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LEEDS BECKETT UNIVERSITY

SUBJECT TO EXTERNAL EXAMINER APPROVAL.

LEEDS BECKETT UNIVERSITY


FACULTY OF BUSINESS & LAW
2014/15 SEMESTER 2
COURSEWORK
MODULE TITLE:

Leadership and Management Development

FORM AND TITLE OF ASSESSMENT:


Case Study Assessment
DEADLINE DATE FOR SUBMISSION BY STUDENTS:
5th May 2015 by 4pm.
SUBMISSION LOCATION:
Via Turnitin on The VLE
ASSESSORS: Catherine Glaister; Dean Horsman.

------------------------------------------------------------------------------------------------------------NOTES FOR STUDENTS:


For this assignment you are required to explore leadership and management development within the
following case.
Students are required to produce a report describing and analysing leadership and management
development in this context. In all sections of the report reference should be made to appropriate theory
and research.
Word limit: (4000 words +/- 10% excluding bibliography)
Late submissions will be penalised under the university regulations.
All reports should be submitted via Turnitin on the VLE.
Feedback and provisional marks will be provided via The VLE four weeks after submission.

CASE STUDY
Ents is a software development organisation employing 300 people in 2 centres in the UK and a
relatively new centre opened in 2010 in China. Employees are mainly highly qualified and from
a technical background, with a very small marketing team responsible for identifying commercial
opportunities and outlets to sell new developments. Traditionally this has been a successful
approach as Ents has built very stable and secure relationships with a small number of British
and American clients.
Within the UK centres the culture and ethos could be described as being similar to that found in
UK public sector organisations with a tendency towards conservatism and bureaucracy.
Employees are proud of their technical knowledge and generally tend to see themselves as
developers, with very low levels of interest and motivation towards management and the need
to grow and develop new markets. This has been reflected in any investment in learning to
date, with a focus on maintaining technical and specialist research and development skills
rather than any formal approach to management and leadership development.
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Managers have tended to rise through the ranks and have identified any training needs with
specialists on an individual level through the appraisal process. This is also true of the
managing director who is a computer programmer at heart and respected by his staff as such.
Where Management Development has taken place it has been through attendance at external
one-off conferences and seminars. The only evaluation measure used for learning and
development is the achievement of formal qualifications.
The combination of the intensification of competitive pressures both from developing markets,
together with the downturn in American and European markets however, has placed the
company under significant pressure, with two of its clients significantly contracting their
business over the last 3 years. Whilst the launch of the new centre in China has been an
attempt to modernise and take advantage of new opportunities, this has yielded insufficient
results and Ents has recently been forced to merge with another organisation, called Extec,
already specialising in foreign markets.
Extec employs 700 staff with half of these being based in the China, but with its headquarters in
the UK. Whilst also occupied in software development, its strengths are around identifying new
product opportunities in emerging markets and developing products to fit these. With an
entrepreneurial and flexible culture, was keen to solidify its technical base and sees the merger
with Ents as a way to fill this gap.
Extec employees have been expected to be entrepreneurs, innovators, business focused,
adaptive to change; team builders and accountable for results. With a track record of high
performance in these areas it is now also experiencing talent shortages especially with regard
to senior roles in the Chinese arm of the business and recognises the need to further develop
its talent pool.
Learning and Development is in the main delivered through a bespoke e-learning package that
has been produced by the HR team. Managers within the organisation also use 360-degree
feedback to identify development areas and line manager coaching as a way of addressing
specific development needs. Last year they also tried a drama-based workshop with mixed
results. The knowledge of employees is measured through e-learning and coaching is assessed
through improved services to customers, particularly as a result of work-related projects.
In the newly merged organisation, called iTech, the aim is for managers to become increasingly
professional with a strong emphasis on leadership together with a new agenda of demands and
expectations. The new board of directors recognise the need to align development strategy with
the overall strategy, culture and needs of the organisation. However, they also recognise that
achieving this is a major challenge.
Defining what management and leadership actually means in the context of this organisation
and understanding what type of behaviours are required to make the organisation successful is
the first hurdle before creating the development programme around that understanding. Another
major obstacle is that some of senior leaders do not realise the importance of development,
especially for their own development needs. The board anticipate some resistance from Ents
managers to a new leadership development programme.
iTech aim to integrate the management teams of the two organisations fully within a twelve
month period. Strategic objectives include:

the creation of one unified and unifying culture


the introduction of a new flatter and more flexible management structure based around
product opportunities. The board would like to see a more representative management

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team as currently women and some ethnic groups are present in the workforce but not at
a senior level.
the development of professional management and leadership skills
Internationalisation of the management team
the implementation of an efficiency and cost reduction programme.
ensuring the required skills within the organisation to maximise competitive advantage
both in the immediate future and over the medium to long term

