Extended Diploma in Strategic Management and Leadership (EDSML) LEVEL 7
Unit 1: Developing Strategic Management and Leadership Skills
Centre Name:
Luton International College
Centre No:
15879
Credit :
10
Level :
7
Learner’s Name:
Assessor’s Name:
Assessor’s
Signature:
Date:
Date Issued:
First Submission
Date:
Draft Feedback
Dates:
Final Feedback
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Learner Declaration
I declare that all the work submitted for this assignment is my own work or, in the
case of group work, the work myself and other members of the group in which I
worked, and that no part of it has been copied from any source.
I understand that if any part of the work submitted for this assignment is found to be
plagiarised, none of the work submitted will be allowed to count towards the
assessment of the assignment.
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Internal verification:
IV Name:
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Assessment Feedback Sheet
Assessment Criteria
Achieved Comments
Y/N
1.1 explain the link between
strategic management and
leadership
1.2 analyse the impact of
management and leadership
styles on strategic decisions
1.3 evaluate how leadership
styles can be adapted to
different situations
2.1 review the impact that
selected theories of
management and leadership
have on organisational
strategy
2.2 create a leadership
strategy that supports
organisational direction
3.1 use appropriate methods
to review current leadership
Requirements
3.2 plan for the development
of future situations requiring
Leadership
4.1 plan the development of
leadership skills for a
specific requirement
4.2 report on the usefulness
of methods used to plan the
development of leadership
skills
General comments:
Overall Grade
Pass/Referral
Assessors
Signature
Date
Candidate
Signature
Date
Student Brief
The assessment is divided into three parts:
Assignment Assessment
No.
Criteria Covered
Assignment
Title
Assessment Method
1.
AC 1.1, 1.2, 1.3
Management and
Leadership
Case Study Analysis:
Northwestern Kellogg's
road to renewal
2.
AC 2.1, 2.2
Leadership
Strategy
Case Study Analysis:
Northwestern Kellogg's
road to renewal
3.
AC 3.1, 3.2, 4.1,
4.2
Planning for
Leadership
Power Point Presentation:
Scenario based, research
and investigation
For assignment one and two, learners need to analyse the given case-study on
Kellogg School of Management and attempt questions based on this case study in
order to achieve learning outcomes.
For assignment three, the leaner needs to give power-point presentation covering all
the aspects of assessment criteria in order to achieve learning outcomes. A case
scenario is presented which will direct their research and investigation.
Case Study: Northwestern Kellogg's road to renewal
(for assignment one and two only)
History: Kellogg School of Management
The Kellogg School of Management at Northwestern University was founded in 1908 in Evanston,
Illinois. Initially called the Northwestern University School of Commerce, the school offered part-time
evening classes. As a founding member of the American Assembly of Collegiate Schools of Business,
Kellogg was instrumental in establishing the General Management Admission Test (GMAT). Kellogg
started building world-renowned reputation for combining scholarly research and theory with real
business world practical application. By 1929, Kellogg began offering a PhD degree.
Known for its innovative business curriculum, the school has lead the way in offering full-time and
part-time degree programs. In 1951 Kellogg was one of the first business schools to introduce
executive education courses and it eventually evolved into Executive MBA.
During the 1970s, Kellogg introduced curriculum that formed around teamwork models which were
emulated by other business programs worldwide. During this time, Kellogg began offering a 1-year
MBA degree. In 1979, the school was renamed after John L. Kellogg a member of the famous food
company, and re-branded in 2002 as the Kellogg School of Management. Kellogg expanded its global
educational opportunities with EMBA programs partnering with universities in Asia, Europe, the
Middle East, Latin America and. During the 80s and 90s as business and news publications started
ranking business schools; Kellogg was listed as the top business school in Business Week and U.S.
News and World Report. Kellogg has consistently ranked among the top business schools in the
country.
Dean Sally Blount: Kellogg School of Management
Sally Blount, was appointed the dean of Northwestern University’s Kellogg School of Management on
1st July 2010. “Dean Blount brings a remarkable combination of strong academic achievement and
proven administrative experience at both the business school and university levels,” Northwestern
Provost Daniel I. Linzer said. “She is someone who has a demonstrable record as both a scholar and
as a leader in the field of global business education. We are very excited to welcome her back to
Kellogg and Northwestern.”
One year into her tenure as Kellogg's dean, Sally Blount has managed to make headway toward
giving the B-school a new home, a new attitude toward change and a new vision.
