Unit 12 - Strategic Planning MSG Gp N

School of International Business

Unit: 12

Strategic Planning Study Guide

Edexcel Diploma in Strategic Management & Leadership 2012-2013 Version 1

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MODULE/UNIT STUDY GUIDE Strategic Planning

Unit Title: Unit No:

Academic Year:

12

Level: 7

2012-2013

Taught 35 hours

School:

International Business

Curriculum Area:

International

Document Version:

1.1

Date Document Completed:

August 2012

Document Completed by:

Lynette Borrow

Credit: 15

Study 200 hours

© STC [2012/13]

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Table of Contents Section A - Overview and Content

Page 4

Welcome

4

Unit Leader and Team details

4

Administrative and Technical support

4

Timetable

5

Student Support and Guidance

5

Basic unit information

5

Format of the unit

5

Content of the unit

6

Learning experience/outcomes

6

Learning resources

7

Guide to learning sessions/scheme of work

8

Section B – Unit/Module Specification

Page 13

Section C – Assessment and Feedback

Page 16

Assessment general information

16

Assignment Brief

17

Assessment Feedback

17

Plagiarism and Collusion

17

Evaluation of the unit

18

Feedback on the evaluation

18

Outcomes of previous evaluation

18

Frequently asked questions

18

Appendices Appendix 1

Assignment Brief and Feedback Template

Page 4 of 27 Module study guide template v2 Sept 2012

Section A – Overview and Content 1. Welcome to the unit/module Welcome to the final stage of your Level 7 Extended Diploma in Leadership and Management. As a unit Strategic Planning epitomises post-graduate level study combining holistically many of the tools and techniques learned in other modules. These are then applied in a practical way for the development and implementation of long term organisationally based strategic plans in a variety of contexts. A pre-requisite for final stage master’s programmes, this unit will enable successful students to demonstrate both creative abilities and technical skills and have the foresight and vision to suggest both leadership and management in the selection and implementation of broad-based strategies.

2. Details of unit/module leader and team members PROFILE - Lynette Borrow MBA, DipM, PGCE, ALAM, MCIM An experienced and well qualified lecturer and academic manager, Lynette specialises in teaching strategic planning, marketing and management to postgraduate students. A member of a number of professional and educational institutions, she has been an external examiner and currently sits on the Education Committee of the Association of Business Executives (ABE). Her academic and technical knowledge is complemented by a wealth of on-going practical experience of consultancy to a variety of organisations in a number of sectors, including universities/colleges, construction industry, small business sectors.

Name

LYNETTE BORROW

Curriculum Manager

Phone

0208 918 7580

E-mail [email protected]

Location

Wandsworth – E215

Appointment hours tba

3. Administrative and technical support Programme Administrator: LORRAINE O’BRIEN Room: W-W109 (Wandsworth) Telephone: 0208 918 7582 Email: [email protected]

HE Business Librarian: Margaret Stevens Learning Resource Centre Wandsworth Telephone: 0208 918 7182 Email: [email protected]

Course Co-Ordinator: ANDREW BROWN Room: W-E114 Telephone: 0208 918 7011 Email: [email protected]

HE Study Study Support Administrator: Florence Beckett: W-E208/212 Email: [email protected]


4. Unit/module timetable DATES: DAY: w/c 17/9/12-w/e 30/11/12 Lecture and Seminar Tuesday

TIMES: 9.00-10.30 10.45-12.15 14.45-16.15

ROOM: E106 E106 E106

5. Student support and guidance Students will be given every opportunity to achieve this unit within the SIB assessment guidelines. On the whole, the lecture sessions are devoted to formal input of theory and concepts with some application to context. You will be given the opportunity to ask questions and become involved in broad discussions. Seminar sessions are designed to give practical help and support to the application of the theoretical concepts and techniques by the use of relevant case study material. Time will be devoted to developing assessments in readiness for formal submission of an individual assignment. Feedback from homework set will help you to develop your work to an appropriate standard. All learning materials and other support information and links will be available on Blackboard (STC virtual learning environment). You will also have access to the College Learning Resource Centre (LRC) and the Higher Education Study Centre (HESC), based in W-E208. Your course timetable includes professional skills development sessions. These are designed to help you with the development of a range of business skills so that you are able to complete your assessments successfully. In addition a number of subject specific and general skills seminar/workshops will take place designed to support you to develop your assignments effectively. The HESC is available for you to complete your assignments with access to on-line information including E-Books and other resources. Help will be available for you to develop your knowledge and understanding of strategic planning and the business environment.

6. Basic unit/module information For details regarding basic unit/module information, e.g. level, credits, pre-requisites etc please refer to Section B – Unit/module Specification.

7. Format of the unit/module This unit gives you the framework for the overview of an organisation and considers both the holistic and long term strategies of an organisation. It is studied in the last term of your course and draws together many of the key themes, theories and techniques that you have learned whilst studying your programme. You should use this prior knowledge and learning so that you are best able to apply the techniques


explained as part of this unit to address current and contextual issues. The unit provides both knowledge through lectures and application through seminars. Use of case material and individual research are a key part of the learning experience. Pre-reading of specific case studies and in-class presentations based on pre-set questions are an intrinsic part of the assessment process.

8. Content of the unit/module Organisation and Sector-specific Situation Analyses Macro-environmental analysis – the business environment Competitive and industry analysis Stakeholder evaluation Internal Resources and Capability Strategic Decisions Option analysis and development Basis for strategy, direction and method Evaluation techniques Strategic Development and Implementation Mission and Objectives Development plan – including resource implications and responsibilities Performance Indicators Monitoring and review strategies Dissemination plan    

  

    

9. Learning experience Indicative learning methods include lectures, classroom-based teaching and learning, independent study through texts and Blackboard, internet-based research and study, work-based learning, group work and student-led seminars, workshops, tutorials; project and case study learning; analysis, modelling and problem solving.


10. Learning resources College infrastructure

The STC Learning Resource Centre (LRC) or Library has a wide range of relevant texts and access to journals and internet-based learning materials. Opening hours at the Wandsworth Campus are: Monday to Thursday: 9.00am-7.00pm Friday: 10.00am-4.00pm The Higher Education Study Centre (HESC) based in room E208/212at the Wandsworth Campus has computers available for student use and a wide range of appropriate e-books and access to other facilities. All students are enrolled on Blackboard and can access their accounts remotely and through the college wireless network.

