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    Strategic Management-Course Outline

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    Manpreet Marwah
    This document provides information on the OTHM Level 7 Diploma in Strategic Management and Leadership, including details about the Strategic Management unit. The unit is mandatory, carries 20 credits, and involves 100 hours of guided learning. Learners will analyze external and internal influences, evaluate strategic options, develop implementation plans, and create change management strategies. Assessment involves a 4,500 word coursework that covers all listed learning outcomes and criteria. The document also provides an overview of topics covered in the unit.

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    Strategic Management-Course Outline

    Uploaded by

    Manpreet Marwah
    128 views5 pages
    This document provides information on the OTHM Level 7 Diploma in Strategic Management and Leadership, including details about the Strategic Management unit. The unit is mandatory, carries 20 credits, and involves 100 hours of guided learning. Learners will analyze external and internal influences, evaluate strategic options, develop implementation plans, and create change management strategies. Assessment involves a 4,500 word coursework that covers all listed learning outcomes and criteria. The document also provides an overview of topics covered in the unit.

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    Strategic Management-Course outline

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    This document provides information on the OTHM Level 7 Diploma in Strategic Management and Leadership, including details about the Strategic Management unit. The unit is mandatory, carries 20 credits, and involves 100 hours of guided learning. Learners will analyze external and internal influences, evaluate strategic options, develop implementation plans, and create change management strategies. Assessment involves a 4,500 word coursework that covers all listed learning outcomes and criteria. The document also provides an overview of topics covered in the unit.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    128 views5 pages

    Strategic Management-Course Outline

    Uploaded by

    Manpreet Marwah
    This document provides information on the OTHM Level 7 Diploma in Strategic Management and Leadership, including details about the Strategic Management unit. The unit is mandatory, carries 20 credits, and involves 100 hours of guided learning. Learners will analyze external and internal influences, evaluate strategic options, develop implementation plans, and create change management strategies. Assessment involves a 4,500 word coursework that covers all listed learning outcomes and criteria. The document also provides an overview of topics covered in the unit.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    of 5

    OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | RQF SPECIFICATION

    Strategic Management
    Unit Reference Number A/616/2724
    Unit Title Strategic Management
    Unit Level 7
    Number of Credits 20
    Total Qualification Time (TQT) 200 Hours
    Guided Learning Hours (GLH) 100 Hours
    Mandatory / Optional Mandatory
    Unit Grading Structure Pass / Fail

    Unit Aims
    The aim of this unit is to develop learners’ understanding of strategic and change
    management models, as well as the ability to review strategic plans, to propose strategic
    options, to create implementation plans and to lead organisational changes.

    Learning Outcomes and Assessment Criteria


    Learning Outcome – The Assessment Criterion – The learner can:
    learner will:
    1. Be able to analyse key 1.1 Critically evaluate the position of an organisation
    external influences on an in its current market.
    organisation’s strategy. 1.2 Critically analyse the effects of existing plans on
    an organisation.
    2. Be able to appraise 2.1 Critically explore the relationship between,
    strategic options for an corporate, business and operational strategies.
    organisation. 2.2 Apply strategic models and tools to develop
    strategic options for an organisation.
    2.3 Evaluate strategic options for an organisation.
    3. Be able to evaluate various 3.1 Create a relevant vision, mission and strategic
    tools and approaches to a goals for an organisation.
    strategy implementation plan. 3.2 Propose a suitable structure for an organisation
    that fits a strategic plan.
    3.3 Create a resourced strategy implementation
    plan.
    4. Be able to develop and 4.1 Apply force field analysis to effectively
    implement a strategic distinguish forces of change.
    organisational change 4.2 Critically evaluate various change management
    management plan. models.
    4.3 Identify relevant leadership and change agent
    skills to implement a strategic change in an
    organisation.
    5. Be able to monitor and control 5.1 Develop a monitoring and control system for the
    the implementation of implementation of strategic plans.
    strategic plans. 5.2 Design key success indicators in order to
    monitor the implementation of the strategic plan.
    5.3 Distinguish potential risks during
    implementation.
    5.4 Review the effectiveness of the strategic plan.

    RQF SPECIFICATION | MARCH 2019 | VERSION 2.0 WWW.OTHM.ORG.UK PAGE 8 OF 50


    OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | RQF SPECIFICATION

    Assessment
    To achieve a pass for this unit, learners must provide evidence to demonstrate that they
    have fulfilled all the learning outcomes and meet the standards specified by all assessment
    criteria.

