MNMGT515-22A (HAM)

Leading for an Uncertain Future

15 Points

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Division of Management
PVC's Office Management

Staff

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Convenor(s)

Lecturer(s)

Administrator(s)

: ashleigh.neame@waikato.ac.nz
: denise.martin@waikato.ac.nz
: maxine.hayward@waikato.ac.nz

Placement/WIL Coordinator(s)

Tutor(s)

Student Representative(s)

Lab Technician(s)

Librarian(s)

: yilan.chen@waikato.ac.nz

You can contact staff by:

  • Calling +64 7 838 4466 select option 1, then enter the extension.
  • Extensions starting with 4, 5, 9 or 3 can also be direct dialled:
    • For extensions starting with 4: dial +64 7 838 extension.
    • For extensions starting with 5: dial +64 7 858 extension.
    • For extensions starting with 9: dial +64 7 837 extension.
    • For extensions starting with 3: dial +64 7 2620 + the last 3 digits of the extension e.g. 3123 = +64 7 262 0123.
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Paper Description

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How can we survive and thrive amidst constant change? Business environments are increasingly volatile, uncertain, complex, and ambiguous. A key driver of change is artificial intelligence and the rate of technological advancement. Unprepared organizations can become obsolete and irrelevant, in this ever-evolving environment. Organizational decisions, cannot only be limited to past data but need to also account for possible futures. In this course, we explore how to anticipate changing futures, before they catch us unprepared.

This class does not involve lectures. You are provided with online content and topics to research. With this information, we will progress our thinking interactively together, through a weekly workshop and online forum exchanges. Through this process, we expect you will experience a mindset shift as you learn to think like a futurist and gain valuable insights for navigating the future of work.

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Paper Structure

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Please check Moodle each day for any updates, as all information on this Paper Outline is subject to change, given the constantly evolving COVID-19 situation.

There is ONE workshop you should attend each week (labelled as "Lecture 01" below). You can attend online (Zoom), or, if you would like, in person. If you choose to attend in person, please check Moodle regarding our vaccine pass and mask-wearing requirements. This course is designed to function smoothly for students who are both off-site and on-site.

Equipment needed in this course
  • A computer with a camera and microphone
  • Strong internet connection
  • A quiet, well-lit space

Time expectation

As this is a 15-point paper, you are expected to spend an average of THIRTEEN hours per week on this paper, and be highly self-driven and proactive in your approach. An estimate of how you will spend these 13 hours is as follows:

  • Engaging in the weekly workshop: 2 hours per week (Tuesday 9-11 am).
  • Engaging in class forum discussions: 4 hours per week (asynchronous).
  • Researching, and preparing your assessments*: 7 hours per week (asynchronous).

*This is a postgraduate paper, so assessments need to be submitted with the highest level of professionalism, both in terms of content and delivery.



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Learning Outcomes

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Students who successfully complete the paper should be able to:

  • Identify interdisciplinary insights relevant to current and emerging business, social, environmental, technological, and economic contexts
    Linked to the following assessments:
    Signals of Change (Individual) (1)
    Future scenario: Capstone video (group) (4)
    Peer review (individual) (7)
  • Construct scenarios about future global issues
    Linked to the following assessments:
    Future scenario: Capstone video (group) (4)
    Peer review (individual) (7)
  • Apply future thinking methodologies for a variety of industry sectors
    Linked to the following assessments:
    Signals of Change (Individual) (1)
    Future scenario: Capstone video (group) (4)
    Peer review (individual) (7)
  • Critically apply concepts and knowledge from class material and other appropriate sources to a given industry context both now and into the future
    Linked to the following assessments:
    Signals of Change (Individual) (1)
    Future scenario: Capstone video (group) (4)
    Peer review (individual) (7)
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Assessment

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Assessment Components

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The internal assessment/exam ratio (as stated in the University Calendar) is 100:0. There is no final exam. The final exam makes up 0% of the overall mark.

The internal assessment/exam ratio (as stated in the University Calendar) is 100:0 or 0:0, whichever is more favourable for the student. The final exam makes up either 0% or 0% of the overall mark.

Component DescriptionDue Date TimePercentage of overall markSubmission MethodCompulsory
1. Signals of Change (Individual)
Sum of All
27
2. Signals of Change: Select topic (individual)
21 Mar 2022
1:00 PM
-
  • Online: Submit through Moodle
3. Signals of Change: Present information (Individual)
4 Apr 2022
1:00 PM
-
  • Online: Submit through Moodle
4. Future scenario: Capstone video (group)
Sum of All
40
5. Future scenario: Capstone video draft (group)
9 May 2022
1:00 PM
-
  • Online: Submit through Moodle
6. Future scenario: Capstone video FINAL (group)
30 May 2022
1:00 PM
-
  • Online: Submit through Moodle
7. Peer review (individual)
Average of All
33
  • Online: Moodle Forum Discussion
8. Signals of Change: Peer review
-
  • Online: Moodle Forum Discussion
9. Future scenario: Peer review
-
  • Online: Moodle Forum Discussion
Assessment Total:     100    
Failing to complete a compulsory assessment component of a paper will result in an IC grade
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Required and Recommended Readings

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Recommended Readings

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Frank, B., & Klein, F. (2020). Real Time Strategy: When Strategic Foresight Meets Artificial Intelligence. Emerald Publishing Limited.

Tighe, S. (2019). Rethinking Strategy: How to anticipate the future, slow down change, and improve decision making. John Wiley & Sons Australia.

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Online Support

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Content is supported by our online Learning Management System, Moodle.
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Workload

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Each student is expected to spend around 150 hours in total on this paper.
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