LEEDS UNIVERSITY BUSINESS SCHOOL & The Keyworth Institute
The University of Leeds
INTERNATIONAL CORPORATE LEADERSHIP PROGRAMME Module 2 2003-2004
MODULE HANDBOOK
Module Code: BUEC 4010
1
SECTION A: Basic information
Introduction Welcome to ICLP2. This module aims to build on students experience gained from industrial placements and from the insights and self-awareness developed during the ICLP1 module. In addition, the module is intended to further develop an appreciation of leadership and management and how to apply such knowledge and experience though personal skills such as teamwork, communication and decision-making. The course will use a combination of Lectures, Workshops, Case Studies, Discussion and Business Simulation in which teams will be given the opportunity to determine for themselves the key strategic & operational decisions required to run a small business. Key issues to be discussed, which affect most international businesses, will include Knowledge & Supply Chain Management, Leadership & Change, Organisational Learning, Finance and Enterprise. The module sessions are intended to be participative, and students will be expected to prepare, attend and contribute to each of the sessions. In particular most of the sessions will include a case study, designed to provide a situation for which students can apply their knowledge and experience of leadership to suggest strategies for improvements, or discuss the appropriateness of past decisions & strategies adopted by others.
Aims of the International Corporate Leadership programme The programme is designed specifically to satisfy a need identified by leading industrial companies for high quality engineering, IT and business graduates who possess a wider skill base that includes international, business and leadership awareness and experience as well as communication and teamwork skills.
Aims of the ICLP2 Module The aims of this module are to provide the students with an appreciation and understanding of: •
Leadership and its importance to the individual, the team and in the development and decision making of businesses, both large and small, national & international.
2
• • •
•
The strategic importance of knowledge management in modern business practice: identifying, developing, utilising and retaining strategic business knowledge Developing a supply network strategy in line with business objectives. Principles of change management and organisational development; using a whole systems approach to develop an understanding of the nature of the business environment in which they will operate and the internal and external factors driving that environment. Enterprise - Enterprising attributes & behaviours, business creation and development. Enterprise organisations & intrapreneurship.
Objectives On completion of this module students should be able to: •
• • • •
• •
Appreciate the importance of leadership and in a supportive, learning environment, analyse their own role in leading, team working and how they can relate to, and work with, others in a business context. Summarise and analyse a case study, apply knowledge and experience to suggest strategies for improvements, or discuss the appropriateness of past decisions & strategies adopted by others. Describe and discuss the strategic importance of knowledge management in modern business practice. Understand the strategic importance of systematic design and management of supply networks. Understand and apply principles of change management and organisational learning. Use a whole systems approach to develop an understanding of the nature of the business environment in which you will operate and the internal and external factors driving that environment. Explain the concept of enterprise and it’s economic role in wealth creation. Demonstrate strategies that might be employed by leaders to encourage entrepreneurial and intrapreneurial behaviour. Recognize and appreciate the many, varied and competing objectives when running a business.
Who should take this module? This module compulsory for all students taking part in the second year of the International Corporate Leadership Programme and is also offered to suitably qualified M.Eng students as an option.
3
Prerequisites Normally, completion of two industrial placements through the International Corporate Leadership Programme and satisfactory completion of module ICLP1 CSER 3010 are the prerequisites for this module. However, it is recognized that some individual circumstances may vary and students wanting to take part in this module should contact the module leader in the first instance.
Credits This module is worth ten credits at Level 3/4 if successfully completed.
Content & timetable The module comprises a series of lectures & workshops during Semester 2. Due to the diversity of students that will be taking this course, the workshops are held between 2:00pm and 5:00pm, in Leeds University Business School (LUBS). All classes held on a Tuesday will be @ 2:00pm Room 1.06, LUBS except the 16th March which has moved to 18th March in Room 153 in Electrical & Electronic Engineering at 1:00pm. All classes held on a Wednesday will be @ 2:00pm Room 1.09, LUBS except the 5th May which has been moved to Room 1.04.
Date
ICLP2
Activity
Session Leader(s)
Wednesday 4th February
Session 1 Room 1.09
Introduction to Course Aims & Methods, Case Studies and Student Expectations Assessment Schedule Leadership Case Study [preparation and discussion in class] Introduce Case Study and Selected Readings for Knowledge Management session Knowledge Management Workshop & Case Study Assignment 1 Leadership Video Case Study Introduce Enterprise Case Study & Selected Readings Enterprise Workshop & Case Study Assignment 2 Change Management & Leadership Workshop I
John Roberts Alan de Pennington
Tuesday 10th February Tuesday 17th February Tuesday 24th February Tuesday 2nd March
Session 2 Room 1.06
Session 3 Room 1.06
Session 4 Room 1.06
Session 5 Room 1.06
Martin Carter
Ted Sarmiento
Ted Sarmiento
David Lloyd
4
Tuesday 9th March
Change Management & Leadership Workshop II
David Lloyd
Room 1.06
Date
ICLP2
Activity
Session Leader(s)
Thursday 18th March
Session 6.5
Guest
Tuesday 20th April
Session 7
Tuesday 27th April
Session 8
Wednesday 5th May
Session 9
Guest speaker from Shell speaking on “International Business” Strategic Business Planning & Financial Management Assignment 3 Sesame Small Business Simulation Assignment 4 Tutorial and Preparation for Final Examination
Session 6
Room 153 Elec Eng. Room 1.06
Room 1.06
Room 1.04
Alison Marshall
Ted Sarmiento Elena RodriquezFalcon John Roberts Alan de Pennington
Assessment Assessment will be by means of assessed coursework each worth 10% of the overall module mark (see table below). Four of the pieces of coursework will be individual preparation, or individual and/or team assignments based on case studies. Final examination will be by the submission of an assignment based on a case study. Students will be given a limited time in which to prepare and present a written assignment. Word-processed or typed material is preferred to hand-written work, unless stated otherwise, and marks are awarded for presentation. More detail of the requirements to achieve a particular grade of mark in this module (first, upper second etc.) is set out under Marking Criteria in Section B. Please read the rules governing the submission of coursework, including penalties for late submission, and the University’s rules about plagiarism and cheating. (See section B).
