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© 2011 College of Technology LondonUnauthorised reproduction of this document is not permitted. www.ctlondon.ac.uk (v0212)

College of Technology London

BTEC Edexcel Level 7

Extended Diploma in Strategic Management and LeadershipCOURSE HANDBOOK February 2012 Intake

TERM 2 EDSML

CONTENTS

1. EDSML Course Structure ........................................................................................................................ 2 2. EDSML Regulations ................................................................................................................................ 2 3. Assessment Schedule ............................................................................................................................. 4 4. Strategic Marketing Management............................................................................................................ 5 5. Strategic Planning ................................................................................................................................. 12 6. Research Methods for Strategic Managers ........................................................................................... 20 7. Creative and Innovative Management ................................................................................................... 26 8. Managing Corporate Responsibility in the Wider Business Environment ............................................. 33 9. Leading E-strategy ................................................................................................................................ 39




1. EDSML COURSE STRUCTURE

TERM 1:Modules (55 Credits)

Professional Development for Strategic Managers (Core Module)Developing Strategic Management and Leadership Skills (Core Module)Strategic Change Management (Core Module)Managing Financial Principles and TechniquesStrategic Human Resource ManagementDeveloping a Corporate Culture

TERM 2:Modules (70 Credits)

Strategic Marketing ManagementStrategic planningResearch Methods for Strategic ManagersCreative and Innovative ManagementManaging Corporate Responsibility in the Wider Business EnvironmentLeading E-Strategy

2. EDSML REGULATIONS Programme Structure:

Term 1 55 credits

Term 2 70 credits

Completion

The student must have at least 120 credits to successfully receive the final certificateThe student has to meet all assessment criteria requirements to be able to pass the module

In the event that all of assessment criteria are not met but the assessor and the IV consider thatthe student possesses the knowledge to rectify the submission then the assessor may refer theassignment to the student for them to make good.If the student successfully rectifies the shortcomings, the student will pass the module and

progress. If not, the student will fail and be required to redo all of the module assessments.

ResultsAt the end of each term you will have assessments, feedback for which you will get at thebeginning of the following term.

At the end of every level the College‘s Progression Board meets to finalise the results of bothsemesters of that level. You will receive a transcript of these marks at the beginning of next term.

FailureAbsence/ Non-submission: Students who fail to submit set coursework by the required date(s)will be deemed to have failed in the module(s) in question.




Candidates who fail in a module may be allowed to resit the assessments of the module inquestion on the subsequent occasion at the discretion of the Exam Board.

Re-sit/Retake FeesRe-sit any taught module

Re-sit/Retake Fee: Please check the information in the ‗Student Handbook‘.

Unfair Practice: Plagiarism!

Plagiarism is passing off, or attempting to pass off, another‘s work as your own. It includes copying thewords, ideas, images or research results of another without acknowledgement, whether those words etc.are published or unpublished. It is plagiarism, for example, to copy the work of another student, of amember of staff or a published article without crediting the author. Persons who allow their work to beplagiarised are also guilty.

Coursework, dissertations, or creative work are meant to be your own original work. Obviously you willuse the work of others. Not only is this inevitable, it is expected. All scholarship builds on the work ofothers. The important thing to remember is always to acknowledge your sources.

Consult your tutors if you have any problems, in particular with the method of citing books and articles,which may differ from subject to subject. There are no penalties for asking for advice and guidance; thereare severe penalties for plagiarism!

Unfair practice detected first time will be recorded as first offence and any subsequent worksubmitted and suspected of unfair practice will be automatically referred for an investigation andcould lead to the termination of your studies.

Please refer to a Student Resources Portal for more information:

http://resources.ctlondon.ac.uk.

Please ensure you access the student portal for general information, in particular the student handbook and course timetables.

Lateness and Early Leaving

If a student does not arrive by the published start time for a timetabled class, they will beprevented from entering the class and only permitted to enter after the attendance register hasbeen marked for that session.

The student should see the lecturer at the end of the session only to obtain a LATE mark on theattendance register.

Two late class arrivals will be treated and marked as one absence.Leaving early is considered the same as a late arrival.

If you arrive late to your classes, it is your responsibility to ensure the lecturer adds your‘presence’ to the attendance register at the end of the class

http://resources.ctlondon.ac.uk/






3. ASSESSMENT SCHEDULE COLLEGE OF TECHNOLOGY LONDON

153 - 159 Bow Road

London E3 2SE

EDSML - Extended Diploma in Strategic Management and Leadership - Assessment ScheduleSPRING INTAKE (February 2012)

S. No. Module Code Module name Assignment 1 Assignment 2

DueSubmission

TypeDue

SubmissionType

1 SMM Strategic Marketing Management 04-May-12 OTS 09-May-12 OTS

2 SPL Strategic Planning 09-May-12 OTS

3 RMSResearch Methods for StrategicManagers

09-May-12 OTS

4 CIMCreative and InnovativeManagement

04-May-12 OTS

5 MCRManaging CorporateResponsibility in the WiderBusiness Environment

27-Apr-12 OTS 04-May-12 OTS

6 LED Leading E- strategyPresentation (*)Week Starting16th April 2012

EMS 09-May-12 OTS

(*) Students will be informed of time and venue of presentations

OTS - Turn-it-in submission. ‘’Turnitin Tutorial For Students’’ available under Unfair Practice category on the Students Resources Portal.

EMS - Email submission. Please email the assignment soft-copy to [email protected] by 4:00 pm of the submission deadline.

Refer to the Students Resources Portal (http://resources.ctlondon.ac.uk) for the detailed Submission Type instructionsNOTE: THERE IS NO LATE SUBMISSION – IF YOU MISS SUBMISSION DEADLINE YOUR ASSESSMENT WILL NOT BE MARKED




4. STRATEGIC MARKETING MANAGEMENT

TERM 2



Strategic Marketing Management


A. MODULE SUMMARY

Module Code and Title: Strategic Marketing Management

Code: SMM Level: 7

Credits: 10 Terms Taught: 1

Assessments: 2 assignments

Teaching Methods: Lectures, Seminars, Case studies.

Number ofLectures/workshops per

week:

3 hours Contact Hours: 30 hours

Aim: This unit provides the learner with the understanding and skills tosupport active engagement in the process of strategic marketingmanagement

Learning Outcomes: By the end of the sessions students should be able to:

Understand the principles of strategic marketingmanagement

Understand the tools used to develop a strategic marketingstrategyUse strategic marketing techniques

Respond to changes in the marketing environment





B. MODULE INTRODUCTION

Marketing is at the core of business. Outperforming the competition requires solid marketing knowledgeand precise marketing decision making. An organisation‘s positioning, and the positioning of its productsand services, depend on the formulation and implementation of intelligent and well-informed strategic

marketing plans.All organisations operate in a dynamic marketplace. Competition, consumers, technology and marketforces constantly redefine the way organisations operate.Staying competitive means that organisations need to continuously adjust and adapt their customerapproach to meet changing needs and expectations. This is increasingly important with the globalisationof markets and the rapid increase in competition from emerging nations such as China, India and Brazil.In today‘s markets, it is imperative that organisations focus on establishing, developing and adjustingtheir strategic marketing plans if they are to remain competitive.Strategic marketing is a way of focusing an organisation's energies and resources on a course of actionthat can lead to increased sales and dominance of a targeted market. A strategic marketing strategycombines product development, promotion, distribution, pricing, relationship management and otherelements of marketing. It identifies an organisation‘s strategic marketing goals, and explains how theywill be achieved, ideally within a designated timeframe.

Without a strategic marketing plan, organisations can waste resources, miss opportunities or, in a worsecase scenario, threaten their own survival. Strategic marketing executives have up-to-date knowledge ofcompetitive dynamics and know how to integrate marketing strategy into an overall business strategy.Strategic marketing management provides a comprehensive examination of all the major components ofmarketing strategies and their integration into organisations.It is the basis for continued success in highly competitive markets.

C. UNIT CONTENT

1 Understand the principles of strategic marketing managementRole of strategic marketing : key definitions of strategic marketing from the Chartered Institute ofMarketing and key authors (eg Hugh Davidson; Peter Doyle; Philip Kotler; Malcolm McDonald); role and

importance of strategic marketing in an organisation; concepts; systematic approach; sequencing andscheduling of activities; integration of activities; resource requirements; time scaling; monitoring andcontrol elements

Processes : strategic marketing planning processes (eg Peter Doyle, Malcolm McDonald) includingstrategic marketing analysis, marketing strategy objective setting, perceptual mapping, factor analysis,option evaluation, choice, formulation, implementation and control

Links to corporate strategy : the nature of strategy and marketing links to corporate strategy eg MichaelPorter; links to mission statement, organizational structure, corporate responsibility and ethics; dynamicstrategy (Carpenter and Sanders); knowledge management systems

2 Understand the tools used to develop a strategic marketing strategy

Models : organisation, industry and market environment situation analysis; Porter‘s Five Forces model;structure, conduct and performance; SWOT (strengths, weaknesses, opportunities, threats) analysis,STEEPLE (social, technological, economical, environmental, political, legal, ethical) analysis, PEST(political, economic, social, technological) analysis, marketing audit; portfolio analysis techniques egBCG matrix, Product Life Cycle model, Ansoff matrix

Links between strategic positioning and marketing tactics : strategic positioning, defining the futureposition, information collection, analysis, choice of strategy, implementation, monitoring; links to strategicplan eg internal growth, market penetration, market development, product development, marketingtactics; product tactics eg selection, range, quality, branding; price tactics eg skim pricing, penetrationpricing, cost price, market price, price discrimination; promotion tactics eg customer loyalty schemes,product sampling, dealer loaders, extended credit, point of sale (POS) materials; place tactics egdistribution channels, transport management, stock and handling, run through times, terms of delivery

