[Recommended] - Strategic Management and Leadership

OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | (RQF) SPECIFICATION
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OTHM LEVEL 7
DIPLOMA IN STRATEGIC
MANAGEMENT AND
LEADERSHIP
Qualification Number: 603/2181/7
(RQF) Specification | August 2017 | Version 1.0
OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | (RQF) SPECIFICATION
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TABLE OF CONTENTS
QUALIFICATION OBJECTIVES ………………………………………………………………………………. 3
QUALITY, STANDARDS AND RECOGNITIONS………………………………………………………… 3
REGULATORY INFORMATION ………………………………………………………………………………. 3
EQUIVALENCES …………………………………………………………………………………………………… 4
QUALIFICATION STRUCTURE……………………………………………………………………………….. 4
DEFINITIONS ……………………………………………………………………………………………………….. 4
ENTRY REQUIREMENTS ………………………………………………………………………………………. 5
PROGRESSION ……………………………………………………………………………………………………. 5
DELIVERY OF OTHM QUALIFICATIONS …………………………………………………………………. 5
ASSESSMENT AND VERIFICATION ……………………………………………………………………….. 6
RECOGNITION OF PRIOR LEARNING AND ACHIEVEMENT……………………………………… 6
EQUALITY AND DIVERSITY…………………………………………………………………………………… 6
CONTACT DETAILS………………………………………………………………………………………………. 7
UNIT SPECIFICATIONS…………………………………………………………………………………………. 8
UNIT 01: PROFESSIONAL DEVELOPMENT AND COMMUNICATION SKILLS…………… 9
UNIT 02: STRATEGIC MANAGEMENT ……………………………………………………………….. 14
UNIT 03: STRATEGIC HUMAN RESOURCE MANAGEMENT ………………………………… 19
UNIT 04: ADVANCED BUSINESS RESEARCH METHODS ……………………………………. 24
UNIT 05: STRATEGIC FINANCIAL MANAGEMENT ………………………………………………. 28
UNIT 06: SUPPLY CHAIN AND OPERATIONS MANAGEMENT ……………………………… 32
UNIT 07: ENTERPRISE AND ENTREPRENEURSHIP …………………………………………… 37
UNIT 08: GLOBALISATION AND CORPORATE GOVERNANCE…………………………….. 43
UNIT 09: STRATEGIC CHANGE MANAGEMENT …………………………………………………. 47
UNIT 10: STRATEGIC MARKETING……………………………………………………………………. 51
UNIT 11: GLOBAL MARKETING STRATEGY……………………………………………………….. 57
IMPORTANT NOTE……………………………………………………………………………………………… 61
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QUALIFICATION OBJECTIVES
The objective of the OTHM Level 7 Diploma in Strategic Management and Leadership
qualification is to develop strategic management and leadership skills for managers who
have the authority and personal attributes to translate organisational strategy into effective
operational performance. This qualification reflects current practice in Strategic Management
and Leadership and allows learners to develop and expand their high-level understanding of
strategic management and leadership in the workplace. This qualification is suitable for
mature learners with a background in academic study or industry. The qualification has a
clear work-related emphasis on practical skills development alongside theoretical
fundamentals.
Successful completion of the Level 7 Diploma in Strategic Management and Leadership
qualification will equip learners with the key skills and capabilities to become an effective
strategic manager. The qualification also allows learners to progress into or within
employment and/or continue their study towards an MBA with advanced standing.
QUALITY, STANDARDS AND RECOGNITIONS
OTHM qualifications are approved and regulated by Ofqual (Office of Qualifications and
Examinations Regulation). Visit the register of Regulated Qualifications.
OTHM has progression arrangement with many UK and overseas universities that
acknowledges the ability of learners after studying Level 3-7 qualifications to be considered
for advanced entry into corresponding degree year/top-up and Master’s/top-up programmes.
REGULATORY INFORMATION

Qualification Title	OTHM Level 7 Diploma in Strategic Management and Leadership
Ofqual Reference Number	603/2181/7
Regulation Start Date	25-Aug-2017
Operational Start Date	31-Aug-2017
Duration	1 Year
Total Credit Value	120 Credits
Total Qualification Time (TQT)	1200 Hours
Guided Learning Hours (GLH)	600 Hours
Sector Subject Area (SSA)	15.3 Business Management
Overall Grading Type	Pass / Fail
Assessment Methods	Coursework
Language of Assessment	English

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EQUIVALENCES
OTHM qualifications at RQF Level 7 represent practical knowledge, skills, capabilities and
competences that are assessed in academic terms as being equivalent to Master’s Degrees,
Integrated Master’s Degrees, Postgraduate Diplomas, Postgraduate Certificate in Education
(PGCE) and Postgraduate Certificates.
QUALIFICATION STRUCTURE
The OTHM Level 7 Diploma in Strategic Management and Leadership consists of 4
mandatory units and 4 optional units, making a combined total of 120 credits, 1200 hours
Total Qualification Time (TQT) and 600 Guided Learning Hours (GLH) for the completed
qualification.

Unit Ref. No.	Mandatory Units	Credit	GLH	TQT
T/616/2723	Professional Development and Communication Skills	10	50	100
A/616/2724	Strategic Management	15	75	150
F/616/2725	Strategic Human Resource Management	15	75	150
J/616/2726	Advanced Business Research Methods	20	100	200
Optional Units: Choose any FOUR
L/616/2727	Strategic Financial Management	15	75	150
R/616/2728	Supply Chain and Operations Management	15	75	150
Y/616/2729	Enterprise and Entrepreneurship	15	75	150
L/616/2730	Globalisation and Corporate Governance	15	75	150
R/616/2731	Strategic Change Management	15	75	150
Y/616/2732	Strategic Marketing	15	75	150
D/616/2733	Global Marketing Strategy	15	75	150

DEFINITIONS
Total Qualification Time (TQT) is the number of notional hours which represents an
estimate of the total amount of time that could reasonably be expected to be required in
order for a Learner to achieve and demonstrate the achievement of the level of attainment
necessary for the award of a qualification.
Total Qualification Time is comprised of the following two elements –
a) the number of hours which an awarding organisation has assigned to a qualification
for Guided Learning, and
b) an estimate of the number of hours a Learner will reasonably be likely to spend in
preparation, study or any other form of participation in education or training, including
assessment, which takes place as directed by – but, unlike Guided Learning, not
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under the Immediate Guidance or Supervision of – a lecturer, supervisor, tutor or
other appropriate provider of education or training.
(Ofqual 15/5775 September 2015)
Guided Learning Hours (GLH) is defined as the hours that a teacher, lecturer or other
member of staff is available to provide immediate teaching support or supervision to a
student working towards a qualification.
Credit value is defined as being the number of credits that may be awarded to a Learner for
the successful achievement of the learning outcomes of a unit. One credit is equal to 10
hours of TQT.
ENTRY REQUIREMENTS
For entry onto the OTHM Level 7 Diploma in Strategic Management and Leadership
qualification, learners must possess:
• An honours degree in related subject or UK level 6 diploma or an equivalent
overseas qualification
• Mature learners (over 21) with management experience (learners must check with
the delivery centre regarding this experience prior to registering for the programme)
• Learner must be 18 years or older at the beginning of the course
• English requirements: If a learner is not from a majority English-speaking country
must provide evidence of English language competency. For more information visit
English Language Expectations page.
PROGRESSION
Successful completion of OTHM Level 7 Diploma in Strategic Management and Leadership
qualification enables learners to progress into or within employment and/or continue their
further study. As this qualification is approved and regulated by Ofqual (Office of the
Qualifications and Examinations Regulation), learners are eligible to progress to an MBA
top-up with advanced standing. For more information visit University Progressions page.
DELIVERY OF OTHM QUALIFICATIONS
OTHM do not specify the mode of delivery for its qualifications, therefore OTHM Centres are
free to deliver this qualification using any mode of delivery that meets the needs of their
Learners. However, OTHM Centres should consider the Learners’ complete learning
experience when designing the delivery of programmes.
OTHM Centres must ensure that the chosen mode of delivery does not unlawfully or unfairly
discriminate, whether directly or indirectly, and that equality of opportunity is promoted.
Where it is reasonable and practicable to do so, it will take steps to address identified
inequalities or barriers that may arise.
Guided Learning Hours (GLH) which are listed in each unit gives the Centres the number of
hours of teacher-supervised or direct study time likely to be required to teach that unit.
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ASSESSMENT AND VERIFICATION
All units within this qualification are internally assessed by the centre and externally verified
by OTHM. The qualifications are criterion referenced, based on the achievement of all the
specified learning outcomes.
To achieve a ‘pass’ for a unit, learners must provide evidence to demonstrate that they have
fulfilled all the learning outcomes and meet the standards specified by all assessment
criteria. Judgement that the learners have successfully fulfilled the assessment criteria is
made by the Assessor.
The Assessor should provide an audit trail showing how the judgement of the learners’
overall achievement has been arrived at.
RECOGNITION OF PRIOR LEARNING AND
ACHIEVEMENT
Recognition of Prior Learning (RPL) is a method of assessment that considers whether
learners can demonstrate that they can meet the assessment requirements for a unit
through knowledge, understanding or skills they already possess and do not need to
develop through a course of learning.
RPL policies and procedures have been developed over time, which has led to the use of a
number of terms to describe the process. Among the most common are:
• Accreditation of Prior Learning (APL)
• Accreditation of Prior Experiential Learning (APEL)
• Accreditation of Prior Achievement (APA)
• Accreditation of Prior Learning and Achievement (APLA)
All evidence must be evaluated with reference to the stipulated learning outcomes and
assessment criteria against the respective unit(s). The assessor must be satisfied that the
evidence produced by the learner meets the assessment standard established by the
learning outcome and its related assessment criteria at that particular level.
Most often RPL will be used for units. It is not acceptable to claim for an entire qualification
through RPL. Where evidence is assessed to be only sufficient to cover one or more
learning outcomes, or to partly meet the need of a learning outcome, then additional
assessment methods should be used to generate sufficient evidence to be able to award the
learning outcome(s) for the whole unit. This may include a combination of units where
applicable.
EQUALITY AND DIVERSITY
OTHM Qualifications has adopted a policy of providing equal opportunities for its learners,
staff, applicants and others involved in its work. One aspect of this policy is its intention to
prevent, as far as possible, the harassment of one person by another, whether on the basis
of gender, sexual orientation, sexuality, race or ethnic origin, religion, disability, or any other
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personal attributes or views held. The qualification is expressly designed to support equality
of opportunity and widening access to HE to all who can benefit from it, and it will operate on
an inclusive and supportive basis to and for all learners.
CONTACT DETAILS
OTHM Qualifications
Regus House, Victory Way, Crossways Business Park, Dartford, Kent DA2 6QD
United Kingdom

Tel	: +44(0)20 7118 4243
Email	: [email protected]
Website	: www.othm.org.uk

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UNIT SPECIFICATIONS
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UNIT 01: PROFESSIONAL DEVELOPMENT AND COMMUNICATION
SKILLS

Unit Reference Number	T/616/2723
Unit Title	Professional Development and Communication Skills
Unit Level	7
Number of Credits	10
Total Qualification Time (TQT)	100 Hours
Guided Learning Hours (GLH)	50 Hours
Mandatory / Optional	Mandatory
Unit Grading Structure	Pass / Fail

Unit Aims
The aim of this unit is to enable learners to assess and develop their own skills, applying
continuous professional development to support their personal and professional goals.
Learners will develop professional skills including communication, academic writing,
presentation, leadership, use of information technology and preparing curriculum vitae.
Learning Outcomes and Assessment Criteria

Learning Outcome – The learner will:	Assessment Criterion – The learner can:
1. Be able to evaluate personal and professional knowledge, skills and attitudes.	1.1	Set short term and long term personal and professional SMART objectives.
1.2	Use appropriate methods to evaluate personal knowledge, skills and attitudes.
1.3	Carry out a personal skills audit.
1.4	Create a personal development plan.
2. Be able to assess various career opportunities.	2.1	Create an effective and well-presented CV and cover letter.
2.2	Assess relevant career development opportunities.
2.3	Evaluate the skills and experience required for specific career development opportunities.
3. Be able to plan effective business and professional communication.	3.1	Distinguish the objectives of business and professional communication.
3.2	Critically present information, both orally and in writing, from a range of academic and other sources.
3.3	Critically evaluate appropriate media for business communication.
4. Be able to create professional business	4.1	Create effective oral presentations using IT and other related resources.

