Hello, and welcome to

BUS2023S
ORGANISATIONAL BEHAVIOUR
PRESENTED BY THE SECTION OF ORGANISATIONAL PSYCHOLOGY

This course outline provides you with everything you need to know about BUS2023S. Please ensure that
you read through this outline before the start of the course so that you are familiar with the course objectives,
the content, your convenors, lectures, and administrator, as well as the Section's rules and policies. If you have
any questions about the course, first consult this outline, as it likely has all the answers �
Good luck, and enjoy the course.

MEET YOUR COURSE MANAGEMENT TEAM

Your Course Convenors:

Carren Duffy (Office LCOM 4.33)

and

Ipeleng Lentsoe (co-convener) (Office LCOM 4.42)

If you have any general questions regarding the course content, please use this email:

Email: [email protected]

Your Administrator:

Kauthar Hendricks (Office LCOM 4.34)

If you have any admin questions regarding the course, e.g., tutorial
signup, marks needing to be changed, DP, test venues, etc., please
use this email:

Email: [email protected]

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 MEET YOUR TEACHING TEAM

Ipeleng Lentsoe Feranaaz Farista Adiilah Boodhoo

Modules A & C Modules B & F Modules D & E

Office: LCOM 4.42 Office: LCOM 4.40 Office: LCOM 4.41

[email protected] [email protected] [email protected]

Please only use a lecturer's personal email address if you have content questions for their respective
modules. See the convener and admin email addresses on page 1 that are to be used if you have course-
related or admin-related questions.

IN-OFFICE CONSULTATION IN-OFFICE CONSULTATION IN-OFFICE CONSULTATION

TIME: TIME: TIME:

Thursdays, 12 pm – 1 pm Tuesdays, 10 am - 11 am Wednesdays, 2 pm – 3 pm

If you have questions that you want to ask your lecturer outside of these consultations, please email them
for a specific appointment or use the Vula Q&A function.
Please note the chatroom function on Vula is for you to connect and interact with your peers, and the
lecturers do not read these threads.
Please note that your lecturing team will not respond to emails or the Q&A after hours or on weekends.

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 COURSE LOGISTICS

Lecture Time: 09:00 – 09:45

Lecture Days: Wednesdays, Thursdays and Fridays

(IN-PERSON lectures)

Venue: Wilfred & Jules Kramer Law Building LT3 (Middle Campus)

Course duration: 26th July 2023 – 20th October 2023

COURSE OVERVIEW
Human interactions are complex, and each relationship is unique. Still, if you understand human
behaviour in organisations, called Organisational Behaviour (OB), you can create ways of
interacting that will likely result in effective working environments. That is environments in which
employees feel they are treated fairly, are committed to their work, and are motivated to contribute
to the organisation's success. OB is one of the areas which distinguishes Industrial-Organisational
Psychology from Human Resource Management. In this course, we will teach how to apply various
OB theories to understand the behaviour of employees and groups, particularly in the South African
context. As part of this course, you will also critically reflect on your behaviour when working with
others.

LEARNING GOALS

By the end of this course, you should be able to:

1. Critically analyse human interactions in a work environment (including within the South
African context) to:

a. Identify the psychological process(es) that account for these behaviours.

b. Propose solutions to create constructive outcomes given the organisational and

situational circumstances presented.

2. Apply theoretical concepts of OB practically.

3. Review and integrate academic literature on OB topics to communicate clear, concise and
logical evidence-based decisions/arguments about human interactions in a work
environment.

4. Develop interpersonal skills to work effectively with others.

5. Engage reflectively to critique your own behaviour and the behaviours of a team.

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 PRESCRIBED READINGS
All prescribed readings for the course will be uploaded to your BUS2023S, 2023 Vula Course Site,
or links to these readings may be provided for access from the UCT Library's website. Additional
readings (i.e., other than those listed below) may be uploaded to Vula from time to time.