Relationship marketing : direct response marketing strategies eg offensive strategies, obtaining newcustomers, increasing customer purchase frequency; defensive strategies, increasing customer





satisfaction and increasing switching costs; customer retention strategies eg product bundling, cross-selling, cross promotions, loyalty programmes; customer satisfaction, customer life cycle value;personalised marketing; Payne and Ballantyne‘s six markets model (internal markets, supplier markets,recruitment markets, referral markets, influence markets, customer markets)

3 Be able to use strategic marketing techniquesMarketing techniques : setting marketing objectives and marketing strategy, targeting markets;

segmenting markets eg geographic, demographic, psychographic, behaviour; profiling markets egrevenue potential, market share potential, profitability potential; positioning segmented markets egmarket leader or product line extension, mass marketing or targeted marketing, direct or indirect sales

Strategy options : Porter‘s generic strategies (focus, cost leadership and differentiation); corecompetences (G Johnson and K Scholes, G Hamel and C K Prahalad); competitive advantage (HDavidson, M Porter); investment opportunity evaluation (D F Abell and J S Hammond); General Electricmodel; Shell directional policy matrix; market leadership; market dominance strategies; market leader,market challenger, market follower, market nicher; innovation strategies; market pioneer; close followers,late followers; offensive, defensive and value-based marketing strategies

Strategic marketing objectives : marketing mix – 7 Ps (Product, Price, Place, Promotion, People, Process,Physical evidence); marketing activity strategies for product/service, pricing, distribution, promotion

(advertising, sales promotion, personal selling, direct marketing, public relations), people (internal,intermediaries, customer service), processes and physical evidence, e marketing strategy; customerrelationship management; resource requirements (financial, people, marketing); integration of marketingactivity strategies

4 Be able to respond to changes in the marketing environmentChanges in the external environment : shift from supply to demand environment; fashionisation ofmarkets; micro-markets; rising expectations; technological change; competition; globalisation;importance of customer service; commoditisation; erosion of brands; new constraints

Strengths and weaknesses : focus of marketing objectives, links to corporate strategy, speed of newproduct developments, ability to customise, ability to handle information to gain competitive advantage;e-marketing position, core focus, target markets, nature and potential of key market segments,

partnerships with customers and other stakeholders, organisational structure, innovation strategies,timescales, resource requirements, budgets, monitoring, review and control mechanisms

Strategic marketing responses : emerging themes eg impact of globalisation, the strength or weakness ofcompetitors, importance of environmental factors, changes in the political environment, the state of theeconomy, the exchange rate, health and safety factors

D. MODULE SCHEDULE

The module schedule for the 10 weeks will be provided by your lecturer in class

E. LEARNING OUTCOMES AND ASSESSMENT CRITERIA

Learning Outcomes Assessment Criteria

LO1 Understand the principles of strategic

marketing management

1.1 discuss the role of strategic marketing in anorganisation1.2 explain the processes involved in strategic

marketing1.3 evaluate the links between strategic marketingand corporate strategy





LO2 Understand the tools used to developa strategic marketing strategy

2.1 assess the value of models used in strategicmarketing planning2.2 discuss the links between strategic positioningand marketing tactics2.3 analyse the merits of relationship marketing ina given strategic marketing strategy

LO3 Be able to use strategic marketingtechniques

3.1 use appropriate marketing techniques to

ascertain growth opportunities in a market3.2 plan how to use marketing strategy options in amarket3.3 create appropriate strategic marketingobjectives for a market

LO4 Be able to respond to changes in themarketing environment

4.1 report on the impact of changes in the externalenvironment on a marketing strategy4.2 conduct an internal analysis to identify currentstrengths and weaknesses in a marketing strategy4.3 propose strategic marketing responses to keyemerging themes in a marketing strategy

F. ASSESSMENTS

ASSIGNMENT 1

Looking at a UK organisation of your choice, write a strategic marketing report using recognised modelsand explaining the main principles of how a strategic marketing plan should be developed and managedto best effect.

Learning outcomes:

1. Understand the principles of strategic marketing management2. Understand the tools used to develop a strategic marketing strategy

Assessment criteria

1.1 discuss the role of strategic marketing in an organisation1.2 explain the processes involved in strategic marketing1.3 evaluate the links between strategic marketing and corporate strategy

2.1 assess the value of models used in strategic marketing planning2.2 discuss the links between strategic positioning and marketing tactics

2.3 analyse the merits of relationship marketing in a given strategic marketing strategy

Word limit suggested: 2000 words

ASSIGNMENT 2

Using the organisation from Assignment 1, introduce and apply strategic marketing techniques to createappropriate marketing objectives for a key market, while showing how the firm could respond to changes

in the competitive environment e.g. several new entrants.





Learning outcomes:

3. Be able to use strategic marketing techniques4. Be able to respond to changes in the marketing environment

Assessment criteria

3.1 use appropriate marketing techniques to ascertain growth opportunities in a market3.2 plan how to use marketing strategy options in a market3.3 create appropriate strategic marketing objectives for a market

4.1 report on the impact of changes in the external environment on a marketing strategy4.2 conduct an internal analysis to identify current strengths and weaknesses in a marketing strategy4.3 propose strategic marketing responses to key emerging themes in a marketing strategy


GUIDANCE FOR THE ASSIGNMENT

Instructions:

You must following the assessment criteria above to ensure that you meet all of the criteria inorder to pass the module.

Your assignment should be in report formatYou must include in your assignment a cover page with your details and your course detailsusing the template provided.

Submission deadline: Check and comply with the assessments schedule in your coursehandbook.

Submission type: Check and comply with the assessments schedule in your course handbook.References: Ensure that all references are quoted at the end of any question/documentsubmitted; you must apply the Harvard System of Referencing in your work. Referencing

guidelines are available on the Students Resources PortalEnsure that font style should be Arial or Times New Roman and font size should be 12 in allAssignmentsEnsure that (in paragraph) line spacing should be 1.5 and alignment should be Justify

Ensure that all work has been proof-read and checked prior to submission.Ensure that the layout of your documents is in a professional format

G. REFERENCES

Textbooks

1. Best R J – Market-based Management: Strategies for Growing Customer Value and Profitability,5th Edition (Prentice Hall, 2009) ISBN 0132336537

2. Chernev A – Strategic Marketing Management, 5th Edition (Brightstar Media, 2009)ISBN 0982512635

3. Hastings H and Saperstein J – Improve Your Marketing to Grow Your Business (Wharton School Publishing, 2007) ISBN 0132331594

4. Hooley G, Saunders J, Piercy N F and Nicoulaud B – Marketing Strategy and Competitive Positioning, 4th Edition (Financial Times/Prentice Hall, 2007) ISBN 0273706977

5. Kotler P and Armstrong G – Principles of Marketing, 13th Edition (Prentice Hall, 2008) ISBN0136079415

6. Kotler P and Keller K L – A Framework for Marketing Management (Pearson Education, 2008)ISBN 0137131844

7. Lambin J J – Market Driven Management: Strategic and Operational Marketing, 2 nd

Edition

(Palgrave Macmillan, 2007) ISBN 14039985238. McDonald M – Malcolm McDonald on Marketing Planning: Understanding Marketing Plans and

Strategy (Kogan-Page, 2007) ISBN 0749451491





9. Mukerjee K – Customer Relationship Management: A Strategic Approach to Marketing (PrenticeHall of India, 2007) ISBN 8120332857

10. Mullins J, Walker O C and Boyd H W – Marketing Management: A Strategic Decision-Making Approach, 7th Edition (McGraw-Hill Higher Education, 2009) ISBN 007126776X

11. Palmer R, Cockton J and Cooper G – Managing Marketing: Marketing Success Through Good Management Practice (Butterworth-Heinemann, 2007) ISBN 0750668989

12. Tollin K and Carù A (Eds) – Strategic Market Creation: A New Perspective on Marketing and

Innovatio n Management (John Wiley and Sons, 2008) ISBN 047069427013. Winer R and Dhar R – Marketing Management, 4th Edition (Pearson Education, 2010) ISBN

0130387924

Journals

1. European Journal of Marketing (Emerald)2. International Journal of Research in Marketing (Elsevier)3. The Journal of Customer Behaviour (Westburn Publishers Ltd)4. Journal of Interactive Marketing (Elsevier)5. Journal of Marketing Communications (Routledge)

6. Journal of Strategic Marketing (Routledge)7. The Marketing Review (Westburn Publishers Ltd)

Websites

1. www.businessballs.com Management learning resources and articles and links on strategicmarketing management

2. www.idea.gov.uk Local Government Improvement and Development – developing a strategiccommunication strategy in the public sector which applies equally to the private sector

3. www.managementhelp.com Articles on strategic marketing planning and further links4. www.marketingpower.com American Marketing Association – marketing articles




5. STRATEGIC PLANNING

TERM 2



Strategic Planning


A. MODULE SUMMARY

Module Code and Title: Strategic Planning

Code: SPL Level: 7


Assessments: 1 assignment


Number of

Lectures/workshops perweek: 3 hours Contact Hours: 30 hours

Aim: This unit provides the learner with an understanding of how toreview current organisational management strategies and the skillsto develop a strategy plan in an organisational context.