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presentations.	4.2	Demonstrate the role of body language and manners of speech in effective business presentations.
4.3	Deliver presentations for a range of audiences.

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 to be met	Assessment Criteria to be covered	Assessment type	Word count (approx. length)
All 1 to 4	All ACs under LO 1 to 4	Coursework	4500 words

Indicative contents
• Setting short term and long term personal and professional SMART objectives: Critical
understanding of personal and professional knowledge capacities; personal and
professional aims; productivity, personal efficiency and effectiveness; setting SMART
(specific, measurable, achievable, realistic, time-based) objectives; organising,
analysing and time management prioritising work tasks; stress management; problem
solving; managerial roles and decision making;
• Use appropriate methods to evaluate personal knowledge, skills and attitudes; required
to meet; future objectives: personal and professional skills determination as
employability and entrepreneurial skills; abilities and attitudes, counselling and
mentoring; coaching skills; leadership skills; multi-tasking; using occupational standards
to identify competencies; learning skills for continuing self-development to meet
requirements for professional bodies, meetings; leading team/staff for job affectivity, to
provide learning opportunities and empowering team,
• Apply a range of techniques to assess the personal and professional knowledge, skills,
attitudes required to achieve the future objectives: using conceptual tools to identify
own SWOT; developing personal networks; management development and continuing
professional development for future;
• Carrying out a skills audit to evaluate the knowledge, skills and attitude needed to meet
the current and future objectives: improvement or career progression; role of feedback
from colleagues, seniors, customers and other and other stakeholders; role of selfreflection; identifying gaps in attitude, knowledge and skills; learning and development
needs to meet strategic objectives
• Apply appropriate techniques and test to identify and assess preferred learning style:
Personal professional roles expectations; meaning and methods of self-assessments to
assess skills and competencies against personal, professional (Occupational
Standards (NOS) and NVQ competence standards ) and organisational objectives;
using self-assessment tools viz psychometric testing; personal SWOT (strengths,
weaknesses, opportunities, threats) analysis – listing strengths, weaknesses,
identifying opportunities for growth in career;
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• Use personal learning style for personal development: main learning theories,
identifying and assessing own learning styles using learning style inventories and
questionnaires; psychometric testing e.g. Kolb’s learning model, Honey and Mumford’s
model, Fleming’s VAK/VARK model (visual, auditory, reading/writing, kinaesthetic),
Myers-Briggs Type Indicator (MBTI); time management tests; employability and
entrepreneurial skills tests;
• Constructing a personal development plan: making a personal development plan;
meeting both short, medium and long-term goals; meeting personal and professional
objectives; improving corresponding knowledge; attitude and skill development;
preparing personal SWOT (strength, weakness, opportunities and threats);
• Use suitable methods to monitor and assess the outcomes of a personal development
plan against the objectives: using systematic or structured approach to develop
personal development plan; setting SWOT objectives for life and career planning;
identifying resources; skills and support needed and available to meet objectives;
identifying and analysing strategies and methods to achieve objectives; control
mechanisms and feedback; difference between motoring and evaluations reviewing
and monitoring plan;
• Evaluate the impact of own learning against the achievement of the objectives: the
importance of self-review; providing a reflective record and learning log sheets /diaries;
self-reflection and to become a critical, self-directed learner; continuously compare
achievements against original objectives, reflect on learning, set date for next review;
corrective and preventing actions, set new objectives when others have been achieved;
• Develop an effective and well-presented CV: know how to prepare different formats of
an effective and well-presented CV e g. academic CV, professional CV, personalized
CV;
• Customise cover letter, making clear links between experience and the job description:
ways to customise cover letter; making clear links between experience and the job
description;
• Matching CV and cover letter to job description and personal specification of a job of
choice: strategies to match CV, cover letter and professional requirements; developing
professional networks; searching for job or business opportunities.
• Plan the objectives of a business and professional communication: communication e g.
definition, types, features, techniques; interpersonal skill development; networking e g.
personal, business, social, economic and political;
• Information demand management: collection; analyse; interpret and present information
clearly, both orally and in writing, from a range of academic and other sources; the
identification of information sources; validity and reliability; information flow; information
circulation; Communication theory and models, e.g. SMCR model; setting business
communication objective; effective business communication e.g. active listening,
questioning, negotiation , handling conflict, body language and manners, international
culture and business communication; AIDA model;
• Select the media and message to influence with an effective communication: select the
media and message; professional business presentation; present information clearly:
both orally and in writing, from a range of academic and other sources.
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• Planning for an effective oral presentation: the development of presentation skills;
avoiding nervousness; dress and get up code; speech and delivery skills; the use of IT
and other electronic resources; operational skills of IT;
• Ability to demonstrate role of body language: understanding the importance of body
language; types and meaning of body language; presentation manners; speech
development for effective presentations;
• Develop and deliver presentations: the development of presentation capacities; verbal
presentation skill improvement; reflective evaluations on one’s continuous professional
development; comprehensive presentation techniques and skills development.
Indicative Reading list
Core text: There are no essential resources required for this unit.
Additional Reading:
Adair, J. and Allen, M. (2003) The Concise Time Management and Personal Development.
London: Thorogood.
Adair, J. (2009) Effective Communication: The Most Important Management Skill of All.
London: Pan Macmillan.
Branson, R. (2013) Like a Virgin: Secrets They Won’t Teach You at Business School.
London: Random House.
Covey, S. R. (1999) The 7 Habits of Highly Effective People. New York: Simon & Schuster
Ltd.
De Bono, E. (2000) Six Thinking Hats. London: Penguin.
Goleman, D. (2005) Emotional Intelligence: Why It Can Matter More Than IQ. New York:
Bantam Books.
Horn, R. (2009) The Business Skills Handbook. London: Chartered Institute of Personnel
and Development.
Joyce, B. and Calhoun, E. (2010) Models of Professional Development: A Celebration of
Educators. Thousand Oaks. CA: Corwin Press.
Lynch, L. (2009) Smart networking. New York: McGraw-Hill.
McKay, M. (2008) Messages: the communication skills book. Oakland. CA: New Harbinger
Publications.
Megginson, D. (2007) Continuing Professional Development. London: Chartered Institute of
Personnel & Development.
Mills, C. (2009) You’re Hired! CV: How to Write a Brilliant CV. London: Trotman.
Pease, A. and Pease, B. (2006) The Definitive Book of Body Language. New York: Bantam
Books.
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Pedler, M., Burgoyne, J. and Boydell, T. (2006) A Manager’s Guide to Self Development.
New York: McGraw-Hill Professional
Winstanley, D. (2005) Personal Effectiveness. London: Chartered Institute of Personnel &
Development.
Journals/newspapers:
• Management Today (Haymarket Business Media);
• People Management (Chartered Institute of Personnel and Development);
• Professional Manager (Chartered Management Institute);
• Training Journal (www.trainingjournal.com).
Websites:
• www.aqa.co.uk AQA professional development;
• www.cipd.co.uk Chartered Institute of Personnel and Development Continuing
professional development;
• www.cityandguilds.co.uk City & Guilds professional development;
• www.businesslink.gov.uk Interactive tools for creating a personal development plan
through assessment of management and leadership skills;
• www.managementhelp.org Articles on leadership development planning and selfassessments for personal and professional development;
• www.management-standards.org.uk Chartered Management Institute;
• www.mindtools.com Time-management tools and activity logs.
Other sources:
Online resources, different research organisations and university based professional and
communication network.
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UNIT 02: STRATEGIC MANAGEMENT

Unit Reference Number	A/616/2724
Unit Title	Strategic Management
Unit Level	7
Number of Credits	15
Total Qualification Time (TQT)	150 Hours
Guided Learning Hours (GLH)	75 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 learner will:	Assessment Criterion – The learner can:
1. Be able to critically review strategic plans.	1.1	Critically evaluate the position of an organisation in its current market.
1.2	Critically analyse the effects of existing plans on an organisation.
2. Be able to propose strategic options for an organisation.	2.1	Critically discuss the relationship between, corporate, business and operational strategies.
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 create a strategy implementation plan.	3.1	Create appropriate vision, mission and strategic goals for an organisation.
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 implement a strategic organisational change.	4.1	Apply force field analysis to effectively distinguish forces of change.
4.2	Critically evaluate various change management models.
4.3	Apply leadership and change agent skills to implement a strategic change in an organisation.
5. Be able to review the	5.1	Analyse the time schedule for the implementation of

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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.

Learning Outcomes to be met	Assessment Criteria to be covered	Assessment type	Word count (approx. length)
All 1 to 5	All ACs under LO 1 to 5	Coursework	4500 words

Indicative contents
• Explaining the importance of scanning business environment 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;
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• 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 Reengineering; performance appraisal; policy development; systems of communication;
realignment and focus;
• Identify and analyse mandatory competency and competitive advances of 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;
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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;
• 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:
Kotler, P. and Keller, K. (2011) Marketing Management. New Jersey: Prentice Hall.
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.
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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.
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
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UNIT 03: STRATEGIC HUMAN RESOURCE MANAGEMENT

Unit Reference Number	F/616/2725
Unit Title	Strategic Human Resource Management
Unit Level	7
Number of Credits	15
Total Qualification Time (TQT)	150 Hours
Guided Learning Hours (GLH)	75 Hours
Mandatory / Optional	Mandatory
Unit Grading Structure	Pass / Fail

Unit Aims
The aim of this unit is to develop learners’ understanding of how the effective strategic
management of human resources supports the achievement of organisational objectives in
different contexts. Learners will evaluate the contribution of strategic human resource
management, and the application of leadership and management theory for organisational
benefit.
Learning Outcomes and Assessment Criteria

Learning Outcome – The learner will:	Assessment Criterion – The learner can:
1. Understand the role of strategic management of human resources.	1.1	Critically justify the importance of strategic human resource management in organisations.
1.2	Assess the role and purpose of strategic human resource management activities in an organisation.
1.3	Evaluate how strategic human resource management is related to other functional areas.
2. Be able to create a human resource plan in an organisation.	2.1	Assess the business factors to consider before human resource planning.
2.2	Determine human resource requirements in different organisational contexts.
2.3	Develop a human resource plan for an organisation.
3. Be able to discuss the role of legal and ethical issues in developing human resources policy.	3.1	Explain the purpose of human resource policy.
3.2	Assess the impact of regulatory and legal requirements on human resource policies in an organisation.
3.3	Assess the impact of ethical requirements on human resource policies in an organisation.
4. Be able to plan effective human resource strategies.	4.1	Analyse the impact of an organisational strategy, structure and culture on the management of human resources.
4.2	Plan an effective HR strategy.

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4.3	Critically monitor the effectiveness of human resources management.
5. Be able to evaluate the application of leadership and management theory on organisational strategy.	5.1	Critically evaluate the impact of different leadership and management theories on organisational strategy.
5.2	Create a leadership strategy for an organisation that supports its mission, vision, values and objectives.
5.3	Monitor and evaluate a leadership strategy that supports organisational mission, vision, values and objectives.