COURSE CONTENT & OUTCOMES

Module A: OB and the Workplace

Dates: 26th – 28th July

2nd August – 4th August
Lecturer: Ipeleng Lentsoe

During the first two weeks of the course, you will be introduced to foundational knowledge of
organisational behaviour. You will also explore the field of organisational behaviour critically and
within the context of the South African workplace. By the end of this module, you will be able to
understand how employee behaviours and attitudes influence organisational behaviour and why this
area is important in our Industrial-Organisational Psychology practice.

Content covered:
⮚ Introduction to organisational behaviour
⮚ Exploration of how individual differences influence organisational behaviour
⮚ Organisational culture and organisational behaviour
⮚ Organisational behaviour in the South African workplace

After completing this module, you should be able to:

✔ Demonstrate a clear and critical understanding of organisational behaviour and its
importance to human resource practitioners and Industrial-Organisational
Psychologists.
✔ Explain the role of individual differences and organisational culture on organisational
behaviour.
✔ Discuss the South African workplace, including the social and contextual factors that
influence workplace behaviours.

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Core Readings:
PDF available on VULA:

Griffin, R. W., Phillips, J., Gully, S. M., & Carrim, N. M. H. (2019). Organisational behaviour:
Managing people and organisations (1st ed.). Cengage Learning. Chapter 1: An overview
of organisational behaviour.

PDFs available via library links provided:

Cooke, F. L., (2017). Concepts, contexts, and mindsets: Putting human resource management
research in perspectives, Human Resource Management Journal, 28, 1-13. DOI:
10.1111/1748-8583.12163
https://onlinelibrary.wiley.com/doi/abs/10.1111/1748-8583.12163

Goldman, G.A. (2013). On the development of uniquely African management theory. Indlinga —
African Journal of Indigenous Knowledge Systems, 12(2), 217-218. DOI:
10.10520/EJC149932
https://journals.co.za/doi/pdf/10.10520/EJC149932

Supplementary Readings:
PDFs available via library links provided:

Festus, L., Kasongo, A., Moses, M., & Yu, D. (2016). The South African labour market (1995-
2015). Development Southern Africa, 33(5), 579-599.
DOI: 10.1080/0376835X.2016.1203759
https://www.tandfonline.com/doi/pdf/10.1080/0376835X.2016.1203759

Joubert, Y. (2017). Workplace diversity in South Africa: Its qualities and management. Journal of
Psychology in Africa, 24(4), 367-317. DOI: 10.1111/1748-8583.12163
https://www.tandfonline.com/doi/pdf/10.1080/14330237.2017.1347760?

Hough, L. M., Oswald, F. L., & Ock, J. (2015). Beyond the big five: New directions for personality
research and practice in organisations. Annual Review of Organizational Psychology and
Organizational Behavior, 2, 183-209.
https://www.annualreviews.org/doi/pdf/10.1146/annurev-orgpsych-032414-111441

Assessment for Module A

Assignment 1: Argumentative Essay – Linked to learning goal #3

Assessment dates are under the assessment tab, presented later in this outline.
Assessment briefs will be posted to Vula.

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 Module B: Diversity and Inclusion

Dates: 10th – 11th August (9th August – Public Holiday)

16th – 18th August
Lecturer: Feranaaz Farista

During Module B, we will discuss the concept of Crenshaw's intersectionality and consider how social
identities intersect to create oppression and privileges in the workplace. Following this, we will
explore perceptions, biases, and workplace stereotypes. In doing so, we will better understand how
workplaces can create opportunities for diversity and inclusion.

Content covered:
⮚ Intersectionality and social identity
⮚ Unconscious bias and privilege
⮚ Diversity in the workplace

After completing this module, you should be able to:

✔ Reflect on your social positions, the intersectional nature of social identities, and how
they shape you and others in the workplace.
✔ Examine your own biases - unconscious and otherwise, and interrogate your
perceptions from your social positions.
✔ Develop an understanding of how social positions and identities operate and affect
the workplace through promotional opportunities, morale, and organisational culture.

