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PROGRAMME SPECIFICATION

Select approval stage

PART 1: COURSE SUMMARY INFORMATION

Course summary

Final award MBA Leadership

MBA Leadership (Degree Apprenticeship)

Intermediate award PG Certificate, PG Diploma Business Administration

Course status Validated

Awarding body University of Brighton

School Brighton Business School

Location of study/ campus Mithras House Moulsecoomb

Partner institution(s)

Name of institution Host department Course status

1.

2.

3.

Admissions

Admissions agency Direct to School

Entry requirements Include any progression opportunities into the course.

A first degree or equivalent professional qualification

IELTS or equivalent 6.5 and 6 in writing.

At least three years’ management experience.

Candidates with substantial management experience who do not have a first degree will be considered for entry on a case by case basis.

For the MBA Leadership (Degree Apprenticeship) (MBALDA)

apprentices will also be required to meet the University entry criteria

for the MBA and provide evidence of level 2 English and Maths (or

higher) prior to enrolment.

Start date (mmm-yy) Normally September

1. September 19

2. MBA Leadership (Degree Apprenticeship )- January 2019, September 2019

Mode of study

Mode of study Duration of study (standard) Maximum registration period

Full-time 12 months 3 years

Part-time 24 months 6 years

Sandwich Select Select

Course codes/categories

UCAS code

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Contacts

Course Leader (or Course Development Leader)

Charlotte Meierdirk

Admissions Tutor Max Healey

Examination and Assessment

External Examiner(s)

Name Place of work Date tenure expires

Danielle Talbot

Dr Sandra Laurent

Principal Lecturer – Business & Management, Coventry Business School, University of Coventry

Senior Lecturer - University of West of England

2020

2019

Examination Board(s) (AEB/CEB)

MBA CEB

Approval and review

Approval date Review date

Validation 20111 Sept 20172

Programme Specification June 20193 June 20204

Professional, Statutory and Regulatory Body 1 (if applicable):

5

Professional, Statutory and Regulatory Body 2 (if applicable):

Professional, Statutory and Regulatory Body 3 (if applicable):

1 Date of original validation. 2 Date of most recent periodic review (normally academic year of validation + 5 years). 3 Month and year this version of the programme specification was approved (normally September). 4 Date programme specification will be reviewed (normally approval date + 1 year). If programme specification is applicable to a particular cohort, please state here. 5 Date of most recent review by accrediting/ approving external body.

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PART 2: COURSE DETAILS

AIMS AND LEARNING OUTCOMES

Aims

The aims of the course are:

The MBA has the following general aims which is to:

1. Enable students to develop strategic and professional leadership, management and personal

capabilities, and personal skills to contribute to the efficiency, effectiveness and performance of their organisation.

2. Foster and encourage an innovative entrepreneurial mindset to solve problems and pursue organisational opportunities.

3. Develop students’ understanding of the role and functions of leadership, management in organisational, economic, social and political contexts.

4. Establish and embed the importance to students of working effectively with others as members of teams to achieve results.

5. Develop independent reflective learners able to meet the requirements of post graduate level study.

6. Develop integrative interdisciplinary thinking skills and approaches to problem solving.

The course aims specific to the MBA Leadership are to offer an opportunity:

7. To study at master’s level major functions of management and leadership and gaining a systematic understanding of leadership theory and practice which underpin strategic decision making, strategic planning, choice and implementation in organisations,

8. Develop knowledge, understanding and skills for effective leadership and management practice and explore the scholarly literature on the theoretical issues and applied aspects of leadership.

9. To undertake advanced integrative and applied study on a selected topic, project or issue

of strategic relevance to organisational improvement drawing where possible on the student’s

own organisational context.

Additional course aim specific to MBA Leadership (Degree Apprenticeship)

10. To meet and evidence all elements as laid out in Senior Leaders Master’s Degree

Apprenticeship Standard (SLMDA) level 7 apprenticeship standard.

Learning outcomes

The outcomes of the main award provide information about how the primary aims are demonstrated by students following the course. These are mapped to external reference points where appropriate6.

Knowledge and theory By the end of the course students are expected to achieve an advanced knowledge and understanding of strategy, management and leadership concepts, theories and practices and apply them so as to contribute to the improved performance and competitive advantage of their organisations.