Learning Outcomes to be met	Assessment Criteria to be covered	Assessment type	Word count (approx. length)
All 1 to 5	All ACs under LO 1 to 5	Coursework	4500 words

Indicative contents
• Critical explanation of the nature and importance of strategic human resource
management in organisations: definition; features of HRM approach; HRM models: D
Guest, M Patterson, best practice model, contingency model, Harvard Framework;
personnel management and HRM; activities of HRM;
• Assessing the role and purposes: Strategy: HRM strategy; organisational strategy;
HRM strategy benefits for organisations; interrelationships between HRM and
organisational strategies; organisational performance and HRM strategy; HRM strategy
influence on organisational strategy; organisational strategy influence on HRM strategy;
value creation; human capital management; HRM strategy business focus; effective
HRM;
• Evaluating contributions of strategic human resource management: evaluation of
strategic human resource management contribution e g. characteristics, importance,
techniques; the changing patterns of effective human resource management; the effect
of globalisation; the use of IT;
• Analysing the business factors: growth in business; changes in business; labour market
competition; labour cost substitution; development of employee; control of labour cost;
operations location; work nature changing; productivity increase; efficiency increase;
technological impact; competition in business; declination of business;
• Determining human resource requirements: personnel prerequisites identification:
experiences, skills, qualifications, numbers; personnel matching to organisational
prerequisites; basic prerequisite factors: skills, demand and supply of labours,
workforce; external factors: policies of governments, education, employment, regional
or industrial training; competitions in labour market;
• Developing a human resource plan: human resource planning e g. features and
requirements; functionalities e g. selection and recruitment, retention, skill
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development, up-skilling, re-skilling, succession planning; outputs; resource demand;
success factors; planning length e g. short, medium and long; costs and benefits of
business;
• Explaining the purpose of human resource policy: policy purposes; selection and
recruitment; diversity and equality; development and training; expenses and benefits;
discipline; performance improvement; rewards; pay; health and safety; discipline;
information confidentiality; working time; paternity or maternity leave; harassment or
bullying; management of change; grievance and dismissal; intellectual property:
copyrights, patents; protected disclosure/whistle blowing; alcohol, drugs or smoking;
• Analysing the impact of regulatory and legal requirements on human resource policies
in an organisation: legislation of employment; rights and responsibilities of employment;
payment related regulatory and legal rights; data protection, conditions and contract
terms: Data Protection Act 1998, National Minimum Wage Act 1998, Equal Pay
Act1970, Employment Relations Act 2004, Employment Rights Act 1996, Employment
Act 2008, Work and Families Act 2006, Sex Discrimination Act 1995/1997, Race
Relations Act 1992, Race Relations Amendment Act 2000, Disability Discrimination
Acts 1995 and 2005;
• Analysing the impact of ethical requirements on human resource policies in an
organisation: ethics in human resource management e g. discrimination, harassment,
racism, gender preference, nepotism, favouritism; employee satisfaction; compliance
and grievance;
• Analysing the impact of an organisational strategy, structure and culture on the
management of human resources: culture and structure; culture led theoretical models:
Schein, Hofstede, Handy; culture of organisation; interrelationships between HRM
activities and culture;
• Proposing the effective appropriate HR strategy: the requirement for effective human
resource strategies; SMART objective target settings (specific, measurable, achievable,
realistic, time-based);
• Critically monitor effectiveness of human resources management and provide
recommendations: importance of monitoring effective human resource management;
policies, strategies, operations; HRM contributions; benefits; costs; use of resources;
effectiveness; ineffectiveness; information collection on HRM performance;
performance indicator development; evaluation of HRM performance indicators;
quantitative measurement: person output, productivity, retention of employee, turnover
of staff, cost saving; qualitative measurement: stakeholder perspectives, employee
attitude surveys, HRM performance benchmarking, service level standards and
agreements of HRM; costs and benefits utility analysis; HRM improvement proposals
and activities;
• Discuss relationship of people development and HRM: planning for people
development and human resource management; functionalities: employment,
development, retention, skill enhancement, planning of succession; HR resourcing;
success criteria; planning of milestones: short, medium or long term; cases study of
businesses: benefits, costs, SMART (specific, measurable, achievable, realistic, timebased) target settings;
• Explain organisational theory underpinning HRM: organisational structure theories:
Handy, Mintzberg, Weber; HRM impacts and structure forms: product based,
functional, divisional, geographical; matrix: centralisation, decentralisation;
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• Discuss the interrelationship of employee relations/HRM practices and the
management of change: employee relations e g. concept, features and application;
best fit practices; absence; discipline and grievance; consultation and communication;
employee engagement; psychological contract; flexible working hours;
• Developing the HRM process, recruitment and selections: the requirement of human
resources; personnel requirement identification e g. number, experiences,
qualifications, set skills; human resource match to organisational demands; factors of
human resource development, recruitment and selection e g. person profile,
requirement of labour, requirement of skills; external factors of recruitment and
selection; demand of labour; labour supply; national level policies as related to human
resource e g. education, empl9oyment, training, regional, industrial; competition in
labour market;
• Developing employee motivational and appraisal strategies: employee motivation e g.
features, importance and practices; career progression; rewards; bonus and pay rise;
promotion; emotional support; job satisfaction;
• Critically analysing role and employee retentions in organisations: employee retention e
g. importance and trends; employee turnover; competitive remuneration benefits; stay
interview; employee development;
• Explore and discuss purpose of leadership in different kinds of organisations:
leadership e g. definition, features, characteristics, types, purposes of leadership; direct
and indirect leadership; features of managers or leaders; leadership skills; followership;
10 managerial roles of Mintzberg;
• Critically compare and contrast leadership and management in an organisational
context: the role of leadership in an organisation; interrelationship between strategic
management and leadership: operational definition; features of strategic management;
aims and objectives; organisational performance development; change communication
and implementation; the development and leading of teams with high performance;
• Evaluate leadership practices in an organisational context: styles of management and
leadership: persuasive; autocratic; charismatic; participative; laissez-faire; management
and leadership influence on an organisation; style impact on strategic decisions;
situation led adaptation of management and leadership styles;
• Critically analyse the impact different theories of management and theories of
leadership have on development of organisational strategy: management theories and
leadership theories identification of different theoreticians e.g. Weber, Mintzberg,
Conger, Weber, Kanungo, Bass and Bennis, Fiedler, Vroom and Yetton, Hersey and
Blanchard, Yukl;
• Creating a leadership strategy that supports organisational mission, vision, values and
objectives: strategic leadership development; leadership requirement for organisational
aspects e g. mission, vision and objectives; strategic development; organisational
strategy formulation;
• Monitoring and evaluating the leadership strategy: monitoring and evaluation e g.
general features, criteria; organisational mission, vision, values and objectives
monitoring; monitoring and evaluating strategy formulation;
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Indicative Reading list
Core Texts: No key reading text for this unit.
Additional Reading:
Avery, G. (2004) Understanding Leadership. London: Sage
Bradley, F. (2005) International Marketing Strategy. New Jersey, FL: Prentice Hall.
Bratton, J., Grint, K. and Nelson, D. L. (2005) Organizational Leadership. New York:
Thomson South Western.
Brooks, I. (2009) Organisational Behaviour: Individuals, Groups, and Organisations. Harlow:
FT Prentice Hall.
Buchanan, D. and Huczynski, A. (2007) Organisational Behaviour. Harlow: FT Prentice Hall
Colquitt J, LePine, J. and Wesson, M. (2010) Organizational Behaviour. Boston: McGrawHill.
Daft, R. (2006) The Leadership Experience. New York: Thomson South Western.
Du Brin, A. J. (2007) Leadership: Research Findings, Practice and Skills. Boston: Houghton
Mifflin.
Gill, R. (2006) Theory and Practice of Leadership. London: Sage.
Gold. J., Thorpe, R. and Mumford, A. (2010) Leadership and Management Development, 5th
Edition. CIPD
Kouzes, J. M. and Posner, B. Z. (2008) The Leadership Challenge. 4th Edition. New York:
Jossey-Bass. London: CIPD.
Mabey, C. and Finch-Lees, T. (2008) Management and Leadership Development. London:
Sage.
Martin, J. (2005) Organisational Behaviour and Management. London: Thomson Learning.
Mullins, L. J. (2010) Management and Organisational Behaviour. 9th Edition. Harlow:
Financial
Northouse, P. G. (2007) Leadership Theory and Practice. London: Sage
Northouse, P. G. (2009) Introduction to Leadership, Concepts and Practice. London: Sage
Robbins, S. and Judge, T. (2009) Organizational Behaviour. New Jersey: Person Prentice
Hall
Storey, J. (2004) Leadership in Organisations; Current Issues and Key Trends. London:
Rutledge. Times/Prentice Hall.
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UNIT 04: ADVANCED BUSINESS RESEARCH METHODS

Unit Reference Number	J/616/2726
Unit Title	Advanced Business Research Methods
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’ ability to prepare for various types of academically
based management research through the development and design of a research proposal.
Learners will develop a critical understanding of the philosophical, practical and ethical
concepts of research within the context of the business environment.
Learning Outcomes and Assessment Criteria

Learning Outcome – The learner will:	Assessment Criterion – The learner can:
1. Be able to develop research objectives to analyse potential business problems.	1.1	Appraise business research problems.
1.2	Develop and justify appropriate research objectives.
2. Be able to critically review literature on a business research topic.	2.1	Evaluate literature relevant to the research problem and objectives.
2.2	Critically analyse different theoretical approaches to the research problem.
3. Be able to design business research methodologies.	3.1	Critically evaluate appropriate research methodologies in terms of the research objectives.
3.2	Design an appropriate methodology in terms of the research objectives.
3.3	Justify the methodology selected in terms of the research objectives.
4. Be able to develop and present a research proposal.	4.1	Create a research question, literature review and methodology.
4.2	Propose techniques for use with quantitative and qualitative data.
4.3	Present the proposal using suitable methods.

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Assessment
To achieve a ‘pass’ for this unit, learners must achieve the learning outcomes and meet the
standards specified by all assessment criteria.

Learning Outcomes to be met	Assessment Criteria to be covered	Assessment type	Word count (approx. length)
All 1 to 4	All ACs under LO 1 to 4	Coursework	2500 words

Indicative contents
• Research problem identification: understanding the research context; research problem
identification for investigation; research topic identification; the conceptualisation of a
research problem; developing insights; feasibility and possibilities; the search for
literatures; setting initial components e g. working plan, research goals, time table and
management, research process, monitoring, evaluation and revision;
• Research problem selection and justification: rationale of the proposed research;
appropriateness; reasons for selection of a specific research topic; skills, capacities and
knowledge requirement identification; research question and hypothesis formulation;
rationale elaboration; essential date setting; review and monitoring process;
• Develop appropriate research objectives and justification: background, aims and
objectives selection; reasons for these selections; length of the research; skills,
capacities and knowledge enhancement e g. literature review, methodology, research
type selection, data collection and analysis, drawing a successful conclusion; critical
knowledge on appropriate research methods e g. qualitative and quantitative, statistical
research tools; research validity, reliability and ethical issues; critical justification of
these selections;
• Literature review as relevant to the research problem and objectives: definition,
features and ways to do literature review; the generic selection of literature; spotting the
sources of literature; justification of an appropriate selection of literature;
• To compare and contrast different theories and authors: the selection of appropriate
theories for the research; conceptualisation of the research phenomenon; including
relevant theories and the justification of choices; the strength and credentials of
relevant theoretical framework; the understanding and interpretation; developing the
theoretical framework;
• Critical review of the key literature for inclusion in a research proposal while focusing on
concepts and methodologies followed by other: knowledge on acceptability, reliability
and validity of literature; the reference style of literature; key literature type selection e
g. journals, books, papers, conference papers; source of literature: library searches,
internet, both online and offline publication media;
• Research methodologies and relationship with research objectives: advanced
knowledge on research methodologies; action research; intervention research; nonintervention research;
• Design and choose an appropriate methodology in terms of the research objectives:
designing a research using the most appropriate method; research question or
hypothesis test; reliability and validity test; ethical issues consideration; quantitative
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methodology; questionnaire design and distribution; conducting interviews; surveys;
qualitative methodology; interviews; observation; case studies;
• Justify the methodology selected in terms of the research objectives: critical knowledge
on questions on the questionnaire, interviewee selection, data verification, bias, time
and place selection, interview recording; justification of using any selected research
tool;
• Evaluate and use techniques for use with quantitative and qualitative data: types of
data presentation and analysis; qualitative data analysis e g. techniques of
categorisation and coding; transcripts interpretation, data analysis process, data
analysis, data presentation, the use of information technologies, quantitative data
analysis e g. value analysis, coding, data analysis manually and electronically;
Indicative Reading list
Core texts:
Cameron, S. (2005) The MBA Handbook. Harlow: Prentice Hall.
Saunders, M., Lewis, P. and Thornhill, A. (2009) Research Methods for Business Learners.
Harlow: Prentice Hall.
Additional Reading:
Anderson, V. (2009) Research Methods in Human Resource Management. London:
Chartered Institute of Personnel and Development.
Binsardi, A. (2008) Research Methods for Management. Cambridge: International Academic
Press.
Booth, A., Papaioannou, D. and Sutton, A. (2012) Systematic Approaches to a Successful
Literature Review. London: Sage Publications.
Bryman, A. and Bell, E. (2011) Business Research Methods. New York: Oxford University
Press.
Burns, R. P. and Burns, R. (2008) Business Research Methods & Statistics Using SPSS.
London: Sage Publications.
Cooper, D. R. and Schindler, P. S. (2006) Business Research Methods. Boston: McGraw
Hill.
Deniels, P. and Becker, L. (2012) Developing Research Proposals. London: Sage
Publications.
Denscombe, M. (2007) The Good Research Guide. Maidenhead: Open University Press.
Easterby-Smith, M., Thorpe, R. and Jackson, P. (2012) Management Research. London:
Sage Publications.
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Fink, A. (2009) Conducting Research Literature Reviews. London: Sage Publications.
Flick, U. (2011) Your Research Project. London: Sage Publications.
Gill, J. and Johnson, P. (2010) Research Methods for Managers. London: Sage Publications.
Jankowicz, A. D. (2005). Business Research Projects. London: Thomson Learning.
Jesson, J. K., Matheson, L. and Lacey, F. M. (2011) Doing Your Literature Review. London:
Sage Publications.
Keleman, M. L. and Rumens, N. (2008). An Introduction to Critical Management Research.
London: Sage Publications.
Malhatra, N. K. (2007) Marketing Research: An Applied Orientation. New Jersey: Pearson.
McNiff, J. and Whitehead, J. (2009) Doing and Writing Action Research. London: Sage
Publications.
Moutinho, L. and Hutcheson, G. D. (2011) The Sage Dictionary of Quantitative Management
Research. London: Sage Publications.
Robson, C. (2002) Real World Research. Hampshire: John Wiley and Sons.
Saunders, M., Lewis, P. and Thornhill, A. (2009) Research Methods for Business Learners.
Harlow: Financial Times/Prentice Hall.
Thomas, R. and Lynn, P. (2009) Survey Research in Practice. London: Sage Publications.
Journals/newspapers:
• Journal of Mixed Methods Research;
• Journal of Advances in Management Research;
• Management Research Review;
• Organisational Research Methods;
• Qualitative Inquiry;
• Qualitative Research;
• Qualitative Research in Organisations and Management: An International Journal.
Websites:
• http://managementhelp.org
• http://www.referenceforbusiness.com
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UNIT 05: STRATEGIC FINANCIAL MANAGEMENT

