Awards

Target Award

Award Description:Postgraduate Diploma - PD

Alternative Exit

Programme Offerings

Part-Time

F2F-JMU-SEP

Educational Aims of the Course

  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 and ethical options for business development based on a developed understanding of business models, resource demands and functional capabilities.
4.
Critically apply knowledge of financial management to support organisational governance and strategic decision making
5.
Structure and communicate ideas effectively engaging stakeholders using a range of media and participate constructively both as a leader and as a member of a group.
6.
Use critical and creative thinking in problem solving, negotiating and influencing, in an organisational context.
7.
Apply relevant research methods and approaches to critically appraise an issue within a working environment.
8.
Link theoretical concepts to practice to evaluate the impact of ethical leadership on organisational and personal effectiveness.
9.
Critically appraise digital business, systems and disruptive technology and data to take advantage of current capabilities and opportunities.
10.
Engage in personal reflection on a continuing basis to evaluate partnership working, professional team participation and independent learning.
11.
Integrate and apply organisational behaviour frameworks, models and approaches and evaluate how these impact individual, group and organisational effectiveness.
12.
Critically evaluate and apply innovative solutions to complex organisational issues using innovation concepts and models, specifically considering crisis and risk management.
13.
Adapt effective leadership strategies to support and enhance innovative practice and effectively manage change within an organisation.

Teaching, Learning and Assessment

Learners will attend a 1-day induction at the start of their programme and modules will normally be delivered in a hybrid format, i.e. three full days per 10-credit module, however, days will be broken down into 2-3 hour workshops/sessions, face-to-face and/or online. The university’s VLE (Canvas) will be employed to allow teaching materials to be readily available online and provide a means for participants to maintain contact. 

In the first year, each learner will undertake a year-long module focused on individual development and reflection, which will support the theme of personal transformation and encourage critical reflection on knowledge, skills, and behaviour competence. In the second year, learners will undertake a work-based change project; learners will be required to identify, and give a convincing rationale for, a work-based topic which addresses an issue or problem in an organisation. They will identify and critically review relevant literature and synthesise a theoretical framework which will guide them to choose and execute an appropriate approach to change, they will also derive and present a set of realistic recommendations which the organisation could take into practice – providing a link to the theme of organisational transformation.

A strong emphasis is placed on recognising that the workplace is an important place to learn; learners will integrate key concepts and theories, assessing the impact of these on their own working environment and reporting back on their findings. Action learning will be adopted as the key supportive and collaborative approach to learning. Issues and challenges and good practice from the workplace can be discussed and peer reviewed by tutors and colleagues on the course, providing a forum to bring ideas, thoughts, issues and actionable remedies to the fore. 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 their own experience or setting by each individual student through the module activities with the application of theory to practice being a key element of the programme. During all modules, formative feedback, which supports the summative assessments, is on-going both within and outside the formal sessions. The assessment methodology, as set out above, provides the opportunities for participants to demonstrate knowledge and skills.

In addition, a 'flipped learning' approach will also be encouraged which entails tutors providing content prior to the teaching and learning session via Canvas. Canvas allows information and resources to be shared in advance of taught sessions and serves as a repository for module-based materials including assessment guidance, reading lists, contact information and signposting to further resources. The Masterclasses, where keynote speakers address current issues, emerging practice and thought leadership will also be employed on the programme, fostering intellectual skills and addressing the ever changing nature of leadership and management in the real world. Knowledge and skills are assessed through individual work-related assessments, which may be supplemented with group activities.

In addition to students producing course work which links theory to practice, the application of learning is also achieved through case-study analysis and a sharing of understanding which draws on the group experience. The nature of classroom sessions is devised as an interactive, student-centred experience with group activities playing a large part in the classroom activity. Participants will be expected to undertake work on their own and, given the applied approach to assessment, this will demand a degree of self-management.

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 Liverpool Business School, together with the organisation and the delegates for whom it is intended. The programme's approach to how managers and leaders learn applies proven management and leadership development approaches. At the centre of the programme's 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

This programme is only available to apprentices registered on 36696.  To complete PG Cert (60 credits) the following modules must be completed in year 1 of study; 7001LBSMBA Individual Development & Reflection,10 credits (Semesters 1 and 2)7200LODMS  Leadership and Leader Development, 20 credits (Semester 1)7201LODMS  Behaviour in Organisations, 10 credits … For more content click the Read More button below. To Complete PG Dip (120 credits) the following modules must also be completed in year 2 of study; 7203LODMS  Strategy and Change, 20 credits (Semester 1)7204LODMS  Leading Innovation 10 credits (Semester 1)7215LODMS  Learning and Leadership, 10 credits (Semester 2)7206LODMS  Integrated Leadership Strategies, 10 credits (Semester 2)7105LODMBA Applied Business Research, 10 credits (Semester 2)

Entry Requirements

IELTS

RPL

Undergraduate degree

Extra Entry Requirements

The course team has a strong commitment to widening participation and positively welcomes non-standard applicants. Candidates with some management experience or are about to enter a managerial role and have a demonstrated aptitude for study can be accepted without previous experience of higher education. Admission will normally be by interview, after formal application in order to assess their aptitude for study.

HECoS Code(s)

(CAH17-01) business and management