Common MBA Course learning outcomes:

1. To have a systematic understanding of strategic management of organisations such as the management of people, marketing and change. This should include current debates and new developments in knowledge as well as established theories. (Course aims

1,2,3,4,6).

2. To be capable of critical examination of the different approaches

to financial management and/or accounting and the measurement of performance as means of improving organisational effectiveness. (Course aims1,3).

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3. To have a systematic understanding of the role of organisational processes and information systems and how these functions might be effectively managed. (Course aims 1,2,3).

4. To develop the ability to apply knowledge and concepts in order

to identify problematic issues and possible improvements in management capabilities in organisations. (Course aims

1,2,3,4,5,6).

Specific Leadership MBA learning outcomes

5. To develop a systematic understanding of leadership theory and practice which underpin strategic decision making, strategic planning, choice and implementation in organisations. (Course aims

7,8).

6. To develop the knowledge, understanding and skills for effective leadership and critically explore theoretical issues and applied aspects of leadership and management. (Course aims 8,9).

7. To develop the ability to initiate, plan and carry out substantial

individual work-based projects which are of strategic importance to the organisation. The design and interpretation of findings should draw on a sound knowledge of the leadership challenges facing organisations (Course aims 7,8,9).

Skills Includes intellectual skills (i.e. generic skills relating to academic study, problem solving, evaluation, research etc.) and professional/ practical skills.

• Able to work effectively as a member of a group of professionals and a wider local and international cross-cultural community, demonstrating self-responsibility, autonomy and contribution to the development of others. (Course aims 4,5).

• Able to gather and critically evaluate evidence drawn from a range

of sources, and to draw conclusions on the basis of the students own evaluations. This is likely to include contexts of incomplete data or ambiguity. (Course aims 2,3,6,7,9).

• Able to apply knowledge, theory and concepts to

organisational issues and problems. (Course aims 1,2,3,7,8,9).

• Capable of managing themselves, time, and ability to learn

independently and continue to learn through critical self awareness and reflection on practice and experience. (Course aims 4,5).

• Able to devise creative, ethical and sustainable responses to

problems, identifying opportunities, and be creative in their approach in their thinking and ideas. (Course aims 1,2,3)

• Able to listen to and communicate with others effectively

orally, visually and in writing. This includes the ability to communicate complex arguments. (Course aims 4,5,9).

• Able to take a leadership role in developing and

implementing strategic initiatives developed from projects. (Course aims 1,3,4,6,7,8).

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• Able to engage professionally with the issues, theories and

concepts necessary to evaluate the impact of information systems,

digital transformation and process management. (Course aims

1,7,8,9)

Specific MBA Leadership (Degree Apprenticeship)

• Senior Leader Master’s Degree Apprenticeship”: Institute for Apprenticeships (IfA) standards Reference number: ST0480

QAA subject benchmark statement (where applicable)7

1.Mapped against type 3: QAA Subject Benchmark MBA degrees

2. Senior Leader Master’s Degree Apprenticeship specific - Guidance Published On Quality Assuring Higher Education In Apprenticeships (13 July 2018)

PROFESSIONAL, STATUTORY AND REGULATORY BODIES (where applicable)

Where a course is accredited by a PSRB, full details of how the course meets external requirements, and what students are required to undertake, are included.

1.Students may opt in for CMI affiliate membership upon course enrolment. Accreditation is at individual/personal level through the completion of three modules that are recognised by the CMI as equivalents to their own modules; and at course level via the MBA award. Full chartered CMI membership may be sought by students individually upon course completion.

2. MBA Leadership (Degree Apprenticeship) – CMI will be offered as the preferred provider for the End Point Assessment

LEARNING AND TEACHING

Learning and teaching methods

This section sets out the primary learning and teaching methods, including total learning hours and any specific requirements in terms of practical/ clinical-based learning. The indicative list of learning and teaching methods includes information on the proportion of the course delivered by each method and details where a particular method relates to a particular element of the course.

The approach to teaching and learning:-

Approaches to learning and teaching are based on the assumption of adult engagement with

capable professionals, and developing reflective practitioners. The ethos is one of professional discourse. It is important that as engagement with specific subject content and understanding grow, students are made aware of how issues from the specific subject area are integrated within a more holistic understanding of the nature of management.