Unit Reference Number	L/616/2727
Unit Title	Strategic Financial Management
Unit Level	7
Number of Credits	15
Total Qualification Time (TQT)	150 Hours
Guided Learning Hours (GLH)	75 Hours
Mandatory / Optional	Optional
Unit Grading Structure	Pass / Fail

Unit Aims
The aim of this unit is to enable learners to apply financial principles relevant to management
in an organisational context, including analytical techniques and theories/models of
management accounting, evaluation of budgetary processes, recommending funding
sources and appraising investment options.
Learning Outcomes and Assessment Criteria

Learning Outcome – The learner will:	Assessment Criterion – The learner can:
1. Be able to apply the tools and techniques of cost accounting.	1.1	Critically analyse the concepts, features and importance of cost accounting in an organisation.
1.2	Apply tools of costing design and costing systems to an organisation.
1.3	Recommend improvements to the costing and pricing systems of an organisation.
2. Be able to critically analyse the financial performance of businesses.	2.1	Analyse financial statements to assess the financial position of an organisation.
2.2	Recommend organisational decisions based on evaluation of financial statements using financial ratios.
2.3	Propose managerial recommendations on the strategic portfolio of an organisation based on financial analysis.
3. Be able to evaluate the budgetary processes of organisations.	3.1	Evaluate budgetary targets for an organisation.
3.2	Develop a master budget for an organisation.
3.3	Critically evaluate budget and budgetary processes in an organisation.
4. Be able to recommend effective long term and short-term sources of funding.	4.1	Assess the need for short term working capital and long- term funds for an organisation.
4.2	Appraise appropriate sources of short term and funds for an organisation.

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4.3	Justify choices of sources of funds using a range of criteria related to cost and risk.
5. Be able to critically appraise investment options.	5.1	Apply financial appraisal methods to analyse competing investment projects in different kinds of organisations.
5.2	Justify strategic investment decision for an organisation using relevant financial information.
5.3	Critically analyse strategic investment decisions using information.

Learning Outcomes to be met	Assessment Criteria to be covered	Assessment type	Word count (approx. length)
All 1 to 5	All ACs under LO 1 to 5	Coursework	4500 words

Indicative contents
• Introduction to financial and managerial accounting its purposes and financial strategy
formulation;
• Cost systems: Cost classifications in terms of object; function, product/service and
behaviour; opportunity cost, recording and analysing costs; job costing; batch costing;
process costing; contract costing; standard costing; variance calculations; variance
analysis and management by exception.
• Costing methods: absorption, marginal costing, activity-based costing (ABC); use in
calculating costs and pricing policy and their relationship to cost controls and pricing.
• Cost control of systems: cost centre; profit centres; investment centres; accountable
management; planning and control methods.
• Financial statements: estimates and assumptions relating to the profit and loss account;
balance sheet and cash flow statement.
• Financial ratios analysis, interpretation, decisions and limitations: employment of
financial ratios internally and externally; financial profiles of organisations; calculation of
key ratios reflecting business liquidity; efficiency and profitability.
• Budgets: types; flexible and fixed budgets; zero-based budgeting, budgeting process
from subsidiary/functional to master budget; relationship of budget to cost and quality
control, resource utilisation and profitability.
• Budgets monitoring and evaluations: budgeted and actual figures, accounting for and
investigating different kind of variances in budgetary controls; corrective action; human
behavioural issues relating to budgeting.
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• Sources of financial resources; types of funds: short term and long terms, sourcing
funds internally and externally; venture capitalists, leverages; risk, cost and control
issues with types of funding; techniques of selecting appropriate sources of funds for
different projects – comparison of costs, risk and controls.
• Managing working capitals and appraisal of investment options: capital and revenue
expenditure, risk, cost and controls; cash flow statements; time value of money;
different methods of project appraisal like: accounting rate of return; payback period
and cash flows; discounted cash flow – net present value and internal rate of return;
and allowance for inflation in money and real rates of discount, taxation and project
appraisal.
• Impacts of information and communication technology; global financial management;
using excel sheets in financial analysis, MIS and financial resource plaining and control.
Indicative Reading list
Core texts:
Atrill, P. and McLaney, E. (2006) Accounting & Finance for Non-specialists. (5th edition)
Harlow: FT Prentice Hall.
Chaffey, D., Bocij, P., Greasley, A. and Hickie, S. (2006) Business information systems:
technology, development and management for the e-business, (3rd edition), Harlow:
Financial Times Prentice Hall/Pearson Education.
Additional Reading:
Atrill, P. (2011) Financial management for decision makers. Harlow: FT Prentice Hall.
Atrill, P. and McLaney, E. (2006) Management Accounting for Decision Makers. Harlow:
Prentice Hall.
Berk, J. and DeMarzo, P. (2007) Corporate Finance. London: Pearson.
Brealey, R., Myers, S. and Marcus, A. (2007) Fundamentals of Corporate Finance. New
York: McGraw Hill Irwin.
Cox, D. and Fardon, M. (1997) Management of Finance. London: Osborne Books.

Dyson, J. R. (2004) Accounting for Non-Accounting Learners.
Prentice Hall.

6th Edition. Harlow: FT

Drury, C. (2009) Management Accounting for Business. 4th Edition. London: Cengage
Learning EMEA.
Lumby, S. and Jones, C. (2000) The Fundamentals of Investment Appraisal. London:
Thomson Learning.
Laudon, K. and Laudon J. (2007) Management Information Systems – Managing the Digital
Firm. 10th Edition. Harlow: Prentice Hall.
Monden, Y. (1995) Cost Reduction Systems: Target Costing and Kaizen Costing. New York:
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Productivity Press.
Marsh, C. (2009) Mastering Financial Management. Harlow: FT Prentice Hall.
Van Horne, J. and Wachewicz, J. (2009) Fundamentals of Financial Management. Harlow:
FT Prentice Hall
White, G. I., Sondhi, A. C. and Fried, D. (2003) The Analysis and Use of Financial
Statements. 3rd Edition. Hampshire: John Wiley and Sons.
Other Indicative Reading:
• Peer reviewed academic journals as Financial Management, Journal of International
Financial Management & Accounting, International Journal of Financial Management
and related.
• Online resources, corporate industry reports, the Institute of Certified Financial
Managers publications and relevant.
Journals/newspapers:
• The Financial Times;
• Management Accounting Quarterly;
• Financial Management;
• International Journal of Financial Management;
• Journal of International Financial Management & Accounting;
• Management Today;
• Strategic Finance;
Websites:
• Most of the professional accounting bodies in the UK have their own websites (CIMA,
ICA, CIPFA, AAT);
• www.aat.co.uk Association of Accounting Technicians;
• www.cimaglobal.com Chartered Institute of Management Accountants;
• www.cipfa.org.uk Chartered Institute of Public Finance and Accountancy;
• www.companies-house.gov.uk Companies House.
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UNIT 06: SUPPLY CHAIN AND OPERATIONS MANAGEMENT

Unit Reference Number	R/616/2728
Unit Title	Supply Chain and Operations Management
Unit Level	7
Number of Credits	15
Total Qualification Time (TQT)	150 Hours
Guided Learning Hours (GLH)	75 Hours
Mandatory / Optional	Optional
Unit Grading Structure	Pass / Fail

Unit Aims
The aim of this unit is to develop learners’ understanding of the concepts and models of
effective supply chain and operations management in competitive marketplaces using case
studies and real-world industry scenarios. Learners will develop an understanding of
operational processes, techniques, planning and control systems.
Learning Outcomes and Assessment Criteria

Learning Outcome – The learner will:	Assessment Criterion – The learner can:
1. Understand the relationship between supply chain management, operations management and organisational business objectives.	1.1	Critically explain the significance of effective supply chain and operational management in achieving organisational objectives.
1.2	Explain the relationship of supply chain management with other business functions in an organisation.
1.3	Critically analyse the key success factors that aid in developing an integrated supply chain strategy in an organisation.
2. Be able to critically analyse the role of technology in supplier relationships.	2.1	Critically evaluate factors and strategies that drive organisations to maintain supplier relationships.
2.2	Assess the use of information technology to create strategies to develop effective supplier relationships.
2.3	Recommend supplier relations systems to maintain relationships with suppliers.
3. Be able to critically analyse the importance of logistics and procurement in supply chain management.	3.1	Justify the importance and use of logistics in supply chain management in an organisation.
3.2	Evaluate the effectiveness of procurement strategies and procedures in an organisation.
3.3	Critically analyse factors that may improve logistics and procurement strategies in an organisation.
4. Be able to develop a	4.1	Design effective and economic order quantity for

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systematic order of procurement and inventory control.	procurements in an organisation.
4.2	Critically evaluate the role of the principles of LIFO and FIFO in inventory control.
4.3	Evaluate the just in time systems of managing inventory.
5. Be able to develop a strategy to improve an organisation’s supply chain.	5.1	Analyse factors involved in developing a strategy to improve an organisation’s supply chain.
5.2	Plan various supply chain strategies to improve an organisation’s supply chain.
5.3	Justify the choice of a supply chain strategy according to its suitability, feasibility, acceptability and overall performance benefits in an organisation.

