RISK, STRATEGY, CULTURE AND LEADERSHIP

SHE Level 4
SCQF Credit Points 20.00
ECTS Credit Points 10.00
Module Code MHN325641
Module Leader Sarah Laycock
School Glasgow School for Business and Society
Subject Risk
Trimester
  • A (September start)

Pre-Requisite Knowledge

360 credit points at levels 1, 2 and 3 or equivalent in a related/relevant subject area.

Summary of Content

This module will provide an understanding of risk management at both strategic and operational level within a range of organisational contexts. Few traditional approaches to risk deal with the contextual realities of organisations perceived to be affected by risk. Yet, the inner context of culture, change, strategic decision making, project management, etc. are likely to be pivotal to decisions and actions which create, exacerbate, mitigate or reduce total organisational risks. SORM issues are covered in the analytical discussion of the commercial, financial and wider societal aspects of risk.

Syllabus

b7 Understanding the strategic environment-relationship between strategic risk and operational risk b7 Enterprise wide approach to risk management and its implications at strategic and operational level b7 Integrating risk management and strategic management b7 Managing organisational change b7 Risk management culture b7 Managing reputation risk and corporate social responsibility as a key part of strategy and operations b7 Strategic and operational issues of safety management b7 Procurement and contract management b7 Strategic decision making and risk b7 Strategies for linking risk and opportunities including enterprise wide risk management b7 Project risk management - strategic and operational aspects b7 Strategic performance and risk b7 Waste Management from International, national and local perspective

Learning Outcomes

On successful completion of this module, the student should be able to: 1. Identify and critically evaluate those aspects of management theory which impact upon strategic and operational risk management. 2. Develop critical understanding of the strategic and operational risk management environment. 3. Critically analyse the relationship between strategic and operational risk management issues. 4. Critically analyse the relationship between managing change and managing risk. 5. Examine and critically evaluate strategies for linking risks and opportunities as part of an integrative risk management strategy. 6. Develop critical understanding of strategic and operational project management issues. 7. Evaluate the role of risk culture from strategic and operational perspective. 8. Critically discuss issues related to the philosophy of risk, risk infrastructure and strategic decision making.

Teaching / Learning Strategy

The lectures will be supported by a programme of directed reading, seminars and structured exercises. Through the study of relevant cases, students will critically analyse risk management from a strategic and operational perspectives. In addition guest speakers will be used where appropriate to enhance the learning experience and knowledge base of the students. Students are required, either individually or in groups, to make a short seminar presentation, based on independent research and wider reading. GSBS will continue to use the advancement of GCU Learn as a blended learning tool through its teaching and learning as well as through engagement with students. GSBS will ensure that all modules are GCU Learn enabled and with the support of the Learning Technologists at the cutting edge of development of online materials. Academic staff and the Learning Technologists will continue to work together to develop and operate al modules on GCU Learn to ensure student support and information sharing. Students are provided with formative and summative feedback via a variety of mechanisms. Feedback on coursework is provided within 3 working weeks of submission.

Indicative Reading

Books and articles: Module readers will be provided in the Module Handbook as well as a list of books, journals and online material. For example: Reuvid, J. (2010) Managing Business Risk: A Practical Guide to Protecting Your Business, Philadelphia, Kogan. Fraser, J. and Simkin, B. (ed.) (2010) Enterprise Risk Management, Today's Leading Research and Practice for Tomorrow's Executives, John Wiley & Sons. Diermeier, D. (2011) Reputation Rules: Strategies for Building Your Company's Most Valuable Asset, McGraw-Hill. Hubbard, D. (2009) The Failure of Risk Management: Why It's Broken and How to Fix It, John Wiley & Sons, Hoboken, New Jersey. Merna, T. and Al-Thani, F. (2008) Corporate Risk Management, John Wiley & Sons. Waring, A. and Glendon, I.A. (2008) Managing Risk, Thomson Learning. Chapman, R. (2012) Simple Tools and Techniques for Enterprise Risk Management, John Wiley & Sons.

Transferrable Skills

By the end of this module students will have gained competence in the following key areas: This module will develop essential professional and analytical skills relevant to a wide range of strategic and operational risk management tasks. In addition to the attainment of the learning outcomes students will develop personal transferable skills in self-management, report writing, case study analysis, essay writing, problem solving and critical thinking.

Module Structure

Activity Total Hours
Independent Learning (FT) 15.00
Assessment (FT) 50.00
Practicals (FT) 12.00
Independent Learning (FT) 99.00
Lectures (FT) 24.00

Assessment Methods

Component Duration Weighting Threshold Description
Course Work 02 1.00 50.00 35% Case Study Report (Week 14)
Course Work 01 1.00 50.00 35% Critical Essay (Week 9)