Understand the external environment affecting anorganizationReview existing business plans and strategies of an

organizationDevelop options for strategic planning for an organizationConstruct a strategy plan for an organization

Examine factors affecting an organisational strategy planPlan for the implementation of a strategy plan



Strategic Planning



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 organisationsundertake strategic planning and its importance in a fast changing, turbulent marketplace. Learners willunderstand why it is important to develop a strategic vision and mission, establish objectives and decideon a strategy. Strategy and strategic plans map out where the organisation is headed, its short- and long-range performance targets, and the competitive moves and internal action required to achieve targetedbusiness results. Learners will understand that a well-constructed strategic plan is essential fororganisations to cope with industry and competitive conditions.In this unit, learners will discover how important it is for an organisation to understand what is happeningin their external environment and how the environment is changing. This will then enable learners toreview an organisation‘s existing business plans, using appropriate tools and techniques. Havingexplored the competitive environment, learners will understand how to develop strategic options usingmodelling tools and then develop a strategic plan, giving due consideration to the core values, vision andmission of the organisation. Learners will then look at planning the implementation of a strategic plan andthe creation of monitoring and evaluation systems to measure progress.

C. UNIT CONTENT

1 Understand the external environment affecting an organisationExternal environmental factors : needs and expectations of customer groups, shareholders, suppliers andsub-contractors, the workforce and the community as a whole; review the success and direction ofcompetitors and the market sector as a whole; effects of potential longer-term changes – in politics, andlegislation, 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 secondaryinformation; customer complaints and feedback; feasibility; competitor analysis; customer analysis;market analysis

2 Be able to review existing business plans and strategies of an organisationBusiness 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; strategicdrift; market share; measures for monitoring and evaluating; unrealised and emergent strategy; lifecycle analysis; effects of globalisation; sustainable competitive advantage; pricing strategies; resourcesanalysis; 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 organisationStrategic planning : Ansoff matrix strategies; vertical, backwards and forwards integration; horizontalintegration; differentiation; cost leadership; Mintzberg‘s strategies (deliberate, emergent); leadership anddifferentiation; strategic alliance; merger, acquisition; competitive strategies; value-based strategy;contingency strategy; market niche; market segmentation; adding value; market share; workforcecompetence development; product portfolio; reconfiguration; gap analysis; profitability; niche markets;present portfolio analysis; benchmarking

4 Be able to construct a strategy plan for an organisationManagement 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 egfinancial, workforce

5 Be able to examine factors affecting an organisational strategy planVision versus mission : core organisational values eg ethical, cultural, environmental, social andbusiness; growth; profit; customer orientation; workforce expectation; management style



Strategic Planning


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 planPlanning : gaining general organisational agreement; communication with stakeholders; organisational

development; timetable for implementation; Business Process Re-Engineering (BPR); management byobjectives; action planning, performance appraisal; structure and strategic fit; developing policy;communication systems; guidelines; focus and realignment; contingency planning; monitoring andevaluation control systems; dissemination and cascading processes

D. MODULE SCHEDULE




LO1 Understand the external environment affectingan organisation

1.1 explain the importance of external factorsaffecting an organisation1.2 analyse the needs and expectations ofstakeholders of an organisation1.3 analyse the major changes taking place in theexternal environment that will affect strategy

LO2 Be able to review existing business plans andstrategies of an organisation

2.1 use appropriate tools to analyse the effects ofcurrent business plans

2.2 review the position of an organisation in itscurrent market2.3 evaluate the competitive strengths andweaknesses of an organisation‘s current businessstrategies

LO3 Be able to develop options for strategicplanning for an organisation

3.1 use modelling tools to develop strategic optionsfor an organisation3.2 develop a comparative understanding ofactivity from organisations in the market3.3 create options to form the basis of futureorganisational strategy

LO4 Be able to construct a strategy plan for anorganisation

4.1 propose a suitable structure for a strategy planthat ensures appropriate participation from all

stakeholders of an organisation4.2 develop criteria for reviewing potential optionsfor a strategy plan4.3 construct an agreed strategy plan that includesresource implications

LO5 Be able to examine factors affecting anorganisational strategy plan

5.1 compare core organizational values (ethical,cultural, environmental, social andbusiness) with the current business objectives ofan organisation5.2 develop appropriate vision and missionstatements for an organisation5.3 produce agreed future management objectivesfor an organisation

5.4 develop measures for evaluating a strategyplan



Strategic Planning


LO6 Be able to plan for the implementation of astrategy plan

6.1 develop a schedule for implementing a strategyplan in an organisation6.2 create appropriate dissemination processes togain commitment from stakeholders in anorganisation6.3 design monitoring and evaluation systems for

the implementation of a strategy plan in anorganisation

F. ASSESSMENTS

ASSIGNMENT 1

CASE STUDY: BRITISH AIRWAYS

British Airways is one of the world's leading scheduled premium international airlines. The companyprimarily operates in Europe and the US. The company is headquartered in Hammondsport, the UK andemployed 41,494 people. After privatisation in the 1980, British Airways (BA) was extremely successfulunder the leadership of Sir Colin (later lord) Marshal. Marshall‘s strategy was to emphasize customercare and employee empowerment in a (largely successful) attempt to build the ‗world‘s favourite airline‘.In 1996 Marshall became chairman, and was replaced as chief executive by Bob Ayling, who has a verydifferent vision. He saw BA as over-staffed and bloated, with an excessive cost base. Although profitswere still high, as a result of the airline boom which followed the recovery from the gulf war 1991; hehinted an ambitious cost-cutting programme, which inevitably involved redundancies. In practice, fewredundancies were actually carried through, but the result was labour unrest 1997 which cost BA£130million. By 200 BA had slumped into a loss and morale was at rock bottom. World‘s airline was it by thehammer blow of the 11 September 2001 attack. BA reacted very quickly, and announced 12000redundancies (about 20% of staff) However along with time, it found itself understaffed, particularly

among check-in, rising tempers among customers, stress for staff, and a soaring absenteeism rate.

The major competitors of the BA are Easy jet, virgin and Ryan air airlines. The low cost carrier hastransformed the economies of air travel around the world. One of the budget airlines, Ryan air hasbecome the most profitable low-cost airline in the Europe. Responding the competition, the simpleanswer is that airlines urgently need to cut their costs, and mergers are seen as the easiest way to do it,without the airlines losing out to the competition, as recent merger of BA with Iberia. Its joint venture withAmerican Airlines got the green light from regulators in the US and Europe, as did its mergerwith Spain's Iberia. The idea is to create an airline conglomerate combining airlines under differentbrands serving their own areas of the market, including, possibly, a low-cost carrier. Chairman Walsh isoptimistic for the coming days, he further said one key indicator for recovery was the airline‘s cargobusiness, where revenues rose by 37 per cent, contributing to improved underlying performance. Theairline‘s yield rose by 13.5 per cent, partly driven by costs being slashed by £68million and the rise in

premium travellers, who are prepared to pay higher fares. However, BA is still struggling to resolve thedispute with cabin crew which has seen 22 days of walkouts.

Strong market position and brand image, strong fleet operation and its sophisticated online services arethe key strength of the company while ongoing labour dispute and declining in operational efficiency aremajor weakness of the company. Merger agreement with Iberia, global tourism, Olympic 2012 are thekey opportunity for the company in coming days while soaring prices of fuel, intense competition andregulatory conditions are the key threats to British Airways.

Assignment brief

On the basis of the key issues outlined in the case study, discuss and critically evaluate the followingsissues:

Analyse the external business environment affecting British airways using relevant strategicmodels



Strategic Planning


Evaluate the internal business environment and evaluate the existing strategic position in theairline industry including competitiveness of the company.

Explain and evaluate the comparative strategy of the company along with strategic options of anorganisation and suggest strategic options for the future organisational strategy

Review and evaluate the potential strategic plans that ensure participation of stakeholderincluding resources implication.

Assess the organisational core values that affect the strategic planning and also evaluate theprospective objectives of the company along with the measure for evaluating the plan.

Discuss the schedule for implementation of proposed strategy and evaluate the way to gainacceptance from stakeholders and also explain the monitoring and evaluation system for theimplementation of strategy.

Learning outcomes:

1. Understand the external environment affecting an organisation2. Be able to review existing business plans and strategies of an organization3. Be able to develop options for strategic planning for an organization4. Be able to construct a strategy plan for an organization5. Be able to examine factors affecting an organisational strategy plan6. Be able to plan for the implementation of a strategy plan

Assessment criteria

1.1 explain the importance of external factors affecting an organisation1.2 analyse the needs and expectations of stakeholders of an organisation1.3 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 plans2.2 review the position of an organisation in its current market2.3 evaluate the competitive strengths and weaknesses of an organisation‘s current business strategies

3.1 use modelling tools to develop strategic options for an organisation3.2 develop a comparative understanding of activity from organisations in the market3.3 create options to form the basis of future organisational strategy

4.1 propose a suitable structure for a strategy plan that ensures appropriate participation from allstakeholders of an organisation4.2 develop criteria for reviewing potential options for a strategy plan4.3 construct an agreed strategy plan that includes resource implications

5.1 compare core organizational values (ethical, cultural, environmental, social and business) with thecurrent business objectives of an organisation5.2 develop appropriate vision and mission statements for an organisation5.3 produce agreed future management objectives for an organisation5.4 develop measures for evaluating a strategy plan

6.1 develop a schedule for implementing a strategy plan in an organisation6.2 create appropriate dissemination processes to gain commitment from stakeholders in an organisation6.3 design monitoring and evaluation systems for the implementation of a strategy plan in anorganisation




Strategic Planning



Instructions:

You must following the assessment criteria above to ensure that you meet all of the criteria in

order to pass the module.Your assignment should be in report format

You must include in your assignment a cover page with your details and your course detailsusing the template provided.

Submission deadline: Check and comply with the assessments schedule in your coursehandbook.Submission type: Check and comply with the assessments schedule in your course handbook.