Learning Outcomes to be met	Assessment Criteria to be covered	Assessment type	Word count (approx. length)
All 1 to 5	All ACs under LO 1 to 5	Coursework	4500 words

Indicative contents
• Supply chain and operations management: definition, aims, objectives, features;
importance of effective supply chain management; the relationship of supply chain
management with different areas of an organisation e g. operations, management,
administration, procurement; factors of successful supply chain management; basic
concepts as of supply chain and operational management e g. value chains;
• Supply chain and operations management relationship types: basic and critical
understanding of relationship between supply chain and operations management types;
alliances e g. strategic, adversarial, collaborative, developmental; business relationship
e g. supplier, business to business, business to consumer; networks e g. personal,
business; organisational; association e g. supplier association; supplier development;
intermediation and disintermediation; Key success factors that support to develop an
integrated supply chain strategy in an organisation: success factors identification and
critical analysis; cost reductions and customer service; demand fulfilment; time
compression; total ownership cost reduction; basic facilitators for effective supply chain
management e g. inventory, facilities, information, transportation, pricing, sourcing,
technology, customer services;
• Critically evaluate factors and strategies that drives organisation to maintain supplier
relationships: the conceptual understanding of information technology and supply chain
and operation management; the impact of globalisation; factors to adopt information
technology; the impact of IT on supplier relationship;
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• Analyse and use information technology to create strategies to develop effective
supplier relationships: the use of extranets, intranets, internets and virtual private
networks to manage order processing, supply chain integration, tracking system and a
comprehensive data interchange system on the web; supply and operational
management information exchange; dependencies on digital platforms.
• To propose and develop supplier relations systems to maintain relationships with
suppliers: contribution to business objectives information technology in supply and
demand management system; push and pull models; enterprise resource planning;
efficient consumer response; vendor managed inventory; global supply chain and
operations management;
• Critical explanation of the importance and use of logistics in supply chain management
in an organisation: logistics e g. features in a changed global business organisational
context; interrelationships with supply and operational chain management; logistics
planning; control and functioning of product movement and storage; raw materials
management; operational activities and marketing; product supply and information
circulation; aspects covering product supply and use;
• Evaluation of effectiveness of procurement strategies and procedures in an
organisation: the key aspects of procurement; the selection of suppliers; policies of
procurement; optimal procurement; quality; reliability;
• Critical analysis and discussion of factors to improve logistics and procurement
strategies: factors of logistics and procurement strategy improvement; the role of
external factors; internal factors as related to logistics and procurement; the role of
stakeholders and beneficiaries; the development of logistics and procurement
strategies;
• Discussing design effective and economic order quantity for procurements at an
organisation: definition, aims, objectives, features and importance of procurement
control; procurement control strategies; factors of procurement control;
• Critical evaluation of the role of principles LIFO and FIFO in inventory control: inventory
management; shipment; lead time reduction; lean organisational control; online
business communities; information sharing; online inventory management; LIFO (Firstin-first-out), FIFO (Last-in first-out) and AVCO (Average cost or weighted cost) e g.
definition, characteristics, capacities; effectiveness in changed global environments;
roles in managing inflation, taxation and cost flow;
• Evaluation of the system just in time systems of managing inventory: Just in Time (JIT)
qualifications e g. definition, features, capacities, tools and procedures; transaction cost
reduction; purchasing capacities improvements; purchase scheduling; order
processing; tracking;
• Analysing factors and contextual environment of supply chain: strategic implementation
of stock holding reduction strategies; waste reduction strategy implementation; labour
cost reduction strategies; manufacturing facilities improvement; on time supply;
customer service improvement; factors related to supply chain e g. marketing, financial,
sales, manufacturing, human resources; operational;
• Planning and developing various options of supply chain strategies to improve an
organisation’s supply chain: planning of effective SCM; managerial skill enhancements;
the importance of effective planning and management; material management; logistics
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management; physical distribution management; upstream and downstream supply
chain management;
• Justifying the choice of supply chain strategy: supply chain choice strategies; the
assessment of strategies; strategic suitability; strategic feasibility; acceptability of
strategies; supply chain performance improvement in an organisation;
• Developing metrics to monitor effectiveness and efficiency of a supply chain strategy:
critical knowledge on supply chain strategy monitoring metrics; operational
understandings; metrics or measurements of supply chain e g. Cycle Time, Inventory
Turns, Fill Rate and DPMO; successful application of these metrics in production,
procurement, inventory, distribution, customer service, warehousing, transportation;
• Plans to overcome barriers of supplying chain improvement strategy: strategic supply
chain improvement barrier identification; problems of cash flow; lack of efficiencies in
inventory management; distribution network inappropriateness; distribution strategy
ineffectiveness; logistical activity trade-offs e g. reducing transportation costs, inventory
holding cost reduction; ineffective supply chain information sharing;
• Propose a resource and time plan: problem identification for SCM strategy
implementation; strategic resource allocation plan; strategic time management plan;
understanding the development areas of an organisation; comprehensive strategic
management plan implementation for SCM covering areas as production management,
distribution management, channel management, inventory management, customer
service management, financial management, payment management, supplier
management, and transportation management.
Indicative Reading list
Core texts:
Hugos, M. H. (2011) Essentials of Supply Chain Management. Chichester: Wiley.
Myerson, M. (2012) Lean Supply Chain and Logistics Management. New York: McGraw- Hill
Books.
Additional Reading:
Bowersox, D., Closs, D. and Cooper, M. B. (2002) Supply Chain Logistics Management.
New York: McGraw Hill Books.
Chaffey, D. (2009) E-Business and E-Commerce Management: Strategy, Implementation
and Practice. Harlow: Financial Times/Prentice.
Chopra, S. and Meindl, P. (2004) Supply Chain Management, Strategy, Planning and
Operation. Harlow: Pearson Education Limited.
Christopher, M. (2013) Logistics and Supply Chain Management. Oxford: Butterworth
Heinemman.
Mahadeva, B. (2010) Operations Management: Theory and Practice. New Delhi: Dorling
Kindersley (pvt.) Limited.
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Sheffi, Y. (2005) The Resilient Enterprise: Overcoming Vulnerability for Competitive
Advantage. Cambridge, MT: MIT Press.
Stadtler, H. and Kilger, C. (2008) Supply chain management and advanced planning:
Concepts, models, software and case studies. Hamburg: Springer.
Turban, T., Lee, J. K., King, D., Liang, T. P. and Turban, D. (2010) Electronic Commerce
2010: A Managerial Perspective. 6th Edition. New York: Pearson Education.
Journals/newspapers:
• The Financial Times very often publishes articles and news on supply and operations
management;
• European Journal of Purchasing and Supply Management;
• Journal of Operations Management;
• Supply Chain Management: An International Journal;
Websites:
• www.cips.org Chartered Institute of Purchasing and Supply;
• www.iwvaluechain.com Industry Week’s The Value Chain;
• www.som.cranfield.ac.uk the Cranfield Centre for Logistics and Supply Chain
Management (CLSCM);
• www.logistics.about.com/mbody News about logistics and the supply chain;
• www.supplymanagement.com details of industry focused supply chain news and
updates.
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UNIT 07: ENTERPRISE AND ENTREPRENEURSHIP

Unit Reference Number	Y/616/2729
Unit Title	Enterprise and Entrepreneurship
Unit Level	7
Number of Credits	15
Total Qualification Time (TQT)	150 Hours
Guided Learning Hours (GLH)	75 Hours
Mandatory / Optional	Optional
Unit Grading Structure	Pass / Fail

Unit Aims
The aim of this unit aim is to introduce learners to the basics of business processes and
strategies related to enterprise and entrepreneurship, developing knowledge of enterprise
and entrepreneurship in global contexts.
Learning Outcomes and Assessment Criteria

Learning Outcome – The learner will:	Assessment Criterion – The learner can:
1. Be able to critically analyse the concepts and process of entrepreneurship.	1.1	Critically analyse the nature, characteristics and challenges of establishing different kinds of enterprise.
1.2	Critically assess own entrepreneurial skills and attributes.
1.3	Evaluate what makes a successful commercial or social entrepreneur.
2. Be able to evaluate innovative and entrepreneurial management processes for a project or organisation.	2.1	Evaluate methods for encouraging creativity and innovation in organisations.
2.2	Evaluate potential creative and innovative management ideas.
2.3	Critically discuss how to lead others to positively embrace innovation and change.
3. Be able to critically assess proposals developed from new ideas.	3.1	Analyse business ideas.
3.2	Evaluate production, and marketing feasibility of new business ideas.
3.3	Produce business planning forecasts using financial techniques.
4. Be able to develop a business plan.	4.1	Develop a business plan for a new business.
4.2	Develop a marketing plan for a new business.
4.3	Develop a control and monitoring mechanism for the business plan.

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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 to be met	Assessment Criteria to be covered	Assessment type	Word count (approx. length)
All 1 to 4	All ACs under LO 1 to 4	Coursework	4500 words

