Teaching Responsibility
LJMU Schools involved in Delivery:
Liverpool Business School
Learning Methods
Workshop
Module Offerings
7001LODSLA-JAN-MTP
7001LODSLA-SEP-MTP
Aims
The Senior Leaders Apprenticeship is designed to transform participants into confident and strategic leaders. It focuses on the practice of leadership, strategy and organisational management and has a real-world focus. This module aims to explore and apply knowledge and skills to operate as a versatile, confident and effective leader in a complex, dynamic working environment.
Learning Outcomes
1.
Critically appraise complex problems and situations across functional boundaries in order to develop holistic, integrated strategic responses to organisational and management issues.
2.
Reflect and apply the practice and principles of reflection and continuous development to positively impact individual and collective performance within the organisation.
3.
Demonstrate knowledge and understanding of current and pervasive issues in business and management including responsible leadership practices, appreciating diversity and behaving with integrity.
Module Content
Outline Syllabus:
Participants will explore specific leader behaviours and strategies necessary to align, motive and inspire employees. It aims to re-energise leaders, inspire those they lead and help them to gain insight into their leadership strengths.
Participants will explore specific leader behaviours and strategies necessary to align, motive and inspire employees. It aims to re-energise leaders, inspire those they lead and help them to gain insight into their leadership strengths.
Module Overview:
The Senior Leaders Apprenticeship is designed to transform participants into confident and strategic leaders. It focuses on the practice of leadership, strategy and organisational management and has a real-world focus. This module aims to explore and apply knowledge and skills to operate as a versatile, confident and effective leader in a complex, dynamic working environment.
1. There is no QF framework but the content is related to the standards for the programme and associated KSBs. https://www.instituteforapprenticeships.org/apprenticeship-standards/senior-leader-v1-1.
2. There is no formal award from the University.
3. The approved intake dates are January and September.
4. The programme code is 36698
5. The completion of the portfolio will be via engagement with in-class activities.
6.On successful completion of the End Point Assessment (EPA- non-integrated) for the apprenticeship, participants will achieve the Level 7 SLA and Chartered Manager status.
The Senior Leaders Apprenticeship is designed to transform participants into confident and strategic leaders. It focuses on the practice of leadership, strategy and organisational management and has a real-world focus. This module aims to explore and apply knowledge and skills to operate as a versatile, confident and effective leader in a complex, dynamic working environment.
1. There is no QF framework but the content is related to the standards for the programme and associated KSBs. https://www.instituteforapprenticeships.org/apprenticeship-standards/senior-leader-v1-1.
2. There is no formal award from the University.
3. The approved intake dates are January and September.
4. The programme code is 36698
5. The completion of the portfolio will be via engagement with in-class activities.
6.On successful completion of the End Point Assessment (EPA- non-integrated) for the apprenticeship, participants will achieve the Level 7 SLA and Chartered Manager status.
Additional Information:
Standards - Portfolio Organisational Values - K2 Organisation structures; business modelling; diversity; global and horizon scanning perspectives; governance and accountability; technological and policy implications K6 Ethics and values-based leadership theories and principles K13 The external social and political environment and use of diplomacy with diverse groups of internal and external stakeholders K19 Approaches to developing a Corporate Social Responsibility programme K20 The organisation’s developing communications strategy and its link to their area of responsibility S1 Use horizon scanning and conceptualisation to deliver high performance strategies focusing on growth/sustainable outcomes S7 Challenge strategies and operations in terms of ethics, responsibility, sustainability, resource allocation and business continuity/risk management S8 Apply principles relating to Corporate Social Responsibility, Governance and Regulatory compliance S10 Oversee development and monitoring of financial strategies and setting of organisational budgets based on Key Performance Indicators (KPIs), and challenge financial assumptions underpinning strategies S21 Shape and manage the communications strategy for their area of responsibility Finance, Workforce, Planning and Procurement - K11 Approaches to strategic workforce planning, for example, talent management, learning organisations, group work, workforce design, succession planning, diversity and inclusion S9 Drive a culture of resilience and support development of new enterprise and opportunities S12 Oversee procurement, supply chain management and contracts S14 Create an inclusive culture, encouraging diversity and difference and promoting well-being B4 Value difference and champion diversity Driving Change and Risk Management - K1 How to shape