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Transforming
Leadership &
Management Learning
Nicholas J Higgins Dean, VaLUENTiS Business
School (‘VaLBS’) & CEO, VaLUENTi...
“BUSINESS
EDUCATION FOR
BUSINESS PEOPLE
BY BUSINESS
PEOPLE.”
Leadership & Management Learning:
‘state of play’
In general:
6 Not enough ‘management-level learning’ undertaken in organ...
SCART ‘Principles of method’
4 ‘Flipped classroom’ with quality expert teaching
4 Graded MCQ and Advanced/progressive MCQ ...
OK
The next few slides provide a few examples of
live interaction using the polling technology
here at the event. However,...
Easy example 1 for answering and discussion
Employee Engagement is:
A. A work-based approach
B. A concept
C. A people stra...
Example 2 for answering and discussion…
Many people in management or human resources know of the ‘Hawthorne
Studies’ and/o...
Example 3 for answering and discussion…
Job satisfaction is a term commonly used in management and employee
conversation. ...
Example 4 for answering and discussion…
Few employees wish to give bad or negative news to a superior, thus information on...
Example 5….
VaLBS IP restriction
Example 6….
VaLBS IP restriction
New wave Business School ethos: Top 10
4 ‘Flipped’ classroom with quality expert teaching
4 Unique case-based, dilemma-bas...
Leadership & Management Learning:
‘New proposition’
In general:
4 Enabling sufficient ‘management-level learning’ undertak...
Post script: Some interesting by-product
projects using the PMCQ methodology
4 Evaluation of training/learning
4 Recruitme...
Nicholas J Higgins
nicholas.higgins@VaLBS.com
VaLUENTiS Business School
2nd Floor, Berkeley Square House
Berkeley Square
L...
VaLBS Transforming Leadership & Management Learning HR Dir Summit presentation 020216 16 9 format final dist copy
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VaLBS Transforming Leadership & Management Learning HR Dir Summit presentation 020216 16 9 format final dist copy

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VaLUENTiS Business School presentation on Transforming Leadership and Management Learning

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VaLBS Transforming Leadership & Management Learning HR Dir Summit presentation 020216 16 9 format final dist copy

