Strategic Management and Leadership

FIND A SOLUTION AT Academic Writers Bay

OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | (RQF) SPECIFICATION(RQF) SPECIFICATION | AUGUST 2017 | VERSION 1.0 WWW.OTHM.ORG.UK PAGE 1 OF 61OTHM LEVEL 7DIPLOMA IN STRATEGICMANAGEMENT ANDLEADERSHIPQualification Number: 603/2181/7(RQF) Specification | August 2017 | Version 1.0OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | (RQF) SPECIFICATION(RQF) SPECIFICATION | AUGUST 2017 | VERSION 1.0 WWW.OTHM.ORG.UK PAGE 2 OF 61TABLE OF CONTENTSQUALIFICATION OBJECTIVES ………………………………………………………………………………. 3QUALITY, STANDARDS AND RECOGNITIONS………………………………………………………… 3REGULATORY INFORMATION ………………………………………………………………………………. 3EQUIVALENCES …………………………………………………………………………………………………… 4QUALIFICATION STRUCTURE……………………………………………………………………………….. 4DEFINITIONS ……………………………………………………………………………………………………….. 4ENTRY REQUIREMENTS ………………………………………………………………………………………. 5PROGRESSION ……………………………………………………………………………………………………. 5DELIVERY OF OTHM QUALIFICATIONS …………………………………………………………………. 5ASSESSMENT AND VERIFICATION ……………………………………………………………………….. 6RECOGNITION OF PRIOR LEARNING AND ACHIEVEMENT……………………………………… 6EQUALITY AND DIVERSITY…………………………………………………………………………………… 6CONTACT DETAILS………………………………………………………………………………………………. 7UNIT SPECIFICATIONS…………………………………………………………………………………………. 8UNIT 01: PROFESSIONAL DEVELOPMENT AND COMMUNICATION SKILLS…………… 9UNIT 02: STRATEGIC MANAGEMENT ……………………………………………………………….. 14UNIT 03: STRATEGIC HUMAN RESOURCE MANAGEMENT ………………………………… 19UNIT 04: ADVANCED BUSINESS RESEARCH METHODS ……………………………………. 24UNIT 05: STRATEGIC FINANCIAL MANAGEMENT ………………………………………………. 28UNIT 06: SUPPLY CHAIN AND OPERATIONS MANAGEMENT ……………………………… 32UNIT 07: ENTERPRISE AND ENTREPRENEURSHIP …………………………………………… 37UNIT 08: GLOBALISATION AND CORPORATE GOVERNANCE…………………………….. 43UNIT 09: STRATEGIC CHANGE MANAGEMENT …………………………………………………. 47UNIT 10: STRATEGIC MARKETING……………………………………………………………………. 51UNIT 11: GLOBAL MARKETING STRATEGY……………………………………………………….. 57IMPORTANT NOTE……………………………………………………………………………………………… 61OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | (RQF) SPECIFICATION(RQF) SPECIFICATION | AUGUST 2017 | VERSION 1.0 WWW.OTHM.ORG.UK PAGE 3 OF 61QUALIFICATION OBJECTIVESThe objective of the OTHM Level 7 Diploma in Strategic Management and Leadershipqualification is to develop strategic management and leadership skills for managers whohave the authority and personal attributes to translate organisational strategy into effectiveoperational performance. This qualification reflects current practice in Strategic Managementand Leadership and allows learners to develop and expand their high-level understanding ofstrategic management and leadership in the workplace. This qualification is suitable formature learners with a background in academic study or industry. The qualification has aclear work-related emphasis on practical skills development alongside theoreticalfundamentals.Successful completion of the Level 7 Diploma in Strategic Management and Leadershipqualification will equip learners with the key skills and capabilities to become an effectivestrategic manager. The qualification also allows learners to progress into or withinemployment and/or continue their study towards an MBA with advanced standing.QUALITY, STANDARDS AND RECOGNITIONSOTHM qualifications are approved and regulated by Ofqual (Office of Qualifications andExaminations Regulation). Visit the register of Regulated Qualifications.OTHM has progression arrangement with many UK and overseas universities thatacknowledges the ability of learners after studying Level 3-7 qualifications to be consideredfor 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 andLeadership
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
OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | (RQF) SPECIFICATION(RQF) SPECIFICATION | AUGUST 2017 | VERSION 1.0 WWW.OTHM.ORG.UK PAGE 4 OF 61EQUIVALENCESOTHM qualifications at RQF Level 7 represent practical knowledge, skills, capabilities andcompetences 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 STRUCTUREThe OTHM Level 7 Diploma in Strategic Management and Leadership consists of 4mandatory units and 4 optional units, making a combined total of 120 credits, 1200 hoursTotal Qualification Time (TQT) and 600 Guided Learning Hours (GLH) for the completedqualification.
Unit Ref. No.
Mandatory Units
Credit
GLH
TQT
T/616/2723
Professional Development and CommunicationSkills
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
DEFINITIONSTotal Qualification Time (TQT) is the number of notional hours which represents anestimate of the total amount of time that could reasonably be expected to be required inorder for a Learner to achieve and demonstrate the achievement of the level of attainmentnecessary 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 qualificationfor Guided Learning, andb) an estimate of the number of hours a Learner will reasonably be likely to spend inpreparation, study or any other form of participation in education or training, includingassessment, which takes place as directed by – but, unlike Guided Learning, notOTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | (RQF) SPECIFICATION(RQF) SPECIFICATION | AUGUST 2017 | VERSION 1.0 WWW.OTHM.ORG.UK PAGE 5 OF 61under the Immediate Guidance or Supervision of – a lecturer, supervisor, tutor orother 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 othermember of staff is available to provide immediate teaching support or supervision to astudent working towards a qualification.Credit value is defined as being the number of credits that may be awarded to a Learner forthe successful achievement of the learning outcomes of a unit. One credit is equal to 10hours of TQT.ENTRY REQUIREMENTSFor entry onto the OTHM Level 7 Diploma in Strategic Management and Leadershipqualification, learners must possess:• An honours degree in related subject or UK level 6 diploma or an equivalentoverseas qualification• Mature learners (over 21) with management experience (learners must check withthe 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 countrymust provide evidence of English language competency. For more information visitEnglish Language Expectations page.PROGRESSIONSuccessful completion of OTHM Level 7 Diploma in Strategic Management and Leadershipqualification enables learners to progress into or within employment and/or continue theirfurther study. As this qualification is approved and regulated by Ofqual (Office of theQualifications and Examinations Regulation), learners are eligible to progress to an MBAtop-up with advanced standing. For more information visit University Progressions page.DELIVERY OF OTHM QUALIFICATIONSOTHM do not specify the mode of delivery for its qualifications, therefore OTHM Centres arefree to deliver this qualification using any mode of delivery that meets the needs of theirLearners. However, OTHM Centres should consider the Learners’ complete learningexperience when designing the delivery of programmes.OTHM Centres must ensure that the chosen mode of delivery does not unlawfully or unfairlydiscriminate, 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 identifiedinequalities or barriers that may arise.Guided Learning Hours (GLH) which are listed in each unit gives the Centres the number ofhours of teacher-supervised or direct study time likely to be required to teach that unit.OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | (RQF) SPECIFICATION(RQF) SPECIFICATION | AUGUST 2017 | VERSION 1.0 WWW.OTHM.ORG.UK PAGE 6 OF 61ASSESSMENT AND VERIFICATIONAll units within this qualification are internally assessed by the centre and externally verifiedby OTHM. The qualifications are criterion referenced, based on the achievement of all thespecified learning outcomes.To achieve a ‘pass’ for a unit, learners must provide evidence to demonstrate that they havefulfilled all the learning outcomes and meet the standards specified by all assessmentcriteria. Judgement that the learners have successfully fulfilled the assessment criteria ismade 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 ANDACHIEVEMENTRecognition of Prior Learning (RPL) is a method of assessment that considers whetherlearners can demonstrate that they can meet the assessment requirements for a unitthrough knowledge, understanding or skills they already possess and do not need todevelop through a course of learning.RPL policies and procedures have been developed over time, which has led to the use of anumber 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 andassessment criteria against the respective unit(s). The assessor must be satisfied that theevidence produced by the learner meets the assessment standard established by thelearning 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 qualificationthrough RPL. Where evidence is assessed to be only sufficient to cover one or morelearning outcomes, or to partly meet the need of a learning outcome, then additionalassessment methods should be used to generate sufficient evidence to be able to award thelearning outcome(s) for the whole unit. This may include a combination of units whereapplicable.EQUALITY AND DIVERSITYOTHM 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 toprevent, as far as possible, the harassment of one person by another, whether on the basisof gender, sexual orientation, sexuality, race or ethnic origin, religion, disability, or any otherOTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | (RQF) SPECIFICATION(RQF) SPECIFICATION | AUGUST 2017 | VERSION 1.0 WWW.OTHM.ORG.UK PAGE 7 OF 61personal attributes or views held. The qualification is expressly designed to support equalityof opportunity and widening access to HE to all who can benefit from it, and it will operate onan inclusive and supportive basis to and for all learners.CONTACT DETAILSOTHM QualificationsRegus House, Victory Way, Crossways Business Park, Dartford, Kent DA2 6QDUnited Kingdom
OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | (RQF) SPECIFICATION(RQF) SPECIFICATION | AUGUST 2017 | VERSION 1.0 WWW.OTHM.ORG.UK PAGE 8 OF 61UNIT SPECIFICATIONSOTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | (RQF) SPECIFICATION(RQF) SPECIFICATION | AUGUST 2017 | VERSION 1.0 WWW.OTHM.ORG.UK PAGE 9 OF 61UNIT 01: PROFESSIONAL DEVELOPMENT AND COMMUNICATIONSKILLS
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 AimsThe aim of this unit is to enable learners to assess and develop their own skills, applyingcontinuous 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 evaluatepersonal andprofessionalknowledge, skills andattitudes.