The block and part time course places emphasis on intensive interactive face to face sessions

encouraging the group to explore different perspectives from their diverse backgrounds and varied occupational experiences. The student’s own organisation with the addition of case studies provide a central role in promoting practical problem solving. Part of one module is utilising e – learning to ensure

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direct access to this method of learning. Across the modules a variety of techniques are used that encourage, group work, presentations, role plays, video, debates and online discussions.

The two optional study visits (one in term 1 and one in term 2) provide group based, key skills and knowledge building opportunities in practical business situations.

The opportunity for consultancy project work is provided through the consultancy elective which

the students can study in addition to the MBA. The Global Management Forum, available to all MBA students, involving senior manager external speakers, also offers a range of additional learning perspectives. Part-facilitated Action Learning Sets provide extra support to facilitate students’ learning.

A critical underpinning learning approach on the MBA programme is the development of a

reflective learner. The skills to reflect on the application of theory into practice in areas of both professional and personal development is supported by session at the Induction and forms part of the assessment strategy for the majority of the modules, where reflection is interspersed with the projects to provide a contextual base of reflection on practice.

Across the modules a variety of techniques are used that encourage discussions, student

engagement, group work, presentations, role plays, use of different media and debates.

In addition to this, formative feedback is provided to students’ project outlines following the

taught modules, just as an extra Business Research Methods day is provided to support the final integrative study. Scheduled individual presentations of project proposals and progress enables formative feedback from tutor (s) and fellow student forms part of the student support and formative assessment strategy.

Enhanced use of technological media is expected of students, given the access now available

through learning resources to valuable web sites and data sources. The Business School Intranet, “Studentcentral” plays an important role both as an administrative supporting structure and increasingly as a learning medium. Electronic discussion group structures and other threaded narrative provision. A thorough introduction to these teaching and learning approaches is provided during induction. A Masters ethos will be reflected via the emphasis from academic staff on the use of journals and reference to their own research.

The balance between teaching and learning

On the Brighton MBA programme each of the common core subjects (20 cats) has 37 taught

hours to reflect the diversity in background, needs, orientation and prior educational experiences of the students whilst the stream major subjects (20 cats) in the degree also has 37 contact hours prescribed.

This model supports the personal and professional development aims of the degree, which focus

on students first developing independent learning habits, then progressing to become thoughtful analysts, consultants and strategic thinkers. It is an important aspect of the Brighton MBA Programme that staff use the guided study hours productively to extend student learning. Depending on the individual module, this may involve further whole group sessions, small group sessions or working with individual students. Some of these sessions might require students to work together prior to joining a module, whilst other might require students to work on tasks together outside the taught sessions e.g. HRM75, MKM24, STM23 and STM12. MBA Leadership (Degree Apprenticeship)

The requirement of apprenticeship standard is that a minimum of 20% of learning is “off the job”.

This will be achieved through, taught elements, work shadowing, activities outside of the primary

role, company projects, workplace training, on line training (linked In learning), learner support through information services, coaching, research and writing assignments. The remainder of the learning will happen in the workplace, learning “on the job”. The Senior Leaders Masters Degree Apprenticeship Standards have been mapped to the MBA Leadership Programme in Appendix 1

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ASSESSMENT

Assessment methods

This section sets out the summative assessment methods on the course and includes details on where to find further information on the criteria used in assessing coursework. It also provides an assessment matrix which reflects the variety of modes of assessment, and the volume of assessment in the course.

Learning Outcome Assessment method Module Number of credits

1, 4,

Summative Individual time controlled assessment

Formative

Individual feedback on a set exam-like question

Managing People

and Organisations

HRM 84

20

2,4

Summative

Formative

Supervised group work on case studies and feedback on project outline

Managing Finance in Different Contexts

FNM40

20

3,4

Summative

Topic proposal & Webinar or similar e-based assessment

Formative

Feedback on outline project proposal

Information systems, operations and process

OPM 54

20

6,7

Summative

Project 3500 – 4000 words

Reflective statement 1000 –

1500 words.

Formative

Feedback on group presentations on the political future

STM 23 Managing in an Uncertain Environment

20

7

Summative

Project 3500 – 4000 words

Reflective statement 1000 –

1500 words.