Leadership and Management Development (LMD) is recognised as having a key role in the
achievement of these strategic objectives, and is also recognised as being under-developed in
both organisations. (Glaister, C. 2014)

The assessment will be assessed on the following criteria:


Assessment Criteria

%
Weighting

Learning Outcomes

Identification of appropriate LMD


issues

30%

LO1; LO2

Approach to LMD

60%

LO1; LO2; LO3; LO4

Academic skills and competences


Clarity, fluency and logical layout of
assignment with all work duly
referenced and a full bibliography

10%

Opportunity to demonstrate academic skills


and competences

Structure, Presentation, in
Referencing and Bibliography

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text

LEEDS BECKETT UNIVERSITY

Marking Scheme /Assessment Critieria


Learning
Objectives

Assessment
criteria

0-39

40-49

50-59

60-69

70 79

80-89

90-99

LO1,
Explain and
critically
analyse the
concepts of
leadership
and
managemen
t, knowledge
managemen
t and
organisation
al learning
and their
contribution
to
organisation
al
competence
across a
range of
contexts.

Identification of
appropriate LMD
issues (30%)

Little or
inappropriate
consideration of the
differences between
management and
leadership generally
and the nature of
L&M in this
particular context.
Lack of or wrong
identification of
issues. Reference to
appropriate theory,
literature and current
practice either
absent or not
understood

Description of nature
of leadership and
management but not
sufficiently applied
to this organisation
context. Identifies
some issues but
either not
comprehensive or
not well understood.
Partially addressed,
literature considered
is limited with some
confusion in places.

Satisfactory analysis
of nature of
leadership and
management in this
context.
Some relevant
issues are
highlighted but
variable coverage of
significant aspects.
Reasonable
knowledge of
appropriate theory
and practice but
mainly at a
descriptive rather
than critical level.
May lack depth, with
some gaps.
Potential for some
confusion in places.
Variable level of
application of
literature to the case

There is a well argued


analysis of Leadership
and management
applied to the
organisations context
which supports the
clear identification of
important LMD issues.
Evidence of a critical
approach. The
candidate
demonstrates sound
knowledge and
understanding of LMD
theory and practice
which is well
integrated into
analysis and applied
to the case.

There is a fully
comprehensive
critical analysis of
leadership and
management in
the organisation
strategic context
which supports the
identification of
significant LMD
issues.
The candidate
demonstrates in
depth knowledge
and understanding
of LMD theory and
practice. Breadth
and depth of
literature reviewed
is appropriate and
integrated into a
coherent whole.
Evidence of a
critical approach

There is an
impressive and
original approach
to critically
analysing
leadership and
management in
the organisation
strategic context
which supports the
identification of
significant LMD
issues.
The candidate
demonstrates in
depth knowledge
and understanding
of LMD theory and
practice. Breadth
and depth of
literature reviewed
is again
impressive and
integrated into a
coherent whole.
Evidence of a
critical approach

Highly impressive
and original
approach of a
publishable
standard.
Excellent critical
analysis of
leadership and
management in
the organisation
strategic context
which supports the
identification of
significant LMD
issues.
The candidate
demonstrates in
depth knowledge
and understanding
of LMD theory and
practice. Breadth
and depth of
literature reviewed
is again
impressive and
integrated into a
coherent whole.
Evidence of a
critical approach

Fails to consider

Little or confused

The candidate

Good understanding

Coherent and

Impressive and

Highly impressive

Critical analysis of
the differences
between
leadership and
management and
the nature of these
within the new
organisation
An identification of
significant issues
for leadership and
management
development
arising from the
context.

LO2,
Critically
analyse and
evaluate
approaches
to the
identification
of
leadership
and
managemen
t
developmen
t needs, and
appropriate
strategies to
meet current
and future
organisation
al
requirement
s.
Approach to LMD

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LO1 and
LO2 as
above
LO3,
Critically
analyse and
evaluate a
range of
leadership
and
managemen
t
developmen
t
interventions
,
demonstrati
ng an
understandi
ng of issues
relating to
design and
delivery.
LO4,
Consider an
ethical and
professional
approach to
leadership
and
managemen
t
developmen
t considering
factors such
partnership
working and
continuous
professional
developmen
t.