1.1
Set short term and long term personal and professionalSMART 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 assessvarious careeropportunities.
2.1
Create an effective and well-presented CV and coverletter.
2.2
Assess relevant career development opportunities.
2.3
Evaluate the skills and experience required for specificcareer development opportunities.
3. Be able to planeffective business andprofessionalcommunication.
3.1
Distinguish the objectives of business and professionalcommunication.
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 businesscommunication.
4. Be able to createprofessional business
4.1
Create effective oral presentations using IT and otherrelated resources.
OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | (RQF) SPECIFICATION(RQF) SPECIFICATION | AUGUST 2017 | VERSION 1.0 WWW.OTHM.ORG.UK PAGE 10 OF 61
presentations.
4.2
Demonstrate the role of body language and manners ofspeech in effective business presentations.
4.3
Deliver presentations for a range of audiences.
AssessmentTo achieve a ‘pass’ for this unit, learners must provide evidence to demonstrate that theyhave fulfilled all the learning outcomes and meet the standards specified by all assessmentcriteria.
Learning Outcomesto be met
Assessment Criteriato 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: Criticalunderstanding of personal and professional knowledge capacities; personal andprofessional 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; problemsolving; managerial roles and decision making;• Use appropriate methods to evaluate personal knowledge, skills and attitudes; requiredto meet; future objectives: personal and professional skills determination asemployability and entrepreneurial skills; abilities and attitudes, counselling andmentoring; coaching skills; leadership skills; multi-tasking; using occupational standardsto identify competencies; learning skills for continuing self-development to meetrequirements for professional bodies, meetings; leading team/staff for job affectivity, toprovide 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 identifyown SWOT; developing personal networks; management development and continuingprofessional development for future;• Carrying out a skills audit to evaluate the knowledge, skills and attitude needed to meetthe current and future objectives: improvement or career progression; role of feedbackfrom colleagues, seniors, customers and other and other stakeholders; role of selfreflection; identifying gaps in attitude, knowledge and skills; learning and developmentneeds 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 toassess skills and competencies against personal, professional (OccupationalStandards (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;OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | (RQF) SPECIFICATION(RQF) SPECIFICATION | AUGUST 2017 | VERSION 1.0 WWW.OTHM.ORG.UK PAGE 11 OF 61• Use personal learning style for personal development: main learning theories,identifying and assessing own learning styles using learning style inventories andquestionnaires; psychometric testing e.g. Kolb’s learning model, Honey and Mumford’smodel, Fleming’s VAK/VARK model (visual, auditory, reading/writing, kinaesthetic),Myers-Briggs Type Indicator (MBTI); time management tests; employability andentrepreneurial skills tests;• Constructing a personal development plan: making a personal development plan;meeting both short, medium and long-term goals; meeting personal and professionalobjectives; 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 developmentplan against the objectives: using systematic or structured approach to developpersonal 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; controlmechanisms and feedback; difference between motoring and evaluations reviewingand monitoring plan;• Evaluate the impact of own learning against the achievement of the objectives: theimportance of self-review; providing a reflective record and learning log sheets /diaries;self-reflection and to become a critical, self-directed learner; continuously compareachievements 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 ofan effective and well-presented CV e g. academic CV, professional CV, personalizedCV;• Customise cover letter, making clear links between experience and the job description:ways to customise cover letter; making clear links between experience and the jobdescription;• Matching CV and cover letter to job description and personal specification of a job ofchoice: strategies to match CV, cover letter and professional requirements; developingprofessional 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 informationclearly, both orally and in writing, from a range of academic and other sources; theidentification of information sources; validity and reliability; information flow; informationcirculation; Communication theory and models, e.g. SMCR model; setting businesscommunication objective; effective business communication e.g. active listening,questioning, negotiation , handling conflict, body language and manners, internationalculture and business communication; AIDA model;• Select the media and message to influence with an effective communication: select themedia and message; professional business presentation; present information clearly:both orally and in writing, from a range of academic and other sources.OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | (RQF) SPECIFICATION(RQF) SPECIFICATION | AUGUST 2017 | VERSION 1.0 WWW.OTHM.ORG.UK PAGE 12 OF 61• 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 ITand other electronic resources; operational skills of IT;• Ability to demonstrate role of body language: understanding the importance of bodylanguage; types and meaning of body language; presentation manners; speechdevelopment for effective presentations;• Develop and deliver presentations: the development of presentation capacities; verbalpresentation skill improvement; reflective evaluations on one’s continuous professionaldevelopment; comprehensive presentation techniques and skills development.Indicative Reading listCore 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 & SchusterLtd.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 Personneland Development.Joyce, B. and Calhoun, E. (2010) Models of Professional Development: A Celebration ofEducators. 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 HarbingerPublications.Megginson, D. (2007) Continuing Professional Development. London: Chartered Institute ofPersonnel & 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: BantamBooks.OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | (RQF) SPECIFICATION(RQF) SPECIFICATION | AUGUST 2017 | VERSION 1.0 WWW.OTHM.ORG.UK PAGE 13 OF 61Pedler, M., Burgoyne, J. and Boydell, T. (2006) A Manager’s Guide to Self Development.New York: McGraw-Hill ProfessionalWinstanley, 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 Continuingprofessional development;• www.cityandguilds.co.uk City & Guilds professional development;• www.businesslink.gov.uk Interactive tools for creating a personal development planthrough 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 andcommunication network.OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | (RQF) SPECIFICATION(RQF) SPECIFICATION | AUGUST 2017 | VERSION 1.0 WWW.OTHM.ORG.UK PAGE 14 OF 61UNIT 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 AimsThe aim of this unit is to develop learners’ understanding of strategic and changemanagement models, as well as the ability to review strategic plans, to propose strategicoptions, 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 criticallyreview strategic plans.
1.1
Critically evaluate the position of an organisation in itscurrent market.
1.2
Critically analyse the effects of existing plans on anorganisation.
2. Be able to proposestrategic options for anorganisation.
2.1
Critically discuss the relationship between, corporate,business and operational strategies.
2.2
Apply strategic models and tools to develop strategicoptions for an organisation.
2.3
Evaluate strategic options for an organisation.
3. Be able to create astrategyimplementation plan.
3.1
Create appropriate vision, mission and strategic goals foran organisation.
3.2
Propose a suitable structure for an organisation that fits astrategic plan.
3.3
Create a resourced strategy implementation plan.
4. Be able to implementa strategicorganisational change.
4.1
Apply force field analysis to effectively distinguish forces ofchange.
4.2
Critically evaluate various change management models.
4.3
Apply leadership and change agent skills to implement astrategic change in an organisation.
5. Be able to review the
5.1
Analyse the time schedule for the implementation of
OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | (RQF) SPECIFICATION(RQF) SPECIFICATION | AUGUST 2017 | VERSION 1.0 WWW.OTHM.ORG.UK PAGE 15 OF 61
implementation ofstrategic plans.
strategic plans.
5.2
Design key success indicators in order to monitor theimplementation of the strategic plan.
5.3
Distinguish potential risks during implementation.
5.4
Review the effectiveness of the strategic plan.
AssessmentTo achieve a ‘pass’ for this unit, learners must provide evidence to demonstrate that theyhave fulfilled all the learning outcomes and meet the standards specified by all assessmentcriteria.
