ABE Level 6 Diploma in Business Management ABE Level 6 ...ABE Level 6 Diploma in three pathways: ... ABE Level 6 Diploma in Business Management and Human Resources (603/1601/9) ABE

ABE Level 6 Diploma

in Business Management

ABE Level 6 Diploma


and Human Resources

ABE Level 6 Diploma


and Marketing

Qualification Specification

Version 2.0 March 2018

© ABE 2018 All rights reserved

© ABE Level 6 Diplomas Qualification Specification Version 2.0 March 2018 page 2

Contents

About ABE ............................................................................................................... 3

Why study with ABE ................................................................................................ 4

Leading Strategic Change ..................................................................................... 18

Business Strategy and Decision-making ................................................................ 24

Developing International Markets ........................................................................... 30

Business Ethics and Sustainability ......................................................................... 36

Strategic Stakeholder Relationships....................................................................... 43

Corporate Finance ................................................................................................. 49

Advanced Project Management ............................................................................. 57

Strategic HRM ....................................................................................................... 63

Organisational Design, Development and Performance ......................................... 70

Contemporary Developments in Global HRM ......................................................... 76

Strategic Marketing ................................................................................................ 82

Strategic Marketing Relationships .......................................................................... 88

Digital Marketing Strategy ...................................................................................... 94

Appendix A .......................................................................................................... 101

Version control

Launch version June 2017

Version 2.0 March 2018


About ABE

Recognition

ABE qualifications are designated higher education qualifications. They are aligned to the Framework for Higher Education Qualifications (FHEQ) in England, Wales and Northern Ireland, and Quality Assurance Agency (QAA) Subject Benchmark Statements. These qualifications are part of the UK Regulated Qualifications Framework (RQF).

Ofqual, we have agreements or recognition by regulatory authorities in many other countries where we operate check our website for more details.

ABE diplomas

Our diplomas are management focused and blend common units with more specialist subject areas, enabling you to develop expertise in particular disciplines as well as a strong understanding of business management in general. They represent the latest in professional standards and provide opportunities for students to develop professional behaviours. Our focus on developing practical workplace skills alongside academic expertise, is a winning combination for ABE graduates.

ABE Diplomas are valued internationally because they are:

Professional Our qualifications are designed to give you the knowledge and skills you need to excel in a managerial career.

Affordable ABE is a not-for-profit organisation; as such we endeavour to keep costs to a minimum. Our fast track routes to degrees are often much less expensive than traditional routes.

Recognised In addition to respected regulatory authorities, our qualifications are recognised by colleges, universities, employers and governments around the world.

Supported As an ABE member, you can access a wealth of resources designed to support your studies, and enhance your learning experience. Each ABE unit has its own study guide and we support our colleges with a wealth of tuition resources to help them deliver teaching to an outstanding standard.

International For more than 40 years, learners around the world have been benefitting from ABE qualifications.

Proven Our alumni speak for themselves see their testimonials on our website. They work in a diverse range of industries and organisations. Many are in top jobs or running their own successful enterprises.

Flexible You can study full time or part time at a pace that suits you. All our diplomas provide expertise in business management and offer you the option of specialising in Marketing or Human Resources alongside this.

A great route to university

ABE s diplomas have credits which are accepted by universities around the world. Holders of ABE diplomas can fast track onto a degree course, meaning the cost of your education is dramatically reduced.


Why study with ABE

ABE has an outstanding history and an excellent global reputation. Our qualifications are designed to give you the best chance of achieving your full potential in your chosen career. There is a world of opportunity waiting for you, and ABE can help you seize that opportunity and succeed.

The content and format of our qualifications are the outcome of extensive research which explored the skills employees need to possess in order for businesses to succeed. When redeveloping the new qualifications in Business, we collaborated with a wide range of students, employers, higher education providers, colleges and subject experts to ensure that the new qualifications meet their needs and expectations. Our findings highlighted that organisations require staff with a set of strong core business skills that can be flexible and adapted to diverse environments.

outstanding portfolio. Our qualifications are designed to adapt and develop in line with the needs and demands of employers now and in the future.

Whether you dream of becoming an entrepreneur, getting a great job, being promoted to senior management, or if you are already in a leadership role and want to enhance your professional skill set, an ABE qualification will help you turn your plans into reality.

About your qualification

ABE is regulated by Ofqual which evaluates qualifications by difficulty level. Qualifications at the same level are broadly similar in the knowledge and depth of understanding required to pass them, but the size and the content of qualifications at the same Level can vary. The diagram below shows how the levels progress.

Level 3Same level of difficulty as: UKA-Levels, BTEC National Certificate

Level 4Same level of difficulty as: BTEC Professional Diploma, bachelor's degree first year

Level 5Same level of difficulty as: UK Foundation degree, bachelor's degree second year

Level 6Same level of difficulty as: bachelor's degree final year


ABE Level 3 Certificate in Business Essentials (24 credits)

Level 3

ABE Level 4 Foundation Diploma in Business Management(60 credits)

ABE Level 4 Diploma in Business Management(120 Credits)

ABE Level 4 Diploma in Business Management and Human Resources (120 Credits)

ABE Level 4 Diploma in Business Management and Marketing(120 Credits)

Level 4 ABE Level 5

Diploma in Business Management(120 Credits)



Level 5 ABE Level 6

Diploma in Business Management(120 Credits)



Level 6

Pathways

enter at Level 3 and progress all the way to Level 6, enabling you to accumulate the credits needed for a university top-academic judgement


Qualification titles and codes

ABE Level 6 Diploma in three pathways:

ABE Level 6 Diploma in Business Management (603/1600/7)

ABE Level 6 Diploma in Business Management and Human Resources (603/1601/9)

ABE Level 6 Diploma in Business Management and Marketing (603/1602/0)

Qualification purpose

The purpose of s is to provide you with a critical understanding of businesses and the challenging environment in which they operate, enabling you to take a critical view of businesses and their context at a strategic level.

The Level 6 qualifications aim to prepare you for progression to a higher level of study through their coverage of strategic approaches to business and management, and their credit value of 120 credits make them an ideal springboard to a top-up degree, Masters programme, or MBA for example.

Specifically, you will cover business strategy and business ethics, as well as extending your knowledge of international business through a focus on developing international markets. The ABE Level 6 Diplomas will develop your leadership, strategic decision-making and change management skills, so they are ideal for those learners looking to progress into a senior management role.

The ABE Level 6 Diplomas also enable you to choose a specialism (which you may have already done at Level 4 and Level 5) in Business Management, Human Resources or Marketing, enabling you to study these areas in more depth.

At Level 6, the Business Management programme will allow you to focus on two of three areas: strategic stakeholder engagement, corporate finance or advanced project management. All three areas complement the core business management subjects you will study and will further develop your senior management skills and competencies.

At Level 6, the Human Resources programme will allow you to focus on two of three areas: strategic HRM, organisational design and performance, or contemporary developments in HRM. Again, all of these areas complement the core business management subjects you will study, enabling you to develop your specialist HR management skills, knowledge and competencies.

Finally, at Level 6, the Marketing programme will allow you to focus on two of three areas: strategic marketing, strategic marketing relationships or digital marketing strategy. As with the other specialist routes, these areas complement the core business management units you will study, enabling you to develop your skills, knowledge and competencies in strategic marketing.


Qualification objectives

The objectives of the ABE Level 6 qualifications in Business are as follows:

▪ To equip learners with business skills, knowledge and the understanding necessary to achieve high

performance in the global business environment.

▪ To provide education and training for a range of careers in business, including management, human

resources and marketing.

▪ To provide insight and understanding into international business operations and the opportunities and

challenges presented by a globalised market place.

▪ To equip learners with knowledge and understanding of culturally diverse organisations, cross-cultural

issues, diversity and values.

▪ To provide opportunities for learners to enter or progress in employment in business, or progress to

higher education qualifications.

▪ To provide opportunities for learners to develop the skills, techniques and personal attributes essential for

successful working lives.

▪ To provide opportunities for those learners with a global outlook to aspire to international career

pathways.

▪ To provide opportunities for learners to achieve a nationally-recognised professional qualification.

▪ To offer learners the chance of career progression in their chosen field.

▪ To allow flexibility of study and to meet local or specialist needs.

Who it is for

The ABE Level 6 Diplomas are for learners who are capable of reaching the standards required to study at Level 6 (please see our Entry guidance for more details).

More specifically, the qualification is for those who may already be in a middle management role and are looking to develop their strategic level knowledge, skills and competencies to prepare for progression into a senior management role.

Alternatively, this qualification is also ideal for learners progressing from a lower level qualification and who wish to progress to a top-up degree, MBA or Masters programme.


Entry guidance

There are no formal entry requirements to study ABE Level 6 Diplomas; however, the centre should ensure that you have a reasonable expectation of success on the programme by assessing your previous qualifications and/or related work experience.

Hence, it is the centre responsibility to use their professional and academic judgement when assisting you in making the decision at which level you should enter the ABE programmes.

In order to successfully study for an ABE qualification, you should have an appropriate level of English Language skills (reading, writing, speaking and listening). For the ABE Level 6 Diplomas, ABE recommends the following standards are met:

▪ IELTS 6

▪ Cambridge ESOL Cambridge English Advanced (point score 176 or above)

▪ Pearson Test of English Academic (PTE Academic) 61-67

▪ Common European Framework of Reference (CEFR) B2-C1

centre must be satisfied that the score is equivalent to those recommended above.


Structure

ABE Level 6 Diploma in Business Management

ABE Level 6 Diploma in Business Management and Human Resources

ABE Level 6 Diploma in Business Management and Marketing

Each of the ABE Level 6 Diplomas consists of six mandatory units. The first four units are the core units and

you must choose two of the three suggested optional units from your chosen specialism (Business Management,

Human Resources, or Marketing). You must complete all six mandatory units and achieve a minimum of a Pass in

all units in order to be awarded the qualification.

The Total Qualification Time (TQT) for the ABE Level 6 Diplomas is 1200 hours.

Each of the ABE Level 6 Diplomas is worth 120 credits.

ABE Level 6 Diploma in Business Management

ABE

Unit

Code

Unit Title Level GL

H TQT Credits

Assessment

Method

Core

Mandatory

6ULSC Leading Strategic Change 6 50 200 20 Assignment

Core

Mandatory

6UBSD Business Strategy and

Decision-making

6 50 200 20 Examination

Core

Mandatory

6UDIM Developing International

Markets


Core

Mandatory

6UBES Business Ethics and

Sustainability


Optional 6USSR Strategic Stakeholder

Relationships

6 50 200 20 Assignment

Optional 6UCF Corporate Finance 6 50 200 20 Assignment

Optional 6UAPM Advanced Project

Management



ABE Level 6 Diploma in Business Management and Human Resources

ABE

Unit

Code

Unit Title Level GL

H TQT Credits

Assessment

Method

Core

Mandatory


Core

Mandatory


Decision-making


Core

Mandatory


Markets


Core

Mandatory


Sustainability


Optional 6USHR Strategic HRM 6 50 200 20 Assignment

Optional

6UODD

Organisational Design,

Development and

Performance


Optional 6UGHR Contemporary Developments

in Global HRM


ABE Level 6 Diploma in Business Management and Marketing

ABE

Unit

Code

Unit Title Level GL

H TQT Credits

Assessment

Method

Core

Mandatory


Core

Mandatory


Decision-making


Core

Mandatory


Markets


Core

Mandatory


Sustainability


Optional 6USM Strategic Marketing 6 50 200 20 Assignment

Optional 6USMR Strategy Marketing

Relationships


Optional 6UDMS Digital Marketing Strategy 6 50 200 20 Assignment


Progression

you can progress to employment or to a higher level of study.

ABE offers you a full framework of qualifications that have been designed for you to be able to progress right from

Level 3 all the way up to Level 6. Each qualification builds from the one before, taking you from introductory units

through to strategic ones.

ABE allows you to progress from one level to the next with one trailing unit. You must ensure to fully complete the initial level in order to be awarded the next level. Should the higher level be completed first, ABE will withhold the certificates until the initial level is achieved.

The ABE Level 6 Diplomas are each worth 120 credits, making them ideal for progression to higher education

(e.g. a top-up degree, master s programme, or MBA). You can also take advantage of one of our university

partnerships (see website for more details on progression arrangement and exemptions).

Level 3

Level 4

Level 5

Level 6With this qualification you can get onto the second year of a bachelor s degree

The grounding you need to help you successfully complete the next ABE academic level

With this qualification you can get onto the final year of a bachelor s degree

With this qualification you can go straight onto a master s (included MBA) degree

Will help to prepare you for a junior business role, such as an administrator, marketing assistant or HR assistant

Will give you the skills you need for a junior management role, such as a general manager, a digital marketing executive or an HR officer

Will equip you for a middle management role, perhaps leading a small team of people

Will give you the strategic skills needed for progression into a senior management role with the responsibility to setting and driving strategic goals


QAA benchmarking

new qualifications is to enable progression to higher education

university programmes. As well as ensuring that each qualification level offers the appropriate credit values for

progression, we have also benchmarked the qualifications against the QAA Framework. The QAA Framework

applies to all degree-awarding organisations, such as universities, in England, Wales, Northern Island and

Scotland. The framework describes the achievement represented by higher education qualifications.

The purpose of benchmarkin

qualifications map to those qualifications offered at degree-awarding organisations and should support those

wishing to progress to a degree programme.

In addition to this, the mapping also clearly shows which of the business management skills, generic skills and

relevant workplace skills and competencies that you will develop through studying an ABE qualification.

Please see Appendix A for the mapping detail.

Credits and Learning Hours

Total Qualification Time

As part of its Ofqual regulation, ABE allocates a Total Qualification Time (TQT) to each of its qualifications. TQT is the estimated total number of hours that learners will need in order to complete and achieve the qualification.

Examples of activities which can contribute to Total Qualification Time include:

▪ Guided Learning

▪ Independent and unsupervised research/learning

▪ Unsupervised compilation of a portfolio of work experience

▪ Unsupervised e-learning

▪ Unsupervised e-assessment

▪ Unsupervised coursework

▪ Watching a pre-recorded podcast or webinar

▪ Unsupervised work-based learning.

Within the TQT value of each qualification, we also define the Guided Learning Hours (GLH). The GLH is the estimated total number of hours for centres to deliver a qualification to their learners. The GLH covers any activities completed under direct instruction or supervision of a lecturer/teacher/tutor etc. For example, classroom learning supervised by a teacher, live webinar or telephone tutorial, e-

lecturer/teacher/tutor.

Credits

use these credits towards progression to another qualification.

The ABE Level 6 Diplomas are worth 120 credits each.


Modes of study

To study for an ABE qualification, you should be registered with an ABE Accredited Centre. For more information

on finding an accredited centre, please see the ABE website.

When studying for your ABE qualification, you will most likely learn both with supervision from tutors at your centre

and through your own self-study time.

Your centre is responsible for teaching ABE qualifications and they will likely use a range of delivery methods. For

example, they might use:

▪ Classroom delivery (face to face taught time)

▪ Mentoring and coaching from tutors or external employers

▪ E-learning

▪ Formative assessment

▪ Live webinars

▪ Assessment support for assignment writing and revision sessions

Note: The list above is indicative to find out more about how you will be taught, you should contact your centre.

Suggested reading and resources for the qualification

For each unit in the ABE Level 6 Diplomas, ABE will provide the following learning materials:

▪ A Study Guide in PDF format available on the ABE Portal. This Study Guide is aimed at learners and will

expand on the Unit Syllabus, including case studies and examples, activities, and a glossary of terms.

▪ Tutor Resource Packs for Centres. These will contain session plans, presentations, activities and wider

resources available for each unit

▪ A Recommended Reading List, including online resources, available on the ABE Portal.

Assessment

ABE Level

6 Diplomas are assessed by a combination of examinations and assignments, both externally set by ABE. You

can find out how each unit is assessed by checking the Unit Specification in this document, or the qualification

tables above.

At Level 6, each examination will be two hours long and there will be two examination sessions per year. The

examination will consist of three sections: two of which will be made up of short answer questions and one

section consisting of long answer/essay-based questions. For more details on the examination format, please

see the Sample Assessment Materials available on the ABE Portal.

Assignments will be set by ABE in the format of an assignment brief. Sometimes a scenario and/or templates

may be provided as well. At Level 6, assignments will have a word count of 3500. For more details on the

assignment format, please see the Sample Assessment Materials available on the ABE Portal.

There will be four opportunities a year for assignments to be submitted by learners. All assignments will be submitted by centres to ABE for marking. Results will be released by ABE on your portal.

Centres can find more information about submitting assignments in the ABE Assessment Handbook document available on the ABE Portal.


Grading

In order to achieve an ABE qualification, you must demonstrate sufficient depth of study and acquisition of knowledge and skills expected for the qualification. You will need to demonstrate your achievement through the assessments set by ABE. On completion of your ABE qualification, you will be awarded an overall qualification grade based on your performance across all of your unit assessments.

The following qualification grades are available:

Grade

Fail

Pass

Merit

Distinction

Units will be assessed using the following grading scale:

Grade Boundary

Fail 0 39

Pass 40 54

Merit 55 69

Distinction 70 100

Calculation of the qualification grade:

The overall qualification grade will be calculated based on learner performance at unit level. Each unit carries a

all units to the value of 120 credits. All units in the qualification must be attempted and contribute to your final grade. A minimum of Pass is required for all units in order to complete the qualification.

Grade Point

Boundary

Fail 0 239

Pass 240 329

Merit 330 419

Distinction 420 600


Grade descriptors

The table below details the grade descriptors that will be used to make judgements on grade boundaries. These descriptors will also help you to understand what we expect to see in order to achieve each grade.

Level 6

0-39 (Fail) 40-54 (Pass) 54-69 (Merit Pass) 70-100 (Distinction)

Knowledge and understanding of the subject matter including underpinning theoretical concepts

Lack of, limited or incomplete knowledge and understanding of the subject matter and underpinning concepts and theories, including their relevance; lack of ability to apply concepts to a relevant context.

Adequate knowledge and understanding of most key areas of the subject matter and basic use of their underpinning concepts and theories; sometimes able to apply to a relevant context.

Sound knowledge and understanding of the subject matter and in the appropriate use of concepts and theories; understands how to apply them to a relevant context.

Extensive knowledge and understanding of the subject matter and in the appropriate use of related concepts and theories, including in-depth understanding and application to a relevant context.

Awareness of relevant ethical, social, legal, regulatory and other local issues of relevance

Lack of awareness of relevant ethical, social, legal, regulatory and local issues.