Core Readings:
PDF available on Vula

Daya, P., & April, K. (2017). Practical considerations for the management of diversity and inclusion
in an emerging market context: A South African case study. In M.F. Özbilgin, & J. Chanlat
(Eds.), Management and Diversity (Vol. 3, pp. 191–225). Emerald Publishing Limited.
https://doi.org/10.1108/S2051-233320160000003008

PDF available via library link provided:

Rosette, A. S., Ponce de Leon, R., Koval, C. Z., & Harrison, D. A. (2018). Intersectionality:
Connecting experiences of gender with race at work. Research in Organisational Behavior,
38, 1-22. https://doi.org/10.1016/j.riob.2018.12.002
https://www-sciencedirect-com.ezproxy.uct.ac.za/science/article/pii/S0191308518300121
6
Supplementary Readings:
PDFs available via library links provided:

Daya, P. (2014). Diversity and inclusion in an emerging market context. Equality, Diversity and
Inclusion: An International Journal, 33(3), 293–308. https://doi.org/10.1108/EDI-10-2012-
0087
https://www-emerald-com.ezproxy.uct.ac.za/insight/content/doi/10.1108/EDI-10-2012-
0087/full/html

McBride, A., Hebson, G., & Holgate, J. (2014). Intersectionality: Are we taking enough notice in the
field of work and employment relations? Work, Employment and Society, 29(2), 331-341.
https://doi.org/10.1177/0950017014538337
https://journals-sagepub-com.ezproxy.uct.ac.za/doi/10.1177/0950017014538337

Nixon, S. A. (2019). The coin model of privilege and critical allyship: Implications for health. BMC
Public Health, 19, 1637. https://doi.org/10.1186/s12889-019-7884-9
https://bmcpublichealth.biomedcentral.com/articles/10.1186/s12889-019-7884-9

Module C: Teams and Team Dynamics

Dates: 23rd – 25th August

30th August – 1st September
Lecturer: Ipeleng Lentsoe

In this third module, you will be introduced to groups and teams within the workplace. We will uncover
the complexities of team dynamics and how to manage and gear teams towards organisational
effectiveness and success effectively.
`
Content covered:
⮚ Teams and work groups: What is the difference?
⮚ A critical exploration of the purposes and functions of teams in organisations
⮚ Virtual and cross-cultural team dynamics
⮚ Fostering team effectiveness, cohesion and efficacy
⮚ Team management and team leadership

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After completing this module, you should be able to:
✔ Differentiate between work groups and teams in an organisation.

✔ Demonstrate an understanding of the critical perspectives of teamwork in the

organisation.

✔ Critically examine the factors that impact group dynamics within organisations.

✔ Appreciate and critically discuss the complexities of diverse teams and team
dynamics that may be encountered within organisational spaces.

✔ Given a particular scenario, propose context-sensitive management strategies that

could enhance team effectiveness, efficacy and cohesion.

Core readings:
PDF available on Vula

Contu, A., & Pecis, L. (2017). Groups and teams at work. In D. Knights & H. Willmott (Eds.),
Introducing Organisational Behaviour and Management (3rd ed.). Cengage. Chapter 13.

PDF available via library link provided:

Mathieu, J. E., Gallagher, P. T., Domingo, M. A., & Klock, E. A. (2019). Embracing complexity:
Reviewing the past decade of team effectiveness research. Annual Review of
Organizational Psychology and Organizational Behavior, 6, 17-46.
https://doi.org/10.1146/annurev-orgpsych-012218-015106

Supplementary Readings:
PDFs available via library links provided:

Wang, J., Cheng, G. H. L, Chen, T., & Leung, K. (2019). Team creativity/innovation in culturally
diverse teams: A meta-analysis. Journal of Organizational Behaviour, 40, 693 - 708. DOI:
10.1002/job.2362
https://doi.org/10.1002/job.2362

Mahembe, B., & Engelbrecht, A. S. (2014). The relationship between servant leadership,
organisational citizenship behaviour and team effectiveness. South African Journal of
Industrial Psychology, 40(1), 1-10. DOI: 10.1002/job.2362
http://www.scielo.org.za/pdf/sajip/v40n1/02.pdf