Learning Outcomesto be met
Assessment Criteriato 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 strategicdecisions of organisation: business environment e g. definition, features,characteristics, types; distinctions between culture and organisational environment; keycomponents of organisational environment; organisational environment basics; internalenvironment e g. working capacities, employment relations, job satisfaction; externalfactors e g. beneficiaries identification, consumer group demands; ways to meet thosedemands; 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: businessenvironment dynamics e g. definition, characteristics, changes; basics of businessenvironment; organisational environment e g. benchmark, liability, elasticity,intelligibility, commitment of team, management practices impact;, effectiveness andefficiency effects; tools of analysis; threats and opportunities analysis; SWOT(strengths, weaknesses, opportunities, threats) analysis; market analysis, consumersurvey; competitor identification; market research; data and information analysis;• Using a variety of tools to critically analyse internal business environment: internalorganisational environment e g. definition, types, features and changes; internalmanagement analysis; employee and management review; efficient communicationrationale; 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 situationanalysis; organisational position measurement; strategic business planning tools e g.SWOT (strength, weakness, opportunity and threats) analysis; Porter’s Five ForcesAnalysis; value chain analysis; Boston growth-share (BCG) matrix; market equilibrium;market share; sustainable competitive advantage;OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | (RQF) SPECIFICATION(RQF) SPECIFICATION | AUGUST 2017 | VERSION 1.0 WWW.OTHM.ORG.UK PAGE 16 OF 61• To analyse the effects of exiting plans on organisation: organisational planning effects;organisational agreement between several organisations; communication withstakeholders; 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 anorganisation: competitive advantage identification; economies of scope and scale;product or service life measurement; internal statistics and surveys; measures formonitoring 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; corporatestrategies; business strategies; operational strategies; effective communication;strategy formulation; strategic drift; strategic options review; benchmarking; competitoranalysis; benefit-cost analysis; information review; organisational value consistency;position in markets; market share; globalisation effect; impacts of technologicaladvancements;• Use various models and tools to develop strategic options for an organisation: strategicmodels, e g. identification, uses and effectiveness; Mintzberg’s strategies e.g. emergentand deliberate; Ansoff matrix strategies; balanced mandatory card analysis; sensitivityanalysis; organisational integration; merger and acquisition; gap analysis; productportfolio;• Analyse and decide strategic and business strategic options: strategic options e g.basics and organisation led applications; potential option review; business ethics; goodpractices; effective participation of stakeholders; diversity management; organisationalenvironment 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 organisationalvalues; business environment outlining; conceptualising stakeholders;• Proposing a suitable structure: stakeholders: identification, role analysis;comprehensive target setting for a business organisation; motivation to participate instrategic planning; strategy formulation; strategy implementation; monitoring andevaluation of stakeholders’ performance;• Developing an agreed strategy plan that addresses all resource implications due to newaction plan: organisational culture analysis; understanding basic values of a businessorganisation e g. cultural, ethical, social, economic, business; SMART (specific,measurable, achievable, realistic, time-based) target selection; resource audit; riskanalysis;• 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;OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | (RQF) SPECIFICATION(RQF) SPECIFICATION | AUGUST 2017 | VERSION 1.0 WWW.OTHM.ORG.UK PAGE 17 OF 61Lewin’s Change Management Model; McKinsey 7-S Model; Kotter’s 8 Step ChangeModel;• Acquiring leadership and change agent skills: change agent skills e g, identification,appropriate selection and application; implementing a strategic change in anorganisation; right attitude; appropriate knowledge; leadership and skills;• To develop a time schedule for implementation of the plans: time requirement forplanning implementation; time allocation for planning; time management; timescheduling; planning implementation timetable;• To develop key success factors in order to monitor the implementation of the strategicplan: success factors definition; success factors identification; successful strategic planmonitoring; planning implementation; evaluation and monitoring of control system;cascading and dissemination process;• To analyse potential risk: risks e g. definitions, features, identification and relevancies indiverse circumstances; implementation risks; implementation risks avoidance;contingency planning; contingency corrective development; risk preventive actions.Indicative Reading listCore Texts:Kotler, P. and Keller, K. (2011) Marketing Management. New Jersey: Prentice Hall.Gupta, S. and Starr, M. (2014) Productions and Operations Management Systems. BocaRaton, FL: CRC Press.Additional Reading:Barney, J. (2010) Gaining and Sustaining Competitive Advantage. New York: PearsonEducation.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 CorporateStrategy. Harlow: Prentice Hall.Goold, M., Campbell, A. and Alexander, M. (1994) Corporate-level Strategy: Creating Valuein 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 andCases. Hampshire: John Wiley and Sons.OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | (RQF) SPECIFICATION(RQF) SPECIFICATION | AUGUST 2017 | VERSION 1.0 WWW.OTHM.ORG.UK PAGE 18 OF 61Hill, C., Jones, G. and Schilling, M. (2013) Strategic Management: Theory: An IntegratedApproach. 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: FinancialTimes/Prentice Hall.Kaplan, R. & Norton, D. (2000) The Strategy-focused Organization: How BalancedMandatory 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: FinancialTimes/Prentice Hall.Mintzberg, H., Ahlstrand, B. and Lampel, J. (2008). Strategy Safari: Your Complete GuideThrough the Wilds of Strategic Management. Harlow: Financial Times/Prentice Hall.Pettigrew, A. M., Thomas, H. and Whittington, R. (eds.) (2006) The Handbook of Strategyand Management. London: Sage.Stacey, R. D. (2010) Strategic Management and Organisational Dynamics. Harlow: FinancialTimes/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 InstituteOTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | (RQF) SPECIFICATION(RQF) SPECIFICATION | AUGUST 2017 | VERSION 1.0 WWW.OTHM.ORG.UK PAGE 19 OF 61UNIT 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 AimsThe aim of this unit is to develop learners’ understanding of how the effective strategicmanagement of human resources supports the achievement of organisational objectives indifferent contexts. Learners will evaluate the contribution of strategic human resourcemanagement, and the application of leadership and management theory for organisationalbenefit.Learning Outcomes and Assessment Criteria
Learning Outcome –The learner will:
Assessment Criterion –The learner can:
1. Understand the role ofstrategic managementof human resources.
1.1
Critically justify the importance of strategic humanresource management in organisations.
1.2
Assess the role and purpose of strategic human resourcemanagement activities in an organisation.
1.3
Evaluate how strategic human resource management isrelated to other functional areas.
2. Be able to create ahuman resource planin an organisation.
2.1
Assess the business factors to consider before humanresource planning.
2.2
Determine human resource requirements in differentorganisational contexts.
2.3
Develop a human resource plan for an organisation.
3. Be able to discuss therole of legal andethical issues indeveloping humanresources policy.
3.1
Explain the purpose of human resource policy.
3.2
Assess the impact of regulatory and legal requirements onhuman resource policies in an organisation.
3.3
Assess the impact of ethical requirements on humanresource policies in an organisation.
4. Be able to planeffective humanresource strategies.
4.1
Analyse the impact of an organisational strategy, structureand culture on the management of human resources.
4.2
Plan an effective HR strategy.
OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | (RQF) SPECIFICATION(RQF) SPECIFICATION | AUGUST 2017 | VERSION 1.0 WWW.OTHM.ORG.UK PAGE 20 OF 61
4.3
Critically monitor the effectiveness of human resourcesmanagement.
5. Be able to evaluatethe application ofleadership andmanagement theoryon organisationalstrategy.
5.1
Critically evaluate the impact of different leadership andmanagement theories on organisational strategy.
5.2
Create a leadership strategy for an organisation thatsupports its mission, vision, values and objectives.
5.3
Monitor and evaluate a leadership strategy that supportsorganisational mission, vision, values and objectives.
AssessmentTo achieve a ‘pass’ for this unit, learners must provide evidence to demonstrate that theyhave fulfilled all the learning outcomes and meet the standards specified by all assessmentcriteria.
Learning Outcomesto be met
Assessment Criteriato 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 resourcemanagement in organisations: definition; features of HRM approach; HRM models: DGuest, 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 andorganisational strategies; organisational performance and HRM strategy; HRM strategyinfluence on organisational strategy; organisational strategy influence on HRM strategy;value creation; human capital management; HRM strategy business focus; effectiveHRM;• Evaluating contributions of strategic human resource management: evaluation ofstrategic human resource management contribution e g. characteristics, importance,techniques; the changing patterns of effective human resource management; the effectof globalisation; the use of IT;• Analysing the business factors: growth in business; changes in business; labour marketcompetition; 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 organisationalprerequisites; basic prerequisite factors: skills, demand and supply of labours,workforce; external factors: policies of governments, education, employment, regionalor industrial training; competitions in labour market;• Developing a human resource plan: human resource planning e g. features andrequirements; functionalities e g. selection and recruitment, retention, skillOTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | (RQF) SPECIFICATION(RQF) SPECIFICATION | AUGUST 2017 | VERSION 1.0 WWW.OTHM.ORG.UK PAGE 21 OF 61development, up-skilling, re-skilling, succession planning; outputs; resource demand;success factors; planning length e g. short, medium and long; costs and benefits ofbusiness;• Explaining the purpose of human resource policy: policy purposes; selection andrecruitment; 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 orbullying; 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 policiesin an organisation: legislation of employment; rights and responsibilities of employment;payment related regulatory and legal rights; data protection, conditions and contractterms: Data Protection Act 1998, National Minimum Wage Act 1998, Equal PayAct1970, Employment Relations Act 2004, Employment Rights Act 1996, EmploymentAct 2008, Work and Families Act 2006, Sex Discrimination Act 1995/1997, RaceRelations Act 1992, Race Relations Amendment Act 2000, Disability DiscriminationActs 1995 and 2005;• Analysing the impact of ethical requirements on human resource policies in anorganisation: ethics in human resource management e g. discrimination, harassment,racism, gender preference, nepotism, favouritism; employee satisfaction; complianceand grievance;• Analysing the impact of an organisational strategy, structure and culture on themanagement of human resources: culture and structure; culture led theoretical models:Schein, Hofstede, Handy; culture of organisation; interrelationships between HRMactivities and culture;• Proposing the effective appropriate HR strategy: the requirement for effective humanresource strategies; SMART objective target settings (specific, measurable, achievable,realistic, time-based);• Critically monitor effectiveness of human resources management and providerecommendations: 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, turnoverof staff, cost saving; qualitative measurement: stakeholder perspectives, employeeattitude surveys, HRM performance benchmarking, service level standards andagreements of HRM; costs and benefits utility analysis; HRM improvement proposalsand activities;• Discuss relationship of people development and HRM: planning for peopledevelopment 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 ofbusinesses: 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;OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | (RQF) SPECIFICATION(RQF) SPECIFICATION | AUGUST 2017 | VERSION 1.0 WWW.OTHM.ORG.UK PAGE 22 OF 61• Discuss the interrelationship of employee relations/HRM practices and themanagement 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 humanresources; personnel requirement identification e g. number, experiences,qualifications, set skills; human resource match to organisational demands; factors ofhuman resource development, recruitment and selection e g. person profile,requirement of labour, requirement of skills; external factors of recruitment andselection; demand of labour; labour supply; national level policies as related to humanresource e g. education, empl9oyment, training, regional, industrial; competition inlabour 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 eg. importance and trends; employee turnover; competitive remuneration benefits; stayinterview; employee development;• Explore and discuss purpose of leadership in different kinds of organisations:leadership e g. definition, features, characteristics, types, purposes of leadership; directand indirect leadership; features of managers or leaders; leadership skills; followership;10 managerial roles of Mintzberg;• Critically compare and contrast leadership and management in an organisationalcontext: the role of leadership in an organisation; interrelationship between strategicmanagement and leadership: operational definition; features of strategic management;aims and objectives; organisational performance development; change communicationand implementation; the development and leading of teams with high performance;• Evaluate leadership practices in an organisational context: styles of management andleadership: persuasive; autocratic; charismatic; participative; laissez-faire; managementand 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 ofleadership have on development of organisational strategy: management theories andleadership theories identification of different theoreticians e.g. Weber, Mintzberg,Conger, Weber, Kanungo, Bass and Bennis, Fiedler, Vroom and Yetton, Hersey andBlanchard, Yukl;• Creating a leadership strategy that supports organisational mission, vision, values andobjectives: strategic leadership development; leadership requirement for organisationalaspects e g. mission, vision and objectives; strategic development; organisationalstrategy formulation;• Monitoring and evaluating the leadership strategy: monitoring and evaluation e g.general features, criteria; organisational mission, vision, values and objectivesmonitoring; monitoring and evaluating strategy formulation;OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | (RQF) SPECIFICATION(RQF) SPECIFICATION | AUGUST 2017 | VERSION 1.0 WWW.OTHM.ORG.UK PAGE 23 OF 61Indicative Reading listCore Texts: No key reading text for this unit.Additional Reading:Avery, G. (2004) Understanding Leadership. London: SageBradley, 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 HallColquitt 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: HoughtonMifflin.Gill, R. (2006) Theory and Practice of Leadership. London: Sage.Gold. J., Thorpe, R. and Mumford, A. (2010) Leadership and Management Development, 5thEdition. CIPDKouzes, 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:FinancialNorthouse, P. G. (2007) Leadership Theory and Practice. London: SageNorthouse, P. G. (2009) Introduction to Leadership, Concepts and Practice. London: SageRobbins, S. and Judge, T. (2009) Organizational Behaviour. New Jersey: Person PrenticeHallStorey, J. (2004) Leadership in Organisations; Current Issues and Key Trends. London:Rutledge. Times/Prentice Hall.OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | (RQF) SPECIFICATION(RQF) SPECIFICATION | AUGUST 2017 | VERSION 1.0 WWW.OTHM.ORG.UK PAGE 24 OF 61UNIT 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 AimsThe aim of this unit is to develop learners’ ability to prepare for various types of academicallybased management research through the development and design of a research proposal.Learners will develop a critical understanding of the philosophical, practical and ethicalconcepts 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 researchobjectives to analysepotential business problems.