References: Ensure that all references are quoted at the end of any question/documentsubmitted; you must apply the Harvard System of Referencing in your work. Referencingguidelines are available on the Students Resources Portal

Ensure that font style should be Arial or Times New Roman and font size should be 12 in allAssignmentsEnsure that (in paragraph) line spacing should be 1.5 and alignment should be Justify


G. REFERENCES

Textbooks1. Barney J – Gaining and Sustaining Competitive Advantage, 4th Edition (Pearson Education,

2010) ISBN 01324790602. Cusumano M A and Markides C – Strategic Thinking for the Next Economy (Jossey-Bass, 2001)

ISBN 0787957291

3. De Wit, B and Meyer R – Strategy: Process, Content, Context, 3rd Edition (Cengage Learning EMEA, 2004) ISBN 1861529643

4. Grant R – Contemporary Strategy Analysis, 7th Edition (John Wiley and Sons, 2010) ISBN0470747099

5. Gratton L – Living Strategy: Putting People at the Heart of Corporate Purpose (Financial Times/Prentice Hall, 2000) ISBN 0273650157

6. Harrison J S – Strategic Management of Resources and Relationships: Concepts and Cases (John Wiley and Sons, 2002) ISBN 0471222925

7. Johnson G, Scholes K and Whittington R – Exploring Corporate Strategy, 8 th

Edition (FinancialTimes/Prentice Hall, 2008) ISBN 1408206935

8. Johnson G and Scholes K – Exploring Public Sector Strategy (Financial Times/Prentice Hall,2000) ISBN 0273646877

9. 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

10. Lynch R – Corporate Strategy, 4th Edition (Financial Times/Prentice Hall, 2005) ISBN0273701789

11. McGee J, Thomas H and Wilson D – Strategy: Analysis and Practice (McGraw-Hill HigherEducation, 2005) ISBN 0077107055

12. Mintzberg H – The Rise and Fall of Strategic Planning (Financial Times/Prentice Hall, 2000)ISBN 0273650378

13. Mintzberg H, Ahlstrand B and Lampel J – Strategy Safari: Your Complete GuideThrough the Wilds of Strategic Management, 2nd Edition (Financial Times/Prentice Hall, 2008) ISBN0273719580

14. Pettigrew A M, Thomas H and Whittington R (Eds) – The Handbook of Strategy and Management (Sage, 2006) ISBN 141292121X

15. Stacey R D – Strategic Management and Organisational Dynamics, 6th Edition (FinancialTimes/Prentice Hall, 2010) ISBN 0273725599



Strategic Planning


Journals1. Academy of Management Journal (Academy of Management)2. British Journal of Management (John Wiley and Sons)3. California Management Review (University of California, Berkeley)4. European Management Journal (Elsevier)

5. Harvard Business Review (Harvard Business Publishing)6. Journal of Business Strategy (Emerald)7. Journal of Management Studies (John Wiley and Sons)8. Long Range Planning (Elsevier)9. MIT Sloan Management Review (Massachusetts Institute of Technology)10. Strategic Change (John Wiley and Sons)11. Strategy and Leadership (Emerald)

Websites1. www.ft.com - Financial Times2. www.managers.org.uk - Chartered Management Institute3. www.sps.org.uk - Strategic Planning Society

http://www.ft.com/

http://www.managers.org.uk/

http://www.sps.org.uk/

http://www.sps.org.uk/

http://www.managers.org.uk/

http://www.ft.com/




6. RESEARCH METHODS FOR STRATEGIC MANAGERS

TERM 2



Research Methods for Strategic Managers


A. MODULE SUMMARY

Module Code and Title: Research Methods for Strategic Managers

Code: RMS Level: 7





week:


Aim: This unit provides the learner with an understanding of the methodsand techniques used and required when carrying out formalresearch. The unit addresses a variety of research methodologiesand offers the learner the opportunity to develop research skills.


Understand how to select a research questionConduct a literature review

Understand techniques used to interpret data in a researchproposal

Choose the appropriate methodology to research thequestionPresent the findings of a research proposal






This unit is designed to introduce learners to the techniques and methods requiredto carry out formal research. The unit addresses a variety of research methodologies.Learners will be required to propose a unique research question related to an area of professional

business practice that interests them and will add to their professional development. They will carry out aliterature review on the topic, critically evaluating its relevance to their research question.Learners will understand the techniques, both quantitative and qualitative, used in research to analysedata. They will select an appropriate research methodology for their question, and record and presenttheir findings.Tutor approval should be sought before learners begin their research and their final report should bepresented in a format agreed by the tutor.

C. UNIT CONTENT

1 Understand how to select a research questionResearch question : definition; suitability; skills and knowledge to be gained; aims; objectives; terms of

reference; duration; rationale for selection; methodology for data collection and analysis; type of researcheg qualitative, quantitative, systematic, original; methodology; resources; statistical analyses; validity;reliability; control of variables; literature review; implications eg resources; ethical issuesAction plan : rationale for research question or hypothesis; task dates; review dates; monitoring/reviewingprocess; strategyPreparation : identifying ideas/topics/areas of investigation; research question(s); scope and feasibility;hypothesis; literature search; agreeing the process; targets; milestones; action plan; timetable andprocedure; monitoring and revisionMethodology : literature search eg library, internet, sector data sources; pure and applied research,developmental, longitudinal, survey, case study; research and development; concepts and theories;terminology; validity and reliability

2 Be able to conduct a literature review

Secondary research : books; journals; papers; conferences; library search; useof IT; internet; mediaEvaluation of literature : credibility; validity; reliability; frequency of references and esteem in whichpublications are held; use and acceptance by others

3 Understand techniques used to interpret data in a research proposalQualitative data analysis : interpreting transcripts and records, coding techniques, categorisation,relationships, trends, processes, use of computers; presentation of data and informationQuantitative data analysis : coding/values, manual/electronic methods, specialist software; presentationof data eg bar/pie charts, graphs, statistical tables; comparison of variables, trends, forecasting

4 Be able to choose the appropriate methodology to research the questionResearch methodologies : intervention, non-intervention, action research

Implement: according to research design and method; test research question/ hypotheses; considering test validity; reliability Methodology for quantitative data : questionnaires (type,layout, questions, distribution, original research data); interviews (selecting interviewees, bias,verification of data, time, place, style, preparation, format, recording); surveysMethodology for qualitative data : case study; observation; interviewsData collection : selection of appropriate tools for data collection; types eg qualitative, quantitative;systematic recording; methodological problems eg bias, variables and control of variables, validity andreliabilityData analysis and interpretation : qualitative and quantitative data analysis – interpreting transcripts;coding techniques; specialist software; statistical tables; comparison of variables; trends; forecasting

5 Be able to present the findings of a research proposalPresentation : eg formal written format, by viva voce or oral presentation, diagrammatic or graphical

figures





Methodology : presentation eg IT, audio, visual aids, time, pace; delivery critique of the methods used inthe study, recommendations, eg using the findings, recommendations for the future, areas for futureresearchEvaluation : planning, objectives, focus, benefits, difficulties; an overview of the success or failure of theresearch project planning, aims and objectives, evidence and findings, validity, reliability, benefits,difficulties, conclusion(s)Future consideration : significance of research investigation; application of research results; implications;

limitations of the investigation; improvements; recommendations for the future, areas for future researchCriteria : purpose, editing, format, sequencing success, critical analysis, discussion of evidence andfindingsFormat : professional delivery format appropriate to the audience; use of appropriate media

D. MODULE SCHEDULE




LO1 Understand how to select aresearch question

1.1 select a research question1.2 explain the factors that contribute to theprocess of successful research question selection1.3 justify their choice of research question

LO2 Be able to conduct a literature review

2.1 conduct research to find literature relevant tothe research question2.2 undertake a critical review of the key literaturefor inclusion in a research proposal

LO3 Understand techniques used to interpret datain a research proposal

3.1 evaluate techniques for use with quantitativedata in a research proposal3.2 evaluate techniques for use with qualitativedata in a research proposal

LO4 Be able to choose the appropriatemethodology to research the question

4.1 evaluate appropriate research methodologiesin terms of the research question4.2 choose an appropriate methodology in terms ofthe research question4.3 justify the methodology selected in terms of theresearch question

LO5 Be able to present the findings of a research

proposal

5.1 record findings on a research question,literature review and methodology in an agreedformat

5.2 summarise the findings using suitable methods5.3 present the findings using suitable methods5.4 critically analyse the findings





F. ASSESSMENTS

ASSIGNMENT 1

This assignment is intended to test your understanding of the techniques and methods required to carry

out a formal research.You are required to propose a unique research question related to an area of professional businesspractice that interests you and will add to their professional development. You are required to carry out aliterature review on the topic and critically evaluating its relevance to your research question.You are also required to select an appropriate research methodology for the research question, recordand present your findings.

Learning outcomes:

1. Understand how to select a research question2. Be able to conduct a literature review3. Understand techniques used to interpret data in a research proposal4. Be able to choose the appropriate methodology to research the question5. Be able to present the findings of a research proposal

Assessment criteria

1.1 select a research question1.2 explain the factors that contribute to the process of successful research question selection1.3 justify their choice of research question

2.1 conduct research to find literature relevant to the research question

2.2 undertake a critical review of the key literature for inclusion in a research proposal

3.1 evaluate techniques for use with quantitative data in a research proposal3.2 evaluate techniques for use with qualitative data in a research proposal

4.1 evaluate appropriate research methodologies in terms of the research question4.2 choose an appropriate methodology in terms of the research question4.3 justify the methodology selected in terms of the research question

5.1 record findings on a research question, literature review and methodology in an agreed format5.2 summarise the findings using suitable methods5.3 present the findings using suitable methods5.4 critically analyse the findings



Instructions:


Your assignment should be in report format

You must include in your assignment a cover page with your details and your course details

using the template provided.Submission deadline: Check and comply with the assessments schedule in your coursehandbook.