Formative

Feedback on outline project proposal

MKM24 Marketing & Communication

20

5,6,7

Summative

Critique of a two leadership research papers (2000 words) Research Proposal (3,000 words) Formative

Feedback on dissertation research proposal

MLM22

Research Methods and Leadership

20

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5,7

Summative

Project 3500 – 4000 words

Reflective statement 1000 –

1500 words.

Formative

Feedback on outline project proposal

HRM75 Leadership with Ethics

20

4,5,7,8

Summative

Project 10.000 – 12.000 words

Reflective statement 1000-1500 words or Rich Picture with notes

Formative

Individual presentations on topic outline, and project progress presentations to tutors and plenary session. Ongoing feedback on group & plenary discussion as well as individual

Reflection on practice

MNM96 Developing Strategic Leadership & Change Capabilities

40

MBA Leadership (Degree Apprenticeship) Engagement with student folio (e-folio) from commencement of the programme, will become the matrix displaying a collection of evidence, enabling the students to show how they meet all the standards demanded by the IfA for Skills, Knowledge and Behaviours. This is required in order to obtain the award of SLMDA. The University will provide support for usage of student folio, and guidance for collection of evidence, throughout their studies. Additional each module has a reflective statement requirement, which the students can add to their folio evidence. In addition to discussions and formatively assessed in programme presentations will provide the basis and support for the End Point Assessment (EPA), professional discussion.

The EPA Project showcase (4000 words) will be underpinned from all assessed modules and in particular will be a development of the 40 credit work-based project module (MNM96). Students will be supported, by formative assessment and tutorial support in order to complete the MBA pass through the Gateway.

It is the responsibility of the appointed professional body to manage the EPA.

SUPPORT AND INFORMATION

Institutional/ University All students benefit from:

University induction week

Student Handbook: the University and you

Course Handbook

Extensive library facilities

Computer pool rooms (indicate number of workstations by site)

E-mail address

Welfare service

Personal tutor for advice and guidance

Course-specific Additional support, specifically where courses have non- traditional patterns of delivery (e.g. distance learning and work-based learning) include:

In addition, students on this course benefit from:

Please refer to information held in studentcentral.

MBA Leadership (Degree Apprenticeship) -

commitment statement, employer contract

Linked In Learning, student folio, virtual learning environment

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PART 3: COURSE SPECIFIC REGULATIONS

COURSE STRUCTURE This section includes an outline of the structure of the programme, including stages of study and progression points. Course Leaders may choose to include a structure diagram here.

The diagram below show the September and January intake available on the MBA Leadership/

Apprenticeship/ Online.

Dates Part Time MBA Leadership/ Apprenticeship/ (Sept)

MBA PT Leadership/ Leadership DL/ Apprenticeship (Jan start date)

Year 1 Year 1

Term 1

HRM84 Managing People & Organisations

Term 2 & 3

MKM24 Marketing & Communication

MKM24 Marketing & Communication

FNM18

Finance Accounting & Performance Management

FNM18

Finance Accounting & Performance Management

HRM75 Leadership with Ethics

HRM75 Leadership with Ethics

Year 2 Year 2

Term 1

OPM54 Information systems, Operations and Process Management

OPM54 Information systems, Operations and Process Management

Term 2 & 3

Research Methods and Leadership (MLM22)

Research Methods and Leadership (MLM22)

STM 23

Managing in an Uncertain Environment

STM 23

Managing in an Uncertain Environment

MNM 96 Developing Strategic Leadership and Change capabilities

MNM96 Developing Strategic Leadership and Change capabilities

Year 3

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Term 1

HRM84 Managing People & Organisations

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Modules

Status:

M = Mandatory (modules which must be taken and passed to be eligible for the award)

C = Compulsory (modules which must be taken to be eligible for the award)

O = Optional (optional modules)

A = Additional (modules which must be taken to be eligible for an award accredited by a professional, statutory or regulatory body, including any non-credit bearing modules)

* Optional modules listed are indicative only and may be subject to change, depending on timetabling and staff availability

Level8 Module

code Status Module title Credit

7 HRM84 C* Managing People & Organisations 20

7 OPM54 C* Information systems, Operations and Process

Management

20

7 MKM24 C* Marketing & Communication 20

7 STM23 C Managing in an Uncertain Environment 20

7 STM21 O Essentials of Economics for Management

(May be substituted, along with IMM07 for STM23)