organisational mission, culture and values K4 Innovation; the impact of disruptive technologies (mechanisms that challenge traditional business methods and practices); drivers of change and new ways of working across infrastructure, processes, people and culture and sustainability K7 Competitive strategies and entrepreneurialism, approaches to effective decision making, and the use of big data and insight to implement and manage change K17 Crisis and risk management strategies S4.1 Lead change in their area of responsibility, create an environment for innovation and creativity S5 Lead and respond in a crisis situation using risk management techniques S6 Act as a Sponsor/Ambassador, championing projects and transformation of services across organisational boundaries B1 Work collaboratively enabling empowerment and delegation Team Working and Development - K10 Organisational/team dynamics and how to build engagement and develop high performance, agile and collaborative cultures K18 Coaching and mentoring techniques S4.2 Establish the value of ideas and change initiatives and driving continuous improvement S15 Give and receive feedback at all levels, building confidence and developing trust, and enable people to take risks and challenge where appropriate
Scholarly Business Practice - S17, S3, B3, S13, S20
Leadership, Engagement and Development - K6, S9, S14, B4, B1,K10,K18,S15,S16,S17,S18,B2,B5,S20
Exploring Strategy for Organisations - K2,K13,K19,K20,S1,S7,S10,K1,K7,S4,K3,K8,K9,K12,K16,S2
Operationalising the Strategy - K19,K20,S7,S8,S10,S21,K11,S14,B4,S12,K17,S5,S18,K5,K8,K9,K14,K15,K16,S2,S11,S19
Applied Business Research – K5, S3
Transforming Organisations - S9,K4,K7,S4,S6,S19,B3
Workshops
Coaching - B1,K18,S15,B5
Decision making - B2
Influencing & Negotiation - B4,S17,K12,S13,S20,B3
Standards - Portfolio Organisational Values - K2 Organisation structures; business modelling; diversity; global and horizon scanning perspectives; governance and accountability; technological and policy implications K6 Ethics and values-based leadership theories and principles K13 The external social and political environment and use of diplomacy with diverse groups of internal and external stakeholders K19 Approaches to developing a Corporate Social Responsibility programme K20 The organisation’s developing communications strategy and its link to their area of responsibility S1 Use horizon scanning and conceptualisation to deliver high performance strategies focusing on growth/sustainable outcomes S7 Challenge strategies and operations in terms of ethics, responsibility, sustainability, resource allocation and business continuity/risk management S8 Apply principles relating to Corporate Social Responsibility, Governance and Regulatory compliance S10 Oversee development and monitoring of financial strategies and setting of organisational budgets based on Key Performance Indicators (KPIs), and challenge financial assumptions underpinning strategies S21 Shape and manage the communications strategy for their area of responsibility Finance, Workforce, Planning and Procurement - K11 Approaches to strategic workforce planning, for example, talent management, learning organisations, group work, workforce design, succession planning, diversity and inclusion S9 Drive a culture of resilience and support development of new enterprise and opportunities S12 Oversee procurement, supply chain management and contracts S14 Create an inclusive culture, encouraging diversity and difference and promoting well-being B4 Value difference and champion diversity Driving Change and Risk Management - K1 How to shape organisational mission, culture and values K4 Innovation; the impact of disruptive technologies (mechanisms that challenge traditional business methods and practices); drivers of change and new ways of working across infrastructure, processes, people and culture and sustainability K7 Competitive strategies and entrepreneurialism, approaches to effective decision making, and the use of big data and insight to implement and manage change K17 Crisis and risk management strategies S4.1 Lead change in their area of responsibility, create an environment for innovation and creativity S5 Lead and respond in a crisis situation using risk management techniques S6 Act as a Sponsor/Ambassador, championing projects and transformation of services across organisational boundaries B1 Work collaboratively enabling empowerment and delegation Team Working and Development - K10 Organisational/team dynamics and how to build engagement and develop high performance, agile and collaborative cultures K18 Coaching and mentoring techniques S4.2 Establish the value of ideas and change initiatives and driving continuous improvement S15 Give and receive feedback at all levels, building confidence and developing trust, and enable people to take risks and challenge where appropriate
Scholarly Business Practice - S17, S3, B3, S13, S20
Leadership, Engagement and Development - K6, S9, S14, B4, B1,K10,K18,S15,S16,S17,S18,B2,B5,S20
Exploring Strategy for Organisations - K2,K13,K19,K20,S1,S7,S10,K1,K7,S4,K3,K8,K9,K12,K16,S2
Operationalising the Strategy - K19,K20,S7,S8,S10,S21,K11,S14,B4,S12,K17,S5,S18,K5,K8,K9,K14,K15,K16,S2,S11,S19
Applied Business Research – K5, S3
Transforming Organisations - S9,K4,K7,S4,S6,S19,B3
Workshops
Coaching - B1,K18,S15,B5
Decision making - B2
Influencing & Negotiation - B4,S17,K12,S13,S20,B3