MANAGING AND LEADING PEOPLE (APPRENTICESHIP) - 2020/1
Module code: MANM480
Learners completing this module will have a detailed understanding of the theoretical models and frameworks of leadership. Learners will be required to review a wide range of leadership practices covered in both the seminal and current academic literature. Having a broad appreciation of management and leadership practices will enable learners to critically appraise their own leadership style and how this affects (impacts) their immediate teams, wider organisational goals and other key stakeholders.
Hospitality, Tourism & Events Management
LAWLEY Kerstine (Hosp & Tour)
Number of Credits: 15
ECTS Credits: 7.5
Framework: FHEQ Level 7
Module cap (Maximum number of students): N/A
Teaching block 3
Prerequisites / Co-requisites
Indicative content includes:
- Introduction to management and leadership
- Theories of leadership
- Corporate social responsibility
- Ethics based leadership and management
- Managing conflict and influencing and negotiating across different stakeholder groups
- Understanding team dynamics
- Motivation and the link to performance
- Giving and receiving feedback to promote a culture of learning
- Personal presence and storytelling
|Assessment type||Unit of assessment||Weighting|
|Coursework||Individual Report (2500 words)||90|
|Oral exam or presentation||Individual e-Portfolio||10|
The assessment strategy is designed to provide learners with the opportunity to demonstrate their understanding and application of the core learning outcomes for the module and the full range of knowledge, skills and behaviours identified above. It is designed to provide learners with the opportunity to demonstrate a critical appraisal of the current academic research into management and leadership. Learners will be required to provide empirical evidence of the efficacy of their own leadership style in practice within the context of their own organisation and their role as a senior leader.
Individual report - 90%
Learners will be required to produce a 2,500 words report on how they have applied the learning from this module in the workplace. The report will require them to provide a short literature review on the elements of management or leadership theory that they are focusing on as well as a detailed analysis of the effectiveness of their own leadership style. Learners will be expected to provide demonstrable qualitative or quantitative evidence of their analysis and how this relates to the academic literature and informs their overall conclusions of their own leadership style.
Individual e-Portfolio - 10%
Learners will be required to critically reflect on and evaluate their own leadership practice within the context of their role as a senior leader within their own organisation. Learners will be required to produce a critical reflection of their own learning through the submission and delivery of a 20 minute presentation. The presentation will need to be delivered through a live webinar format to the module leader and programme manager.
Learners will work regularly in groups and as individuals, participating in classroom or online discussion forums and webinars, to demonstrate their understanding of the subject contents and application. Learners will be required to complete online guided learning activities that demonstrate the ability to analyse key components of organisational strategy. Awareness will be built up by learners being required to lead and participate to share understanding and knowledge
of elements of organisational strategy. For example, learners may be required to present online a short presentation containing information from their organisation. Learners will receive peer feedback as well as comments from the academic and industry subject matter experts.
Learners will be given formal feedback on their assessments and receive regular, informal feedback on their contribution throughout the module.
- This module aims to encourage learners to become self-aware of their own leadership and management behaviours in practice. This self-awareness will be developed through acquiring a deep theoretical knowledge base of current research into management and leadership. Learners will be encouraged to reflect on and critique their own leadership style and to be able to demonstrate suitable behavioural flexibility to adapt their own leadership style to suit the contexts in which they lead and manage people, both directly and indirectly.
|001||An in-depth knowledge of different theories and models of leadership and apply judgement of when to deploy different leadership practices||CKPT|
|002||Critically appraise own leadership style and incorporate an ethical approach to leadership to manage ambiguity and dilemmas||CP|
|003||Detailed understanding of both team and individual psychological drivers that affect performance||KP|
|004||Critically evaluate behaviours that promote learning organisations and a positive person-centred culture||CPT|
C - Cognitive/analytical
K - Subject knowledge
T - Transferable skills
P - Professional/Practical skills
Overall student workload
Methods of Teaching / Learning
The hours listed within the overall student workload section represent off-the-job learning.
The teaching and learning methods incorporate a blended learning approach, centred around the key online learning design principles of – Learner centred; Useful; Engaging; Flexible; Consistent; Supportive and Accessible.
In line with the Apprenticeship Off the Job Training guidance, the teaching and learning undertaken on this module will reflect the following categories of training:
- Teaching of Theory. (May include lectures, role play, simulation exercises, online learning, research and networking)
- Practical Training. (May include shadowing, mentoring, industry visits and participation in guided activities to apply the theoretical knowledge, concepts and models in the day-to-day working practice).
- Learning support and time spent writing assignments and partaking in assessments.
- Reflective learning and self-evaluation to impart new knowledge, skills and behaviours only. (E-portfolio)
Learners taking this module will cover theoretical aspects with a mix of campus-based sessions, online and self-directed learning activities. Learners will be expected to demonstrate commitment to independent learning and take an active part in any asynchronous activities such as forums, wikis and blogs, as well as synchronous activities (i.e. virtual meetings) where appropriate. Participation in these activities, with emphasis on the self-directed learning activities, will be essential to the successful achievement of learning outcomes in this module.
