Defence and Security (Leadership and Management)

This module aims to:

• equip the student with an overview and understanding of University rules, regulations, policies and procedures,
• ensure the student recognises the University staff and support functions which enable course delivery and administration,
• provide the student with the means of accessing all required learning, assessment and reference materials for successful study.

1.    Introduction to student and academic support team – 20 mins (presentation):



• composition of your student and academic support team,
• introduction to and contact details for your SAS lead,
• your course handbook – summary overview,
• exceptional circumstances – when and how they apply,
• student attendance policy – what it means and how it is implemented,
• student handbooks – overview of university rules and regulations,
• academic misconduct – overview,
• registry – what registry does and how to contact registry staff.




2.    Introduction to student advisors and learning support – 10 mins (presentation):



• where to find the student advice centre,
• what learning support officers can help you with,
• how to access learning support,
• frequently asked questions,
• student advice centre contact details.




3.    IT and VLE Induction – 60 minutes (presentation with activities):

• your CCNT account – what it gives you access to; logging on to your account,
• IT at Shrivenham – DAC accounts, WiFi access, printing, scanning, copying,
• Cranfield University IT policies, Defence Academy IT policies/SYOPS,
• accessing password manager,
• accessing Cranfield email,
• using the extranet, in particular accessing electronic library resources,
• an introduction to Moodle and how to access your learning materials,
• location and overview of ‘help/student support’ area on Moodle,
• BYOD,
• where to find information about free IT training courses,
• how to obtain IT support throughout your study,
• how to access the online timetabling system,
• IT service desk contact details.



4.    Barrington library introduction – 60 minutes (presentation with activities):



• how to access Barrington Library staff and services,
• introduction to book loans – terms and conditions,
• accessing a University library space near you,
• E-Books and articles – how to access,
• introduction to information literacy, critical thinking, critical reading, critical analysis, confirmation bias,
• introduction to plagiarism,
• introduction to referencing: Referencing guide, reference management software (Mendeley).



5.    Turnitin workshop -  60 minutes (presentation and online workshop):



• explaining Turnitin- plagiarism PREVENTION software,
• understanding what can and cannot be submitted via Turnitin,
• how to ensure your document meets the criteria for upload (MS Word, PDF),
• locating the Turnitin Workshop page in Moodle,
• activity 1: completion of the technology preferences questionnaire,
• activity 2: review the Turnitin support available,
• activity 3: submit a practice assessment via a practice assignment submission point,
• answer the Turnitin workshop quiz.

On successful completion of this module a student should be able to:

Knowledge

• identify and locate the support staff and services available to aid successful study, both physically and via online services,
• understand university rules, regulations, policies and procedures to support successful study and where to find such documentation for future reference,
• recognise how to avoid academic misconduct,
• describe the basic principles of information literacy,
• understand the processes for alerting the university to any issues affecting course completion (technical, administrative, personal).

Skills

• access all digital services linked to a CCNT account, both at Shrivenham and when studying off-site,
• locate staff, reference materials and support guides both at Shrivenham and when studying off-site,
• demonstrate navigation to and completion of all online induction activities (e.g. Turnitin workshop, plagiarism quiz, library induction activities),
• submit a test assessment via a practice assignment submission point.

• Professor Ann Fitz-Gerald

This module aims to introduce the concept and content of the defence and security disciplines, and how they are implemented and deliver via a capability based approach along national and global contexts.

Indicative module content:

• from policy to operations – defence and security in the UK,
• a global phenomemon – the international view,
• UK acquisition and reform,
• current and future needs and drivers,
• enabling defence and security technology,
• beyond technology and people – an introduction to capability engineering,
• integrated partnerships or reluctant bedfellows? - the UK defence and security enterprise,
• national and international case studies.

 

• Dr Iftikhar Zaidi

This module aims to evaluate management and leadership theories, identifying strategies to enhance organisational performance.

 

 

Indicative module content:

• leadership theories and concepts,
• management theories and concepts,
• comparison of management and leadership,
• the relationship between change management and leadership,
• the relationship between decision making and management and leadership approach,
• language, narrative, communication and rhetoric.