Adequate awareness of relevant ethical, social, legal, regulatory and local issues.

Clear recognition of relevant ethical, social, legal, regulatory and local issues.

In-depth recognition of relevant ethical, social, legal, regulatory and local issues.

Professionalism business acumen, innovation and professional practice

Lack of or limited awareness of business acumen, innovation and consideration of relevant professional practice.

Adequate awareness of business acumen, innovation and consideration of relevant professional practice.

Sound awareness of business acumen, innovation and consideration of relevant professional practice.

Clear evidence of awareness of business acumen, innovation and consideration of relevant professional practice.

Investigating and solving problems using different methods including data gathering and use of literature

Lack of or limited use of information gathering, investigation and problem-solving methods; limited use of data and of relevant literature.

Adequate use of information gathering, investigation and problem-solving methods; some use of data and of relevant literature.

Sound use of a range of information gathering, investigation and problem-solving methods; good use of data and relevant literature.

Clear, consistent and appropriate use of a wide range of information gathering, investigation and problem-solving methods; use of data and relevant literature throughout.


0-39 (Fail) 40-54 (Pass) 54-69 (Merit Pass) 70-100 (Distinction)

Critical evaluation, analysis and independent thinking

Lack of or limited evidence of evaluation, analysis and independent thinking; conclusions are unsupported or lacking; content is highly descriptive.

Adequate level of evaluation, analysis and independent thinking, although some content is descriptive; conclusions are generally made but often lack support.

Sound evidence of evaluation, analysis and independent thinking, points made are generally explored and supported; conclusions made where appropriate and are supported.

Clear and consistent evidence of evaluation, analysis and independent thinking, points made are appropriately detailed and supported; conclusions are consistently made, clear, relevant and justified.

Professional communication

Poor or inappropriate standard of communication and editing, lacking in relevant examples; limited consideration of the audience; inappropriate choice of media and format; poorly referenced.

Adequate standard of communication and editing, generally using in relevant examples where appropriate; some consideration of the audience; some appreciation of the choice of media and format; referencing is generally adequate but inconsistent.

Good standard of communication and editing, using in relevant examples where appropriate; consistent consideration of the audience; sound appreciation of the choice of media and format; work is accurately referenced throughout.

Outstanding communication and editing, using highly relevant and topical examples where appropriate; clear and consistent consideration of the audience; thorough appreciation of the choice of media and format; high quality referencing throughout.

Results issue

Your assessment results will be published by ABE after each assessment session. ABE will announce the

specific results release date in advance of the assessment session.


Unit Specifications

In the second section of this document, you will find the Unit Specification for each unit included in the ABE

Level 6 Diplomas.

The Unit Specification contains all the information you need about a particular Unit, including the Credit value,

Guided Learning Hours and the Unit Syllabus details. You should use the Unit Specifications to see what you will

be expected to learn and what you will be expected to demonstrate in your assessments.

Here are some key terms to help you read and use the Unit Specifications:

Qualification The qualification is the outcome of your studies and assessment, and represents

your achievement.

Unit A unit is a component of the overall qualification, focusing on a particular topic or

area of study relevant to the qualification. Some units may be mandatory, and

some may be optional so be sure to check before starting your studies.

Total Qualification Time

(TQT)

TQT is the number of notional hours which represents an estimate of the total

amount of time that could reasonably be expected to be required in order for a

Learner to achieve and demonstrate the achievement of the level of attainment

necessary for the award of a qualification.

Guided Learning Hours

(GLH)

GLH is an element of the TQT and is an estimate of the number of hours during

which the learner is given specific guidance by their tutor towards the achievement

of the qualification, for example: face to face teaching, e-learning, mentoring etc.

Element An element represents a segment of learning within the unit. Each individual

element has its own rationale and content.

Learning outcomes The learning outcome lays down the expectations of the learner and defines the

knowledge, understanding and/or skills they will acquire on completion of the Unit.

Assessment criteria The assessment criteria define what a learner must know, understand or be able

to do, proving that they can achieve the Learning Outcome.

Indicative content The indicative content is the scope of knowledge required in order to fulfil the

assessment requirements and achieve the learning outcome; it also outlines the

technical components of the programme.

Weighting The way in which a section of the content is emphasised in terms of teaching,

learner effort, and emphasis in assessment.


Leading Strategic Change

Unit Type: Mandatory Level: 6 Credits: 20 GLH: 50 Assessment Method: Assignment

This unit focuses upon the leadership principles required to lead an organisation and its stakeholders through strategic change. It explores key leadership models and methodologies and how these can be applied by leaders within organisations. Understanding how and strategic direction is an important aspect covered by this unit.

The unit then considers strategic organisational change, firstly by examining an organisation s current position in its market and environment, and then by considering drivers for organisational change and the impact of these

; it might decide to focus on growth and expansion, for example. Strategic change may also be a result of changes in its business environment, for example opportunities to utilise the use of technology so that it can take advantage of innovations in that area. Strategic change can be a vehicle by which an organisation gains advantage over its

market.

Strategic change can also be driven by internal business drivers, for example the need to improve profitability. All strategic change needs to be planned, managed, and in particular led, so this unit also explores the value of leading and influencing people through an effective change process.

Strategic change impacts on stakeholders, so this unit helps you identify and analyse organisational stakeholders and evaluates models and methodologies for engaging and collaborating with these stakeholders about the strategic change.

Finally, the unit considers the leadership skills required for leading interpersonal skills which can be particularly valuable in this process. It also explores opportunities for developing these skills and concludes by asking you to explore your own current skills in this area and to prepare and present a personal leadership development plan.


What

The table below shows the learning outcomes of this unit (what you will be able to do or what you will know), along with the assessment criteria (what you will be able to do to demonstrate achievement of the learning outcome).

Learning Outcomes

The learner will:

Assessment Criteria

The learner can:

1. Critically analyse leadership principles that support an

and strategic direction (Weighting 25%)

1.1 Analyse the role of the strategic leader in the creation of the

mission and values to others

1.3 Critically discuss leadership principles that help in the creation, communication and embedding of the organisatiand values

2. Critically assess the drivers for, and assess the impact of change for an organisation (Weighting 25%)

2.1 Discuss it operates

2.2 Evaluate opportunities for change that objectives

2.3 Analyse the expected impact of the change on organisational objectives

2.4 Critically review models for the leadership of change

3. Critically analyse how to plan and lead the change process for an organisation (Weighting 25%)

3.1 Develop a plan to implement and monitor the change process

3.2 Critically analyse how individuals within the organisation will be supported throughout the change process

3.3 Evaluate organisational stakeholders and their expectations of an

3.4 Evaluate methods of meeting stakeholder expectations or requirements

4. Evaluate the skills required to lead strategic change (Weighting 25%)

4.1 Critically discuss the skills required to lead strategic change within an organisation

4.2 Justify a personal development plan to support the development of leadership skills to lead strategic change


Capabilities

practical skills and capabilities. These capabilities are highlighted as certain values, knowledge, skills and behaviours that will help you in your professional development.

Below is an overview of the behaviours, skills and attitudes that you will develop through this unit:

Element of learning Key capabilities developed

Element 1 - Strategic leadership principles

Understanding key leadership models and methodologies and how they are applied by leaders

Recognition of leadership as being central to the creation and acceptance of an

Approaches to strategic leadership, communication, role model, professionalism

Element 2 - Leading and influencing strategic change

Ability to identify and discuss the drivers for and impact of organisational change

Awareness of the value of leading and influencing others through an effective change management plan and process

Change management, planning, leadership, influencing others, impact analysis

Element 3 - Engaging and collaborating with stakeholders

Ability to identify organisational stakeholders and analyse their expectations and requirements from organisational change

Ability to evaluate models and methods for engagement and collaboration with stakeholders

Ability to create a plan to implement and monitor a change process

Stakeholder analysis, leadership, change management, application of models and approaches, planning and implementation

Element 4 - Developing strategic leadership skills

Ability to recognise the need for strategic leadership skills and their value in leading strategic change.

Ability to evaluate current personal leadership skills and prepare a development plan in this area

Strategic leadership, leading change, self-reflection and self-evaluation, self-development, gap analysis

Localisation

It is very important when studying for your ABE qualification that you consider your local business environment and try to apply what you are learning to relevant scenarios in your local business context. Doing this will help you to put your learning into practice and use it in your professional day-to-day activities.

You should take into account the following when preparing for your assessment:

▪ Statements of organisational direction, i.e. vision and values statements, mission statements, objectives, behavioural frameworks

▪ Any current local political/legal issues that may impact on an organisation and drive strategic change

▪ Any current local social/environment issues that may impact on an organisation and drive strategic change

▪ Any current local technological issues that may impact on an organisation and drive strategic change

▪ Any current economic issues that may impact on an organisation and drive strategic change


Indicative Content

1. values and strategic direction (Weighting 25%)

1.1 Analyse the role of the strategic leader in

▪ Organisational vision, mission and values statements ▪ Organisational purpose, goals and objectives ▪ Strategic direction-e.g. growth, re-positioning, renewal or survival ▪ Leadership for difficult ti

1.2

▪ ▪ Building trust as a leader ▪ Leadersh

cadence) and Four Is model (invite, inform, involve, ignite) ▪ Effective communication of vision and values (Kotter 1996)

1.3 Critically discuss leadership principles that help in the creation, communication and embedding of the

▪ ▪ Leadership behaviours that inspire followers e.g. ▪ Examples of successful leaders from public/political roles. Evaluation approaches for assessing success ▪ The role of leadership style, energy levels and personality. Evaluation approaches for assessing

effectiveness ▪ Et

strategic issue model (2009) ▪ Value based leadership i.e.

2. Critically assess the drivers for, and assess the impact of change for an organisation (Weighting 25%)

2.1

▪ Organisational data e.g. turnover, profit ▪ Market/sector data from government sources; professional bodies or trade association data on market

size/trends etc. ▪ Organisational marketing plans ▪ Environmental analysis tools e.g. PESTLE ▪ Five Forces model (2008)

2.2 Evaluate opportunities for change that jectives

▪ Organisational objectives, strategies, plans ▪ An opportunity for organisational change relating from an external driver or an opportunity for change

resulting from an internal driver ▪ Market, customer, supplier, staff, survey data, both from primary and secondary data collection ▪ Reasons for change i.e. contemporary issues, reasons ▪

2.3 Analyse the expected impact of the change on organisational objectives


▪ Impact analysis of the effect of the change on the organisation and the achievement of organisational objects e.g. time, cost, quality

▪ Impact analysis of the effect of the change on individuals and teams within the organisation e.g. satisfaction, motivation, conflict

▪ Change impact analysis i.e. Balogun et al, Change Kaleidoscope model (2008) ▪ Organisational readiness and resilience ▪ Impact of change on organisational culture i.e. Johnson and Scholes Cultural web model (2008)

2.4 Critically review models for the leadership of change

▪ Force Field Analysis model (1947)

▪ Equation formula (1987)

▪ The importance of planning and communicating the change process; who needs to be involved ▪ Example change communication plans detailing how the change process is going to be communicated,

what key messages, to which stakeholders and via which communication channels

3. Critically analyse how to plan and lead the change process for an organisation (Weighting 25%)

3.1 Develop a plan to implement and monitor the change process

▪ Eight Stage Change Process framework (1996)

▪ Typical (SMART) change plans with objectives, timelines, measures, critical success factors, roles, responsibilities and resources required

▪ PDCA (Plan, Do, Check, Act) framework ▪ Methods and approaches of monitoring, reviewing and evaluating the change process

3.2 Critically analyse how individuals within the organisation will be supported throughout the change process

▪ Understanding the politics of a change process e.g. ▪ Recognising the causes of resistance to change from individuals within the change process ▪ Dealing with resistance to change i.e. Connors Five Stage Transformation Curve model (1993) ▪ Organisational support mechanisms i.e. human resource management: training, coaching, mentoring,

performance management, counselling, redeployment

3.3 Evaluate

▪ Classification of organisational stakeholder e.g. primary and secondary ▪ ▪ Channels for identifying stakeholder requirements: meetings, surveys, social media, feedback, complaints ▪ Data gathering and analysis of stakeholder expectations e.g. disruption, service quality, delays, cost,

improvements, savings, shareholder value etc.

3.4 Evaluate methods of meeting stakeholder expectations or requirements

▪ Impact analysis of organisational change on stakeholders: positive, neutral, negative impact ▪ Methods to ensure stakeholder expectations or requirements are met during/at completion of the change

process: communication plans, briefings, training etc. ▪ Evaluation of communication methods: influence, persuasion, direction, gaining commitment ▪ Methods for monitoring and reviewing stakeholder if expectations or requirements were met during/at

completion of the change process: meetings, surveys, focus groups, quality circles etc.

4. Evaluate the skills required to lead strategic change (Weighting 25%)

4.1 Critically discuss the skills required to lead strategic change within an organisation


▪ Organisational strategic direction statements: vison, mission, values, objectives, plans etc. ▪ Organisational analysis e.g. SWOT, PESTLE, Five Forces, Force Field Analysis models and frameworks

as tools to help identify current and future leadership skill requirements ▪ Leadership skills, behaviours, competency frameworks ▪ Change management skills, behaviours, competency frameworks ▪

▪ Outcomes from organisational performance reviews, 360-degree feedback, psychometric testing,

feedback from internal and external stakeholders ▪ Longer term development goals i.e.

4.2 Justify a personal development plan to support the development of leadership skills to lead strategic change

▪ Summary of development opportunities e.g. personal SWOT Analysis to identify personal strengths, preferences, weaknesses, opportunity for development, threats and risks to leadership development

▪ Career planning frameworks e.g. Pedler et al, Career pipeline model ▪ Organisational, team, personal objectives ▪ Objective based personal development plan e.g. SMART (specific, measurable, agreed, relevant,

timebound) ▪ Other development planning tools i.e. development logs ▪ Review and evaluation of the


Business Strategy

and Decision-making

Unit Type: Mandatory Level: 6 Credits: 20 GLH: 50 Assessment Method: Examination

its goal to achieve competitive advantage. The complex and ambiguous nature of strategic development in most organisations determines a process of analysis of environmental, market predictions and organisational capability, leading to strategic option evaluation. The predicted outcomes of these will form the basis for strategic decision-making, impacting the future of the whole organisation. Anticipated results, presented with the best possible likelihood of achievement, must be justified as beneficial to the business in terms of its overall sustainability. Decision-making for strategy selection will be determined as much by the nature, leadership and culture of the organisation as well as the markets in which it operates.

This unit focuses upon the structure, process and scope of developing and evaluating appropriate business strategies in varied market and organisational contexts. The unit recognises the challenges to strategy and decision makers in the current business environments, taking into account the dynamic and contemporary issues driving strategic thinking in many organisations in pursuit of competitive advantage.

The overarching nature of strategy and decision-making in business organisations inevitably means that there are some areas of commonality between this unit and those in the rest of the programme. For example, there is a close link with Leading Strategic Change. Whilst this is beneficial as it gives a holistic view of strategic development, you should take care to note that the focus for each unit differs thus, although you are expected to understand the principles of effecting business strategy and impact on the organisation, this unit Business Strategy and Decision-making concentrates on the process and selection of the strategy rather than its execution.

Critical thinking and analysis will be central to this unit and you will apply tools and techniques (some of which will be familiar and prerequisites in other modules), to build a range of options for both market and organisational development. Modelling and scenario building skills will be developed to support strategic decision-making, laying the foundations for strategic implementation.


What


Learning Outcomes

The learner will:

Assessment Criteria

The learner can:

1. Critically evaluate strategic concepts and different approaches to strategy in diverse and contemporary challenging business contexts (Weighting 25%)

1.1 Critically discuss the concept of strategy in business contexts

1.2 Demonstrate understanding of strategic thinking and formation in different business sectors and structures

1.3 Evaluate approaches to strategic development in different contexts and circumstances

2. Critically assess organisational capability to respond to changes and developments in the business environment (Weighting 25%)

2.1 Interpret relevant changes and developments in specified industry sectors and business structures

2.2 Critically discuss current issues that could affect strategic development for a specified sector

2.3 Evaluate the basis of strategic capability and nature of competitive advantage through the internal structures and operations of the business

2.4 Evaluate strategic capability in a specified business environment

3. Critically evaluate an appropriate range of development options on which to base business strategy (Weighting 25%)

3.1 Assess the appropriateness of current bases of organisational purpose and generic strategies

3.2 Critically review directional strategy frameworks for organisational development

3.3 Evaluate alternative approaches and methods for implementation of a business strategy

3.4 Apply a range of models to generate justifiable strategic options that will facilitate strategic decision-making in a given organisational situation

3.5 Evaluate appropriate different scenarios for successful strategic development

4. Apply techniques to support recommendations for strategic decision-making in different contexts (Weighting 25%)

4.1 Examine approaches to strategic management in different contexts

4.2 Apply decision-making techniques and tools

4.3 Evaluate identified options against specified criteria using decision-making techniques

4.4 Make recommendations for strategic development in a specified business and organisational context


Capabilities

been designed to develop your practical skills and capabilities. These capabilities are highlighted as certain values, knowledge, skills and behaviours that will help you in your professional development.