  1. 1. Transforming Leadership & Management Learning Nicholas J Higgins Dean, VaLUENTiS Business School (‘VaLBS’) & CEO, VaLUENTiS Ltd HR Directors Business Summit ICC, Birmingham UK 2016
  2. 2. “BUSINESS EDUCATION FOR BUSINESS PEOPLE BY BUSINESS PEOPLE.”
  3. 3. Leadership & Management Learning: ‘state of play’ In general: 6 Not enough ‘management-level learning’ undertaken in organisations 6 What is undertaken can often be ‘faddy/gimmicky’ or ‘one-offs’ 6 Over-reliance on ‘formal coaching/training’ or just the ‘experience of one’ Where it is undertaken: 6 Insufficient (cursory) case study method delivered and/or insufficient detail or evaluation of case study material and with little experiential link 6 Expensive and time-consuming when purchasing from ‘traditional’ sources 6 Variable learning/knowledge outcomes
  4. 4. SCART ‘Principles of method’ 4 ‘Flipped classroom’ with quality expert teaching 4 Graded MCQ and Advanced/progressive MCQ answering model 4 Structured case-based, Dilemma-based, Action-based learning 4 Evidence-based problem solving focus 4 Critical reasoning platform 4 Continuous assessment of learning 4 Focus on outcome not input 4 Customised formatting for individual organisation settings
  5. 5. OK The next few slides provide a few examples of live interaction using the polling technology here at the event. However, to point out this is not the technology actually used in our learning sets. So to your ‘app’ and see how well we do….
  6. 6. Easy example 1 for answering and discussion Employee Engagement is: A. A work-based approach B. A concept C. A people strategy D. All of these
  7. 7. Example 2 for answering and discussion… Many people in management or human resources know of the ‘Hawthorne Studies’ and/or the ‘Hawthorne Effect’. What were they? A. A series of experiments conducted by Elton Mayo at Western Electric Company between 1924 & 1933 to optimise lighting levels and employee output from which the term ‘Hawthorne Effect’ is derived. B. A series of experiments by Roethlisberger & Dickson at Western Electric Company between 1924 & 1933 to optimise lighting levels and employee output. The term ‘Hawthorne Effect’ is used to describe the change in behaviour when being observed. C. A series of experiments by Henry Landsberger at General Electric between 1924 & 1927 to optimise lighting levels and employee output. The term ‘Hawthorne Effect’, which he coined is used to describe the change in behaviour when being observed. D. A series of experiments by Elton Mayo at General Electric in 1924 to optimise lighting levels and employee output from which the term, he coined, known as the ‘Hawthorne Effect’ is derived.
  8. 8. Example 3 for answering and discussion… Job satisfaction is a term commonly used in management and employee conversation. Job satisfaction has received much research attention. What is the connection between job satisfaction and performance? A. There is much evidence to confirm that there is a direct, positive link between job satisfaction and job performance. B. Despite a plethora of research, the link between job satisfaction and job performance is largely spurious when studied at individual level. C. The links between job satisfaction, effort and job performance are more complex with effort having a positive effect on job satisfaction whilst job performance can negatively affect job satisfaction. D. Job satisfaction is a well-defined construct but its link to job performance is undermined because of the difficulties with measuring related job performance.
  9. 9. Example 4 for answering and discussion… Few employees wish to give bad or negative news to a superior, thus information on problems at lower levels is progressively softened or distorted as it climbs the management hierarchy. CEOs therefore tend to be less well informed about these problems than employees. This statement assumes that: A. Problem-solving ability is more important at higher levels than it is at lower levels of management. B. CEOs obtain information about problems at lower levels from subordinates only. C. Some employees are more concerned about truth than about the way they are perceived by their superiors. D. Problems should be solved at the level of management at which they occur.
  10. 10. Example 5…. VaLBS IP restriction
  11. 11. Example 6…. VaLBS IP restriction
  12. 12. New wave Business School ethos: Top 10 4 ‘Flipped’ classroom with quality expert teaching 4 Unique case-based, dilemma-based, and action-based learning 4 Focus on outcomes not input, supported with structured programme 4 MCQ and Advanced/progressive MCQ answering model not standard essay- style formats or learning credit ‘filler’ exercises 4 Continuous assessment of learning 4 Evidence-based problem solving focus and critical reasoning platform 4 Balance of customised versus open programmes 4 Blended solutions assisted by technology not driven by it 4 Value/cost driven by ‘pull’ not by ‘push’ 4 Access for all levels of management
  13. 13. Leadership & Management Learning: ‘New proposition’ In general: 4 Enabling sufficient ‘management-level learning’ undertaken in organisations 4 Avoiding fads/gimmicks’ or ‘one-offs’ 4 Encourage non-reliance on ‘formal coaching/training’ and ‘experience of one’ Where it is done: 4 Deliver deep case study learning and evaluation of evidence married with ‘problem-solution reality’ 4 Provide much more cost effective and time-saving formats/programmes 4 Embed impactful learning/knowledge outcomes
  14. 14. Post script: Some interesting by-product projects using the PMCQ methodology 4 Evaluation of training/learning 4 Recruitment assessment 4 HR function specific development and assessment 4 Talent management evaluation 4 Change impact evaluation
  15. 15. Nicholas J Higgins nicholas.higgins@VaLBS.com VaLUENTiS Business School 2nd Floor, Berkeley Square House Berkeley Square London W1J 6BD HO: +44 (0)207 887 6108 M: +44 (0)7811 404713 www.valuentis.com www.VaLBS.com www.NicholasJHiggins.com

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