Poovan, N., du Toit, M. K., & Engelbrecht (2006). The effect of the social values of Ubuntu on team
effectiveness. South African Journal of Business Management, 37(3), 17-27.
https://uct.primo.exlibrisgroup.com/view/action/uresolver.do?operation=resolveService&pac
kage_service_id=8049124770004041&institutionId=4041&customerId=4040&VE=true
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 Assessment for Modules B & C

Team Assignment and Reflection Task – Linked to learning goal #2, #4 & #5

Assessment dates are under the assessment tab, presented later in this outline.
Assessment briefs will be posted to Vula.

4th – 8th September

STUDENT VAC

Module D: Influence, Power, and Politics

Dates: 13th – 15th September

20th – 22nd September
Lecturer: Adiilah Boodhoo

In Module D, you will be introduced to concepts useful for understanding, analysing, and navigating
organisational power dynamics and politics. We will deliberate on the following questions in our class
discussions: How do power, politics and influence manifest in organisations? What are the key
sources of power in organisations? Why do we see political behaviour in organisations? How can
power dynamics and political conflicts be managed to serve constructive ends? What are the ethical
considerations in the use of power and influence? How can power and influence build cooperation
and promote organisational change?

Content covered:
 The interrelationships between influence, power, and politics
 Differentiating power from leadership
 Interpersonal sources of power
 Structural sources of power
 Exercising power and influence ethically
 Strategies for managing power dynamics within teams and organisations
 Political behaviour, political tactics, political conflicts
 Personality dimensions related to political behaviour
 Strategies for ethical decision-making in influential positions

After completing this module, you should be able to:

 Differentiate between influence, power, politics and leadership.

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  Apply OB concepts to determine the causes and consequences of political
behaviour in the workplace.
 Identify various political strategies used for gaining power in organisations.
 Demonstrate an understanding of how influence, power, and politics may
affect individuals and groups in organisations.

Core Readings:
PDF available on Vula

Sinding, K., Kreitner, R., & Kinicki, A. (2018). Organisational Behaviour. McGraw-Hill Education.
Chapter 12.

PDF available via library link provided:

Ferris, G. R., Ellen III, B. P., McAllister, C. P., & Maher, L. P. (2019). Reorganising organisational
politics research: A review of the literature and identification of future research directions.
Annual Review of Organisational Psychology and Organisational Behavior, 6, 299-323.
https://www.annualreviews.org/doi/abs/10.1146/annurev-orgpsych-012218-015221

Module E: Conflict, Communication, and Negotiation

Dates: 27th – 29th September

4th – 6th October
Lecturer: Adiilah Boodhoo

In this module, we will examine the sources and consequences of conflict at the individual, group,
and organisational levels. We will also discuss the role of communication and negotiation in conflict
generation, escalation and management in diverse, cross-cultural and contemporary organisations.

Content covered:
 Conflict in organisations: levels, sources and outcomes

 Differentiating between functional and dysfunctional conflicts

 The role of communication in conflict generation and escalation

 Understanding communication styles and their impact on conflicts

 Conflict management and resolution approaches

 Negotiation processes and ethical considerations

10
  The role of culture and diversity in conflict, communication and negotiation processes

After completing this module, you should be able to:

 Analyse and evaluate different approaches to conflict resolution and

negotiation strategies.
 Identify and assess the impact of communication processes on conflicts and
negotiations within organisations.
 Apply ethical considerations and principles to conflict management and
negotiation practices.
 Understand the influence of culture and diversity on conflict, communication,
and negotiation processes.

Core Readings:
PDF available on Vula

Nahavandi, A. M., Denhardt, R., Denhardti, J., & Aristigueta, M. P. (2014). Organisational
Behaviour. SAGE Publications. Chapter 11.

PDF available via library link provided:

Boothby, E. J., Cooney, G., & Schweitzer, M. E. (2023). Embracing complexity: A review of
negotiation research. Annual Review of Psychology, 74, 299-332.
https://www.annualreviews.org/doi/abs/10.1146/annurev-psych-033020-014116

Assessment for Modules D & E

Test – Linked to learning goal #1 & #2

Assessment dates are under the assessment tab, presented later in this outline.
Assessment briefs will be posted to Vula.

