module specification

This core module supports the development of the learner through their engagement with Leadership and Strategic Management theory and further develops their on-going leadership skills through the application of theory to practice. It will also prepare and develop them for an organisational leadership and/or management role.  Key features of the module are an emphasis on effectiveness in a leadership role together with doing this in a socially and ethically responsible manner. The module draws on a wide-range of academic research and professional experience. It introduces core leadership and strategic management concepts and encourages students to develop a critical, analytical approach to solving work-based leadership/ management issues. Students will develop an awareness of different theoretical perspectives so that the complexity of managerial work is explored rigorously. The module explores a range of strategic and operational perspectives through academic research and an examination of work-based issues. It encourages students to adopt a reflective approach on current practice and critique academic theory in relation to their future leadership and management development. This module contains a strong experiential learning approach.

This module aims to stimulate the student’s critical awareness and application of key leadership and strategic management theories to their own practice and develop their ability to evaluate current practice in the light of relevant academic theories. It is expected that students will develop an increased awareness of the impact and influence of leaders and their own leadership development.

This module also introduces the student to an understanding of the role of commercial planning in a digital age as critical to profitable airline operations.  Air routes are the life blood of airlines and assessing catchment areas and aircraft operations to satisfy demand is absolutely critical to airline and airport development.

• Strategic management theory including strategic issues relating to organisations LO1

• Relationship between leadership and strategic management: definition of leadership; Mintzberg’s 10 Managerial Roles, Leader member exchange theory, strategic aims and objectives, improving organisational performance, managing and implementing change, high performance teams, leadership skills. LO1

• The nature of airline commercial planning and capacity management/ stand planning – understanding air travel demand and the use of aircraft fleets to meet air travel demand LO2

• Commercial planning – the role of assessing the utilisation of aircraft and crew to maximise potential opportunities – seating density and seating design onboard and revenue implications LO2,LO3

• Scheduling and the art of getting aircraft in the right place at the right time – what happens to get aircraft into appropriate schedules (scheduling committees) LO2,LO3

• Slot management at major airports and access to scarce airport slots – strategies for slot domination LO2,LO3

• Airport catchment areas – how they are defined and evaluated and how they are used to assess air passenger and air cargo demand LO1,LO2,LO3

• Airport resources to support airline operations e.g. stands, jetties, parking, runway capacity and airspace management. LO2,LO3

• Developing airline networks and building frequency – why hub and spoke works LO1,LO2

• New route evaluations – scenario building and commercial entry strategies LO1,LO2

Learning and teaching strategy for the module involves an approach using blended learning, experiential learning, student’s responsibilities and opportunities for reflective learning, professional and personal development.

The module draws on a wide-range of academic research and professional experience. It introduces core concepts and encourages students to develop a critical, analytical approach to solving work-related leadership and management issues. Students will develop an awareness of different theoretical perspectives so that the complexity of managerial work is explored rigorously.

To ensure a positive and productive student learning experience the programme is designed to be a blend of class-based lectures, seminars and case-study group work as well as self-directed learning and presentations. Classroom sessions will be supported by web-based materials and recommended pre-readings from module texts and other readings. In addition masterclasses, guest speakers and visits to leading organisations will be utilised to enable students to have a greater understanding of the role of managers and leaders.

Students should engage in any preparation activities that they need to undertake to support their learning and the lecture sessions They should also engage in individual academic and practitioner-based research. Students are expected to carry out independent learning and research via academic journal articles and current articles.

Digital literacy development

The learning,  teaching and assessment strategy for this module will enable students to develop their capabilities in digital literacy and information handling appropriate to professional/master’s level study as outlined in the Open University Digital and Information Literacy Framework (DILF: available to view at http://www.open.ac.uk/libraryservices/pages/dilframework  )

Reflective journal
This module will adopt the reflective practitioner model to encourage lifelong learning and personal responsibility developing professionalism in management and leadership. Students will be expected to spend time each week updating a reflective journal, which records not only reflections on class-based sessions, but also their experiential learning and,  other activities, thoughts and reflections, which contribute to their learning. It is important that students make their entries regularly as they will help to consolidate their learning throughout the module.
The module tutor / lecturer will regularly review entries in students Learning Journal and will provide regular formative feedback.