• Dr Ken McNaught

The aim of this module is to enable students to deal with complex problems using a range of techniques that enable auditability and traceability of decisions.

Indicative module content:

• approaches to dealing with uncertainty and risk,
• the role of trade-off and managing conflicting objectives,
• representing and navigating complexity,
• exploring cognitive bias and it impact on decision making.

• distinguish between different decision types and their relationship to uncertainty and risk,
• describe cognitive bias and its impact on decision making,
• construct a range of models to represent decision situations and support decision making,
• explain the role of trade-off and its impact on decision making and outcome,
• evaluate a range of models and their suitability for different problem types.

• Jeremy Hilton

The aim of this module is to assess and manage the impact of people on organisation success.

Indicative module content:

• organisational culture, power and resistance in organisations: organisational structures and design,
• the concept of the learning organisation,
• tools and techniques for stakeholder engagement and management,
• organisational structures and their relationship to function and output.

 



 

• appraise stakeholder engagement and management tools and techniques as part of a stakeholder management strategy,
• assess the impact of organisational structure on successful delivery of a business output,
• evaluate the concept of the learning organisation with respects to stakeholder management strategy,
• distinguish organisational barriers to effective decision making,
• apply stakeholder management techniques to a representative case study.

• Dr Tracey Temple

The aim of this module is to equip the student with the key concepts and skills involved in generating publishable research.

Indicative module content:

• research paradigms and their application,
• how to write a critical literature review including the assessment of evidence and how to select appropriate sources,
• data analysis, including qualitative, quantitative and mixed method approaches,
• creating publishable quality research including discipline specific journals and how to write academically credible and professional reports.

• appraise the suitability of different research paradigms in the context of an identified research question,
• construct a critical literature review of key texts, identifying the academic theory most relevant to an identified research questions,
• compare and contrast different data analysis techniques,
• distinguish between different forms of evidence; their validity and verifiability,
• outline the key requirements in generating research of a publishable quality, including specific needs of specific journals,
• relate research methods to the generation of innovative solutions and designs across defence and security challenges.

• Professor Emma Sparks

To conduct a self-directed piece of research applying the principles, practices and processes developed in the course to a real world problem of interest and relevance to the student. 

The thesis forms a vital element of the programme of study and offers the student an opportunity to develop and apply the knowledge and skills gained from the course to an agreed topic. Students will be allocated an academic supervisor who will guide them in the suitability of topic chosen and conduct of the research.

 

 
On successful completion of this module a student should be able to:

• acquire, organise, discuss and assess knowledge associated with complex defence and security problems,
• plan, organise and undertake a piece of research with appropriate supervision,
• apply appropriate methods, tools, techniques and knowledge to a complex problem,
• gather and critically appraise data, and to utilise it within the appropriate academic and practical context,
• prepare a written submission to effectively communicate findings. 

• Matthew Summers

Development of a stable and sound academic concept with a robust foundational position is critical to expand the boundaries of the art of the possible and introduce new, innovative or novel ways of working or products to the marketplace. Equally important to good ideas is the ability to exploit and integrate these as portfolio outputs into business as usual to realise the benefits within a business environment. This module provides the theoretical and practical foundation to enable students to develop an academically sound concept, then create and deliver a compelling business case and bid to gain support for technical activities, and finally prepare an exploitation plan and benefits realisation strategy to turn the outputs from their concept and portfolio into tangible, business enhancing outcomes. This module sees the student develop a ‘what if?’ concept, and then communicate the ‘so what?’ from their capstone portfolio.

 

Indicative module content:

• the ‘what if?’ – developing a research question and academic enquiry
• the literature review – theory, methods & practice
• the ‘so what?’ – exploiting output into real life benefits
• benefits management theory and practice
• a compelling future – preparing and delivering a proposal
• academic purity vs business outcomes – applied study design
• maximising the potential for support
• who, what, where, how – transition management
• exploitation strategies

 



 

 
On successful completion of this module a student should be able to:

• identify, develop and choose research questions within the student’s specific area of interest,
• construct a critical literature review of key texts, identifying the academic theory most relevant to the identified research questions,
• explain the importance of exploitation and the impact this has on project design,
• develop a business case that articulates the proposed benefits of a proposed project within a business context,
• defend a proposed project to subject matter experts to gain support and approval,
• design and deliver transition activities to transform output into exploited business benefits.