Submission type: Check and comply with the assessments schedule in your course handbook.References: Ensure that all references are quoted at the end of any question/documentsubmitted; you must apply the Harvard System of Referencing in your work. Referencingguidelines are available on the Students Resources Portal



G. REFERENCES

Textbooks

1. Saunders M, Lewis P and Thornhill A – Research Methods for Business Students, 5th Edition (Financial Times/Prentice Hall, 2009) ISBN 0273716867

2. Bell J – Doing your Research Project , 5th Edition (Open University Press, 2010) ISBN0335235824

3. Best J W and Kahn J V – Research in Education, 10th Edition (Allyn and Bacon, 2005) ISBN0205458408

4. Coghlan, D and Brannick T – Doing Action Research in Your Own Organization, 3 rd

Edition (Sage Publications, 2009) ISBN 1848602162

5. Cohen L, Manion L and Morrison K – Research Methods in Education, 6th Edition (Routledge,2007) ISBN 0415368782

6. Coolican H – Research Methods and Statistics in Psychology, 5th Edition (Hodder Education,2009) ISBN 0340983442

7. Elliott J – Action Research for Educational Change (Open University Press, 1991) ISBN0335096891

8. Gill J and Johnson P – Research Methods for Managers , 4th Edition (Sage Publications, 2010)ISBN 1847870945

9. Hart C – Doing a Literature Review (Sage Publications, 1998) ISBN 076195975010. Hoinville G and Jowell R – Survey Research Practice (Avebury, 1985) ISBN 056605156711. Kane E – Doing Your Own Research, 2nd Edition (Marion Boyars, 2001) ISBN 071453043312. Lock D – Project Management, 9th Edition (Gower Publications, 2007) ISBN 056608772313. Marshall L — A Guide to Learning Independently , 3rd Edition (Longman, 1998) ISBN

058281170814. McNiff J and Whitehead J – Doing and Writing Action Research (Sage Publications, 2009) ISBN

184787175515. Murray R – How to Write a Thesis, 2nd Edition (Open University Press, 2006) ISBN 033521968316. Robson C – Real World Research, 2nd Edition (John Wiley and Sons, 2002) ISBN 063121305817. Thomas R and Lynn P – Survey Research in Practice (Sage Publications, 2009)

ISBN 0761971076




7. CREATIVE AND INNOVATIVE MANAGEMENT

TERM 2



Creative and Innovative Management


A. MODULE SUMMARY

Module Code and Title: Creative and Innovative Management

Code: CIM Level: 7





week:


Aim: This unit provides the learner with the understanding to recognisethe value to organisations of creative and innovative managementideas and the skills to implement this understanding.


Understand the importance of creative and innovativemanagement in organizationsSupport creative and innovative management processes

for an organizationInfluence others to effect change in an organization

plan to overcome barriersImplementation of creative and innovative managementideas in an organisation






The prevalent forces for organisational change, including globalisation and the supply of ideas at muchfaster speeds and lower costs, have been evident for some time. Many advocate the fact that the worldof business is now in a permanent state of flux and constant innovation is the only strategy for survival.

This need to innovate is propelled by the demands of increasingly competitive markets and the need fororganisations to improve their competitive advantage in these markets. In response, companies canreduce costs; improve quality, increase productivity or effect innovation. However, the changesintroduced by most organisations commonly address the first three factors but, less often, the last.This unit will help learners to develop skills to effect innovation. They will understand the benefits ofcreativity and innovation, and how to evaluate current levels of innovation in an organisation, to leadothers to embrace and support innovation.It is essential that there is support within the organisation for ongoing innovation and creativity. Learnerswill recognise the crucial part that mission and vision play in this. They will also find out how to identifycreative ideas and assess their viability and, through the understanding of change models, support theimplementation of innovative ideas.Often, individuals within an organisation cannot easily see the benefits of an innovative idea. Learnerswill find out how to produce an appropriate rationale and identify key goals and priorities to help

persuade and communicate ideas to stakeholders.In spite of developing a creative strategy through the mission and vision, there are often barriers toinnovation within an organisation such as fear of change, risk adversity, expertise and fear of failure. Inthis unit, learners will find out how to assess these barriers and develop and implement a strategy toovercome them.

C. UNIT CONTENT

1 Understand the importance of creative and innovative management in organisationsOrganisational processes : processes for the evaluation, selection and development of ideas; ideas – value chain, inside/outside, cross-pollination, selection, development, diffusion; role of incubation; needto be systematic

Leading the case for innovation : leadership styles and behaviours – strengths, adopting appropriate stylefor different circumstances; theory and practice of influencing and motivating others – methods ofrewarding staff for appropriate behaviours, effecting change management, strengths and weaknesses;relationship between transformational and transactional change; decisionmaking processes and style;key stakeholders in organisations – their perceptions and motivational influences and how to influencethem; different methods of communication – strengths and weaknesses in different Circumstances

2 Be able to support creative and innovative management processes for an organisationVision and mission : influence of vision and mission; indicators of organizational performance; influence ofan organisational strategic plan and business plan on innovation; methods; concept that policies andprocedures are supported by a culture that reinforces consistently what the organisation is aboutTools for creative and innovative solutions : theory and application of lateral thinking, visioning andproblem-solving techniques; theory and use of analytical tools – SWOT (strengths, weaknesses,

opportunities, threats), PESTLE (political, economic, social, technological, legal, environmental) analysis;cost-benefit analysis; decision-making processes and stylesRisks: risk analysis, risk management techniquesChange models: eg IDEAL model (initiating, diagnosing, establishing, acting and learning)

3 Be able to influence others to effect change in an organisationBenefits and limitations of innovation : benefits – first to market, premium prices, large market share,increased shareholder return, increased employee motivation and morale, improved systems andprocesses; limitations – risk, investment needed, continual change; expertise in organisation,technological know-how; strategy – strengths and weaknesses

4 Be able to plan to overcome barriers to implementation of creative and innovative managementideas in an organisation

Obstacles and barriers to innovation : political, bureaucratic and resource barriers, techniques foraddressing them; analysis of trends; conflict resolution; culture; attitudes; the politics of workingrelationships; theory and practice of reward management; techniques and their applications in managing





expectations; theory and application of the change/performance curve; strategy – identifying obstaclesand barriers in innovation strategiesCommunication strategy : identifying potential barriers and ensuring strategies for each; differentiatedstrategy for stakeholders; developing self-awareness of own organisational culture

D. MODULE SCHEDULE




LO1 Understand the importance of creative andinnovative management in organisations

1.1 evaluate current creative and innovativemanagement processes in an organisation1.2 explain how to lead others to positivelyembrace innovation and change

LO2 Be able to support creative and innovativemanagement processes for an organization

2.1 assess the influence of vision and mission ongeneration of creative and innovative managementprocesses in an organisation2.2 use analytical tools to identify potential creativeand innovative management ideas2.3 assess risks and benefits of creative andinnovative management ideas2.4 use change models to support theimplementation of creative and innovativemanagement ideas

LO3 Be able to influence others to effectchange in an organization

3.1 produce an appropriate rationale to persuade

stakeholders of an organisation of the benefits of acreative and innovative management idea3.2 communicate a creative and innovativemanagement idea to stakeholders of anorganisation3.3 establish key goals and priorities forimplementation of a creative and innovativemanagement idea using feedback fromstakeholders

LO4 Be able to plan to overcome barriersto implementation of creative and innovativemanagement ideas in an organisation

4.1 assess the barriers to the implementation of acreative and innovative management idea in anorganisation4.2 plan a strategy to overcome identified barriers

to the implementation of a creative and innovativemanagement idea in an organisation4.3 explain how a strategy plan for overcomingbarriers will ensure innovative change is achieved4.4 communicate a strategy plan for overcomingbarriers to relevant stakeholders in an organisation

F. ASSESSMENTS

CASE STUDY:

Creativity has always been at the heart of business, but until now it hasn‘t been at the top of themanagement agenda. By definition the ability to create something novel and appropriate, creativity is





essential to the entrepreneurship that gets new businesses started and that sustains the best companiesafter they have reached global scale. Rather than simply roll up their sleeves and execute top-downstrategy, employees must contribute imagination. The leader‘s job is to map out the stages of innovationand recognize the different processes, skill sets, and technology support that each requires. Traditionalmanagement prioritizes projects and assigns people to them. But increasingly, managers are not thesource of the idea since it has been diversified to more than locus.

Most companies have hierarchical structures, and differences in status among people impede theexchange of ideas. The innovation is more likely when people of different disciplines, backgrounds, andareas of expertise share their thinking. Sometimes the complexity of a problem demands diversity; theapplication of one field‘s methods or habits of mind to another field‘s problem produces the breakthrough.It all sounds very nice, someone pointed out, but gardens do have weeds; managers must not only waterand fertilize, but also kill off the stuff that holds no potential.

