HLTH SC 7500OL - Management Challenges in Health

Online - Online Teaching 6 - 2021

Healthcare organisations in the 21st century are being challenged by rapid changes. These include the impact of an ageing population that is straining healthcare resources and delivery, advances in medical technology, digitisation of workflow, increased consumer expectations about the quality of care, changes in the roles and responsibilities of healthcare organisations, competition for market dominance, unparalleled growth in the knowledge-based healthcare economy, and imbalances in workforce distribution. Due to these changes, healthcare organisations must adapt, learn and innovate. This requires a paradigm shift in the mindset and skills of healthcare leaders, managers and practitioners. In this course, you will learn management concepts, tools and techniques to address some of the daunting challenges that healthcare organisations are facing. The course modules consist managing organisational transformation, managing change, managing strategy, managing complexity, managing services, managing organisational behaviour, managing knowledge, managing employee performance and the meta management approach. The course uses real-world health-related scenarios in its materials and assessments to develop optimal learning.

  • General Course Information
    Course Details
    Course Code HLTH SC 7500OL
    Course Management Challenges in Health
    Coordinating Unit Health Sciences Faculty Office
    Term Online Teaching 6
    Level Postgraduate Coursework
    Location/s Online
    Units 3
    Prerequisites MANAGEMT 7123OL, MANAGEMT 7124OL, MANAGEMT 7125OL, MANAGEMT 7126OL, ECON 7244OL, MANAGEMT 7127OL, MANAGEMT 7128OL and MANAGEMT 7131OL
    Course Description Healthcare organisations in the 21st century are being challenged by rapid changes. These include the
    impact of an ageing population that is straining healthcare resources and delivery, advances in medical technology, digitisation of workflow, increased consumer expectations about the quality of care, changes in the roles and responsibilities of healthcare organisations, competition for market dominance, unparalleled growth in the knowledge-based healthcare economy, and imbalances in workforce distribution. Due to these changes, healthcare organisations must adapt, learn and innovate. This requires a paradigm shift in the mindset and skills of healthcare leaders, managers and practitioners. In this course, you will learn management concepts, tools and techniques to address some of the daunting challenges that healthcare organisations are facing. The course modules consist managing organisational transformation, managing change, managing strategy, managing complexity, managing services, managing organisational behaviour, managing knowledge, managing employee performance and the meta management approach. The course uses real-world health-related scenarios in its materials and assessments to develop optimal learning.
    Course Staff

    Course Coordinator: Dr Athar Qureshi

    Course Timetable

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

  • Learning Outcomes
    Course Learning Outcomes
    1 Critically evaluate core management principles as they apply to the healthcare environment (including managing complexity; systems thinking; managing change; organisational behaviour; leadership).
    2 Evaluate and apply core principles of designing and managing systems in health service delivery.
    3 Use appropriate frameworks and tools to critique service delivery models in the broader healthcare context
    4 Apply current state analysis approaches to address organisational challenges.
    5 Create a future state vision for a healthcare organisation by developing a healthcare transformation strategy.
    6 Apply inter-professional communication, collaboration and teamwork skills to a healthcare management problem.
    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, 3,4, 5, 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
    1, 2, 3,4, 5, 6
    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
    4, 5, 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
    1, 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, 2, 5, 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, 3, 4, 6
  • Learning Resources
    Required Resources
    Course Readings are not included in this document, the Academic SME is required to create a final reading list and upload this to the University library during the creation of the course. The library will check copyright compliance while processing this list. Leganto is the tool used to manage Course Readings. The following University of Adelaide guidelines to upload your Course Readings should be used: https://www.adelaide.edu.au/library/coursereadings#quick-reference-guides
    Online Learning

    ‘Announcements’ are used in MyUni to convey important and timely notification to students.

    ‘Discussion boards’ are used in MyUni to create opportunities for students to expand their learning by contributing questions or taking part in ongoing topic-based discussions.