"Think Bravely: We believe that business can be bravely led, passionately collaborative, and world
changing."
Those 15 words are at the heart of an ambitious effort to reposition Northwestern University's Kellogg
School of Management. The phrase, part of a branding exercise that will lead to more substantive
changes at Kellogg, has new Dean Sally Blount bubbling over with excitement.
"I think we came out with something really exciting there," says Blount, in a wide-ranging interview
with Poets & Quants. "We spent a whole lot of time, working with our marketing department as well as
with Kellogg graduates who lead the craft of marketing out in the world every day."
The brand messaging is more than just a clue to Kellogg's future. It just as aptly fits Blount's own
leadership challenge.
When she arrived in July 2010 from New York University where she led the business school's
undergraduate program, some faculty believed Kellogg needed little more than a tune-up. Blount, a
self-described "organizational risk-taker," strongly felt the school had reached a point at which
wholesale change was more in order.
"I have people who don't necessarily agree," concedes Blount. "They've asked, 'Why do we have to
redefine who we are?' That has been the big challenge in the last six months. That took the most
work. But we were able to make a compelling argument for that. They got it, and now we have to
execute on it."
Asked to tick off her accomplishments in her first full year in the job, Blount cites the decision to build
a new $200 million modern home for the business school on the waterfront of Lake Michigan, a
reorganization of the school's top leadership team, the launch of Kellogg's new branding campaign,
and a major strategic review that will put substance behind the school's new marketing slogan.
But perhaps Blount's greatest accomplishment fails to make her own list: convincing faculty that major
change at Kellogg is a necessity. In the late 1980s and 1990s, under its visionary Dean Don Jacobs,
the school regularly won acclaim for its highly collaborative culture, its team-based approach to
learning, and an unrivaled marketing faculty. Kellogg MBAs were known for having emotional
intelligence and interpersonal skills that set them apart from others. As more schools began to
interview applicants before extending admissions offers and then loaded on teamwork and leadership
exercises, Kellogg's distinctiveness began to fade.
"Kellogg has been a phenomenal school, but we were in need of a new strategy," insists Blount. "In
many ways, Don [Jacobs] really defined the industry of business schools and executive education,
and it's time to redefine it. We know what we don't want to do anymore and we have some great
testing of things we do want to do."
At the outset, Blount faced some skepticism. "Golly," she says. "I spent a lot of time listening to
people who disagreed with me, but one of the things I learned from my dad is that it's not about being
right. It's about finding the right answer. You have to listen to people who you don't agree with
because that may shift your understanding of the problem.
"The great thing about Kellogg that is different from any other school is that our faculty has known a
bold leader who put a strategy in place," Blount adds. "Our faculty is ready to do it again. When you
have a group that says, 'what can we do next?' And isn't sitting on its laurels. That is pretty incredible
among tenured faculty."
Of course, the faculty still has to approve the more concrete changes that come out of its strategic
review. How that process plays out will clearly be a test of Blount's powers of persuasion. "We're four
and one-half months into a nine-month review," she says. "As we come out of that process, we will
identify the three or four big ideas we want to be known for in 2020 and they will link to our curriculum
and our research."
Those big ideas -- which will include a new way to teach and talk about collaboration and marketing -will put substance behind the new brand messaging.
While this is the first attempt by Kellogg to formally brand itself, many other business schools have
gone through similar exercises, including Harvard and Stanford. At Harvard, the "mission" or brand
comes down to one simple sentence: "We educate leaders who make a difference in the world." At
Stanford, it's "Change lives. Change Organizations. Change the World."
"While I would argue that Kellogg had some of the most interesting moves in the late 80s and early
90s in our industry, there are some other peers who used branding brilliantly in the 90s and 2000s,"
she says, declining to be more specific.
The approved messaging, which Kellogg has trademarked, is the result of a great deal of study and
discussion, says Blount. The school produced several "brand essence" videos in the process. "It was
feeling a little kumbaya for a while," says Blount, with a laugh.
"Kellogg got on the map because we were different. We cared deeply about how you build a strong
organization and how you get people to work together more effectively."
Meantime, Blount says the school has raised $100 million toward the new building and will soon
announce a major gift in the double digits. The new structure, which will be built next to the school's
executive education center, won't be ready for five years. Blount says Kellogg will give up its current
home, the Don Jacobs Center, when the new building comes on stream.
Sally Blount at her first graduation ceremony as dean of the Kellogg School of Management,
December 2010.