People closest to the idea are best equipped to make the call – but only if their personal commitment toits success. Motivating people to perform at their peak is especially vital in creative work. An employeeuninspired to wrap her mind around a problem is unlikely to come up with a novel solution. Intrinsic andextrinsic motivations are important for employee motivation and which produce higher organisationalproductivity. The fact that creative workers are intrinsically motivated does not mean that managers‘behaviour makes no difference. A good leader can do much to challenge and inspire creative work in

progress. Setting sufficient time and resources for exploration, inspiring managers to take risks, vision ofsomething truly challenging and calling which seem promising than the status quo. Some components ofthe creativity are autonomy, feedback, trust, openness, leadership, dynamism debates, conflicts, risktaking etc. Engagement of the stakeholder is crucial for to have relationships that create sustainable,high-performance organisations—not only economically and financially, but socially and environmentally.Stakeholders‘ interests explicitly taken into account in the company‘s strategic management system in itsmajor investment decisions, or in product development decisions, so the extent of innovation dependupon organisation‘s vision and involvement of stakeholders. Listening and telling are not necessarilyenough; collaboration, learning, innovation and fundamental corporate transformation form thestakeholder engagement strategy for the future. (Harvard Business Review, 2008)

(Harvard Business Review, October 2008)

Assignment Brief

Find the organisation of your choice or consider the organisation you have been working or had workedbefore and examine and analyse the following issues considering the scenario presented as above.

Critically evaluate the current creative and innovative management process in the organisationand explain how employees can be encouraged toward innovation and change.

Critically assess the influence of vision and mission of organisation on its creativity andinnovation. Analyse the tools to identify potential innovative and creative management ideas.Assess the risks and benefit of those ideas and how such ideas can be successfullyimplemented.

Explain and evaluate the importance and managing the involvement of stakeholder for creativityand innovative management ideas in the organisation.

Critically evaluate the potential barriers and strategy to overcome such barriers to theimplementation of creative and innovative management ideas. Also, explain how such strategiesare informed to the stakeholders and ensure successful change.

Learning Outcome

1. Understand the importance of creative and innovative management in organizations2. Be able to support creative and innovative management processes for an organization

3. Be able to influence others to effect change in an organization4. Be able to plan to overcome barriers to implementation of creative and innovative managementideas in an organisation





Assessment criteria

1.1 evaluate current creative and innovative management processes in an organisation1.2 explain how to lead others to positively embrace innovation and change

2.1 assess the influence of vision and mission on generation of creative and innovative management

processes in an organisation2.2 use analytical tools to identify potential creative and innovative management ideas2.3 assess risks and benefits of creative and innovative management ideas2.4 use change models to support the implementation of creative and innovative management ideas

3.1 produce an appropriate rationale to persuade stakeholders of an organisation of the benefits of acreative and innovative management idea3.2 communicate a creative and innovative management idea to stakeholders of an organisation3.3 establish key goals and priorities for implementation of a creative and innovative management ideausing feedback from stakeholders

4.1 assess the barriers to the implementation of a creative and innovative management idea in anorganisation

4.2 plan a strategy to overcome identified barriers to the implementation of a creative and innovativemanagement idea in an organisation4.3 explain how a strategy plan for overcoming barriers will ensure innovative change is achieved4.4 communicate a strategy plan for overcoming barriers to relevant stakeholders in an organisation



Instructions:

You must following the assessment criteria above to ensure that you meet all of the criteria inorder to pass the module.Your assignment should be in report format

You must include in your assignment a cover page with your details and your course detailsusing the template provided.

Submission deadline: Check and comply with the assessments schedule in your coursehandbook.Submission type: Check and comply with the assessments schedule in your course handbook.

References: Ensure that all references are quoted at the end of any question/documentsubmitted; you must apply the Harvard System of Referencing in your work. Referencingguidelines are available on the Students Resources PortalEnsure that font style should be Arial or Times New Roman and font size should be 12 in all

AssignmentsEnsure that (in paragraph) line spacing should be 1.5 and alignment should be Justify


G. REFERENCES

TextbooksAshkenas R, Ulrich D, Jick T and Kerr S – The Boundaryless Organization (Jossey-Bass, 2002) ISBN078795943X

Birkinshaw J and Hagström P — The Flexible Firm (Oxford University Press, 2001) ISBN 0199248559Cairncross F – The Death of Distance (Harvard Business School Press, 2001) ISBN 157851438XChristensen C – Innovation and the General Manager (McGraw-Hill, 2002) ISBN 0071183809





Christiansen J A – Competitive Innovation Management: Techniques to Improve Innovation Performance (Palgrave USA, 2003) ISBN 0312230257Clegg B – Creativity and Innovation for Managers (Butterworth-Heinemann, 1999) ISBN 0750642556Drucker P F – Innovation and Entrepreneurship (Butterworth-Heinemann, 2007) ISBN 0750685085Financial Times – Mastering Global Business (Financial Times/Prentice Hall, 1998) ISBN 0273637061David Ford D, Gadde L E, Håkansson H and Snehota I – Managing Business Relationships (John Wileyand Sons, 2003) ISBN 0470851252

Galbraith J R – Designing the Global Corporation (Jossey-Bass, 2000) ISBN 0787952753Gupta A K and Westney E – Smart Globalization: Designing Global Strategies,Creating Global Networks (Jossey-Bass, 2003) ISBN 0787965324Hammer M and Champy J – Reengineering the Corporation: A Manifesto for Business Revolution (Harper, 2004) ISBN 0060559535Hofstede G and Hofstede G J – Cultures and Organizations: Software for the Mind (McGraw-HillProfessional, 2004) ISBN 0071439595Jones T – Innovating at the Edge (Butterworth-Heinemann, 2002) ISBN 0750655194Konopaske R and Ivancevich J M – Global Management and Organizational Behavior (McGraw-HillEducation, 2003) ISBN 0071232516Mead R and Andrews T G – International Management: Culture and Beyond, 4

th Edition (Wiley-

Blackwell, 2009) ISBN 1405173998Mercado S, Welford R and Prescott K – European Business, 4th Edition (Financial Times/Prentice Hall,

2000) ISBN 0273646001Mole J – Mind Your Manners, 3rd Edition (Nicholas Brealey Publishing, 2003) ISBN 1857883144Neuhauser P, Bender R and Stromberg K – Culture.Com: Building Corporate Culture in the Connected Workplace (John Wiley and Sons, 2000) ISBN 0471645397Schneider S C and Barsoux J L – Managing Across Cultures (Financial Times/Prentice Hall, 2002) ISBN027364663XThussu D K – International Communication: Continuity and Change, 2nd Edition (Hodder Education,2006) ISBN 034088892XTidd J and Bessant J – Managing Innovation (John Wiley and Sons, 2009) ISBN 0470998105

JournalsAcademy of Management Journal (Academy of Management)British Journal of Management (John Wiley and Sons)

California Management Review (University of California, Berkeley)EuroMedia (Advanced Television Ltd)European Management Journal (Elsevier)Global Trade Review (Exporta Publishing and Events)Harvard Business Review (Harvard Business Publishing)Journal of Management Studies (John Wiley and Sons)Management Today (Haymarket Business Media)MIT Sloan Management Review (Massachusetts Institute of Technology)

Websiteswww.asa.org.uk Advertising Standards Authoritywww.bbc.co.uk British Broadcasting Corporationwww.benchmarkingnetwork.com The Benchmarking Network Incwww.bized.co.uk Learning materials and case studieswww.britishcouncil.org.uk British Councilwww.business.com Business search engine on business backgroundwww.cipd.co.uk Chartered Institute of Personnel and Developmentwww.direct.gov.uk Public service informationwww.findarticles.com BNET – for articles in more than 500 publicationswww.ft.com Financial Times archivewww.i-l-m.com Institute of Leadership and Managementwww.ico.gov.uk Information Commissioner‘s Office – data protection and freedom of information advicewww.iso9000.org International Quality Systems Directorywww.managers.org.uk Chartered Management Institutewww.mintel.co.uk Mintel International on consumer marketswww.newsint-archive.co.uk The Times and Sunday Times archivewww.ons.gov.uk Office for National Statistics




8. MANAGING CORPORATE RESPONSIBILITY IN THE WIDER

BUSINESS ENVIRONMENT

TERM 2



Managing Corporate Responsibility in the Wider Business Environment


A. MODULE SUMMARY

Module Code and Title: Managing Corporate Responsibility in the Wider BusinessEnvironment

Code: MCR Level: 7


Assessments: 2 assignments


Number ofLectures/workshops perweek:


Aim: This unit provides the learner with an understanding of theeffect of legislation and global integration on decisions,policies, processes and activities undertaken byorganisations.


Understand the wider implications and effects of globalintegration on organizations

Understand the importance of responsible corporategovernance in organizations

Understand the effects of environmental legislation,directives and guidance on organizations

Understand the socio-cultural, ethical and moral issues thataffect organisations in the current economic environment






The internationalisation of markets and business activities, increased use of information andcommunication technology and the impact and consequences of the activities of organisations on manyareas of life have meant that organizations need to be more aware of the contexts in which they operate.They have to assume greater responsibility for what they do.Globalisation has meant that organisations need to understand the implications of operating ininternational markets and have had to develop their policies accordingly. Membership of economic andpolitical unions requires accommodating the requirements of transnational laws and regulations withinorganisational policies and procedures.Corporate governance is concerned with the arrangements for the management of an organisation andthe regulation of the relationships between the organisation‘s different stakeholders.Good corporate governance enhances organisational activity and the perception of the organisation as agood corporate citizen. Poor corporate governance can result in negative perceptions and, moreseriously, can contribute to the failure of an organisation. Consequently, a major focus of corporategovernance centres on the accountability of individuals and organisations to their various stakeholders,including the wider community within which they operate. Organisations have to be concerned with thelegal, regulatory, ethical, moral, cultural and environmental dimensions of their activities and the effectthese activities have on others.Corporate social responsibility ensures organisations incorporate these requirements in their procedures.By examining corporate responsibility, learners will understand how consideration of the common interestin organisational decision making impacts on the triple bottom line – people, planet and profit – oforganisations.