Student learning resources

Students will be provided with: A unit or module study guide Access to unit session materials through Blackboard Classroom notes Journal and newspaper cuttings as relevant    

The core text for this unit is: Johnson G, Scholes K & Whittington R (2010) Exploring Corporate th Strategy 8 Edn FT Prentice Hall Students are advised to purchase a copy of this text which will be used extensively throughout the unit sessions. Other indicative reference material is listed in Section B below


11. Indicative Guide to Learning Sessions UNIT 12: STRATEGIC PLANNING Topic

Lesson objectives

Knowledge Skills & understanding. By the end of this s ession you will be able to:-

Introduction to unit

1) Outline introduction to unit 2) Understand the strategic concept 3) understand strategic planning in relation to other organisational activity 4) Gain knowledge and understanding of the Strategic Planning unit, schedule, assessment regime, and textbook

1) Define strategyand its terms of reference. 2) The language of strategy. 3) Explore the links between strategic planning and previous learning in key functional areas 4) Undestand and explain the unit, outcomes, content and its assessment package in context with the qualification. consider prior knowledge and sector used in other subjects eg marketing.

Familiarisation

1) Familiarise content of MSG including assessment and resource strategy 2) Assignment briefing 3) Revise reasons for and purpose of analysis of the macro- and micro- business environment 4) Understand the key drivers of change affecting most organisations

1) Reinforce content of unit and understand assessment approach Task 1

W/C

17/9/12 (1&2)

25/9/12 (3&4) Subject lecture LO1.1,1.3,2.2 Macro (external) and micro (competitive) environment

Preparation for lessons and associated reading. Advance materials: Location:- HESC, VLE Blackboard JSW Chapter 1 Introducing Strategy

Session activities

To purchase text book (Johnson, Scholes and Wittington (2010) Exploring Corporate Strategy and review other resources

Presentation Briefing on MSG Question and Answer Discussion Some paired/group work

Strategy Planning Module/Unit Study Guide Marketing Assignment context

Lecture and presentation Discussion Activity on vocabulary

Review marketing Assignment context

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W/C

Topic

Lesson objectives

Knowledge Skills & understanding. By the end of this session you will be able to:-

1/10/12 (5)

Lecture LO1.2, 2.1,2.2,2.3 The Internal Environment

1) Understand role of stakeholders 2) Analyse strategic capability

1) Profile stakeholders through mapping 2) Understand strategic capability through analysis of internal environment, resources and competences

1/10/12 (6)

Seminar Review current business activity/plans

1) Interpret business information from published sources 2) Assignment briefing (Task 1)

Lecture LO2.3, 3.1, 3.2 Diagnosing strategic capability (SWOT and TOWS)

8/10/12 (7)

8/10/12 (8)

15/10/12 (9)

Preparation for lessons and associated reading. Advance materials: Location:- HESC, VLE Blackboard JSW Chapter 3 Strategic Capability sections 3.1-3.5

Session activities

1) analyse and interpret business plans from company financial accounts and strategies 2) Understand the implications of the assignment brief and guidance to prepared for task 1 (situation analysis)

Previous case study material from earlier assignments eg marketing and DMLS units

Presentation and briefing, group work Q&A, discussions using assignment briefs

1) Understand theory of SWOT as part of situation analysis and relationship to issues including TOWS 2) identifying scoring and application mechanisms to justify position

1) use macro/micro-environmental analysis to develop informed SWOT analysis for company and competitors 2) Learn TOWS and scoring mechanisms to develop outline options effectively

JSW Chapter 3 Strategic Capability sections 3.6

Lecture and presentation, paired activities and Q&A

Seminar Application of SWOT/TOWS

1) Review evaluation techniques – rating and weighting against identified environmental changes

1) Agree and apply scoring methods to SWOT analysis 2) evaluate outputs to create TOWS analysis 3) create links between internal and external factors to create options

JSW Chapter 3 Pharmcare case study p118

Lecture LO2.2,4.1,5.1,5.2,5.3 Corporate purpose/values and mission and objectives development framework

1) Identify how purpose/values affect corporate development 2) explore how needs and expectations of stakeholders are considered in mission and objectives development

1) understand the concepts of organisational values, ethics (CSR) and its impact 2) evaluate power/interest of stakeholders and direct impact on vision and mission 3) develop theory of mission statements and links to objective setting

JSW Chapter 4 Strategic Purpose

Lecture and Presentation Paired work and Q & A Allocate sector groups

Submit individual case for assignment Group work using Pharmcare case and Renault

Lecture and presentation Question and Answer with Discussion


W/C

Topic

Lesson objectives


1/10/12 (5)

Lecture LO1.2, 2.1,2.2,2.3 The Internal Environment

1) Understand role of stakeholders 2) Analyse strategic capability

1) Profile stakeholders through mapping 2) Understand strategic capability through analysis of internal environment, resources and competences

1/10/12 (6)

Seminar Review current business activity/plans

1) Interpret business information from published sources 2) Assignment briefing (Task 1)

Lecture LO2.3, 3.1, 3.2 Diagnosing strategic capability (SWOT and TOWS)

8/10/12 (7)

8/10/12 (8)

15/10/12 (9)

Preparation for lessons and associated reading. Advance materials: Location:- HESC, VLE Blackboard JSW Chapter 3 Strategic Capability sections 3.1-3.5

Session activities

1) analyse and interpret business plans from company financial accounts and strategies 2) Understand the implications of the assignment brief and guidance to prepared for task 1 (situation analysis)

Previous case study material from earlier assignments eg marketing and DMLS units

Presentation and briefing, group work Q&A, discussions using assignment briefs

1) Understand theory of SWOT as part of situation analysis and relationship to issues including TOWS 2) identifying scoring and application mechanisms to justify position

1) use macro/micro-environmental analysis to develop informed SWOT analysis for company and competitors 2) Learn TOWS and scoring mechanisms to develop outline options effectively

JSW Chapter 3 Strategic Capability sections 3.6

Lecture and presentation, paired activities and Q&A

Seminar Application of SWOT/TOWS

1) Review evaluation techniques – rating and weighting against identified environmental changes

1) Agree and apply scoring methods to SWOT analysis 2) evaluate outputs to create TOWS analysis 3) create links between internal and external factors to create options

JSW Chapter 3 Pharmcare case study p118

Lecture LO2.2,4.1,5.1,5.2,5.3 Corporate purpose/values and mission and objectives development framework

1) Identify how purpose/values affect corporate development 2) explore how needs and expectations of stakeholders are considered in mission and objectives development

1) understand the concepts of organisational values, ethics (CSR) and its impact 2) evaluate power/interest of stakeholders and direct impact on vision and mission 3) develop theory of mission statements and links to objective setting

