Postgraduate Level 7 Diploma in Strategic Management
Equivalent to 4th Master year of University
The Postgraduate Level 7 Diploma in Strategic Management is a 30-module (120 credits) course, with 40 guided learning hours per module. All modules have an additional 30-50 learning hours of optional materials that comprise recommended exercises, recommended readings, Internet resources, and self-testing exercises. You will also have access to 24/7 support, tutoring, and a variety of other support mechanisms.
After receiving your Level 7 Diploma, you are eligible to apply for an MBA top-up course, either online or on campus. The top-up portion will usually consist of the final 60 credits of either, a dissertation, or a dissertation and one module.
This course will be most suited to individuals who are at Graduate of Level 6 or equivalent 3rd year at University and a minimum age of 22, or the minimum age of 24 years plus five years of managerial experience. On successful completion of the course, students will be able to enroll in our MBA program.
- A first degree in business, the management or related subject
- A Level 6 qualification (for example a Level 6 in management)
- Students who may also have relevant work experience
- Learners who have other equivalent international qualifications
- Students must also have an appropriate standard of English to enable them to access relevant resources and complete the unit assignments
- Learners may also have relevant work experience
- Mature learners may present a more varied profile of achievement that is likely to include
- relevant work experience (paid and/or unpaid) with levels of responsibility, participation, and/or achievement of relevant professional qualifications.
- This may be used for recognition of prior learning (RPL).
Upon successful completion of the Postgraduate Diploma in Strategic Management and the final year of an accredited postgraduate degree program, students will have the skills to execute a professional managerial role in marketing, accounting, business consultancy, and more. A business management Qualification and MBA develop key cognitive skills such as critical thinking, analysis, evaluation, and writing while also establishing presentation and numeracy skills to enhance knowledge and experience. These skills are critical in helping you advance your career.
This qualification provides:
- opportunities for learners to acquire knowledge and understanding and develop a range of skills, personal qualities and attitudes essential for successful performance in working life
- specialisms that are directly related to learners’ current responsibilities or that meet a particular interest and support career development
- opportunities for learners who wish to undertake a full-time course of study
- learners with the opportunity to acquire a broader range of knowledge and understanding and to develop the skills they require to work in the field of management.
The primary purpose of this qualification is to support progression to MBA learning. However, through Level 7, students acquire knowledge and understanding of management and develop the core skills required to work in a management role in any sector. If you are newly appointed to a first management position, the qualification will support you to develop in your role. If you are seeking a first management role, it will provide you with a comprehensive introduction to management that will enable you to apply for a management position with confidence. This qualification is designed to bring your career up to a Top Management position, with core strategic management and leadership skills.
The Master Level 7 in Strategic Management Course has 30 modules and eight written assignments. Once you complete the modules, you’ll be able to proceed to assignments. The written assignments are approximately 3000-5000 words. The Assignment unit titles for the level 7 course are:
- Strategic Marketing
- Personal development for leadership and strategic management
- Organizational behavior
- Strategic planning
- Research for strategic development
- Finance for strategic managers
- Strategic Human resource management.
- Corporate communication strategies.
Assessment at Online Business Academy is a very straightforward process:
- Once you complete an online module, you will have to complete an online assessment. This assessment contains 30 multiple-choice questions. You will have one hour to complete these questions, they are split into sets of five, so you will have plenty of time to review and edit your answers. After an hour, the test will automatically time out.
- When you complete the test, you will get the results automatically. If you didn’t pass, you will receive a notification of a “refer” and will have to retake a module assessment. You can complete these modules at your own pace, as there is no deadline to complete the course.
- After completing online modules, you can take the final written assignments that test your knowledge and understanding of the modules.
This qualification gives you broader knowledge, understanding, and skills relating to management across sectors, which will enable you to progress to further steps of education. The Level 7 qualification in Strategic Management provides some of the core knowledge and understanding of the Occupational Standards in Management, Administration, and Leadership. Take the Bachelor Level 7 program if you:
- are relatively new to management or are seeking a first management role
- have already either achieved Level 6 qualifications, completed training at this level in a related area to management, or have prior relevant experience in the workplace
- want to develop a comprehensive set of knowledge, understanding, and skills relating to the management
- have sufficient time to achieve a qualification of 120 credits
- want to top up your career to a Top Management role
EduWW Online Business Academy offers high-quality UK programs at affordable tuition fees. The tuition fee differs depending on the study program. Additionally, we allow students to pay it in monthly installments. Students are required to pay enrollment fees, as the first installment of tuition fees, in advance, and the rest will be divided into equal monthly payments. See the table below for more details. We accept online payment and wire transfer. The tuition fee covers all our services. We will not impose any additional or hidden expenses on your behalf.
|TUITION FEE PAYMENT OPTIONS – EDUWW ONLINE BUSINESS ACADEMY|
|Program||Tuition Fee||Enrollment fee||Monthly installments||Monthly fee|
|Level 7||2,500.00 euros||700 euros||10||180 euros|
Students are required to pay an enrollment fee of 700 € in advance, while the rest of the tuition fee 1,800.00€ can be paid in up to 10 installments, which is 180€ monthly.