    Learning Outcomes Assessment Criteria Assessment Word count


    to be met to be covered type (approx. length)
    All 1 to 5 All ACs under LO 1 to 5 Coursework 4500 words

    Indicative contents
    • Explaining the importance of scanning business environments in making
    strategic decisions of organisation: business environment e.g. definition, features,
    characteristics, types; distinctions between culture and organisational environment; key
    components of organisational environment; organisational environment basics; internal
    environment e.g. working capacities, employment relations, job satisfaction; external
    factors e.g. beneficiaries identification, consumer group demands; ways to meet those
    demands; contractors; stakeholders; shareholders; suppliers; general workforce;
    competitor success directions; links of influential factors e.g. social, political,
    technological; organisational commitment e.g. short term, medium and long term;
    competitor analysis; designing of products or services; influence measurement;
    organisational environment improvement.

    • Using a variety of tools to critically analyse external business environment:


    business environment dynamics e.g. definition, characteristics, changes; basics of
    business environment; organisational environment e.g. benchmark, liability,
    elasticity, intelligibility, commitment of team, management practices impact;
    effectiveness and efficiency effects; tools of analysis; threats and opportunities
    analysis; SWOT (strengths, weaknesses, opportunities, threats) analysis; market
    analysis, consumer survey; competitor identification; market research; data and
    information analysis.

    • Using a variety of tools to critically analyse internal business environment:


    internal organisational environment e.g. definition, types, features and changes;
    internal management analysis; employee and management review; efficient
    communication rationale; strength analysis; weaknesses analysis; resource analysis;
    pricing strategies; strategic drift; product analysis; product life cycle analysis.

    • To review the position of an organisation in its current market: market situation


    analysis; organisational position measurement; strategic business planning tools;
    e . g. SWOT (strength, weakness, opportunity and threats) analysis; Porter’s Five
    Forces Analysis; value chain analysis; Boston growth-share (BCG) matrix; market
    equilibrium; market share; sustainable competitive advantage.

    • To analyse the effects of exiting plans on organisation: organisational planning


    effects; organisational agreement between several organisations; communication
    with stakeholders; organisational planning development; objectives led
    management; guidelines; action planning; strategic and structure fit; Business
    Process Re- engineering; performance appraisal; policy development; systems of
    communication; realignment and focus.

    • Identify and analyse mandatory competency and competitive advances of

    RQF SPECIFICATION | MARCH 2019 | VERSION 2.0 WWW.OTHM.ORG.UK PAGE 9 OF 50


    OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | RQF SPECIFICATION

    an organisation: competitive advantage identification; economies of scope and scale;


    product or service life measurement; internal statistics and surveys; measures for
    monitoring and evaluating; emergent and unrealised strategy; globalisation effects;
    resources analysis; mandatory skills and competences; experience curves;
    comparative analysis.

    • Discussing relationship between, corporate, business and operational


    strategies: strategic relationships e.g. concepts, application and changing trends;
    corporate strategies; business strategies; operational strategies; effective
    communication; strategy formulation; strategic drift; strategic options review;
    benchmarking; competitor analysis; benefit-cost analysis; information review;
    organisational value consistency; position in markets; market share; globalisation
    effect; impacts of technological advancements.

    • Use various models and tools to develop strategic options for an organisation:
    strategic models, e.g. identification, uses and effectiveness; Mintzberg’s strategies e.g.
    emergent and deliberate; Ansoff matrix strategies; balanced mandatory card analysis;
    sensitivity analysis; organisational integration; merger and acquisition; gap analysis;
    product portfolio.

    • Analyse and decide strategic and business strategic options: strategic options
    e.g. basics and organisation led applications; potential option review; business ethics;
    good practices; effective participation of stakeholders; diversity management;
    organisational environment consideration; awareness raising; objectives settings;
    strategic alliance; benchmarking; leadership.

    • Developing appropriate vision, mission and strategic goals for an


    organisation: situational analysis; setting vision and mission targets; understanding
    organisational values; business environment outlining; conceptualising stakeholders.

    • Proposing a suitable structure: stakeholders: identification, role analysis;


    comprehensive target setting for a business organisation; motivation to participate
    in strategic planning; strategy formulation; strategy implementation; monitoring and
    evaluation of stakeholders’ performance.

    • Developing an agreed strategy plan that addresses all resource implications due
    to new action plan: organisational culture analysis; understanding basic values of
    a business organisation e.g. cultural, ethical, social, economic, business; SMART
    (specific, measurable, achievable, realistic, time-based) target selection; resource
    audit; risk analysis.

    • Carrying out force field analysis: organisational changes e.g. definitions,


    processes, patterns; the identification of change forces; roles of change forces; factor
    identification; impact of globalisation.

    • Using various change management models: change management models e.g.


    identification, selection and use; in order to implement any change in an organisation;
    Lewin’s Change Management Model; McKinsey 7-S Model; Kotter’s 8 Step Change
    Model.

    • Acquiring leadership and change agent skills: change agent skills e g,


    identification, appropriate selection and application; implementing a strategic change
    in an organisation; right attitude; appropriate knowledge; leadership and skills.

