Course Title: Provide strategic leadership

Part B: Course Detail

Teaching Period: Term1 2015

Course Code: BUSM7834C

Course Title: Provide strategic leadership

School: 365T Global, Urban & Social Studies

Campus: City Campus

Program: C0044 - Vocational Graduate Diploma of Community Sector Management

Course Contact : Bronwyn Tanti

Course Contact Phone: +61 3 9925 9079

Course Contact Email:bronwyn.tanti@rmit.edu.au


Name and Contact Details of All Other Relevant Staff

Nominal Hours: 75

Regardless of the mode of delivery, represent a guide to the relative teaching time and student effort required to successfully achieve a particular competency/module. This may include not only scheduled classes or workplace visits but also the amount of effort required to undertake, evaluate and complete all assessment requirements, including any non-classroom activities.

Pre-requisites and Co-requisites

None

Course Description

This course describes the knowledge and skills required to provide strategic leadership across an organisation in the context of work in the community services industry.
This work involves strategic thinking, planning and leadership in relation to all aspects of managing an organisation involved in community work and/or service delivery.
The knowledge and skills of this course should be used by workers involved in higher level practice and/or management in the community sector.
The course reflects specific requirements in relation to high level leadership in medium sized organisations in the community sector, where one individual may be responsible for leadership of the organisation, including guiding the Board of the organisation in relation to change and strategic initiatives in the industry.

This course is delivered and assessed with the following courses - CHCMGT801B: Manage a complex community sector org and CHCPOL701B: Research evidence to advance policy and practice
 


National Codes, Titles, Elements and Performance Criteria

National Element Code & Title:

CHCMGT803B Provide strategic leadership

Element:

1.Review strategic context in which community sector organisation functions

Performance Criteria:

1.1 Conduct ongoing research into the strategic environment in which the organisation currently operates, including internal and external influences on strategic decision-making
1.2 Identify key factors, issues and trends and their actual and potential impact on the organisation currently and in the future
1.3 Maintain and update knowledge of and connection with key information sources, organisations and stakeholders in relation to local, national and international developments in areas which may impact on the organisation
1.4 Assess current and future impact of changes in the strategic environment on organisation values, direction and approach, goals and objectives, standards and guidelines using valid evidence
1.5 Analyse the nature and extent of change in the organisation during its ’life’ and identify drivers of these changes
1.6 Evaluate the effectiveness of strategies used to manage change in the past
1.7 Identify current strategic strengths and weaknesses, opportunities and threats across the organisation

 

Element:

2.Guide strategic planning processes for the organisation

Performance Criteria:

2.1 Identify stakeholders to be involved in strategic planning processes and structure strategic planning processes to engage and inform them
2.2 Undertake strategic planning in consultation with identified decision-makers and relevant stakeholders
2.3 Provide leadership in the strategic planning process in line with organisation requirements and stakeholder needs
2.4 Create a balanced environment that supports contributors to offer ideas and innovative solutions, work through challenging issues and make reasoned decisions
2.5 Provide researched information as required to inform decision-making
2.6 Use professional facilitation support as required

 

Element:

3.Apply strategic thinking to review organisation issues

Performance Criteria:

3.1 Think through a range of (small and large) issues that have arisen for the organisation, identify factors that may have contributed to each issue and describe the current 'status' of each issue
3.2 Distinguish between outstanding and resolved issues, identifying processes and factors involved in the resolution and/or responsible for non-resolution of issues
3.3 Evaluate the effectiveness of processes currently used to address issues as a basis for reinforcing or changing current approaches
3.4 Identify a range of alternative approaches to problem-solving and evaluate their application to particular issues in relation to the organisation

 

Element:

4.Evaluate and address current status of the organisation

Performance Criteria:

4.1 Identify criteria as a basis for evaluation of the 'health' of the organisation across a broad base of indicators
4.2 Evaluate the position and functioning of the organisation in relation to the identified criteria in consultation with key internal and, if appropriate, external stakeholders
4.3 Develop strategies to maintain and enhance the position and functioning of the organisation over an identified period of time (from 1 to 5 years)
4.4 Determine actions required to implement these strategies and prepare for their implementation in line with available resources and priorities
 


Learning Outcomes


Upon successful completion of this course you will have developed and applied the skills and knowledge required to demonstrate competency in the above elements.