References:
1. http://management.fortune.cnn.com. 2011. Northwestern Kelloggs road to renewal. [ONLINE]
Available at :http://management.fortune.cnn.com/2011/08/26/northwestern-kelloggs-road-torenewal/. [Accessed 28 September 11]
2. http://www.kellogg.northwestern.edu/Kellogg_School_History.aspx
3. http://www.kellogg.northwestern.edu/News_Articles/2010/new_dean.aspx
4. http://www.manhattangmat.com/kellogg-guide.cfm
Please Note: This case study has been put together by combining the information from above
references. Learners are encouraged to look for more sources for in-depth understanding of the
Kellogg School of Management strategy and its current Dean Sally Blount leadership style.
Assignment one: Management and Leadership
Q1.1
With the help of above mentioned case study, Explain the link between
strategic management and leadership. (AC 1.1)
Q1.2
Discuss Sally Blount Leadership Style. Do you think Sally Blount is having
an impact on the Institution with her leadership style? Analyse the impact of
management and leadership styles on strategic decisions. (AC 1.2)
Q1.3
If faced with a situation where Kellogg School of Management slips in its
ranking in 2012, do you think she needs to change her leadership style.
Assess the effectiveness of adaptation of leadership styles to different
situations. (AC 1.3)
Assignment two: Leadership Strategy
Q2.1 Relate Sally Blount’s leadership to any of the management and leadership
theories discussed in the class. Review the impact of theories of management and
leadership on organisational strategy. (AC 2.1)
Q2.2 Explain leadership strategy of Sally Blount and how it supports organisational
direction. Do you think Sally Blount’s leadership strategy will support Kellogg’s new
vision? (AC 2.2)
Assignment three: Planning for Leadership
Powerpoint presentation
Scenario: Pick TWO organisations of your choice from any two different industries
from the list below:
1.
2.
3.
4.
5.
6.
7.
8.
Retail
Car
Banking
IT industry
Energy
Airline
Hotel
Communication
Answer the questions below using the two selected organisations wherever you think
relevant and appropriate.
Q3.1 Use appropriate methods to review current leadership requirements in your
two selected organisations (AC 3.1)
Q3.2 Recommend a plan for the development of future situations requiring
leadership in any one of your selected organisations. (AC 3.2)
Q4.1 Plan the development of leadership skills for a specific requirement in any one
of your selected organisations. (AC 4.1)
Q4.2 Report on the usefulness of methods used to plan the development of
leadership skills in any one of the selected organisations. (AC 4.2)
Indicative resource materials
Textbooks
Adair J – Effective Leadership: How to be a Successful Leader (Pan, 2009) ISBN
0330504193
Adair J – How to Grow Leaders: The Seven Key Principles of Effective Leadership
Development (Kogan Page, 2009) 0749454806
Gold J, Thorpe R and Mumford A – Leadership and Management Development (CIPD,
2010) ISBN 1843982447
Kouzes J M and Posner, B Z – The Leadership Challenge, 4th Edition (Jossey-Bass, 2008)
ISBN 0787984922
Mullins L J – Management and Organisational Behaviour, 9th Edition (Financial
Times/Prentice Hall, 2010) ISBN 0273724088
Journals
Management Today (Haymarket Business Media)
People Management (Chartered Institute of Personnel and Development)
Professional Manager (Chartered Management Institute)
Training Journal (www.trainingjournal.com)
Websites
www.cipd.co.uk Chartered Institute of Personnel and Development
www.leadershipnow.com Articles and blogs on leadership challenges
www.managementhelp.org Free management library for articles and blogs on leadership
development planning
www.managers.org.uk Chartered Management Institute – searchable database which
members can
use to access journal articles and other publications
www.peterhoney.com Questionnaires and trainer packs
www.strategicmanagement.net The Strategic Management Society
Plagiarism / Collusion
Any act of plagiarism or collusion will be seriously dealt with according to the regulations.
In this context the definition and scope of plagiarism are presented below:
Plagiarism is presenting somebody else’s work as your own, It includes copying information directly
from the Web or books without referencing the material; submitting joint coursework as an
individual effort; copying another student’s coursework; stealing coursework from another student
and submitting it as your own work.
Collusion is working collaboratively with another learner to produce work that is submitted as the
individual learners work.
Suspected acts of plagiarism or collusion will be investigated and if found to have occurred will be
dealt with according to the college procedure.