    ‘Recordings’ are used to share weekly tutorial sessions with those students who couldn’t make it to the Zoom Tutorial sessions.

    All resources are available online in a Modular format.
  • Learning & Teaching Activities
    Learning & Teaching Modes

    The course adopts a case-based learning approach. In each module, students are provided with a case study and a number of questions. They need to read the case and provide answers either in the reflective journals or in the weekly Zoom tutorial session.

    A weekly Zoom Tutorial session is conducted in which the tutor facilitates students’ learning, answers questions, and conducts problem solving activities with students based on scenarios shared with students in advance (problem-based learning).

    Students are expected to conduct ‘independent study’ throughout the course using all the materials and guidance provided to them in advance.

    The course uses Australian as well as international resources, case studies and publications, and includes interviews with industry specialists/practitioners sharing essential insights (hands-on knowledge).

    Workload

    No information currently available.

    Learning Activities Summary
    Schedule
    Week Title Topics
    1

    Module 1 – The Healthcare Landscape

    Healthcare organisations operate within a complex network of systems, each having a significant impact on healthcare processes, approaches, and outcomes. The focus of this week is to provide a framework to guide an understanding of the management challenges that will be addressed throughout this course.

    Weekly learning outcomes

    At the end of this week, you will be able to:

    • describe the Australian healthcare system
    • distinguish between traditional and complex organisations
    • articulate definitions of complex organisations; system of systems; systems thinking
    • distinguish between traditional and systems thinking
    • debate implications of VUCA factors demanding change in healthcare organisations
    1. Understanding health care systems
    2. Understanding the ecosystem of the healthcare industry
    3. Healthcare: The VUCA industry (Volatile, Uncertain, Complex, Ambiguous)
    2

    Module 2 – Managing Transformation in Healthcare Organisations

    One of the grandest challenges facing healthcare organisations is their transformation to be fit-for-purpose in the 21st Century. This module focuses on successful and sustainable enterprise transformation to address the challenges that healthcare organisations are facing.

    Weekly learning outcomes

    At the end of this week, you will be able to:

    • describe organisational transformation in the healthcare industry
    • articulate the change process and types of changes; evaluate the need for change; critique, modify and improve the change process
    • investigate what needs changing in your healthcare organisation and determine the readiness for change
    • develop a change plan for organisational transformation that includes an approach to communicating change effectively
    1. Understanding organisational transformation in healthcare
    2. The change process
    3. Leading the organisational transformation/change
    3

    Module 3 – Managing Strategy in Healthcare Organisations

    Every senior manager must set the direction of their healthcare organisation. This module focuses on strategy development and implementation in the healthcare environment. In this module you will explore the different tools available to perform a current state analysis of strategy, identify gaps, and develop and implement a new strategy suitable for a healthcare organisation.

    Weekly learning outcomes

    At the end of this week, you will be able to:

    • Apply current state analysis to identify gaps in your organisation's strategy
    • Develop an organisational transformation plan using the business transformation methodology (BTM)
    • Identify how digital transformation in the healthcare industry might improve health service delivery
    • Identify and manage a variety of strategy implementation issues
    1. Tools for analysing healthcare organisational strategy
    2. Towards an organisational transformation strategy
    3. Towards a digital transformation strategy
    4. Strategy implementation
    4

    Module 4 – Managing People in Healthcare Organisations

    The management of people is a key consideration that managers must address when transforming their organisations. This module will outline how managers can empower and motivate staff to build a culture of excellence in healthcare using organisational behaviour and performance management theories and concepts.

