As an external HR (Human Resource) Consultant you have been asked to write a report based on an appraisal of The University of Arts Leadership and Management Development strategy (2006-2010). This organisation is rewriting a new strategy for 2021 – 2025. You are required to base your appraisal from your learning, research and own independent reading integrating the main theoretical concepts from the Leadership and Management Development literature to provide a critical analysis and provide recommendations for further improvements on the 2006-2010 report.

 

What will I study?

 

The module content focuses on the specialist area of Leadership and Management Development. On completion of the module you will be able to:

 

1. Evaluate, select and apply a range of approaches to identifying leadership and management development needs in differing organisational contexts.
2. Critically analyse and evaluate approaches to the formulation and implementation of leadership and management development strategies to meet current and future organisational needs.
3. Design, critically evaluate and advise on a range of leadership and management development interventions to implement leadership and management development strategies and plans.
4. Act ethically and professionally with a demonstrated commitment to leadership and management development and to continuous personal and professional development.

   5. Integrate and synthesise diverse knowledge, evidence, concepts, theory and practice.

5. Make argued conclusions on the basis of evidence.
6. Challenge orthodox perspectives and formulate alternative solutions.

   8. Critically evaluate existing and emergent systems and methodologies in order to develop and implement strategies which will contribute to organisational success.

   9. Plan and manage own learning.

7. Communicate complex issues clearly, using register appropriate to audience and purpose.
8. Demonstrate competence in postgraduate study skills.

 

 

Indicative module content

 

The indicative content explanation is quite prescriptive to align with the professional body (CIPD) Level 7 professional examination modules.

• The distinctive concepts of leadership and management; differing complementary and contrasting models of leadership; the relationship between leadership and management components in managers’ roles; the changing occupational and professional standards and qualifications for managers; the organisational context of leadership and management and responsibilities commensurate with a manager’s role.
• The identification of organisational objectives and their impact on leadership and management development requirements; analysis of the strengths and weaknesses of techniques for identifying and analysing leadership and management development needs at recruitment/promotion and progression stages; impact of organisational change on leadership and management development needs.
• The external context of management development: the relevance of management development to various interest groups and organisations; dominant ideas among management development practitioners; management development in major competitive environments.
• How to work with organisational stakeholders to formulate and implement management development strategy: how to identify stakeholders and their goals in the strategy-making process.
• Methods of assessing the past organisational and individual value of the management development investment; assessing the likely future value of different management development options for the organisation and individuals; how to identify and secure financial and non-financial resources needed to implement management development strategy; networking and benchmarking and other methods of keeping track of new thinking and ideas; how managers learn including learning styles, formal and informal learning, opportunities for learning, for example action learning, coaching and mentoring.
• The performance management process: the determination of management competencies needed for effective performance; the choice, use and value of competency frameworks in managerial work; performance appraisal and feedback systems; management incentive and reward systems; common barriers to development in performance management systems, and how to tackle them.
• Current trends in organisational design and their implications for management roles and tasks: tools for designing and managing changes in: organisational structure and culture; business processes and routines; inter-organisational business and knowledge networks.
• The perspective and environment of international management: major international trends and differences in the socio-political environment and managers.
• Ethical and professional frameworks and codes of practice; methods of self-assessment and self-development for management development practitioners.

 

How will I study and learn? 

 

This module will be delivered over weeks 1 – 12. Deep learning by students will be encouraged by using a mixture of weekly lectures, workshop style seminars, case studies, practical exercises and good quality academic sources. The workshop approach will be used to develop understanding about lecture content, individual and group activities and presentations.

The module will have a site in the University’s Virtual Environment (bb.tees.ac.uk), which will adhere as a minimum to the University’s Threshold Quality Standards. All materials will be made available on the Black Board where a folder will be created for each week. In each week folder students will find lecture slides, seminar guidance and materials. In each week’s folder I also provide additional, supporting reading in each week  to save students a little time searching for high quality journal articles – that said you are expected to do your own research too please.

 

Based on ‘Reflective Practice’, you will be encouraged to learn from a variety of sources and techniques. You will be encouraged to use the learning cycle process to reflect, analyse and learn from the module, from your own experience, fellow students, the tutors, texts and journals.

