leadership and management (portfolio)

/in /by

 

Order Description
LEADERSHIP AND MANAGEMENT (PORTFOLIO)
THIS FILE CONSISTS ON THE FOLLOWING THINGS BELOW:
1. THE ASSIGNMENT INSTRUCTION.
2. THEORIES U HAVE TO USE IT IN THE PART OF REFLECTIVE, ACTION LEARNING. ALSO PREFERRED REFERENCES IN THE SAME PART.
3. THE GROUP EXPERIENCE.
4. REFLECTION FILE, I RECOMMEND U TO READ IT TO LET U WRITE EASIER.

• THE ASSIGNMENT INSTRUCTION
1) A literature review on the practice of leadership or management in one of their selected sectors/industry/organisation or group of organisations for example leisure industry OR automobile industry. I did group presentation in this module and the case study was about Nissan Motor Company with CEO Chalros leadership but u can choose any industry that u want. This should demonstrate their conceptual and theoretical understanding of leadership and management theories and their implications in practice within a specific sector/industry/organisation or group of organisations. Indicative word count 1500 –1650 words. A) The critical review of the literature to inform research question, design, methodology (only 3 lines) and analysis (indicative word count 1500 words).
2) a summary on reflective and action learning on team working and leadership (based on your reflective journal and team working experience). Indicative word count 750 – 850 words. You will find the theories and the references in below.
3) a Plan for Personal Development in a chart format based on your Action Plan for Personal Development. Indicative word count 250 – 300 words.
4) a suitable introduction and conclusion. Indicative word count 500 – 550 words.
• Theories
You have to Use reflective learning theory to what I have done with my group. Hence you can use the following theories:
• Experiential Learning , Kolb (1984)
• A Learning Cycle Pedler, Burgoyne and Boydell (2013)
• Reviewing, (Greenaway, R. 1986)
• Reflective Practice ,(Gibbs: 1998).
• Adaptive Leadership,Heifetz, Grashow, Linsky (2009)
• Critically reflexive practice (Cunliffe, 2004).
• Reflexivity, (Finlay, 2008: 6).
The first step in this process is to begin with your understanding of leadership and /or management within a particular sector/industry. Thereafter, reflecting on team working and leadership, action learning and personal development planning. The purpose of this assessment is to help you understand and analyse leadership management within a particular sector, and then to learn from team working and action learning, with the idea of developing yourself as leaders and managers. It is expected that you evaluate and critique your own leadership understanding and its practice, to explore what you see as your strengths and weaknesses, and formulate goals and plans for professional development. This approach is recognised as encouraging individuals to:
• learn about themselves and reflect on what they are doing
• value teams and their achievements
• identify ways of action learning and personal development planning to enhance performance
• demonstrate the ability/research skills to critically review relevant literature to inform research question, design, methodology and analysis of a research project at masters level.
Through a critical process of leadership understanding, critiquing and writing up literature review on a relevant topic, self-awareness, action learning reflection and personal development, you will engage with the concept and practice of leadership and management at a deeper level, appreciating the diversity and challenges of doing and being leaders and managers. It will also give you research skills of analysing leadership/management within particular sectors and conducting literature review. The course is designed to expose you to leadership from different perspectives.

• Preferred References for Reflective learning:
Cunliffe, A. L. (2004). On Becoming a Critically Reflexive Practitioner. Journal of Management Education, 28(4), 407 – 426
Finlay, L. (2008). Reflecting on ‘Reflective practice’ PBPL 52. A discussion paper prepared for PBPL CETL, accessed from www.open.ac.uk on 25th September 2015.
Heifetz, R., Grashow, A., Linsky, M. (2009) The Practice of Adaptive Leadership. Boston: Harvard Business Review Press.
Pedler, M., Burgoyne, J. and Boydell, T. (2013). A Manager’s Guide to Self-Development. 6th Edition. Maidenhead: McGraw-Hill.
Atkins, S. and Murphy, K. (1994) ‘Reflective practice’. Nursing Standard. Vol. 8, No. 39, June, pp
49-54.
Bolton, G. (2001) Reflective Practice: Writing and Professional Development. London: Paul
Chapman Publishing.
Boud, D., Keogh, R. and Walker, D. (1994) Reflection: Turning Experience into Learning.
London: Kogan Page.
Elbow, P. (1998) Writing without Teachers. Oxford: Oxford University Press.
Hilsdon, J. (2006) Re-Thinking Reflection. The Journal of Practice Teaching in Health and Social
Work 6(1) pp 57-70.
Moon, J. (2004) A Handbook of Reflective and Experiential Learning: Theory and Practice.
London: Routledge.
Rowling, J. K. (2000) Harry Potter and the Goblet of Fire. London: Bloomsbury Publishing Plc.
Schön, D. (1991) The Reflective Practitioner. Aldershot: Ashgate Publishing Ltd
• The Group work experience that I did to write about it in the reflective learning:
I worked in group of 5 people. We basically have to find a case study of leadership in Automobile industry. We discussed Nissan Leadership style Carlos Goshen and our task was to record video presentation.
Our group was mixed of Arabs and Chines. We had to do several meetings in last two months:
I was afraid of working with chines because they have different way of thinking and also because of language barrier. After that, we decided to choose a case study, we were confused between General motors and Nissan. As the group leader, I decided to use “turntable” method to make everyone talks from two prospective sides (active learning theory, Greenways, R 1986).
Second meeting: we divided the tasks between us, by giving my group member special task. We made everyone feel free to choose which part to cover.
Third meeting: we discussed about the case and we were also talking in other things not in the case study because we felt that chines people are shy and we want to change the atmosphere. Also, we used to have meetings in Library but sometimes we meet in different places.
Fourth meeting: everyone showed the information that he gathered. Then we discussed what do we need to focus on and what not. Everyone left with a clear vision on his part and what to avoid.
Fifth meeting: we performed our first rehearsal and we kept practicing a few times that day to minimize our weaknesses. Finally, we did it for the final recording.

Note please: You can add other thoughts, information and imaginations which u believe will be useful and helpful.