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 Module F: Building Trust and Psychological Safety
through Leadership

Dates: 11th – 13th October

18th – 20th October
Lecturer: Feranaaz Farista

This module will discuss building trust and psychological safety in the workplace and its importance
in working relationships. Through this, we will better understand how to create an innovative and
inclusive working environment through strong leadership.

Content covered:
⮚ Leadership styles and inclusive leadership
⮚ Trust in the workplace
⮚ Psychological safety and innovation

After completing this module, you should be able to:

✔ Examine the characteristics of various leadership styles in the context of different
approaches to leading teams.
✔ Demonstrate an understanding of the significance of psychological safety in the
workplace and its influence on innovation/creativity.
✔ Identify and apply different strategies for building trust in organisations to promote
inclusive workplaces.

Core Readings:
PDFs available via library links provided:

Frazier, M. L., Fainshmidt, S., Klinger, R. L., Pezeshkan, A., & Vracheva, V. (2017). Psychological
safety: A meta‐analytic review and extension. Personnel Psychology, 70(1), 113–165.
https://doi.org/10.1111/peps.12183
https://onlinelibrary-wiley-com.ezproxy.uct.ac.za/doi/full/10.1111/peps.12183

McGiboney, G. W. (2018). Leadership styles and traits. In G. W. McGiboney, (Eds.), Leadership

Theories and Case Studies: An Epidemiological Perspective. Cambridge Scholars
Publishing.
https://web-p-ebscohost-com.ezproxy.uct.ac.za/ehost/detail/detail?vid=0&sid=62f22b7d-
e050-4672-835c-

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 9d0eab74e0bd%40redis&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#AN=1856838&db=
nlebk

Serrat, O. (2017). Building trust in the workplace. In S. Olivier, (Eds.), Knowledge Solutions.
Springer, Singapore. https://doi.org/10.1007/978-981-10-0983-9_69
https://link.springer.com/chapter/10.1007/978-981-10-0983-9_69

Supplementary Readings:
PDFs available via library links provided:

Korkmaz, V. A., van Engen, M. L., Knappert, L., & Schalk, R. (2022). About and beyond leading
uniqueness and belongingness: A systematic review of inclusive leadership research.
Human Resource Management Review, 32(4), 100894.
https://doi.org/10.1016/j.hrmr.2022.100894
https://www-sciencedirect-com.ezproxy.uct.ac.za/science/article/pii/S105348222200002X

Mukerjee, J., & Metiu, A. (2022). Play and psychological safety: An ethnography of innovative
work. The Journal of Product Innovation Management, 39(3), 394–418.
https://doi.org/10.1111/jpim.12598
https://onlinelibrary-wiley-com.ezproxy.uct.ac.za/doi/full/10.1111/jpim.12598

Reiter-Palmon, R., & Millier, M. (2023). Psychological safety and creativity: The glue that binds a
creative team. In Z. Ivcevic, J. Hoffmann, & J. Kaufman (Eds.), The Cambridge handbook of
creativity and emotions. Cambridge University Press. doi:10.1017/9781009031240.035
https://www-cambridge-org.ezproxy.uct.ac.za/core/books/cambridge-handbook-of-
creativity-and-emotions/psychological-safety-and-
creativity/082D5225DE71BF490DCFC52A687685FC#CN-bp-29

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 WEEKLY BREAKDOWN WITH TUT, ASSIGNMENT AND
TEST DATES
Week Dates Module Important Dates
1 26th – 28th July A

2 2nd – 4th August A Tutorial 1 (searching for and using

journal articles)

3 9th – 11th August B

(Wednesday public holiday)
4 16th – 18th August B Assignment 1 Due (14th)

5 23rd – 25th August C

6 30th August – 1st September C Tutorial 2 (how to tackle self-reflection

tasks)

7 4th – 8th September MID-TERM VAC

8 13th – 15th September D Assignment 2 Due (11th)

9 20th – 22nd September D Tutorial 3 (how to do application)

10 27th – 29th September E

11 4th – 6th October E

12 11th – 13th October F Test (12th)

13 18th – 20th October F

TUTORIALS
Tutorial attendance at tutorials is a DP requirement.

