ATHE Level 7 Extended Diploma in Strategic Management – Finance Pathway

The Level 7 Extended Diploma in Strategic Management – Finance Pathway is designed to offer learners a broader and more comprehensive experience of strategic management with a special focus on Finance-related topics.

  • UK Credits: 120 Credits

  • Lecture 1.1: Understanding Organisational Vision, Mission, and Strategic Intent
    00:48:17
  • Lecture 1.2: From Mission to Business Plan: Strategic Interfaces and Alignment
    00:51:06
  • Lecture 1.3: Core Organisational Values and Ethical Foundations of Strategy
    00:55:58
  • Lecture 1.4: Cultural Diversity and Workforce Expectations in Strategic Direction
    00:55:06
  • Lecture 1.5: Strategic Drivers: Growth, Profitability, and Market Share Objectives
    00:42:49
  • Lecture 1.6: Setting Strategic Objectives Using the SMARTER Framework
    00:48:48
  • Lecture 1.7: Stakeholder Analysis and Strategic Involvement in Decision-Making
    00:56:52
  • Lecture 1.8: External Environmental Analysis: Market Forces and Competitive Dynamics
    00:53:59
  • Lecture 1.9: Using Strategic Tools: SWOT and STEEPLED Analysis in Practice
    00:53:15
  • Lecture 1.10: Market Research, Customer Feedback, and Feasibility in Strategy Formation
    00:52:53
  • Journal Article: Community foundations, organizational strategy, and public policy
  • Journal Article: Environmental strategies in different stages of organisational evolution
  • Journal Article: Knowledge capabilities as the focus of organisational development
  • Journal Article: Organisational capacity building
  • Journal Article: Strategic design: where are we now
  • Journal Article: The development of a conceptual framework to guide sustainable organisational performance
  • Journal Article: The managerial foundations of knowledge assets
  • Journal Article: The science of organisational resilience
  • Journal Article: The theoretical foundations of strategic marketing
  • Section 1: Understand the foundations for developing organisational strategy

  • Lecture 2.1: The Purpose and Scope of Strategic Review in Organisations
    01:03:27
  • Lecture 2.2: Internal and External Review Tools for Strategic Assessment
    00:58:01
  • Lecture 2.3: Value Chain Analysis and Internal Capability Evaluation
    01:02:42
  • Lecture 2.4: Market Position and Market Share Analysis
    00:56:21
  • Lecture 2.5: Product and Market Life Cycle Analysis
    01:01:33
  • Lecture 2.6: The Boston Consulting Group Matrix and Portfolio Evaluation
    00:56:03
  • Lecture 2.7: Resource Analysis, Skills Audits, and Core Competencies
    00:54:55
  • Lecture 2.8: Competitive Analysis and Benchmarking for Sustainable Advantage
    00:56:43
  • Lecture 2.9: Pricing Strategies, Economies of Scale, and Market Equilibrium
    00:56:07
  • Lecture 2.10: Integrating Strategic Review Findings into Business Plan Adjustment
    00:57:17
  • Journal Article: Critical success factors in the alignment of IS plans with business plans
  • Journal Article: Formal strategic planning
  • Journal Article: Small firm success and the art of orienteering
  • Journal Article: Strategic business planning and success in small firms
  • Journal Article: Strategic information systems alignment
  • Journal Article: Strategic planning in growth oriented small firms
  • Journal Article: Strategic planning in small high-tech companies
  • Journal Article: Strategy: An understanding of strategy for business and public policy settings
  • Journal Article: The role of quality strategic planning on organisational success
  • Section 2: Review an organisation’s strategy and business plans