    Weekly learning outcomes

    At the end of this week, you will be able to:

    • Identify how organisational behaviour in a healthcare environment can be improved by utilising performance management theories and concepts
    • Implement motivation theories and job designs in your healthcare organisation to help the professionaldevelopment of your employees
    • Implement intelligences and core self-evaluations to create a transformational culture in your organisation
    • Manage/balance power, influence and politics in your workplace
    • Perform core self-evaluation and performance management skills to manage underperformance in your organisation
    1. Building a Culture of Excellence
    2. Transformational not transactional culture
    3. Workforce Development
    4. Workforce Maintenance
    5. Performance management
    5

    Module 5 – Managing Services

    In order to manage services, you need to understand the key features of the service, process design, facility location and servicescape design and how these impact on service management. This week you will learn about these key features to develop the necessary skills required to manage services effectively and increase the efficiency of a healthcare service.

    Weekly learning outcomes

    At the end of this week, you will be able to:

    • Describe the characteristics of healthcare services
    • Realise your organisation as a Servuction System to identify improvement areas in the system and enhance the patient experience
    • Investigate patient/consumer experience
    • Identify the role of ICT to improve healthcare services
    • Investigate and design an effective healthscape using the S-O-R Paradigm (stimulus-organism-response paradigm)
    • Engage in value-based competition with other healthcare organisations
    • Investigate service failture and implement recovery
    1. Understanding services
    2. The Patient Experience
    3. The Healthscape (Servicescape)
    4. Principles of Value-Based Competition in Healthcare
    5. Service Failure and Recovery
    6

    Module 6 – Managing Knowledge in Healthcare Organisations

    Develop your understanding of contemporary theories and practices of knowledge management and instil a clear understanding of the concepts of human-centric and technology-centric approaches to knowledge management as they apply to healthcare organisations.

    Weekly learning outcomes

    At the end of this week, you will be able to:

    • Identify knowledge-related behaviours, processes and challenges in your organisation
    • Apply knowledge management principles in your organisation
    • Evaluate the role of ICT to enhance knowledge-sharing in your organisation to enhance knowledge absorption
    1. Understanding healthcare organisations as knowledge-intensive organisations
    2. Understanding Knowledge Management in healthcare organisations
    3. Absorptive Capacity for innovation in healthcare organisations
    4. Knowledge Management Systems
  • 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 Task Due Assessment % Weighting
    Course Learning Outcomes being Assessed
    Related Weeks
    Assessment 1: Individual Case Report End of Week 2, Sunday 11:59pm

    25%

    1, 5 Week 1 & 2
    Assessment 2: Group Analysis Report – Part A & Part B End of Week 4, Sunday 11:59pm 35% 1, 2, 3, 4, 6 Week 1 - 4

    Assessment 3:
    Executive Brief & Pitch

    End of Week 6, Sunday 11:59pm 30% 1, 2, 3, 4 Week 1 - 5

    Assessment 4: Critical Business Reflection

    End of Week 6, Sunday 11:59pm 10% 1,5 All
    Assessment Detail

    In the following section a high-level overview of the assessments in this course will be presented. The details of the assessment are refined as the course is developed. Full details including assessment brief and rubrics will be available as per production schedule. The assessments will need to meet the UoA Quality Framework outlined in the Guide for Assessments, Guide for Quizzes, Guide for Rubrics and the Online Course Assessment Tool.

    Assessment 1: Individual Case Report (25%)

    Description: In this Assessment you will research why healthcare organisational transformation may fail to achieve the desired results. You are required to assess a real world transformation project. Based on what you have learned from your investigation, you will provide recommendations identifying the factors that lead to organisational transformation failure to each of the individual healthcare organisations you identified. You will support your recommendations with reference to the literature in the course.

    Purpose: The purpose of this assessment is for you to use the theories covered during Week 1 and 2 of this course to assess a real transformation project, focusing on the factors that lead to organisational transformation failure in the healthcare industry. This assessment enables you to understand why most efforts to transform an organisation tend to fail. The framework this assessment provides will enable you to critically assess the set case studies in Assessments 2 and 3.

