To achieve the grade 12, students
should meet the following learning objectives with no or only minor
mistakes or errors:
- Discuss the underlying assumptions and distinguishing features
of dominant perspectives for the study of Strategic Leadership and
Brand Management
- Select and apply models, concepts and theories in Strategic
Leadership and Brand Management towards a given practical
problem
- Compare and integrate the models, concepts and theories of
Brand Management with the models, concepts and theories of
Strategic Leadership and thereby explain and conclude on interfaces
and their consequences from a management perspective
- Present argumentation for the relevance of the selected models,
concepts and theories
- Synthesise and deduce new models that can be used towards
practical problems of Strategic Leadership and Brand
Management
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The exam in the subject consists of two parts:
| Strategic
Leadership and Brand Management: | | Sub exam weight | 50% | | Examination form | Written sit-in exam | | Individual or group exam | Individual exam | | Assignment type | Written assignment | | Duration | 4 hours | | Grading scale | 7-step scale | | Examiner(s) | One internal examiner | | Exam period | Spring | | Aids allowed to bring to the exam | Limited aids, see the list below:
- Written sit-in-exam on CBS' computers
- Books and compendia brought by the examinee
- Notes in paper format brought by the examinee
- Access to personal drive (S-drive) on CBS' network
- USB key to upload your notes before the exam
- Dictionaries (only some, see specification below)
- Additional allowed aids, please see the list
below
| | Make-up exam/re-exam | Same examination form as the ordinary exam If the number of registered candidates for the make-up
examination/re-take examination warrants that it may most
appropriately be held as an oral examination, the programme office
will inform the students that the make-up examination/re-take
examination will be held as an oral examination
instead. | Description of the exam
procedure
|
| Strategic
Leadership and Brand Management: | | Sub exam weight | 50% | | Examination form | Oral exam based on written product
In order to participate in the oral exam, the written product
must be handed in before the oral exam; by the set deadline. The
grade is based on an overall assessment of the written product and
the individual oral performance. | | Individual or group exam | Individual oral exam based on written group
product | | Number of people in the group | max. 4 | | Size of written product | Max. 30 pages | | Assignment type | Project | | Duration | Written product to be submitted on specified date and
time.
20 min. per student, including examiners' discussion of grade,
and informing plus explaining the grade | | Preparation time | No preparation | | Grading scale | 7-step scale | | Examiner(s) | Internal examiner and external examiner | | Exam period | Spring | | Aids allowed to bring to the exam | Closed book | | Make-up exam/re-exam | Same examination form as the ordinary exam Make-up/re-exam will take place in
the Fall with a report submission deadline in October. If the
student did not pass the regular exam, a new or a revised project,
cf. advice from the examiner of the ordinary exam, must be handed
in by the new deadline.
* if a student is absent from the oral exam due to documented
illness but has handed in the written group product she/he does not
have to submit a new product for the re-take. However the group
product must be uploaded once again on Digital Exam.
* if a whole group fails the oral exam they must hand in a revised
product for the re-take.
* if one student in the group fails the oral exam the course
coordinator chooses whether the student will have the oral exam on
the basis of the same product or if he/she has to hand in a revised
product for the re- take. |
|
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What do we actually want students in the Strategic Leadership
and Brand Management course to learn? It seems an obvious question
to start with. Yet, in practice, many courses on the topic
implicitly assume that the type of teaching objectives and teaching
methods needed do not differ radically from any other subject -
basically, strategic leadership and brand management can be taught
in the same way as mathematics or baking cookies. This
“instructional” approach is based on the following teaching
objectives:
-
Knowledge. To get the student to clearly understand
and memorize all of the "ingredients";
-
Skills. To develop the student's ability to follow
the detailed "recipes";
-
Attitude. To instil a disciplined frame of mind,
whereby the student automatically attempts to approach all issues
by following fixed procedures.
However, while instructing students on a subject and programming
their behaviour might be useful in such areas as mathematics,
cooking and karate, we believe it is not a very good way of
teaching strategic leadership and brand management. Instead, we
have the following teaching objectives with the strategic
leadership and brand management course:
-
Knowledge. To encourage the understanding of the many,
often conflicting, schools of thought and to facilitate the gaining
of insight into the assumptions, possibilities and limitations of
each set of theories;
-
Skills. To develop the student's ability to define
strategic issues, to critically reflect on existing theories,
to creatively combine or develop theories where necessary and to
flexibly employ theories where useful;
-
Attitude. To instil a critical, analytical, flexible
and creative mind-set, which challenges organizational, industry
and national paradigms and problem-solving recipes.
Class session will consist of lectures and include interactive
presentations and case discussions. Moreover, executives and
experts may also be involved in a number of lectures to confront
the class with a number of practical and challenging issues in the
area of strategic leadership and brand management. The format of
the course is thus based on a mixture of cases and theory, as it is
our belief that understanding both practice and theory, and
acquiring the skill to apply one to the other, should be the core
of this course. Hence, classes will be used to partially review
theory and promote critical discussion of theory application and to
partially present and discuss cases. This discussion should,
however, be guided by insights gained in the 'theoretical'
readings and should lead to conclusions about the applicability of
theoretical concepts in certain practical situations.
This course will provide the students with a solid understanding
of the underlying assumptions - on the company as well as its
environment- behind the different schools of thought within
strategic leadership and brand management.
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de Wit, B., & Meyer Ron. (2014). Strategy: An
international perspective (5.th ed.). London: Cengage
Learning EMEA.
ISBN: 9781408082676
Heding, T., Knudtzen Charlotte F, & Bjerre Mogens.
(2016). Brand management: Research, theory and
practice (2.nd ed.). London: Routledge.
ISBN: 9781138804692
Plus: a selection of articles
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