JSW Chapter 4 Strategic Purpose

Lecture and Presentation Paired work and Q & A Allocate sector groups

Submit individual case for assignment Group work using Pharmcare case and Renault

Lecture and presentation Question and Answer with Discussion


Week/ date

15/10/12 (10)

Topic

Lesson objectives


Preparation for lessons and associated reading. Advance materials: Location:- HESC, VLE Blackboard Work on agreed case for Task 1 of assignment

Session activities

Seminar Assignment Development and application of mission and objectives

1) development of assignment Part 1 in preparation for hand in 2) apply draft mission and objectives to case

1) understand and prepare what is needed for individual submission of Task 1 of assignment using specified case (situation analysis) 2) using above and vision to develop appropriate mission statements and objectives

Lecture LO3.1, 3.2, 3.3 Strategic Choices – Basis and Direction

1) Principles of strategic choices 2) Tools/techniques for strategic basis and direction 3) Effect of competition

1) Understand theory of strategic choices and link with corporate purpose 2) Learn/understand tools and techniques for evaluating an organisation’s potential strategy eg Porter’s Generic, Bowman’s Strategy Clock and Ansoff’s Matrix 3) Theory of competition

JSW Chapter 6 and 7 Strategic Choices/Direction

Application of strategic development tools from session 10

1) understand theories and application in case material of bases and direction of strategic choices 2) Competitor response

JSW Chapter 6 and 7 case material

Lecture/ presentation Revision of theories Question and Answer Discussion, Student impromptu presentation ASSIGNMENT PART 1 Presentation deadline Group work on cases with presentations to groups

Seminar Application of strategic development tools and decision making Lecture LO4.1, 4.2, 4.3 Strategic Choices – Methods, Evaluation and Selection

1) Explore different methods of delivering strategy 2) Evaluate options using appropriate techniques

1) Understand development methods such as organic growth, mergers and acquisitions, joint ventures and alliances 2) Learn approach and models for evaluating strategic choice criteria using Suitability, Feasibility and Acceptability (SFA) framework

JSW Chapter 10 Strategy Methods and Evaluation

Lecture and presentation Q&A Discussions

Seminar Evaluation of options Assignment Development Lecture LO 4.1, 4.3, 5.3 Strategy organisation and Implementation

Application of SFA tools and techniques 2) preparation for submission of Part 2

Application of models eg ranking (suitability), resource implications (feasibility) stakeholder opinion (acceptability) receive interim feedback on Part 1

JSW Chapter 10 case material

1) Implementation approaches and change management

Understand some theory of implementation based on resources and change management implications including organisational changes

JSW Chapter 11 Strategy Development Processes; Chapter 12 Organising for Success, Chapter 13 Resourcing strategies

Group work Feedback Part 1 Individual and group guidance on Part 2 Lecture and presentation of theory Group tasks for seminar

Individual and group work Lecturer support for assignment development

READING WEEK 22/10/12-26/10/12 29/10/12 (11)

29/10/12 (12)

5/11/12 (13)

5/11/12 (14)

12/11/12 (15)

Assignment part 2 preparation


Week/ date

15/10/12 (10)

Topic

Lesson objectives


Preparation for lessons and associated reading. Advance materials: Location:- HESC, VLE Blackboard Work on agreed case for Task 1 of assignment

Session activities

Seminar Assignment Development and application of mission and objectives

1) development of assignment Part 1 in preparation for hand in 2) apply draft mission and objectives to case

1) understand and prepare what is needed for individual submission of Task 1 of assignment using specified case (situation analysis) 2) using above and vision to develop appropriate mission statements and objectives

Lecture LO3.1, 3.2, 3.3 Strategic Choices – Basis and Direction

1) Principles of strategic choices 2) Tools/techniques for strategic basis and direction 3) Effect of competition

1) Understand theory of strategic choices and link with corporate purpose 2) Learn/understand tools and techniques for evaluating an organisation’s potential strategy eg Porter’s Generic, Bowman’s Strategy Clock and Ansoff’s Matrix 3) Theory of competition

JSW Chapter 6 and 7 Strategic Choices/Direction

Application of strategic development tools from session 10

1) understand theories and application in case material of bases and direction of strategic choices 2) Competitor response

JSW Chapter 6 and 7 case material

Lecture/ presentation Revision of theories Question and Answer Discussion, Student impromptu presentation ASSIGNMENT PART 1 Presentation deadline Group work on cases with presentations to groups

Seminar Application of strategic development tools and decision making Lecture LO4.1, 4.2, 4.3 Strategic Choices – Methods, Evaluation and Selection

1) Explore different methods of delivering strategy 2) Evaluate options using appropriate techniques

1) Understand development methods such as organic growth, mergers and acquisitions, joint ventures and alliances 2) Learn approach and models for evaluating strategic choice criteria using Suitability, Feasibility and Acceptability (SFA) framework

JSW Chapter 10 Strategy Methods and Evaluation

Lecture and presentation Q&A Discussions

Seminar Evaluation of options Assignment Development Lecture LO 4.1, 4.3, 5.3 Strategy organisation and Implementation

Application of SFA tools and techniques 2) preparation for submission of Part 2

Application of models eg ranking (suitability), resource implications (feasibility) stakeholder opinion (acceptability) receive interim feedback on Part 1

JSW Chapter 10 case material

1) Implementation approaches and change management

Understand some theory of implementation based on resources and change management implications including organisational changes

JSW Chapter 11 Strategy Development Processes; Chapter 12 Organising for Success, Chapter 13 Resourcing strategies

Group work Feedback Part 1 Individual and group guidance on Part 2 Lecture and presentation of theory Group tasks for seminar

Individual and group work Lecturer support for assignment development

READING WEEK 22/10/12-26/10/12 29/10/12 (11)

29/10/12 (12)

5/11/12 (13)

5/11/12 (14)

12/11/12 (15)

Assignment part 2 preparation


Week/ date

Topic

Lesson objectives


12/11/12 (16)

Seminar Implementation Organisation and Development

1) Application of implementation framework and organisational structures in a change management situation

1) Understand the resource implications of implementing a strategic plan including Human, Financial, IS, Technology 2) Understand change management processes that may have an impact 3) Present findings to rest of group

19/11/12 (17)

Lecture LO 4.1,5.3,6.1,6.2,6.4 Implementation planning

1) Implementation framework 2) Monitoring and review

1) develop clear structure for implementation (template) 2) build monitoring and review processes, timeframes and responsibilities

Seminar Implementation Planning Assessment Part 3 preparation

Practice implementation plan development and content

1)