    Requirements:

    • Word limit = 1,500 words (+/- 10%) Double-spaced
    • Cover page—report title, student’s name, course, lecturer’s name, date and declaration
    • Table of contents—list and number all sections; include page numbers
    • Include the following:
    • Executive Summary—required
    • Introduction—provide background to your chosen healthcare organisation; include the purpose and scope of the report
    • Discussion—conduct your analysis of your chosen healthcare organisation’s transformation effort
    • Summary or conclusion
    • Recommendations
    • References—use Harvard referencing (minimum of five sources)
    • Appendices (optional)—include additional relevant material referred to in the report
    • Written expression— Clear, concise and in a formal tone.

     Submit your Individual Case Report in MS Word or PDF format through MyUni/Canvas.

     Outcomes: This assignment is designed to evaluate your understanding of the following Course Learning Outcomes:

    • CLO 1 – Critically evaluate core management principles as they apply to the healthcare environment (including managing complexity, systems thinking, managing change, organisational behaviour, leadership).
    • CLO 5 – Create a future state vision for a healthcare organisation by developing a healthcare transformation strategy.

    Grading Criteria: This assessment is worth 25% of your overall grade. Refer to the attached rubric for detailed information on the grading criteria for this assessment.

    Rubric: To be developed during course development.

    Assessment 2: Part A—Group Case Analysis Report (35% - includes Part A and Part B)

    The word count does not include references and tables.

    Description: This is a group assessment where you are required to select a case study from the list of cases provided. You will analyse the case as a group and then answer the questions that follow, referencing the relevant content covered during the course. As a group you will create a mindmap to reflect the group’s brainstorming. This mindmap will be included in your report. The report will also include an introduction, body, conclusion or summary, recommendations and references.

    Purpose: This assessment has been designed to give you the opportunity to apply theoretical concepts, tools and techniques learned in the course in a group setting. This group assessment requires people from different disciplines to work together to produce a consensus way forward, which is often required in healthcare service management. You will be working in a group of three students to choose a case from the provided case list, analyse the case, and develop a group report.

    Assessment 2 has been broken up into two parts:

    Part A – Group Case Analysis Report

    Part B – Self & Peer Evaluation

    Questions related to this assessment can be posted to the Assessment 2 Discussion Board. You should consult the assessment rubric when preparing your submission.

     Requirements:

    • Group size = 3 to 5 members
    • Length = 1800 words (+/- 10%)
    • Table of contents and references are not included in the word count
    • Use a business report format/structure
    • Write concisely and avoid cumbersome writing
    • Penalties will be applied for exceeding word limit and not following the format
    • Avoid plagiarism by making proper citations and paraphrasing
    • Use Harvard referencing style
    • At least 70% of the references should be from academic journals
    • Only MS Word files will be accepted (no PDF)
    • You must include the following sections (and more as needed):
    • Case synopsis (500 words max)
    • A mind map reflecting the group's brainstorming
    • Answers to all questions provided in the case (you may convert questions into headings)
    • Conclusion and recommendations
    • Use a Title Page for your group’s identification details to avoid Turnitin similarity issues (do not use the standard cover sheet)

    You are required to submit a Group Case Analysis Report of 1800 words (+/- 10%) in MSWord or PDF format through MyUni/Canvas.

    Your report needs to include: introduction, body (discussion/analysis/questions), conclusion or summary, recommendations and references. Please refer to the MBA Communications Guide.

    Grading Criteria: Part A and Part B of this assessment are worth 35% of your overall grade. Refer to the attached rubric for detailed information on the grading criteria for this part of the assessment.

    Important note: Your group will receive a grade out of 100 points for Part A – Group Case Analysis Report using the Part A rubric.

    Then the Part B - Self & Peer Evaluation score received will adjust each group members individual grade of Assessment 2 Part A & Part B.

    The tutor will moderate the evaluation scores after everyone in your group has completed Part B.

    You’ll see both grades in the Gradebook; the grade given to the group report, and the grade with the Part B - Self & Peer Evaluation adjustment. The adjusted grade is your final individual grade for Assessment 2 Part A & Part B which contributes to 35% of your total grade.