The course is Accredited by the ATHE and approved and regulated by OFQUAL.
QUALITIES OF EFFECTIVE LEADERSHIP
Learners will explore the making and developing of powerful leaders.
Definition of effective leadership
Strategy and leadership; managers and leaders
High performance teams
Comparisons of theories of leadership –Mintzberg
Great leaders and leadership models
Organisational culture and change
Leadership and vision
Own leadership style
Developing leaders and essential leadership skills
DEVELOPING INTERPERSONAL SKILLS
Connecting and bonding with people within commercial sectors is extremely important for good business. This module trains learners in skills to improve and enhance communication techniques to create strong bonds.
Interpersonal skills and attributes
Managerial roles – Mintzberg, Luthan, Kotter
Professional skills – mentoring, coaching, counselling, disciplining
Leading and chairing meetings
Personal development planning
Kolb’s learning cycle
MOTIVATING AND INFLUENCING PEOPLE
Inspiring people to create a unity of direction within business.
Internal and external motivation
Theories of motivation – Maslow, Herzberg, McClelland
Approaches to work
Power and influence – use of rewards
Assessing and improving performance
Doing the right things in the right ways at the right times. Learners will look at the process of making a good decision.
Importance of decision making
Types of decision – styles and processes
Barriers to decision making
Collecting information – primary, secondary, qualitative, quantitative
Goals and priorities
Techniques – decision trees, matrices
CREATIVITY AND PROBLEM SOLVING
Do problems pose a threat or are they an opportunity to improve? Here, learners will figure out how to turn a problem into an advantage.
Attributes of creativity
Encouraging creativity Developing creativity – lateral thinking, ‘sticky’ wisdom
Options and alternative solutions
Blocks to creativity
STUDYING AND USING MANAGEMENT THEORIES
There are many theories concerned with management and the various models developed from these theories. This module looks over these theories with real life examples.
Sources of information – literature search
Deduction and induction
Analysing management theories – criticisms,
Focus of study
THE EXTERNAL OPERATING ENVIRONMENT OF BUSINESS
Planning for influences on the business outside your control.
The macro-environment – PESTLE analysis
The micro-environment – Porter’s Five Forces
Scenario planning and uncertainty
Brainstorming and prioritising
Responding to the external environment
Strategic ‘fit’ and strategic ‘stretch’
IMPACT OF TECHNOLOGY ON BUSINESS
Analyze and exploit the role of e-business within a business sector.
Technology and product lifecycles
Product lifecycle strategies
Legal and ethical issues
Impact of the Internet and e-business
GOVERNANCE AND DIRECTORSHIPS
Structuring and controlling a business the professional way.
Corporate governance controls
Systems, processes and principles
Fairness, transparency and accountability
Directors – roles and responsibilities
Business ownership and control
Relevance of business structure
ANALYSING THE COMPETITION
What are my competitors doing, how are they doing it, why are they doing it? Reviewing and analyzing competitor actions to enhance managerial roles.
Types of competition
Porter’s Five Forces
Market types – perfect market, monopoly, oligopoly, duopoly
Structure, conduct and performance
State ownership and privatisation
Competitor analysis – SWOT, Porter’s generic strategies
Quantitative research methods
Creating an effective and successful market presence. Looking at the development of marketing strategies to create successful marketing campaigns.
Types of markets
Market segmentation and targeting
Analysing the market environment – PESTLE analysis, SWOT analysis, Porter’s Five Forces
Marketing positioning strategies
Portfolio analysis and growth strategies – Ansoff’s matrix
Marketing mix and marketing plan
HIGH PERFORMANCE SALES
Learners will grasp the key elements of successful selling.
Relationships between sales and marketing
The art of sales – marketing funnel, successful sales
Peripheral sales elements
Characteristics of sales types and approaches
Measuring performance – key performance indicators
Understanding and using effective electronic messages to market.
Communication characteristics and tools
Traditional and emerging techniques
Role of the Internet
CUSTOMERS AND THEIR NEEDS
Ensuring that your customers are recognized and valued.
Customer needs – value, satisfaction
Customer information and relationship marketing
Internal and external markets – communication
Importance of quality
Measuring customer satisfaction
Customer groups and market segmentation
Human Resource Management must play a central role in the strategy of any organization. It is concerned with people as an asset of the business.