 

 

Teaching and learning schedule

 

Week No	Topic
1	Introduction, Module overview. Fundamentals of Leadership and Management development. The assignment case study.
2	Reflective Practice
3	Developing Social Capital
4	Leadership and Management Development Interventions
5	Diversity and Internationalisation
6	Diversity and Internationalisation
7	Assessing Management Development
8	Measuring Management Development
9	Evaluating Leadership and Management Development
10	Leadership and Management Development in SMEs
11	Assignment workshop
12	Assignment drop-in
Winter Break

 

 

Assessment

Summative feedback: An individual 5000 word assignment on an organisational LMD strategy 100% weighted. You will be provided with a copy of the LMD Strategy in due course. Students will have to answer the following two areas:   PART A   As an external HR (Human Resource) Consultant you have been asked to write a report based on an appraisal of The University of Arts Leadership and Management Development strategy (2006-2010). This organisation is rewriting a new strategy for 2021 – 2025. You are required to base your appraisal from your learning, research and own independent reading integrating the main theoretical concepts from the Leadership and Management Development literature to provide a critical analysis and provide recommendations for further improvements on the 2006-2010 report.   Students are NOT contact the organisation for information.  Maximum 4,000 word count.         PART B   Demonstrate your ‘reflective practice’ skills, by using a relevant reflective theory such as the Kolb’s Learning Cycle. Students aer to complete a reflective diary where you give consideration to not only the knowledge you have gained throughout this module but also to the competencies you have acquired or strengthened while undertaking the activities, tasks and discussions and illustrate why you think these will be useful to you when you embark upon a career in HRM.   Maximum 1,000 word count.

Assessment criteria:   Assessment Criterion Indicative weighting Application and relevant use of theoretical frameworks from the leadership and management development literature to inform your appraisal of the organisations Leadership and Management Development strategy       30 Evidence of a critical evaluation and thorough analysis carried out demonstrating the integration of theoretical concepts to inform your recommendations     40  A systematic and structured reflection based upon the relevant theoretical concepts.   20 Appropriate format of presentation, free of spelling or grammatical error, fluent and clear writing style, adherence to norms of referencing     10

 

Pass mark 50%

 

 

 

Accessibility Statement

The School aims to make this module accessible to any student who may benefit by studying it. Students who are concerned about their ability to access the module are advised to contact the School Disability Coordinator for academic advice and the University Student Services staff for details of available support

 

 

Key Texts

 

                 

 

Guided Reading Grid

 

Theme/Topic Please refer to teaching and learning schedule of weekly themes and topics covered by tutors	Gold et al(2010)
The Fundamentals of Leadership and Management Development	Chapter 1 & 2
Assessing Development needs	Chapter 4
Measuring Leadership & Management	Chapter 3
SME’s	Chapter 12
The Development of Social capital L &MD & social capital	Chapter 9
Activities and Interventions	Chapter 6
Diversity and Internationalisation	Chapter 11
Evaluating leadership and Management Development	Chapter 8

 

 

 

 

Chapter 5 available:

https://contentstore.cla.co.uk/secure/link?id=89a1275e-011a-eb11-80cd-005056af4099

 

Additional key reading will be provided on the module Black Board site for students to read in their own time. Students should note that they are expected to undertake self study in addition to lectures and seminars.

 

Other Books:

 

1. Northouse, P. (Various) Leadership: theory and practice. London: Sage Publications.
2. Pedler, M., Burgoyne, J. and Boydell, T. A manager’s guide to self-development. Maidenhead: McGraw-Hill.
3. Pedler, M., Burgoyne, J. and Boydell, T. A leader’s guide to self development. Maidenhead: McGraw-Hill.
4. You will also be directed to additional reading throughout the module.

 

Journals:

 

1. Career Development International
2. Employee Relations
3. Human Resource Management Journal

Available at: www.cipd.co.uk/journals

4. International Journal of Human Resource Management
   Available at: cipd.co.uk/journals
5. Management Development
6. Management Learning
7. People Management

Available at: www.cipd.co.uk/journals

8. Personnel Review
9. Human Resource Development International
10. Human Resource Development Quarterly
11. Leadership and Organisational Development

 

www.managers.org.uk  – The Chartered Management Institute

www.cipd.co.uk             – The Chartered Institute of Personnel and Development

www.i-l-m.co.uk              – The Institute of Leadership and Management

 

 

 

 

APA

 

 

 

CLICK HERE FOR FURTHER ASSISTANCE ON THIS ASSIGNMENT

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