Details of Learning Activities

Essential learning activities will take place during a series of 1 day workshops. You will also be required to undertake independent studies. Some of the learning activities that you will undertake are:
• Analysis of current case studies
• Self- reflection exercises
• Discussion groups relating to theoretical and practice-based topics
• Problem based activities


Reflecting on your own work content is a significant aspect of this course, and you will be given opportunities during the workshops to discuss and think about your practice.


All courses and learning activities will be supported and complemented by RMIT’s learning management tool “blackboard”. You will be required to participate in on line learning activities each month using the discussion board forum.
 


Teaching Schedule

There are 10 workshops scheduled for this program. This course is taught and assessed together with the following courses - CHCMGT801B: Manage a complex community sector org and CHCPOL701B: Research evidence to advance policy and practice
 and will be covered in detail in workshops 1, 4 and 10.

WorkshopDateClass ContentCourse(s) linkage
1February 2015

• Research methodology


• Leadership Styles
• Leadership Behaviours

• Organisational Management (culture, and leadership)
• Decision making


• Difference between strategic planning and business planning
• Methods and processes for business planning
• Models, principles and techniques for strategic planning
 

 

CHCPOL701B: Research evidence to advance policy and practice


CHCMGT803B: Provide strategic leadership


CHCMGT801B: Manage a complex community sector organisations,
 

4May 2015
10November 2015


Learning Resources

Prescribed Texts


References


Other Resources

Additional resources will also be available in the learning management tool “Blackboard”. A set of readings will be made available to you prior to each workshop. A list of program specific resources, including journals and texts that may support you in the program, can also be found on the link to the RMIT library in “Blackboard”.
 


Overview of Assessment

Assessment is ongoing throughout the course and will include a project, a presentation and blackboard discussion.
 


Assessment Tasks

There is one major assessment that incorporates all three courses outlined in the teaching schedule. This major assessment is ongoing for the duration of the Program. The major assessment is divided into 3 sections:


1 A report on your workplace where you describe your current organisation and work role
2 A critical analysis of leading to identification of change and strategic plan to implement
3 A report and presentation on the outcome of your plan implementation.
 

Assessment for this course also includes:

  • A blackboard discussion around your leadership style


Assessment Matrix

The assessment matrix demonstrates alignment of assessment tasks with the relevant unit of competency. These are available from the Program Co-ordinator.

Other Information

Assessment Tasks Submission Cover Sheet
You must complete a submission cover sheet for every piece of submitted work, including online submissions. This signed sheet acknowledges that you are aware of the plagiarism implications.


Attendance
It is strongly advised that you attend all workshops in order to engage in the required learning activities, ensuring the maximum opportunity to gain the competency.


Feedback
You will receive verbal and written feedback by teacher on your work. This feedback also includes suggestions on how you can proceed to the next stage of developing your competency. Information regarding student feedback can be found at: http://www.rmit.edu.au/browse;ID=9pp3ic9obks7


Student Progress
Monitoring academic progress is an important enabling and proactive strategy to assist you to achieve your learning potential. The Student progress policy can be found at:
http://www.rmit.edu.au/browse;ID=vj2g89cve4uj1


Special consideration Policy (Late Submission)
All assessment tasks are required to be completed to a satisfactory level. If you are unable to complete any piece of assessment by the due date, you will need to apply for an extension. Information regarding application for special consideration can be found at: http://www.rmit.edu.au/browse;ID=g43abm17hc9w


Academic Integrity and Plagiarism
RMIT University has a strict policy on plagiarism and academic integrity. For more information on this policy go to Academic Integrity Web site: http://www.rmit.edu.au/browse;ID=kw02ylsd8z3n
 

Course Overview: Access Course Overview