Unit description. Learning outcomes. 180 hours. Learning time. ABP qualification framework level. 7 (Postgraduate)

Transcription

1 Unit title Leadership and Change Management Learning time ABP qualification framework level 180 hours 7 (Postgraduate) Unit description The unit considers leadership in organisations and how leadership is instrumental in promoting successful change. Leadership theories provide an understanding of and insight into how leaders function. The unit considers how managerial effectiveness can be developed to ensure that organisations are led in ways that allow them to develop and achieve organisational objectives. Organisations need to change in order to survive and students will develop an understanding the nature of the change process and how managers can accommodate the need for change through action. s 1 Understand how leadership theories explain leadership styles in organisations 2 Know how to develop managerial effectiveness within organisational settings 3 Understand the organisational change process 4 Understand how to integrate the management of change across a range of business activities November

2 s, content and assessment criteria The learning outcomes describe the abilities that learners will possess after they have completed the unit. The content identifies the breadth of knowledge, skills and understanding needed to design and deliver a programme of learning to achieve the learning outcomes. The assessment criteria provide a list of achievements sufficient to demonstrate that a learner has met the learning outcomes. The learner should be given the opportunity to cover all of the content but it is not a requirement that all of the content is assessed. 1 Understand how leadership theories explain leadership styles in organisations Leadership theories: trait theories; behavioural theories; contingency and situational theories; transformational theories; (examples Mcgregor s theory X and theory Y, Blake and Mouton s leadership grid, Fielder s contingency approaches, Tannenbaum and Scmidt s leadership continuum, Adair s action centred leadership, Hersey and Blanchard situational leadership, Bass s transactional leadership); charismatic leadership Leadership traits: adaptable; achievement oriented; ambitious; assertive; organisationally aware; cooperative; decisive; dependable; dominant; influential; energetic; persistent; self-confident; stress tolerant; responsible 1.1 Compare the different leadership styles used in 1.2 Evaluate the qualities required of individuals in organisational contexts 1.3 Evaluate the impact of leadership theories on leadership styles in November

3 2 Know how to develop managerial effectiveness within organisational settings Professional skills: professional SWOT (strengths, weaknesses, opportunities, threats) analysis, leadership competences, management competences, organisational, prioritisation, delegation, co-ordination, time management, problem solving Personal skills: personal SWOT (strengths, weaknesses, opportunities, threats) analysis, social, inter-personal, linguistic, communication Development plan: current skills, desired skills, action required, resources required, facilitation, timescales, milestones, review, completion, format 2.1 Evaluate own leadership and managerial skills in 2.2 Identify the leadership and managerial skills required to promote change in 2.3 Describe how to develop own leadership and managerial skills required in organisational contexts using a development plan November

4 3 Understand the organisational change process Internal factors: strategic direction, organisational mission, organisational goals, business transformation, efficiency, cost reduction, revenue growth, technical developments, human factors (workforce profile, workforce skills), product lifecycle External factors: local, national, global, political, economic, social, technical, legal, environmental, supply of labour, workforce skills), environmental audit, stakeholder influences, new entrants, power of buyers, power of suppliers, competition, collaboration, exchange rates, cost of capital, globalisation Need for change: organisational purposes, operational focus, competitive position, market share, growth, revenue increase, cost reduction, profitability, industrial dominance, market leadership, risk management 3.1 Identify the factors that drive organisational change 3.2 Evaluate the reasons for organisational change 3.3 Evaluate the effectiveness of changes made by an organisation November

5 4 Understand how to integrate the management of change across a range of business activities Organisational development: change techniques, system modelling, process re-engineering, downsizing, up sizing, right sizing, delayering, restructuring, barriers to change, resistance to change, conflict resolution, stakeholder involvement, stakeholder communication, resistance to change (organisational culture, behaviour, organisational policies, power and influence of individuals and groups), Kotter s 8 step change model, psychological contract, leading change (leadership, interpersonal dynamics, work design), style (collaborative, consultative, directive, coercive), training and development, sponsorship 4.1 Describe the need to integrate change across business functions 4.2 Evaluate how change can be implemented across business functions 4.3 Evaluate how to overcome barriers to change in November

6 Delivery and assessment Delivery should engage students in their learning by using a range of teaching and learning techniques that accommodate different learning styles. These include presentations, case studies, simulations, professional discussions, group activities, visits, guest speakers and independent research. Assessment should use vocationally relevant methods that require students to adopt a realistic work role and to produce work in the formats that are expected in business. Assignments that use a range of assessment methods as well as examinations can be used. Case studies, problems and examples used in assessments need to be current and to have the requisite range of issues for students at this level to consider. Students should be able to apply their understanding of theory to their investigations of and to the proposal of solutions to problems. Indicative reading Pettinger, R., Contemporary Strategic Management (2004), Palgrave Macmillan, ISBN-13: McConnell, C., Change Activist: Make Big Things Happen Fast (2002), Momentum, ISBN-13: Drucker, P.F., Management Challenges for the 21st Century (2007), Butterworth-Heinemann Ltd, ISBN-13: Burnes, B., Managing Change: A Strategic Approach to Organisational Dynamics (2004), ISBN-13: Pettinger, R., Mastering Organisational Behaviour (2000), Palgrave Macmillan, ISBN-13: November