Strategic Management Assignment Help

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Qualification - OTHM Level 7 Diploma In Strategic Management And Leadership

Unit Name - Strategic Management

Unit Reference Number - T/507/8228

Unit Level - Level 7

Unit Number - Unit 2

Assignment Title - Strategic Management

Unit Credit - Credit 15

Aim: To examine the principles of strategy and change management and provide learners with a critical understanding and ability to use various models of the strategy and change management process and the analysis of internal external environmental and resource variables.

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Learning Outcome 1: Critically review organisational strategic plans

Learning Outcome 2: Propose strategic options for an organisation.

Learning Outcome 3: Create a strategy implementation plan for an organisation.

Learning Outcome 4: Critically analyse the principal processes of organizational change.

Learning Outcome 5: Evaluate the implementation of strategic plans

Aim: To examine the principles of strategy and change management and provide learners with a critical understanding and ability to use various models of the strategy and change management process and the analysis of internal external environmental and resource variables.

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Indicative content

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

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

» Using a variety of tools to critically analyse internal business environment: internal organisational environment e g. definition, types, features and changes; internal management analysis; employee and management review; efficient communication rationale; strength analysis; weaknesses analysis; resource analysis; pricing strategies; strategic drift; product analysis; product life cycle analysis;

» To review the position of an organisation in its current market: market situation analysis; organisational position measurement; strategic business planning tools e g. SWOT (strength, weakness, opportunity and threats) analysis; Porter's Five Forces Analysis; value chain analysis; Boston growth-share (BCG) matrix; market equilibrium; market share; sustainable competitive advantage;

» To analyse the effects of exiting plans on organisation: organisational planning effects; organisational agreement between several organisations; communication with stakeholders; organisational planning development; objectives led management; guidelines; action planning; strategic and structure fit; Business Process Re-engineering; performance appraisal; policy development; systems of communication; realignment and focus;

» Identify and analyse mandatory competency and competitive advances of 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 smandatorycard analysis; sensitivity analysis; organisational integration; merger and acquisition; gap analysis; product portfolio;

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

» Developing appropriate vision, mission and strategic goals for an organisation: situational analysis; setting vision and mission targets; understanding organisational values; business environment outlining; conceptualising stakeholders;

» Proposing a suitable structure: stakeholders: identification, role analysis; comprehensive target setting for a business organisation; motivation to participate in strategic planning; strategy formulation; strategy implementation; monitoring and evaluation of stakeholders' performance;

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

» Carrying out force field analysis: organisational changes e g. definitions, processes, patterns; the identification of change forces; roles of change forces; factor identification; impact of globalisation;

» Using various change management models: change management models e g. identification, selection and use; in order to implement any change in an organisation; Lewin's Change Management Model; McKinsey 7-S Model; Kotter's 8 Step Change Model;

» Acquiring leadership and change agent skills: change agent skills e g, identification, appropriate selection and application; implementing a strategic change in an organisation; right attitude; appropriate knowledge; leadership and skills;

» 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.

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