Indicative contents
• Nature, characteristics and challenges of entrepreneurship: establishing different kind
of enterprise; business skills and attributes; skills envisaged for new ideas: e g.
paperwork, sales, marketing, finance, production, purchasing; business law; obtaining
supplies; maintaining equipment; monitoring quality; getting publicity; writing
promotional materials; strategic thinking; communication; dealing with stakeholders;
negotiation; decision making; problem solving; delegation; to support creative and
innovative and entrepreneur management processes for a project or organisation; key
factors of a successful commercial or social entrepreneur.
• Types of innovation: product development; market development; business model
innovations; increasing efficiency and developing cost advantage, e g. outsourcing,
changing production methods, remodelling the supply chain, electronic ordering and
invoicing; improving processes; taking calculated risks; having a positive attitude; being
motivated and dedicated; flexibility and adaptability; intuitiveness; the drive to succeed
and grow; openness to change; having the vision and capacity to inspire;
• Selection and development of ideas: ideas – value chain; inside/outside; crosspollination; selection; development; diffusion; role of incubation; need to be systematic;
adopting appropriate style for different circumstances; influencing and motivating others
– methods of rewarding staff for appropriate behaviours; effecting change
management; influence of vision and mission; concept that policies and procedures are
supported by a culture that reinforces consistently what the organisation is about;
• Tools for creative and innovative solutions: theory and application of lateral thinking;
visioning and problem-solving techniques; theory and use of analytical tools –sources
of business ideas; PESTLE (political, economic, social, technological, legal,
environmental) analysis; cost-benefit analysis; decision-making processes and styles;
• Risks: risk analysis; risk management techniques;
• Sources of business ideas: process of idea development; Stage Gate Model; methods:
e g. theoretical models, e g. Graham Wallas (1926) Preparation (definition of issue,
observation, and study); incubation (laying the issue aside for a time); illumination (the
moment when a new idea finally emerges); verification (checking it out); Anderson and
West’s four factor theory of group climate for innovation: vision, participative safety,
task orientation and support for innovation; cultivating own imagination and curiosity;
use of mind-maps; problem-solving exercises; overcoming barriers to creativity; the
journalistic six (asking who, why, what, where, when, how);
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• Common elements in theoretical models: preparation including use of observation;
imagination and curiosity creating store of concepts; analysis of problem; generation of
ideas through seeking links between concepts; harvesting of ideas; enhancing and
evaluating of ideas;
• Market research: types of research as primary, secondary;
• Purposes for micro start-up business: reduce risks; convince sponsors; make first link
with potential customers; use of tools to analyse production, and marketing feasibility of
the new business idea business planning forecasts using financial techniques; cash
flows; use different methods of evaluations of projects (accounting and time value of
money based);
• The nature and purpose of intellectual property rights; patents; copy rights; trademarks;
trade secrets; product vs. process patents;
• The eight categories of copyright works and the distinction between authorial and
entrepreneurial works; and moral rights; infringement of copyright: the need for
copying; primary and secondary infringing acts.
• The basic requirements of EU law in relation to the registration of
trademarks; registerable marks; absolute and relative grounds of refusal/objection; the
requirement for a mark to be used or intended to be used on particular goods or
services and the significance of the description of goods or services on the register.
• The requirements for an invention to be patented: patentable subject-matter; industrial
applicability; novelty and inventive step;
• An overview of patent application procedure including: the contents of a patent and the
legal requirements for the specification and claims; the role of qualified patent agents in
drafting patent specifications; and the options for obtaining patent protection nationally
throughout Europe and worldwide;
• Elements of a business plan: mission, vision, objectives and type of company;
organisation charts; sources of funds; brief feasibilities (market, competition, business,
financial, production & technical, HR) and resource needs; legal business formats for
small business: e g. sole trader, partnership, private limited company, social enterprise
formats, partnership; private limited company, social enterprise formats;
• Business plan headings: executive summary; vision; purpose; summary of proposition;
• Outline of rewards; management: goals, risks to business, skills requirements, legal
structure, professional advisors;
• Summary of finance: profit and loss forecast; cash-flow forecast; break-even analysis;
• Funding required: purpose; timing of requirements; preferred sources;
• Summary of markets and competition: local business environment; market research;
marketing; promotion;
• Production or service supply: supplies of materials; accommodation; equipment;
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• Market segmentation: definition; purpose; methods of segmenting a market e g.
demographic, lifestyle, geographic for consumer markets, size, industry for business
markets;
• Customer needs research: size of market; prices customers are prepared to pay; who
customers are; customers’ current and future requirements;
• Competitors research: who they are; why they are successful; why some are
unsuccessful;
• Marketing plan: market definition; proposed target market segments; demand for
product/service; competition; other external influences e g. trends, legislation;
marketing mix; market research; method; scale; findings; conclusions; sales forecasts;
promotion methods to be used; coordination with rest of marketing mix; image to be
developed; costs; schedule for proposed promotion campaign;
• Marketing tactics: marketing mix e g. product or service, place or distribution, price,
promotion; importance of designing marketing mix to meet customers’ needs;
• Sales plan: different ways to sell products or services; different selling methods and
how these will affect sales; how many sales of a product or service can be made; how,
where and when sales can be made;
• Control and monitoring mechanism for the business plan: schedules and Gant Charts;
organising for resources and procedures; key success factors and metrics; balance;
• Investor’s needs from potential investment opportunity: compelling idea; skills,
experience and knowledge; trust; business acumen; able to work with; robust
assessment of risks; good potential return on investment;
• Investment Planning stage of the pitch: gather supporting evidence; identify and
overcome risks; determine amount of finance needed; assess return on investment
(ROI); design presentation of business and financial plan; select and become familiar
with venue for meeting;
• Structure of presentation: introductions; outline of idea; main points in logical order;
questions; courteous close;
• Visual aids: presentation software; handouts; selection of key parts of plan; use of
graphics;
• Presentation skills: personal presentation to portray desired image as dress,
professional manner; importance of appearing to be confident; importance of honesty;
importance of being fluent about content of pitch; importance of practising presentation;
importance of portraying energy, enthusiasm and commitment;
• Negotiation: identification of expected questions; robustness of evidence of market;
own skills and expertise; security of supply; assumptions behind sales forecasts and
return on investment calculations; capacity to meet high demand etc; techniques for
handling challenging questions; having a bottom line for level of sponsorship.
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Indicative Reading list
Core Texts:
Burns, P. (2007) Entrepreneurship and Small Business. Hampshire: Palgrave.
Barrow, P. (2008) The Best-laid Business Plans. London: Virgin.
Bently, L. (2008) Intellectual Property Law. Oxford: Oxford University Press.
Ford, B. R., Bornstein, J. M., Pruitt, P. T. and Young, E. (2010) The Ernst & Young Business
Plan Guide. Chichester: John Wiley & Sons.
Green, J. (2005) Starting your own business. New York: How to Books.
Jones, P. (2007) Tycoon. Montessori, M: Hodder and Stoughton.
Mair, J. (2006) Social Entrepreneurship. Hampshire: Palgrave Macmillan.
Mawson, A. (2008) The Social Entrepreneur, making communities work. London: Atlantic
Books.
Rae, D. (2007) Entrepreneurship: From opportunity to action. Hampshire: Palgrave
Macmillan
Reuvid, J. (2006) Start-up and run your own business. London: Kogan Page.
Robinson, K. (2005) The element: How finding passion changes everything. London:
Penguin.
Stokes, D. and Wilson, N. (2006) Small business management and entrepreneurship.
London: Thomson.
World Intellectual Property Organisation (WIPO) (2012) The enforcement of intellectual
property rights-A case book. Retrieved from:
http://www.wipo.int/edocs/pubdocs/en/intproperty/791/wipo_pub_791.pdf
Additional Reading:
Barringer, B. R. and Ireland, D. (2009) Entrepreneurship: Successfully launching new
ventures. Boston: Pearson Education.
Alinsky, S. D. (1999) Rules for radicals. Westminster: Random House.
Burgh, B. (2007) The go-giver. New York: Portfolio Hardcover.
Claxton, G. (2000) Hare brain, tortoise mind: How intelligence increases when you think
less. London: Ecco.
Gittomer, J. (2003) The sales Bible: The ultimate sales resource. Hoboken, N.J.: John Wiley
& Sons.
Gladwell, M. (2002) The tipping point: How little things can make a big difference. London:
Back Bay Books.
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Godin, S. (2005) Purple Cow. London: Penguin.
Godin, S. (2008) Tribes. London: Paitkus Books.
Kirby, D. (2002) Entrepreneurship. Maidenhead: McGraw-Hill Higher Education.
Mawson, A. (2008) The social entrepreneur: Making communities work. London: Atlantic
Books.
Semler, R. (2001) Maverick!: The success story behind the world’s most unusual workplace.
Harlow: Random House Business Books.
Vaynerchuck, G. (2009) Crush it!: Why now is the time to cash in on your passion. New
York: Harper Studio.
Weinber, T. (2009) The new community rules: Marketing on the social web. Farnham:
O’Reilly Media.
West, C. (2008) Think like an entrepreneur, your psychological toolkit of success. Harlow:
Prentice Hall.
Journals/newspapers:
• Journal of Social Entrepreneurship;
• International Journal of Social Entrepreneurship and Innovation;
• Journal of Innovation and Entrepreneurship;
• Journal of Entrepreneurship;
Websites:
• http://www.epo.org/index.html
• www.businessballs.com
• www.businesslink.co.uk
• www.directedcreativity.com
• www.enchantedmind.com
• www.hypohoist.co.uk
• www.orkneyrose.com/about
• www.sfedi.co.uk
• www.socialenterprise.org.uk
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UNIT 08: GLOBALISATION AND CORPORATE GOVERNANCE

Unit Reference Number	L/616/2730
Unit Title	Globalisation and Corporate Governance
Unit Level	7
Number of Credits	15
Total Qualification Time (TQT)	150 Hours
Guided Learning Hours (GLH)	75 Hours
Mandatory / Optional	Optional
Unit Grading Structure	Pass / Fail

Unit Aims
The aim of this unit is to develop learners’ understanding of the effect of legislation, ethics,
and global integration on decisions, corporate governance, policies, processes and activities
undertaken by organisations.
Learning Outcomes and Assessment Criteria

Learning Outcome – The learner will:	Assessment Criterion – The learner can:
1. Be able to critically discuss the impacts of globalisation on organisations.	1.1	Analyse the effects of globalisation on organisations operating nationally using PESTLE approach.
1.2	Evaluate the role of the EU on organisations with global presence.
1.3	Explain the roles and responsibilities of international organisations for harmonising business practice globally.
2. Be able to critically discuss the socio cultural, ethical and moral issues that affect global organisations.	2.1	Critically analyse various socio-cultural, ethical and moral factors that may affect global organisations.
2.2	Compare and contrast organisational approaches to ethically manage globally diverse workforce.
2.3	Critically discuss the roles and responsibilities of global organisations to improve workforce welfare.
3. Be able to analyse the role of corporate governance in global organisations.	3.1	Justify the significance of responsible corporate governance in global organisations.
3.2	Critically analyse the regulatory requirements that shape corporate governance in global organisations.
3.3	Critically evaluate the impact of regulatory requirements on corporate stakeholders’ interests in a global organisation.
4. Be able to critically discuss International	4.1	Analyse the significance of national and international legal frameworks covering consumer protection laws.

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Consumer Protection laws.	4.2	Examine key international consumer protection laws that may affect the operations of a global organisation.
4.3	Evaluate the measures that exist in a global organisation to protect consumers’ interests.
5. Be able to critically analyse regulations related to online trading.	5.1	Analyse the significance of the UK legislations related to online trading.
5.2	Determine the actions that need to be taken by organisations to ensure they are adhering to the key online trading legislations.

Learning Outcomes to be met	Assessment Criteria to be covered	Assessment type	Word count (approx. length)
All 1 to 5	All ACs under LO 1 to 5	Coursework	4500 words

Indicative contents
• International business environment – PESTLE (political, economic, social, technical,
legal, environmental) analysis; market size; economies of scale;
• Multinational corporations: transnational corporations; international institutions – World
Trade Organisation (WTO), World Bank, International Monetary Fund (IMF),
Organisation for Economic Co-operation and Development (OECD), the Group of
Twenty (G-20);
• Global financial stability: capital investment; emerging economies (tiger economies,
BRIC economies); European Union (EU); corporate values; corporate social
responsibility; fair trade; transfer pricing;
• outsourcing; developing world production; human rights; child labour; intellectual
property (copyrights, trademarks, patents); corruption; pariah states; piracy;
counterfeiting; hegemony; cultural imperialism; cultural factors.
• Social, cultural, ethical and moral issues: equal opportunities, diversity; disability;
discrimination; racism; harassment; bullying; whistleblowing; privacy; confidentiality (upto-date legislation covering these issues must be used); workforce profiling; dignity in
the workplace; multi-culturalism, stereotyping; labelling; prejudice, glass ceilings;
human rights; Citizen’s Charter, moral imperatives; value rigidity; empowerment;
management styles; work-life balance; childcare provision; professional development;
employee participation; ethical standards in business activities (finance, human
resources, marketing, dealing with stakeholders); affirmative action; codes of practice;
organisational policies; staff training.
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• Corporate governance: nature, purposes (direction, oversight, accountability); board
responsibilities; transparency; disclosure; objectivity; integrity; ethical behaviour;
organisational culture; stakeholders’ interests; principal/agent; governance controls
(internal, external); best governance practice
• Regulatory requirements: Cadbury report; Rutteman guidance; Greenbury report;
Hampel report; Turnbull report; Higgs report; Smith report; Companies Acts (2004,
2006); the 8th Company Law Directive of the European Union (2006), Sarbanes Oxley
Act (2002, US) – impact on domestic business; UK;
• Corporate Governance Code: stock exchange listing requirements; incorporation of
legal and regulatory requirements into organisational policies, practice and procedures.
• Environmental laws, issues: ecological and anthropocentric world views; climate
change e. g. Kyoto Protocol, Rio Earth Summit; carbon emissions; biodiversity;
environmental degradation; conservation; overpopulation; genetic engineering;
resource use; resource depletion; waste; pollution; externalities, public goods, free
goods; green accounting; balanced mandatory cards; corporate responsibilities; health
and safety at work; accident prevention; employment contract; employer’s duty of care;
occupational health
• Environmental legislation: EU legislation; UK legislation; environmental protection (air,
environmental permitting, land, waste, water, chemicals); noise and nuisance; climate
change; energy conservation (the most up-to-date legislation covering these issues
must be used)
• Consumer protection in the United Kingdom: Consumer Credit Act 1974; Unfair
Contract Terms Act 1977; Sale of Goods Act 1979; Unfair Terms in Consumer Contract
Regulations 1999; Office of Fair Trading; Trading Standards; Competition Commission;
English contract law; Consumer Protection from Unfair Trading Regulations 2008;
Control of Misleading Advertisements Regulations 1988 (comparative advertisements);
Supply of Goods (Implied Terms) Act 1973; Consumer Protection Act 1987;
• Cyber law or Internet law; Consumer Protection (Distance Selling) Regulations 2000;
Telecommunications (Data Protection and Privacy) Regulations 1999; Electronic
Commerce (EC Directive) Regulations 2002; EU’s Electronic Commerce Directive
2000; EU’s Electronic Commerce Directive 2000.
Indicative Reading list
Key Reading list:
There are no essential resources required for this unit. A set of resources are needed to
cover all LOs.
Additional Reading:

Bagley, C. E. (2012) The entrepreneur’s guide to business law.
Western.