Indicated Lecture Hours (which may also include seminars, tutorials, workshops and other contact time) are approximate and may include in-class tests where one or more of these are an assessment on the module. In-class tests are scheduled/organised separately to taught content and will be published on to student personal timetables, where they apply to taken modules, as soon as they are finalised by central administration. This will usually be after the initial publication of the teaching timetable for the relevant semester.
Reading list for MANAGING AND LEADING PEOPLE (APPRENTICESHIP) : http://aspire.surrey.ac.uk/modules/manm480
Degree apprenticeships are delivered over three teaching blocks:
- Teaching Block 1 - September - December
- Teaching Block 2 - January - April
- Teaching Block 3 - May – August
The planning of this module is underpinned by the Senior Leader Master’s Degree Apprenticeship Standard. Learners who are studying this module as part of an apprenticeship should also refer to the Senior Leader Standards. Studying this module will support learners to produce suitable evidence for their e-portfolio to fully or partially meet specific Senior Leader standards listed below:
Organisational Performance – delivering a long-term purpose
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. (S4)
• Able to manage conflict. Manages partnerships, people and resources effectively, and measures outcomes. (S5)
• Acts where needed as a Sponsor, championing projects and transformation of services across organisational boundaries. (S6)
Enterprise and Risk:
• Knowledge of ethics and values-based leadership; regulatory environments, legal, H&S and well-being and compliance requirements; corporate social responsibility; risk management, environmental impact and cyber security. (K6)
• Challenge strategies and operations in terms of ethics, responsibility, sustainability, resource allocation and business continuity/risk management. (S7)
• Application of principles relating to Corporate Social Responsibility, Governance, Regulatory compliance. Drives a culture of resilience and supports development of new enterprise and opportunities. (S8)
Interpersonal Excellence Leading people and developing collaborative relationships:
• Uses personal presence and “storytelling” to articulate and translate vision into operational strategies, demonstrating clarity in thinking and using inspirational communication. (S13)
• Creates an inclusive culture, encouraging diversity and difference. (S14)
• Gives and receives feedback at all levels, building confidence and developing trust, and enables people to take risks. (S15)
Leading and Developing People
• Knowledge of organisational/team dynamics and how to build engagement and develop high performance, agile and collaborative cultures. (K10)
• Understands approaches to strategic workforce planning including talent management, learning organisations, workforce design, succession planning, diversity and inclusion. (K11)
• Enables an open and high performance working and sets goals and accountabilities for teams and individuals. (S16)
• Leads and influences people, building constructive working relationships across teams, using matrix management where required. (S17)
• Ensures workforce skills are utilised, balancing people and technical skills and encouraging continual development. (S18)
Developing / Building Collaborative Relationships
• Understands large scale and inter-organisational influencing and negotiation strategies. (K12)
• Knowledge of the external political environment and use of diplomacy with diverse groups of internal and external stakeholders. (K13)
• Understands working with board and company structures. (K14)
• Knowledge of brand and reputation management. (K15)
• Manages complex relationships across multiple and diverse stakeholders. (S19)
• Builds trust and rapport, with ability to positively challenge. (S20)
• Leads beyond area of control/authority, and able to influence, negotiate and use advocacy skills to build reputation and effective collaborations. (S21)
Personal and interpersonal effectiveness
Leads by Example
• Has High levels of self-awareness, emotional and social intelligence, empathy and compassion, and able to identify mental well-being in others. (B1)
• Works collaboratively enabling empowerment and delegation. Acts with humility and authenticity, is credible, confident and resilient. (B2)
Judgement and Challenge
• Takes personal accountability aligned to clear values. Instils confidence demonstrating honesty, integrity, openness, and trust. (B3)
• Demonstrates flexibility and willingness to challenge when making decisions and solving problems. (B4)
Courage & Curiosity
• Is confident and brave, willing to innovate, seeks new ideas and looks for contingencies. (B5)
• Manages complexity and ambiguity, comfortable in uncertainty, and is pragmatic. (B6)
• Engaging with all – is ethical and demonstrates inclusivity, recognising diversity, championing, and enabling cultural inclusion. (B7)
• Actively seeks to coach and mentor. (B8)
• Reflects on own performance, demonstrates professional standards in relation behaviour and ongoing development. (B9)
• Advocates the use of good practice within and outside the organisation. (B10)
K – Knowledge S – Skills B - Behaviours
Programmes this module appears in
|International Hospitality, Tourism and Events Management Practice (SLDA) MSc||Compulsory||A weighted aggregate mark of 50% is required to pass the module|
Please note that the information detailed within this record is accurate at the time of publishing and may be subject to change. This record contains information for the most up to date version of the programme / module for the 2020/1 academic year.