    RQF SPECIFICATION | MARCH 2019 | VERSION 2.0 WWW.OTHM.ORG.UK PAGE 10 OF 50


    OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | RQF SPECIFICATION

    • To develop a time schedule for implementation of the plans: time requirement


    for planning implementation; time allocation for planning; time management; time
    scheduling; planning implementation timetable.

    • To develop key success factors in order to monitor the implementation of the


    strategic plan: success factors definition; success factors identification; successful
    strategic plan monitoring; planning implementation; evaluation and monitoring of
    control system; cascading and dissemination process.

    • To analyse potential risk: risks e.g. definitions, features, identification and relevancies
    in diverse circumstances; implementation risks; implementation risks avoidance;
    contingency planning; contingency corrective development; risk preventive actions.

    Indicative Reading list


    Core Texts:

    • Johnson, G. and Scholes, K. (2017) Fundamentals of Strategy. Pearson Ltd.


    • Gupta, S. and Starr, M. (2014) Productions and Operations Management Systems.
    Boca Raton, FL: CRC Press.

    Additional Reading:

    • Barney, J. (2010) Gaining and Sustaining Competitive Advantage. New York: Pearson
    Education.
    • Cusumano, M. A. and Markides, C. (2001) Strategic Thinking for the Next Economy.
    Mason, OH: Cengage Learning EMEA.
    • De Wit, B. and Meyer, R. (2004). Strategy: Process, Content, Context. Stamford,
    CT: Cengage Learning EMEA.
    • Finlay, P. N. (2000). Strategic Management: An Introduction to Business and
    Corporate Strategy. Harlow: Prentice Hall.
    • Goold, M., Campbell, A. and Alexander, M. (1994) Corporate-level Strategy: Creating
    Value in the Multibusiness Company. New York: John Wiley and Sons Ltd.
    • Grant, R. (2010) Contemporary Strategy Analysis. Hampshire: John Wiley and Sons.
    • Gratton, L. (2000) Living Strategy: Putting People at the Heart of Corporate Purpose.
    Harlow: Financial Times/Prentice Hall.
    • Harrison, J. S. (2002) Strategic Management of Resources and Relationships: Concepts
    and Cases. Hampshire: John Wiley and Sons.
    • Hill, C., Jones, G. and Schilling, M. (2013) Strategic Management: Theory: An
    Integrated Approach. Stamford, CT: Cengage Learning.
    • Johnson, G., Scholes, K. and Whittington, R. (2008) Exploring Corporate Strategy.
    Harlow: Financial Times/Prentice Hall.
    • Johnson, G. & Scholes, K. (2000) Exploring Public Sector Strategy. Harlow: Financial
    Times/Prentice Hall.
    • Kaplan, R. & Norton, D. (2000) The Strategy-focused Organization: How Balanced
    Mandatory Card Companies Thrive in the New Business Environment. Massachusetts:
    Harvard Business School Press.
    • Lynch, R. (2005) Corporate Strategy. Harlow: Financial Times/Prentice Hall.
    • McGee, J., Thomas, H. and Wilson, D. (2005) Strategy: Analysis and Practice. New
    York: McGraw-Hill Higher Education.
    • Mintzberg, H. (2000) The Rise and Fall of Strategic Planning. Harlow: Financial
    Times/Prentice Hall.

    RQF SPECIFICATION | MARCH 2019 | VERSION 2.0 WWW.OTHM.ORG.UK PAGE 11 OF 50


    OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | RQF SPECIFICATION

    • Mintzberg, H., Ahlstrand, B. and Lampel, J. (2008). Strategy Safari: Your Complete
    Guide Through the Wilds of Strategic Management. Harlow: Financial Times/Prentice
    Hall.
    • Pettigrew, A. M., Thomas, H. and Whittington, R. (eds.) (2006) The Handbook of
    Strategy and Management. London: Sage.
    • Stacey, R. D. (2010) Strategic Management and Organisational Dynamics. Harlow:
    Financial Times/Prentice Hall.

    Journals/newspapers:

    • The Journal of Marketing;


    • The European Journal of Marketing;
    • The Journal of Marketing Management;
    • Academy of Management Journal;
    • British Journal of Management;
    • California Management Review;
    • European Management Journal;
    • Harvard Business Review;
    • Journal of Business Strategy;
    • Journal of Management Studies;
    • Long Range Planning;
    • MIT Sloan Management Review;
    • Strategic Change;
    • Strategy and Leadership;

    Websites:

    • www.sps.org.uk Strategic Planning Society;


    • www.ft.com Financial Times;
    • www.managers.org.uk Chartered Management Institute

    RQF SPECIFICATION | MARCH 2019 | VERSION 2.0 WWW.OTHM.ORG.UK PAGE 12 OF 50

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