Applied learned skills and template to case material

2)

Assessment briefing on individual work for Part 3

Lecture L0 (2.2, 4.1, 5.3), 6.3 Dissemination to stakeholders

Development of a dissemination and review plan for stakeholders

1) Understand need for dissemination plan 2) Consider appropriate content and build in review processes for dissemination plan 3) Create content

Seminar Unit review Preparation for TCA

Review and evaluate unit Prepare for Time constrained content and method (TCA) content

1)

PART 3 TCA

understanding and application of Strategy development implementation in organisational context

1) Demonstrate application of strategy development processes, monitoring and contingency in own case 2) demonstrate ability to disseminate plan to stakeholders and review strategy

19/11/12 (18)

26/11/12 (19)

26/11/12 (20)

3/12/12

2) 3)

Evaluate unit content and process, own and others performance on unit Receive collective feedback Task 2 Know requirements and how to prepare for TCA Part 3

Preparation for lessons and associated reading. Advance materials: Location:- HESC, VLE Blackboard Case study prep for resource implications and change management

Session activities

Student informal presentations

Lecture and presentation Template approach Discussion Q&A ASSIGNMENT PART 2 deadline Assignment case – application of processes

Lecture/presentation Template

Unit study guide Assessment Part 3

Case study preparation and own copies of Parts 1 and 2 of assignment submissions

Group and individual discussion and preparation

ASSIGNMENT PART 3 – TIME CONSTRAINED ASSESSMENT Venue and time to be confirmed


Week/ date

Topic

Lesson objectives


12/11/12 (16)

Seminar Implementation Organisation and Development

1) Application of implementation framework and organisational structures in a change management situation

1) Understand the resource implications of implementing a strategic plan including Human, Financial, IS, Technology 2) Understand change management processes that may have an impact 3) Present findings to rest of group

19/11/12 (17)

Lecture LO 4.1,5.3,6.1,6.2,6.4 Implementation planning

1) Implementation framework 2) Monitoring and review

1) develop clear structure for implementation (template) 2) build monitoring and review processes, timeframes and responsibilities

Seminar Implementation Planning Assessment Part 3 preparation

Practice implementation plan development and content

1)

Applied learned skills and template to case material

2)

Assessment briefing on individual work for Part 3

Lecture L0 (2.2, 4.1, 5.3), 6.3 Dissemination to stakeholders

Development of a dissemination and review plan for stakeholders

1) Understand need for dissemination plan 2) Consider appropriate content and build in review processes for dissemination plan 3) Create content

Seminar Unit review Preparation for TCA

Review and evaluate unit Prepare for Time constrained content and method (TCA) content

1)

PART 3 TCA

understanding and application of Strategy development implementation in organisational context

1) Demonstrate application of strategy development processes, monitoring and contingency in own case 2) demonstrate ability to disseminate plan to stakeholders and review strategy

19/11/12 (18)

26/11/12 (19)

26/11/12 (20)

3/12/12

2) 3)

Evaluate unit content and process, own and others performance on unit Receive collective feedback Task 2 Know requirements and how to prepare for TCA Part 3

Preparation for lessons and associated reading. Advance materials: Location:- HESC, VLE Blackboard Case study prep for resource implications and change management

Session activities

Student informal presentations

Lecture and presentation Template approach Discussion Q&A ASSIGNMENT PART 2 deadline Assignment case – application of processes

Lecture/presentation Template

Unit study guide Assessment Part 3

Case study preparation and own copies of Parts 1 and 2 of assignment submissions

Group and individual discussion and preparation

ASSIGNMENT PART 3 – TIME CONSTRAINED ASSESSMENT Venue and time to be confirmed


Section B – Unit/Module Specification BA025233 – Specification – Edexcel BTEC Level 7 Professional Award, Certificate, Diploma and Extended Diploma in Strategic Management and Leadership – Issue 1 – October 2010

Unit 12: Strategic Planning Unit code: H/602/2330 QCF Level 7: BTEC Professional Credit value: 15 Unit aim This unit provides the learner with an understanding of how to review current organisational management strategies and the skills to develop a strategy plan in an organisational context.

Unit introduction A Chinese proverb states that if you are planning for one year, grow rice. If you are planning for 20 years, grow trees. If you are planning for centuries, grow men. This unit focuses on how organisations undertake strategic planning and its importance in a fast changing, turbulent marketplace. Learners will understand why it is important to develop a strategic vision and mission, establish objectives and decide on a strategy. Strategy and strategic plans map out where the organisation is headed, its shortand long-range performance targets, and the competitive moves and internal action required to achieve targeted business results. Learners will understand that a well-constructed strategic plan is essential for organisations to cope with industry and competitive conditions. In this unit, learners will discover how important it is for an organisation to understand what is happening in their external environment and how the environment is changing. This will then enable learners to review an organisation’s existing business plans, using appropriate tools and techniques.

Section B – Unit/Module Specification BA025233 – Specification – Edexcel BTEC Level 7 Professional Award, Certificate, Diploma and Extended Diploma in Strategic Management and Leadership – Issue 1 – October 2010

Unit 12: Strategic Planning Unit code: H/602/2330 QCF Level 7: BTEC Professional Credit value: 15 Unit aim This unit provides the learner with an understanding of how to review current organisational management strategies and the skills to develop a strategy plan in an organisational context.

Unit introduction A Chinese proverb states that if you are planning for one year, grow rice. If you are planning for 20 years, grow trees. If you are planning for centuries, grow men. This unit focuses on how organisations undertake strategic planning and its importance in a fast changing, turbulent marketplace. Learners will understand why it is important to develop a strategic vision and mission, establish objectives and decide on a strategy. Strategy and strategic plans map out where the organisation is headed, its shortand long-range performance targets, and the competitive moves and internal action required to achieve targeted business results. Learners will understand that a well-constructed strategic plan is essential for organisations to cope with industry and competitive conditions. In this unit, learners will discover how important it is for an organisation to understand what is happening in their external environment and how the environment is changing. This will then enable learners to review an organisation’s existing business plans, using appropriate tools and techniques. Having explored the competitive environment, learners will understand how to develop strategic options using modelling tools and then develop a strategic plan, giving due consideration to the core values, vision and mission of the organisation. Learners will then look at planning the implementation of a strategic plan and the creation of monitoring and evaluation systems to measure progress.

