27800 Applied Leadership and Strategy

Subject level: Postgraduate

Handbook description

This subject focuses on issues of leadership, teamwork and strategic thinking in a global business environment. The subject is experientially grounded and uses both computer-based simulations and creative problem-solving activities that involve leadership and teamwork as catalysts for learning. Students assess business risk through an analysis of industry and competitive conditions in a global context, engage in enhanced problem-solving and creative-thinking exercises, think strategically about a company's competitive situation and future prospects, develop and revise strategies in the light of changing conditions, and reflect on their leadership and team-based actions to gain a deeper understanding of personal strengths and development opportunities.

Subject objectives/outcomes

On successful completion of this subject students should be able to:

1. Demonstrate effective leadership and teamwork skills.
2. Implement enhanced problem-solving and creative-thinking techniques appropriate to a workplace environment.
3. Assess business risk through an analysis of industry and competitive conditions in a global context.
4. Think strategically about a company's competitive situation and future prospects.

Contribution to graduate profile

This is the first subject in the Executive MBA. The subject is designed to create the learning and interpersonal dynamics that will fundamentally frame the intellectual environment for the remainder of the course. Students will bring to the subject a range of skills, attitudes and beliefs that will be challenged in a supportive and 'safe' learning environment. In particular, the subject aims to build strategic leadership and teamwork skills. In addition to orienting the cohort of learners, the subject frames the Executive MBA as an internationally focused, locally relevant award.

Teaching and learning strategies

This subject is conducted in an intensive format utilising the principles of experiential learning. The experiential components are primarily framed around computer-based simulations coupled with problem-solving and creative-thinking initiatives. The purpose of such activities is to place individuals in situations of uncertainty and ambiguity where they can assess and further develop their leadership and teamwork skills. Facilitated discussions will draw out from participants the insights they have gained about themselves and others in the contexts of leadership, strategic thinking, and team and organisational dynamics. The subject will follow the adult learning process and the experiential learning cycle of experience, reflection, and application.

Content

• Problem-solving and creative-thinking strategies
• Leadership, team and organisational dynamics
• Understanding the self, understanding others
• Experience, reflection and learning
• Key concepts and forces in global business
• Strategic orientation – where and how to compete
• Corporate strategy and business models
• Strategy formulation and implementation
• Evaluation of competitive intensity, prices, products and channel decisions
• Opportunity searches – critical issues for senior management

Assessment

Recommended text(s)

Carlopio, J., Andrewartha, G., Armstrong, H., Whetten, D.A. and Cameron, K. (2004) Developing Management Skills, 3rd Ed., Prentice-Hall, Sydney

Ghemawat, P. (2006) Strategy and the Business Landscape, 2/e., Pearson, Sydney

Thompson, A. and Stappenbeck, G. (2007) The Business Strategy Game; A Global Industry Simulation, Version Online., McGraw-Hill. Higher Education

Indicative references

Dickson, T., Gray, T. and Hayllar, B. (eds.) (2005) Outdoor and experiential learning: views from the top, University of Otago Print, Dunedin

DuFrene, D. and Lehman, C. (2005) Building high-performance teams. Mason, Ohio : Thomson/South-Western

Kraiger, K. ed. (2002) Creating, implementing, and managing effective training and development: state-of-the-art lessons for practice, Jossey-Bass, San Francisco

Moon, J. (2004) A handbook of reflective and experiential learning: theory and practice, Routledge Falmer, New York

O'Reilly, C. and Pfeffer, J. (2000) Title Hidden Value: how great companies achieve extraordinary results with ordinary people Boston, Mass: Harvard Business School Press

Quinn, R., Faerman, S., Thompson, M., McGrath, M., and St. Clair, L. (2007) Becoming a master manager : a competing values approach. Hoboken, NJ : Wiley

Reynolds, M. and Vince, R. (eds.) (2004) Organising reflection, Ashgate, Aldershot

Thompson, A. and Stappenbeck, G. (2007) Crafting and Executing Strategy: The Quest for Competitive Advantage: Concepts and Cases, 15th Ed., McGraw-Hill. Higher Education