1.1
Appraise business research problems.
1.2
Develop and justify appropriate research objectives.
2. Be able to critically reviewliterature on a businessresearch topic.
2.1
Evaluate literature relevant to the research problemand objectives.
2.2
Critically analyse different theoretical approaches tothe research problem.
3. Be able to design businessresearch methodologies.
3.1
Critically evaluate appropriate researchmethodologies in terms of the research objectives.
3.2
Design an appropriate methodology in terms of theresearch objectives.
3.3
Justify the methodology selected in terms of theresearch objectives.
4. Be able to develop andpresent a research proposal.
4.1
Create a research question, literature review andmethodology.
4.2
Propose techniques for use with quantitative andqualitative data.
4.3
Present the proposal using suitable methods.
OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | (RQF) SPECIFICATION(RQF) SPECIFICATION | AUGUST 2017 | VERSION 1.0 WWW.OTHM.ORG.UK PAGE 25 OF 61AssessmentTo achieve a ‘pass’ for this unit, learners must achieve the learning outcomes and meet thestandards specified by all assessment criteria.
Learning Outcomesto be met
Assessment Criteriato 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 problemidentification for investigation; research topic identification; the conceptualisation of aresearch problem; developing insights; feasibility and possibilities; the search forliteratures; setting initial components e g. working plan, research goals, time table andmanagement, 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 andknowledge requirement identification; research question and hypothesis formulation;rationale elaboration; essential date setting; review and monitoring process;• Develop appropriate research objectives and justification: background, aims andobjectives selection; reasons for these selections; length of the research; skills,capacities and knowledge enhancement e g. literature review, methodology, researchtype selection, data collection and analysis, drawing a successful conclusion; criticalknowledge on appropriate research methods e g. qualitative and quantitative, statisticalresearch tools; research validity, reliability and ethical issues; critical justification ofthese 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 thesources of literature; justification of an appropriate selection of literature;• To compare and contrast different theories and authors: the selection of appropriatetheories for the research; conceptualisation of the research phenomenon; includingrelevant theories and the justification of choices; the strength and credentials ofrelevant theoretical framework; the understanding and interpretation; developing thetheoretical framework;• Critical review of the key literature for inclusion in a research proposal while focusing onconcepts and methodologies followed by other: knowledge on acceptability, reliabilityand validity of literature; the reference style of literature; key literature type selection eg. journals, books, papers, conference papers; source of literature: library searches,internet, both online and offline publication media;• Research methodologies and relationship with research objectives: advancedknowledge 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 orhypothesis test; reliability and validity test; ethical issues consideration; quantitativeOTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | (RQF) SPECIFICATION(RQF) SPECIFICATION | AUGUST 2017 | VERSION 1.0 WWW.OTHM.ORG.UK PAGE 26 OF 61methodology; questionnaire design and distribution; conducting interviews; surveys;qualitative methodology; interviews; observation; case studies;• Justify the methodology selected in terms of the research objectives: critical knowledgeon questions on the questionnaire, interviewee selection, data verification, bias, timeand place selection, interview recording; justification of using any selected researchtool;• Evaluate and use techniques for use with quantitative and qualitative data: types ofdata presentation and analysis; qualitative data analysis e g. techniques ofcategorisation and coding; transcripts interpretation, data analysis process, dataanalysis, data presentation, the use of information technologies, quantitative dataanalysis e g. value analysis, coding, data analysis manually and electronically;Indicative Reading listCore 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 AcademicPress.Booth, A., Papaioannou, D. and Sutton, A. (2012) Systematic Approaches to a SuccessfulLiterature Review. London: Sage Publications.Bryman, A. and Bell, E. (2011) Business Research Methods. New York: Oxford UniversityPress.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: McGrawHill.Deniels, P. and Becker, L. (2012) Developing Research Proposals. London: SagePublications.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.OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | (RQF) SPECIFICATION(RQF) SPECIFICATION | AUGUST 2017 | VERSION 1.0 WWW.OTHM.ORG.UK PAGE 27 OF 61Fink, 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: SagePublications.Moutinho, L. and Hutcheson, G. D. (2011) The Sage Dictionary of Quantitative ManagementResearch. 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.comOTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | (RQF) SPECIFICATION(RQF) SPECIFICATION | AUGUST 2017 | VERSION 1.0 WWW.OTHM.ORG.UK PAGE 28 OF 61UNIT 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 AimsThe aim of this unit is to enable learners to apply financial principles relevant to managementin an organisational context, including analytical techniques and theories/models ofmanagement accounting, evaluation of budgetary processes, recommending fundingsources and appraising investment options.Learning Outcomes and Assessment Criteria
Learning Outcome –The learner will:
Assessment Criterion –The learner can:
1. Be able to apply thetools and techniquesof cost accounting.
1.1
Critically analyse the concepts, features and importanceof cost accounting in an organisation.
1.2
Apply tools of costing design and costing systems to anorganisation.
1.3
Recommend improvements to the costing and pricingsystems of an organisation.
2. Be able to criticallyanalyse the financialperformance ofbusinesses.
2.1
Analyse financial statements to assess the financialposition of an organisation.
2.2
Recommend organisational decisions based onevaluation of financial statements using financial ratios.
2.3
Propose managerial recommendations on the strategicportfolio of an organisation based on financial analysis.
3. Be able to evaluatethe budgetaryprocesses oforganisations.
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 anorganisation.
4. Be able to recommendeffective long term andshort-term sources offunding.
4.1
Assess the need for short term working capital andlong- term funds for an organisation.
4.2
Appraise appropriate sources of short term and fundsfor an organisation.
OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | (RQF) SPECIFICATION(RQF) SPECIFICATION | AUGUST 2017 | VERSION 1.0 WWW.OTHM.ORG.UK PAGE 29 OF 61
4.3
Justify choices of sources of funds using a range ofcriteria related to cost and risk.
5. Be able to criticallyappraise investmentoptions.
5.1
Apply financial appraisal methods to analyse competinginvestment projects in different kinds of organisations.
5.2
Justify strategic investment decision for an organisationusing relevant financial information.
5.3
Critically analyse strategic investment decisions usinginformation.
AssessmentTo achieve a ‘pass’ for this unit, learners must provide evidence to demonstrate that theyhave fulfilled all the learning outcomes and meet the standards specified by all assessmentcriteria.
Learning Outcomesto be met
Assessment Criteria tobe 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 strategyformulation;• Cost systems: Cost classifications in terms of object; function, product/service andbehaviour; opportunity cost, recording and analysing costs; job costing; batch costing;process costing; contract costing; standard costing; variance calculations; varianceanalysis and management by exception.• Costing methods: absorption, marginal costing, activity-based costing (ABC); use incalculating costs and pricing policy and their relationship to cost controls and pricing.• Cost control of systems: cost centre; profit centres; investment centres; accountablemanagement; 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 offinancial ratios internally and externally; financial profiles of organisations; calculation ofkey ratios reflecting business liquidity; efficiency and profitability.• Budgets: types; flexible and fixed budgets; zero-based budgeting, budgeting processfrom subsidiary/functional to master budget; relationship of budget to cost and qualitycontrol, resource utilisation and profitability.• Budgets monitoring and evaluations: budgeted and actual figures, accounting for andinvestigating different kind of variances in budgetary controls; corrective action; humanbehavioural issues relating to budgeting.OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | (RQF) SPECIFICATION(RQF) SPECIFICATION | AUGUST 2017 | VERSION 1.0 WWW.OTHM.ORG.UK PAGE 30 OF 61• Sources of financial resources; types of funds: short term and long terms, sourcingfunds internally and externally; venture capitalists, leverages; risk, cost and controlissues with types of funding; techniques of selecting appropriate sources of funds fordifferent projects – comparison of costs, risk and controls.• Managing working capitals and appraisal of investment options: capital and revenueexpenditure, risk, cost and controls; cash flow statements; time value of money;different methods of project appraisal like: accounting rate of return; payback periodand 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 projectappraisal.• Impacts of information and communication technology; global financial management;using excel sheets in financial analysis, MIS and financial resource plaining and control.Indicative Reading listCore 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. NewYork: 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: CengageLearning 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 DigitalFirm. 10th Edition. Harlow: Prentice Hall.Monden, Y. (1995) Cost Reduction Systems: Target Costing and Kaizen Costing. New York:OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | (RQF) SPECIFICATION(RQF) SPECIFICATION | AUGUST 2017 | VERSION 1.0 WWW.OTHM.ORG.UK PAGE 31 OF 61Productivity 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 HallWhite, G. I., Sondhi, A. C. and Fried, D. (2003) The Analysis and Use of FinancialStatements. 3rd Edition. Hampshire: John Wiley and Sons.Other Indicative Reading:• Peer reviewed academic journals as Financial Management, Journal of InternationalFinancial Management & Accounting, International Journal of Financial Managementand related.• Online resources, corporate industry reports, the Institute of Certified FinancialManagers 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.OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | (RQF) SPECIFICATION(RQF) SPECIFICATION | AUGUST 2017 | VERSION 1.0 WWW.OTHM.ORG.UK PAGE 32 OF 61UNIT 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 AimsThe aim of this unit is to develop learners’ understanding of the concepts and models ofeffective supply chain and operations management in competitive marketplaces using casestudies and real-world industry scenarios. Learners will develop an understanding ofoperational processes, techniques, planning and control systems.Learning Outcomes and Assessment Criteria
Learning Outcome –The learner will:
Assessment Criterion –The learner can:
1. Understand therelationship betweensupply chainmanagement,operationsmanagement andorganisationalbusiness objectives.
1.1
Critically explain the significance of effective supply chainand operational management in achieving organisationalobjectives.