  • Lecture 3.1: Strategic Planning and Option Generation in Organisations
    00:47:31
  • Lecture 3.2: Growth Strategies Through the Ansoff Matrix
    00:45:47
  • Lecture 3.3: Corporate Expansion and Integration Strategies
    00:57:44
  • Lecture 3.4: Generic Strategies and Competitive Positioning
    00:59:54
  • Lecture 3.5: Diversification, Resource Control, and Distribution Strategy
    01:01:50
  • Lecture 3.6: Mintzberg’s Deliberate and Emergent Strategy
    01:01:25
  • Lecture 3.7: Strategic Alliances, Mergers, and Acquisitions
    00:57:48
  • Lecture 3.8: Market Segmentation, Niche Strategies, and Market Share Growth
    00:52:04
  • Lecture 3.9: Value Creation Through Portfolio Analysis and Organisational Reconfiguration
    01:01:40
  • Lecture 3.10: Evaluating Strategic Options: Feasibility, Risk, and Profitability Assessment
    01:07:43
  • Journal Article: The role of the board in firm strategy
  • Journal Article: Strategic options development and analysis
  • Journal Article: Scenario orientation and use to support strategy development
  • Journal Article: Practices of strategising-organising
  • Journal Article: A strategic management process
  • Journal Article: Dynamic capabilities in strategic choice processes within organisations
  • Journal Article: Twelve search strategies that could save your organisation
  • Journal Article: Reorienting the organisational strategy of SMEs during the COVID-19 crisis
  • Journal Article: Organising- a strategic option for trade union renewal
  • Section 3: Develop strategy options for an organisation

  • Lecture 1.1: Introduction to Financial Information in Organisations
    01:07:38
  • Lecture 1.2: Theoretical Foundations of Financial Decision-Making Models
    01:01:04
  • Lecture 1.3: Internal Sources of Financial Information
    00:51:52
  • Lecture 1.4: External Sources of Financial Information
    00:53:42
  • Lecture 1.5: Key Types of Financial Information
    01:00:05
  • Lecture 1.6: The Organisational Need for Financial Information
    00:58:49
  • Lecture 1.7: Business Risks and Risk Modelling
    01:13:20
  • Lecture 1.8: Purpose of Published Accounts
    00:57:58
  • Lecture 1.9: Components of Annual Reports
    00:34:31
  • Lecture 1.10: Management Accounts vs Published Accounts
    01:07:46
  • Journal Article: The role of performance measurement systems in strategy formulation processes
  • Journal Article: The influence of strategy formulation practices on the perceived financial performance of small and medium enterprises
  • Journal Article: Strategy formulation and financial performance perceptions and relationships
  • Journal Article: Strategy formulation process and innovation performance nexus
  • Journal Article: E-business strategy: how to benefit from a hype
  • Journal Article: Formulating business strategies from a stakeholder's perspective
  • Journal Article: The resource-based view and marketing
  • Journal Article: The changing role of marketing in the corporation
  • Journal Article: Forming successful business-to-business services in goods-dominant firms
  • Section 1: Understand the importance of financial data in formulating and delivering business strategy

  • Lecture 2.1: Structure and Limitations of Financial Statements
    00:57:09
  • Lecture 2.2: Efficiency, Capital Structure, and Investor Ratios
    01:07:32
  • Lecture 2.3: Capital vs Revenue Expenditure
    01:01:27
  • Lecture 2.4: Introduction to Investment Appraisal
    00:54:51
  • Lecture 2.5: Comparative Analysis Techniques
    00:59:49
  • Lecture 2.6: Introduction to Ratio Analysis
    00:52:46
  • Lecture 2.7: Profitability and Liquidity Ratios
    00:57:10
  • Lecture 2.8: Payback and Accounting Rate of Return
    00:51:49
  • Lecture 2.9: Net Present Value and Discounted Cash Flow
    01:03:16
  • Lecture 2.10: Internal Rate of Return and Cost-Benefit Analysis
    00:48:25
  • Journal Article: Ratio analysis for decision making, a study
  • Journal Article: Analyzing how rigorous financial analysis informs strategic decisions and contributes to corporate growth
  • Journal Article: Financial ratio analysis of firms
  • Journal Article: Inherent limitations in using financial ratio analysis to assess small and medium sized company performance
  • Journal Article: Role of ratio analysis in business decisions
  • Journal Article: Financial ratio analysis: a literature review working paper
  • Journal Article: Structuring strategic management with ratio analysis method
  • Journal Article: Financial ratios, discriminant analysis and the prediction of corporate bankruptcy
  • Journal Article: The efficiency of financial ratios analysis to evaluate company's profitability
  • Section 2: Use financial analysis as a tool for strategic decision-making

