Consultant's report: (3000 words) 50% Weighting
You are hired as a consultant to advise senior executives of a traditional business on a major change programme that has arisen as a result of a new entrant that has caused significant turbulence in your sector. You are required to lead the executives through a range of organisational and strategic analytical and development tools to allow them to draw up a business transformation plan with your help.

LO 1,2,3

Project Report and Presentation 50% Weighting
Present a critical evaluation of the outcomes from a business simulation and your performance and contribution within the team leading a simulated business through a period of transition

LO 4

To pass this module student must obtain overall 50% marks. Re-assessment is capped at 50%


Pass criteria

Demonstrates ability to systematically describe a specific organisation in terms of management theories and appropriate contemporary practice.
Provides some critical analysis of operational aspects of same organisation. Reflects adequately on potential improvements to same organisation and is well referenced. In order to pass a module, students need to attain at least a minimum of 40% in all elements of assessment.

Distinction criteria

Evidences a subtle understanding of the position of the organisation in terms of a range of appropriate theory and contemporary practice.
Focuses upon the critical analysis of relevant operational aspects of the organisation, with appropriate contrast with other organisational forms and practice. Provides a well-supported, reasoned and pragmatic set of recommendations. Evidences wide and appropriate reading in the references supplied.

Topics

Professional Development and Systems Management
This topic is designed for students to take responsibility of professional development to gain the personal and professional skills needed to support the strategic direction of an organisation. Students can achieve this through analysing their current skills and preparing and implementing a personal development plan. Implementation of strategic quality and management systems will advance students understanding of a broad range of modern theory and techniques covering the operational, functional and strategic management of quality


Creative and Innovative Management
The impact of globalisation and the availability of knowledge and intellectual capital create a volatile and chaotic market place. In such contexts leaders have to transform an organisations ability to respond to change either incrementally or radically. Students will be able to apply and translate their knowledge and understanding of analysis techniques to implement change strategies that inspire people, reduce resistance and gain buy-in for change. To attain change, process transformation and performance management approaches to lock in change and measure success are required and students will develop the appropriate skills to successfully develop the necessary synergy between leadership and management skills achieve this goal. Many advocate the fact that the
world of business is now in a permanent state of flux and constant innovation is the only strategy for survival. This need to innovate is propelled by the demands of increasingly competitive markets and the need for organisations to improve their competitive advantage in these markets. In response, companies can reduce costs, improve quality, increase productivity or effect innovation.

Strategic Planning, Games and Simulation
This topic focuses on how organisations undertake strategic planning and its importance in a fast changing, turbulent marketplace. Learners will understand why it is important to develop a strategic vision and mission, establish objectives and decide on a strategy. Strategy and strategic plans map out where the organisation is headed, its short- and long-range performance targets, and the competitive moves and internal action required to achieve targeted business results. Learners will understand that a well-constructed strategic plan is essential for organisations to cope with industry and competitive conditions. A conceptual and cognitive understanding of Games Theory and its application are essential components of understanding strategy and process. A variety of games and simulations will be used to develop and assess employability skills and to use the power of learning by doing by adopting strategic positions to test the students¿ application of the management of risk, strategy and performance through individual and team based simulations. Such simulations allow students to reflect on their people skills, self-reliance skills and generalist skills

The learning strategy for the module requires students to commit 300 learning hours, of this there will be 75 hours of class support and 225 hours of independent and self directed study.

The lectures will be interactive with student participation in discussion about business develop management practices and problem based learning using case studies in professional development, quality management system and process, creative and innovative management, strategic planning, games and simulation. Students will be allocated to small groups for various activities and workshop sessions. Tutorials are used to ensure that students understand the material and its relevance to the programme. Within the module, students will undertake individual presentations. These will be used to highlight understanding of module content, planning and implementation of ideas and innovations, self assessment and reflection, peer/tutor discussion and review.

For each topic, students will engage in preparation and reading prior to each seminar. Students will be asked to share their reading of the topic through discussion with their peer group, present their findings to the seminar group and provide feedback to other students

You will need access to these resources:

The VLE (NETED)
The Internet
Word Processing software for use in the coursework
Spreadsheet software like EXCEL/SPSS
Printed and electronic journals.

Core Text
Gold J, Thorpe R and Mumford A (2010) Leadership and Management Development, CIPD
Harvard Business School (2003) Managing Creativity and Innovation
Hugos, M. (2013) Enterprise Games: Using Game Mechanics to Build a Better Business

Recommended Text
Megginson D and Whitaker V (2007) Continuing Professional Development, CIPD
Brue G (2005) Six Sigma for Managers: 24 Lessons to Understand and Apply Six Sigma Principles in any Organization, McGraw-Hill Professional
De Wit, B and Meyer R (2004) Strategy: Process, Content, Context, 3rd Edition, Cengage Learning EMEA
Wolfe, J. (2002) The Global Business Game: A Simulation in Strategic Management and International Business
Gardner , R. (2003) Games for Business and Economics, 2 edition, Wiley

Journals
Production, Planning and Control
The TQM Magazine
Management Today
People Management
Professional Manager
Training Journal
Academy of Management Journal
British Journal of Management
European Management Journal
Harvard Business Review
Journal of Business Strategy
Journal of Management Studies
MIT Sloan Management Review
Strategic Change
Strategy and Leadership

Websites
www.businesscases.org
www.efqm.org
www.hbsworkingknowledge.hbs.edu
www.hse.gov.uk
www.hsl.gov.uk
www.iso9000.org
www.managerwise.com
www.praxiom.com
www.quality.co.uk
www.trainingjournal.com
www.businesslink.gov.uk
www.cipd.co.uk
www.managementhelp.org
www.management-standards.org.uk
www.mindtools.com
www.ft.com
www.managers.org.uk
www.asa.org.uk
www.bbc.co.uk
www.benchmarkingnetwork.com