Learning outcomes and assessment criteria In order to pass this unit, the evidence that the learner presents for assessment needs to demonstrate that they can meet all the learning outcomes for the unit. The assessment criteria determine the standard required to achieve the unit. On completion of this unit a learner should: Learning outcomes

1 Understand the external environment affecting an organisation

2 Be able to review existing business plans and strategies of an organisation

3 Be able to develop options for strategic planning for an organisation

Assessment criteria 1.1 explain the importance of external factors affecting an organisation 1.2 analyse the needs and expectations of stakeholders of an organisation 1.3 analyse the major changes taking place in the external environment that will affect strategy 2.1 use appropriate tools to analyse the effects of current business plans 2.2 review the position of an organisation in its current market 2.3 evaluate the competitive strengths and weaknesses of an organisation’s current business strategies 3.1 use modelling tools to develop strategic options for an organisation 3.2 develop a comparative understanding of activity from organisations in the market 3.3 create options to form the basis of future

Page 13 of 27

4 Be able to construct a strategy plan for an organisation

5 Be able to examine factors affecting an organisational strategy plan

6 Be able to plan for the implementation of a strategy plan

organisational strategy 4.1 propose a suitable structure for a strategy plan that ensures appropriate participation from all stakeholders of an organisation 4.2 develop criteria for reviewing potential options for a strategy plan 4.3 construct an agreed strategy plan that includes resource implications 5.1 compare core organisational values (ethical, cultural, environmental, social and business) with the current business objectives of an organisation 5.2 develop appropriate vision and mission statements for an organisation 5.3 produce agreed future management objectives for an organisation 5.4 develop measures for evaluating a strategy plan 6.1 develop a schedule for implementing a strategy plan in an organisation 6.2 create appropriate dissemination processes to gain commitment from stakeholders in an organisation 6.3 design monitoring and evaluation systems for the implementation of a strategy plan in an organisation

Unit content 1 Understand the external environment affecting an organisation External environmental factors : needs and expectations of customer groups, shareholders, suppliers and sub-contractors, the workforce and the community as a whole; r eview the success and direction of competitors and the market sector as a whole; effects of potential longer-term changes – in politics, and legislation, technology, product design, trends and expectations; use of external surveys and statistics; use of appropriate tools; SWOT (strengths, weaknesses, opportunities, threats) analysis, STEEP (social, technological, economic, environmental and political) analysis; market research; primary and secondary information; customer complaints and feedback; feasibility; competitor analysis; customer analysis; market analysis 2 Be able to review existing business plans and strategies of an organisation Business plans and strategies : use of appropriate tools eg value chain analysis, Porter’s Five Forces, Boston growth-share (BCG) matrix, SWOT analysis; internal surveys and statistics; product life; strategic drift; market share; measures for monitoring and evaluating; unrealised and emergent strategy; life cycle analysis; effects of gl obalisation; sustainable competitive advantage; pricing strategies; resources analysis; economies of scale and scope; core skills and competences; organisational culture analysis; market equilibrium; experience curves; comparative analysis 3 Be able to develop options for strategic planning for an organisation Strategic planning : Ansoff matrix strategies; vertical, backwards and forwards integration; horizontal integration; differentiation; cost leadership; Mintzberg’s strategies (deliberate, emergent); leadership and differentiation; strategic alliance; merger, acquisition; competitive strategies; value-based strategy; contingency strategy; market niche; market segmentation; adding value; market share; workforce competence development; product portfolio; reconfiguration; gap analysis; profitability; niche markets; present portfolio analysis; benchmarking 4 Be able to construct a strategy plan for an organisation Management strategy : reviewing options; attractiveness to stakeholders; stakeholder participation; criteria for judging options; feasibility studies; risk assessment; reviewing additional recent material; cost-benefit analysis;consistency with organisational values; effects on market position and share; costs and investments; opportunity costs; scenario planning; simulation modelling; sensitivity analysis; balanced scorecard approach; potential globalisation and internet advantages; resources issues eg financial, workforce 5 Be able to examine factors affecting an organisational strategy plan Vision versus mission : core organisational values eg ethical, cultural, environmental, social and b usiness; growth; profit; customer orientation; workforce expectation; management style Objectives and measures : SMARTER (specific, measurable, achievable, realistic, time-based, evaluate, reevaluate) objectives; business ethics; raising awareness; promoting good practice; role modelling;


stakeholder involvement; managing diversity; spiritual and cultural issues; environmental considerations 6 Be able to plan for the implementation of a strategy plan Planning : gaining general organisational agreement; communication with stakeholders; organisational development; timetable for implementation; Business Process Re-Engineering (BPR); management by objectives; action planning, performance appraisal; structure and strategic fit; developing policy; communication systems; guidelines; focus and realignment; contingency planning; monitoring and evaluation control systems; dissemination and cascading processes

Indicative resource materials Textbooks Barney J – Gaining and Sustaining Competitive Advantage, 4th Edition (Pearson Education, 2010) ISBN 0132479060 Cusumano M A and Markides C – Strategic Thinking for the Next Economy (Jossey-Bass, 2001) ISBN 0787957291 De Wit, B and Meyer R – Strategy: Process, Content, Context, 3rd Edition (Cengage Learning EMEA, 2004) ISBN 1861529643 Grant R – Contemporary Strategy Analysis, 7th Edition (John Wiley and Sons, 2010) ISBN 0470747099 Gratton L – Living Strategy: Putting People at the Heart of Corporate Purpose (Financial Times/Prentice Hall, 2000) ISBN 0273650157 Harrison J S – Strategic Management of Resources and Relationships: Concepts and Cases (John Wiley and Sons, 2002) ISBN 0471222925

Johnson G, Scholes K and Whittington R Explo ring Cor por ate Strategy, 8th E d i t i o n (Financial Times/Prentice Hall, 2008) ISBN 1408206935 –

Johnson G and Scholes K – Exploring Public Sector Strategy (Financial Times/Prentice Hall, 2000) ISBN 0273646877 Kaplan R and Norton D – The Strategy-focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment (Harvard Business School Press, 2000) ISBN 1578512506 Lynch R – Corporate Strategy, 4th Edition (Financial Times/Prentice Hall, 2005) ISBN 0273701789 McGee J, Thomas H and Wilson D – Strategy: Analysis and Practice (McGraw-Hill Higher Education, 2005) ISBN 0077107055 Mintzberg H – The Rise and Fall of Strategic Planning (Financial Times/Prentice Hall, 2000) ISBN 0273650378 Mintzberg H, Ahlstrand B and Lampel J – Strategy Safari: Your Complete Guide Through the Wilds of Strategic Management, 2nd Edition (Financial Times/Prentice Hall, 2008) ISBN 0273719580 Pettigrew A M, Thomas H and Whittington R (Eds) – The Handbook of Strategy and Management (Sage, 2006) ISBN 141292121X Stacey R D – Strategic Management and Organisational Dynamics, 6th Edition (Financial Times/Prentice Hall, 2010) ISBN 0273725599 Journals Academy of Management Journa l (Academy of Management) British Journal of Management (John Wiley and Sons) California Management Review (University of California, Berkeley) European Management Journal (Elsevier) Harvard Business Review (Harvard Business Publishing) Journal of Business Strategy (Emerald) Journal of Management Studies (John Wiley and Sons) Long Range Planning (Elsevier) MIT Sloan Management Review (Massachusetts Institute of Technology) Strategic Change (John Wiley and Sons) Strategy and Leadership (Emerald) Websites www.ft.com Financial Times www.managers.org.uk Chartered Management Institute www.sps.org.uk Strategic Planning Society


