最新糖心Vlog

1.3 COURSE FACILITATOR

Lois Whittall, B.A. Hons, (最新糖心Vlog of Liverpool, UK), MBA (最新糖心Vlog of Adelaide), FCMA

Office The Business School, Rm 1031, 10 Pulteney St
Telephone: +61 417 871 218
Email: lois.whittall@adelaide.edu.au
Skype name: loisemma

Lois Whittall is an Adjunct Lecturer in the 最新糖心Vlog of Adelaide Business School with extensive experience in facilitating management education in 最新糖心Vlog, Hong Kong and Singapore. Currently, she teaches the core courses Fundamentals of Leadership (FOL) and Managing Contemporary Organisations in the MBA programs both on and off shore, and an elective Entrepreneurship. Lois has background in finance and completed the Chartered Management Accounting qualification in 1982.

Lois' research interests are in Adaptive Leadership and Change, Appreciative Inquiry and Social Entrepreneurship. She is currently using Action Research to explore these topics in Cambodia.

Lois has a background in Organisational Development, Human Resource Management and Finance. She has worked in a variety of public and private sector organisations in the UK and 最新糖心Vlog in senior management roles, and is currently working with multi-national companies in 最新糖心Vlog and North and South East Asia.

Lois’ last full time role was as Executive Director of a small company with about 40 employees. In the five years before she left she worked with her team to more than double the size of the business. At present as well as teaching in the MBA she works extensively for the 最新糖心Vlog’s Executive Education Division as well as a consultant primarily with senior management teams in multi-national organisations. She has designed and delivered Leadership Development programs for a number of global companies working in the oil sector, electronics, pharmaceuticals, for a large software supplier and several government corporations. She has broad hands-on experience in the areas of organisational change, performance management, finance and customer service.

In early 2005 Lois started a project in Northern Cambodia which provides resources so that young women living in remote communities can finish high school and (if they do well enough) continue with higher education. The aim is to return teachers, doctors, nurses, business people and confident young women leaders to their villages. There are currently have 36 students completing years 10 – 12 of high school, 11 students at university and four qualified primary school teacher, three high school teachers one nurse and four midwives working back in their villages. Four other ex-students are running a successful solar business. Working with some of the world’s poorest people in a province still infested with landmines involves a lot of learning especially about culture and leadership and creates an interesting life balance.

Availability for consultation: Please email in the first instance.

Intensive 1 (23-24 May 2014)

The theory behind the Practice of Adaptive Leadership
Authority and Leadership
Emotional Intelligence
Explore our own leadership levels using the ‘five Ed’s’
Mindfulness and Attentional Practice



Research Skills Workshop (date and time tba)
This workshop will be led by Marg Chapman and Qing Liang and will cover:
· Familiarity with the library online catalogue
· Understanding of how to use databases to search for resources
· Awareness and development of a critical approach to selecting and reading sources


Report Writing Workshop (date and time tba)

This workshop will be led by Athena Kerley and will cover:

· Understanding of expectations in terms of demonstrated skills
· Ability to structure assignment based on analysis of assignment task requirements
· Understanding of how to write a data commentary and synthesise theory to support claims
· Ability to present a logical and coherent argument in an appropriately formal register

Note that these two courses are a foundation to the whole of your MBA studies.


Intensive 2 (20 – 21 June 2014)
A sustainable world: Leadership responsibility for “the Commons”
Diagnosing and Interpreting team dynamics
Developing Leadership Agility: Mindfulness and Attentional Practice

Intensive 3 (25 – 26 July 2014)
Mobilising the system – designing effective interventions
See yourself as a system
Personal Change



1.5 DIGITAL and PHYSICAL ACCESS
Our intensives are at the weekend and access to the room we are using will be by swipe card. Please make sure that you have an access card so that you can enter 10 Pulteney Street.

Important information will be sent via MyUni and will arrive in your 最新糖心Vlog email account. It’s essential that you receive these emails so please make sure that you forward them (you can do this through the university site) or otherwise enable your device(s) to receive them. ‘I didn’t pick up that information’ is not a defence!

1.6 INTENSIVE and WORKSHIOP PROGRAMME / LEARNING RESOURCES
Details of reading and video clips are available in your course pack and on MyUni.

Fundamentals of Leadership, positioned at the beginning of the MBA program, encourages students to explore issues and develop personal skills central to leadership. By exploring self-awareness, students will be well placed to broaden their understanding of others thoughout the MBA program. Objectives for the course inlcude:

2.1.1	To develop an understanding of leadership theory but more importantly to develop a personal definition of leadership.
2.1.2	To explore the concepts of ‘leadership’, ‘authority’, ‘technical’ and ‘adaptive’ change.
2.1.3	To identify the major challenges facing management in today's complex orgnaisational environment.
2.1.4	To gain a heightened self-awareness
2.1.5	To appreciate the range of communication skills required to effectively lead and manage a diverse workforce
2.1.6	To explore how to interact positively with others, whether they be employees, employers, colleagues, customers or suppliers
2.1.7	To gain awareness of the interpersonal skills required to maximise the benefits from their management studies