• Professor Emma Sparks

To create a portfolio of work applying the principles, practices and processes developed in the course to a real world problem of interest and relevance to the student. 

The capstone portfolio is an integrative collection of work that draws together the knowledge and skills gained from across the taught phase of the programme. It comprises a structured set of papers that enable application and critical reflection. 

There is a direct link to the content and output of the capstone development and exploitation model with students being allocated an academic supervisor who will guide them in the suitability of topic chosen which will create the golden thread throughout the development of the portfolio. 

 On successful completion of this module a student should be able to:

• acquire, organise, discuss and assess knowledge associated with complex defence and security problems,
• plan, organise and undertake a piece of applied research with appropriate supervision,
• apply appropriate methods, tools, techniques and knowledge to a complex problem,
• gather and critically appraise data, and to utilise it within the appropriate academic and practical context,
• prepare a written portfolio to effectively communicate and exploit findings. 

• Dr Robby Allen

To present the range of approaches to contracting for capability and to tie this back to the legal requirements associated with both national and international law.

Indicative module content:

• key statute law,
• international aspects, including EU regulations and ITAR,
• inter-organisational relationships,
• commercial constructs (incl PPP, partnering and alliances),
• payment mechanisms,
• governance and contract management,
• IPR,
• disputes and termination.

 

The module aims to enable the students to understand the basic principles of cost estimation and its place use within the acquisition and through life support processes.

Indicative module content:

• the concept of cost estimation and its use within the acquisition process,
• the importance of considering whole life cost,
• the cost estimation process:

o defining the scope of the study,
o data collection and management,
o costing using benchmarks,
o costing by analogy,
o parametric cost modelling,
o verification and validation,
o sensitivity analysis,

• dealing with uncertainty and risk:

o use of three-point estimates and Monte-Carlo simulation,

• outputs and uses of cost estimation:

o balance of investment studies,
o identification of key cost drivers,
o budget support,
o negotiation support,

• through life capability management.

• Dr Anastasia Filippidou

To enable participants to analyse and explain current conceptual thinking regarding the nature of terrorism, its origins, motivations and manifestations, together with an in-depth knowledge and critical awareness of the counter-terrorism approaches and intelligence approaches and strategies adopted by states. Within the context of counterterrorism, the module also examines the role of intelligence in combatting terrorism, the relationship between intelligence and secrecy and its impact, as well as the ethical issues in the use of intelligence. 

Indicative module content:

• definitional issues,
• conceptual approaches to terrorism,
• the origins and use of terrorism throughout history,
• the nature and causes of terrorism,
• understanding terrorists: the origins, motivations and manifestations of terrorist groups.terrorist organisations and networks,
• the process of radicalisation,
• assessing the success and failure of terrorist groups,
• counter-terrorism approaches and strategies: assumptions, aims, frameworks and principles,
• evaluate the purpose and structures of intelligence function,
• identify and assess categories of intelligence. (sources, disciplines, organisations),
• assess the influence of culture, history, power, and human factors upon the effectiveness of intelligence. assumptions, aims, frameworks and principles,
• CT strategies, globally, regionally and nationally,
• the CT ‘toolkit’.

On successful completion of this module a student should be able to:

 • demonstrate a systematic understanding of knowledge and a critical awareness of current conceptual thinking regarding the phenomenon of terrorism and the threat that it poses, graphically, orally and in writing,
• evaluate terrorist groups in terms of their type, techniques, manifestations and success or otherwise, both today and in the past,
• critique extant counter-terrorism approaches and strategies and evaluate their relative merits in the context of democratic values and human rights,
• analyse the use of intelligence as an integrated tool of policy-making and evaluate the existent frameworks that prevent intelligence from becoming a political tool,
• evaluate how terrorist organisations attempt to develop their intelligence capabilities and how counter-intelligence can effectively mitigate against this threat,
• demonstrate creativity and originality in the development of policy relevant recommendations in the fields of terrorism and counter-terrorism.

