Leading High Performing Organisations
| Module title | Leading High Performing Organisations |
|---|---|
| Module code | BEMM181Z |
| Academic year | 2024/5 |
| Credits | 30 |
| Module staff |
| Duration: Term | 1 | 2 | 3 |
|---|---|---|---|
| Duration: Weeks | 14 (across the year) |
| Number students taking module (anticipated) | 50 |
|---|
Module description
This module is designed to familiarise the student with performance measurement, management and governance applied to different types of organisation. It has 12 synchronous webinars through which content related to the relevant learning objectives.
Module aims - intentions of the module
In this module you will build skills and knowledge in the concepts, systems and processes that underpin the effective working of business enterprises and other forms of organisation. You will study the basic economics of organisations and learn to work with accounting and finance specialists and the data they use. This will allow you to understand different aspects of performance and to plan effective use of the rich mix of human, financial, information and technological resources that form your organisation. You will also learn about the role the Senior Leader plays in establishing and managing the governance of key processes like technology, finance, talent and procurement.
Intended Learning Outcomes (ILOs)
ILO: Module-specific skills
On successfully completing the module you will be able to...
- 1. Critically discuss systems thinking, knowledge/data management.
- 2. Define ethics and values-based leadership theories and principles.
- 3. Apply financial strategies, for example scenarios, modelling and identifying trends, application of economic theory to decision-making, and how to evaluate financial and non- financial information.
- 4. Define financial governance and legal requirements, and procurement strategies.
- 5. Discuss organisational/team dynamics and how to build engagement and develop high performance, agile and collaborative cultures.
- 6. Evaluate approaches to strategic workforce planning, for example, talent management, learning organisations, group work, workforce design, succession planning, diversity and inclusion.
- 7. Evaluate approaches to developing a Corporate Social Responsibility programme
ILO: Discipline-specific skills
On successfully completing the module you will be able to...
ILO: Personal and key skills
On successfully completing the module you will be able to...
- 8. Challenge strategies and operations in terms of ethics, responsibility, sustainability, resource allocation and business continuity/risk management.
- 9. Critically apply principles relating to Corporate Social Responsibility, Governance and Regulatory compliance.
- 10. Oversee development and monitoring of financial strategies and setting of organisational budgets based on Key Performance Indicators (KPIs), and challenge financial assumptions underpinning strategies.
- 11. Oversee procurement, supply chain management and contracts.
- 12. Optimise skills of the workforce, balancing people and technical skills and encouraging continual development.
Syllabus plan
Week 1 Creating economic value; creating social value; creating financial value
Week 2 Exploring case studies
Week 3 Understanding individual motivation; understanding role theory; building trust
Week 4 Recruitment and selection; diversity and inclusion; talent management; team decision-making
Week 5 Cost behaviour; margin of safety; target profit; profit-volume charts
Week 6 Organisational health; organisational resilience; behavioural economics
Week 7 Exploring case studies
Week 8 Organisations as complex systems; scenarios and forecasting; integrated reporting
Week 9 Assignment planning
Week 10 Law and competitive advantage; corporate governance; corporate risk
Week 11 Social responsibility; the bottom of the pyramid; ethical decision making
Week 12 Creating shared value
Learning activities and teaching methods (given in hours of study time)
| Scheduled Learning and Teaching Activities | Guided independent study | Placement / study abroad |
|---|---|---|
| 34 | 266 | 0 |
Details of learning activities and teaching methods
| Category | Hours of study time | Description |
|---|---|---|
| Scheduled Learning and Teaching Activity | 34 | Webinars |
| Guided Independent Study | 266 | Use of online learning materials. Completion of assessments required to monitor progress. Consultation with academic staff. |
Formative assessment
| Form of assessment | Size of the assessment (eg length / duration) | ILOs assessed | Feedback method |
|---|---|---|---|
| Learning Journals | 300 words | 1-12 | Peer and tutor |
Summative assessment (% of credit)
| Coursework | Written exams | Practical exams |
|---|---|---|
| 100 | 0 | 0 |
Details of summative assessment
| Form of assessment | % of credit | Size of the assessment (eg length / duration) | ILOs assessed | Feedback method |
|---|---|---|---|---|
| Assessment 1 Essay on managing performance | 30 | 2500 words | 2,5,6,7,8,9 | Written |
| Assessment 2 Case study analysis | 70 | 5000 words | 1-7,10,11,12 | Written |
Details of re-assessment (where required by referral or deferral)
| Original form of assessment | Form of re-assessment | ILOs re-assessed | Timescale for re-assessment |
|---|---|---|---|
| Assessment 1 | As per original | As per original | Programme schedule dependent |
| Assessment 2 | As per original | As per original | Programme schedule dependent |
Re-assessment notes
All passed components of the module will be rolled forward and will not be reassessed in the event of module failure.
Indicative learning resources - Basic reading
Suggested reading:
Atrill, P. and McClaney, E. (2020) Accounting and Finance for Non-Specialists, Twelfth edition, Pearson
Widdowson, L., & Barbour, P. (2021). Building Top-Performing Teams,. Kogan Page.
Additional suggested reading:
Brealey, N. (2008), Together to Create a Sustainable World.
Follett, M. (2016) (originally published in 1924), Creative Experience, Ravenio Books,
Grove, A. (1998), Only the Paranoid Survive, Profile Books,.
Hopkin, P. (2018), Fundamentals of Risk Management, Kogan Page.
Handy, C. (1993) Understanding Organizations, 4th edn. Penguin,
Haskins, G. and Thomas, M. (2018) Kindness in Leadership, Routledge.
Kotler, P. (2015), Confronting Capitalism, AMACOM.
Marr, B. (2008) Strategic Performance Management, Routledge.
Poole, E. (2017) Leadersmithing: Revealing the Trade Secrets of Leadership, Bloomsbury.
Senge, P. et al, (2009) The Necessary Revolution: How Individuals and Organizations Are Working. Crown
| Credit value | 30 |
|---|---|
| Module ECTS | 15 |
| Module pre-requisites | None |
| Module co-requisites | None |
| NQF level (module) | 7 |
| Available as distance learning? | Yes |
| Origin date | 09/04/2021 |
| Last revision date | 05/05/2024 |