    Part B Self & Peer Evaluation, (35% - includes Part A and Part B)

    The word count does not include references and tables.

    Assessment 2 has been broken into two parts: Part A – Group Case Analysis Report and Part B – Self & Peer Evaluation.

    Description and Purpose: This part (Part B) of Assessment 2 has been designed to help you reflect on and develop your skills to work effectively in the group setting. After completing Part A of this assessment, you will reflect on your performance and the performance of other members in your group, while you completed the Group Case Analysis Report (Part A). You will then complete a short survey to rate yourself and group members against graduate attributes and have the opportunity to provide comments to justify the reasons for your ratings.

    Requirements:

    • You must complete Assessment 2: Part A – Group Case Analysis Report before completing this part of the assessment.
    • Make sure you complete the Peer & Self Evaluation using the Peer & Self Learning Assessment Tool located on the Assessment 2: Part B – Self & Peer Evaluation assignment page as soon as possible after your group report has been submitted.

    Grading Criteria: Parts A & B of this assessment are worth 35% of your overall grade.

    In this part of the assessment, you and your fellow group members will evaluate yourselves and each other on the following six statements located under the three graduate attributes.

    Important note: Your group will receive a grade out of 100 points for Part A – Group Case Analysis Report using the Part A rubric.

    Then the Part B - Self & Peer Evaluation score received will adjust each group members individual grade of Assessment 2 Part A & Part B.

    The tutor will moderate the evaluation scores after everyone in your group has completed Part B.

    You’ll see both grades in the Gradebook; the grade given to the group report, and the grade with the Part B - Self & Peer Evaluation adjustment. The adjusted grade is your final individual grade for Assessment 2 Part A & Part B which contributes to 35% of your total grade.

    Outcomes: This assessment maps to the following Course Learning Outcomes:

    • CLO1 – Critically evaluate core management principles as they apply to the healthcare environment (including managing complexity; systems thinking; managing change; organisational behaviour; leadership).

    • CLO2 – Evaluate and apply core principles of designing and managing systems in health service delivery.

    • CLO3 – Use appropriate frameworks and tools to critique service delivery models in the broader healthcare context

    • CLO4 – Apply current state analysis approaches to address organisational challenges.

    • CLO6 - Apply inter-professional communication, collaboration and teamwork skills to a healthcare management problem.

    Rubric: Available in MyUni.

    Assessment 3 Executive Brief & Pitch (30%)

    Description: In this assessment you will apply theoretical concepts, tools and techniques learned during the course to analyse a case study from the provided case study list. You will conduct this analysis in a group setting. Your analysis of the case will be presented as an executive brief containing your analysis, findings, lessons learnt and recommendations. You will then create a short three-minute recorded video presentation (elevator pitch) to present the key findings documented in the executive brief.

    Purpose: This assessment has been designed to give you the opportunity to apply theoretical concepts, tools and techniques learned in the course in a group setting. You will need to choose a different case to Assessment 2 from the provided case list, analyse the case, and compare the findings with executive brief containing your analysis, findings, lessons learnt and recommendations. Then create a three-minute recorded video presentation (elevator pitch) to share the key elements of your executive brief.

    Requirements

    Summary report: You are required to submit a group case report of 1500 words (+/- 10%) in MSWord or PDF format through MyUni/Canvas.

    Your report needs to include: introduction, body (discussion/analysis/questions), conclusion or summary, recommendations and references.

    Please refer to the MBA Communications Guide

     Structure: Cover page—report title, student’s name, course, lecturer’s name, date and declaration

    Table of contents—list and number all sections; include page numbers.

     Include the following:

    • Case Synopsis —give brief background to case to frame current issues; include the purpose and scope of the report (300 words).