1.2
Explain the relationship of supply chain management withother business functions in an organisation.
1.3
Critically analyse the key success factors that aid indeveloping an integrated supply chain strategy in anorganisation.
2. Be able to criticallyanalyse the role oftechnology in supplierrelationships.
2.1
Critically evaluate factors and strategies that driveorganisations to maintain supplier relationships.
2.2
Assess the use of information technology to createstrategies to develop effective supplier relationships.
2.3
Recommend supplier relations systems to maintainrelationships with suppliers.
3. Be able to criticallyanalyse theimportance of logisticsand procurement insupply chainmanagement.
3.1
Justify the importance and use of logistics in supply chainmanagement in an organisation.
3.2
Evaluate the effectiveness of procurement strategies andprocedures in an organisation.
3.3
Critically analyse factors that may improve logistics andprocurement strategies in an organisation.
4. Be able to develop a
4.1
Design effective and economic order quantity for
OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | (RQF) SPECIFICATION(RQF) SPECIFICATION | AUGUST 2017 | VERSION 1.0 WWW.OTHM.ORG.UK PAGE 33 OF 61
systematic order ofprocurement andinventory control.
procurements in an organisation.
4.2
Critically evaluate the role of the principles of LIFO andFIFO in inventory control.
4.3
Evaluate the just in time systems of managing inventory.
5. Be able to develop astrategy to improve anorganisation’s supplychain.
5.1
Analyse factors involved in developing a strategy toimprove an organisation’s supply chain.
5.2
Plan various supply chain strategies to improve anorganisation’s supply chain.
5.3
Justify the choice of a supply chain strategy according toits suitability, feasibility, acceptability and overallperformance benefits in an organisation.
AssessmentTo achieve a ‘pass’ for this unit, learners must provide evidence to demonstrate that theyhave fulfilled all the learning outcomes and meet the standards specified by all assessmentcriteria.
Learning Outcomesto be met
Assessment Criteriato 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 chainmanagement with different areas of an organisation e g. operations, management,administration, procurement; factors of successful supply chain management; basicconcepts as of supply chain and operational management e g. value chains;• Supply chain and operations management relationship types: basic and criticalunderstanding of relationship between supply chain and operations management types;alliances e g. strategic, adversarial, collaborative, developmental; business relationshipe 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 anintegrated supply chain strategy in an organisation: success factors identification andcritical analysis; cost reductions and customer service; demand fulfilment; timecompression; total ownership cost reduction; basic facilitators for effective supply chainmanagement e g. inventory, facilities, information, transportation, pricing, sourcing,technology, customer services;• Critically evaluate factors and strategies that drives organisation to maintain supplierrelationships: the conceptual understanding of information technology and supply chainand operation management; the impact of globalisation; factors to adopt informationtechnology; the impact of IT on supplier relationship;OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | (RQF) SPECIFICATION(RQF) SPECIFICATION | AUGUST 2017 | VERSION 1.0 WWW.OTHM.ORG.UK PAGE 34 OF 61• Analyse and use information technology to create strategies to develop effectivesupplier relationships: the use of extranets, intranets, internets and virtual privatenetworks to manage order processing, supply chain integration, tracking system and acomprehensive data interchange system on the web; supply and operationalmanagement information exchange; dependencies on digital platforms.• To propose and develop supplier relations systems to maintain relationships withsuppliers: contribution to business objectives information technology in supply anddemand management system; push and pull models; enterprise resource planning;efficient consumer response; vendor managed inventory; global supply chain andoperations management;• Critical explanation of the importance and use of logistics in supply chain managementin an organisation: logistics e g. features in a changed global business organisationalcontext; interrelationships with supply and operational chain management; logisticsplanning; control and functioning of product movement and storage; raw materialsmanagement; operational activities and marketing; product supply and informationcirculation; aspects covering product supply and use;• Evaluation of effectiveness of procurement strategies and procedures in anorganisation: the key aspects of procurement; the selection of suppliers; policies ofprocurement; optimal procurement; quality; reliability;• Critical analysis and discussion of factors to improve logistics and procurementstrategies: factors of logistics and procurement strategy improvement; the role ofexternal factors; internal factors as related to logistics and procurement; the role ofstakeholders and beneficiaries; the development of logistics and procurementstrategies;• Discussing design effective and economic order quantity for procurements at anorganisation: definition, aims, objectives, features and importance of procurementcontrol; procurement control strategies; factors of procurement control;• Critical evaluation of the role of principles LIFO and FIFO in inventory control: inventorymanagement; shipment; lead time reduction; lean organisational control; onlinebusiness 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 costreduction; purchasing capacities improvements; purchase scheduling; orderprocessing; tracking;• Analysing factors and contextual environment of supply chain: strategic implementationof stock holding reduction strategies; waste reduction strategy implementation; labourcost 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 anorganisation’s supply chain: planning of effective SCM; managerial skill enhancements;the importance of effective planning and management; material management; logisticsOTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | (RQF) SPECIFICATION(RQF) SPECIFICATION | AUGUST 2017 | VERSION 1.0 WWW.OTHM.ORG.UK PAGE 35 OF 61management; physical distribution management; upstream and downstream supplychain management;• Justifying the choice of supply chain strategy: supply chain choice strategies; theassessment of strategies; strategic suitability; strategic feasibility; acceptability ofstrategies; 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; operationalunderstandings; metrics or measurements of supply chain e g. Cycle Time, InventoryTurns, 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 supplychain improvement barrier identification; problems of cash flow; lack of efficiencies ininventory management; distribution network inappropriateness; distribution strategyineffectiveness; logistical activity trade-offs e g. reducing transportation costs, inventoryholding cost reduction; ineffective supply chain information sharing;• Propose a resource and time plan: problem identification for SCM strategyimplementation; strategic resource allocation plan; strategic time management plan;understanding the development areas of an organisation; comprehensive strategicmanagement plan implementation for SCM covering areas as production management,distribution management, channel management, inventory management, customerservice management, financial management, payment management, suppliermanagement, and transportation management.Indicative Reading listCore texts:Hugos, M. H. (2011) Essentials of Supply Chain Management. Chichester: Wiley.Myerson, M. (2012) Lean Supply Chain and Logistics Management. New York: McGraw- HillBooks.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, Implementationand Practice. Harlow: Financial Times/Prentice.Chopra, S. and Meindl, P. (2004) Supply Chain Management, Strategy, Planning andOperation. Harlow: Pearson Education Limited.Christopher, M. (2013) Logistics and Supply Chain Management. Oxford: ButterworthHeinemman.Mahadeva, B. (2010) Operations Management: Theory and Practice. New Delhi: DorlingKindersley (pvt.) Limited.OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | (RQF) SPECIFICATION(RQF) SPECIFICATION | AUGUST 2017 | VERSION 1.0 WWW.OTHM.ORG.UK PAGE 36 OF 61Sheffi, Y. (2005) The Resilient Enterprise: Overcoming Vulnerability for CompetitiveAdvantage. 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 Commerce2010: A Managerial Perspective. 6th Edition. New York: Pearson Education.Journals/newspapers:• The Financial Times very often publishes articles and news on supply and operationsmanagement;• 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 ChainManagement (CLSCM);• www.logistics.about.com/mbody News about logistics and the supply chain;• www.supplymanagement.com details of industry focused supply chain news andupdates.OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | (RQF) SPECIFICATION(RQF) SPECIFICATION | AUGUST 2017 | VERSION 1.0 WWW.OTHM.ORG.UK PAGE 37 OF 61UNIT 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 AimsThe aim of this unit aim is to introduce learners to the basics of business processes andstrategies related to enterprise and entrepreneurship, developing knowledge of enterpriseand entrepreneurship in global contexts.Learning Outcomes and Assessment Criteria
Learning Outcome –The learner will:
Assessment Criterion –The learner can:
1. Be able to critically analysethe concepts and processof entrepreneurship.
1.1
Critically analyse the nature, characteristics andchallenges of establishing different kinds of enterprise.
1.2
Critically assess own entrepreneurial skills andattributes.
1.3
Evaluate what makes a successful commercial orsocial entrepreneur.
2. Be able to evaluateinnovative andentrepreneurialmanagement processes fora project or organisation.
2.1
Evaluate methods for encouraging creativity andinnovation in organisations.
2.2
Evaluate potential creative and innovativemanagement ideas.
2.3
Critically discuss how to lead others to positivelyembrace innovation and change.
3. Be able to critically assessproposals developed fromnew ideas.
3.1
Analyse business ideas.
3.2
Evaluate production, and marketing feasibility of newbusiness ideas.
3.3
Produce business planning forecasts using financialtechniques.