• Professor Ron Matthews

The module is designed to provide the theoretical frameworks and practical skills to appreciate the purpose, process and performance of offset within a defence and security marketing context, and from the perspective of both the offshore vendor and recipient nations.

Indicative module content:

•  definitional scope and purposes of offset,
•  market and technology drivers,
•  offset theory and typology,
•  offset policy mechanisms,
•  comparative policy performance across states,
•  offset policies and practice,
•  evolvement of civil procurement - civil offset policies,
•  European procurement directive,
•  offset success factors,
•  examining the impact of offset,
•  managing offsets,
•  evaluating offset performance,
•  offset and corruption.

 

• Professor Laura Cleary

To understand the changing nature of civil-military relations and in the process identify the likely roles for defence forces in the 21^st century.

• the theories of civil-military relations,
• the role(s) of armed forces in democracies and other regime types,
• introduction to the governance and management of defence,
• the domestic legal framework for defence,
• the international legal framework for defence,
• why do armies engage in coups d’état?

On successful completion of this module a student should be able to:

• critically assess and apply the theories which underpin the study of civil-military relations,
• analyse the dominant trends in civil-military relations,
• compare and contrast civil-military relations in different regions of the world,
• recognise the relevance of law to defence.

The aim of this module is to introduce students to the disciplines of organisational behaviour, as they apply within the defence sector.

Indicative module content: 

• the history and contemporary developments in the structure and organisation of defence, in particular the MOD, but also the defence supply base,
• the nature of groups, group performance and cohesiveness; situational factors in human behaviour,
• organisational culture, power and resistance in organisations, organisational structures and design, organisational decision making.

 

On successful completion of the module the student will be able to:

•  evaluate the available literature concerning group behaviours within the context of their implications for defence,
•  critically discuss a range of theories relating to the structure, culture and power relations in defence,
•  assess the dynamics of a working group and its environment to inform their own input for the purposes of leading that group,
•  analyse the structure and culture of defence, to identify possible dysfunction or conflict, and to identify appropriate corrective action,
•  recognise organisational barriers to effective decision-making and planning in defence and devise techniques to overcome them.

The module will enable students to analyse critically the challenges and key issues for the efficient and effective delivery of through life support (TLS) solutions in the Defence environment, and enable them to make better informed through life support management decisions.

Indicative module content:


Defence through-life support context and overview

• what through-life support encapsulates: the scale, scope and value of TLS in defence in the UK and internationally,
• how TLS is contracted for and delivered,
• governance; cultures, enablers and blockers; pricing mechanisms, profits, gain share and incentivisation; behaviours; lessons learnt.

TLS through the lifecycle

• setting TLS requirements,
• support chain design,
• sourcing and manufacturing decisions,
• support systems integration,
• support chain and physical supply chain operations in-service, including spares optimisation, managing SC disruptions, turbulence and volatility, obsolescence, parts counterfeiting,
• end-of-life value recovery and sustainable practice.

The costs of supporting capability through-life

• cost of ownership, and the contribution of support costs to whole life costs,
• operation and support costs,
• support cost modelling and identifying and managing support cost drivers,
• leveraging better outcomes - linking support cost drivers to defence operational outputs.

Managing performance in through-life support

• general theory of performance management, outcomes and assessment,
• modelling for operational availability, quantifying and managing the trade-offs,
• modelling for spares availability, quantifying and managing the trade-offs,
• measuring what matters: ensuring the right metrics for the delivery of operational effect.

Managing information for through-life support

• network enabled capability for TLS: Information needs for asset management and engineering support, commercial and defence practice,
• agreeing and implementing a common language for support: data and information standards, protocols and architectures.

 

The aim of this module is to examine the potential changing role of the military in both developed and developing countries; to analyse how hybrid warfare is likely to affect militaries; to enable participants to research the current strategic and security issues, including cyber warfare, hybrid warfare, space warfare; to predict the nature of future conflict; and to propose new forms of warfare.

