Management Review, 20(1): 65-91.
Doyle, T. & Doherty, B. (2006), “Green public spheres and the green public state: the politics of
emancipation and ecological conditionality‟, Environmental Politics, Nov2006, 15(5): 881-892.
Driver, C. & Shepherd, D. (2005), “Capacity utilisation and corporate restructuring: a comparative
study of the US, UK and other EU countries”, Cambridge Journal of Economics, Jan2005, 29(1):
Frederiksen, C. S. (2010), “The Relation Between Policies Concerning Corporate Social Responsibility (CSR) and Philosophical Moral Theories – An Empirical Investigation”, Journal of Business Ethics, May 2010, 93(3): 357-371.
Fritsch, S. (2008), “The UN Global Compact and the global governance of corporate social responsibility: complex multilateralism for a more human globalization?”, Global Society, 22(1): 1-
Kristin Hah & Freeman, S., (2014) “Multinational enterprise subsidiaries and their CSR: a conceptual framework of the management of CSR in smaller emerging economies”, Journal of Business Ethics, 122(1): 125-136.
Holmes, L. (2009), “Good guys, bad guys: transnational corporations, rational choice theory and
power crime”, Crime Law and Social Change, Apr2009, 51(3-4): 383-397.
Kurihara, Y. (2005), “The changing corporate governance in Japan: adapting to globalisation”,
Global Business & Economics Review, Feb7-2005, 1(1): 82.
Lewis, A. & Juravle, C. (2010), “Morals, Markets and Sustainable Investments: A Qualitative Study of “Champions”„ Journal of Business Ethics, May2010, 93(3): 483-494.
Moshirian, F. (2008), “Globalisation, Growth and Institutions”, Journal of Banking and Finance,
Mitchell, R. K., Agle, B. R. & Wood, D. J. (1997), “Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of Who and What Really Counts”, Academy of Management Review, 22(4): 853-886.
Neville, B. A., Bell, S. J. & Whitwell, G. J. (2011), “Stakeholder Salience Revisited: Refining, Redefining, and Refueling an Underdeveloped Conceptual Tool”, Journal of Business Ethics, 102(3): 357-378.
Newell, P. (2005), “Citizenship, accountability and community: the limits of the CSR agenda”,
International Affairs, May2005, 81(3): 541-557.
Turner, M. (2007), “Society must be protected: Polanyi‟s “double movement” and the regulation of
conflict goods”, Journal of Corporate Citizenship, 26: 85-100.
Utting, P. & Zammit, A. (2009), “United Nations – Business Partnerships: Good Intentions and
Contradictory Agendas”, Journal of Business Ethics, Oct2009, Supplement 2, 89: 39-56.
Welford, R. (2003), “Beyond systems: a vision for corporate environmental management for the future”, International Journal of Environment and Sustainable Development, Aug 27-2003, 2(2):
Useful Web Sites
Acumen Fund: www.acumenfund.org
Aspen Institute, Colorado (US): www.aspeninstitute.org
Australian Centre for Corporate Social Responsibility: www.accsr.com.au
Australian Institute of Company Directors: www.companydirectors.com.au
Business Ethics - The Magazine of Corporate Responsibility: www.business-ethics.com
Centre for Research on Globalisation and Economic Policy, Nottingham University (UK):
Corporate Watch: www.corpwatch.org
Corporate Responsibility Coalition of NGOs (CORE): www.corporate-responsibility.org
CSR Asia: www.csr-asia.com
International Development Research Centre (Canada): http://www.idrc.ca/en/ev-1-201-1- DO_TOPIC.html
Multinational Monitor: www.multinationalmonitor.org
Online LearningLecture slides will be uploaded to MyUni.
In addition, course communication and possible additional readings and links will be provided in MyUni throughout the course.
Learning & Teaching Activities
Learning & Teaching Modes
Lectures (2 hours per week) and tutorials (1 hour per week). Please NOTE tutorials begin in Week 2 of Lectures. There are no tutorials in Week 1 of Lectures.
