|Papua New Guinea - IBSU Port Moresby||N/A||Session 2|
This unit develops a critical understanding of the theories of strategic management, as well as their application within different contexts. Therefore, critical issues of strategic leadership are examined including organisational leadership theories; such as, ethics policy, corporate social responsibility and governance. Alternative conceptions of strategic HRM are also covered.
Topic 1: What is strategy: mission, values, time horizons.
Topic 2: Critical review of all approaches to strategy.
Topic 3: An introduction and critical review of RBV.
Topic 4: Introduction to strategic HRM.
Topic 5: Implementing strategic HRM: Is it best practice, best fit (contingency) or an amalgamation/ extension of RBV literature.
Topic 6: A critical review of best fit, best practice and RBV literature and the approach to strategic HRM.
Topic 7: HRM behaviour in Globalisation: Theory of development, ethnocentric, globalisation theories. What is the role of the HR manager?
Topic 8: Using RBV to strategise (public, private/non-profit, SME).
Topic 9: Strategic leadership.
Topic 10: Ethics in a strategic HRM context.
Unit Learning Outcomes express learning achievement in terms of what a student should know, understand and be able to do on completion of a unit. These outcomes are aligned with the graduate attributes. The unit learning outcomes and graduate attributes are also the basis of evaluating prior learning.
Learning outcomes and graduate attributes
GA1: Intellectual rigour,
GA3: Ethical practice,
GA4: Knowledge of a discipline,
GA5: Lifelong learning,
GA6: Communication and social skills,
GA7: Cultural competence
|On completion of this unit, students should be able to:||GA1||GA2||GA3||GA4||GA5||GA6||GA7|
|1||Discuss and critically review theoretical approaches to strategy.||Intellectual rigour||Ethical practice||Knowledge of a discipline|
|2||Identify and critically review literature about the Resource Based View (RBV) and apply this to organisational strategy.||Intellectual rigour||Ethical practice||Knowledge of a discipline|
|3||Discuss strategic leadership in relation to CEO's, charismatic and transformational leadership, worldly leadership and leadership in cyberspace.||Ethical practice||Knowledge of a discipline||Cultural competence|
|4||Demonstrate an understanding of strategic HRM and HRM within the global context.||Ethical practice||Knowledge of a discipline||Cultural competence|
|5||Discuss HRM behaviour and ethics.||Ethical practice||Knowledge of a discipline|
|6||Propose, critically evaluate and justify an ethical leadership role for HRM practitioners in the 21st century organisation.||Intellectual rigour||Ethical practice||Knowledge of a discipline||Cultural competence|
|7||Propose, critically evaluate and justify the contribution that HRM practitioners can make to organisational strategy within alternative theoretical approaches.||Intellectual rigour||Ethical practice||Knowledge of a discipline|
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