10

7 FNM40 C Managing Finance in Different Contexts 20

7 FNM18 C Finance and accounting and Performance Management

(May be substituted for STM40)

20

7 HRM75 C Leadership with Ethics (Electives or IMM08 may be substituted for this module, see note below)

20

7 MLM22 C Research methods and Leadership 20

7 MNM96 C* Developing Strategic Leadership and Change Capabilities (Alternative final integrative modules may be taken as a substitute for this module, subject to the note below)

40

In order to gain the award MBA Leadership the students will be required to pass modules HRM75 and MNM96. Should the student elect to take alternatives to these modules, then the award will default to MBA (non specific)

MBA Leadership (Degree Apprenticeship) specific – There are no options, all core are marked above*

8 All modules have learning outcomes commensurate with the FHEQ levels 0, 4, 5, 6, 7 and 8. List the level which corresponds with the learning outcomes of each module.

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AWARD AND CLASSIFICATION

Award type Award* Title Level Eligibility for award Classification of award

Total credits9 Minimum credits10

Ratio of marks11: Class of award

Final MBA Leadership MBA 7 Total credit 180 Minimum credit at level of award 150

Level 7 marks Postgraduate degree

Intermediate PgDip Business Adminstration 7 Total credit 120 Minimum credit at level of award 90

Level 7 marks Postgraduate (taught) d

Intermediate PgCert Business Administration 7 Total credit 60 Minimum credit at level of award 40

Level 7 marks Postgraduate (taught) d

Select Select Total credit Select Minimum credit at level of award Select

Select Select

Select Select Total credit Select Minimum credit at level of award Select

Select Select

*Foundation degrees only

Progression routes from award:

Award classifications Mark/ band % Foundation degree Honours degree Postgraduate12 degree (excludes

PGCE and BM BS)

70% - 100% Distinction First (1) Distinction

60% - 69.99% Merit Upper second (2:1) Merit

50% - 59.99%

Pass Lower second (2:2) Pass

40% - 49.99% Third (3)

9 Total number of credits required to be eligible for the award. 10 Minimum number of credits required, at level of award, to be eligible for the award. 11 Algorithm used to determine the classification of the final award (all marks are credit-weighted). For a Masters degree, the mark for the final element (e.g, dissertation) must be in the corresponding class of award. 12 Refers to taught provision: PG Cert, PG Dip, Masters.

EXAMINATION AND ASSESSMENT REGULATIONS

Please refer to the Course Approval and Review Handbook when completing this section.

The examination and assessment regulations for the course should be in accordance with the University’s General Examination and Assessment Regulations for Taught Courses (available from staffcentral or studentcentral).

Specific regulations which materially affect assessment, progression and award on the course e.g. Where referrals or repeat of modules are not permitted in line with the University’s General Examination and Assessment Regulations for Taught Courses.

No material variations to General Examination and Assessment Regulations for Taught Courses.

Progression Rule for MBA; Students who are referred or failed in 60 credits will normally be counselled regarding their suitability for further progression on the course.

Exceptions required by PSRB These require the approval of the Chair of the Academic Board

Addendum

MBA Leadership (Degree Apprenticeship) and the Senior Leader Master’s Degree Apprenticeship

The MBA Leadership (Degree Apprenticeship) study route differs from that traditionally offered by the University, the student apprentice must be in a formal job, where the job role, together with the ‘off the job’ training, provides opportunities to cover the full occupational profile and learning all of the skills, knowledge and behaviours required as laid out within the apprenticeship standard.

Whilst the core curriculum will remain the same for this pathway, there will be no option modules. The underlying work-based assessment carried out within the organization will be the underpinning differentiator of this pathway, please see Appendix 1, where we have comprehensively mapped the current MBA Leadership pathway to the apprenticeship standards, clearly showing the evidence that the apprentice is required to gather in order to meet the apprenticeship standards, the minimum of 20% ‘off the job’ and the 80% ‘on the job’ learning is noted.

To be awarded the Senior Leader Master’s Degree Apprenticeship by the Institute of Apprenticeships students must have completed their MBA studies, pass through the “Apprenticeship Gateway” and successfully complete the End Point Assessment, detailed in the SLMDA standard and graded by the chosen professional body.