4. Be able to develop abusiness 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 thebusiness plan.
OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | (RQF) SPECIFICATION(RQF) SPECIFICATION | AUGUST 2017 | VERSION 1.0 WWW.OTHM.ORG.UK PAGE 38 OF 61AssessmentTo achieve a ‘pass’ for this unit, learners must provide evidence to demonstrate that theyhave fulfilled all the learning outcomes and meet the standards specified by all assessmentcriteria.
Learning Outcomesto be met
Assessment Criteriato 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 kindof enterprise; business skills and attributes; skills envisaged for new ideas: e g.paperwork, sales, marketing, finance, production, purchasing; business law; obtainingsupplies; maintaining equipment; monitoring quality; getting publicity; writingpromotional materials; strategic thinking; communication; dealing with stakeholders;negotiation; decision making; problem solving; delegation; to support creative andinnovative and entrepreneur management processes for a project or organisation; keyfactors of a successful commercial or social entrepreneur.• Types of innovation: product development; market development; business modelinnovations; increasing efficiency and developing cost advantage, e g. outsourcing,changing production methods, remodelling the supply chain, electronic ordering andinvoicing; improving processes; taking calculated risks; having a positive attitude; beingmotivated and dedicated; flexibility and adaptability; intuitiveness; the drive to succeedand 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 changemanagement; influence of vision and mission; concept that policies and procedures aresupported 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 –sourcesof 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 (themoment when a new idea finally emerges); verification (checking it out); Anderson andWest’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; thejournalistic six (asking who, why, what, where, when, how);OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | (RQF) SPECIFICATION(RQF) SPECIFICATION | AUGUST 2017 | VERSION 1.0 WWW.OTHM.ORG.UK PAGE 39 OF 61• Common elements in theoretical models: preparation including use of observation;imagination and curiosity creating store of concepts; analysis of problem; generation ofideas through seeking links between concepts; harvesting of ideas; enhancing andevaluating of ideas;• Market research: types of research as primary, secondary;• Purposes for micro start-up business: reduce risks; convince sponsors; make first linkwith potential customers; use of tools to analyse production, and marketing feasibility ofthe new business idea business planning forecasts using financial techniques; cashflows; use different methods of evaluations of projects (accounting and time value ofmoney 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 andentrepreneurial works; and moral rights; infringement of copyright: the need forcopying; primary and secondary infringing acts.• The basic requirements of EU law in relation to the registration oftrademarks; registerable marks; absolute and relative grounds of refusal/objection; therequirement for a mark to be used or intended to be used on particular goods orservices and the significance of the description of goods or services on the register.• The requirements for an invention to be patented: patentable subject-matter; industrialapplicability; novelty and inventive step;• An overview of patent application procedure including: the contents of a patent and thelegal requirements for the specification and claims; the role of qualified patent agents indrafting patent specifications; and the options for obtaining patent protection nationallythroughout 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 forsmall business: e g. sole trader, partnership, private limited company, social enterpriseformats, 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, legalstructure, 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;OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | (RQF) SPECIFICATION(RQF) SPECIFICATION | AUGUST 2017 | VERSION 1.0 WWW.OTHM.ORG.UK PAGE 40 OF 61• Market segmentation: definition; purpose; methods of segmenting a market e g.demographic, lifestyle, geographic for consumer markets, size, industry for businessmarkets;• Customer needs research: size of market; prices customers are prepared to pay; whocustomers are; customers’ current and future requirements;• Competitors research: who they are; why they are successful; why some areunsuccessful;• Marketing plan: market definition; proposed target market segments; demand forproduct/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 bedeveloped; 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 andhow 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; robustassessment of risks; good potential return on investment;• Investment Planning stage of the pitch: gather supporting evidence; identify andovercome risks; determine amount of finance needed; assess return on investment(ROI); design presentation of business and financial plan; select and become familiarwith 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 ofgraphics;• 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 andreturn on investment calculations; capacity to meet high demand etc; techniques forhandling challenging questions; having a bottom line for level of sponsorship.OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | (RQF) SPECIFICATION(RQF) SPECIFICATION | AUGUST 2017 | VERSION 1.0 WWW.OTHM.ORG.UK PAGE 41 OF 61Indicative Reading listCore 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 BusinessPlan 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: AtlanticBooks.Rae, D. (2007) Entrepreneurship: From opportunity to action. Hampshire: PalgraveMacmillanReuvid, 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 intellectualproperty rights-A case book. Retrieved from:http://www.wipo.int/edocs/pubdocs/en/intproperty/791/wipo_pub_791.pdfAdditional Reading:Barringer, B. R. and Ireland, D. (2009) Entrepreneurship: Successfully launching newventures. 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 thinkless. 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.OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | (RQF) SPECIFICATION(RQF) SPECIFICATION | AUGUST 2017 | VERSION 1.0 WWW.OTHM.ORG.UK PAGE 42 OF 61Godin, 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: AtlanticBooks.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. NewYork: 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.ukOTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | (RQF) SPECIFICATION(RQF) SPECIFICATION | AUGUST 2017 | VERSION 1.0 WWW.OTHM.ORG.UK PAGE 43 OF 61UNIT 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 AimsThe 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 activitiesundertaken by organisations.Learning Outcomes and Assessment Criteria
Learning Outcome –The learner will:
Assessment Criterion –The learner can:
1. Be able to criticallydiscuss the impacts ofglobalisation onorganisations.
1.1
Analyse the effects of globalisation on organisationsoperating nationally using PESTLE approach.
1.2
Evaluate the role of the EU on organisations with globalpresence.
1.3
Explain the roles and responsibilities of internationalorganisations for harmonising business practice globally.
2. Be able to criticallydiscuss the sociocultural, ethical andmoral issues that affectglobal organisations.
2.1
Critically analyse various socio-cultural, ethical andmoral factors that may affect global organisations.
2.2
Compare and contrast organisational approaches toethically manage globally diverse workforce.
2.3
Critically discuss the roles and responsibilities of globalorganisations to improve workforce welfare.
3. Be able to analyse therole of corporategovernance in globalorganisations.
3.1
Justify the significance of responsible corporategovernance in global organisations.
3.2
Critically analyse the regulatory requirements that shapecorporate governance in global organisations.
3.3
Critically evaluate the impact of regulatory requirementson corporate stakeholders’ interests in a globalorganisation.
4. Be able to criticallydiscuss International
4.1
Analyse the significance of national and internationallegal frameworks covering consumer protection laws.
OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | (RQF) SPECIFICATION(RQF) SPECIFICATION | AUGUST 2017 | VERSION 1.0 WWW.OTHM.ORG.UK PAGE 44 OF 61
Consumer Protectionlaws.
4.2
Examine key international consumer protection laws thatmay affect the operations of a global organisation.
4.3
Evaluate the measures that exist in a global organisationto protect consumers’ interests.
5. Be able to criticallyanalyse regulationsrelated to onlinetrading.
5.1
Analyse the significance of the UK legislations related toonline trading.
5.2
Determine the actions that need to be taken byorganisations to ensure they are adhering to the keyonline trading legislations.
AssessmentTo achieve a ‘pass’ for this unit, learners must provide evidence to demonstrate that theyhave fulfilled all the learning outcomes and meet the standards specified by all assessmentcriteria.
Learning Outcomesto be met
Assessment Criteriato 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 – WorldTrade Organisation (WTO), World Bank, International Monetary Fund (IMF),Organisation for Economic Co-operation and Development (OECD), the Group ofTwenty (G-20);• Global financial stability: capital investment; emerging economies (tiger economies,BRIC economies); European Union (EU); corporate values; corporate socialresponsibility; fair trade; transfer pricing;• outsourcing; developing world production; human rights; child labour; intellectualproperty (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 inthe 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, humanresources, marketing, dealing with stakeholders); affirmative action; codes of practice;organisational policies; staff training.OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | (RQF) SPECIFICATION(RQF) SPECIFICATION | AUGUST 2017 | VERSION 1.0 WWW.OTHM.ORG.UK PAGE 45 OF 61• Corporate governance: nature, purposes (direction, oversight, accountability); boardresponsibilities; 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 OxleyAct (2002, US) – impact on domestic business; UK;• Corporate Governance Code: stock exchange listing requirements; incorporation oflegal and regulatory requirements into organisational policies, practice and procedures.• Environmental laws, issues: ecological and anthropocentric world views; climatechange 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, freegoods; green accounting; balanced mandatory cards; corporate responsibilities; healthand 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; climatechange; energy conservation (the most up-to-date legislation covering these issuesmust be used)• Consumer protection in the United Kingdom: Consumer Credit Act 1974; UnfairContract Terms Act 1977; Sale of Goods Act 1979; Unfair Terms in Consumer ContractRegulations 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; ElectronicCommerce (EC Directive) Regulations 2002; EU’s Electronic Commerce Directive2000; EU’s Electronic Commerce Directive 2000.Indicative Reading listKey Reading list:There are no essential resources required for this unit. A set of resources are needed tocover 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.OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | (RQF) SPECIFICATION(RQF) SPECIFICATION | AUGUST 2017 | VERSION 1.0 WWW.OTHM.ORG.UK PAGE 46 OF 61Coteanu, C. (2005) Cyber Consumer Law and unfair trading practices: Unfair commercialpractices (Markets and the Law). Kent: Ashgate Publishing.Crane, A. and Matten, D. (2010) Business ethics: Managing corporate citizenship andsustainability 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 andSons.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 corporateresponsibility and governance from time to time;• The Times (Times Newspapers Ltd) has a specialist section on human resourcerelated 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.orgOTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | (RQF) SPECIFICATION(RQF) SPECIFICATION | AUGUST 2017 | VERSION 1.0 WWW.OTHM.ORG.UK PAGE 47 OF 61UNIT 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 AimsThe aim of this unit is to develop learners’ understanding of classic and contemporarytheories of change management and how they apply to contemporary organisations in theglobalised world, with the identification and use of change models. Learners will understandthe personal characteristics of change agents as well as the evaluation and development ofleadership 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 changeagents’ knowledge,attributes skills anddevelopment.