Section C – Assessment and Feedback 12. Assessment - general information The assessment for Unit 12 Strategic Planning is divided into 3 parts and covers all outcomes for the unit. The learning outcomes are listed against each task (see Appendix 1) Part 1 combines a group and individual presentation based on a specified business sector and organisation of your choice Part 2 is an individual report with supporting appendices which apply the tools and techniques learned in the unit which evaluates the various options available for the strategic development of the organisation Part 3 will take the form of a time-constrained assessment (TCA) that will use the case material you have prepared for Parts 1 and 2. You will be required to prepare notes in response to (unseen) tasks related to Part 3. Submission dates (by week) have been identified in the scheme of work and on the assignment instructions which form part of this pack. Specific dates/times will be announced closer to the time. Your assessment response will be based on a single organisation within a sector context. This will be agreed with your lecturer before submission of Part 1 (see scheme of work above) As Strategic Planning is a major summative part of your study, you will have learned many key techniques in other units particularly Marketing, but all the others will be relevant at times. You will be able to use and adapt research and information obtained from your previous study to support the specific requirements of this unit. There are three possible achievement decisions for each outcome PASS/YES – you have met the outcome criteria to an acceptable level PARTIALLY - you have met some of the criteria but not others and will need to do more work NO – you have not met the criteria You must achieve all outcomes to pass the unit   

You must complete to the best of your ability and submit all parts of the assessment and the assignment tasks by the deadlines listed in your assignment and the scheme of work. If you do so, but do not meet all the assessment criteria to a pass standard, you will be offered a referral workshop and an opportunity to do additional work so that you can meet the assessment criteria. You will be given guidance by your lecturer (see Programme handbook guidelines) Evidence of plagiarism/collusion and/or failure to submit any one of the parts of the assignment by the due date may lead to automatic failure or at least an alternative assessment with no further opportunities for resubmission. Therefore it is in your interest to complete the work to the very best of your ability and submit your own work on time Please note: Successful achievement of this unit is a pre-requisite to achieve the Diploma/Extended Diploma of Strategic Leadership and Management and is an essential admission criteria for advanced standing to the final stage of the Masters in Business Administration (MBA)


13. Assessments Please see Appendix 1 for Assessments for this unit

14. Feedback on assessment Results for this unit will be published on the course noticeboard at the W andsworth campus 20 working from the deadline submission date of the final part of the assessment. Typed feedback will be available. This will indicate what you have done which meets the criteria of the assessment and also show areas where you have either not met the criteria and/or could improve the quality of your work. At the same time, if you have been referred on your assessment, you will be notified of a referral workshop will be held in which you will be told what you need to do to pass this unit. This may include resubmission and/or additional work or a different form of assessment. If your lecturer is unsure about your knowledge and understanding of the topics included in your assessment, s/he may ask you to attend a viva in which you will be expected to answer questions verbally about your assignment You should pay particular attention to this guidance and the resubmission policy in your course handbook as there will be no further opportunities to resubmit and you may be required to re-enrol for the unit.

16. Plagiarism and collusion All forms of cheating are taken very seriously. Examples of cheating include:    

Copying someone’s coursework or answers in a test or exam Allowing someone to copy your coursework or your answers in a test or exam Getting someone else to do your coursework for you Working with others to come up with a single response to an assessment task when an individual piece is required and passing it off as all your own work – this is known as collusion and applies even when there is agreement from the other person to use this work.

There is another form of cheating called plagiarism, which refers to taking someone’s words, ideas or other information and passing them off as your own even when you have the permission of the originator to use his/her own words. This is the equivalent of stealing intellectual property. Plagiarism can be avoided by using the Harvard system of referencing, which provides rules for making citations and references in the social sciences.

Please see student handbook, course handbook and the STC website for further information on how to avoid plagiarism and collusion Plagiarism and collusion are serious academic misdemeanours and can lead automatic failure of a unit or module which in turn, may lead to failure of the course and qualification.


17. Evaluation of the module/unit The academic team are always ready to find ways to improve the course and the learning process of individual students and the group/s as a whole. At the end of each module/unit, you will be asked to complete an objective evaluation of the module/unit. This gives you the opportunity to evaluate the content and the learning experience of the module/unit and your contribution to your success in achieving the outcomes. You are asked to comment honestly and fairly and to give constructive ideas about how the unit and its assessment could be enhanced.

18. Feedback on the evaluation Your evaluation forms are collated and your comments are discussed in course team meetings forming part of the quality review process. Ideas for improvement will also be discussed with student representatives at the termly learner forum. Minutes of those meetings and actions to be taken will be available for all students to read.

19. Actions taken in response to evaluation from previous cohort Use of seminars for assignment support Phased in submission deadlines for each part of the assessment together with ongoing support and feedback have proved successful for students

20. Frequently Asked Questions Use this section to write in any questions you may have about the unit and raise them at t he next seminar session.


APPENDIX 1

School of International Business Assignment Submission Document - Please attach to work submitted

Programme: EdExcel Level 7 Extended Diploma In Strategic Management and Leadership

Group:

Student Name:

Student ID:

Lecturer: Lynette Borrow

Unit Name & no : Unit 12: Strategic Planning

Assessment Title: The Strategic Plan Date set - Week Beginning 17 September 2012 Result Publication Date: to be confirmed

Submission Deadline: Part 1: Presentation w/c 29 October 2012 tbc Part 2: Report Monday 19 November 2012 at 4pm Part 3: TCA w/c 3 December 2012 tbc Assignment Weighting: 100%

Result: Learning Outcomes (Awarding body Specification)

1. 2. 3. 4. 5. 6.