C. UNIT CONTENT

1 Understand the wider implications and effects of global integration on organisationsGlobal integration : international business environment – PESTLE (political, economic, social, technical,legal, environmental) analysis; market size; economies of scale; multinational corporations; transnationalcorporations; international institutions – World Trade Organization (WTO), World Bank, International

Monetary Fund (IMF), Organisation for Economic Co-operation and Development (OECD), The Group ofTwenty (G-20); global financial stability; capital investment; emerging economies (tiger economies, BRICeconomies); corporate values; corporate social responsibility; fair trade; transfer pricing; outsourcing;developing world production; human rights; child labour; intellectual property (copyrights, trademarks,patents); corruption; pariah states; piracy; counterfeiting; hegemony; cultural imperialism; cultural factors

European Union (EU): role, responsibility, EU legislation; EU directives; EU membership; EU businessregulations and their incorporation into national law; EU policies eg agriculture (CAP), business,competition, growth, employment, education, economics and finance, employment, environment, scienceand technology, regional, welfare; Schengen Agreement; labour movement; monetary union; subsidiarity;enlargement (the most up-to-date legislation and regulations must be used)

2 Understand the importance of responsible corporate governance in organizations

Corporate governance : purposes (direction, oversight, accountability); board responsibilities;transparency; disclosure; objectivity; integrity; ethical behaviour; organisational culture; stakeholders‘interests; principal/agent; governance controls (internal, external); best governance practice

Regulatory requirements : Cadbury report; Rutteman guidance; Greenbury report; Hampel report;Turnbull report; Higgs report; Smith report; Companies Acts (2004, 2006); the 8th Company LawDirective of the European Union (2006), Sarbanes Oxley Act (2002, US) – impact on domestic business;UK Corporate Governance Code; stock exchange listing requirements; incorporation of legal andregulatory requirements into organisational policies, practice and procedures

3 Understand the effects of environmental legislation, directives and guidance on organizations

Environmental issues : ecological and anthropocentric world views; climate change eg Kyoto Protocol,Rio Earth Summit; carbon emissions; biodiversity; environmental degradation; conservation;overpopulation; genetic engineering; resource use; resource depletion; waste; pollution; externalities,





public goods, free goods; green accounting; balanced scorecards; corporate responsibilities; health andsafety at work; accident prevention; employment contract; employer‘s duty of care; occupational health Environmental legislation : EU legislation; UK legislation; environmental protection (air, environmentalpermitting, land, waste, water, chemicals); noise and nuisance; climate change; energy conservation (themost up-to-date legislation covering these issues must be used)

4 Understand the socio-cultural, ethical and moral issues that affect organisations in the currenteconomic environment

Social , cultural , ethical and moral issues : equal opportunities, diversity; disability; discrimination; racism;harassment; bullying; whistleblowing; privacy; confidentiality (up-to-date legislation covering these issuesmust be used); workforce profiling; dignity in the workplace; multi-culturalism, stereotyping; labelling;prejudice, glass ceilings; human rights; Citizen‘s Charter, moral imperatives; value rigidity;empowerment; management styles; work-life balance; childcare provision; professional development;employee participation; ethical standards in business activities (finance, human resources, marketing,dealing with stakeholders); affirmative action; codes of practice; organisational policies; staff training

D. MODULE SCHEDULE




LO1 Understand the wider implications and effectsof global integration on organisations

1.1 explain the effects of globalisation on nationaleconomies1.2 discuss the influence of internationalinstitutions on organisations

1.3 explain the role and responsibility of EuropeanUnion membership on the workplace

LO2 Understand the importance of responsiblecorporate governance in organisations

2.1 explain the importance of responsiblecorporate governance in organisations2.2 analyse the regulatory requirements that shapecorporate governance2.3 evaluate the impact of regulatory requirementson corporate stakeholders‘ interests in an organisation

LO3 Understand the effects of environmentallegislation, directives and guidance on

organisations

3.1 discuss the economics of adopting a policy ofenvironmental awareness in organisations3.2 explain the actions that need to be taken byorganisations to maintain the environment3.3 describe the measures that exist to improveworkplace health and safety practice

LO4 Understand the socio-cultural, ethical andmoral issues that affect organisations in the currenteconomic environment

4.1 analyse the responsibilities of organisations toimproving workforce welfare4.2 compare approaches to the management ofdiversity in organisations4.3 compare organizational approaches toensuring positive policies of workforce diversity





F. ASSESSMENT

ASSIGNMENT 1Assignment brief

You have just been appointed head of international relations at a major company. One of the keystrategic objectives of the company for the year 2012 is to globalise and expand services mainly toEuropean markets. Hence, prepare a report outlining the impact of globalisation on national economies,and discuss the influence of international institutions on business organisations in general. The reportshould also highlight the roles and responsibilities of EU membership on the workplace.

(Word limit suggested: 750 words)

Learning Outcome

1. Understand the wider implications and effects of global integration on organisations

Assessment criteria

1.1 explain the effects of globalisation on national economies1.2 discuss the influence of international institutions on organisations1.3 explain the role and responsibility of European Union membership on the workplace

ASSIGNMENT 2

Assignment brief

Prepare a literature review on what is corporate social responsibility and critically discuss its importancein corporate governance focussing on regulatory requirements in corporate governance.

Using theory and business case examples, examine, analyse and discuss the following aspects.

1. The ethical and environmental responsibilities of business organisations.2. Management of employee welfare, workplace health and safety3. Organisational approaches to positively managing diversity

(Word limit suggested: 1500 words)

Learning Outcome

2 Understand the importance of responsible corporate governance in organisations3. Understand the effects of environmental legislation, directives and guidance on organisations4. Understand the socio-cultural, ethical and moral issues that affect organisations in the currenteconomic environment

Assessment criteria

2.1 explain the importance of responsible corporate governance in organisations2.2 analyse the regulatory requirements that shape corporate governance2.3 evaluate the impact of regulatory requirements on corporate stakeholders‘ interests in an

organisation3.1 discuss the economics of adopting a policy of environmental awareness in organisations3.2 explain the actions that need to be taken by organisations to maintain the environment





3.3 describe the measures that exist to improve workplace health and safety practice4.1 analyse the responsibilities of organisations to improving workforce welfare4.2 compare approaches to the management of diversity in organisations4.3 compare organisational approaches to ensuring positive policies of workforce diversity


Instructions:

You must following the assessment criteria above to ensure that you meet all of the criteria inorder to pass the module.Your assignment should be in report formatYou must include in your assignment a cover page with your details and your course detailsusing the template provided.Submission deadline: Check and comply with the assessments schedule in your coursehandbook.

Submission type: Check and comply with the assessments schedule in your course handbook.




G. REFERENCES

Textbooks

1. Crane A and Matten D – Business Ethics: Managing Corporate Citizenship and Sustainability in the Age of Globalization, 3rd Edition (Oxford University Press, 2010) ISBN 0199564337

2. Mallin C A – Corporate Governance, 3rd Edition (Oxford University Press, 2009) ISBN0199566453

3. Solomon J – Corporate Governance and Accountability, 3rd Edition (John Wiley and Sons, 2010)ISBN 0470695099

Journals/newspapers

1. Management Today (Haymarket Business Media)2. Professional Manager (Chartered Management Institute)3. The Economist (The Economist Newspaper Ltd) has articles on corporate responsibility and

governance from time to time4. The Times (Times Newspapers Ltd) has a specialist section on human resource related topics

that it publishes once a week

Websites1. www.businesslink.gov.uk Business Link2. www.europa.eu The European Union3. www.frc.org.uk The Financial Reporting Council4. www.imf.org The International Monetary Fund5. www.netregs.gov.uk Environmental guidance for small- and medium-sized businesses in the UK6. www.oecd.org The Organisation for Economic Cooperation and Development




9. LEADING E-STRATEGY



Leading E-strategy


A. MODULE SUMMARY

Module Code and Title: Leading E-strategy

Code: LED Level: 7


Assessments:



week: 2 hours Contact Hours: 20 hours

Aim: This unit provides the learner with the understanding and skillsneeded to develop, implement and manage an e-strategy for anorganisation to ensure it retains its competitive advantage in aglobal market.


Understand the value of an strategy in organizationsDevelop an e-strategy for an organization

Plan the implementation of an e-strategy for anorganization

Manage an e-strategy in an organisation



Leading E-strategy



Business technology has changed the way in which organisations work and how business is carried out.Organisations can internally manage and manipulate information in ways that provide a fuller insight into

how they work. This information is communicated instantly to interested parties to enable them to carryout their work more efficiently and effectively. Relationships with external customers have beentransformed as they too have information they can use when engaging in transactions, whether it is tocheck a product specification, view an item, make a purchase or transfer funds. Technology benefits allinterested parties in business transactions and, as a result, organisations develop e-strategies to exploitthese benefits.E-strategies complement and align to the overarching organisational strategy. The broaderorganisational strategy may need to be reviewed to accommodate an estrategy. In some cases, an e-strategy is the major factor in shaping an organisation that thrives whilst competitors struggle to adaptand keep up. An strategy enables an organisation to add value to its activities by using the worldwideweb and wide area and local area networks to exploit the available business information and accessibilityto that information.By considering the role of an e-strategy, learners will understand how it allows an organisation to develop

efficient processes that improve its competitive advantagein a global market.