1.1
Critically analyse the relationship between leadershipand change agents.
1.2
Critically analyse the characteristics and attributes ofchange agents.
1.3
Critically evaluate the effectiveness of change agents.
2. Be able to critically analyseapproaches toorganisational change andtheir processes.
2.1
Critically evaluate change theories, tools andtechniques.
2.2
Evaluate the internal and external triggers of changethat may impact on an organisation.
2.3
Develop a change management strategy for anorganisation taking stakeholders into account.
3. Be able to create a planand implement effectivechange within anorganisation.
3.1
Assess and select relevant tools and techniques toimplement and manage change.
3.2
Develop a plan to implement a change in anorganisation.
3.3
Develop measures to monitor and evaluate progressof the change plan.
4. Be able to analysestakeholder responses to
4.1
Assess possible risks associated with anorganisations’ change process.
OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | (RQF) SPECIFICATION(RQF) SPECIFICATION | AUGUST 2017 | VERSION 1.0 WWW.OTHM.ORG.UK PAGE 48 OF 61
organisational change.
4.2
Apply a stakeholder analysis to understand possibleresistance to change.
4.3
Critically appraise relevant strategies to manageresistance to change in organisations.
5. Be able to involvefunctional areas in anorganisation’s changemanagement.
5.1
Explain the relationship between managementdisciplines and effective organisational change.
5.2
Critically analyse the role of various businessfunctions/departments within change management.
5.3
Evaluate an integrated change management plan foran organisation.
AssessmentTo achieve a ‘pass’ for this unit, learners must provide evidence to demonstrate that theyhave fulfilled all the learning outcomes and meet the standards specified by all assessmentcriteria.
Learning Outcomesto be met
Assessment Criteria tobe covered
Assessment type
Word count(approx. length)
All 1 to 5
All ACs under LO 1 to 5
Coursework
4500 words
Indicative contentsBe able to evaluate change agent’s knowledge, attributes skills and development• Characteristics of effective change agents: attitudes, values and behaviour of changeagents’ e.g. courageous leadership, recognise growth opportunities; demonstratesflexibility and resilience; explores alternative perspectives• Self-reflection: This includes reflecting on your own attitudes, values and behaviour andidentifying areas of change required to be an effective change agent• Practical application: evaluate the effectiveness of a change agent’s knowledge skillsand 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 assystematic change for the humans, start at the top, involve all the levels, effectivecommunication, create clear responsibilities, consider cultural aspects, prepare for thecontingencies, individual focus, etc.• Different approaches to organisational change: This includes in depth understanding ofprinciples of change, organisational change processes and the different approachespossible• Causes of change: Explain external and internal triggers of change and innovation:changes in markets, economic downturns, legislation, demographics, mergers andacquisitions, re-engineering, TQM, organisational constraints e.g. human and financialresources etc. Appraise these triggers of change and innovation• Practical application: Identify and appraise real life examples of the organisationalchange processOTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | (RQF) SPECIFICATION(RQF) SPECIFICATION | AUGUST 2017 | VERSION 1.0 WWW.OTHM.ORG.UK PAGE 49 OF 61Be able to independently create a plan to implement effective change within anorganisation• 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, attitudecharting, risk management, teambuilding etc.• Influences on change: impact of external factors such as globalisation, mergers andacquisitions, exchange rate changes etc. on organisations. Internal factors such asculture, 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, organisationalpolicies, 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, conflictingpersonalities, different perceptions, conflicting goals, limited resources capabilities• Managing conflicts: Integrating; obliging; avoiding; compromising• Practical application: Appraise real life examples of the change process and itsimplementationBe able to involve functional areas in an organisation’s change management• Integration of all disciplines: finance, HRM, marketing, IT, operations, quality andbusiness strategy and impact analysis• Communication with all internal stakeholders• Appraise methods by which this integration could be achieved, using real life examplesIndicative Reading listKey Reading: There are no essential resources required for this unit. A set of resourcesis needed to cover all LOs.Carnall C. (2007). Managing Change in Organisations, 5th Edition (Financial Times/Prentice Hall, ISBN 0273704141Other indicative reading:Mullins, L. J. (2013) Management and Organisational Behaviour, (latest edition) FT PrenticeHallCottrell, S. (2010) Skills for Success: Personal Development and Employability. 2nd Edition.Palgrave MacmillanGold, J., Thorpe, R., and Mumford, A. (2010) Leadership and Management Development.CIPDBurnes, B. (2004) Managing Change: A Strategic Approach to Organisational Dynamics.ISBN-13: 978-0273683360OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | (RQF) SPECIFICATION(RQF) SPECIFICATION | AUGUST 2017 | VERSION 1.0 WWW.OTHM.ORG.UK PAGE 50 OF 61Journals/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.orgOTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | (RQF) SPECIFICATION(RQF) SPECIFICATION | AUGUST 2017 | VERSION 1.0 WWW.OTHM.ORG.UK PAGE 51 OF 61UNIT 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 AimsThe aim of this unit is to develop learners’ understanding of the concepts, methods andtechnical aspects of strategic marketing and the challenges associated with marketing intoday’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 criticallyanalyse the principlesof strategic marketingmanagement.
1.1
Critically evaluate the nature and purpose of strategicmarketing in an organisation.
1.2
Critically analyse and apply different marketing conceptsin a range of organisational contexts.
1.3
Explain the processes involved in strategic marketing.
2. Be able to apply toolsfor analysing thebusiness environmentin strategic marketing.
2.1
Develop SMART strategic marketing objectives for anorganisation.
2.2
Critically review the external and competitive environmentin which an organisational performs.
2.3
Draw conclusions about the internal and stakeholderenvironment in which an organisational performs.
3. Be able to criticallydiscuss marketsegmentation,targeting and brandpositioning.
3.1
Critically discuss market segments for an organisationalcontext.
3.2
Evaluate targeted segments for an organisational context.
3.3
Design a differentiated brand position for targetedsegments for an organisational context.
4. Be able to criticallyanalyse the integratedmarketing mix.
4.1
Evaluate the significance of the integrated marketing mixfor an organisational context.
4.2
Design an effective marketing mix for an organisationalcontext.
OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | (RQF) SPECIFICATION(RQF) SPECIFICATION | AUGUST 2017 | VERSION 1.0 WWW.OTHM.ORG.UK PAGE 52 OF 61
4.3
Critically analyse the relationship between the productlifecycle and the marketing mix for an organisationalcontext.
5. Be able to criticallyanalyse brands in abusiness context.
5.1
Critically analyse the nature of brands and thesignificance of branding.
5.2
Critically discuss the need for integration between thebrand pyramid, the brand’s positioning and brandmanagement.
5.3
Demonstrate how branding is used to strengthen abusiness or product.
AssessmentTo achieve a ‘pass’ for this unit, learners must provide evidence to demonstrate that theyhave fulfilled all the learning outcomes and meet the standards specified by all assessmentcriteria.