Understand the external environment affecting an organisation Be able to review existing business plans and strategies of an organisation Be able to develop options for strategic planning for an organisation Be able to construct a strategy plan for an organisation Be able to examine factors affecting an organisation strategy plan Be able to plan for the implementation of a strategy plan

. Assignment Tasks

You are employed by a major consulting company who has been appointed to give strategic planning advice to a major business sector trade group, made up of some of the key players within that market. PART 1 SITUATION ANALYSIS As one of the team of consultants you are required to work with your colleagues to present a joint situation analysis of the business sector and the likely developments the organisations are likely to face in the coming five years. (see attached guidance notes). Prepare and give a presentation to the Directors of the Business Sector, which incorporates the following: 1) A group presentation in which all members of the team participate that explains the importance of undertaking an external analysis of the specified sector, summarises the situation analysis for the sector to 2012 which identifies and assesses both external and competitive factors. The presentation should highlight key issues and influences currently affecting or likely to affect the sector and its future development. You should consider future drivers for change in the sector Page 19 of 27

environment and identify the key opportunities and threats which should be considered as part of the strategy. Sources of information must be clearly identified. 2) An individual presentation that focuses on the internal capabilities of one of the individual organisations (a key player) within the sector group. This analysis will consider financial position, competences and current strategies and should be summarised in the form of a strengths and weaknesses analysis and the company’s likely capability to respond to the external opportunities and threats referred to in 1 [Learning Outcomes 1.1, 1.2, 1.3, 2.1, 2.2, 2.3] Presentation date: w/c 29 October 2012 PART 2 STRATEGIC OPTIONS AND DECISIONS Based on the work undertaken for the situation analysis above, The CEO of the company to whom you have been appointed as consultant, has asked you to identify, analyse and evaluate the strategic options available to the organisation. You should justify your evaluation by using appropriate modelling tools which clearly link the internal, competitive and external factors for the organisation and its sector and illustrate the bases of strategy, direction and potential methods which could be adopted. Evaluate these using appropriate techniques and select a strategy development approach, giving justifications and taking into account the core values of the organisation and the resource implications of your choice. [Learning Outcomes: 3.1, 3.2, 3.3, 4.2, 5.1] This should take the form of an individual report Submission date: Monday 19 November 2012 @ 4pm PART 3 STRATEGIC DEVELOPMENT AND IMPLEMENTATION The CEO has had the go-ahead to develop a strategic development Implementation plan to include a dissemination plan for ‘roll-out’ to all the major stakeholders. Based on your work in Parts 1 and 2, you will be required to attend a workshop/seminar in which you will be required to respond to the requirements of the brief from the CEO about the development of a strategic implementation plan for the organisation. You should bring with you copies of Parts 1 and 2 of your assignment and be prepared to deliver an implementation proposal as requested at the end of the session. [Learning Outcomes: 4.1, 5.2, 5.3, 6.1, 6.2, 6.3, 6.4] Submission date: w/c Monday 3 December 2012 (date/time and location to be confirmed)

NOTES: 

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The group presentation (Part 1) must be supported by a coherent and linked PowerPoint presentation with supporting notes. Each member of the sector team will need to participate in the presentation to demonstrate knowledge and understanding of the chosen business environment.and be committed to the team effort. The individual presentation for Part 1 must focus on the organisation itself and the likely impact that changes in the external environment. This will set the scene for the subsequent sections. Page 20 of 27

Module study guide template v2 Sept 2012

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Part 2 is an individual report which should not exceed 1000 words, excluding appendices (plus or minus 10%). Ensure you clearly identify the response to each task (A word count must be included) Part 3 is a three-hour time-constrained assessment with tasks unseen prior to the event. This report is an academic exercise therefore all sources and e-resources used must be acknowledged appropriately using the Harvard System of referencing.

DRAFT DOCUMENTS  

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You are allowed to upload 2 draft submissions before the final due date onto SafeAssign It is your responsibility to check your own SafeAssign Report and to ensure that you have removed any possible elements of plagiarism or bad practice (please refer to your Harvard Referencing guide on how to reference correctly). Check through your work carefully to ensure you have fully met all the learning outcomes identified on the feedback sheet For easy reference, identify on the feedback sheet where you have met all the learning outcomes. This will provide a good basis for checking you have met all the criteria.

FINAL DOCUMENTS 

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You must sign the Statement of Authorship below to confirm that the submission is your own work. Any evidence of collusion or plagiarism could lead to an automatic failure which would require a retake of the unit. An electronic copy must be submitted Your assignment must be typed in 11pt Ariel or Verdana font with 1.5 spacing. A hard copy, stapled in the right-hand corner, must be submitted in a clear A4 pouch on or before 16:00 at room E104. Late work will not be accepted, and you may receive a refer for your work. Print on one side of paper only. You must include a copy of this submission document. You must include a footer on every page which includes Student No and Name o Unit No/Title o Date of Submission o Page number o You are also required to submit an electronic copy of your report to SafeAssign, otherwise the work may not be accepted and you may receive a refer or other penalty You must attach a print of the complete Self Assign report to your final submission. The final piece of work must be uploaded in enough time for the system to accept it on the due date. The system sometimes takes longer than normal to accept reports (from 30 min up to few hours). The hard copy will be graded and your electronic copy on SafeAssign will be used for reference only. Referencing will be checked on the hard copy as SafeAssign only checks similarities. Should you have difficulty using the system, you must contact your lecturer immediately (leaving this until the last minute is unacceptable). It is YOUR responsibility to upload your own work and last minute IT issues will not be considered as mitigation. Late submission will be judged on the basis of the paper copy You must not upload your work onto another person’s account. If this happens, your submission may not be assessed, leading to a refer You are required to agree to the SafeAssign usage policies when you first access the SafeAssign website. Full information regarding the SafeAssign service, including privacy, copyright and fair usage can be found on Blackboard at the SafeAssign Student Help section


STATEMENT OF AUTHORSHIP I confirm that this work is my own. Additionally, I confirm that no part of this coursework, except where clearly quoted and referenced, has been copied from material belonging to any other person e.g. from a book, handout, another student. I am aware that it is a breach of South Thames College regulations to copy the work of another without clear acknowledgement and that attempting to do so renders me liable to disciplinary procedures. To this effect, I have uploaded my work onto SafeAssign and have ensured that I have made any relevant corrections to my work prior to submission.