    • Response to questions under ‘Your Tasks’

    • Summary or conclusion

    • Recommendations

    • References—use Harvard referencing (minimum of five sources)

    • Appendices (optional)—include additional relevant material referred to in the report

    Word count:

    • 1800 words (+/- 10%)

    • Double-spaced

     Written expression:

    • Clear, concise and in a formal tone

     Elevator pitch:

    • Length: Your video should be three minutes in length.

    • Style: There are no restrictions on the style of the video (i.e. you may use a narrated slide show, a recorded lecture, a digital whiteboard). However, the main aim of the elevator pitch is to persuade your intended audience.

    • Device: Your video may be filmed with your preferred mobile device, digital camera or on your computer.

    • File formats: Your video must be submitted in one of the following file formats: .mov, .mv4, mp4, .wmv.

    • Submission: Upload your video to a file sharing website, e.g. YouTube channel, and provide the link in your report.

    • Your group leader must upload your final group report in MS Word format as a single document.

    Outcomes - This assessment addresses the following Course Learning Outcomes:

    • CLO1 – Critically evaluate core management principles as they apply to the healthcare environment (including managing complexity; systems thinking; managing change; organisational behaviour; leadership).

    • CLO2 – Evaluate and apply core principles of designing and managing systems in health service delivery.

    • CLO3 – Use appropriate frameworks and tools to critique service delivery models in the broader healthcare context

    • CLO4 – Apply current state analysis approaches to address organisational challenges.

     Grading Criteria: This assessment is worth 30% of your overall grade. Refer to the attached rubric for detailed information on the grading criteria for this part of the assessment.

     Rubric: Available in MyUni.

    Assessment 4 Critical Business Reflection (Briefing Paper) (10%)

    Description: For this assessment task, you will write an 800-word Critical Reflection in the form of a Briefing Paper that will focus on how your health organisation can adapt to changing environmental pressures.

    You will first need to review the entries made each week in your ePortfolio reflective journal. You will use your reflective journal to inform your Briefing Paper. You will also submit the reflective journal as part of your assessment.

    Purpose: During this assessment, you will be evaluating all of your reflective journal entries that you have noted down throughout your journey in this course. You will then apply what you’ve learnt to communicate new knowledge by writing a critical business reflection in the form of a briefing paper, which proposes how your health organisation can adapt to changing environmental pressures.

    This exercise will assist you in learning how to provide relevant information to key stakeholders to support decision making or provide insight into findings and recommendations.

    Requirements: For this assessment task, you will write an 800-word Critical Reflection in the form of a Briefing Paper that will focus on how your health organisation can adapt to changing environmental pressures.

     Structure elements (1) of a briefing paper:

    • Structure

    • Name of Author/Sponsor

    • Title of Briefing Paper

    • Summary of Paper (no more than a couple of sentences to identify what the paper will recommend etc.)

    • Background/Introduction (what is the rationale, purpose of the Briefing Paper, why it is being done, context)

    • Key Considerations (relevant considerations that summarise your reflective journal)

    • Recommendation (what your recommendation will be for board/management)

    • Implementation (who will be responsible for implementation)

     Format as expected:

    • 800 words (no more than two A4 pages in length)

    • Single-spaced

    • Write clearly and concisely: Clear, concise and in a formal tone

    Assessments will be submitted in MSWord or PDF format of 800 words through MyUni/Canvas. Please use MBA Harvard referencing style.

     Briefing paper format required.

     Outcomes - This Task addresses the following Course Learning Outcomes and Graduate Attributes:

    • CLO1 – Critically evaluate core management principles as they apply to the healthcare environment (including managing complexity; systems thinking; managing change; organisational behaviour; leadership).

    • CLO5 – Create a future state vision for a healthcare organisation by developing a healthcare transformation strategy.

    Grading Criteria: This assessment is worth 10 % of your overall grade. Refer to the attached rubric for detailed information on the grading criteria for this assessment.

     Rubric: Available in MyUni.

    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.

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