Indicative module content:

•  origins of warfare,
•  classical military theorists and their relevance today,
•  definition of ‘symmetric’ and ‘asymmetric’ and types of symmetry and asymmetry,
•  theorists of asymmetric conflict:  Callwell, Kitson,
•  future asymmetric warfare,
•  the theory and future practice of land, air and naval power,
•  coalition warfare,
•  nuclear strategy,
•  ‘operations other than war’ and ‘low intensity operations’,
•  peacekeeping operations,
•  irregular warfare and hybrid warfare, 
•  cyber warfare.

 

On successful completion of this module a student will be able to:

• predict a broad knowledge and understanding of the works of the great military thinkers and those which relate to asymmetric conflict, compare and contrast them with those relating to symmetric conflict, and evaluate their relevance to modern operations,
• analyse ‘low intensity operations’ and ‘operations other than war’,
• analyse the theory and practice of peacekeeping and recent intervention operations,
• speculate upon the development of guerrilla warfare and partisan operations and evaluate their effect on political outcomes and, where relevant, conventional military campaigns,
• critique deterrence theory and nuclear strategy,
• speculate upon the likely nature of future threats and responses, and
• model the likely nature of future conflict.

• Dr Bryan Watters

To provide an academic perspective on the nature and role of key international security and defence organisations and the importance of culture and place as a context for leadership.

Indicative module content:

•  key bilateral and multilateral stakeholders,
•  bureaucratic, administrative and legal challenges to strategic leadership in guiding the development of national security strategy,
•  the role of culture and international political economy on strategic planning and international interventions,
•  decision-making frameworks: methodologies supporting different leadership styles in a range of multinational contexts,
•  culture as an important driver of transitional change.

On successful completion of the module the student will be able to:

•  describe the key players in the global security and defence arena and their inter-relationships,
•  critically evaluate the contemporary developments and disputes concerning the nature of strategic cultural analysis and its relevance to leadership,
•  define the role of ‘bureaucratic culture’ in the development and implementation of national security policy,
•  reflect upon and critique the utility of cultural analysis, and a range of other analytical tools, for the purposes of wider strategic planning,
•  compare and contrast the role of different academic disciplines to the analysis of culture,
•  apply different decision-making approaches across a range of different contexts,
•  undertake relevant strategic analysis (underpinned by a strong cultural element) of a wider security or defence organisation, a bilateral government ministry or country defence department, of their choice, using appropriate conceptual frameworks.

• Dr Anastasia Filippidou

To provide theoretical perspectives and methods of analysis for understanding the nature of contemporary security threats, the tools needed for in-depth examination of emerging challenges, and the measures needed to deal with adverse global outcomes.

Indicative module content:

• introduces the traditional threats as well as new and (re)-emerging security challenges,
• transnational security issues that have global implications,
• strategic actions and policy developments designed to deal with challenges,
• noteworthy opportunities for co-operation and collaboration among and within various stakeholders. 



 

The aim of this module is to engage its participants in an evaluation of knowledge, its creation, acquisition, storage and diffusion within a defence organisational context.

Indicative module content:

• understanding knowledge and what it is- how we think and how we learn,
• concept of organisational learning and knowledge management practice,
• knowledge (information) management strategies,
• impediments to learning,
• communities of practice,
• reasoning,
• research practice.

 

To provide an introduction to Classical & Modern Leadership Studies, and their impact on the conceptualisation of leadership in defence.

Indicative module content:

• origins of leadership,
• classical leadership,
• traits,
• behaviours,
• power,
• charisma,
• contingency theory,
• transformational and transactional leadership,
• adaptive leadership,
• language,
• narrative,
• communications and rhetoric,
• the romance of leadership,
• social identity theory,
• decision-making,
• development of leadership concepts in defence.

• Professor Ann Fitz-Gerald

The module will provide a comprehensive understanding of the legal and political frameworks in which defence institutions function. Within this module a critical awareness of the regulatory regimes affecting defence exports will be covered, as well as the political pressures which underpin them. The module is an amalgam of lectures, syndicated discussions and directed research seeking to establish the relevance of applying diagnostic frameworks for international defence engagements to the context in which such parties operate.