The information below is provided as a guide to assist students in engaging appropriately with the course requirements.Students in this course are expected to attend all lectures and tutorials throughout the intensive program.
Learning Activities SummaryAs per Course Timetable above.
TUTORIALSTutorials will be held on the dates indicated in the Timetable. In preparation for each Tutorial, students are expected to read the allocated case and prepare written (typed) answers. Do not answer the questions located at the end of the case in the textbook. Instead, you will follow the Preparing Written Answers to Cases outlined below, which will enhance your problem solving skills. Schedule for Tutorials is listed below.
Tutorials are an important component of your learning in this course. The communication skills developed in tutorials by regularly and actively participating in discussions are considered to be most important to the Business School and are highly regarded by employers and professional bodies.
Preparing Written Answers to Cases: (limited to 3 pages, maximum)
1. Begin by reading the case thoroughly, and underline the key facts.
2. Provide a brief„ situation analysis summarising the key facts that comprise the case. This should take a paragraph or two at the most. You might like to use dot points here if this is easier.
3. Analysis of the case begins by identifying the most important problems that the case raises and then trying to highlight the main problem. It is important to highlight the main problem and other important problems by using a Stakeholder Theory Approach and/or another appropriate theoretical approach discussed in lectures. This means we are
trying to include a number of different stakeholders and their views. You are not just relying on presenting one group of stakeholders as more important than another. We are trying to understand the problems that the case raises but from the perspective of various
stakeholders and theoretical perspectives. This may often involve a wider social and economic perspective. For example, refer to p. 8 of your prescribed textbook for a summary of the Market Stakeholders of Business, and to p. 10 for a summary of the Non Market Stakeholders of Business. Choose 3-4 Market and Non- Market stakeholders and discuss how they might view the case in terms of problems. What is their main problem? Why? This should take a page or two at the most.
4. Finally, we need to provide a Solution or Recommendation. Refer to p. 17 of your prescribed textbook to see how a Stakeholder Map of a Proposed Plant Closure has been displayed with
‘for’ and ‘against’ views or position on the issue. Choose some Market and Non-Market Stakeholders of the Business Case and briefly summarise the positions for these selected stakeholders. You might like to offer a short term and a long term summary of your selected
stakeholders and their position of the issue. This should take no more than one page.
Coca-Cola’s Water Neutrality
1 Monday 3th August Lawrence & Weber
(2014), pp. 43-44
Apple’s Supplier Code of
Conduct and Foxconn’s
2 Monday 10th August Lawrence & Weber
(2014), pp. 155-157
Chiquita Brands: Ethical
Responsibility or Illegal
3 Monday 17th August Lawrence & Weber
(2014), pp. 88-89
Conflict Colton in the Global
Electronics Industry Supply
4 Monday 24th August Lawrence & Weber
(2014), pp. 134-136
Derivative Losses at
5 Monday 31st August Lawrence & Weber
(2014), pp. 180-182
Stop Online Piracy Act – A Political Battle between Old
and New Media
6 Monday 7th September Lawrence & Weber
(2014), pp. 207-208
Clean Cooking 7 Monday 14th September Lawrence & Weber
(2014), pp. 232-233
University Mid-Semester Breaks Cardholders’ Information at
8 Monday 5th October is a PUBLIC HOLIDAY. Students must attend another tutorial for this week only. Lawrence & Weber
(2014), pp. 305-306
Big Fat Liability 9 Monday 12th October Lawrence & Weber
(2014), pp. 353-354
No Smoking Allowed – On
the Job or Off
10 Monday 19th October Lawrence & Weber
(2014), pp. 376-377
“Pink Sliming” the Processed
11 Monday 26th October Lawrence & Weber
(2014), pp. 444-445
Lecturer: Sanjaya Kuruppu
Lecturer: Assoc. Prof. Janice Loftus
Consultation times will be set by the lecturer and or tutors in the first week of lectures. This information will also be placed on MyUni.