Element 1 - Strategic concepts in contemporary business organisations

Ability to adopt a critical approach to concepts of strategy and strategic thinking in their application to a business organisation

Ability to assess whether a particular approach to strategic development is appropriate for different contexts and situations

Critical thinking, strategic thinking, strategic development, decision-making

Element 2 - Strategic capability in context

Ability to assess organisational strategic capability for future proofing and response to changes in the business environment

Assessing capabilities, analysis, future proofing, decision-making, leadership, planning, change management, flexibility, commercial awareness, competitor awareness

Element 3 - Strategic formation: option development in a business context

Ability to develop a range of options based on strategic capability, cognisant of the nature, aims, direction of the organisation and potential approach and methods of implementation

Options development and evaluation, strategic decision-making, analysis, organisational development

Element 4 - Strategic decision-making

Ability to conceptualise decision-making in different contexts

Ability to apply models, forecasting techniques and scenario-building approaches

Ability to evaluate options to assist in strategic decision-making in context

Problem solving, critical thinking, teamwork, communications, analysis, forecasting, scenario building, strategic decision-making

Localisation



▪ The nature, structure, size, ownership of business and markets in the local, regional and global contexts

▪ Dynamics of changing business environments and markets and the key contributing factors affecting strategic choice within the local, regional and global contexts

▪ Culture, ethics and approaches to organisational decision-making in the local context


Indicative Content

1. Critically evaluate strategic concepts and different approaches to strategy in diverse and contemporary challenging business contexts (Weighting 25%)

1.1 Critically discuss the concept of strategy in business contexts

▪ Definitions and characteristics of strategy: long term, holistic, complex, ambiguous, strategic fit ▪ ▪ Business contexts: SME, corporate and global organisations; business sectors: primary (extractive),

secondary (manufacturing and processing), tertiary (retail, distribution, services)

1.2 Demonstrate understanding of strategic thinking and formation in different business sectors and structures

▪ Strategic thinking: logic and creativity strategic position and direction of the organisation, impact of cultural differences in an international and organisational capability context

▪ Strategic formation based on emergence, planned, incremental approaches; proactive and reactive ▪ Different business sectors, including retail, wholesale, manufacturing, agriculture, extraction within

technology, pharmaceutical, petrochemical, fashion sectors

1.3 Evaluate approaches to strategic development in different contexts and circumstances

▪ Organisational attitudes to strategy development: strategic lens approach: design, experience, ideas and discourse; levels of strategy: operational, strategic business unit (SBU), business, corporate; link of stra

▪ Drivers for strategy development: sector, international and circumstantial change, competitor activity; challenges

▪ Current and contemporary issues and challenges driving development i.e. social, demographic, technological, economic, environmental, political, legal, ethical

2. Critically assess organisational capability to respond to changes and developments in the business environment (Weighting 25%)

2.1 Interpret relevant changes and developments in specified industry sectors and business structures

▪ External/macro-environment for specified sector (i.e. PESTLE): trends and changes requiring strategy formation, identification and assessment

▪ Market, competitor and segment structure and activities; strategic groupings, customer values ▪ Market activities; identifying trends e.g. changes, level of impact and importance

2.2 Critically discuss current issues that could affect strategic development for a specified sector

▪ Key current issues, pressures and trends in specified business sectors that may require strategic development: (1979); GE McKinsey Matrix for Competitive Positioning (1970s); market-led sectors

▪ Challenges of current issues: what specified organisations/sectors

▪ Evaluation of opportunities and threats in a specified sector; priority identification

2.3 Evaluate the basis of strategic capability and nature of competitive advantage through the internal structures and operations of the business

▪ Concepts of strategic capability: transferability, sustainability, robustness, networks,


▪ Competitive advantage through organisational structure and operations management, supply chain/distribution, business models

2.4 Evaluate strategic capability in a specified business environment

▪ Resources: organisationknowledge; technology, assets: tangible/intangible (marketing, product/service portfolio mix (Boston Consulting Group (BCG) Matrix, 1970s), life cycle (product life cycle), intellectual property (trademarks, brands, patents, copyright), threshold and unique

▪ Competencies: skills, operations, information, linkages and networks, threshold and core ▪ in Analysis (1985) ▪ Evaluation of strengths and weaknesses of specified organisations: resource-led approach, comparative

evaluation, benchmarking with competitor analysis; response to macro and market developments

3. Critically evaluate an appropriate range of development options on which to base business strategy (Weighting 25%)

3.1 Assess the appropriateness of current bases of organisational purpose and generic strategies

▪ ces and change drivers

▪ Corporate governance, stakeholder expectations, business ethics, values ▪

3.2 Critically review directional strategy frameworks for organisational development

▪ Strategic direction: development, market development

▪ Diversification: reasons and performance; the supply chain; related, unrelated; vertical, horizontal, concentric

▪ Portfolio development and management e.g. BCG matrix, GE matrix, strategic positioning

3.3 Evaluate alternative approaches and methods for implementation of a business strategy

▪ Approaches: natural/organic development, investment, managed maintenance (GE McKinsey Matrix for Competition Positioning (1970s), Shell Directional Policy Matrix)

▪ Methods: organisation resource-based development options based on organisational capability (own finances, assets, skills), loans, share issue; mergers and acquisitions; joint ventures; networks

3.4 Apply a range of models to generate justifiable strategic options that will facilitate strategic decision-making in

a given organisational situation

▪ Market models including predictive market models e.g. Boston Consulting Group (BCG) Positioning Matrix (1970s), GE McKinsey Matrix for Competitive Positioning, Shell Directional Policy Matrix (1980s), sector and business life cycles

▪ Financial and competitive advantage modelling: neric, cost-based, value-added; positioning, benchmarking

▪ Organisational management and cultural models: business structures: corporate, multi-national; multi-divisional, strategic business units (SBU), organisational structures and approaches (McKinsey 7-S Framework (Peters & Waterman 1980); Cultural Web (Johnson & Scholes 2006)); stakeholder management

3.5 Evaluate appropriate different scenarios for successful strategic development

▪ Predicting futures: principles of holistic scenario building; 5 principles (define, gather, issues, develop and plan); considerations i.e. scenario plots, purpose: evolution/revolution, business cycles, expansions, culture and demographics quantitative modelling


▪ Potential alternative outcomes; best and worst case scenarios; risks:

4. Apply techniques to support recommendations for strategic decision-making in different contexts (Weighting 25%)

4.1 Examine approaches to strategic management in different contexts

▪ Purpose and factors affecting strategic decisions emergent, intended, realised, unrealised; planned, command, enforced, learning

▪ Leadership and structure factors autocratic, participative, hierarchical, democratic; top-down / bottom-up, stakeholder power/influence, scope and impact

4.2 Apply decision-making techniques and tools

▪ Decision-making approaches in organisations: decision-making models i.e. decision trees, Vroom, Yetton & Jago (1973); alternative methods i.e. gap analysis, benchmarking, cost benefit analysis; rating and weighting methods

4.3 Evaluate identified options against specified criteria using decision-making techniques

▪ Suitability: organisation strategic aims, culture, structure, circumstances and linkages, competitive and market predictions and forecasts, situation applicability, congruence

▪ Feasibility: market accessibility, organisational resource capability (finance, assets, skills, information, technology)

▪ Acceptability: internal, connected and external stakeholder opinion; legal, ethical and cultural

4.4 Make recommendations for strategic development in a specified business and organisational context

▪ Recommendations from options based on outcomes of suitability, feasibility and acceptability evaluations; justification; future proofing risk and contingency


Developing International Markets

Unit Type: Mandatory Level: 6 Credits: 20 GLH: 50 Assessment Method: Examination

The focus of this unit is on international market development and is designed to help you understand marketing practice from a global perspective. The unit will consider and assess a range of different market entry models and tactics, and consider the implications of increasing globalisation.

You will consider the nature of globalisation and will develop a greater understanding of the globalisation process, including its benefits but also the associated risks. You will develop the ability to analyse and evaluate the strategic responses of international businesses to changes in their global environment.

This unit will develop an understanding of global marketing environments and the challenges and opportunities presented to business. The unit will focus on an evaluation of the practical application of global marketing theories, giving you an opportunity to review multinational companies strategies and tactics in the context of a global marketplace using practical real life examples. This unit will evaluate the marketing challenges faced by companies attempting to develop and grow in international markets and appraise the strategies organisations adopt to deliver success in the global marketplace. The unit will also examine the means by which corporate marketing strategies can be deployed in the search for sustainable competitive advantage.


What


Learning Outcomes

The learner will:

Assessment Criteria

The learner can:

1. Critically analyse the key characteristics of the international globalised business environment (Weighting 25%)

1.1 Assess the international business environment and how the nature of trading has changed in recent years

1.2 Critically discuss, using relevant theories and frameworks, the reasons why countries trade

1.3 Discuss the alternative views of globalisation and evaluate approaches taken in respect of the nature and drivers behind globalisation

1.4 Critically evaluate the international competitive landscape

2. Critically evaluate strategic international marketing opportunities (Weighting 25%)

2.1 Explain the nature of international development

2.2 Critically evaluate different strategic responses and approaches to global strategy development

2.3 Analyse the main approaches to international marketing research and opportunity development

3. Appraise the suitability of alternative market entry methods as part of the formulation of an international strategy (Weighting 25%)

3.1 Critically discuss the main characteristics of international marketing strategy

3.2 Critically evaluate various market entry methods

3.3 Evaluate potential barriers to entry, limitations on organisational capability, and the advantages or disadvantages of different market entry methods

3.4 Discuss the management of risk and control in respect of market entry into new international markets

4. Examine and justify relevant marketing strategies within different cross-cultural settings, applying them to real life case studies (Weighting 25%)

4.1 Appraise the role of culture in conducting international business and its impact on transnational transactions

4.2 Evaluate social and cultural considerations in developing international business strategy

4.3 Justify the differing product and service strategies employed in an international context

4.4 Discuss the need for different marketing methods when operating in an international context


Capabilities

your practical skills and capabilities. These capabilities are highlighted as certain values, knowledge, skills and behaviours that will help you in your professional development.



Element 1 - The World trading environment

Ability to evaluate the current debates over the nature of globalisation, utilising these skills in context of local environment relevant to context of local business practices

Intellectual debate, analysis of the global business environment, competitor analysis

Element 2 - Global strategies

Ability to apply evaluation skills in respect of international markets and business opportunities based upon the use of appropriate analytical frameworks

Ability to utilise market research techniques to apply practically to case study or relevant local/regional organisations to assess decision-making in respect of

Evaluation, assessing opportunities, application of analytical frameworks, data analysis and interpretation, decision-making, leadership, strategy, influence and persuasion

Element 3 - Market entry strategies

Ability to apply cultural awareness, cross-cultural sensitivity, diversity, in respect of globalisation and different work contexts

Ability to utilise to local context, applying concepts to explain local/regional business practice

Cultural awareness, cross-cultural relationships, diversity, local knowledge of markets, critical analysis, assessing barriers, decision-making, risk management

Element 4 - The challenge of globalisation

Ability to present arguments with respect to global marketing decisions effectively in a written format

Ability to utilise these skills to apply to local/regional organisations

Reasoned arguments, global marketing, decision-making, communication, persuasion and influence, flexibility

Localisation


The structure and nature of business within a global marketplace is diverse and dynamic. This unit seeks to develop a wide-ranging perspective of the international marketplace and the challenges involved in developing business across countries and cultures. As such, the focus of the unit is global, therefore:


▪ The structure and nature of the organisation they work within and how this is changing with increasing globalisation and international trade

▪ The influence of local culture on business practices

▪ Local policy in respect of government incentives or attitudes to foreign competition or cooperation

▪ The availability of technology to facilitate collaborative working using technology across national borders


Indicative Content

1. Critically analyse the key characteristics of the international globalised business environment (Weighting 25%)

1.1 Assess the international business environment and how the nature of trading has changed in recent years

▪ Defining international marketing: highlighting differences between domestic and international marketing ▪ Key drivers of business across countries and cultures

1.2 Critically discuss, using relevant theories and frameworks, the reasons why countries trade

▪ The theory of comparative advantage ▪ The international product life cycle ▪ Barriers to world trade: tariffs, non-tariff barriers ▪ Development of world trade bodies and free trade groupings: World Trade Organisation, North American

Free Trade Area, European Union

1.3 Discuss the alternative views of globalisation and evaluate approaches taken in respect of the nature and drivers behind globalisation

▪ The drivers of globalisation: market access, products and services, technology, competition, communication

▪ Standardisation vs customisation in international markets ▪ Global, local, glocal

1.4 Critically evaluate the international competitive landscape

▪ Macro-micro environmental factors affecting marketing performance on a global scale

2. Critically evaluate strategic international marketing opportunities (Weighting 25%)

2.1 Explain the nature of international development

▪ Market expansion and concentration: small firms expanding export profitability as market concentrators, larger firms as market expanders, e-commerce businesses as market expanders

▪ Developing relationships: stakeholders, suppliers, customers, contractors, B2B, B2C ▪ Supply chain internationalisation ▪ Networks and networking

2.2 Critically evaluate different strategic responses and approaches to global strategy development

▪ Global strategy drivers ▪ Globally standardised strategy ▪ Standardisation and adaptation ▪ Regional strategy

2.3 Analyse the main approaches to international marketing research and opportunity development

▪ The role of marketing research and opportunity analysis: opportunity identification and analysis ▪ Information and research analysis in global marketing: demand pattern analysis, multiple factor indices,

risk evaluation, business enhancement risk index ▪ International market segmentation: geographic criteria, business portfolio matrix, infrastructure matrix,

transnational segmentation, country-consumer segmentation ▪ Market profile analysis secondary and primary research sources: primary research (networking,

consortia, collecting primary data, inhouse or agency, research design, qualitative and quantitative,


survey methods, fieldwork, validity of data), secondary research (online databases, sources of information, problems in using secondary data)

3. Appraise the suitability of alternative market entry methods as part of the formulation of an of an international strategy (Weighting 25%)

3.1 Critically discuss the main characteristics of international marketing strategy

▪ Principal approaches to marketing strategy development (STP marketing) ▪ Segmentation: identification of markets to allow maximum market penetration, resource concentration ▪ Positioning: positioning of products/services to differentiate from competitors ▪ Targeting: targeting of segments, size growth potential, likely purchasing power, ease of access ▪ Competitive strategies: Ansoff growth matrix, Porter (1990), cost leadership, focus, differentiation ▪ The international market planning process: situation analysis, corporate objectives, resources and

capabilities

3.2 Critically evaluate various market entry methods

▪ Indirect exporting (trading companies, piggybacking) ▪ Direct exporting (agents, franchising, distributors, online direct marketing, e-commerce/e-tailing) ▪ Foreign direct investment ▪ Co-operation Strategies (joint ventures, strategic alliances)

3.3 Evaluate potential barriers to entry, limitations on organisational capability, and the advantages or

disadvantages of different market entry methods

▪ Decisions on where to enter a market, the timing of when to enter, and deciding the method of how to enter

▪ Managing competitive dynamics: competition, cooperation and collusion ▪ Institutions that oversee governance of domestic and international competition ▪ Local companies vs foreign multinationals ▪ Debates on international market development: liability vs asset of foreignness, global vs regional

geographic diversification

3.4 Discuss the management of risk and control in respect of market entry into new international markets

▪ Identify different levels of involvement, risk and marketing control in regard to differing market entry methods

▪ Decisions and business objectives: deciding the level of control over international business that firms require; identifying levels of risk companies are prepared to take and evaluating the costs companies can afford to bear

▪ Identify the methods that should be used for the management and control of the business: setting standards, benchmarking, identifying good practice, cost benefit analysis, correcting deviations and continual improvement processes


4. Examine and justify relevant marketing strategies within different cross-cultural settings, applying them to real life case studies (Weighting 25%)

4.1 Appraise the role of culture in conducting international business and its impact on transnational transactions

▪ Defining the nature of culture: components of culture, language of culture, layers of culture ▪ Cross-cultural analysis: Hofstede cultural dimensions ▪ Culture and consumer behaviour

4.2 Evaluate social and cultural considerations in developing international business strategy

▪ The international marketing environment: social/cultural environment ▪ Cultural factors: beliefs, values, customs, religion, attitudes, aesthetics and language ▪ Social factors: social class, reference groups, family, roles and status, education, social organisation, law

and politics

4.3 Justify the differing product and service strategies employed in an international context

▪ Product management and branding issues in international markets ▪ Marketing communications in a global media environment: marketing communication tools, e.g. trade

missions, exhibitions, advertising, sales promotion, public relations, online direct marketing and online communications

▪ Pricing strategy in a global context: export costs, economies of scale, price positioning, production costs and location

4.4 Discuss the need for different marketing methods when operating in an international context

▪ Building corporate identity and managing the brand locally ▪ Product differentiation ▪ Adaptation versus standardisation ▪ Managing appropriate delivery to achieve customer satisfaction ▪ Consumer behaviour and local business practice/culture ▪ The use of technology, digital tools, the internet and international business: online strategies, use of

websites, e-commerce, social media and social networking, virtual enterprise networks, customer relationship management and databases, customisation, internet-based marketing entry, the limitations of e-commerce for international marketing and other internet problems

▪ Marketing in emerging economies (e.g. BRIC markets)


Business Ethics and Sustainability

Unit Type: Mandatory Level: 6 Credits: 20 GLH: 50 Assessment Method: Examination This unit will develop your understanding of managerial and organisational principles through considering the role of ethics in business operations, including corporate social responsibility, sustainability and responsible management. You will examine the origins, theory and practice of these closely interconnected issues. Business ethics are now fundamental to all aspects of business, from finance to marketing, and can demonstrate

actions. No business is immune, and it is important that organisations are aware of the ethical issues surrounding business decisions and that employees at all levels of the organisation are familiar with the principles of ethical decision-making. Throughout the three elements that make up this unit, you will consider the complexities facing international management when engaging with stakeholders from diverse cultural and ethical backgrounds, who differ in business or ethical norms. You will study ethics through the lens of a global business ethical agenda alongside local cultural insight. By the end of the unit you will be confident to discuss both practical theoretical issues relating to ethics and the relationship between business and society in an international context.