 

Indicative module content:

• defence in a national security context,
• defence reform as part of the national security agenda,
• the role of governance,
• understanding overseas governments,
• the arms trade and ethical issues,
• governance of the Defence export trade,
• the UK's Government approach to overseas defence engagements,
• how export controls are established and implemented in major defence trading blocs and nations,
• international legal frameworks, export controls and the donor community,
• compliance and non-compliance.

• Professor Laura Cleary

To enhance the student’s knowledge, professional understanding and analytical skills necessary to improve and/or transform the governance and management of their defence and security systems.

Indicative module content:
 
• defence management,
• strategic analysis and planning,
• organisational structure, culture and behaviour,
• human resource management,
• financial management,
• risk management,
• project management,
• policy to capability,
• change management.

 

On successful completion of this module a student will be able to:

• relate grand strategy (policy) to the operational level,
• apply current management concepts, systems and challenges to the management of defence,
• analyse the strengths and weaknesses of selected defence management theories and practices,
• evaluate the relevance of various management practices to students’ current defence systems.

• Dr Bryan Watters

To provide an understanding of the role of leadership in the development, prevention and resolution of challenges to national security, including terrorism and civil crises.

Indicative module content:

• national and international security,
• global trends,
• resilience as a social science concept,
• people and crises,
• the mass media landscape,
• natural disasters as national security issue,
• disaster management,
• organisational resilience in the UK,
• health protection and crisis,
• terrorism and counter terrorism, 
• leadership resilience in crises.

 

• Dr Robby Allen

The module is designed to introduce the student to marketing applications in the defence and security sectors, particularly to the concepts of strategic marketing management and key account planning as a specialist form of client-focused strategic marketing planning and to the specialist nature of marketing communications in the defence sector, as well as how marketing communications are used by terrorist groups and those seeking to counter them. The module also seeks to provide students with a critical understanding of organisational buying behaviour in defence and security markets and of how new product development projects are undertaken given the increasingly co-operative focus of supply chain relationships in the defence sector.

Indicative module content:

• principles of negotiation,
• process and structure of negotiation,
• negotiation practice sessions,
• negotiation strategies,
• negotiating and managing contracts.

 

On successful completion of the module the student will be able to:

• identify and evaluate the process and approaches to negotiation in a defence business setting,
• undertake effective negotiation simulations,
• analyse the different strategic approaches to the negotiation, determining when to apply each in the commercial defence arena,
• evaluate the impact of interpersonal relationships on negotiation and relationship management in defence-related businesses.

• Dr Edith Wilkinson

The aim of this module is to examine the concepts of risk, crisis and resilience.  This module will make students assess the meaning of resilience through examining the concepts of risk and crisis. Risk and crisis management practices will be explored and debated in the context of their application as contemporary decision-making framework specifically in the field of security.

Indicative module content:

• risk as concept and risk theory,
• risk management tools  and risk management methodology,
• RM cycle and assessment,
• risk as contemporary decision-making paradigm and challenges to the risk management paradigm,
• complex adaptive systems and resilience thinking,
• components of the implementation approaches to resilience strategies,
• crisis management evolution of the discipline and debates,
• business continuity planning,
• case-studies and activities.

 

 



 

• Stuart Young

The module will give students a clear understanding of the process of strategy development and the discipline of strategic management within a defence acquisition context together with an appreciation of the complexities of international acquisition.

Indicative module content: 

Strategic Management

• introducing strategy and the strategy process,
• strategy development in a public sector setting,
• the strategy process in the MOD,
• the environment and its implications for strategy in the private and public sectors,
• analytical tools and techniques in strategy formulation,
• understanding the organisational competencies and capabilities and the specific case of, acquisition within the MOD,
• the role of stakeholders and stakeholder mapping in a public and private sector setting,
• the significance of organisational structure on strategic thinking and direction.

Introduction to Acquisition

• acquisition within a through-life and capability management context,
• key acquisition processes and underpinning skill, information and organisational structures,
• comparison with other national acquisition approaches,
• collaborative defence acquisition,
• socio-economic and security context,
• trends in the global defence industry.

 

The module will enable students to analyse critically key logistics and supply network models, theories, and approaches, and be able to analyse their utilities and applicability to delivering more effective and efficient logistics and supply network management in defence.

