MNM3DBC-Developing and Building Collaborative Relationships

Module Provider: Marketing and Reputation
Number of credits: 15 [7.5 ECTS credits]
Level:7
Terms in which taught: Autumn / Spring / Summer module
Pre-requisites:
Non-modular pre-requisites:
Co-requisites:
Modules excluded:
Current from: 2022/3

Module Convenor: Dr Anne Dibley
Email: anne.dibley@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 developing and building collaborative relationships.Ìý The module covers a range of areas relating to developing and building collaborative relationships and is designed to meet the learning outcomes of Apprenticeship Standard G: developing and building collaborative relationships.Ìý

As the third and final of three Managing People modules, this module investigates developing and building collaborative relationships from a strategic perspective.Ìý The focus is on enabling learners to develop an understanding of the external context and environment, and how to build effective relationships with a diverse range of internal and external stakeholders, including at Board level and in an international context.Ìý Insights into brand and reputation management are also incorporated, as an important element of establishing collaborative relationships.Ìý

Aims:

The key objectives of this module are to give learners both breadth and depth of knowledge and understanding of the key factors involved in developing and building successful collaborative relationships.Ìý Insights into the impact of the external environment, and how to influence within this context are central to this module.Ìý Enabling understanding of how to manage relationships across diverse stakeholder groups and leadership structures, along with an understanding of the role that brand and relationship management play are also important elements of this module.Ìý

Assessable learning outcomes:

• Understand influencing and negotiating strategies both upwards and outwards.Ìý


• Understand the external social and political environment and the use of diplomacy with diverse groups of internal and external stakeholders.Ìý


• Understand how to work with board and other company leadership structures.Ìý


• Understand brand and reputation managementÌý


• Understand how to work with corporate leadership structures, for example, the markets it operates in, roles and responsibilities, who its stakeholders are and what they require from the organisation and the sustainability agenda.


• Know how to manage relationships across multiple and diverse stakeholders.


• Know how to lead within your area of control/authority, influencing both upwards and outwards.Ìý


• Know how to negotiate and use advocacy skills to build reputation and effective collaboration.

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Additional outcomes:

Knowledge and skills

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

G1, K12. Influencing and negotiating strategies both upwards and outwards.Ìý

G2/G3, K13. The external social and political environment and use of diplomacy with diverse groups of internal and external stakeholders.Ìý

G4, K14. Working with board and other company leadership structuresÌý

G5, K15. Brand and reputation managementÌý

G6K, K16. Working with corporate leadership structures, for example, the markets it operates in, roles and responsibilities, who its stakeholders are and what they require from the organisation and the sustainability agenda.

G6, S19. Manage relationships across multiple and diverse stakeholders.

G8, S20. Lead within their area of control/authority, influencing both upwards and outwards.Ìý

G9, S20. Negotiating and using advocacy skills to build reputation and effective collaboration.

Outline content:

The key topics covered address the aim of enabling programme members to develop an appreciation and understanding of:

• The external social and political environment, through the strategic marketing planning process


• Relationship marketing


• Customer retention


• Critical success factors for B2B strategic relationships


• Co-creating value in B2B strategic relationships


• Brands: definition and role


• Brands in the digital landscape


• Reputation management


• Influencing and negotiating strategies


• Board and other company structures

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Global context:

Developing and building collaborative relationships are considered in an international context.

Brief description of teaching and learning methods:

Teaching and learning take 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). ÌýProgramme members take an Action Learning approach, and each person forms part of an Action Learning set of approximately 6 - 8 learners throu ghout the module.

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Study 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 3,000 word individual assignment and a PowerPoint slide deck to be submitted as per the submission schedule for the cohort.Ìý

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’.Ìý In order to gain a ‘Proceed’ the learner must satisfactorily meet 50% of the learning outcomes for the module (listed above).Ìý 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).Ìý Learners may revise their project as many times as necessary, as they progress through the programme.Ìý However, only one resubmission will be evaluated and feedback provided by the Learning Coach (see reassessment arrangements, below).Ìý

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.Ìý 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.Ìý No further resubmissions will be evaluated by the Learning Coach.Ìý 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.Ìý Students should discuss this with their Apprenticeship Tutor at their planned review meetings.

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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):

Travel, accommodation and subsistence - Student incurred expenses when attending workshops (if any workshops take place at Greenlands or offsite.)

Last updated: 22 September 2022