Assessment schedule Assessment Schedule for ICLP2
Knowledge Management assignment
% of Total Marks 10%
Enterprise assignment
10%
Deadline
To be arranged To be arranged
5
Strategic Business Planning assignment
10%
To be arranged
Assessment Schedule for ICLP2
% of Total Marks 10%
Deadline
Sesame Small Business Simulation assignment
Final Examination 48 hour Case Study Assignment
60%
To be arranged To be arranged
Contacting your Session Leaders: John Roberts
E-mail:
[email protected] Tel: 01829-782 338
Martin Carter Elena Rodriquez-Falcon
David Lloyd Alison Marshall Ted Sarmiento
E-mail:
[email protected] E-mail:
[email protected] E-mail:
[email protected] E-mail:
[email protected] E-mail:
[email protected] Tel: 0113 343 2168
Please contact the session leader sooner rather than later if you are anxious about the course or in any difficulty. For overall academic matters John Roberts will act as the initial contact.
Administration The module is administered by: Angela Tattam
E-mail:
[email protected] LUBS Undergraduate Office Tel: 0113 343 4477
6
SECTION B: Further information
Work Requirements The work requirements associated with this course are as follows: • • • • •
Attendance and participation at lectures/seminars, workshops and examination Preparation, including written, for lectures/seminars and workshops Reading as directed Group presentation of non-assessed coursework Submission of assessed coursework
The module aims to be participative and include team working, discussion etc. which will be difficult to achieve effectively without all students being present, therefore attendance at classes is compulsory and is recorded. Where there is a good reason for absence please let the module leader know, in advance if possible.
Student Feedback and Complaints Feedback The University requires student feedback to be obtained and evaluated for each module. Complaints The University and the School have a well-defined student complaints procedure. You can obtain details of this from the School’s Undergraduate Office.
Rules of submission for assessed coursework The School has detailed rules and procedures governing the submission of assessed coursework. You need to be familiar with them. They are found in the Undergraduate Handbook. Copies are available from the LUBS Undergraduate Office. NOTE: All assessed coursework should be handed into the undergraduate office of LUBS, and should be prefaced with a LUBS coursework coversheet.
Late Submission of Assessed Coursework The University attaches penalties to the late submission of assessed coursework. You need to be familiar with the University’s rules.
7
Details can be found in the Undergraduate Handbook. Copies are available from the LUBS Undergraduate Office.
Plagiarism, Cheating, etc. Offences in this area can result in attendance at a University-level committee and penalties including expulsion from the University. You need to be familiar with the rules. The details can be found in the Undergraduate Handbook. Copies are available from the LUBS Undergraduate Office.
Student Complaints Procedure An advisory leaflet on using this procedure can be obtained from your personal tutor.
Marking Criteria The course will be assess by the success criteria set out below to demonstrate what is required to achieve a first class, upper second class etc. mark on this module. Module Grade Scale: 80 - 90 Outstanding - attaining the highest professional standards in every respect. (Excellent First) 70 - 79 Excellent - first rate work in most respects, showing e.g. full understanding of purpose; knowledge of related work; choice and use of appropriate methods; originality; well-developed skills; personal commitment. (First Class) 60 - 69 Very Good - showing strength in many respects, e.g. appreciation of needs; marshalling of relevant material; logical approach; sound interpretation; good presentation; persistence. (Class IIi) 50 - 59 Good - solid work, showing some limitations, e.g. understanding of requirements; choice of approach; development of argument; use of references and background material; layout application. (Class IIii) 45 - 49 Satisfactory - basically sound, but showing weaknesses, e.g. grasp of concepts; knowledge of related work; planning; interpretation of findings; clarity of presentation; effort. (Class III)
8
40 - 44 Adequate - showing appreciation of aims, but significant lapses, e.g. understanding; choice and use of procedures; development of argument; soundness of conclusions; personal commitment. (Bare Pass – Low Class III) 20 - 39 Fail - showing failure to understand aims; confusion over e.g. plans, methods, arguments, meanings; lack of effort. NSA – No Serious Attempt ABS – Absent or no Attempt
9
SECTION C: Readings
Reading Core Text: Parker C. with Stone B. 2003. Developing Management Skills for Leadership, Pearson Education. Part 2: Creating Value Part 3: Sharing Value Part 4: Leading & Learning
And selected readings from: Davenport T.H. and Prusak L. 1998. Working Knowledge: Managing What Your Organization Knows, Harvard Business School Press, Boston, MA. Leonard-Barton D. 1995. Wellsprings of Knowledge: Building and Sustaining the Sources of Innovation, Harvard Business School Press, Boston, MA. Nonaka I and Takeuchi H. 1995. The Knowledge Creating Company: How Japanese Companies Create the Dynamics of Innovation, Oxford University Press, New York. Probst G., Raub S. and Romhardt K. 2000. Managing Knowledge: Building Blocks for Success, John Wiley and Sons, Chichester. Krell E, Learning to love the P&L, Training Volume: 36, Issue: 9, Pagination: 66-72, Minneapolis, Sep 1999 Semler, R; Why my former employees still work for me, Harvard Business Review; Boston; Jan/Feb 1994 Semler, Ricardo; Managing Without Managers, Harvard Business Review; Boston; Sep/Oct 1989
10