The full timetable of all activities for this course can be accessed from the Course Planner at http://access.adelaide.edu.au/courses/search.asp?year=2011
Small Group Discovery ExperienceFormal implementation of small group discovery experience (SGDE) in this course is scheduled for 2016. While the learning activities are designed to develop the research and problem solving skills that are intregal to SGDE, this will be effected primarily through individual learning and assessment tasks in 2015.
The University's policy on Assessment for Coursework Programs is based on the following four principles:
- Assessment must encourage and reinforce learning.
- Assessment must enable robust and fair judgements about student performance.
- Assessment practices must be fair and equitable to students and give them the opportunity to demonstrate what they have learned.
- Assessment must maintain academic standards.
Assessment SummaryAssignment: Business Report 30%
Due Date: 12.00 pm on Wednesday 7 October 2015 (Week 9)
Location: Please submit the Business Report on MyUni. Further instructions will be given on how to do this closer to the time.
Formative/summative assessment to evaluate the students practical implementation of the main concepts covered.
The continuing development of good written communication skills is widely recognised as important for Business graduates. This course specifically seeks to develop students abilities to analyse documentary material, to apply relevant theories, and to write an individual management report.
Application of current concepts and theories is expected in the written report. Active use of online sources is encouraged. Assess the students knowledge of various links and data sources to search for Corporate and Social Responsibility and
Global Perspective related information.
Contribution in Tutorials 10%
Formative assessment of the students application of current concepts and theories, individually, and in group discussions.
Active use of online sources is encouraged. Assess the students knowledge of various links and data sources to search for Corporate and Social Responsibility and Global Perspective related information.
Final Exam 60%
Summative test to assess the students basic understanding of the fundamental principles and practices of corporate responsibility for global business, and application of current concepts and theories, individually.
There will be a 3 hour exam which will include a comprehensive case study and discussion type questions. (Closed Book).The date of the exam will be communicated through the University's Central Student Administration.
Assessment Related RequirementsTUTORIALS
For tutorial sessions, hand-ins of student preparation work to the tutor is required. The case analysis MUST be TYPED. Marks will be allocated for class participation and contribution to class discussion. To be eligible for the 10% tutorial contribution mark, students are required to achieve “satisfactory” for at least 8 tutorial hand-ins. Students failing to fulfil this requirement will be awarded 0% for this assessment item.
To gain a pass, a mark of at least 50% must be obtained on the examination as well as a total of at least 50% overall. The final examination will comprise of a case study and discussion questions. Students not achieving the minimum exam mark will be awarded no more than 49.
Assessment DetailThe assessment components are as follows:
Assignment: Business Report 30%
Due Date: 12.00 pm on Wednesday 7 October 2015 (Week 9)
Location: Please submit Business Report on MyUni. Further instructions will be given on how to do this closer to the time.
Details of the assignment will be given after the commencement of the course.
Contribution in Tutorials (10%)
For tutorial sessions, hand-ins of student preparation work is required. A copy must be handed to the tutor in the tutorial. Students should retain a second copy for note taking during the tutorial. These will not be graded, but will each be assessed as one of:
• Satisfactory (made a satisfactory attempt to answer all questions and applied relevant theory)
• Unsatisfactory (did not attempt all questions & failed to demonstrate an understanding of relevant theory)
• Not submitted.
Hand-ins (minimum 1 page length and typed, maximum of 3 pages) will be collected from the first tutorial (in Week 2 – Lectures) till the final tutorial in Week 12 (lectures) inclusive.
Tutors will not annotate your hand-ins with comments. It will be your responsibility to keep notes of what you learned from attending the relevant tutorial.
Marks will be allocated for class participation and contribution to class discussion. To be eligible for the 10% tutorial contribution mark, students are required to achieve “satisfactory” for at least 8 tutorial hand-ins. Students failing to fulfil this requirement will be awarded 0% for this assessment item.
Sample answers will not be issued - given that for„ live cases (very recent current events), there is never one perfect solution!
NOTE: Marks will not be earned by mere attendance at tutorials or by preparing answers to the Case for tutorials. Marks will be allocated for class participation and contribution to class discussion.
