Partner Details

Oryx Universal College WLL

Awards

Target Award

Award Description:Master of Science - MS
Alternative Exit
Alternative Exit

Programme Offerings

Part-Time

F2F-OUC-APR
F2F-OUC-JAN
F2F-OUC-SEP

Educational Aims of the Course

MSc Leadership and management practice 1. Apply the leadership and management skills and business knowledge required to operate as an effective leader and manager within a modern work environment. 2. Make a professional contribution to leadership and management practice within a fast moving environment drawing upon knowledge of functional areas and general business. 3. Apply cross-functional leadership and management skills to make a positive contribution to an organisation. 4. Assess strategic business issues and make a timely contribution to these through problem solving in a team environment. 5. As an independent learner, reflect on the principles and practice of self development and apply these so as to impact positively in an organisational setting. 6. Synthesise current management theory and business principles to improve personal practice, enhance career prospects and to facilitate personal, academic and professional development. 7.Be a reflective practitioner with the skills to critically evaluate problems using appropriate concepts, theories and models

Learning Outcomes

1.
Synthesise and critically apply current leadership and management theory to implement integrated leadership and management methodologies to improve organisational effectiveness.
2.
Develop, integrate and apply knowledge of key business functions to support strategic leadership decision making.
3.
Evaluate sustainable options for business development based on a developed understanding of business models, resource demands and functional capabilities.
4.
Critically evaluate financial statements and data in order to appraise and manage organisational risk.
5.
Critically apply knowledge of financial management to support organisational governance and strategic decision making.
6.
Structure and communicate ideas effectively across a range of media and participate constructively both as a leader and as a member of a group.
7.
Use critical and creative thinking in problem solving, negotiating and influencing, in an organisational context.
8.
Apply relevant research methods and approaches to critically appraise an issue within a working environment.
9.
Link theoretical concepts to practice to evaluate the impact of leadership on organisational and personal effectiveness.
10.
Critically appraise digital business/systems/disruptive technology and data to take advantage of current capabilities and opportunities.
11.
Demonstrate awareness that the world is an increasingly complex web of connections and interdependencies. Recognise that choices and actions may have repercussions for people and communities locally, nationally or internationally
12.
Critically reflect on self and organisational behaviour initiatives in order to enhance personal impact on organisational outcomes.
13.
Demonstrate an openness to new perspectives and diverse others.
14.
Employ personal reflection skills on a continuing basis through partnership working, professional team participation and independent learning.
15.
Integrate and apply organisational behaviour frameworks, models and approaches and evaluate how these impact individual, group and organisational effectiveness.
16.
Critically analyse and evaluate environment and capitalise on internal capabilities, using appropriate methods and tools, in order to create more sustainable competitive advantages.
17.
Develop strategies to exploit opportunities based on the critical appraisal of innovation concepts and models.
18.
Critically evaluate and apply innovative solutions to complex organisational issues.
19.
Adapt effective leadership strategies to support and enhance innovative practice and effectively manage change within an organisation.
20.
Critically appraise entrepreneurial theory and practice to support the development of sustainable business solutions and individual leadership competencies.

Teaching, Learning and Assessment

Learners will attend a 2-day residential at the start of their programme and modules will normally be delivered in block release format i.e. three full days per 10 credit module. The university’s VLE (Canvas) will enable teaching materials to be readily available off-site. There is a strong emphasis on recognising learning in the workplace; learners will integrate key concepts and theories, assessing the impact of these on their own working environment. Action learning will be adopted as the key supportive and collaborative approach. Issues, challenges and good practice from the workplace are discussed and peer reviewed, providing a forum for ideas, thoughts, issues and actions. The predominant assessment methodology is one piece of individual coursework per module, which will require participants to relate their learning to an organisational setting. These assessments will normally be developed from the experience of individual students through the application of theory to practice. In the initial 20 credit module, the emphasis will be on portfolio work, bringing together different facets of learning. During all modules, formative feedback will support summative assessments. In addition to this a 'flipped learning' approach will provide content prior to the session using the university’s VLE (Canvas). It also serves as a repository for module-based materials including assessment guidance, reading lists, contact information and signposting to further resources. Some modules use the discussion board feature to incorporate tutor led support and peer to peer communication. Masterclasses - where keynote speakers address current issues, emerging practice and thought leadership – will address intellectual skills and the ever-changing nature of leadership and management. Knowledge and skills are assessed through individual work-related assessments, which may be supplemented with group activities. An important element of the programme is the opportunity for participants to apply their learning to organisational situations. This is of critical importance to students, empowering them to make a contribution to their organisation. In addition to course work that links theory to practice, the application of learning is also achieved through case-study analysis and a shared understanding that draws on the group experience. Classroom sessions are interactive and student-centred, with group activities prioritised. Participants will also be expected to undertake work on their own and this will demand a degree of self-management. The applied nature of the programme will normally require participants to relate theory to an organisational context, analyse organisational issues and apply recommendations. Students will investigate a business or management problem that requires independent research and the synthesis of knowledge and data to solve a problem. Key study skills will be developed throughout the programme, with these being addressed initially in the first core module. Where specific software packages are used, there is an expectation that these will form part of the assessment submission, whilst other skills will be embedded in specific modules. The core management competences of prioritising and time management are supported by clear submission deadlines, with protocols for extenuating circumstances. Transferable skills will be crucial in providing students with the increased confidence and ability to solve business problems within their organisation. The culmination of transferable skills, including reflexive learning will be then demonstrated in the dissertation.

Opportunities for work related learning

The programme conforms to the QAA requirements for "a career development programme for those who have significant ... and relevant work experience on which the learning process should build". Manager and leader development is a shared responsibility, and the ethos of this programme is that it is best developed in partnership between the Business School, together with the organisation and the delegates for whom it is intended. The programmes approach to how manager’s and leader’s learn applies proven management and leadership development approaches. At the centre of the programmes philosophy is the notion that we learn best from experience, so action learning and coaching are a key part of the programme. This approach also builds strong peer learning groups where managers learn from each other. That is because the programme sees management and leadership development as a social and collaborative process. It also means that the programme takes learning from the workplace seriously. Consequently, everybody brings their experience from their area of expertise with them, and plans to apply knowledge and skills in practice and then to reflect on their experience and improve their performance.

Programme Structure

Programme Structure Description

MSc Leadership and Management Practice Students will study the following modules:Year 1, Semester 17700ORYXLM Leadership and Leader Development (20 credits)7701ORYXLM Behaviour in Organisations (10 credits)Year 1, Semester 27702ORYXLM Leading the Business (20 credits)7710ORYXLM Research Methods (10 credits)Year 1, Semester 3 (Summer Semester)7703ORYXLM Strategy and Change (20 credits)7704ORYXLM Leading Innovation (10 … For more content click the Read More button below.

Entry Requirements

Alternative qualifications considered

HECoS Code(s)

(CAH17-01) business and management
(CAH17-01) business and management