  • Lecture 3.1: Value for Money and Evaluating Long-Term Projects
    01:13:28
  • Lecture 3.2: Short-Term vs Long-Term Finance
    01:03:33
  • Lecture 3.3: Sources of Finance: Internal Options
    00:57:13
  • Lecture 3.4: Sources of Finance: External Options
    00:48:29
  • Lecture 3.5: Implications of Financing Choices
    00:57:35
  • Lecture 3.6: Cash Flow Forecasting and Planning
    01:07:22
  • Lecture 3.7: Cash Flow Statements and Working Capital Management
    01:24:30
  • Lecture 3.8: Budgetary Control and Variance Analysis
    01:19:34
  • Lecture 3.9: Financial Decision-Making Under Uncertainty
    01:25:25
  • Lecture 3.10: Ethical, Regulatory, and Governance Considerations in Finance
    01:16:56
  • Journal Article: Cash flow and its components in investment valuation
  • Journal Article: Understanding capital budgeting
  • Journal Article: Optimizing cash flow management and inventory control in engine power plant sales proposals
  • Journal Article: Methodologies for information systems investment evaluation
  • Journal Article: The relevance of using cash flows and economic profit-based methods in capital budgeting a focus on techniques
  • Journal Article: Risk analysis and evaluation of capital investment projects
  • Journal Article: Specific features of cash flow formation and analysis in the process of evaluation of investment projects' efficiency
  • Journal Article: The role of risk analysis in determining investment cash-flow
  • Journal Article: Capital budgeting and cost evaluation techniques
  • Section 3: Evaluate proposals for strategic capital expenditure in an organisation

  • Lecture 1.1: Part 1: Foundations of Research
    01:06:22
  • Lecture 1.1: Part 2: Foundations of Research
    01:00:16
  • Lecture 1.1: Part 3: Foundations of Research
    01:18:38
  • Lecture 1.1: Part 4: Foundations of Research
    00:36:51
  • Lecture 1.2: The Paradigms Underlying Scientific Knowledge
    01:48:55
  • Lecture 1.3: Knowledge and Scientific Method
    01:23:47
  • Lecture 1.4: Refining a Research Question
    02:04:14
  • Lecture 1.5: Triple Bottom Line Thinking in Research Methodology
    00:59:11
  • Lecture 1.6: Philosophical Justifications in Advanced Case Studies
    00:50:00
  • Lecture 1.7: Expertise in Critical Evaluations
    01:49:04
  • Lecture 1.8: Make Judgments in Interdisciplinary Research Contexts
    01:38:16
  • Lecture 1.9: Beyond Positivism and Interpretivism: Exploring Research Paradigms
    00:49:21
  • Lecture 1.10: Create Innovative Philosophical Syntheses
    02:01:49
  • Lecture 1.11: Critical Realism and Constructivism in Inquiry
    00:53:35
  • Journal Article: Strategic development and SWOT analysis
  • Journal Article: What is research and why would anyone want to do it
  • Section 1: Produce a research proposal relating to strategic business development

  • Lecture 2.1: Logical Fallacies and Synthesizing Multiple Viewpoints in Strategy Debates
    00:46:36
  • Lecture 2.2: Essential Tools for Effective Argument Structuring
    00:42:09
  • Lecture 2.3: Upstream Thinking and Systems Perspective
    00:47:40
  • Lecture 2.4: Theoretical Origins of Decision-Making
    00:51:16
  • Lecture 2.5: Decision Analytics
    00:53:27
  • Lecture 2.6: Collaborative Thinking and Leadership
    00:56:03
  • Lecture 2.7: Decision Pathologies
    00:47:28
  • Lecture 2.8: Principles of Clarity, Accessibility, and Ethical Representation
    00:49:49
  • Lecture 2.9: What an Insight Is
    00:42:21
  • Lecture 2.10: Part 1: Applying Practical Strategies When Working Towards Ethical Business Practices
    01:05:46
  • Lecture 2.10: Part 2: Applying Practical Strategies When Working Towards Ethical Business Practices
    01:14:14
  • Lecture 2.11: Part 1: Data Cleaning and Preprocessing
    00:42:32
  • Lecture 2.11: Part 2: Data Cleaning and Preprocessing
    00:39:47
  • Lecture 2.12: Part 1: Management Information Systems (MIS) for Collecting, Cleaning, and Data Interpretation
    00:56:09
  • Lecture 2.12: Part 2: Management Information Systems (MIS) for Collecting, Cleaning, and Data Interpretation
    00:48:28
  • Lecture 2.13: Techno-epistemology: AI, Big Data, and the Nature of Knowing
    01:44:12
  • Lecture 2.14: Digital Frameworks to Integrate Ontological and Epistemological Considerations into Research Design
    01:56:07
  • Lecture 2.15: Aligning Epistemology with Data Collection Techniques
    01:11:35
  • Journal Article: Demystifying grounded theory for business research
  • Journal Article: A perspective on strategy research
  • Section 2: Apply different research methodologies to gather sufficient and valid data