Mason, Ohio: South

Bently, L. (2008) Intellectual property law. Oxford: Oxford University Press.
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Coteanu, C. (2005) Cyber Consumer Law and unfair trading practices: Unfair commercial
practices (Markets and the Law). Kent: Ashgate Publishing.
Crane, A. and Matten, D. (2010) Business ethics: Managing corporate citizenship and
sustainability in the age of Globalisation. Oxford: Oxford University Press.
Mallin, C. A. (2009) Corporate governance. Oxford: Oxford University Press.
Solomon, J. (2010) Corporate governance and accountability. Hampshire: John Wiley and
Sons.
MacIntyre, E. (2012) Business Law. Harlow: Pearson.
Cross, F. and Miller, R. (2014) The legal environment of business: Text and cases. Mason:
Cengage Learning.
Worthington, I. (2009) The business environment. Harlow: FT Prentice Hall.
Journals/newspapers:
• International Journal of Corporate Strategy and Social Responsibility;
• Journal of Business Law & Ethics;
• Journal of Business Ethics.
• The Economist (The Economist Newspaper Ltd) has articles on corporate
responsibility and governance from time to time;
• The Times (Times Newspapers Ltd) has a specialist section on human resource
related topics that it publishes once a week;
Websites:
• http://www.wto.org
• www.businesslink.gov.uk
• www.europa.eu
• www.frc.org.uk
• www.imf.org
• www.netregs.gov.uk
• www.oecd.org
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UNIT 09: STRATEGIC CHANGE MANAGEMENT

Unit Reference Number	R/616/2731
Unit Title	Strategic Change Management
Unit Level	7
Number of Credits	15
Total Qualification Time (TQT)	150 Hours
Guided Learning Hours (GLH)	75 Hours
Mandatory / Optional	Optional
Unit Grading Structure	Pass / Fail

Unit Aims
The aim of this unit is to develop learners’ understanding of classic and contemporary
theories of change management and how they apply to contemporary organisations in the
globalised world, with the identification and use of change models. Learners will understand
the personal characteristics of change agents as well as the evaluation and development of
leadership skills to meet current and future change management roles.
Learning Outcomes and Assessment Criteria

Learning Outcome – The learner will:	Assessment Criterion – The learner can:
1. Be able to evaluate change agents’ knowledge, attributes skills and development.	1.1	Critically analyse the relationship between leadership and change agents.
1.2	Critically analyse the characteristics and attributes of change agents.
1.3	Critically evaluate the effectiveness of change agents.
2. Be able to critically analyse approaches to organisational change and their processes.	2.1	Critically evaluate change theories, tools and techniques.
2.2	Evaluate the internal and external triggers of change that may impact on an organisation.
2.3	Develop a change management strategy for an organisation taking stakeholders into account.
3. Be able to create a plan and implement effective change within an organisation.	3.1	Assess and select relevant tools and techniques to implement and manage change.
3.2	Develop a plan to implement a change in an organisation.
3.3	Develop measures to monitor and evaluate progress of the change plan.
4. Be able to analyse stakeholder responses to	4.1	Assess possible risks associated with an organisations’ change process.

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organisational change.	4.2	Apply a stakeholder analysis to understand possible resistance to change.
4.3	Critically appraise relevant strategies to manage resistance to change in organisations.
5. Be able to involve functional areas in an organisation’s change management.	5.1	Explain the relationship between management disciplines and effective organisational change.
5.2	Critically analyse the role of various business functions/departments within change management.
5.3	Evaluate an integrated change management plan for an organisation.

Learning Outcomes to be met	Assessment Criteria to be covered	Assessment type	Word count (approx. length)
All 1 to 5	All ACs under LO 1 to 5	Coursework	4500 words

Indicative contents
Be able to evaluate change agent’s knowledge, attributes skills and development
• Characteristics of effective change agents: attitudes, values and behaviour of change
agents’ e.g. courageous leadership, recognise growth opportunities; demonstrates
flexibility and resilience; explores alternative perspectives
• Self-reflection: This includes reflecting on your own attitudes, values and behaviour and
identifying areas of change required to be an effective change agent
• Practical application: evaluate the effectiveness of a change agent’s knowledge skills
and competencies and action plan and developing relevant skills and competencies.
Be able to apply approaches to organisational change and relevant processes
• Principles of change: Understand the basic principles of organisational change such as
systematic change for the humans, start at the top, involve all the levels, effective
communication, create clear responsibilities, consider cultural aspects, prepare for the
contingencies, individual focus, etc.
• Different approaches to organisational change: This includes in depth understanding of
principles of change, organisational change processes and the different approaches
possible
• Causes of change: Explain external and internal triggers of change and innovation:
changes in markets, economic downturns, legislation, demographics, mergers and
acquisitions, re-engineering, TQM, organisational constraints e.g. human and financial
resources etc. Appraise these triggers of change and innovation
• Practical application: Identify and appraise real life examples of the organisational
change process
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Be able to independently create a plan to implement effective change within an
organisation
• Change models: 7-S seven step model, Lewin’s three step change models, Kotter,
Kuber-Ross, ADKAR etc.
• Tools and techniques for organisational change management: pay off matrix, threat/
opportunity matrix, stakeholder analysis/ influence, backwards imaging, attitude
charting, risk management, teambuilding etc.
• Influences on change: impact of external factors such as globalisation, mergers and
acquisitions, exchange rate changes etc. on organisations. Internal factors such as
culture, attitude, resources, etc. also should be considered
• Measuring progress: goal and process based evaluation, outcome based evaluation,
quality circles, milestones, benchmarks etc.
Be able to identify stakeholders affected by organisational change
• Potential resistance to change: organisational culture and behaviour, organisational
policies, power and the influence of individuals and groups
• Types of conflicts: inter-personal, intra personal, inter group
• Sources of conflicts: poor communication, poor leadership, different styles, conflicting
personalities, different perceptions, conflicting goals, limited resources capabilities
• Managing conflicts: Integrating; obliging; avoiding; compromising
• Practical application: Appraise real life examples of the change process and its
implementation
Be able to involve functional areas in an organisation’s change management
• Integration of all disciplines: finance, HRM, marketing, IT, operations, quality and
business strategy and impact analysis
• Communication with all internal stakeholders
• Appraise methods by which this integration could be achieved, using real life examples
Indicative Reading list
Key Reading: There are no essential resources required for this unit. A set of resources
is needed to cover all LOs.
Carnall C. (2007). Managing Change in Organisations, 5th Edition (Financial Times/
Prentice Hall, ISBN 0273704141
Other indicative reading:
Mullins, L. J. (2013) Management and Organisational Behaviour, (latest edition) FT Prentice
Hall
Cottrell, S. (2010) Skills for Success: Personal Development and Employability. 2nd Edition.
Palgrave Macmillan
Gold, J., Thorpe, R., and Mumford, A. (2010) Leadership and Management Development.
CIPD
Burnes, B. (2004) Managing Change: A Strategic Approach to Organisational Dynamics.
ISBN-13: 978-0273683360
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Journals/newspapers
• Journal of Organisational Change Management
• International Journal of Strategic Change Management
• Journal of Leadership Studies
• International Journal of Corporate Strategy and Social Responsibility;
Websites
• http://www.personalityexplorer.com/
• http://changingminds.org/
• http://www.mindtools.com
• http://www.wto.org
• www.businesslink.gov.uk
• www.europa.eu
• www.frc.org.uk
• www.imf.org
• www.netregs.gov.uk
• www.oecd.org
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UNIT 10: STRATEGIC MARKETING

Unit Reference Number	Y/616/2732
Unit Title	Strategic Marketing
Unit Level	7
Number of Credits	15
Total Qualification Time (TQT)	150 Hours
Guided Learning Hours (GLH)	75 Hours
Mandatory / Optional	Optional
Unit Grading Structure	Pass / Fail

Unit Aims
The aim of this unit is to develop learners’ understanding of the concepts, methods and
technical aspects of strategic marketing and the challenges associated with marketing in
today’s business environment, including how a strategy combines product development,
promotion, distribution, pricing, relationship management and other elements.
Learning Outcomes and Assessment Criteria

Learning Outcome – The learner will:	Assessment Criterion – The learner can:
1. Be able to critically analyse the principles of strategic marketing management.	1.1	Critically evaluate the nature and purpose of strategic marketing in an organisation.
1.2	Critically analyse and apply different marketing concepts in a range of organisational contexts.
1.3	Explain the processes involved in strategic marketing.
2. Be able to apply tools for analysing the business environment in strategic marketing.	2.1	Develop SMART strategic marketing objectives for an organisation.
2.2	Critically review the external and competitive environment in which an organisational performs.
2.3	Draw conclusions about the internal and stakeholder environment in which an organisational performs.
3. Be able to critically discuss market segmentation, targeting and brand positioning.	3.1	Critically discuss market segments for an organisational context.
3.2	Evaluate targeted segments for an organisational context.
3.3	Design a differentiated brand position for targeted segments for an organisational context.
4. Be able to critically analyse the integrated marketing mix.	4.1	Evaluate the significance of the integrated marketing mix for an organisational context.
4.2	Design an effective marketing mix for an organisational context.

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4.3	Critically analyse the relationship between the product lifecycle and the marketing mix for an organisational context.
5. Be able to critically analyse brands in a business context.	5.1	Critically analyse the nature of brands and the significance of branding.
5.2	Critically discuss the need for integration between the brand pyramid, the brand’s positioning and brand management.
5.3	Demonstrate how branding is used to strengthen a business or product.

Learning Outcomes to be met	Assessment Criteria to be covered	Assessment type	Word count (approx. length)
All 1 to 5	All ACs under LO 1 to 5	Coursework	4500 words

Indicative contents
• Critically discuss the nature and purpose of strategic marketing in an organisation:
strategic marketing e g. definition, concepts, aims, objectives, importance; the
interrelationships between strategic marketing and business organisation;
• Analysis and application of different marketing concepts in different organisational
contexts: strategic marketing concepts of Philip Kotler, Peter Doyle, Hugh Davidson,
Malcolm McDonald and others; strategic marketing features; attachments with corporate
strategies as defined by Michael Porter; organisational structures; dynamic strategies as
featured by Carpenters and Sanders; attachments with mission statements; ethics and
corporate responsibilities; knowledge management systems; systematic approaches,
necessities of strategic marketing in an organisation; activity integration, scheduling and
sequencing; resource demands; time scaling; control and monitoring elements;
• Explanation of the processes involved in strategic marketing: the definition, role and
importance of process in strategic marketing; planning processes of strategic marketing
with contributions or Malcolm McDonald and Peter Doyle; strategic marketing analysis;
factor analysis; option evaluation; objective setting of marketing strategy; perceptual
mapping; choice; control; formulation; implementation;
• Developing SMART strategic marketing objectives for an organisation: situation analysis
of market, industry and organisation environment; conduct and performance; SMART
(specific, measurable, achievable, realistic and time bound); portfolio analysis
techniques: Ansoff matrix, BCG matrix, Product Life Cycle model; Porter’s Five Forces
model; PEST (political, economic, social, technological) analysis; marketing audit;
• Assessing and evaluating external and competitive environment in which an
organisational performs: supply to demand environment shift; competition; globalisation;
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new constraints; fashionisation of markets; micro-markets; expectations rising;
technological change; importance of customer service; commoditisation; brands erosion;
• Assessing and evaluating internal and stakeholder environment in which an
organisational performs: SWOT (strengths, weaknesses, opportunities and threats)
analysis of a business organisation; the role identification of stakeholders; measuring the
performances of stakeholders; marketing objectives focus; attachments with corporate
strategies; new product developments speed; customisation, information handling

abilities	to	gain	competitive	advantage;	timescales;	demands for	resources;
organisational structures;	budgets;	monitoring; control and	review	mechanisms;