On successful completion of this module student will be able to demonstrate the following learning outcomes:

1. Critically examine current academic theory and debates on leadership and strategic management and apply this to current industry scenarios.

2. Analyse both the generic and technology-based issues facing aviation organisations and the factors that influence leaders and managers when devising commercial planning and organisational strategies

3. Comprehensively examine how the aviation sector has incorporated new advances in technology into management, strategy and operations and evaluate the concept of a ‘first mover’ culture within this sector to ensure market leadership in product development and commercial strategy.

Key Texts: Aviation

Baldwin, R. (2016) Developing the Future Aviation System, Routledge
Baum, H. (2014) Strategic Management in the Aviation Industry, Routledge
Burghouwt, G. (2016) Airline Network Development in Europe and Implications for Airport Development. Routledge
Bruce, P. (2016) Understanding Decision Making Processes in Airline Operational Control, Routledge
Flouris, T. (2006) Designing and Executing Strategy in Aviation Management, Routledge
Harris, D. (2015) Decision Making in Aviation, Routledge
Harvey, G. (2014) Management in the Airline Industry, Routledge
Kleyman, B. (2016) Managing Strategic Airline Alliancces, Routledge
Taneja, N. (2017) Twentyfirst Century Airlines, Routledge
Taneja, N. (2016) Airline Industry: Poised for Disruptive Innovation? Routledge

Ancilliary Reading : Generic Management and Strategy

Adair, J. (2011). 100 Greatest Ideas for Effective Leadership. Chichester, UK:
Capstone Publishing Ltd.
Bloisi, W., Cook, C. and Hunsaker, P. (2007).Managers and Organisations. Maidenhead UK: McGraw-Hill.
Boddy, D. (2011). Management - An Introduction. Harlow UK: Pearson.
Bolden, R., Hawkins, B., Gosling, J., Taylor, S. (2011).Exploring Leadership: Individual, Organizational and Societal Perspectives. Oxford, OUP.
Carnell, C. (2007). Managing Change in Organisations. 5th Edition. UK: Financial Times/ Prentice Hall.
Covey, S. (2004).The 7 Habits of Highly Effective People.  London: Simon & Schuster
De Wit, B. and Meyer, R. (2010). Strategy: Process, Content, Context  4th edn. London: Thomson International Business Press.
Grint, K. (2005). Leadership: Limits and Possibilities. Basingstoke: Palgrave MacMillan
Handy, C. (1999). Understanding Organisations. 4th ed. London UK: Penguin
Hayes, J. (2010). The Theory and Practice of Change Management. Basingstoke UK:
Palgrave.
Johnson, G. Whittington, R. and Scholes, K. (2014). Exploring Corporate Strategy, 10th edn. Harlow, England: Pearson.
Johnson, G, Scholes, K. and Whittington, R. (2009). Fundamentals of Strategy. Harlow, England, Pearson.
Kehoe, D. (2008). Leading and Managing Change, 2nd edn. London: John Wiley and Sons.
Mullins, L. J. (2016). Management and Organisational Behaviour, 11th edn. Harlow, England: Pearson.
Northouse, P. (2015). Leadership: Theory and Practice. Thousand Oaks, CA.; Sage.

Texts Specifically Relating to Commercial Planning

Bazargan, M. (2010) Airline Operations and Scheduling, Ashgate Publishing, Aldershot
Clark, P. (2007) Buying the Big Jets, Ashgate Publishing, Aldershot
Garrow, L. (2010) Discrete Choice Modelling and Air Travel Demand, Ashgate Publishing, Aldershot
Lawton, T. (2010) Strategic Management in Aviation, Ashgate Publishing, Aldershot

E resources available from http://catalogue.londonmet.ac.uk/search~S1/X?search=management&SORT=RAD&searchscope=1&m=z
Journals
Academy of Management Journal
British Journal of Management
Harvard Business Review
Management Today
MIT Sloan Management Review