Indicative module content: 

Logistics and Supply Networks - Context, Design, Functions and Purpose

• strategic context and challenges,
• efficient and effective supply networks; agile, lean, and hybrid models in defence and in the commercial environment,
• value chain analysis,
• comparative logistics and supply networks - commercial and defence,
• trade-offs in the defence logistics and supply systems,
• operational logistics and supply network implications of differing support contracting approaches.

Managing the Inventory Function in Defence

• the nature of the defence inventory in comparison with that found in commerce and industry and the resultant challenges,
• the costs and risks of different inventory management strategies (e.g., stockpile versus surge),
• inventory management to achieve desired service levels and availability.

Achieving and Assuring an Integrated Defence Supply Network

• differing approaches to analysing supply networks,
• managing risk in the supply network,
• operational coherence and assurance
• supply network performance management.,

Information and Knowledge Management in Logistics and Supply Network Management

• the role of data, information, and knowledge in logistics and supply network management decision making; its critical contribution to established management models,
• operational logistics information in defence; current and developing systems,
• business-to-business, business-to-customer, customer-to-customer networks; asset tracking, consignment visibility, FID, barcoding.

 

• Matthew Summers

This module aims to develop an understanding of Sustainability and it’s applicability to Defence Acquisition and the wider environment.

Indicative module content:

• sustainable development: terminology, definitions and interpretation,
• sustainable development: the international perspective,
• characteristics of sustainable thinking,
• UK Government and MOD sustainable development policy and strategy,
• environmental protection/environmental regulation - legal framework,
• sustainable supply chains - risks and vulnerabilities,
• sustainable consumption and production - material availability,
• environmental security – implications,
• energy security – impacts and long term risks (conflict),
• sustainable procurement – considerations and current practice throughout the CADMID cycle.

 

The module will develop knowledge and understanding of the key academic concepts in strategic management where students are invited to test the relevance of module content in a defence environment.

Indicative module content:

•  relevance of new public management (NPM) to strategic management and the defence environment,
•  detailing and analysing the MOD strategic planning process,
•  history and key thinkers in the development of management theory, eg Fayol, Taylor, Ford, Drucker, Porter and Mintzberg,
•  defining the strategy process: analysis, options and implementation,
•  identifying linkage between leadership and strategic management.

 

• Dr Pete Ito

The module will give students a clear understanding of the implications and impact of international dimensions of defence acquisition, using concepts and theories from the disciplines of International Relations and Politics as well as relevant management fields.

Indicative module content:

•  key concepts from politics and international relations; sovereignty, dependence, inter-dependence, national interest, linkage politics, regimes, and globalisation,
•  key theories from politics and international relations; political realism, Utopianism, regional integration theory, and constructivism,
•  the place of national cultural consideration,
•  international dimensions,
•  international trade, co-operation and cross-border supply and support chains,
•  collaboration as a corporate and governmental activity,
•  national and international export control regimes, and arms control treaties
•  Europe: the European Union, the European Defence Agency, OCCAR and the Letter of Intent Framework countries and defence acquisition,
•  NATO and the transatlantic dimension of defence acquisition,
•  working with others and learning from others: selected national acquisition 

 

• Rebecca McKeown

The module will provide a grounding in psychological aspects of leadership in the context of complex organisations and defence.

Indicative module content:

•  fundamentals of psychology and cognition,
•  intuition and unconscious processes,
•  leadership in complex adaptive systems and the comprehensive approach,
•  cognitive fitness for leadership.

 

This module aims to establish a baseline of student knowledge and understanding of the fundamental principles of project, programme management and portfolio management. It will introduce key principles, processes, tools and the techniques underpinning project and programme management and will raise awareness of associated issues, with particular emphasis on leadership challenges in defence.

Indicative module content:

•  the strategic context of project and programme management,
•  portfolio management and application in defence reform,
•  programme management and managing successful programmes (MSP),
•  project management BoKs and methods,
•  project life cycle,
•  multi-cultural management,
•  scheduling,
•  budget and cash flow,
•  estimating and risk.