Final Exam 60%
Exam Period: November 2015
To gain a pass, a mark of at least 50% must be obtained on the final examination as well as a total of at least 50% overall. The final examination will comprise of a case study and discussion questions. Students not achieving the minimum exam mark will be awarded no more than 49.
There will be a 3 hour exam which will include a comprehensive case study and discussion type questions. (Closed Book).The date of the exam will be communicated through the University‟s Central Student Admi
SubmissionStudents must retain a copy of all assignments (Business Report) and tutorial activities (Cases)
All individual assignments must be attached to an Assignment Cover Sheet which must be signed and dated by the student before submission.
Markers can refuse to accept assignments which do not have a signed acknowledgement of the
University’s Policy on Plagiarism: www.adelaide.edu.au/policies/230/.
Assignment Guidelines including Referencing Details
A copy of the Postgraduate Programs: Communication Skills Guide will have been given to you at the beginning of your program. This guide will assist you structure your assignments. A copy of the guide can also be downloaded from http://www.business.adelaide.edu.au/current/mba/download/2009MBACommSkillsGuide.pdf
This publication also provides guidelines on a range of other important communication skills including writing essays and management reports, making oral presentations, etc.
In preparing any written piece of assessment for your postgraduate studies it is important to draw on the relevant, literature to support critical analysis. Also essential is to reference the literature used. Correct referencing is important because it identifies the source of the ideas and arguments that you present, and sometimes the source of the actual words you use, and helps to avoid the
problem of plagiarism. (Further information on plagiarism is provided later in this course outline.)
The Harvard system is widely used in the Business School. Guidelines for the use of this style of referencing can be found in the Communication Skills Guide.
Further assistance with referencing is available from the Faculty‟s Learning Support Advisors. The
contact details are provided on page 6 of the Communication Skills Guide.
Late Assignment Submission
Students are expected to submit their work by the due date to maintain a fair and equitable system. Extensions will generally only be given for medical or other serious reasons. All requests for extensions must be emailed to the lecturer in charge of the course before the due date. Each request will be assessed on its merits. A late assignment (without prior arrangement) will be penalised by a 5% mark reduction for each day that it is late. It includes the weekend.
Return of Assignments
Lecturer has an aim to mark and return assignments to students within three (3) weeks of the due date with written feedback. Students are responsible for collecting their marked assignments from the Student Hub desk and/or other media that the academic-in-charge will explain during the course. The marked assignments will be available at the Student Hub for two (2) weeks or online via other media. The remaining assignments will only be posted out to the students, if the correct mailing addresses are on the assignments.
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.
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.
- Academic Support with Maths
- Academic Support with writing and speaking skills
- Student Life Counselling Support - Personal counselling for issues affecting study
- International Student Support
- AUU Student Care - Advocacy, confidential counselling, welfare support and advice
- Students with a Disability - Alternative academic arrangements
- Reasonable Adjustments to Teaching & Assessment for Students with a Disability Policy
- LinkedIn Learning
Policies & Guidelines
This section contains links to relevant assessment-related policies and guidelines - all university policies.
- Academic Credit Arrangement Policy
- Academic Honesty Policy
- Academic Progress by Coursework Students Policy
- Assessment for Coursework Programs
- Copyright Compliance Policy
- Coursework Academic Programs Policy
- Elder Conservatorium of Music Noise Management Plan
- Intellectual Property Policy
- IT Acceptable Use and Security Policy
- Modified Arrangements for Coursework Assessment
- Student Experience of Learning and Teaching Policy
- Student Grievance Resolution Process
Students are reminded that in order to maintain the academic integrity of all programs and courses, the university has a zero-tolerance approach to students offering money or significant value goods or services to any staff member who is involved in their teaching or assessment. Students offering lecturers or tutors or professional staff anything more than a small token of appreciation is totally unacceptable, in any circumstances. Staff members are obliged to report all such incidents to their supervisor/manager, who will refer them for action under the university's student’s disciplinary procedures.
The University of Adelaide is committed to regular reviews of the courses and programs it offers to students. The University of Adelaide therefore reserves the right to discontinue or vary programs and courses without notice. Please read the important information contained in the disclaimer.