Opportunity
to
demonstrate
academic
skills and
competence

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(60%)
Consideration of
issues at a
strategic level
Analysis of the
actual and
potential
contribution of
management and
leadership
development to
the organisation
Evidence of an
ethical and
professional
approach to
leadership and
management
development

strategic issues or
identify and address
key issues within the
case. Lack of any
real analysis with
little or no
convincing
justification given for
any arguments put
forward. No
evidence of
consideration of
theory within
analysis.
Insufficient evidence
of ethical and
professional
approach.
Recommendations
either absent, with
major gaps or lack
credibility.

consideration of
strategic issues with
limited analysis of
the actual and
potential contribution
of LMD. Addresses
some appropriate
issues but not
comprehensive, with
gaps evident.
Analysis mainly at a
descriptive level with
some use of theory
which may be
confused,
incomplete, or not
integrated into a
coherent argument.
Evidence of ethical
and professional
approach may be
limited. Approach
lacks clarity, may
include some
reasonable
recommendations
but not adequately
justified, or do not
flow logically from
the analysis.

demonstrates some
understanding of
strategic issues
although these may
not be fully
developed.
Adequate analysis
of the actual and
potential
contribution of LMD.
The candidate
justifies the analysis
with adequate and
clearly argued
reference to the
context and
supported by
adequate reference
to relevant research.
Adequate evidence
of ethical and
professional
approach.
A coherent
approach to LMD is
outlined with some
reasonable
recommendations
which are justified.
These may not be
fully comprehensive,
lack detail of
credibility in places.

of strategic issues
which are clearly
identified and
analysed with
evidence of a critical
approach. The
candidate analyses
the actual and
potential contribution
of LMD persuasively
and convincingly. The
candidate justifies the
evaluation with
convincing reference
to the context and
supported by
impressive and
persuasive use of
reference to relevant
research.
Clear evidence of
ethical and
professional
approach.
Clear
recommendations
which are well justified
with explanation of the
associated
contributions which
LMD can make.

comprehensive
analysis of full
range of strategic
issues, and
critical analysis of
the
actual/potential
contribution of
management and
leadership
development to
the case. The
candidate justifies
the evaluation with
convincing
reference to the
context and
supported by
integration of a
wide range of
relevant literature
and theory. Clear
and
comprehensive
approach and
recommendations
which are very
well justified with
persuasive
explanation of the
associated
contributions
which LMD can
make.

original approach
taken which
identifies and
critically analyses
the full range of
strategic issues.
Consistent critical
approach taken to
the analysis of
actual/potential
contribution of
management and
leadership
development to
the case. The
candidate justifies
the evaluation with
highly convincing
and insightful
reference to the
context, supported
by integration of a
wide range of
relevant literature
and theory
Development of a
holistic, credible
and highly
strategic approach
and
recommendations
which are very
well justified with
persuasive
explanation of the
associated
contributions
which LMD can
make.

and original
approach of a
publishable
standard
throughout.
Excellent critical
analysis of the full
range of strategic
issues. Consistent
critical approach
taken to the
analysis of
actual/potential
contribution of
management and
leadership
development to
the case. The
candidate justifies
the evaluation with
highly convincing
and insightful
reference to the
context, supported
by integration of a
wide range of
relevant literature
and theory
Development of a
holistic, credible
and highly
strategic approach
and
recommendations
which are very
well justified with
persuasive
explanation of the
associated
contributions
which LMD can
make.

The candidate fails


to clearly
communicate ideas
and
recommendations.
The report is not
clearly structured

Presentation needs
improvement,
reasonable structure
but some issues in
coherence. Some
weaknesses in
spelling, grammar

Generally ideas are


communicated
reasonably clearly
with some minor
errors in accuracy
and or referencing.

The candidate
communicates ideas
and recommendations
in a persuasive
structure and writing
style.
Good referencing.

The candidate
communicates
ideas and
recommendations
in a persuasive
structure and
writing style.

The candidate
communicates
ideas and
recommendations
in a highly
persuasive
structure and

Again the report is


presented at a
publishable
standard. The
candidate
communicates
ideas and

Clear
recommendations
on appropriate
leadership and
management
development
strategies
Explanation and
justification of
rationale for
choices and how
proposals would
add value to the
organisation
Explanation and
evaluation specific
methods, such as,
coaching,
mentoring, elearning, action
learning.
Academic skills
and
competences
(10%)
Clarity, fluency
and logical layout

LEEDS BECKETT UNIVERSITY


s

of assignment with
all work duly
referenced and a
full bibliography
Structure,
Presentation, in
text Referencing
and Bibliography

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and the writing style


is inappropriate
and/or ineffective.
Poor spelling and
grammar.
Referencing either
absent or
inadequate.

and incomplete
referencing.

Referencing
comprehensive
and complete, in
Harvard style.

writing style.
Referencing
comprehensive
and complete, in
Harvard style.

recommendations
in a highly
persuasive
structure and
writing style.
Referencing
comprehensive
and complete, in
Harvard style.

LEEDS BECKETT UNIVERSITY

Feedback:
Component 1
Date generic feedback will be
available:
how generic feedback will be
returned to you:
Date provisional mark will be
available:
How provisional marks will be
returned to you:
Date individual feedback will be
available:
How individual feedback will be
returned to you:

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1st June 2015


Via The VLE
1st June 2015
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1st June 2015
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