What


Learning Outcomes

The learner will:

Assessment Criteria

The learner can:

1. Critically evaluate differing approaches to business ethics (Weighting 20%)

1.1 Evaluate teleological, deontological and mixed frameworks which influence western approaches to business ethics

1.2 Evaluate how the core principles of Confucianism philosophy influence eastern approaches to business ethics

2. Analyse the core principles of corporate social responsibility (Weighting 20%)

2.1 Analyse the core principles of the economic model, the philanthropic model, and the stakeholder models of corporate social responsibility

3. Critically evaluate the opportunities and challenges for a range of organisations to develop ethical business practice through corporate social responsibility policies and reporting (Weighting 20%)

3.1 Critically evaluate how organisations of different types can effectively implement corporate social responsibility policies and reporting procedures on triple bottom line sustainability

4. Analyse the core principles of sustainability in relation to businesses (Weighting 20%)

4.1 Analyse the meaning and importance of sustainability in a business context

4.2 Critically discuss the common elements of sustainability in a business context

4.3 Critically assess the factors an organisation must consider when developing a sustainability strategy

5. Analyse the influence of organisational culture and leadership on business ethics with a focus on marketing and human resource management (Weighting 20%)

can influence approaches to ethical decision-making

5.2 Assess the opportunities and challenges for differing types of organisation to effectively integrate ethical decision-making into the marketing mix and human resource management functions


Capabilities




Element 1 - Theoretical perspectives on business ethics

Ability to analyse theoretical concepts relating to business ethics

Ability to apply theoretical concepts relating to business ethics to practical industry

examples

Ability to manage learning through systematic secondary research

Analysis, application, research, critical thinking, application of theory

Element 2 - Corporate social responsibility and sustainability principles

Ability to communicate personal points of view effectively through debates,

presentations and written reports

Ability to analyse and debate ethical dilemmas

Ability to synthesise complex information to develop reasoned recommendations

Communication, ethical practice, synthesis of complex information, making reasoned

arguments

Element 3 - Implementing CSR policies

Awareness of CSR and its importance

Ability to identify and evaluate the opportunities to develop ethical business

practice through CSR

Ability to identify and evaluate the challenges to developing ethical business

practice through CSR

Ability to understand the implementation of CSR policies and reporting procedures

for triple bottom line approaches

Corporate social responsibility, evaluation and analysis, policy implementation, ethical business practice

Element 4 - Sustainability

Ability to understand the concept of sustainability in relation to the business context

Ability to identify the drivers for sustainability, and the arguments for and against it

Ability to identify and discuss the common elements of sustainability that impact

business organisations

Ability to assess the factors that an organisation must consider when developing a

sustainability strategy

Planning, analysis, strategy, sustainability considerations, impact of business behaviour

Element 5 - Business ethics in responsible management practice

Ability to evaluate and discuss different approaches to solving ethical dilemmas

Ability to reflect on ethical business considerations in making responsible management decisions

Development of investigative understanding through real life case studies

Working independently and in teams

Analysis of alternative arguments and approaches, problem solving, decision-making, investigation, team working, independent working


Localisation


The content of this unit is applicable in various countries as it covers international business examples. Throughout your learning, you will be encouraged to consider global differences in how differing types of companies in differing cultural contexts approach ethics in business management. For example, American companies consider whistleblowing to be a natural part of business and many set up anonymous hotlines to enable reporting of practices, whereas the French are more likely to consider whistleblowing as undermining solidarity among co-workers. Employment regulations in terms of working hours, conditions of work and the legal working age vary greatly, and this needs to be considered by organisations operating in a global business environment. For example, large UK-based companies are legally obliged to report on working conditions in the supply chain, although any issues of concern might well be legal in the country of operation. Throughout the unit, you are therefore encouraged to take account of global and local contexts in your analysis of business ethics.


▪ Consider differing global contexts and how they may vary in terms of ethical outlooks and practices

▪ Consider differing types of business in terms of size and sector operated in

▪ Use academic referencing throughout; it is important to ensure that theoretical understanding is demonstrated

▪ Throughout the unit, you should try wherever possible to link your analysis back to theoretical perspectives set out in Element 1

▪ Throughout the unit, keep a consistent focus on both individual and organisational actions towards ethical business practice

▪ Develop an analytical approach to assessments through comparing theoretical view points, and using real life case studies wherever possible to illustrate theoretical understanding

▪ Read and research widely; study at this level is about demonstrating your wide research and summarising your reading into analytical writing with your own insights and examples


Indicative Content

1. Critically evaluate differing approaches to business ethics (Weighting 20%)

1.1 Evaluate teleological, deontological and mixed frameworks which influence western approaches to business ethics

▪ Teleological frameworks: these focus on whether the results of individual action are favourable or not; ethical egoism, utilitarianism, dualism

▪ Deontological frameworks: these focus on duty/obligation in determining whether actions are right or wrong; existentialism, contractarianism, Kantianism

▪ Mixed frameworks: this draws on theories of ethical egoism, utilitarianism, existentialism and contractarianism

1.2 Evaluate how the core principles of Confucianism philosophy influence eastern approaches to business ethics

▪ Principles of Confucianism approach: in contrast to the western approach of an individual society, this approach is based on a collective and stable society through structured roles and responsibilities

▪ -term vs short-term orientation, individualism vs collectivism, high vs low power distance, strong vs weak uncertainty avoidance, and masculinity and femininity).

2. Analyse the core principles of corporate social responsibility (Weighting 20%)

2.1 Analyse the core principles of the economic model, the philanthropic model, and the stakeholder models of corporate social responsibility

▪ Economic model: this argues that society is best served by a variety of institutions, and the primary function of corporations should be economic rather than social

▪ Philanthropic model: this view notes that businesses should be encouraged to go beyond the law and economics, in order to contribute to the wider community

▪ Stakeholder model: the premise of this model is that every business decision affects a wide variety of people, and implies costs to some, and opportunities to others

▪ Contributions and limitations of these models

3. Critically evaluate the opportunities and challenges for a range of organisations to develop ethical business practice through corporate social responsibility policies and reporting (Weighting 20%)

3.1 Critically evaluate how organisations of different types can effectively implement corporate social responsibility policies and reporting procedures on triple bottom line sustainability

▪ Triple bottom line requirements: economic, social and environmental sustainability; this incorporates that financial goals need to be considered alongside environmental and social concerns

▪ Business case for triple bottom line approaches: this would include a consideration of the prudent use of resources, and adapted business practices to ensure long-term business success for all stakeholders


4. Analyse the core principles of sustainability in relation to businesses (Weighting 20%)

4.1 Analyse the meaning and importance of sustainability in a business context

▪ Definitions of sustainability and sustainable business ▪ Drivers for sustainability ▪ Arguments for and against sustainability

4.2 Critically discuss the common elements of sustainability in a business context

▪ Key sustainability issues, including: - Consumerism - Urbanisation - Pollution (water, air) - Deforestation - Energy consumption and waste (emergence of solar/wind/hydro power), emissions (greenhouse gases,

carbon footprint) - Responsible procurement (fair trade)

4.3 Critically assess the factors an organisation must consider when developing a sustainability strategy

▪ Objectives, market forces, stakeholder needs, legal and regulatory drivers, voluntary codes of practice, supply chain, cost vs benefit, implications of not developing a strategy, sustainability as a USP

▪ Performance metrics, auditing and reporting for sustainable business (site visits in supply chain, environmental accounts)


5. Analyse the influence of organisational culture and leadership on business ethics with focus on marketing and human resource management (Weighting 25%)

decision-making

▪ Enabling factors: - Organisational behaviours that encourage ethical decision-making: this is linked to the attitudes and

habits that have been developed over time through aspects such as organisational values expressed in policies, mission statements and reports and in organisational procedures

- Leadership character qualities necessary to create an ethical decision-making culture: leaders should act as role models, and ensure sufficient allocation of resources to acting ethically; they need to be aware of their own values and morals in decision-making, and how to respond to ethical dilemmas through careful analysis of the correct course of action

▪ Limiting factors: - Organisational behaviours that discourage ethical decision-making - Leadership approaches/characteristics/behaviours that discourage an ethical decision-making culture

5.2 Assess the opportunities and challenges for differing types of organisation to effectively integrate ethical

decision-making into the marketing mix and human resource management functions

▪ Human resource management functions - Recruitment procedures: Are assessment measures fair and just? - Performance appraisal: Is this regularly and fairly carried out? - Rewards: Are they allocated fairly? - Diversity and equal opportunities policies: Are they detailed and followed in company procedures? - Training: Are staff at all levels of the organisation familiar with ethical values, codes and practices and

how to integrate these into day to day operations? - Health and Safety: Is a safe working environment provided for all employees? - Job security: Are contracts offered? Is offshoring a threat? Are redundancies fairly carried out?

▪ Marketing functions - Product: This includes consideration of fair trade issues in the supply chain back to raw materials and

analysis of everything and everyone involved in the final product creation/service delivery - Price: This includes an analysis of how prices are negotiated and agreed with suppliers, and which

pricing tactics are adopted such as price discrimination, predatory pricing, and misleading pricing - Place: This will include consideration of how products/services are distributed via the supply chain and

if those suppliers are paid a fair price and work in an ethical environment - Promotion: This will include consideration of misleading information, ethical advertising (such as the

exploitation of children in marketing) and legal requirements (such as unverified claims)


Strategic Stakeholder Relationships

Unit Type: Optional Level: 6 Credits: 20 GLH: 50 Assessment Method: Assignment

Business stakeholders include anyone who has an interest in what the organisation is doing or the outcomes of its activities. An increasing number of qualifications include elements on stakeholder management, but this unit will focus on stakeholder relationships that have a strategic significance to the business, be they beneficial or potentially damaging. The difficulty about stakeholder management is that stakeholders have different agendas and, in seeking to satisfy one group, you can alienate others. Stakeholder engagement seeks to build collaborative relationships, which requires an integrated approach. By its nature, it has to be proactive rather than reactive and at its best, it reflects long term corporate culture rather than being done on a project-by-project basis.

This unit will take you through a step-by-step process that will enable you to identify, analyse and prioritise an

engagement process in relation to a specific project. You will explore the concepts of power and influence, deploying a range of models and stakeholder engagement strategies including relationship management techniques, strategic communications and personal leadership, influence and lobbying.

Engaging effectively with stakeholders needs to be at the heart of strategic management, not an optional extra; without it, many strategies fail and, in extreme situations, cost organisations dearly through reputational damage. It does take resource to engage effectively with stakeholders, but the benefits are usually more than worth the investment.


What


Learning Outcomes

The learner will:

Assessment Criteria

The learner can:

stakeholders in order to determine their strategic influence and impact in relation to a particular project (Weighting 25%)

1.1 Critically discuss the importance of stakeholder analysis

1.2 Analyse the range of stakeholders for their strategic influence and potential impact in relation to a specific project

2. Critically review the process of engaging with stakeholders and developing an appropriate engagement plan (Weighting 25%)

2.1 Critically analyse the strategic relationships that an organisation has with the stakeholders of a particular project in order to decide how best to engage with them

2.2 Prioritise the use of resources for an engagement plan in relation to a particular project, justifying it from a strategic perspective

2.3 Review the success of the engagement plan objectives, including from the perspective of the organisation and its stakeholders

2.4 Recommend strategic changes that could be made in order to respond to staconditions

3. Develop relevant communication approaches and messages that would be used at each stage of the stakeholder engagement plan (Weighting 25%)

3.1 Justify the key components of the message that needs to be communicated, customising it for different stakeholder groups as necessary in relation to a specific project

3.2 Recommend, with justification, communications that will engage the key strategic stakeholders for a particular project in line with its objectives

4. Recommend how to deal with the stakeholder resistance that might be

objectives and the way a project is planned to be implemented (Weighting 25%)

4.1 Assess the response to your engagement campaign in order to identify early indications of resistance so that prompt action can be taken

4.2 Recommend practical ways of managing and resolving conflict so that stakeholder engagement can be achieved in line with the


Capabilities

Alongside practical skills and capabilities. These capabilities are highlighted as certain values, knowledge, skills and behaviours that will help you in your professional development.



Element 1 - Strategic influence of stakeholders

Ability to assess the strategic significance of in relation to a specific project

Commercial acumen, stakeholder awareness

Element 2 - Engaging with stakeholders resources for the engagement plan

Stakeholder awareness, prioritisation, stakeholder engagement strategies, resource and budgetary planning

Element 3 - Communication with stakeholders

Ability to develop the messaging and media selection for each stage of a stakeholder engagement plan

Targeted communications, campaign planning and media selection

Element 4 - Managing stakeholder resistance

Ability to deal with the stakeholder resistance that might be encountered during the implementation of an engagement plan

Listening, negotiation, assertiveness, conflict management, sensitivity to social diversity

Localisation


The nature of business projects is very diverse and consequently the types of the stakeholders affected, and who could influence these projects, also varies widely. With globalisation, all learners at this level should have a good working knowledge of how organisations can engage with a range of strategic stakeholders who may be located at a distance, but it is also important you understand what this means in terms of your immediate business environment and how local practices may provide opportunities on the one hand and constraints on the other.

You should therefore take into account the following when preparing for your assessment:

▪ The structure and nature of the organisation you work in and the range of stakeholders that might be affected and could influence projects, particularly from a strategic perspective

▪ How relationships with stakeholders are changing as a consequence of emerging business practices.

▪ The influence of local culture and socialisation on business norms, stakeholder relationships and collaborative working practices

▪ Local rules, regulations and legislation that may affect stakeholder relationships, forms of collaboration and management

▪ The availability of technology and internet speeds to facilitate the dissemination of information, ongoing communication, research and collaborative working


Indicative Content

1. strategic influence and impact in relation to a particular project (Weighting 25%)

1.1 Critically discuss the importance of stakeholder analysis

▪ Methods of identifying stakeholders in relation to a project: brain writing, stakeholder lists/register, scenarios and storytelling, task-by-task assessment, horizon scanning

▪ Characteristics of stakeholders (Freeman, 1984, 2013; Lewis, 2011): - , impact, power, influence; stakeholder profiles - social, political, economic, commercial, technological,

regulatory, environmental and security 1.2 Analyse the range of stakeholders for their strategic influence and potential impact in relation to a specific

project

▪ Identifying the strategic influence and potential impact that different stakeholders have on projects (Mendelow)

▪ Diffusion of innovation (Rogers, 2003) ▪ Apex stakeholder strategy: sociograms, contractograms, and inter-relationship mapping of stakeholders

2. Critically review the process of engaging with stakeholders and developing an appropriate engagement plan (Weighting 25%)

2.1 Critically analyse the strategic relationships that an organisation has with the stakeholders of a particular project in order to decide how best to engage with them

▪ Understanding the stake of different stakeholders in relation to a specific project: - Nature - Intensity - Background and attitudes - Additional factors

▪ Stakeholder mapping: power and interest (Johnson & Scholes, 1999); stakeholder triage (Clayton, 2014) and typical organisational responses

▪ Force field analysis (Lewin, 1951, adapted for stakeholders by various authors including Connelly, 2015) ▪ Transformers

2.2 Prioritise the use of resources for an engagement plan in relation to a particular project, justifying it from a

strategic perspective

▪ Stakeholder engagement: prioritisation and strategic postures: broad and generic vs narrow and customised

▪ Stakeholder benefits matrix: points to determine in terms of planning engagement (Atkinson 1999): - Identification of the main stakeholders are, how they fit, and who are they connected with - Determining which resources they command, what we want from them, what information and/or

benefits they want from us - Ascertaining how they like to receive information and whether they like to communicate - Identification of what risks/opportunities do they pose/offer to us

▪ Inter-relationships between stakeholders ▪ Resource planning: people, time, budget

2.3 Review the success of the engagement plan objectives, including from the perspective of the organisation

and its stakeholders


▪ Check receipt and understanding of the message by key stakeholder groups using relevant methods e.g. surveys, focus groups, observation, response rates, click-through rates

▪ Review success of the engagement plan over time against objectives: monitor response in terms of , intended actions and any changes in behaviour using

quantitative and qualitative measures e.g. surveys, focus groups, observation

adapt to changing conditions

▪ Revise messaging and/or media to improve receipt and/or retention of the message and engagement with key stakeholders in line with objectives: monitor response to see if improvement has occurred using quantitative and qualitative methods repeated over time to monitor trends

▪ Balanced stakeholder engagement scorecard: efficacy, ethics, impacts, alignment (Kaplan et al 2005) ▪ Stakeholder engagement management maturing levels: ad hoc, novice, repeatable, managed,

embedded (Carroll & Buchholtz, 2014)

3. Develop relevant communication approaches and messages that would be used at each stage of the stakeholder engagement plan (Weighting 25%)

3.1 Justify the key components of the message that needs to be communicated, customising it for different

▪ Crafting the message to achieve strategic intent: clear, consistent and targeted; compelling, persuasive and powerful communications

▪ Adapt messaging to meet varying needs of different stakeholders e.g. stakeholder pyramid (inform, engage, involve, collaborate, partner), Q&As, FAQs; storytelling: simplicity, unexpectedness, concreteness, credibility, emotions

▪ Going beyond logic: ethos, logos and pathos; ▪ Gentle persuasion: soft power and influence) ▪ Behavioural economics and hidden influence (Packard, 2007) ▪ Stakeholder engagement as part of corporate culture

3.2 Recommend, with justification, communications that will engage the key strategic stakeholders for a particular

project in line with its objectives

▪ Critique of different communication methods for distinctive stakeholder segments ▪ Plan campaign to achieve an integrated approach across interrelated stakeholder groups ▪ Lobbying and the use of public affairs to influence, persuade and obtain support


4. Recommend how to deal with the stakeholder resistance that might be encountered with implemented (Weighting 25%)

4.1 Assess the response to your engagement campaign in order to identify early indications of resistance so that prompt action can be taken

▪ Identifying and managing resistance, onion model (Clayton, 2014) ▪ Delivering tough messages

4.2 Recommend practical ways of managing and resolving conflict so that stakeholder engagement can be

▪ Dealing with conflict and escalation of conflict ▪ Use of negotiation to achieve mutual agreement ▪ Using an ethical approach to messaging and behaviour to ensure sustainability of outcome (Carroll &

Buchholtz, 2014) ▪ Crisis management in case of disaster or emergency


Corporate Finance


The focus of corporate finance is the sourcing and investment of finance in the business. It addresses the key principles and concepts that are needed to ensure the financing and investment decisions reflect the strategic requirements of the business. It focuses on applied techniques that managers need in order to take financial decisions that create value for the business.

Corporate finance is fundamental feature of modern business. In an increasingly competitive and complex business environment, decisions on from where a business obtains financing and the investment opportunities that it chooses to pursue are often critical. This unit will provide you with knowledge of the key principles and concepts that are important in these decisions. It will also equip you with the skills that are needed to apply this knowledge in a contemporary work environment.