C. UNIT CONTENT

1 Understand the value of an e-strategy in organizationsE-strategy : harnessing technology to achieve organisational goals; Business Process Re-Engineering(BPR); competitive advantage; alignment of organisational strategy and e-strategy; impact oforganisational strategy on development of e-strategy; impact of e-strategy on organisational strategy; e-strategy and organisational performance; business focus of e-strategy; impact on organisationalstructure; impact on organisational culture; aligning organisation to e-strategy; balanced scorecard

Benefits : improved business processes; cost reduction; revenue generation; productivity increases;automated activity; improved information (strategic, tactical, operational); shared knowledge andinformation; information flow; response time; business activity harmonisation; integrated internalsystems; linked internal and external systems; linking to customers; continuous market presence; addingvalue

2 Be able to develop an e-strategy for an organisationBusiness factors : business growth; new markets; efficiency gains; productivity gains; market pressure;competitive advantage; business stability; business survival; cost control; identification of systems thatbenefit from application of technology (management information systems (MIS), communications,manufacturing, inventory management, purchasing, retailing, marketing, customer relationshipmanagement, supply chain, cash management)

E-commerce : e-commerce relationships (business to business, business to consumer, consumer tobusiness, consumer to consumer, business to employee); online presence; 100 per cent uptime; globalaccess; internet presence; internet trading; funds transfer

Technical infrastructure : networks (local area networks, wide area networks, intranets, extranets);servers; communications (teleconferencing, Voice over Internet Protocol (VoIP), email, voicemail, webconferencing); hardware; software (database, communications, accounting, trading, payment); cost;document management; physical security; computer security (firewalls, access, encryption)

3 Be able to plan the implementation of an e-strategy for an organisationResources : time; finance; human resources; physical resources; information resources; software tools egMicrosoft Project; senior management commitment

Planning : implementation plan; schedule work; set objectives; SMART targets (specific, measurable,achievable, realistic, time-based); milestones; staff commitment; allocate responsibilities; implementation



Leading E-strategy


management (control, coordination, monitoring, administration); critical path analysis; anticipatingproblems; building in slack; lead times; fast tracking; criteria for success; project operation; uncertainty;risk.

Existing systems : identify impact of e-strategy implementation on existing systems; specify changerequired; modify existing systems; system interfaces

4 Be able to manage an e-strategy in an organisationImplementation : staff involvement; install e-systems; integrate e-systems; test systems functioning; stafftraining; implement e-systems

Monitoring, review and evaluation : e-strategy components to be monitored (internal business processes,e-business operations, e-commerce operations); gathering information about e-strategy implementationand operation; developing performance indicators; evaluating e-strategy implementation and operationusing performance indicators; quantitative measures; qualitative measures; compare outturn with plans,compare quality of e-strategy against agreed quality standards; explain variations between outcomesand plans; contribution of e-strategy to organisational goals; costs; benefits; proposing changes

D. MODULE SCHEDULE The module schedule for the 10 weeks will be provided by your lecturer in class



LO1 Understand the value of an e-strategy inorganisations

1.1 explain the benefits of having an e-strategy inorganisations

1.2 evaluate the contribution of an e-strategy to theachievement of an organisation‘s objectives 1.3 discuss how to align an e-strategy with anoverarching organisational strategy

LO2 Be able to develop an e-strategy for anorganisation

2.1 analyse the business factors that underpin therequirement for an e-strategy in an organisation2.2 discuss the benefits of ecommerce to anorganisation2.3 develop a plan for an e-strategy that ensuresan organization retains its competitive advantagein a global market2.4 specify the technical infrastructure required inan e-strategy plan for an organisation

LO3 Be able to plan the implementation of an e-strategy for an organisation

3.1 assess the resource requirements forimplementing an e-strategy in an organisation3.2 develop an implementation schedule for anorganisation‘s e-strategy3.3 assess how existing business systems need tobe adapted to accommodate the requirementsof an e-strategy in an organisation

LO4 Be able to manage an e-strategy in anorganisation

4.1 implement an e-strategy in an organisation4.2 develop processes to monitor theimplementation of an e-strategy in an organisation4.3 assess how an e-strategy contributes toensuring an organisation‘s competitive advantagein a global market



Leading E-strategy


F. ASSESSMENTS

ASSIGNMENT

Briefing

The tasks are based on a narrative history of a fictitious fashion business – Berkberry.

Four tasks will be required of you.

Task 1: A report/presentation of a case for moving the strategy of the business process to a digitalmodel. (Short report and PowerPoint presentation). The students must submit a copy of the PowerPoint presentation with notes.

Task 2: A proposal for a new digital model. (Proposal)

Task 3: An implementation plan for the new strategy. (Plan/Schedule)

Task 4: A written discussion on the likely management of the new strategy concentrating on

performances and control. (Review)

It is November 2011, you have arrived at Berkberry‘s prestige offices in Park Lane. You have beenappointed Operations and IT Director.

Berkberry is a maker and retailer of high end coats and outerwear, with extensions into formal andleisure wear for both Men and Women. Fragrances, watches, wallets, bags and purses are also presentbut sales of these are exceptionally disappointing. The fashion styles are traditional and now considereddull. Female line sales dominate with the typical customer 50+ ABC1, living in London suburbs or HomeCounties.

You are introduced to various high status individuals; CEO, Marketing Director, Production Director,

Retail Director and the Chairman.

The situation is depressing:

―Old School‖ styles with falling salesDeclining profitsHopelessly out of date production process which would be unfeasibly expensive to renew. Factories arein run down industrially contaminated buildings.Large shops and concessions in stores around the worldCompetitors offering exciting new designs, emphasising accessories, shoes, belts, bags, fragrances butnot coats.

You have an idea which is the reason behind your appointment; you are going to transform the businesstogether with the new CEO a marketing specialist. The vision is a move to becoming a ―Design LedRetailer‖, manufacturing will be outsourced, the retail units will be managed internally, as will ―the look‖,newly hired design talent will design a new look, create a new range which will re-balance the productoffer in favour of bags, belts, shoes and other accessories. Menswear and ladies wear will be scaledback dramatically with 3 ranges of selected clothes; ultra high end cutting edge, premium collection, anda ―diffusion collection‖ for external retailers. The first two collections will be exclusively retailed byBerkberry. A new target group of young e-using internet age customers will be targeted.

You are not alone, other team members will handle the change processes. Your task will be restricted tobusiness processes.

The Management Consultancy hired by Berkberry has reviewed the strategic position, in summary thesituation is as follows:



Leading E-strategy


The advantages;

Long ―heritage‖; an accumulation of reputation for quality a central part of a desirably British wayof life especially as seen by USA, and European markets.

Strong expertise in retailing, the reputation as retailers is the single most powerful feature of thebusiness

Customer relationships are strong with other retailers.

A powerful ―brand‖ relationship with consumers including the young who feel sadly thatBerkberry has nothing for them.

The weaknesses are obvious;

High manufacturing costsPoor quality with high levels of rejects

A creatively impoverished design paradigmA declining aging current market

The conclusion is that the business has no capability in manufacturing, poor design, and no profitablepresence in growing areas such as accessories, bags, shoes, belts, and fragrances.

The chairman has expressed an interest in moving to modern technology.

A new strategy is to be developed.

Learning outcomes and Assessment criteria

TASK 11. Understand the value of an e-strategy in organisations 1.1 explain the benefits of having an e-strategy in organisations1.2 evaluate the contribution of an e-strategy to the achievement of an organisation‘s objectives 1.3 discuss how to align an e-strategy with an overarching organisational strategy

TASK 22. Be able to develop an e-strategy for an organisation2.1 analyse the business factors that underpin the requirement for an e-strategy in an organisation2.2 discuss the benefits of ecommerce to an organisation2.3 develop a plan for an e-strategy that ensures an organization retains its competitive advantagein a global market2.4 specify the technical infrastructure required in an e-strategy plan for an organization

TASK 33. Be able to plan the implementation of an e-strategy for an organisation3.1 assess the resource requirements for implementing an e-strategy in an organisation3.2 develop an implementation schedule for an organisation‘s e-strategy3.3 assess how existing business systems need to be adapted to accommodate the requirements

of an e-strategy in an organization

TASK 44. Be able to manage an e-strategy in an organisation4.1 implement an e-strategy in an organisation4.2 develop processes to monitor the implementation of an e-strategy in an organisation4.3 assess how an e-strategy contributes to ensuring an organisation‘s competitive advantage in a globalmarket




Leading E-strategy



Instructions:


Your assignment should be in report formatYou must include in your assignment a cover page with your details and your course detailsusing the template provided.

Submission deadline: Check and comply with the assessments schedule in your coursehandbook.

Submission type: Check and comply with the assessments schedule in your course handbook.


Ensure that font style should be Arial or Times New Roman and font size should be 12 in allAssignments

Ensure that (in paragraph) line spacing should be 1.5 and alignment should be Justify


G. REFERENCES

Books

1. Birch C – Successful E-business Strategy (East West Books, 2007) ISBN 81868528672. Chaffey D – Business and E-Commerce Management: Strategy, Implementation and Practice,

4th Edition (Financial Times/Prentice Hall, 2009) ISBN 02737196023. Jelassi T and Enders A – Strategies for E-business: Concepts and Cases, 2

nd Edition (Financial

Times/Prentice Hall, 2008) ISBN 02737102814. Phillips P – Business Strategy: Text and Cases (McGraw Hill Higher Education,5. 2002) ISBN 0077098374

Journals and newspapers

Most general management journals will contain some relevant articles and these are listed together withmore specialised journals.

1. The Economist (The Economist Newspaper Ltd) has articles on e-business related topics fromtime to time

2. Management Today (Haymarket Business Media)

Websites

1. www.businesslink.gov.uk Business Link – section on IT and commerce2. www.managementhelp.org Free management library with links to ecommerce and business

strategy articles

http://www.businesslink.gov.uk/

http://www.managementhelp.org/

http://www.managementhelp.org/

http://www.businesslink.gov.uk/

EDSMLCourseHandbookFeb2012-Term2(1)

Documents

Transcript of EDSMLCourseHandbookFeb2012-Term2(1)