MBA level 7 End Point Assessment Following completion of the MBA Leadership programme (and L2 functional skills), apprentices undertake an independent end point assessment (EPA) to achieve the apprenticeship. The EPA for Senior Leader Master’s Degree Apprenticeship consists of 2 assessment methods:

Project showcase, based on work-based project, including report, presentation and questioning

Professional discussion, based on review of portfolio

Appendix 1

MBA Leadership Mapping Against Senior Leaders Masters Degree Apprenticeship (SLDMA)

What is required (through formal learning and applied according to business environment) to meet the standard

How, through MBA Modules taught (minimum 20% 'off the job')

And, In the work place 'on the job' (learning through work)

Apprenticeship Standard MBA Leadership

Knowledge Organisational Performance – delivering a long-term purpose

Strategy

Knows how to shape organisational vision, culture and values. STM23 Managing in an Uncertain Environment apply underpinning

knowledge in the work place

Understands organisational structures; business modelling; diversity; global perspectives; governance and accountability; the external environment, social, technological and policy implications

STM23 Managing in an Uncertain Environment link to business objectives

Understands new market strategies, changing customer demands and trend analysis.

MKM24 Marketing and Communication

Innovation & Change Understands innovation; the impact of disruptive technologies (mechanisms that challenge traditional business methods and practices);

MNM96 Developing Strategic Leadership and Change Capabilities

analyse evolving business contexts, sales and market

trends

drivers of change and new ways of working across infrastructure, processes, people and culture and sustainability.

MNM96 Developing Strategic Leadership and Change Capabilities

manage change and overcome resistance in the

workplace

Knowledge of systems thinking, knowledge/data management, and programme management.

OPM54 Information System, Operations and Process

Enterprise & Risk Knowledge of ethics and values based leadership; regulatory environments, legal, H&S and well-being and compliance requirements;

HRM75 Leadership with Ethics

Student folio, work based evidence, compliance training completed in the work place

corporate social responsibility; risk management, environmental impact and cyber security.

HRM 75 Leadership with Ethics

Understands competitive strategies and entrepreneurialism, Partly STM23 Managing in an Uncertain

Environment**

approaches to effective decision making, and the use of big data and insight to implement and manage change.

MNM96 Developing Strategic Leadership and Change Capabilities

Finance

Understands financial strategies including scenarios, modelling and identifying trends,

FNM18 Finance Accounting and Performance Management

consider organisations corporate and financial structure, review sector

key performance indicators and analytics

application of economic theory to decision-making, and how to evaluate financial and nonfinancial information.

evidence of working documents to demonstrate in work analysis, evaluation and decision making

Understands financial governance and legal requirements, and procurement strategies.

evidence of working documents to demonstrate in work analysis, evaluation and decision making

Interpersonal Excellence – leading people and developing collaborative relationships

Leading & Developing People Knowledge of organisational/team dynamics and how to build engagement and develop high performance, agile and collaborative cultures.

HRM84 Managing People and Organisations; STM23 Managing in an Uncertain Environment

evidence of inspirational leadership and people

management in practice

Understands approaches to strategic workforce planning including talent management, learning organisations, workforce design, succession planning, diversity and inclusion.

HRM84 Managing People and Organisations

Developing Collaborative Relationships

Understands large scale and inter-organisational influencing and negotiation strategies.

evidence of stakeholder management and development of relationships (use of value chain)

Knowledge of the external political environment and use of diplomacy with diverse groups of

STM23 Managing in an Uncertain Environment appropriate networking

internal and external stakeholders. Understands working with board and company structures.

HRM 75 Leadership with Ethics evidence of working and improving professional

practice

Knowledge of brand and reputation management. MKM24 Marketing and Communication

Skills What is required

Organisational Performance – delivering a long-term purpose

Strategy

Use of horizon scanning and conceptualisation to deliver high performance strategies focusing on growth/sustainable outcomes. Sets a clear agenda and gains support from key stakeholders. Able to undertake research, and critically analyse and integrate complex information