What


Learning Outcomes

The learner will:

Assessment Criteria

The learner can:

1. Critically analyse the factors that influence capital structure decisions and strategy (Weighting 20%)

1.1 Appraise the alternative role and purpose of corporate finance in order to decide how best to formulate a capital structure for the business

1.2 Critically analyse the roles played by stakeholders, different types of risk, and alternative approaches to business strategy when selecting a capital structure that reflects the strategic objectives and strategic environment of the business

1.3 Critically evaluate the alternative frameworks for the development of a capital structure to ensure that it is based on a sound conceptual and contemporary underpinning

2. Critically evaluate alternative sources of finance to ensure that financing decisions reflect the strategic objectives and strategic circumstances of the business (Weighting 20%)

2.1 Compare alternative approaches to sources of equity and debt in relation to the strategic objectives and strategic environment of the business

2.2 Critically evaluate the impact of the use of a range of equity and debt s financing structure

2.3 Apply criteria and decision-making frameworks in equity and debt financing

3. Critically evaluate approaches to the calculation of the cost of capital that take account of techniques for the valuation of equity and different types of risk (Weighting 20%)

3.1 Critically evaluate the alternative approaches to the valuation of equity

3.2 Apply appropriate methods for the calculation of the cost of capital in order to provide a basis on which strategic financing and investment decisions can be made

3.3 Critically evaluate the effects of different types of risk on the cost of capital by applying techniques that reflect the strategic environment in which the business operates

4. Critically evaluate the strategic objectives and environment in which the business operates in order to decide on appropriate advanced investment appraisal techniques (Weighting 20%)

4.1 Apply appropriate advanced investment appraisal techniques

4.2 Apply advanced investment appraisal techniques that take account of cash flows, taxation and inflation in ways that reflect the strategic environment in which the business operates

4.3 Critically evaluate a range of advanced investment appraisal techniques in order to ensure that their use by the business reflects a critical understanding of how decisions might be affected by the features of different techniques

5. Critically evaluate contemporary issues in corporate finance, including the importance of ethics and corporate governance, and the role of corporate finance in the market for ownership and control (Weighting 20%)

5.1 Critically evaluate alternative perspectives on the role of ethics in corporate finance

5.2 s approach to corporate governance in the context of legal, regulatory and professional requirements

5.3 Critically evaluate the role of corporate finance in mergers and acquisitions, and the market for ownership and control in a globalised environment


Capabilities




Element 1 - The importance of capital structure

Ability to develop an approach to formulating the capital structure for a business based on sound conceptual and theoretical underpinning

Ability to manage stakeholders and risks as part of selecting a financing structure, ensuring that the choice reflects the strategic objectives and existing and potential strategic pressures

Financial management, application of theoretical frameworks, appreciation of impact of strategic objectives of financial decision-making, communication, influence, stakeholder management, approaches to business strategy

Element 2 - Equity and debt financing

Ability to critically evaluate alternative sources of finance in order to ensure that financing decisions reflect the strategic objectives and strategic circumstances of the business

Ability to apply criteria and decision-making frameworks in the context of equity and debt financing

Critical thinking, analysis, business acumen, commercial awareness, decision-making

Element 3 - The cost of capital

Ability to critically evaluate different approaches to the calculation of the cost of

Ability to apply techniques to calculate the cost of capital that take account of alternative approaches to the valuation of equity and different types of risk

Critical thinking, analysis, calculations, decision-making, risk assessment

Element 4 - Advanced investment appraisal

Ability to select and apply appropriate investment appraisal techniques that reflect the strategic objectives and environment in which the business operates

Ability to apply investment appraisal techniques that take account of cash flows, taxation and inflation

Analysis, decision-making, influence and persuasion, investment appraisal techniques

Element 5 - Contemporary issues in corporate finance

Appreciation of contemporary issues in corporate finance and their impact on businesses

Recognition of the importance of ethics, corporate governance and the role of corporate finance in ownership and control in a globalised economy

Critical thinking, contemporary issues, ownership and control, ethical issues


Localisation


The local business environment is important in corporate finance. Legal and regulatory requirements in the local business environment can have an impact on financing and investment decisions. You should consider how local laws, regulations, taxation and corporate governance requirements might have an effect on the decisions that managers need to take to make effective financial decisions.

Learners should take into account the following when preparing for their assessment:

▪ Local legal and taxation requirements

▪ Local corporate governance requirements

▪ Local cultural environment


Indicative Content

1. Critically analyse the factors that influence capital structure decisions and strategy (Weighting 20%)

1.1 Appraise the alternative role and purpose of corporate finance in order to decide how best to formulate a capital structure for the business

▪ The role and purpose of corporate finance ▪ The relationship between corporate finance and the formulation of a capital structure for the business ▪ The alternative roles of corporate finance in different sectors and environments

1.2. Analyse the roles played by stakeholders, different types of risk, and alternative approaches to business

strategy when selecting a capital structure that reflects the strategic objectives and strategic environment of the business

▪ The stakeholder approach and the need to serve the groups that are affected by the operations of the business

▪ The identification and treatment of different stakeholder groups ▪ The strategic objectives and strategic environment of the business, including the international context,

and how these influence capital structure ▪ The relationship between stakeholders, different types of risk and alternative approaches to business

strategy

1.3 Critically evaluate the alternative frameworks for the development of a capital structure to ensure that it is based on a sound conceptual and contemporary underpinning

▪ The advantages and disadvantages of different types of capital structure ▪ The conceptual underpinning for capital structure ▪ The contemporary issues that need to be considered in the formulation of capital structure

2. Critically evaluate alternative sources of finance to ensure that financing decisions reflect the strategic objectives and strategic circumstances of the business (Weighting 20%)

2.1 Compare alternative approaches to sources of equity and debt in relation to the strategic objectives and strategic environment of the business

▪ The matching principle of finance and its importance in the selection between long-term and short-term sources of finance

▪ Other factors that need to be taken into account in the selection of a sources of finance, including legal, regulatory and market requirements

▪ The advantages and disadvantages of different types of finance ▪ Sources of finance and how they relate to the strategic objectives and strategic environment of the

business.

2.2 s financing structure


▪ The distinctions between long-term and short-term sources of finance and between internal and external sources of finance

▪ The advantages and disadvantages of different sources of equity and debt financing ▪ s financing structure including

dividend policy, dilution of control and financial gearing ▪ The effects of financial leverage and corporate taxes in the selection of different sources of finance

2.3 Apply criteria and decision-making frameworks in equity and debt financing

▪ The selection and application of decision-making frameworks, including pecking order theory, the matching principle of finance, financing risk, liquidity risk and models of financial distress

▪ The use of decision-making frameworks that reflect the needs of the business and the strategic circumstances in which it operates

▪ The advantages and disadvantages of different decision-making frameworks

3. Critically evaluate approaches to the calculation of the cost of capital that take account of techniques for the valuation of equity and different types of risk (Weighting 20%)

3.1 Critically evaluate the alternative approaches to the valuation of equity

▪ The calculation of the weighted average cost of capital for a business and its usefulness in making investment decisions

▪ Alternative approaches to the valuation of equity, including the capital asset pricing model and the dividend valuation model and their effect on the weighted average cost of capital

▪ strategic objectives and the environment in which it operates

3.2 Apply appropriate methods for the calculation of the cost of capital to provide a basis on which strategic financing and investment decisions can be made

▪ Application of alternative methods for the calculation of the cost of capital, including the capital asset pricing model and the weighted average cost

▪ The importance of the cost of capital and its relationship with strategic financing and investment decisions ▪ The relationship between the cost of capital and the strategic objectives of the business.

3.3 Critically evaluate the effects of different types of risk on the cost of capital by applying techniques that reflect

the strategic environment in which the business operates

▪ The evaluation of financial risk using suitable techniques and approaches to financial risk management, such as sensitivity analysis, scenario analysis, simulations and standard deviation, to reduce exposure to financial risks

▪ The evaluation of the use of debt and equity finance and their implications for the business ▪ The relationship between different types of risk and the strategic environment in which the business

operates


4. Assess and critically evaluate the strategic objectives and environment in which the business operates in order to decide on appropriate advanced investment appraisal techniques (Weighting 20%)

4.1 Critically evaluate a range of advanced investment appraisal techniques

▪ The advantages and disadvantages of different investment appraisal techniques ▪ The use of investment appraisal techniques in the business ▪ The features of investment appraisal techniques and their effects on decision-making in the business

4.2 Apply appropriate advanced investment appraisal techniques ensuring that investment decisions reflect the

strategic objectives of the business

▪ The nature and importance of investment decision-making ▪ The nature and characteristics of different investment appraisal techniques, including payback period,

accounting rate of return and discounted cash flow techniques ▪ The use of investment appraisal techniques in practice, including the key stages in investment decision-

making i.e. definition, analysis, implementation, monitoring and post audit

4.3 Apply advanced investment appraisal techniques that take account of cash flows, taxation and inflation in ways that reflect the strategic environment in which the business operates

▪ The application of investment appraisal techniques, including payback period, accounting rate of return and net present value

▪ The selection of an investment appraisal technique that best meets the needs of the business ▪ The application of advanced investment appraisal techniques, including internal rate of return, profitability

indices and sensitivity analysis


5. Critically evaluate contemporary issues in corporate finance, including the importance of ethics and corporate governance, and the role of corporate finance in the market for ownership and control (Weighting 20%)

5.1 Critically evaluate alternative perspectives on the role of ethics in corporate finance

▪ Alternative perspectives on the role of ethics in corporate finance, including utilitarianism, deontology and social contract theory and virtue theory

▪ The key ethical considerations that need to be considered in financial management and in financial practices

▪ Regulatory and professional requirements ▪ The effects of alternative perspectives on the role of ethics in corporate finance on decision-making in the

business

5.2 s approach to corporate governance in the context of legal, regulatory and professional requirements

▪ Relevant legal, regulatory and professional requirements relating to approaches to corporate governance ▪ The agency problem that may exist between shareholders and directors ▪ Shareholder involvement and the provision of incentives for directors and managers ▪ Approaches to corporate governance and how these relate to the agency problem in business

5.3 Critically evaluate the role of corporate finance in mergers and acquisitions and the market for ownership and

control in a globalised environment

▪ The role of corporate finance in mergers and acquisitions and the market for ownership and control in a globalised environment

▪ The need to align corporate finance activities with strategic objectives and strategic environment


Advanced Project Management

Unit Type: Optional Level: 6 Credits: 20 GLH: 50 Assessment Method: Assignment This unit will build on the fundamental principles covered in the Level 4 Project Management unit and enable you to develop knowledge of the advanced principles, practices and techniques vital to the successful leadership and commercial management of complex projects.

Projects can range from civil construction works, through new information technology and internet-based systems and the outsourcing/offshoring of work previously tackled in-house, to the launch or re-engineering of products, services and processes. All projects should be aligned with the overall strategic objectives of the organisation.

Projects are a constant feature of organisations and the need for effective project management is essential. Employers confirm that staff with precisely this type of practical knowledge and skills are consistently hard to recruit and retain. Experience and the application of knowledge is always a key factor in project management and a key priority throughout the unit will be for you to be able to apply tools and techniques to realistic scenarios in order to effectively lead current and future strategic projects.


What


Learning Outcomes

The learner will:

Assessment Criteria

The learner can:

1. Critically analyse the organisational and strategic management issues concerned with project and programme management (Weighting 25%)

1.1 Evaluate the difference between project and programme management and the alternative contracting options available

1.2 Assess how the structure of an organisation can impact on the performance of project/programme management

1.3 Analyse the external business and competitive environment within which a project/programme is undertaken.

1.4 Assess the strategic fit between major projects and corporate business strategy

2. Analyse the importance of the human aspects of project management, including leadership, management, teamwork, knowledge management and communication (Weighting 25%)

2.1 Compare and contrast leadership theories and their application to project management

2.2 Critically discuss aspects of teamwork relating to the successful management of projects

2.3 Evaluate the various methods of communication that could be used by an effective project manager

2.4 Critically evaluate the principles of knowledge management and organisational learning to projects

3. Critically discuss the strategic responsibilities of a project/programme manager (Weighting 25%)

3.1 Develop an appropriate business case for a project

3.2 Discuss considerations in the management of resources and budgets

3.3 Evaluate approaches for the identification and management of project/programme risks

3.4 Discuss approaches to monitoring project/programme delivery against milestones

3.5 Critically discuss the meaning and importance of benefits realisation

4. Critically review the role of partnerships in project management (Weighting 25%)

4.1 Review the role of partnerships in project management

4.2 Critically discuss the characteristics of an effective project partnership

4.3 Analyse how to monitor and manage project partnerships through to conclusion


Capabilities




Element 1 - Strategy and project management

Awareness of the difference between project management and programme management and how a project or programme is influenced by the wider business strategy and structure

Strategic management, external analysis, performance management, contracting, business structures

Element 2 - Human aspects of project management

Ability to apply theories of leadership to project/programme management

Critical understanding of the human aspects of project management, such as teamwork and communication, and their critical importance to the success of a project

Leadership, teamwork, project management, communications, knowledge management, organisational learning

Element 3 Project planning and benefits realisation

Knowledge of the strategic responsibilities of the project/programme manager

Ability to develop a business case appropriate to a project

Ability to plan and monitor a project/programme, including managing resources and budgets, assessing and managing risks, and monitoring progress

Strategy, responsibility and accountability, developing a business case, budget management, risk management, performance management

Element 4 - Partnerships Critical understanding of the role of partnerships in project management and the ability to assess when it may be appropriate to use partners

Critical thinking, partnerships, relationships management, monitoring, handling conflict, handling partnership termination

Localisation

A significant advantage of studying project management is that the core principles, tools and techniques generally transcend all international boundaries and the basic concepts covered on this module are largely unaffected by the specifics of the local business environment.


Indicative Content

1. Critically analyse the organisational and strategic management issues concerned with project management (Weighting 25%)

1.1 Evaluate the difference between project and programme management and the alternative contracting options available

▪ Project vs programme management strategy and approach ▪ Commercial relationships with main contractors ▪ Project staffing strategies: inhouse/contract staff

1.2 Assess how the structure of an organisation can impact on the performance of project management

▪ Functional structures ▪ Pure-project structures ▪ Mixed structures ▪ Matrix structures

1.3 Analyse the external business and competitive environment within which a project is undertaken.

▪ Political, environmental, social, technological, legal and environmental (PESTLE) factors ▪ Resource and time constraints ▪ Strategic fit with prevailing business and competitive environment

1.4 Assess the strategic fit between major projects and corporate business strategy

▪ Project alignment with organisational mission, vision, values and objectives ▪ Tools for assessing alignment of major projects to corporate business strategy, e.g. SWOT analysis,

5M Framework (money, machinery, methods, materials, manpower)

2. Analyse the importance of the human aspects of project management, including leadership, management, teamwork, knowledge management and communication (Weighting 25%)

2.1 Compare and contrast leadership theories and their application to project management

▪ Kotter: leadership vs management ▪ MacGregor Theory X and Theory Y ▪ Elton Mayo: the human relations approach and implications of the Hawthorne experiments ▪ Fiedler: the contingency approach ▪ Blake and Mouton: the two dimensions ▪ Tannenbaum and Schmidt: continuum

2.2 Critically discuss aspects of teamwork relating to the successful management of projects

▪ Leading and managing projects ▪ Effective teamwork theories applied to projects, Belbin, Tuckman ▪ Leading and Managing the virtual project team


2.3 Evaluate the various methods of communication that could be used by an effective project manager

▪ Synchronous and asynchronous communication methods ▪ Online communication tools and applications ▪ Electronic systems (hardware/software)

2.4 Critically evaluate the principles of knowledge management and organisational learning to projects

▪ Knowledge management and links to project management good practice ▪ Disseminating lessons learned for future projects ▪

3. Critically discuss the strategic responsibilities of a project/programme manager (Weighting 25%)

3.1 Develop an appropriate business case for a project/programme

▪ Roles and responsibilities in a typical project/programme structure ▪ Role and purpose of the business case ▪ Typical structure and contents

3.2 Discuss considerations for the management of resources and budgets

▪ Resource identification and planning (people, equipment, premises, finance) ▪ Budget creation and management

3.3 Evaluate approaches for the identification and management of project/programme risks

▪ Potential project risks ▪ Process of evaluating and managing risks

3.4 Discuss approaches to monitoring project/programme delivery against milestones

▪ Models for monitoring project/programme performance against milestones, including RAG rating ▪ Performance management and escalation

3.5 Critically discuss the meaning and importance of benefits realisation

▪ Defining benefits (tangible and intangible) ▪ Managing benefits ▪ The benefits management and evaluation process


4. Critically review the role of partnerships in project management (Weighting 25%)

4.1 Review the role of partnerships in project management

▪ Role and use of partners ▪ Types of project partnerships ▪ Benefits and challenges of project partnerships

4.2 Critically discuss the characteristics of an effective project partnership

▪ Shared vision and mission ▪ Defined roles and responsibilities ▪ Partnership agreement ▪ Communication methods ▪ Shared resources ▪ Mutual benefits ▪ Leadership

4.3 Analyse how to monitor and manage project partnerships through to conclusion

▪ Models of partnership evaluation ▪ Managing conflict (Kilmann: Conflict Mode Instrument) ▪ Approaches to partnership termination, including early exit


Strategic HRM


The influences of wider external pressures and developments such as globalisation, technology, demographics and shifting social expectations have all led to changes in the workplace. Workplaces are now more diverse with traditional models of working and employment giving way to more flexible forms of organisation and operation. There is an ongoing and increasing pressure for competitive edge and to maximise the value created by an

working practices. A range of research evidence has demonstrated the link between effective strategic human resource management (SHRM) and organisational performance.

contribution at a strategic level. Evidence on the contribution afforded by a strategic approach on both organisational and employee performance will be evaluated, identifying the features and benefits of adopting an aligned and focused approach. The impact of this on the role, responsibilities and a range of HR practices, including the acquisition, management and development of the human resource, will be considered.

The unit concludes with an exploration of the supporting and facilitating role played by HR in managing organisational change as well as considering wider developments and trends which are likely to shape the workplace and their impactions for the role of HRM functions and strategies in the future.


What


Learning Outcomes

The learner will:

Assessment Criteria

The learner can:

1. Analyse the role and importance of a strategic approach to HR management (Weighting 20%)

1.1 Assess the nature, aims and characteristics of a strategic approach to people management in relation to organisational success

1.2 Critically analyse the concept of strategic alignment and its implications on practice and delivery of SHRM

1.3 Critically analyse evidence on the link between HR practices and organisational achievement

1.4 Evaluate the major theoretical approaches to SHRM

2. Assess the role of the HR function in providing frameworks and practices to improve organisational and employee performance (Weighting 20%)

2.1 Evaluate the factors impacting on the changing role of HR in organisations

2.2 Assess the impact of perception and expectations on the delivery of, and contribution made by, SHRM

2.3 Assess the main frameworks and models developed to analyse the role of the HR function

2.4 Analyse the suitability and implications of different structural arrangements for HR service delivery across a range of organisational contexts

3. Critically evaluate a range of HR strategy formations within specified contexts (Weighting 20%)

3.1 Analyse the process, content and issues associated with HR strategic formation

3.2 Analyse the implications of contextual factors on the choice of approaches to HR and HR strategies

4. Assess the appropriateness of a range of HR strategies and their application within specified organisational contexts (Weighting 20%)

4.1 Critically assess the role of HR in talent acquisition, development management and retention

4.2 Critically assess the concept of HR development (HRD) and its relationship with organisational success

4.3 Evaluate the approaches to managing employee relations and the factors influencing different choices

4.4 Appraise the contribution of HR strategies in managing organisational performance

4.5 Appraise the role of HR in promoting and facilitating successful organisational change

5. Critically evaluate contemporary perspectives and debates on SHRM in order to develop insights into the changing nature of the profession (Weighting 20%)

5.1 Review and evaluate contemporary research and debates

5.2 Analyse a range of contemporary issues affecting the practice of SHRM, justifying potential solutions and approaches


Capabilities

qualifications have been designed to develop your practical skills and capabilities. These capabilities are highlighted as certain values, knowledge, skills and behaviours that will help you in your professional development.



