Course Title: Management Development and Leadership
Part A: Course Overview
Course Title: Management Development and Leadership
Credit Points: 12
Course Code |
Campus |
Career |
School |
Learning Mode |
Teaching Period(s) |
BUSM3221 |
City Campus |
Postgraduate |
660H Grad School of Business |
Face-to-Face |
Sem 1 2006 |
Course Coordinator: Michael Thong, PhD
Course Coordinator Phone: +61 3 9925 5586
Course Coordinator Email:michael.thong@rmit.edu.au
Pre-requisite Courses and Assumed Knowledge and Capabilities
None
Course Description
Management Development and Leadership in essence is an experiential and active-learning course in leadership and management development, with a particular focus on the soft or less tangible aspects of what it means to be an effective and responsible leader and manager.
Objectives/Learning Outcomes/Capability Development
The key learning outcome is to develop your self-selected soft skills in managing, leading, and working with people within and between different countries or cultures.
You will be able to demonstrate:
Insights into the nature and role of management and leadership so as to improve your personal leadership and management pracitces;
Self awareness of your own emotions impacting on business and life situations, to accurately assess your personal strengths and weaknesses as well as challenge areas, and to effectively self manage these towards improved practice; and
Recognise your ethical duties in making business decisions with a view to reducing potential personal and organisational risk.
Overview of Learning Activities
Your learning activities will commence with pre-MDL residential homework. During the 8-day residential, selected learning experiences based on lectures, individual feedback sessions, small group case studies, class discussions will be implemented. After the end of the residential, your learning experiences will continue in the form of the DLS Learning Hub and a 4-hour work-in-progress class
Overview of Learning Resources
The prescribed text is:
Bolton, R. (1987) People Skills: How to Assert Yourself, Listen to Others, and Resolve Conflicts. East Roseville, NSW: Simon Schuster;
Suggested references are as follows:
Boyatzis, R. (1982) The Competent Manager: a Model for Effective Performance. N.Y: Wiley.
Carlopio, J., Andrewartha, G. and Armstrong, H. (1997) Developing Management Skills in Australia, South Melbourne: Longman.
Dainty, P. and Anderson, M. (1996) The Capable Executive: Effective Performance in Senior Management. London: MacMillan.
Goleman, D. (1995) Emotional Intelligence – why it can matter more than IQ. London: Bloomsbury.
Goleman, D. (1998) Working with Emotional Intelligence. London: Bloomsbury.
Knowles, M. (1986) Using Learning Contracts: Practical Approaches to Individualising and Structuring Learning. San Francisco: Jossey-Bass.
Kolb, D. (1984) Experiential Learning: Experience as the Source of Learning and Development. N.J.: Prentice-Hall.
Quinn, R., Faerman, S., Thompson, M. and McGrath, M (1990) Becoming a Master Manager: a Competency Framework. New York: Wiley.
Weisinger, H. (1988) Emotional Intelligence at Work: The Untapped Edge for Success. San Grancisco: Jossey-Bass.
Whetten, D. and Cameron, K. (1994) Developing Management Skills (3rd ed). New York: HarperCollins.
Woodcock, M. and Francis, D. (1986) The Unblocked Manager. Aldershot: Gower.
Overview of Assessment
The assessment for this course will take the form of a 5000 word Professional Development Report (PDR). This word limit excludes appendices and references. You will have a full semester to undertake this assignment. It will carry a weight of 100%