Handbook : Unit informationEdith Cowan University

Faculty of Business and Law

School: Business

This unit information may be updated and amended immediately prior to semester. To ensure you have the correct outline, please check it again at the beginning of semester.

• Unit Title

  Leadership, Strategy and Change

• Unit Code

  MBA6050

• Year

  2015

• Enrolment Period

  1

• Version

  1

• Credit Points

  20

• Full Year Unit

  N

• Mode of Delivery

  On Campus
  Online

---

Description

Leadership, strategy and change represent three of a managers most important competences. This unit introduces students to leadership as both a theoretical concept and a practical skill-set. Students will explore analytic and craft-based approaches, and identify relevant leadership skills. Managing change is seen as encompassing both analytic and interpersonal skills. Students will examine and refine their theoretical knowledge, analytic skills and personal capabilities for leading, strategising and managing change. Opportunities for future development of these abilities in the work practice are also a focus.

Prerequisite Rule

Students must pass 1 units from FBL5010

Learning Outcomes

On completion of this unit students should be able to:

1. Appraise the major approaches to the challenges of organisational change and identify their preferences, competences and future learning needs regarding change.
2. Appraise their present leadership skills and future learning needs.
3. Produce basic strategic analysis and identify their capabilities and future skill-development needs.
4. Review major theories of leadership, describing their advantages, limitations and personal relevance.
5. Review the role of leadership in organisational management, strategy and change and discuss their approach to self-leadership in developing future skills.

Unit Content

1. Hard and soft methods for managing change.
2. Leading others during change.
3. Leading yourself to change: future experience, mindsets and skills.
4. Skills of leadership: implementation skills.
5. Skills of leadership: interpersonal skills.
6. Skills of leadership: self-awareness skills.
7. Strategy as analysis: tools for analysis.
8. Strategy as craft: tools for strategising.
9. Theories of leadership.
10. Theories of organisational change.
11. Theories of organisational strategy.
12. What is leadership? Theory and practice-based approaches.

Additional Learning Experience Information

For on-campus students this unit involves workshops focussing on understanding basic concepts from the literature and their relevance to students' present workplace practice. Students will also practise relevant skills in the classroom, in assignments and where possible in their workplace. The aim is to develop a personal view of one's present capabilities and future learning needs. Workshops will require significant prior reading. Students are expected to discuss application of the readings to their workplace practice and identify their personal competences and learning challenges related to leading, strategising and changing organisations. Assignments provide an opportunity to deepen both types of understanding. Industry leaders will feature as guest lecturers, enabling learners to make the connections between theory and practical application. For off-campus students this unit involves a series of readings and activities requiring regular access of Blackboard. Activities include self-evaluations and workplace observations or investigations.

Assessment

GS1 GRADING SCHEMA 1 Used for standard coursework units

Students please note: The marks and grades received by students on assessments may be subject to further moderation. All marks and grades are to be considered provisional until endorsed by the relevant Board of Examiners.

Text References

• ^ There is no set text. A reader comprising chapters from the References and Journals will replace the text.
• Senior, B., & Swailes, S. (2010). Organisational change (4th ed.). Harlow: Pearson.
• Johnson, G., Whittington, R., & Scholes, K. (2011). Exploring strategy (9th ed.). Harlow: Pearson.
• Mintzberg, H., Lampel, J., Quinn J. B., & Ghoshal, S. (2002). The strategy process (4th global ed.). Upper Saddle River, NJ: Pearson.
• Dubrin, A. J., Dalglish, C., & Miller, P. (2006). Leadership (2nd Asia-Pacific ed.). Milton, Qld: Wiley.
• Fritz, S., Brown, W., Lunde, J. P., & Banset, E. A. (2005). Interpersonal skills for leadership (2nd ed.). Upper Saddle River, NJ: Pearson Prentice Hall.

^ Mandatory reference

---