Element 1 - The emergence of a strategic dimension to people management

Ability to align HR strategies and approaches with, and in support of, organisational direction and business strategy

Ability to evaluate and make recommendations for improvements to functional performance, selecting appropriate forms of measurement

Critical understanding of different perspectives and approaches to the delivery of SHRM which can be applied in context

Strategic thinking, reasoned judgements, recommending improvements, analysis

Element 2 - The global context of SHRM

Ability to promote ethical approaches to work and management of employees within the workplace

Ability to manage ethical issues to protect the organisation s reputation and respect its obligations

Appreciation of the wider contextual influences affecting the delivery of SHRM within a global context

Ability to scan the wider labour market (locally, nationally and internationally) in order to proactively inform the development of HR strategies

Ability to communicate and manage effectively and sensitively in a cross cultural context

Adoption of ethical practices, managing people, external and internal analysis, communication, cross-cultural sensitivity

Element 3 - Developing and implementing HR strategies

Ability to develop appropriate HR strategies in support of organisational goals

Ability to maintain a strategic perspective when identifying HR solutions within the organisation

Ability to communicate proposals clearly and with reason

Strategy development, critical thinking, analysis, problem-solving, decision-making, leadership and management, communication, persuasion, accuracy

Element 4 - The use and application of a range of HR strategies to improve employee and organisational performance

Ability to contribute to the shaping of organisational practice and strategies

Ability to develop appropriate approaches to improve employee and organisational performance

Strategic thinking, analysis, improving employee and organisational performance, leadership and management

Element 5 - Contemporary issues affecting SHRM

Awareness of current trends, challenges and best practice in the wider HR field and ability to selectively draw upon research and evidence in furthering own and organisational HR practice

Ability to adopt an inquiring mindset in keeping abreast of trends and debates

Critical thinking and debate, awareness of current trends and issues, best practice, gathering and interpreting research data

Localisation



Managing HR takes place not just within an organisational context (where forms of ownership, business strategy, culture and expectations will all impact) but must also work within the confines of any legal requirements (which will vary from country to country) as well as operating within cultural and social expectations of the country based in. Learners are expected to consider the application and suitability of wider trends and practices to their own settings and should be able to support their reasons for either adoptions, alteration or rejection of practices based upon situational factors and organisational strategy

Learners should take into account the following when preparing for their assessment:

▪ The structure, culture, size, vision and mission of the organisation they are working for

▪ The local culture and how this impacts on employee and stakeholder expectations

▪ Availability of resources

▪ Feasibility and suitability of practices within their specific setting.


Indicative Content

1. Analyse the role and importance of a strategic approach to HR management (Weighting 20%)

1.1 Assess the nature, aims and characteristics of a strategic approach to people management in relation to organisational success

▪ The concept of strategy: strategic intent, strategic capabilities and competitive advantage; assessing the implications for the HR function of each of these

▪ Developments in SHRM and definitions: to include those focused on differences between personal management, HRM and SHRM and those which focus on SHRM as a concept linking management and deployment of individuals

▪ Features, aims and characteristics of SHRM and how each impact on organisational success. - Features including planning and focus on longer-term, matching activities to strategies, the concept of a

resource to be managed for competitive advantage - Characteristics: hard vs soft HRM (Storey 1989), integrated process (Walker 1992) - Aims: contribution to organisational success, focus on longer term, balancing of hard and soft elements

1.2 Critically analyse the concept of strategic alignment and its implications on practice and delivery of SHRM

▪ Relationship with strategy and competitive advantage: types of strategy, approaches to strategy, evaluation of role of vision and mission (all applied with the HR context)

▪ Vertical and horizontal alignment of HR and organisational strategy: meaning and process, benefits of, impact on HR activities and focus, conflicts

▪ Fit with business strategy and implications/issues associated with different business strategies ▪ Linking HR with competitive strategies (Porter 1985), Schuler and Jackson (1987) Miles and Snow (1978)

1.3 Critically analyse evidence on the link between HR practices and organisational achievement

▪ Evidence of link between HR and organisational achievement (research evidence including Huselid 1995, West et al 2002, Purcell 2003)

▪ Measuring the strategic contribution and value of SHRM, approaches including balanced scorecard (Kaplan and Norton 1988) and benchmarking, practicalities of measuring (what and how to measures), applicability to different settings

▪ Human capital management and reporting: drivers for, benefits, barriers to, impact on HR practices and approaches

1.4 Evaluate the major theoretical approaches to SHRM

▪ Models: uchampion model (1997) and updated model (2005), resource-based view of the firm (Barney 1991)

▪ Benefits and critiques of each application


2. Assess the role of the HR function in providing frameworks and practices to improve organisational and employee performance (Weighting 20%)

2.1 Evaluate the factors impacting on the changing role of HR in organisations

▪ Historical trends and influences (evolution) of HR as a response to environmental changes and expectations

▪ Impact of the changing nature of work and the workforce ▪ Differences between personnel, HRM and SHRM

2.2 Assess the impact of perception and expectations on the delivery of, and contribution made by, SHRM

▪ Stakeholder interests and expectations: shareholders, managers, employees, employee organisations, government

▪ Balancing tensions in the delivery of HR

2.3 Assess the main frameworks and models developed to analyse the role of the HR function

▪ HR innovator model building site model tactical/strategic model

2.4 Analyse the suitability and implications of different structural arrangements for HR service delivery across a

range of organisational contexts

▪ Structural choices: three-legged functional design (Ulrich 1997), functional, geographical, embedded or hybrid models; implications of each model, in terms of where responsibilities for HR lie, how HR is delivered, suitability to different organisations, barriers

▪ Advantages and disadvantages of outsourcing all or aspects of HR, working with an outsourced provider ▪ Role of senior management / board of directors

3. Critically evaluate a range of HR strategy formations within specified contexts (Weighting 20%)

3.1 Analyse the process, content and issues associated with HR strategic formation

▪ Defining HR strategy ▪ Levels of HRM systems (Becker and Gerhart 1996): system architecture, policy alternatives and practices ▪ HR strategy content; influences of context and organisational imperatives, links with strategies of

competitive advantage (Porter); importance of horizontal alignment and internal consistency; employment modes (Lepak and Snell 1999): commitment-based HR, productivity-based HR, compliance-based HR and collaborative-based HR

▪ HR strategy process: how strategy is developed, who is involved ▪ HR strategy implementation: the role of line managers, ensuring fit (Gratton and Truss 2003 three-

dimensional people model) 3.2 Analyse the implications of contextual factors on the choice of approaches to HR and HR strategies

▪ Situational factors e.g. characteristics of local workforce and labour market, organisational culture and social context and their impact on the delivery of SHRM and the achievement of its objectives

▪ The forces shaping the HR agenda both internally and externally and how these impact on choices made ▪ The implications of organisation structure on HR strategy and practice


4. Assess the appropriateness of a range of HR strategies and their application within specified organisational contexts (Weighting 20%)

4.1 Critically assess the role of HR in talent acquisition, development management and retention

▪ Resourcing strategies: HR planning, retention and talent management; contribution, best practice ▪ Concepts of employer of choice, employer branding (Price 2004) and employee value propositions (EVP);

characteristics of each, practices associated with, benefits and issues

4.2 Critically assess the concept of HR development (HRD) and its relationship with organisational success

▪ Defining HRD, its contribution to SHRM and components ▪ Organisational development vs individual development, knowledge management ▪ Organisational learning: aims, process and principles (Harsin 1997, learning culture/organisation (Senge

1990), principles of a learning organisation

4.3 Evaluate the approaches to managing employee relations and the factors influencing different choices

▪ Aims and objectives of employee relations ▪ Perspectives on the employment relationship and their associated implications for HR approach and

practice: unitarism vs pluralism (Fox 1974), collectivism vs individualism (Purcell and Ahlstrand 1994) ▪ Employee involvement and participation strategies including employee voice strategies ▪ Employee engagement: meaning of and types of engagement (intellectual, affective, social; Alfes 2010)

benefits, drivers of engagement, implications for HR

4.4 Appraise the contribution of HR strategies in managing organisational performance

▪ Performance management: definition and purpose, scope, process and approaches ▪ Strategies for improving performance at organisational, team and individual levels; maintenance,

development or transformational ▪ Culture management

4.5 Appraise the role of HR in promoting and facilitating successful organisational change

▪ Types of change: organisational, transformational, incremental ▪ HR roles in change: Alfes et al (2010) model of HR roles in managing change, manging individual

responses (DREC cycle) communication during change, managing contractual and political issues

5. Critically evaluate contemporary perspectives and debates on SHRM in order to develop insights into the changing nature of the profession (Weighting 20%)

5.1 Review and evaluate contemporary research and debates

▪ E.g. recent developments in professional body research and trends in a local context

5.2 Analyse a range of contemporary issues affecting the practice of SHRM, justifying potential solutions and approaches

▪ E.g. diversity and cultural management / equal opportunities, downsizing, mergers and acquisitions (M+A) and its strategic implications, work-life balance


Organisational Design,

Development and Performance


An organisation is a group of people working together to achieve specific goals. The way an organisation is designed, and then the way it develops to address the challenges it faces, helps to determine whether the organisation will be successful. In this unit, the focus is on understanding the different ways that organisations design the process of organisational development and the link between this and organisational performance.

On completion of this unit, you will be able to analyse and evaluate the theoretical bases of organisational design, and decide on the appropriate design for different organisations. You will be able to reflect on the impact of the organisational design on the individual employee and report on any needs to develop and change the organisation.

You will be able to analyse and predict the need to make interventions to develop organisations. You will understand the process of identifying problems that have occurred in the design of an organisation, and solving those problems. You will be equipped with the skills required to manage change processes, and you will be able to critically reflect on the outcome of an organisation intervention resulting in change.

Furthermore, you will be able to synthesise the design and development of an organisation with the overall performance outcomes. In doing this, you will define success of the organisation and reflect on any barriers that occur in achieving that success.


What


Learning Outcomes

The learner will:

Assessment Criteria

The learner can:

1. Critically evaluate the concept of organisational design to evaluate the performance of the organisation (Weighting 20%)

1.1 Analyse the theoretical basis of organisational design

1.2 Compare and contrast models and tools used to manage the organisational design process

1.3 Critically evaluate the different structures used in an organisation

2. Analyse the impact of external and internal factors on organisational performance (Weighting 20%)

2.1 Analyse the impact of external factors on the success of the organisation

2.2 Analyse the impact of internal factors on the success of the organisation

2.3 Analyse the influence of external and internal factors on the design of the organisation

3. Critically evaluate the theoretical and practical basis of organisational development to allow development of appropriate strategies (Weighting 20%)

3.1 Evaluate the theoretical basis of organisational development

3.2 Analyse the process of organisational development

3.3 Appraise the role of the employee in effective organisational development

4. Critically assess the success of an organisation by defining acceptable and excellent performance (Weighting 20%)

4.1 Critically discuss the concept of success in an organisation

4.2 Critically review models of organisational change

4.3 Analyse the link between management of change and successful performance of an organisation

5. Compare and contrast strategies of organisational development to achieve successful organisational performance (Weighting 20%)

5.1 Justify the implementation of strategies to improve organisational performance

5.2 Assess the impact of development strategies on the success of the organisation


Capabilities




Element 1 - Organisational design

Critical understanding of the basis for organisational design and why it is important to successful business organisations

Knowledge of tools used to manage the design process

Knowledge of different organisational structures

Critical thinking, organisational design, processes

Element 2 - External and internal factors and their impact on the organisation

Ability to analyse the internal and external environment to identify different factors and the impact they have on the organisation and why those impacts occur

Internal and external analysis, critical thinking, environmental scanning and stakeholder mapping, management styles

Element 3 - Organisational development

Critical understanding of the theoretical basis for organisational development and an ability to apply theory to practical situations

Understanding of the organisational development process

Critical thinking, principles of organisational development, stakeholder management

Element 4 - Defining successful performance of the organisation and managing change

Critical understanding of the concept of success as a basis for achieving success in reality

Ability to identify and implement organisational performance indicators and use techniques such as balanced scorecard and target setting

Ability to manage change and resistance to change, understanding the different theoretical models of change

Critical thinking, organisational performance, target setting, use of tools and models, change management

Element 5 - Implementing successful organisational development strategies

The ability to lead on organisational development activities, taking a strategic role

Strategic leadership, strategy development and implementation, objective setting, continuous improvement, communications, stakeholder buy-in, evaluating strategy impact

Localisation


You need to think about the different types of organisation in different countries, and hence the different design issues that might apply.


Indicative Content

1. Critically evaluate the concept of organisational design to evaluate the performance of the organisation (Weighting 20%)

1.1 Analyse the theoretical basis of organisational design

▪ Design theory: specifically scientific management, systems theory and complexity theory ▪ The nature of the organisation: the strategy, processes and systems

1.2 Compare and contrast models and tools used to manage the organisational design process

▪ Organisational design models and tools including: Galbraith 5 Star Model, McKinsey 7S model, Burke-Litwin Causal model

▪ Physical aspects of organisational design: health and safety, environment, well-being ▪ Psychological aspects of organisational design: engagement, skill, communication, employee

relationships

1.3 Critically evaluate the different structures used in an organisation

▪ Different organisational structures: formal and informal, hierarchical, flat ▪ Different ways of structuring an organisation: divisional, functional, matrix, network, cluster ▪ Virtual organisations

2. Analyse the impact of external and internal factors on organisational performance (Weighting 20%)

2.1 Analyse the impact of external factors on the success of the organisation

▪ External factors: explored using the PESTLE framework, looking at the impact of the different factors on the success of the organisation (political, economic, social, technical, legal, environmental)

▪ Methods of understanding the external environment, for example environmental scanning and stakeholder mapping

▪ The impact of external factors on decisions made about organisational design ▪ The need for organisations to be adaptable to respond to external factors

2.2 Analyse the impact of internal factors on the success of the organisation

▪ Internal factors: explored using the prioritised SWOT framework (strengths, weaknesses, opportunities, threats)

▪ Culture: specifically looking at power culture, role culture, task culture, person culture, and the impact on the success of the organisation

2.3 Analyse the influence of external and internal factors on the design of the organisation

▪ Different styles of management (e.g. autocratic, democratic, laissez-faire) and the impact on organisational design

▪ The link between HR policies and procedures and successful organisational design


3. Critically evaluate the theoretical and practical basis of organisational development to allow development of appropriate strategies (Weighting 20%)

3.1 Evaluate the theoretical basis of organisational development

▪ Theories of organisational design: behavioural science, social psychology, motivational theories, systems theory, learning theory

▪ Organisational development principles: humanistic, democratic, client-centred ▪ Closed and open systems

3.2 Analyse the process of organisational development

▪ The stakeholders in the organisation and their role and intervention in organisational development ▪ The phases of organisational development: evaluation, diagnosis, intervention, evaluation

3.3 Appraise the role of the employee in effective organisational development

▪ Different roles of employees, for example leader, adviser, challenger, resource investigator, implementer ▪ Competencies required to achieve effective organisational development, for example finance skills, IT

skills, data analysis

4. Critically assess the success of an organisation by defining acceptable and excellent performance (Weighting 20%)

4.1 Critically discuss the concept of success in an organisation

▪ Defining success: different focus in different sectors (e.g. voluntary sector does not have the success criteria of profitability)

▪ Key performance indicators (e.g. financial measures, people-related measures such as absenteeism and employee turnover)

▪ Use of techniques such as the balanced scorecard ▪ The process of target setting

4.2 Critically review models of organisational change

▪ ▪ The impact of diversity on change ▪ Managing resistance to change

4.3 Analyse the link between management of change and successful performance of an organisation

▪ The role of action learning, with particular reference to the work of Revans ▪ The impact of strategy, culture and leadership on the definition of success ▪ The impact of ethics on decision-making in the change process


5. Compare and contrast strategies of organisational development to achieve successful organisational performance (Weighting 20%)

5.1 Justify the implementation of strategies to improve organisational performance

▪ Identifying business objectives and linking development strategies to the business objectives ▪ The process of developing a strategy ▪ Comparison between ongoing continuous improvement and specific organisational development

strategies ▪ The use of continuous improvement approaches, such as Kaizen

5.2 Assess the impact of development strategies on the success of the organisation

▪ Communicating an organisational development strategy to the organisation ▪ Seeking commitment of key stakeholders ▪ Methods to evaluate the impact of an organisational development strategy


Contemporary Developments

in Global HRM


This unit focuses on developments in this global context of HRM. You will explore existing and emerging models of HRM and will consider the impact of the global environment on these models including international policy, law and regulation.

You will also consider the concept of globalisation and its effect upon international management practices. You will evaluate trends in demography, social and technological changes and the way in which these shape and influence HR strategies and practices in rising to both challenges and opportunities. This is an opportunity to consider the future trends of globalisation and their impact upon the world of work and the HR function.

You will utilise your understanding of HRM in an international context to explore the challenges involved in cross-border managing an international HR function including the consideration for staff working across international boundaries.

Furthermore, you will understand the tools and techniques required to develop high performing, integrated cross-cultural teams.

The unit will end with a consideration of the emerging trends in a global context; recent events such as Brexit and mass migration in the world indicate radical political and economic changes in the future and there will be debate on how this affects HRM.