Student Name(s) and Signature(s):

Name:_________________________ No: ____________ Signature:_________________________ Date: ____


Programme:

EdExcel Level 7 Extended Diploma In Strategic Management and Leadership

Group:

Assessment Title: The Strategic Plan

BRIEFING NOTES Guidance to Students PART 1: Situation Analysis A global/international sector and one of its key players will be used to provide a context for your assignment. The sector will be determined for you and you will be placed within a group studying the same sector. You may choose your own organisation from within the sector. This should be discussed within your group and agreement reached as no organisation can be allocated twice. Once your organisation is agreed you may not change. In your presentation, you must demonstrate knowledge and understanding of the sector and your organisation’s role in its development - its business environment and changes/developments/trends in the sector and the macro-environment generally will be required in the context of strategic planning. You should use and apply appropriate tools and techniques including STEEPLE, Porter’s 5 Forces, Strategic Groups, GE matrix and the market perception of their position in the market place. You should also consider the resources and capabilities and core competences of the organisation and investigate the organisation’s current business plans includin g analysis of financial data (see skills learned in Unit 13 Financial Principles and Techniques). You should also demonstrate understanding of both the corporate culture and values and undertake a stakeholder profile map. Given the level of information required, you are advised to capture the situation analysis through a SWOT analysis in which you highlight the key issues facing the sector and the organisation specifically. Demonstration and application of the audit tools as identified above must be applied and not just reference to theory. Sectors to be used for this group are:     

Motor Vehicle manufacturing Magazine publishers On-line traders Confectioners Domestic appliances (washing machines, dishwashers, cookers, fridge/freezers

PART 2: Strategic Options and Decisions The second part of the assignment is an individual report which deals with demonstrating the application of key strategic tools and techniques that an organisation should use when considering the strategic options open to it and the methods for evaluating those options before selecting its approach to strategic development. Your starting point is the SWOT analysis completed for Part 1. You will need to evaluate this by using appropriate scoring and modelling tools to establish the links between the strengths and weaknesses of your chosen organisation in relation to t he opportunities and threats and to prioritise these. This should lead to a range of options (LO3) which should be considered in terms of the basis of the organisation’s strategy (Corporate framework, Porter’s Generic Strategies and Bowman’s Strategy Page 23 of 27 Module study guide template v2 Sept 2012

Clock are important here), the direction the company should follow in relation to Products/Markets and its competitive position (Ansoffs, GE Matrix and ADL are all appropriate) and finally consideration for strategic methods to develop these (eg organic growth) together with resource implications. Evaluate each option for Suitability, Feasibility and Acceptability and select one giving justification. PART 3 Strategic Development and Implementation As indicated in the assignment brief above, Part 3 is a time-constrained activity (TCA) in which you will be required to respond to a series of tasks set on the day. You may not submit just pre-prepared material to answer the questions set.

However you may bring with you copies of your previous two submissions (Parts 1 & 2). Copies of class notes, textbooks and any preparation/draft notes you have made as part of revision are also advised. You should also attach your prepared implementation plan to your submission at the end of the session.

Further guidance will be given closer to the submission date of Part 3 as indicated in the scheme of work above.


Programme: BTEC Level 7 Extended Diploma in Strategic Management and Leadership Assessor Feedback on Assignment Student No:

Unit Name and No.

Overall Outcome:

Key: Y – Yes you have fully met the assessment criteria

N – No you have not met the Assessment Criteria and you will need to take the actions noted to achieve the outcomes

Outcomes

Assessment Criteria (AC)

Page Number with evidence of AC

1. Understand the external environment affecting an organisation

1.

Explain the importance of external factors affecting an organisation

2.

Analyse the needs and expectations of stakeholders of an organisation

3.

Analyse the major changes taking place in the external environment that will affect strategy

1.

Use appropriate tools to analyse the effects of current business plans

2.

Review the position of an organisation in its current market

3.

Evaluate the competitive strengths and weaknesses of an organisation’s current business strategies Use modelling tools to develop strategic options for an or ganisation Develop a comparative understanding of activity from organisations in the market Create options to form the basis of future organisational strategy Propose a suitable structure for a strategy plan that ensures appropriate participation from all stakeholders of an organisation Develop criteria for reviewing potential options for a strategy plan

2. Be able to review existing business plans and strategies of an organisation

3. Be able to develop options for strategic planning for an organisation

1. 2.

3. 4. Be able to construct a strategy plan for an organisation

1.

2. 3.

Achieved? (Yes, No, Partially)

P – Partial you have partially met the assessment criteria and will need to complete some additional work to complete this assessment

Actions that need to be taken to achieve outcomes/criteria

Construct an agreed s trategy plan that includes resource implications

Page 25 of 27

BTEC Level 7 Extended Diploma in Strategic Management and Leadership Assessor Feedback on Assignment

Student No:

Outcomes


5. Be able to examine factors affecting an organisational strategy plan

1.

2.

3.

4.

Unit Name and No. Overall Outcome:




Compare core organisational values (ethical, cultural, environmental, social and business) with current business objectives Develop appropriate vision and mission statements for an organisation Produce agreed future management objectives for an organisation Develop measures for evaluating a strategy plan

6.Be able to plan for the implementation of a strategy plan

1. Develop a schedule for implementing a strategy plan in an organisation 2. Create appropriate dissemination processes to gain commitment from stakeholders in an organisation 3. Design monitoring and evaluation systems for the implementation of a strategy plan in an organisation General Comments and Recommendations on Areas for Improvement: Student Feedback and Action points:

Assessor

- Name:_________________________ Signature:_________________________ Date: _________________________

Internal Verifier - Name:_________________________ Signature:_________________________ Date: _________________________ Internal Verifier also to complete separate Internal Verification Feedback document


BTEC Level 7 Extended Diploma in Strategic Management and Leadership Assessor Feedback on Assignment

Student No:

Outcomes


5. Be able to examine factors affecting an organisational strategy plan

1.

2.

3.

4.

Unit Name and No. Overall Outcome:




Compare core organisational values (ethical, cultural, environmental, social and business) with current business objectives Develop appropriate vision and mission statements for an organisation Produce agreed future management objectives for an organisation Develop measures for evaluating a strategy plan

6.Be able to plan for the implementation of a strategy plan

1. Develop a schedule for implementing a strategy plan in an organisation 2. Create appropriate dissemination processes to gain commitment from stakeholders in an organisation 3. Design monitoring and evaluation systems for the implementation of a strategy plan in an organisation General Comments and Recommendations on Areas for Improvement: Student Feedback and Action points:

Assessor

- Name:_________________________ Signature:_________________________ Date: _________________________

Internal Verifier - Name:_________________________ Signature:_________________________ Date: _________________________ Internal Verifier also to complete separate Internal Verification Feedback document


Page 27 of 27

Unit 12 - Strategic Planning MSG Gp N

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