MNM96 Developing Strategic Leadership and Change Capabilities; MNM21/22 Research Methods

practical application in the workplace, agenda setting, networking, critcal analysis

and interpretation of company information

Innovation and Change

Initiates and leads change in the organisation, creates environment for innovation and creativity, establishing the value of ideas and change initiatives and drives continuous improvement. Able to manage conflict. Manages partnerships, people and resources effectively, and measures outcomes. Acts where needed as a Sponsor, championing projects and transformation of services across organisational boundaries

MNM96 Developing Strategic Leadership and Change Capabilities; STM23 Managing in an Uncertain Environment; HRM 76 Leadership with Ethics

examples of change management within the

organisation

Enterprise and Risk

Challenge strategies and operations in terms of ethics, responsibility, sustainability, resource allocation and business continuity/risk management. Application of principles relating to Corporate Social Responsibility, Governance, Regulatory compliance. Drives a culture of resilience and supports development of new enterprise and opportunities

Partly: STM23 Managing in an Uncertain Environment; HRM75 Leadership with Ethics

In work activity, forethought and

performance noted, success factors. Provide a

reflective map of the journey

Finance

Oversees financial strategies/management, results and setting organisational budgets, and challenges financial assumptions underpinning strategies. Is accountable for decisions based on relevant information e.g. Key Performance Indicators/scorecard. Uses financial data to allocate resources. Oversees procurement, supply chain management and contracts

Part;OPM54 Information System, Operations and Process

financial management within the organisation

Interpersonal Excellence – leading people and developing collaborative relationships

Engaging Employees

Uses personal presence and “storytelling” to articulate and translate vision into operational strategies, demonstrating clarity in thinking and using inspirational communication. Creates an inclusive culture, encouraging diversity and difference. Gives and receives feedback at all levels, building confidence and developing trust, and enables people to take risks

Partly: Reflective ST

Human resources management, team building, linked to

CDP/appraisal system

Leading & Developing People

Enables an open and high performance working, and sets goals and accountabilities for teams and individuals. Leads and influences people, building constructive working relationships across teams, using matrix management where required. Ensures workforce skills are utilised, balancing people and technical skills and encouraging continual development

Partly: HRM75 Leadership with Ethics; HRM84 Managing People and Organisations

The valuable role of people in the organisation,

measuring team dynamics, compositions and

personality

key performance objectives identified and monitored, how effective/ineffective leadership can impact positively/negatively on business performance and results

Developing Collaborative Relationships

Manages complex relationships across multiple and diverse stakeholders. Builds trust and rapport, with ability to positively challenge. Leads beyond area of control/authority, and able to influence, negotiate and use advocacy skills to build reputation and effective collaborations

Partly: STM23 Managing in an Uncertain Environment****

evidence of practice within the workplace,

measurements include team performance,

labour turnover

contribute to work based documents/papers

Behaviours What is required (developed and exhibited in the workplace)

Personal and interpersonal effectiveness

Leads by Example

Professional

Reflects on own performance, demonstrates professional standards in relation behaviour and

ongoing development. Advocates the use of good practice within and outside the orga

Partly: Reflective ST

Judgement and Challenge

Takes personal accountability aligned to clear values. Demonstrates flexibility and willingness to challenge when making decisions and solving problems. Instils confidence demonstrating honesty, integrity, openness, and trust.

Portfolio

Upload evidence to student folio, to create a

collection of works, to include Personal

development planning/CPD action and

review

Courage and Curiosity

Is confident and brave, willing to innovate, seeks new ideas and looks for contingencies. Manages complexity and ambiguity, comfortable in uncertainty, and is pragmatic

Workbased project personal reflection

reviews to professional discussion

Valuing Difference

Engaging with all – is ethical and demonstrates inclusivity, recognising diversity, championing, and enabling cultural inclusion. Empowers and motivates to inspire and support others

Partly: Reflective ST identify a range of

development opportunities

Personal objective, development of non

cognitive skills (personal development, team

working, creativity, self reliance) reflection against roles and responsibilities

* Environmental Impact is covered in HRM 75 & STM23

evidence of application in the workplace and satisfactory completion

** Entrepreneurship is covered in STM23 Managing in an Uncertain Environment

End point assessment 1. Project showcase (a collection of works built on work based project) 2. Professional discussion (based on a review and reflection of student folio)

***Stakeholder management is covered in MKM24 & HRM75

****Collaborative Working is covered in STM23 Managing in an Uncertain Environment

Document template revised 18th December 2018