What


Learning Outcomes

The learner will:

Assessment Criteria

The learner can:

1. Critically analyse the concept of globalisation and its effect on the internationalisation of management (Weighting 20%)

1.1 Critically analyse the concept of globalisation and consider economic globalisation within the context of cultural, social, political and technological change

1.2 Analyse the main aspects of globalisation and its implications for international management

1.3 Critically examine the different levels of analysis for understanding management action in multinational companies

2. Critically evaluate international strategy and organisational structure in international companies (Weighting 20%)

2.1 Evaluate the nature of the transnational strategy and structure and the challenges of putting it into practice

2.2 Evaluate the political dimension to cross-border mergers and acquisitions

3. Critically appraise the challenges involved in managing an international HR function and transnational workers (Weighting 20%)

3.1 Critically examine the features of a host environment that require practices to be tailored to fit local conditions

3.2 Appraise the possible ways in which practices may operate within and across a multinational corporation (MNC)

3.3 Analyse the benefits and challenges facing a transnational worker

4. Critically discuss the process of integrating cross-cultural teams (Weighting 20%)

4.1 Critically review cross-cultural models

4.2 Critically review cross-cultural integration processes

5. Apply existing and emerging models of HRM within a global context and consider the influence of international policy, law and regulation (Weighting 20%)

5.1 Evaluate globalisation and aligning HR strategy and plans

5.2 Analyse globalisations innovative and best practices

5.3 Assessing the challenges for HRM in the global world


Capabilities


Below is an overview of the behaviours, skills and attitudes that you will develop through this unit include:


Element 1 - Globalisation and internationalisation of management

Critical understanding of the concept of globalisation and the subsequent impact on the internationalisation of management

Critical thinking, global strategy, leadership and management, awareness of contemporary issues

Element 2 - International strategic intentions

Ability to evaluate strategic intentions of organisations and the challenges involved in cross border mergers and acquisitions

Critical thinking, global strategy, problem-solving, political and cultural considerations

Element 3 - Managing internationally

Ability to analyse the challenges of managing internationally and critically reflect upon their own managerial skills to operate in multinational companies

Reflection and self-development, leadership and management, cultural considerations, environmental scanning and analysis, ethical issues

Element 4 - Integrating cross-cultural teams

Ability to identify the potential issues in cross-cultural teams and to suggest resolutions through appropriate cross-cultural models and integration processes

Cross-cultural management, cultural sensitivity, leadership and management

Element 5 - Emerging HRM models within global context

Ability to synthesise a variety of trends in current political/economic theory to establish emerging HRM models in a complex global context

Critical thinking, analysis, problem-solving, decision-making, strategic leadership and management, awareness of new and emerging HRM models

Localisation

This unit is intended to review global issues and their impact upon organisations wishing to operate internationally; therefore, you will be required to consider global issues and challenges affecting organisations and the role of HR in supporting cross national business activity. However, you may be required to consider some of the issues such as legal requirements and cultural environment and how these would support or limit internationalisation.


▪ Local cultural influences and how these affect cross-cultural team working


Indicative Content

1. Critically analyse the concept of globalisation and its effect on the internationalisation of management (Weighting 20%)

1.1 Critically analyse the concept of globalisation and consider economic globalisation within the context of cultural, social, political and technological change

▪ Definition of the term globalisation and the areas in which it operates i.e. communications, markets, production, finance, currency, organisations, ecology and consciousness

▪ Examination of technological, psychological, political and economic change and the impact upon organisations as a result of globalisation

▪ Examination of the criticisms of globalisation including social and economic factors e.g. increase in social tensions and inequalities, lack of class mobility, homogeneity of culture

▪ Role of International Monetary Fund (IMF), world bank and other transnational institutions

1.2 Analyse the main aspects of globalisation and its implications for international management

▪ Developments in economic globalisation ▪ Convergence and divergence of national, regional and global trends in HRM ▪ Globalisation and changes in national business systems

1.3 Critically examine the different levels of analysis for understanding management action in multinational companies

▪ Globalisation effect upon management action and working with and in complex situations ▪ Practices of managers within MNCs ▪ Managerial skills in operating within international, regional and local environments ▪ Ethical issues that surround international HRM

2. Critically evaluate international strategy and organisational structure in international companies (Weighting 20%)

2.1 Evaluate the nature of the transnational strategy and structure and the challenges of putting it into practice

▪ The forces on managers in international firms: Bartlett and Ghoshal (1998) ▪ Forms that organisations take to achieve its international strategy: multinationals, global, international,

transnational

2.2 Evaluate the political dimension to cross border mergers and acquisitions

▪ The importance of organisational politics in multinational companies (MNCs) ▪ Challenges to mergers and acquisitions: due diligence, human capital audits ▪ Stakeholder analysis and their political influences within different scenarios: cost cutting, appointment of

senior teams, restructuring


3. Critically appraise the challenges involved in managing an international HR function and transnational workers (Weighing 20%)

3.1 Critically examine the features of a host environment that require practices to be tailored to fit local conditions

▪ The legal, institutional and cultural influences: local custom and practice ▪ Organisational infrastructure and employee readiness to change: business systems, employee skills and

attitude

3.2 Appraise the possible ways in which practices may operate within and across a multinational corporation (MNC)

▪ The process of diffusion and organisational readiness for change ▪ Formal and informal ways of influencing behaviour: international assignments, developing a corporate

culture

3.3 Analyse the benefits and challenges facing a transnational worker

▪ Career management practices: selecting and training transnational managers ▪ Transnational challenges: travel and burnout, cultural and ethical sensitivity, legislation and language

abilities

4. Critically discuss the process of integrating cross-cultural teams (Weighting 20%)

4.1 Critically review cross-cultural models

▪ Critically review cross cultural models: Trompenaars (1993) model of national differences, Lewis model (1996)

4.2 Critically review cross-cultural integration processes

▪ Developing similar organisational cultures: the role of HR and HRM in preventing culture clash ▪ Developing cross-cultural communications: cross-cultural communication strategy, communication in

developing norms and values, communication technology ▪ Developing cross-cultural collaboration and innovation practices: knowledge management practices,

employee voice, recognition and reward practices


5. Apply existing and emerging models of HRM within a global context and consider the influence of international policy, law and regulation (Weighting 20%)

5.1 Evaluate globalisation and aligning HR strategy and plans

▪ Top-down process vs bottom-up processing and emergent processes as a result of complexity and change within global markets: the alignment of HR strategy in a global context or bottom-up processing based on local markets top-down models include Quinn (1980), Mintzberg (1987), vs emergent strategies (Lynch, 1997) and living strategies (Stern, 2009)

5.2 Analyse globalisations innovative and best practices

▪ Evaluating organisational models as a strategy for diagnosis and interventions: traditional and

7S model (Waterman, 1980) vs dynamic models of organisational design (Burke and Litwin, 1992) and ecological models of organisation design (McMillan, 2000) and (Ulieru et al, 2002)

▪ Innovation and best practices such as global partnering, global process technology, world class manufacturing solutions

5.3 Assessing the challenges for HRM in the global world

▪ Economic growth and disturbance in the world: Brexit, migration ▪ Gen X, Y and Z changing global landscape and its impact upon HRM strategy ▪ Growth of technology in relation to HR systems and operating globally, training and development, working

practices etc.


Strategic Marketing


In today s increasingly dynamic and complex global environment, strategic marketing is an essential management and leadership competence to guide senior management in making business decisions. This unit will illustrate the scope of marketing strategy and how it fits in with the wider corporate and business strategy of an organisation, including building sustainable competitive advantage and long-term shareholder value.

The purpose of this unit is to evaluate the role of strategic marketing as a function of an organisation, and how it interrelates with other functions, and to determine its impact in terms of how a marketing philosophy can inform corporate strategy. The unit will also focus on how marketing performs an operational role in achieving corporate objectives.

The unit will give you a strategic perspective of marketing management with respect to the analysis, planning, implementation and control of marketing activities, including the use of metrics to measure, monitor and improve performance in addition to their role within strategic decision-making.

Given the global nature of business, this unit will also promote a critical understanding of the marketing challenges faced by firms attempting to develop and grow in international markets and the means by which corporate marketing strategies can be deployed in the search for sustainable competitive advantage.


What


Learning Outcomes

The learner will:

Assessment Criteria

The learner can:

1. Critically evaluate the factors that underpin marketing as a key strategic factor in organisational performance (Weighting 20%)

1.1 Evaluate the ideas underpinning a market orientation approach and the marketing concept

1.2 Appraise the characteristics of market-driven strategies

2. Critically review relevant marketing theories, conceptual models and frameworks in the development of marketing strategies, including international marketing strategy (Weighting 30%)

2.1 Recommend methods to analyse the macro-environment and develop a strategic vision

2.2 Critically evaluate the role of market segmentation and competitive positioning

3. Develop implementation plans and management control mechanisms to support a marketing strategy (Weighting 15%)

3.1 Appraise the nature of control and critically evaluate different approaches to the control process

3.2 Critically evaluate the importance of implementation as part of the overall process of planning and control and assess the problems in implementing marketing plans

4. Justify, using evidence, the application of marketing within an organisational context in relation to the goal of enhancing long-term shareholder value (Weighting 15%)

4.1 Appraise the use of organisational resources in achieving sustainable competitive advantage

4.2 Critically analyse different approaches in implementing the marketing plan

5. Evaluate a range of resources to understand and resolve organisational marketing related problems (Weighting 20%)

5.1 Analyse the implementation challenges present in strategic marketing

5.2 Evaluate future trends and challenges for the future of strategic marketing


Capabilities

Alongside academic learning practical skills and capabilities. These capabilities are highlighted as certain values, knowledge, skills and behaviours that will help you in your professional development.



Element 1 - Understanding market-led strategic management

Critical understanding of the role of strategic marketing in the achievement of business objectives and organisational success

Commercial awareness, cultural awareness, globalisation

Element 2 - Designing market-driven strategies

Ability to analyse the macro environment to support the development of a strategic vision

Ability to carry out market segmentation and competitive positioning activities at a strategic level

Leadership, managerial capacity, decision-making, communication, project planning, strategy development, objective setting, use and analysis of data

Element 3 - Measuring the impact of marketing strategy

Ability to measure the impact of a marketing strategy based on the implementation of planning and controls

Planning and objective setting, milestones, monitoring and control

Element 4 - Creating sustainable competitive advantage

Ability to justify the use of marketing as a strategic activity with the aim of achieving sustainable competitive advantage

Ability to analyse and select appropriate approaches to implementing the marketing plan

Judgement, ability to synthesise complex data, risk management, persuasion and negotiation

Element 5 - Implementing the strategy

Ability to identify challenges to the implementation of a marketing strategy and to the future of strategic marketing

Communicate business solutions and the thinking underlying them, in verbal and written form

Localisation


The learning outcomes give you a strategic perspective of marketing management with respect to the analysis, planning, implementation and control of marketing activities within your own local organisations and local business environment.

You should therefore take into account the following when preparing for your assessment:

▪ The structure and nature of the organisation you work within and how this is changing with emerging business practices

▪ The influence of local culture and socialisation on business norms

▪ Local employment rules, regulations and legislation

▪ The availability of technology and internet speeds to facilitate collaborative working using technology


Indicative Content

1. Critically evaluate the factors that underpin marketing as a key strategic factor in organisational performance (Weighting 20%)

1.1 Evaluate the ideas underpinning a market orientation approach and the marketing concept

▪ Principles of strategic marketing: definitions of marketing, identifying customer needs, defining target market segments, creating differential advantage, the marketing mix (7Ps)

▪ Stakeholders and their influence on marketing strategy: understanding internal stakeholders, external stakeholders, marketplace stakeholders, influences on an organisational mission statement and

▪ The role of marketing within strategic management and corporate objectives: the management process,

defining strategy, strategic analysis, strategic choice, strategic implementation

1.2 Appraise the characteristics of market-driven strategies

▪ Market-driven strategies: generic strategies; Porte - differentiation, focus, cost leadership, strategies for market leaders, strategies for market nichers, strategies for market challengers,

marketing strategy ▪ Organisational capabilities

identifying the skills and collective learning within an organisation, organisational processes used to deploy assets in marketplace, evaluating levels of investment available, identifying potential means to best

▪ Competitors: identifying who the main competitors are, assessing competitor strategies and identifying

which strategies are being pursued, evaluating competitor strengths and weaknesses, appraising how competitors might develop over time

▪ Customers: identifying customer types, evaluating when, where and how they buy, evaluating how current markets are segmented, assessing future segmentation options

▪ Drivers of competitiveness: Five Forces (1980), portfolio approaches, global focus

2. Critically review relevant marketing theories, conceptual models and frameworks in the development of marketing strategies, including international marketing strategy (Weighting 30%)

2.1 Recommend methods to analyse the macro-environment and develop a strategic vision

▪ Developing a strategic vision and marketing objectives: mission statements, the link between vision, strategy and values, vision and defining objectives

▪ The nature of corporate objectives: business scope, business orientation, business organisation, public ween

corporate objectives and marketing objectives ▪ Marketing objectives: SMART objective criteria (specific, measurable, achievable, realistic, time-based) ▪ Establishing marketing objectives: Ansoff matrix for growth options ▪ Key competitor analysis: competitor benchmarking, the dimensions of competitor analysis; assessing

; uanalyse activities; t

▪ Sources of competitor information: media, advertising, technical reports, trade sources, customers ▪ Phases of competition and business cycle: seed, start-up, growth, established, expansion, decline, exit ▪ Analysing the macro-environment: PESTLE analysis (political, economic, social, technological, legal and

environmental factors


▪ International marketing strategies: international competitive environment, world trading environment, social and cultural considerations in international marketing strategy, globalisation and alternative strategic responses

▪ Global marketing strategy: standardisation vs approaches, global strategic brand management

2.2 Critically evaluate the role of market segmentation and competitive positioning

▪ Markets and contemporary marketing strategies: key dimensions of marketing strategy; bases of competitive advantage, target markets, product and service offering

▪ Marketing strategies and different strategic models: approaches to strategy formulation; the classical approach, the evolutionary approach, the processual approach, the systemic approach; different strategic options; generic strategies, overall cost leadership, differentiation, focus; competitive strategies; build strategies, defensive strategies, divestment, harvesting strategies, holding strategies, niche strategies and offensive strategies

▪ Competitive advantage: the concept of value and utilising the value chain concept to develop sustainable competitive advantage

▪ Service and competitive advantage: SERVQUAL dimensions ▪ Market segmentation: the nature and purpose of segmentation: demographic segmentation, geographic

segmentation, behavioural segmentation, psychographic segmentation ▪ Competitive positioning: product positioning ▪ Strategic branding: identifying

concept ▪ Repositioning strategies: gradual repositioning, radical repositioning, innovative repositioning, zero

positioning

3. Develop implementation plans and management control mechanisms to support a marketing strategy (Weighting 15%)

3.1 Appraise the nature of control and critically evaluate different approaches to the control process

▪ Management of risk: definitions of control, control concepts; open-loop control, closed-loop control, feedback control

▪ Managing the process and marketing information systems (MIS): information and reporting, operational systems and processes, technical facilities and organisational capabilities for evaluation

▪ Evaluation and control: approach to control (1998), results controls, action controls, financial controls, behavioural factors (e.g. short-termism)

▪ Performance assessment: criteria and metrics, audits, gaps and opportunities

3.2 Critically evaluate the importance of implementation as part of the overall process of planning and control and assess the problems in implementing marketing plans

▪ Implementation processes: the importance of internal marketing ▪ Internal fit: function, structure and strategy ▪ Improving implementation: reasons for weak implementation, implementation capabilities, strategic

4. Justify, using evidence, the application of marketing within an organisational context in relation to the goal of enhancing long-term shareholder value (Weighting 15%)

4.1 Appraise the use of organisational resources in achieving sustainable competitive advantage

▪ Allocation of organisational resources


▪ Routes to achieving competitive advantage: creating customer value, uniqueness or scarcity, inimitability, economies of scale, learning and experience effects, integration

▪ Differentiation: product differentiation, promotional differentiation, pricing differentiation, brand differentiation

▪ Competitive strategies: market expansion, market share gain, market maintenance, market niche strategies and focusing effort

▪ Value-chain analysis

4.2 Critically analyse different approaches in implementing the marketing plan

▪ Marketing mix: 4Ps (price, product, promotion, place) ▪ Product: product life cycle, diffusion of innovation ▪ Place: ▪ Promotion: communication tools, advertising, public relations, interactive and direct marketing, e-

marketing, sales promotion ▪ Pricing strategies: promotional pricing, loss leaders, perceived value pricing, competitor price levels,

going rate pricing ▪ People, processes, physical evidence: the extended marketing mix.

5. Evaluate a range of resources to understand and resolve organisational marketing related problems (Weighting 20%)

5.1 Analyse the implementation challenges present in strategic marketing

▪ Marketing metrics including: loyalty/retention, customer numbers, customer satisfaction, market share, esteem, complaints, awareness

▪ Performance gaps: the marketing organisation audit and marketing strategy audit; assessing the structural capability of the organisation to implement the strategy to a developing environment; an evaluation of the

bjectives and strategy to determine their suitability to the current and forecasted marketing environment

▪ Cost problems: the marketing productivity audit; the cost effectiveness of various levels of marketing expenditure; the profitability of different aspects of the marketing programme

▪ Lack of adequate information: the role of marketing information systems; marketing systems audit; the

5.2 Evaluate future trends and challenges for the future of strategic marketing

▪ Trends in technology including breakthrough technologies, e-commerce, viral marketing, social media,

▪ Marketing strategy and new social values (corporate social responsibility) ▪ Changes in the business environment: the international context, globalisation, increasing pace of

economic change, increasing competitive pressures ▪ Organisational challenges and changes: new organisational structures, mergers, strategic alliances and

partnerships ▪ Customised positioning (one-to-one marketing)


Strategic Marketing Relationships


The overall aim of this unit is to encourage you to think about the relationships that companies have with their

long term, sustainable relationships with customers is key to organisational success and, given the increasing use of online business models and consumer savviness of how to move between suppliers, the importance of managing the customer experience has never been higher.

Given the strategic importance of such customer relationships, in this module you will develop knowledge and skills in areas such as customer engagement, communication, relationship marketing acquisition, retention and distribution, how customers buy and how to develop an effective customer relationship marketing system.

As such, this module will help you develop as a knowledgeable and effective strategic marketer or business professional.


