MNM2ENR-Enterprise and Risk

Module Provider: Marketing and Reputation
Number of credits: 15 [7.5 ECTS credits]
Level:NA
Terms in which taught: Autumn / Spring / Summer module
Pre-requisites:
Non-modular pre-requisites:
Co-requisites:
Modules excluded:
Current from: 2021/2

Module Convenor: Prof Kevin Money
Email: kevin.money@henley.ac.uk

Type of module:

Summary module description:

This module forms part of the PGDip Business Administration (Senior Leader Apprenticeship) programme and, as such, sets out to provide the knowledge, skills and behaviours required by senior leaders in today’s world, in relation to the concepts of enterprise and risk.  The module covers a range of areas relating to enterprise and risk and is designed to meet the learning outcomes of Apprenticeship Standard C: Enterprise & Risk.

Enterprises need a deep understanding of how to devise ethical strategies and manage risk if they are to thrive in today’s challenging world. This module examines the concepts of ethics and values-based leadership, before exploring approaches to embedding corporate responsibility in organisations.  Competitive strategies, including marketing communications strategies in a digital world, are discussed.  Effective decision-making is of paramount importance in organisations and this, along with the concept of entrepreneurialism are examined. In the light of the Covid-19 pandemic, an understanding of crisis and risk management strategies has never been more pertinent, and these are considered in this module.  The importance of leadership is highlighted, as a means to drive a culture of resilience in an organisation. Conversely, the ‘dark side’ of leadership is also explored, to equip students with the ability to challenge strategies and operations in terms of ethics, responsibility, sustainability, resource allocation and business continuity.  

Aims:

The module is designed for practising managers and aims to provide the learner with: 

• Knowledge and understanding of ethics and values-based leadership theories and principles


• Knowledge and understanding of approaches to developing a Corporate Social Responsibility programme.


• Knowledge and understanding of competitive strategies and entrepreneurialism.


• Knowledge and understanding of approaches to effective decision-making.


• Knowledge and understanding of the use of big data and insight, to implement and manage change.


• Insights into crisis and risk management strategies.


• Insights into effective communications strategies in today’s digital world.


• The ability to challenge strategies and operations in terms of ethics, responsibility, sustainability, resource allocation and business continuity/risk management.


• The ability to apply principles relating to corporate social responsibility, governance, and regulatory compliance.


• The ability to drive a culture of resilience.


• The ability to support development of new enterprise and opportunities.


• The ability to lead and respond in a crisis situation using risk management techniques.


• The ability to shape and manage the communications strategy for their area of responsibility.

Assessable learning outcomes:

By the end of the module, it is expected that programme members will be able to demonstrate their ability in the following areas:

 

To know and understand:

C1. Ethics and values-based leadership theories and principles

C3K. Approaches to developing a Corporate Social Responsibility programme.

C5. Competitive strategies and entrepreneurialism.

C6. Approaches to effective decision-making.

C7. The use of big data and insight to implement and manage change.

C8K. Crisis and risk management strategies.

C9K. The organisation’s developing communications strategy and its link to their area of responsibility.

To be able to:

C8. Challenge strategies and operations in terms of ethics, responsibility, sustainability, resource allocation and business continuity/risk management.

C9. Apply principles relating to Corporate Social Responsibility, Governance and Regulatory compliance

C10. Drive a culture of resilience

C11. Support development of new enterprise and opportunities

C12. Lead and respond in a crisis situation using risk management techniques.

C13. Shape and manage the communications strategy for their a rea of responsibility.

Additional outcomes:

Skills

By the end of the module, it is expected that programme members may begin to demonstrate their ability to:

 

A11. Be able to undertake research and critically analyse and integrate complex information.

Behaviours

By the end of the module, having applied learning in the workplace, the learner may begin to develop the following behaviours:

B1: Work collaboratively enabling empowerment  and delegation.

B2: Take personal accountability aligned to clear values.

B3: Curious and innovative – exploring areas of ambiguity and complexity and finding creative solutions

B4: Value difference and champion diversity.

B5: Seek continuous professional development opportunities for self and wider team.

Outline content:

Outline content for this module is as follows:

• Individual values


• Organisational values and corporate success


• Values and ethical decision-making


• The ethical and social impact of marketing


• The importance of leading upwards: Followership


• The link between reputation and corporate responsibility


• Contemporary trends and models of corporate responsibility


• C ustomer insights, big data, and the role of marketing research


• Effective financial decision-making


• The entrepreneurial context


• New enterprise and opportunities


• Marketing communications and the changing media landscape


• Integrated marketing communications


• Managing quality, performance operational risk and resilience


• Managing risk in projects


• Crisis management: learnings f rom Covid-19


• Strategic failure, recovery and turnaround


• Destructive, toxic, and narcissistic leadership


• Team leadership and leadership development

Global context:

The module is taught with reference to global perspectives, where appropriate.

Brief description of teaching and learning methods:

Teaching and learning takes place through a blended learning approach. The teaching and learning methods comprise a combination of self-study via a range of online materials on the Canvas learning platform, face-to-face workshops with Academic Faculty and a Learning Coach, and facilitation of learning by a Learning Coach (face-to-face and online).  Programme members take an Action Learning approach, and each person forms part of an Action Learning set of approximately 6 - 8 learners thro ughout the Enterprise & Risk module.

Materials on Canvas include content on-screen, videos, PowerPoint presentations, journal articles, book chapters, practice applications and reflection points.

Summative assessment- Examinations:

N/A

Summative assessment- Coursework and in-class tests:

One 5,000 word individual assignment, to be submitted as per the submission schedule for the cohort.

Formative assessment methods:

Facilitated learning activities are undertaken to support formative evaluation of the learning. These activities are not assessed for the purposes of the final module evaluation.

This formative assessment takes the form of feedback on progress given to students at the Action Learning workshops or during other interactions with the Learning Coach as well as formative assessment of the individual assignment.

Formative assessment requirements for a decision of ‘Proceed’:

Evaluation of the work-based project leads to a decision of ‘Proceed’ or ‘Revise’.  In order to gain a ‘Proceed’ the learner must satisfactorily meet 50% of the learning outcomes for the module (listed above).  Any learning outcomes not achieved will be highlighted for the learner, so that it is clear that these learning outcomes should be addressed prior to reaching Gateway for the End Point Assessment (EPA).  Learners may revise their project as many times as necessary, as they progress through the programme.  However, only one resubmission will be evaluated and feedback provided by the Learning Coach (see reassessment arrangements, below). 

Formative reassessment arrangements:

The revised work-based project should be submitted as soon as possible and no later than 6 weeks after notification of the ‘revise’ decision.  This resubmission will be evaluated by the Learning Coach, feedback will be provided and an indication of whether the revised project has met the ‘Proceed’ criteria.  No further resubmissions will be evaluated by the Learning Coach.  The student will need to address any remaining gaps regarding achievement of learning outcomes prior to reaching Gateway for the L7 SLA End Point Assessment.  Students should discuss this with their Apprenticeship Tutor at their planned review meetings.

Penalties for late submission:

These are in accordance with the mode of study arrangements laid out in the programme specifications.

Assessment requirements for a pass:

Reassessment arrangements:

Reassessment by 100% assignment, capped at 50%.

Additional Costs (specified where applicable):

Expenses when attending workshops (in the case of a workshop taking place at Greenlands.)

Last updated: 8 June 2021