Learning Outcomesto be met
Assessment Criteria tobe 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; theinterrelationships between strategic marketing and business organisation;• Analysis and application of different marketing concepts in different organisationalcontexts: strategic marketing concepts of Philip Kotler, Peter Doyle, Hugh Davidson,Malcolm McDonald and others; strategic marketing features; attachments with corporatestrategies as defined by Michael Porter; organisational structures; dynamic strategies asfeatured by Carpenters and Sanders; attachments with mission statements; ethics andcorporate responsibilities; knowledge management systems; systematic approaches,necessities of strategic marketing in an organisation; activity integration, scheduling andsequencing; resource demands; time scaling; control and monitoring elements;• Explanation of the processes involved in strategic marketing: the definition, role andimportance of process in strategic marketing; planning processes of strategic marketingwith contributions or Malcolm McDonald and Peter Doyle; strategic marketing analysis;factor analysis; option evaluation; objective setting of marketing strategy; perceptualmapping; choice; control; formulation; implementation;• Developing SMART strategic marketing objectives for an organisation: situation analysisof market, industry and organisation environment; conduct and performance; SMART(specific, measurable, achievable, realistic and time bound); portfolio analysistechniques: Ansoff matrix, BCG matrix, Product Life Cycle model; Porter’s Five Forcesmodel; PEST (political, economic, social, technological) analysis; marketing audit;• Assessing and evaluating external and competitive environment in which anorganisational performs: supply to demand environment shift; competition; globalisation;OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | (RQF) SPECIFICATION(RQF) SPECIFICATION | AUGUST 2017 | VERSION 1.0 WWW.OTHM.ORG.UK PAGE 53 OF 61new 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 anorganisational performs: SWOT (strengths, weaknesses, opportunities and threats)analysis of a business organisation; the role identification of stakeholders; measuring theperformances of stakeholders; marketing objectives focus; attachments with corporatestrategies; 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 marketsegments; customers and other stakeholders partnerships;• Identify and develop various options available within given constraints for anorganisation: relationship marketing e g. definitions; features; direct response marketingstrategies: new customers acquiring, offensive strategies, increasing customer purchasefrequency; 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, closefollowers; value-based, defensive and offensive marketing strategies General Electricmodel; Porter’s generic strategies: focus, cost leadership and differentiation; competitiveadvantage: H. Davidson, M. Porter; Shell directional policy matrix; market dominancestrategies; 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 orweaknesses; 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 anorganisational context: market segments, targeting and branding positioning e g.definitions, features, criteria, usefulness, adjustability in changed market andorganisational contexts;• Evaluating and deciding about targeted segments for an organisational context: methodsof consumer market segmenting e g. demographic, geographic, behavioural,psychographic, benefit, cultural, multi-variable account; targeting strategies e g. massmarketing, 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 organisationalcontext: marketing techniques; marketing objectives setting; marketing strategies;targeting markets; segmenting markets: demographic, geographic, behaviour,psychographic; profiling markets: profitability potential, revenue potential, market sharepotential; positioning segmented markets: mass marketing, market leader or product lineextension 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 ofeffective marketing mix; understanding strategic marketing e g. definition; marketing mix7 Ps; product/service marketing strategies; production; distribution; pricing; promotion:OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | (RQF) SPECIFICATION(RQF) SPECIFICATION | AUGUST 2017 | VERSION 1.0 WWW.OTHM.ORG.UK PAGE 54 OF 61direct marketing, advertising, sales promotion, public relations, personal selling, people:customer service, internal, intermediaries; processes; physical evidences, e-marketingstrategies; customer relationship management; resource requirements: people, financialmarketing; marketing activity strategies integration;• Establishing linkage between product lifecycle and dynamics of marketing mix for anorganisational context: product life cycle e g. definition, characteristics, application inchanged market and organisational contexts; interrelationships between product lifecycleand 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; placetactics: transport management, distribution channels, stock and handling, run throughtimes, 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 andBallantyne’s six markets model; personalised marketing;• Monitoring the effectiveness of marketing strategies and qualifications: marketingstrategy monitoring and evaluation; understanding marketing strategy performanceindicator; early warning; tactics change; objective change; strategy change;Indicative Reading listCore 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 andProfitability. 5th Edition. Harlow: Prentice Hall.Chernev, A. (2009) Strategic Marketing Management.5th Edition. New York: BrightstarMedia.Hastings, H. and Saperstein, J. (2007) Improve Your Marketing to Grow Your Business. NewYork: Wharton School Publishing.Hooley, G., Saunders, J., Piercy, N. F. and Nicoulaud, B. (2007) Marketing Strategy andCompetitive Positioning. 4th Edition. Harlow: Financial Times/Prentice Hall.OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | (RQF) SPECIFICATION(RQF) SPECIFICATION | AUGUST 2017 | VERSION 1.0 WWW.OTHM.ORG.UK PAGE 55 OF 61Kotler, P. and Armstrong, G. (2008) Principles of Marketing. 13th Edition. New York: PrenticeHall.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, 2ndEdition, London: Palgrave MacmillanMcDonald, M. (2007) Malcolm McDonald on Marketing Planning: Understanding MarketingPlans and Strategy, New York: Kogan-Page.Mukerjee, K. (2007) Customer Relationship Management: A Strategic Approach toMarketing, New Delhi: Prentice Hall of India.Mullins, J. Walker, O. C. and Boyd, H. W. (2009). Marketing Management: A StrategicDecision-Making Approach, 7th Edition, New York: McGraw-Hill Higher Education.Palmer, R. Cockton, J. and Cooper, G. (2009) Managing Marketing: Marketing SuccessThrough Good Management Practice. Oxford: Butterworth-Heinemann.Tollin, K. and Carù, A. (eds.) (2008) Strategic Market Creation: A New Perspective onMarketing and Innovation Management. Chichester: John Wiley and Sons.Winer, R. and Dhar, R. (2010) Marketing Management. 4th Edition. London: PearsonEducation.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 forinformation 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 consumerdemographics;• 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 onstrategic marketing• Management;OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | (RQF) SPECIFICATION(RQF) SPECIFICATION | AUGUST 2017 | VERSION 1.0 WWW.OTHM.ORG.UK PAGE 56 OF 61• www.idea.gov.uk Local Government Improvement and Development – developing astrategic; communication strategy in the public sector which applies equally to theprivate sector;• www.managementhelp.com Articles on strategic marketing planning and further links;• www.marketingpower.com American Marketing Association – marketing articles.OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | (RQF) SPECIFICATION(RQF) SPECIFICATION | AUGUST 2017 | VERSION 1.0 WWW.OTHM.ORG.UK PAGE 57 OF 61UNIT 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 AimsThe aim of this unit is to develop learners’ understanding of issues facing contemporaryorganisations in the globalised world, with the identification and use of global marketingstrategies, including issues related to internationalisation. Learners will explore how currentdevelopments in innovation and design impact on mass customisation and marketingstrategies in organisations. The unit also covers the importance of patenting ideas, designregistration, 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 criticallyevaluate theglobalisationphenomenon.
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 itsimpact on marketing for an organisation.
2. Be able to criticallyevaluate the globalbusiness environment.
2.1
Evaluate the internal business environment of globalcompanies.
2.2
Evaluate the external business environment of globalcompanies.
2.3
Critically analyse national and industry based competitiveadvantages.
3. Be able to analyse theinternationalisationprocess for a range ofcompanies in variousglobal markets.
3.1.
Analyse the factors that can facilitate internationalisationfor a selected organisation.
3.2.
Evaluate the issues and risks of internationalisation for aselected organisation.
3.3.
Propose measures to mitigate risks in internationalisation.
4. Be able to developeffective marketingstrategies for global
4.1
Evaluate the global market potential for possible businessexpansion.
4.2
Critically analyse market information.
OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | (RQF) SPECIFICATION(RQF) SPECIFICATION | AUGUST 2017 | VERSION 1.0 WWW.OTHM.ORG.UK PAGE 58 OF 61
markets.
4.3
Apply global segmentation, marketing mix andcommunication strategies to a global marketing strategy.
5. Be able to evaluatethe importance ofinnovation protectionfor new products andservices.
5.1
Critically discuss management of innovation of productsand services in an international organisation.
5.2
Evaluate innovation protection methods for a new productor service.
5.3
Critically evaluate the risks associated with not protectinginnovation.
AssessmentTo achieve a ‘pass’ for this unit, learners must provide evidence to demonstrate that theyhave fulfilled all the learning outcomes and meet the standards specified by all assessmentcriteria.
Learning Outcomesto be met
Assessment Criteria tobe covered
Assessment type
Word count(approx. length)
All 1 to 5
All ACs under LO 1 to 5
Coursework
4500 words
Indicative contentsBe 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 otherfunctional areas• Developed, developing, underdeveloped countries and Emerging marketsBe able to critically evaluate global business environment and competitions• SLEPT factors: Before creating business plans or when evaluating existing ones, it isimportant to ‘scan’ the external environment. This takes the form of SLEPT analysis,i.e. an investigation of the social, legal, economic, political, and technological influenceson a business. In addition, it is also important to be aware of the actions of yourcompetitors. 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 forcesBe able to determine the internationalisation process for a range of companies invarious global markets• Choices of different modes of entry in international markets• International marketing strategies: International markets could be exploited foropportunistic global market development (diversifying markets);• Following customers abroad (customer satisfaction); Pursuing geographicdiversification (climate, topography, space, etc.); Exploiting different economic growthrates (gaining scale and scope);• Exploiting product life cycle differences (technology); Pursuing potential abroad;Globalising for defensive reasons; Pursuing a global logic or imperative (new marketsand profits)OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | (RQF) SPECIFICATION(RQF) SPECIFICATION | AUGUST 2017 | VERSION 1.0 WWW.OTHM.ORG.UK PAGE 59 OF 61Develop global business strategies• Changing international environment: Understand the new trends in globalisation. Thetheories of globalisation, issues and strategies should be discussed with regard toentering international markets• Ethnocentric and polycentric and geocentric strategies• C factors (12‐c framework): To enter international markets the 12Cs should beevaluated. 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 entrycompanies tend to standardise the product; however, to be successful the importanceof adapting to specific marketsBe able to develop and apply appropriate marketing strategies for global markets• International market research; International market planning, strategic choice andevaluation/control• International Marketing analyses: International Marketing Mix analysis; International• Global market segments• Marketing communication: Wide access to internet, High technological devices, socialmedia, etc. has changed the communication and promotional strategies of companies• Information required in developing a marketing strategy: Industry trends, rivalinformation, resource requirement, financial markets, government regulations,demographic information, corporate financial performance indicators, internaloperations related data, corporate annual report, market analyses, stock market data,governmental publicationsBe able to understand the importance of innovation protection for new products andservices• Ansoff’s matrix, product development and innovation management in internationalorganisations.• Innovation protection: Patenting ideas, design registration, trade marking andintellectual property• Consequences of not protecting innovation: Imitation; lose competitive edge; Lessmarket recognition and corporate excellence. These should be explained with practicalexamplesIndicative Reading listKey ReadingThere are no essential resources required for this unit. A set of resources is needed tocover all LOs.Czinkota, M., Ronkainen, I., Moffett, M., Marinova, S. and Marinov, M. (2009). InternationalBusiness. West Sussex: WileyOther indicative readingDicken, P. (2007) Global Shift: mapping the changing contours of the world economy.London: SageOTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | (RQF) SPECIFICATION(RQF) SPECIFICATION | AUGUST 2017 | VERSION 1.0 WWW.OTHM.ORG.UK PAGE 60 OF 61Hamilton, L. and Webster, P. (2009) The International Business Environment. Oxford:Oxford University PressHeld, D. McGrew, A. Goldblatt, D. and Perraton, J. (2000) Global Transformations: AnIntroduction to the Globalisation Debate. Cambridge: Polity PressStonehouse, G., Campbell, D., Hamill, J. and Purdie, T. (2005) Global and TransnationalBusiness, West Sussex: WileyPeck, J. and Yeung, H. (2003) Remaking the Global Economy. London: SageJournals/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.orgOTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | (RQF) SPECIFICATION(RQF) SPECIFICATION | AUGUST 2017 | VERSION 1.0 WWW.OTHM.ORG.UK PAGE 61 OF 61IMPORTANT NOTEWhilst we make every effort to keep the information contained in programme specification upto date, some changes to procedures, regulations, fees matter, timetables, etc may occurduring the course of your studies. You should, therefore, recognise that this booklet servesonly as a useful guide to your learning experience. For updated information please visit ourwebsite www.othm.org.uk.

YOU MAY ALSO READ ...  The relationship between medieval social ideology and reality
Order from Academic Writers Bay
Best Custom Essay Writing Services

QUALITY: 100% ORIGINAL PAPERNO PLAGIARISM – CUSTOM PAPER