innovation strategies; target markets; e-marketing position; mandatory focus; key market
segments; customers and other stakeholders partnerships;
• Identify and develop various options available within given constraints for an
organisation: relationship marketing e g. definitions; features; direct response marketing
strategies: new customers acquiring, offensive strategies, increasing customer purchase
frequency; defensive strategies; customer satisfaction; switching costs;
• Critically evaluate various options available within given constraints for an organisation:
strategy alternatives e g. features, identification; innovation strategies; market niche;
market leader; market challenger; market pioneer; market follower: late followers, close
followers; value-based, defensive and offensive marketing strategies General Electric
model; Porter’s generic strategies: focus, cost leadership and differentiation; competitive
advantage: H. Davidson, M. Porter; Shell directional policy matrix; market dominance
strategies; mandatory competences: G. Johnson and K. Scholes, G. Hamel and C. K.
Prahalad; investment opportunity evaluation: D. F. Abell and J. S. Hammond;
• Selection of competitive strategic marketing strategies: responses to strategic marketing;
emerging concepts or themes; globalisation impact, competitor weaknesses or
weaknesses; environmental factor importance; political environment related changes;
safety factors; the exchange rate; the state of the economy;
• Developing and discussing market segments, targeting and branding positioning of an
organisational context: market segments, targeting and branding positioning e g.
definitions, features, criteria, usefulness, adjustability in changed market and
organisational contexts;
• Evaluating and deciding about targeted segments for an organisational context: methods
of consumer market segmenting e g. demographic, geographic, behavioural,
psychographic, benefit, cultural, multi-variable account; targeting strategies e g. mass
marketing, direct marketing, niche marketing, differentiated market targeting strategies;
branding strategies e g. determination of brand objectives, brand positioning statement;
• Developing differentiated brand position for targeted segments for an organisational
context: marketing techniques; marketing objectives setting; marketing strategies;
targeting markets; segmenting markets: demographic, geographic, behaviour,
psychographic; profiling markets: profitability potential, revenue potential, market share
potential; positioning segmented markets: mass marketing, market leader or product line
extension or targeted marketing, direct or indirect sales;
• Analysing the significance of integrated marketing mix for an organisational context:
definition, aims, objectives, importance, application and usefulness of marketing mix;
• Developing effective marketing mix for an organisational context: the development of
effective marketing mix; understanding strategic marketing e g. definition; marketing mix
7 Ps; product/service marketing strategies; production; distribution; pricing; promotion:
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direct marketing, advertising, sales promotion, public relations, personal selling, people:
customer service, internal, intermediaries; processes; physical evidences, e-marketing
strategies; customer relationship management; resource requirements: people, financial
marketing; marketing activity strategies integration;
• Establishing linkage between product lifecycle and dynamics of marketing mix for an
organisational context: product life cycle e g. definition, characteristics, application in
changed market and organisational contexts; interrelationships between product lifecycle
and dynamics of marketing mix;
• Critical analysis factors of impacting successful implementation of marketing strategies:
understanding the interrelationships between strategic positioning and marketing tactics;
definition of strategic positioning; strategic choice; information analysis and collection;
marketing tactics; market development; product development; future position definition;
monitoring; implementation; market penetration; internal growth; product tactics: range,
selection, quality, branding; promotion tactics: product sampling, dealer loaders,
customer loyalty schemes, point of sale (POS) materials, extended credit; pricing tactics:
cost pricing, market pricing, skim pricing, penetration pricing, price discrimination; place
tactics: transport management, distribution channels, stock and handling, run through
times, terms of delivery;
• Organising for resources during implementations: understanding marketing options;
customer retention strategies: obtaining new customers, product bundling, cross-selling,
cross promotions, loyalty qualifications; customer life cycle value; Payne and
Ballantyne’s six markets model; personalised marketing;
• Monitoring the effectiveness of marketing strategies and qualifications: marketing
strategy monitoring and evaluation; understanding marketing strategy performance
indicator; early warning; tactics change; objective change; strategy change;
Indicative Reading list
Core Texts:
Aaker, D. A. and McLoughlin, D. (2010) Strategic Market Management: Global Perspectives.
Chichester: John Wiley & Sons.
Proctor, C. (2014) Strategic Marketing: An Introduction. Oxon: Routledge.
Additional Reading:
Bradley, F. (2005) International Marketing Strategy. New Jersey, FL: Prentice Hall.
Best, R. J. (2009) Market-based Management: Strategies for Growing Customer Value and
Profitability. 5th Edition. Harlow: Prentice Hall.
Chernev, A. (2009) Strategic Marketing Management.5th Edition. New York: Brightstar
Media.
Hastings, H. and Saperstein, J. (2007) Improve Your Marketing to Grow Your Business. New
York: Wharton School Publishing.
Hooley, G., Saunders, J., Piercy, N. F. and Nicoulaud, B. (2007) Marketing Strategy and
Competitive Positioning. 4th Edition. Harlow: Financial Times/Prentice Hall.
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Kotler, P. and Armstrong, G. (2008) Principles of Marketing. 13th Edition. New York: Prentice
Hall.
Kotler, P. and Keller, K. L. (2008) A Framework for Marketing Management. London:
Pearson Education.
Lambin, J. J. (2007). Market Driven Management: Strategic and Operational Marketing, 2nd
Edition, London: Palgrave Macmillan
McDonald, M. (2007) Malcolm McDonald on Marketing Planning: Understanding Marketing
Plans and Strategy, New York: Kogan-Page.
Mukerjee, K. (2007) Customer Relationship Management: A Strategic Approach to
Marketing, New Delhi: Prentice Hall of India.
Mullins, J. Walker, O. C. and Boyd, H. W. (2009). Marketing Management: A Strategic
Decision-Making Approach, 7th Edition, New York: McGraw-Hill Higher Education.
Palmer, R. Cockton, J. and Cooper, G. (2009) Managing Marketing: Marketing Success
Through Good Management Practice. Oxford: Butterworth-Heinemann.
Tollin, K. and Carù, A. (eds.) (2008) Strategic Market Creation: A New Perspective on
Marketing and Innovation Management. Chichester: John Wiley and Sons.
Winer, R. and Dhar, R. (2010) Marketing Management. 4th Edition. London: Pearson
Education.
Journals and Newspapers:
• European Journal of Marketing;
• International Journal of Research in Marketing;
• Journal of Interactive Marketing;
• Journal of Marketing Communications;
• Journal of Strategic Marketing;
• The Journal of Customer Behaviour;
• The Journal of Marketing;
• The Journal of Marketing Management;
• The Marketing Review;
Websites:
• Online resources as the following can be helpful. But, learners need to search for
information on diverse platforms covering both online and offline sources.
• www.bbc.co.uk The Learning Zone at BBC Education;
• www.direct.gov.uk Gateway to wide range of UK government information;
• www.statistics.gov.uk Detailed information on a variety of UK consumer
demographics;
• www.kpmg.co.uk www.ey.com.uk; www.pwcglobal.com; Major consultancy websites.
• www.en.wikipedia.org Articles on strategic marketing and further links;
• www.businessballs.com Management learning resources and articles and links on
strategic marketing
• Management;
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• www.idea.gov.uk Local Government Improvement and Development – developing a
strategic; communication strategy in the public sector which applies equally to the
private sector;
• www.managementhelp.com Articles on strategic marketing planning and further links;
• www.marketingpower.com American Marketing Association – marketing articles.
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UNIT 11: GLOBAL MARKETING STRATEGY

Unit Reference Number	D/616/2733
Unit Title	Global Marketing Strategy
Unit Level	7
Number of Credits	15
Total Qualification Time (TQT)	150 Hours
Guided Learning Hours (GLH)	75 Hours
Mandatory / Optional	Optional
Unit Grading Structure	Pass / Fail

Unit Aims
The aim of this unit is to develop learners’ understanding of issues facing contemporary
organisations in the globalised world, with the identification and use of global marketing
strategies, including issues related to internationalisation. Learners will explore how current
developments in innovation and design impact on mass customisation and marketing
strategies in organisations. The unit also covers the importance of patenting ideas, design
registration, trademarking and intellectual property on new products and services.
Learning Outcomes and Assessment Criteria

Learning Outcome – The learner will:	Assessment Criterion – The learner can:
1. Be able to critically evaluate the globalisation phenomenon.	1.1	Critically review the concept of globalisation
1.2	Evaluate reasons for companies to participate globally.
1.3	Discuss key drivers for participating globally and its impact on marketing for an organisation.
2. Be able to critically evaluate the global business environment.	2.1	Evaluate the internal business environment of global companies.
2.2	Evaluate the external business environment of global companies.
2.3	Critically analyse national and industry based competitive advantages.
3. Be able to analyse the internationalisation process for a range of companies in various global markets.	3.1.	Analyse the factors that can facilitate internationalisation for a selected organisation.
3.2.	Evaluate the issues and risks of internationalisation for a selected organisation.
3.3.	Propose measures to mitigate risks in internationalisation.
4. Be able to develop effective marketing strategies for global	4.1	Evaluate the global market potential for possible business expansion.
4.2	Critically analyse market information.

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markets.	4.3	Apply global segmentation, marketing mix and communication strategies to a global marketing strategy.
5. Be able to evaluate the importance of innovation protection for new products and services.	5.1	Critically discuss management of innovation of products and services in an international organisation.
5.2	Evaluate innovation protection methods for a new product or service.
5.3	Critically evaluate the risks associated with not protecting innovation.

Learning Outcomes to be met	Assessment Criteria to be covered	Assessment type	Word count (approx. length)
All 1 to 5	All ACs under LO 1 to 5	Coursework	4500 words

Indicative contents
Be able to assess and evaluate globalisation as a force
• Concept of internationalisation, globalisation, factors and drivers of globalisation,
models of globalisation.
• Globalisation is a debate advocates and critics
• Impact of globalisation on organisations, people and marketing strategies and other
functional areas
• Developed, developing, underdeveloped countries and Emerging markets
Be able to critically evaluate global business environment and competitions
• SLEPT factors: Before creating business plans or when evaluating existing ones, it is
important to ‘scan’ the external environment. This takes the form of SLEPT analysis,
i.e. an investigation of the social, legal, economic, political, and technological influences
on a business. In addition, it is also important to be aware of the actions of your
competitors. These forces are continually in a state of change
• Cultural impact on internationalisation: language barriers, attitude, religious beliefs, etc.
• Porters Model of competitive advantages of nationals and Porters five forces
Be able to determine the internationalisation process for a range of companies in
various global markets
• Choices of different modes of entry in international markets
• International marketing strategies: International markets could be exploited for
opportunistic global market development (diversifying markets);
• Following customers abroad (customer satisfaction); Pursuing geographic
diversification (climate, topography, space, etc.); Exploiting different economic growth
rates (gaining scale and scope);
• Exploiting product life cycle differences (technology); Pursuing potential abroad;
Globalising for defensive reasons; Pursuing a global logic or imperative (new markets
and profits)
OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | (RQF) SPECIFICATION
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Develop global business strategies
• Changing international environment: Understand the new trends in globalisation. The
theories of globalisation, issues and strategies should be discussed with regard to
entering international markets
• Ethnocentric and polycentric and geocentric strategies
• C factors (12‐c framework): To enter international markets the 12Cs should be
evaluated. They are Country. Culture. Concentration
• Channels. Commitment. Choices. Caveats. Communication. Currency.
• Contractual obligations: Capacity to pay, Control and coordination
• Standardisation v adaptation: When it comes to the international market entry
companies tend to standardise the product; however, to be successful the importance
of adapting to specific markets
Be able to develop and apply appropriate marketing strategies for global markets
• International market research; International market planning, strategic choice and
evaluation/control
• International Marketing analyses: International Marketing Mix analysis; International
• Global market segments
• Marketing communication: Wide access to internet, High technological devices, social
media, etc. has changed the communication and promotional strategies of companies
• Information required in developing a marketing strategy: Industry trends, rival
information, resource requirement, financial markets, government regulations,
demographic information, corporate financial performance indicators, internal
operations related data, corporate annual report, market analyses, stock market data,
governmental publications
Be able to understand the importance of innovation protection for new products and
services
• Ansoff’s matrix, product development and innovation management in international
organisations.
• Innovation protection: Patenting ideas, design registration, trade marking and
intellectual property
• Consequences of not protecting innovation: Imitation; lose competitive edge; Less
market recognition and corporate excellence. These should be explained with practical
examples
Indicative Reading list
Key Reading
There are no essential resources required for this unit. A set of resources is needed to
cover all LOs.
Czinkota, M., Ronkainen, I., Moffett, M., Marinova, S. and Marinov, M. (2009). International
Business. West Sussex: Wiley
Other indicative reading
Dicken, P. (2007) Global Shift: mapping the changing contours of the world economy.
London: Sage
OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | (RQF) SPECIFICATION
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Hamilton, L. and Webster, P. (2009) The International Business Environment. Oxford:
Oxford University Press
Held, D. McGrew, A. Goldblatt, D. and Perraton, J. (2000) Global Transformations: An
Introduction to the Globalisation Debate. Cambridge: Polity Press
Stonehouse, G., Campbell, D., Hamill, J. and Purdie, T. (2005) Global and Transnational
Business, West Sussex: Wiley
Peck, J. and Yeung, H. (2003) Remaking the Global Economy. London: Sage
Journals/newspapers
• Journal of International Business Studies
• International Journal of Cross Cultural Management
• International Journal of Corporate Strategy and Social Responsibility;
Websites
• http://www.mindtools.com
• http://www.wto.org
• www.businesslink.gov.uk
• www.europa.eu
• www.frc.org.uk
• www.imf.org
• www.netregs.gov.uk
• www.oecd.org
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IMPORTANT NOTE
Whilst we make every effort to keep the information contained in programme specification up
to date, some changes to procedures, regulations, fees matter, timetables, etc may occur
during the course of your studies. You should, therefore, recognise that this booklet serves
only as a useful guide to your learning experience. For updated information please visit our
website www.othm.org.uk.

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