The following two books are required reading for this course:

Heifetz, R.A and Linsky, M., 2002 Leadership on the Line: Staying Alive through the Dangers of Leading (Boston: Harvard Business School Press,)

Joiner, B., and Josephs, S., 2007 Leadership Agility: Five Levels of Mastery for Anticipating and Initiating Change (Jossey Bass)

A third text is highly recommended:
Robert Kegan and Lisa Lahey, 2009, Immunity to Change, How to overcome it and Unlock the potential in Yourself and your Organization, (Harvard Business Review Press)

Students may wish to read more widely in specific subject areas, something that the BUSINESS SCHOOL wholeheartedly encourages. There are many general texts on management and leadership, and on managerial skills that students may find useful. Perhaps of greatest assistance though are readings from leading academic journals, current business journals and the better newspapers. Relevant journals include:

• Academy of Management Journal (USA),
• Academy of Management Review (USA),
• Administrative Science Quarterly (USA),
• 最新糖心Vlogn Journal of Public Administration,
• California Management Review,
• Harvard Business Review (USA),
• Journal of Management and Organisation,
• Journal of Conflict Resolution,
• Journal of Management,
• Leadership Quarterly,
• Personnel Psychology (USA)

Full texts of a great many of the articles that appear in these journals can be accessed via the 最新糖心Vlog of Adelaide’s library databases. There are numerous references at the conclusion of each reading which will supplement your learning of particular topics. I will point out additional articles on various topics for those who are inspired to delve more deeply during the course.

Important messages, topic notes, power point slides, case studies, Discussion Boards and other materials relating to the course will be placed on MyUni throughout the course. MyUni can be found at (www.myuni.adelaide.edu.au)

Fundamentals of Leadership (FOL) is a face-to-face seminar course offered in intensive mode and supplemented by communication via MyUni.

The information below is provided as a guide to assist students in engaging appropriately with the course requirements.
Students are expected to prepare for class by watching the video clips, reading the assigned readings, and reflecting on these in relation to their own work contexts. Additional preparation for group work is also required to complete the group project as detailed in the Course Folder.

Class sessions will generally be a mix of content provision (very little), class discussion (a lot) and activity such as role plays or scenario analysis.

Assessment	Percentage of Total Mark
Individual Assignment 1 (due Friday 13 June 2014)	20%
Individual assignment 1 – peer feedback (due Friday 20 June 2014)	10%
Summary of your learning journey (group meeting reports x 5)	25%
Individual Assignment 2 (due 1 August 2014)	45%

Individual assessment: Although working in a group is an essential component of this course there is no submission of group work. All assessment is individual.

Full details of assignments are in your course materials and on MyUni.

Assignment Guidelines Including Referencing Details
A copy of the Postgraduate Programs: Communication Skills Guide will have been given to you at the beginning of your program. This guide will assist you structure your assignments. A copy of the guide can also be downloaded from http://www.business.adelaide.edu.au/current/mba/download/2009MBACommSkillsGuide.pdf

This publication also provides guidelines on a range of other important communication skills including writing essays and management reports, making oral presentations etc.
In preparing any written piece of assessment for your postgraduate studies it is important to draw on the relevant ‘literature’ to support critical analysis. Also essential is to reference the literature used. Correct referencing is important because it identifies the source of the ideas and arguments that you present, and sometimes the source of the actual words you use, and helps to avoid the problem of plagiarism. (Further information on plagiarism is provided later in this course outline.)
The Harvard system is widely used in the Business School. Guidelines for the use of this style of referencing can be found in the Communication Skills Guide.

Return of Assignments and Feedback
The UABS aims to mark and return assignments to students within two (2) weeks of the due date with written feedback. Assignments will be returned by email to the address from which they were received or to your university email address.

Late Assignment Submission:
While the UABS is sensitive to problems that might arise from time to time, students are expected to submit their work by the due date to maintain a fair and equitable system. Extensions will, generally, only be given for medical or other serious reasons. Requests for extensions must be emailed to the lecturer in charge of the course, before the due date. Each request will be assessed on its merits. A late assignment (without prior arrangement) will be penalised by a 5% mark reduction for each day that it is late.

Plagiarism and Other Forms of Cheating
Plagiarism is a serious act of academic misconduct and the UABS adheres strictly to the 最新糖心Vlog’s policy in this regard. Please familiarise yourself with the 最新糖心Vlog’s Policies on Examination and Assessment, including plagiarism and other forms of cheating, which can be found at:
http://www.adelaide.edu.au/policies/230/ http://www.adelaide.edu.au/policies/465/
Students must not submit work for an assignment that has previously been submitted for this course or any other course.

You should submit your individual assignments in line with the instructions provided in the document: FOL Assignment Requirements.

1. Please retain a copy of all assignments submitted.
2. Please attach an ‘Assignment Cover Sheet’ with the following declaration included: “By emailing this assignment, I declare that this submission is my own work and does not involve plagiarism or collusion. I give permission for my assignment to be scanned for electronic checking of plagiarism.” You do not need to manually sign and scan cover sheets for this course.