Tutorials have been designed to enhance your overall learning experience. Tutorial meetings will be
experiential and applied in nature, requiring your full participation. You will not benefit unless you
participate and help create a forum for exchanging ideas and using the material covered in lectures.

These sessions are designed and closely aligned to the BUS2023S assignment, test and
examination, so engaging meaningfully will enable you to do better in these assessments.

Tutorial Rules

You must complete any assigned tutorial preparation exercise(s) before attending your tutorial.
These briefs will be uploaded on Vula before the tutorial meeting dates. Students who arrive at
tutorials unprepared will be asked to leave and marked absent. If you arrive more than 10 minutes

14
late or leave more than 10 minutes before the conclusion of a tutorial meeting, your tutor will mark
you as absent.

Information regarding meeting times and venues will be posted on Vula. Any queries concerning
meeting times, groups or venues should be directed to the course administrator or head tutor –
[email protected].

There are three compulsory tutorials:

Tutorial 1: Monday 31st July to Friday 4th August

Tutorial 2: Monday 28th August to Friday 1st September
Tutorial 3: Monday 18th September to Friday 22nd September

If you miss a tutorial, you must attend a make-up tutorial in that same week. If you attend a make-
up tutorial, you do not need to submit a request to be excused. If you cannot participate in a
tutorial or make-up tutorial, you must submit a formal request to the course convenor on Vula to be
excused from the tutorial. Remember that you are responsible for ensuring that your tutor records
your attendance.

HOTSEATS
What is a hotseat?

A hotseat takes place in a shared tutor office. Every day of the week, a facilitator will be present in
this venue for 30 minutes for student consultations. You do not have to go to your facilitator's hotseat.
You could go to any facilitator's sessions. In the week following the release of assessment grades,
markers will also host a hot seat for you to review and discuss the feedback. The times of these
sessions are posted on Vula. Sessions will be at different times each day to ensure that you will have
the opportunity to use this facility.

Why should I go?

Students tend not to use this support service that operates throughout the semester because they
do not understand what they are. In a nutshell, hotseat sessions allow you to discuss any aspect of
your learning one-on-one with a facilitator of your choice. You can review course content with a tutor
that you may need extra assistance understanding, ask questions about an upcoming assessment,
discuss your assignment ideas, obtain feedback on how you could improve your assignments, etc.
Use this facility�

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 OTHER SUPPORT SERVICES
Writing Centre

The Writing Centre is a student-oriented space which aims to provide mediation in the
process of academic writing. Students from all disciplinary backgrounds and tertiary levels
are encouraged to engage in the one-on-one consultancy service offered. Registering and
using their online booking system is the simplest way to book an appointment.

Student Wellness

Contact Student Wellness should you require a medical consultation, including medical
queries or counselling support. Accredited health professionals are available. Book online
to make an appointment for consultation during office hours.

ASSIGNMENTS
You must submit both assignments electronically, in MS Word format, on Vula by the specified
deadlines. You will be provided with electronic feedback on your assignments.

Assignment Dates:

Assignment 1: Monday, 14th August at 23:55

Assignment 2: Monday, 11th September at 23:55

Unauthorised late submissions will incur a penalty. Please note that you will be penalised if you
submit your assignment after the deadline. Students who are not granted an extension or hand in a
late assignment will be penalised according to the following Section rules:

● - 5% for up to 24 hours late

● -10% for 24-48 hours late

● -15% for 48-72 hours late

● Unauthorised late submissions of more than three (3) days will not be marked.

*** Please note that AI may not be used to complete any assignments.
Turn-it-in will pick up that your work was AI-generated, and you will
be awarded 0%. ***

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 TESTS
This course has one class test (NO MAKE-UP TESTS ARE OFFERED).