Status of employment
Employment law and working time legislation
Termination of employment through dismissal
RECRUITMENT AND CPD
Getting the best people. Developing the best people. Keeping the best people.
HR planning – supply and demand of skills, job analysis
Analysis of labour market
Recruitment and selection
Contract of employment
Retention of employees
Training and development
MEASURING AND REWARDING PERFORMANCE
Knowing and measuring how your people are performing.
Appraisal techniques – interview, setting SMART objectives
INTERPRETING BUSINESS ACCOUNTS
Using and understanding the litmus tests of business health.
Basic bookkeeping processes and accounting methods
Financial statements – preparation, uses, limitations
Profit and loss account
Cash flow statement
Financial statement analysis
Accounting standards – GAAP, SSAP, FRS, IAS
TOOLS OF FINANCIAL ANALYSIS
Resources, tools, and techniques to keep a finger on the pulse of the business.
Measuring financial performance – financial statements
Liquidity and Working Capital
Solvency and Gearing
MANAGING CASH AND WORKING CAPITAL
Cash, cash flow and working capital. The lifeblood of business.
Cash and working capital
Working capital cycle
Financial management – use of financial statements
EXERCISES IN QUANTITATIVE ANALYSIS
How to use and understand key figures.
Statistical techniques – location and dispersion
Forecasting – time series analysis, correlation, regression analysis
Networks and scheduling – critical path analysis
CULTURE AND ETHICS
The Culture and ethics involved in the business world today.
The formal and informal organisation
Approaches to culture – Schein, Handy, Deal and Kennedy
Stakeholders – identification, expectations, influence
Ethical principles and codes of practice
Corporate social responsibility and corporate governance
INNOVATION AND R&D
Creating commercial advantage from innovation and research.
Definitions of innovation
Process of innovation (theory and practice) – classic view, the development funnel, the pentathlon framework
Identifying and evaluating opportunities – internal and external sources, industry and market changes
The business plan
Corporate entrepreneurship and business innovation
STRATEGIC AND SYSTEMS MANAGEMENT
Options for strategic direction. Making the right choices for your business.
Supply chain management and typology
Factors affecting supply chains – Porter’s and Drogan’s models
Logistics and logistics management
Value, price and costs elements
Risk assessment and management
Integrating strategic and systems management
IMPLEMENTING AND MANAGING QUALITY SYSTEMS
Right first time, right every time. The place of quality in business strategy.
Development of quality
Quality and organisational structure
Planning – standards, regulations and compliance
Assurance – self-assessment and external assessment, models of assurance (Kaizen, TQM, Six Sigma)
Control – customer complaints, Statistical Quality Control
STRATEGIC PLANNING TOOLS
Resources, tools, and ideas to help create an effective business strategy.
Strategy process, vision and mission
Macro-environment and industry analysis PESTLE, Porter’s Extended Five Forces
Strategic space and strategic group analysis
Core competencies – value chain analysis, balanced scorecard approach, SWOT
STRATEGIES FOR GROWTH
This module explores the different ideas of growth and the various tools, measures, and controls at a manager’s disposal in planning for growth
Missions and visions – strategy statements, hierarchy of aims
Key phases of growth – Greiner’s Six Turning Points
Strategic capability – VRIN framework, RBV approach, the value chain
Environmental analysis – SWOT, PESTLE, scenario planning, Porter’s Five Forces
Strategic options – Porter’s generic strategies
Diversification, integration and outsourcing – mergers and alliances
Sources of finance
Evaluating future strategies – Ansoff’s matrix, BCG growth-share matrix, Direction Policy matrix
THE BUSINESS PLAN
Creating a plan that targets the stated aims and objectives of a business.
Components of business plan
Vision and mission – values and objectives (SMART)
Internal and external environment – PESTLE, SWOT
Analytical tools – Fishbone diagrams, PMI analysis, de Bono’s Thinking Hats, BCG matrix, Mind mapping, Force Field analysis
Comparison with competitors – Gap analysis, benchmarking, industry standards
Key Performance Indicators, Balanced Scorecard
Accountability and responsibility
Innovation and creativity
DEVELOPING HIGH PERFORMANCE TEAMS
Cohesion and teamwork that enhances business performance.
Organizational high performance – teams and individuals
Leadership – Hersey-Blanchard
Retaining high flyers
Types and development of teams – Tuckman, Belbin
Individual motivation – Maslow, Herzberg, McGregor
Personal development planning and action plans
Getting things done. Using the right tools to run projects.
Key features of projects
Project management issues – scale, internal/external
PRINCE2 – components and processes
Initiation, definition and planning – presenting the business case, cost/benefit analysis, WBS, SOW
Implementation, – networks, critical path analysis, linear programming, queuing theory, inventory management, Just-In-Time approach
Monitoring and control
Closure and project evaluation
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