What


Learning Outcomes

The learner will:

Assessment Criteria

The learner can:

1. Critically review relationship marketing as a strategic marketing approach (Weighting 25%)

1.1 Critically review the development of relationship marketing

1.2 Critically discuss the scope of relationship marketing

1.3 Evaluate the application of relationship marketing orientation

1.4 Compare and contrast the benefits of relationship marketing with transactional marketing

2. Critically discuss changes in consumer behaviour due to relationship marketing (Weighting 25%)

2.1 Critically review the changes to how consumers buy

3. Critically review the differences between relationship marketing and marketing relationships (Weighting 25%)

3.1 Appraise different relationship types and their nature and properties, how relationships add value; contrast relationship marketing with marketing relationships

3.2 Critically review the importance of networks relevant to an organisation

4. Critically discuss the place of relationship marketing in strategy (Weighting 25%)

4.1 Evaluate and explain why relationship marketing is a strategic approach to marketing

4.2 Evaluate relationship marketing planning and implementation issues in strategic relationship marketing


Capabilities



Element of Learning Key Capabilities Developed

Element 1 - Relationship marketing

Ability to devise and sustain academic arguments within the field of relationship marketing

Critical thinking, personal responsibility and accountability, application of theories and models, self-evaluation, stakeholder analysis

Element 2 - Relationship marketing and its impact on buyer behaviour

Critical understanding of how relationship marketing impacts buy/consumer behaviour

Decision-making, critical thinking, consumer insight

Element 3 - Marketing relationships

Ability to discuss the difference between marketing relationships and relationship marketing

Appreciation of the importance of networks

Critical thinking, different types of relationships, networking

Element 4 - Strategic relationship marketing

Ability to justify the place of relationship marketing within the wider marketing strategy

Ability to identify potential relationship marketing planning and implementation issues

Critical understanding of strategic frameworks for customer relationships (CRM)

Critical thinking, self-management, communication, present information, ideas and data, problem solving

Localisation

You should consider the following when preparing for your assessment: ▪ Use a local firm, a strategic business unit (SBU) of a multinational, a government department or non-profit

organisation

▪ Understand the nature of relationships is dependent in part on the organisation and its values

▪ Relationship marketing principles may not be adopted by all organisations


Indicative Content

1. Critically review relationship marketing as a strategic marketing approach (Weighting 25%)

1.1 Critically review the development of relationship marketing

▪ The development of relationship marketing ▪ Globalisation trends ▪ Services marketing development ▪ Digital marketing developments ▪ Relational marketing non-western cultures ▪ B2B marketing

1.2 Critically discuss the scope of relationship marketing

▪ Different stakeholder groups from influencer, customer, referral, supplier, employee, internal markets ▪ Different schools of relationship marketing e.g. Nordic early 1980s, Cranfield 1991, Industrial Marketing

and Purchasing (IMP) e.g. Ford 2004, Interaction Approach,1982 ▪ Networks: Relationships in Business Networks IMP Group, social networks ▪ Relationship marketing and holistic marketing orientations

1.3 Evaluate the application of relationship marketing orientation

▪ Trust online and offline ▪ Ten factors that affect whether people trust ▪ Bonding: concept and different types ▪ Communications and engagement ▪ Measurement of engagement ▪ Engagement software ▪ Values: shared, statements, culture ▪ Empathy ▪ Reciprocity ▪ Commitment

1.4 Compare and contrast the benefits of relationship marketing with transactional marketing

▪ Limits of transactional marketing ▪ Explain transactional marketing ▪ Benefits of relationship marketing: churn costs, added value with existing customers ▪ Explain relationship marketing ▪ Relevance of switching costs


2. Critically discuss changes in consumer behaviour due to relationship marketing (Weighting 25%)

2.1 Critically review the changes to how consumers buy

▪ Purchase funnel (no longer applies) and new models (e.g. McKinsey, Forrester and Google detailed below)

▪ AIDA ▪ Other hierarchy of effects models ▪ Influence of digital ▪ Consumer journey: move from linear to circular ▪ Importance of feedback influencing decisions ▪ Changes to evoked set premise ▪ Moments of truth ▪ ZMOT: zero moment of truth (Google) ▪ Impact on communication strategies (move to pull from push) ▪ Ladder of loyalty

3. Critically review the differences between relationship marketing and marketing relationships (Weighting 25%)

3.1 Appraise different relationship types and their nature and properties, how relationships add value, contrast relationship marketing with marketing relationships

▪ Difference between marketing relationships and relationship marketing ▪ Classification of exchange relationships: market-based, committed market exchange, domesticated

market exchange ▪ Categories of exchange relationships: supplier, lateral, buyer, internal ▪ Relationship matrix ▪ Nature of relationships: intimate, face to face, distant, no contact ▪ Relationship properties: Gummesson relationscape ▪ Strategic marketing relationships: integrated model of buyer seller relationships Wilson (1995) ▪ Strategic alliances: definition, need, motives, types, links to innovation ▪ Nature and scope of supplier interaction

3.2 Critically review the importance of networks relevant to an organisation

▪ Relationship networks: group influences on behaviour, social and personal networks, informal networks ▪ Types of relationship networks, including Guanxi, Boon Koon, Blat, Et Moone, Keiretsu ▪ SME networking ▪ Relationship value: exchange partners, costs and benefits ▪ Importance of relationships


4. Critically discuss the place of relationship marketing in strategy (Weighting 25%)

4.1 Evaluate and explain why relationship marketing is a strategic approach to marketing

▪ Creating value ▪ CRM as strategy ▪ Relationship marketing and strategy ▪ CRM processes ▪ CRM capabilities ▪ Customer value ▪ Definitions of CRM ▪ Categories of channels ▪ Multichannel integration ▪ Touchpoint ▪ Customer communication ▪ Performance assessment ▪ Operational, collaborative and analytical CRM

4.2 Evaluate relationship marketing planning and implementation issues in strategic relationship marketing

▪ Need for relationship marketing planning ▪ Relationship marketing planning frameworks ▪ Implementation issues in strategic relationship marketing ▪ CRM Implementation ▪ Implementation and strategy development ▪ Building foundations for implementation ▪ Implementation needs and partners ▪ Operational CRM ▪ CRM Systems and functions ▪ Importance of business outcomes ▪ Customer information and customer behaviour ▪ Supplier selection and evaluation


Digital Marketing Strategy


The marketing environment continues to develop at a meteoric pace, largely driven by customers who demand always-on, superfast, intuitive, and more exciting brand experiences.

Market disruption is becoming the new normal, with the likes of M-Pesa, 4Afrika and The Nomanini enterprise

New mobile app technologies are enabling customers to experience reality without leaving their screens. Pokémon Go, Google Cardboard and Samsung Gear have brought new and exciting capabilities in virtual reality.

The nternet of things is fast becoming the mainstream method of managing the home, with smart technology built-in so that people no longer need to worry about stocking the fridge with their favourite products or finding the remote TV control to programme Netflix.

The implication of this technology sea change for brands is that they now need to accelerate digital innovation and seek dramatically new marketing strategies capable of keeping pace with the competition, whilst creating authentic customer value. They must understand the new digital media landscape and how audiences like to consume content so that they can harness the power of new channels, platforms and technologies.

In this unit, you will explore the principles of strategic digital marketing set in the context of the changing behaviours of the contemporary customer. By the end of the module you will be able to critically evaluate digital marketing strategies and understand how they can be created to drive innovation and ensure the business survives and thrives in a digital world.

You will additionally assess how organisations of all types and in all markets, need to adopt an entrepreneurial mindset and understand the imperative of digital transformation, and how organisations need to become digital by default.


What


Learning Outcomes

The learner will:

Assessment Criteria

The learner can:

1. Critically assess the significance of digital marketing and innovation for an organisation (Weighting 20%)

1.1 Critically evaluate the digital environment and the opportunities it provides in driving innovation

1.2 Assess how digital has changed marketing thinking

2. Analyse the changing nature of the digital customer (Weighting 20%)

2.1 Determine the characteristics of digital customer buying behaviour in different markets, sectors and cultures

2.2 Analyse the different stages of customer digital adoption

2.3 Apply the principles of the digital customer decision journey modelling

2.4 Justify an appropriate methodology for gathering customer insights to inform the digital marketing strategy

3. Critically evaluate opportunities for digital innovation by critically evaluating the marketing strategy for a chosen organisation (Weighting 20%)

3.1 Develop a structured approach to examining the digital marketing and innovation strategy

3.2 Assess the elements of the digital marketing mix

3.3 Evaluate the internal capabilities and resources of an organisation

3.4 Identify opportunities for a chosen organisation to innovate for competitive advantage

3.5 Discuss methods for monitoring, measuring and managing the digital marketing strategy

4. Critically assess how big data and contemporary developments can be used to drive digital marketing strategy (Weighting 20%)

4.1 Critically evaluate the emergence of big data, its scope and power to inform marketing strategies

4.2 Critically assess how big data is used to centralise and synthesise consumer insights, forecast outcomes and evaluate the effectiveness of the marketing strategy

4.3 Critically analyse the methods by which different organisations capture and use data to justify the marketing strategy decisions

5. Justify the application of tools and techniques needed to successfully implement the digital marketing strategy (Weighting 20%)

5.1 Critically assess the principles of agile marketing as an approach to delivering innovative digital marketing

5.2 Critically evaluate the benefits of setting minimum variable marketing (MVM) standards


Capabilities




Element 1 - Trends and changes in digital marketing

Ability to assess the digital marketing environment and identify opportunities for driving innovation

Analytical skills, analysis of models, critical reflection, ethical appreciation

Element 2 - Digital consumer buying behaviour

Ability to recognise the changing behaviour of digital customer buying behaviour and identify the stages of customer digital adoption

Ability to gather data for customer insights

Synthesis, planning, reflection, evaluation, analysis of models, critical reflection, evaluation

Element 3 - Planning the digital marketing strategy

Ability to identify and evaluate opportunities for digital innovation in relation to a marketing strategy and gaining competitive advantage

Ability to monitor, manage and measure the effectiveness of the digital marketing strategy

Critical thinking, problem solving, analytical skills, synthesis, planning, analysis of models, information retrieval

Element 4 - The use of data in developing digital marketing strategies

Awareness of the impact of data on digital marketing strategy and the ability to identify how innovation can be driven by new developments

Knowledge of how big data can be used to increase the effectiveness of a digital marketing strategy

Analytical, problem solving, planning, evaluation, reporting skills, mapping, analysis of models, numeracy

Element 5 - New methods of planning digital marketing strategy

Ability to justify the use of different tools and techniques for the successful implementation of a digital marketing strategy

Critical thinking, analytical, problem solving, problem posing, evaluation, decision-making, planning and implementing, reporting skills

Localisation




▪ National, regional and local media channels available

▪ demographic structure

▪ cultural characteristics affecting attitudes to brands and marketing

▪ The digital maturity of nations, regions and territories

▪ Specific retail channels and routes to market

▪ Specific legislation, codes of practice and regulations relating to marketing

▪ The structure of commerce and industry in the particular market

▪ Individual government attitudes to innovation and support for digital development


Indicative Content

1. Critically assess the significance of digital marketing and innovation for an organisation (Weighting 20%)

1.1 Critically evaluate the digital environment and the opportunities it provides in driving innovation

▪ The fast pace of change in digital marketing and technology development ▪ Key digital developments available to an organisation including new channels in retail, communication and

media ▪ Key consumer trends that are influencing digital marketing strategies and innovation including social

media, mobile and personalisation (SoLoMo)

1.2 Assess how digital has changed marketing thinking

▪ Opportunities for competitive advantage created by digital transformation, innovation and market disruption

▪ Digital impacts on the way that brands interact and engage with customers on an individual level ▪

2. Analyse the changing nature of the digital customer (Weighting 20%)

2.1 Determine the characteristics of digital customer buying behaviour in different markets, sectors and cultures

▪ The differences between online and offline customer buying behaviour and the implications for marketing strategies

▪ The digital needs, wants and expectations of digital natives differ from those of digital immigrants ▪ Different digital buying behaviours of customers in B2B and B2C markets ▪ The impact of cultural background on customer buying behaviour ▪ Key trends and changes in customer buying behaviour and suggest how these will develop in the future

2.2 Describe and assess the different stages of customer digital adoption

▪ ▪ Targeting marketing communications to reach customers depending the diffusion of innovations ▪ The influence of opinion leaders and change agents in the context of digital marketing strategy

2.3 Apply the principles of the digital customer decision journey modelling

▪ New models of the customer decision journ

(Kaushik 2016)

2.4 Justify an appropriate methodology for gathering customer insights to inform the digital marketing strategy.

▪ Popular methods used to generate qualitative and quantitative customer insights including Google analytics, focus groups and empathy interviews

▪ The value of customer insights in making marketing strategy decisions involving understanding consumer motivations, preferences, needs, wants and fears


3. Critically evaluate opportunities for digital innovation by critically evaluating the marketing strategy for a chosen organisation (Weighting 20%)

3.1 Develop a structured approach to examining the digital marketing and innovation strategy

▪

3.2 Assess the elements of the digital marketing mix

▪ framework (2013)

3.3 Evaluate the internal capabilities and resources of an organisation

▪ Factors that influe ▪ The importance of digital transformation in driving innovation ▪ The causes of barriers and resistance that can prevent change within an organisation including corporate

culture, company structure, attitude to risk and the level of resources available

3.4 Identify opportunities for a chosen organisation to innovate for competitive advantage

▪ The benefits to the organisation of being able to use digital innovation to create new value for customers ▪ The principles of the consumer value including popular models such as the consumer value proposition

canvas (Osterwalder and Pigneur, 2004) ▪ Creating competitive advantage through new digital marketing methods, innovation and digital

transformation ▪ Innovative thinking and a different approach to the creative execution of digital marketing campaigns

including experiential marketing, virtual/augmented reality, interactive techniques and personalisation at scale

3.5 Discuss methods for monitoring, measuring and managing the digital marketing strategy

▪ Setting meaningful key performance indicators (KPIs) ▪ Tracking and measuring marketing strategy effectiveness ▪ The importance of contemporary contingency planning in the context of the digital environment

4. Critically assess how big data and contemporary developments can be used to drive digital marketing strategy (Weighting 20%)

4.1 Critically evaluate the emergence of big data, its scope and power to inform marketing strategies

▪ The terminology and the language of big data including the software, processes and systems such as Hadoop, MapReduce and parallel processing

▪ The principles of big data and the scope of its value to marketers in helping to shape marketing strategies by providing consumer behaviour, attitude, opinion and habit insights

▪ Big data strategies and traditional data analysis integration

4.2 Critically assess how big data is used to centralise and synthesise consumer insights, forecast outcomes and evaluate the effectiveness of the marketing strategy

▪ Sources of big data including employees, consumers and machines such as electronic point-of-sale (EPOS), CCTV and digital footprints

▪ Analysing big data to optimise marketing strategies including consumer engagement, retention and loyalty, marketing performance and commercial outcomes

▪ The challenges that marketers face in gathering and analysing big data including understanding the type of data to gather, the analytical tools needed and turning big data into meaningful insights


4.3 Critically analyse the methods by which different organisations capture and use data to justify the marketing strategy decisions

▪ Methods of reporting marketing performance including brand share tracking, commercial returns on marketing investment (MRoI), marketing attribution models and media channel effectiveness (reach, cost quality analysis).

▪ Using big data for marketing mix modelling (MMM) and applying the principles of AB testing ▪ Local and global legislation, codes of practice and regulations that control the way organisations access

and use big data

5. Justify the application of tools and techniques needed to successfully implement the digital marketing strategy (Weighting 20%)

5.1 Critically assess the principles of agile marketing as an approach to delivering innovative digital marketing

▪ The concept of Agile marketing involving accelerated marketing project development and test-and-learn mentality

▪ The process of agile marketing including the principles of Scrum and Sprint marketing project management

▪ The tactical nature of Agile marketing, its benefits and drawbacks including speed, responsiveness, short-termism and accountability

5.2 Critically evaluate the benefits of setting minimum variable marketing (MVM) standards

▪ The concept of MVM and its links to the principles of minimal variable product (Reis 2009) ▪ The process of developing MVM activities and tactics including gathering research, continual testing and

feedback methods


Appendix A

Mapping of modules to QAA Benchmark Statement

(Business and Management - February 2015)

Undergraduate Knowledge Level 6

Module

Mark

ets

and

C

usto

mers

Fin

ance

Peo

ple

Op

era

tions

Info

rmatio

n

Sys

tem

s

Co

mm

unic

atio

n

and

Info

rmatio

n

Techno

logy

Po

licy/

Str

ate

gy

Innova

tion /

E

nte

rpris

e

Deve

lop

ment

So

cia

l R

esp

onsib

ility

Leading Strategic Change

● ● ●

Business Strategy and Decision-

making ● ● ● ● ● ●

Developing International

Markets ● ● ● ● ● ●

Business Ethics and Sustainability ● ● ● ●

Corporate Finance

● ● ● ●

Strategic Stakeholder

Relationships ● ● ● ● ● ●

Advanced Project Management

● ● ●

Strategic HRM ● ● ● ●

Organisation Design,


● ●

Contemporary Developments in

Global HRM ● ● ● ● ● ●

Strategic Marketing ● ●

Strategic Marketing

Relationships ● ● ●

Digital Marketing Strategy ● ● ● ● ●


Undergraduate Business and Management Skills Level 6

Module

Peo

ple

M

anagem

ent

Pro

ble

m s

olv

ing

/

Crit

ical a

naly

sis

Rese

arc

h

Co

mm

erc

ial

Acum

en

Innova

tion,

cre

ativ

ity,

ente

rpris

e

Num

era

cy

Netw

ork

ing

Leading Strategic Change ● ● ● ●


making ● ● ● ● ●


Markets ● ● ● ●

Business Ethics and Sustainability ● ● ● ●

Corporate Finance

● ● ●



Advanced Project Management ● ● ● ● ● ●

Strategic HRM ● ● ●



● ● ● ●


Global HRM ● ● ●

Strategic Marketing

● ● ● ●

Strategic Marketing



● ● ● ●


Undergraduate - Generic Skills and Attributes Level 6

Module

Wo

rk

co

llab

ora

tively

Wo

rkin

g w

ith

tho

se f

rom

a

rang

e o

f cultu

res

Exp

lain

ing

in

form

atio

n

Build

ing

/ m

ain

tain

ing

re

latio

nsh

ips

Co

mm

unic

atio

n

Em

otio

nal

Inte

lligence /

E

mp

ath

y

Co

ncep

tual a

nd

crit

ical t

hin

king

Self-

manag

em

ent

Self-

refle

ctio

n

Leading Strategic Change ● ● ● ● ● ● ● ● ●


making ● ● ● ● ●


Markets ● ● ● ● ●

Business Ethics and Sustainability ● ● ● ● ● ● ●

Corporate Finance

● ● ● ● ●


Relationships ● ● ● ● ● ● ●

Advanced Project Management ● ● ● ● ● ● ●

Strategic HRM ● ● ● ● ● ●



● ● ● ● ● ● ●


Global HRM ● ● ● ● ● ● ●

Strategic Marketing

● ● ● ● ● ●

Strategic Marketing

Relationships ● ● ● ● ● ● ● ●


● ● ● ● ●


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ABE Level 6 Diploma in Business Management ABE Level 6 ...ABE Level 6 Diploma in three pathways: ... ABE Level 6 Diploma in Business Management and Human Resources (603/1601/9) ABE