Test 1: Thursday, 12th October, 18:00 – 19:10 - Kramer LT1

ASSIGNMENT EXTENSIONS / TEST CONCESSION

Only the course convener can grant concessions to be excused from a test or approve an
assignment extension. These concessions can only be granted for medical, compassionate or
sports/culture-related reasons. Students requiring an extension for an assignment or to be excused
from the test must complete and submit the "Request for extension" form available on the Vula
assignment tab site. Requests are submitted in an extension assignment tab, but your actual
assignment must be submitted in the normal tab.

All requests must be accompanied by appropriate supporting documentation (e.g., a valid medical
certificate from a registered health practitioner). You will receive feedback on whether the
extension/concession has been granted on your submission. Please note that submitting a request
with or without supporting documentation does not imply your request has been approved.

Regardless of the reason for the extension request, all students who receive an extension will have
the same extension hand-in date:

Assignment 1: If your extension is approved – it will be due Monday, 21st August, at 23:55
Assignment 2: If your extension is approved – it will be due Monday, 18th September, at 23:55

*YOU CAN NOT BE EXCUSED FROM AN ASSIGNMENT AND A TEST

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 PERFORMANCE EVALUATION
Your performance in BUS2023S will be assessed as follows:

Assessment Weighting
Assignment 1 20%
Assignment 2 20%
Test 20%
Exam 40%
TOTAL 100%

Your allocated marker will be the individual who marks your assessments. Assignment marks and
feedback will be posted on Vula. Test marks will be posted on Vula and available for viewing and
collection in the hotseat. Please note that it is your responsibility to check whether or not the mark
reflected in your Gradebook corresponds to the mark on your assessment. You are responsible for
reporting any discrepancies to the course administrator by the specified deadline.

ASSIGNMENTS – REQUEST FOR A REVIEW

You have the right to appeal for a review of the grade awarded by the marker. If you are dissatisfied
with your mark, you should, in the first instance, approach the tutor that marked your assessment to
discuss your grade. If you are still dissatisfied, write a formal email to the head tutor requesting a
review. This appeal must be made within two weeks of the marks being released on Vula.

Please note that your request for the review should be based on a clear argument and not simply
on being accustomed to getting higher marks. You should note that the entire assessment will be
reviewed when a review is agreed to. In addition, a review may result in a lower mark being assigned
to the work if the reviewer thinks this is justified.

PLAGIARISM (THEFT OF INTELLECTUAL PROPERTY)

The University regards plagiarism as a severe offence, and strict disciplinary action will be taken
against offenders by referring the case to the University Student Disciplinary Tribunal. Work that is
deemed by the lecturer as plagiarised will be awarded 0%.

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Plagiarism is the theft of intellectual property. Plagiarism of any kind will not be tolerated. Any work
copied directly (without appropriate referencing) from any book, article, AI-generated report or
another student's work (previous or current student) constitutes plagiarism.

Exampled of copying:

▪ Direct plagiarism - when you use someone else's work in your submission without
attributing it to them (i.e., referencing them). This includes duplicating/copying the material
(including AI material).
▪ Mosaic plagiarism - when you duplicate material and phrases from a few sources and
string them together as your own, and when you find synonyms for the original author's
language but keep the general content the same as the original.
▪ Self-Plagiarism – when you use your previous work submitted for assessment in a
different course or year.

Please ensure you familiarise yourself with UCT's plagiarism policy and guideline docs which can
be found here.

*** Please note that an AI-generated assignment will be awarded 0% ***

REFERENCING
Assignments need to be referenced using the 7th Edition of the American Psychological Association
(2019) referencing style guide. A comprehensive guide to our "author-date" style can be accessed
here. A PowerPoint presentation with referencing examples has also been loaded onto your Vula
site.

LEAVE OF ABSENCE (LOA)

If, for whatever reason, you are unable to continue your participation in the course for an extended
period, you are required to apply for an official leave of absence through your Faculty Office.

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