  • Lecture 3.1: Part 1: High-Context and Low-Context Communication in Research
    01:10:59
  • Lecture 3.1: Part 2: High-Context and Low-Context Communication in Research
    00:43:25
  • Lecture 3.2: Communicate the Criteria for Evaluating the Quality of Research
    01:18:04
  • Lecture 3.3: Part 1: Authorise and Exercise Authority in Multidisciplinary Decision Contexts
    00:53:36
  • Lecture 3.3: Part 2: Authorise and Exercise Authority in Multidisciplinary Decision Contexts
    00:48:32
  • Lecture 3.4: Represent and Advise on Intellectual Innovation
    01:24:05
  • Lecture 3.5: Collaborate Effectively in Decision-Making Processes
    00:56:45
  • Journal Article: Theory and method in international business research
  • Section 3: Present research findings in an appropriate format for a target audience

  • Lecture 4.1: Part 1: Demonstrating Compliance with Professional Standards
    01:25:53
  • Lecture 4.1: Part 2: Demonstrating Compliance with Professional Standards
    01:25:44
  • Lecture 4.2: Communicate Expertise in Critical Decision-Making to an Audience
    00:49:57
  • Lecture 4.3: How to Deal with Interdisciplinary Challenges
    01:20:08
  • Lecture 4.4: Aligning Philosophical Stances with the UN Sustainable Development Goals
    00:45:55
  • Lecture 4.5: Presenting Arguments to Interdisciplinary Audiences
    01:23:38
  • Lecture 4.6: Dialogue and Debate as Research Skill-Building
    00:41:38
  • Journal Article: The theory of business strategy
  • Journal Article: Theoretical foundations of emerging economy business research
  • Section 4: Valuate own skills while undertaking research

  • Lecture 1.1: The History of Strategic Leadership
    00:12:03
  • Lecture 1.2: The Values, Vision, and Mission of the Organisation
    00:15:37
  • Lecture 1.3: The Strategic Leaders' Organisational Abilities and Individual Traits
    00:27:10
  • Lecture 1.4: SWOT Analysis
    00:25:03
  • Lecture 1.5: Part 1: The Leadership Styles
    00:39:27
  • Lecture 1.5: Part 2: The Leadership Styles
    00:38:37
  • Lecture 1.5: Part 3: The Leadership Styles
    00:32:18
  • Lecture 1.6: Part 1: Theories of Strategic Leadership and Their Application in Business
    00:39:53
  • Lecture 1.6: Part 2: Theories of Strategic Leadership and Their Application in Business
    00:38:46
  • Lecture 1.6: Part 3: Theories of Strategic Leadership and Their Application in Business
    00:40:15
  • Lecture 1.6: Part 4: Theories of Strategic Leadership and Their Application in Business
    00:45:18
  • Lecture 1.7: Part 1: Behavioural Theories of Leadership
    00:35:51
  • Lecture 1.7: Part 2: Behavioural Theories of Leadership
    00:35:15
  • Lecture 1.7: Part 3: Behavioural Theories of Leadership
    00:48:56
  • Lecture 1.8: Part 1: Contingency Theories of Leadership
    00:40:40
  • Lecture 1.8: Part 2: Contingency Theories of Leadership
    00:41:59
  • Lecture 1.8: Part 3: Contingency Theories of Leadership
    00:32:48
  • Lecture 1.9: Part 1: Mastering Leadership: Harnessing Emotional Intelligence and Embracing Continuous Growth
    00:38:27
  • Lecture 1.9: Part 2: Mastering Leadership: Harnessing Emotional Intelligence and Embracing Continuous Growth
    00:39:50
  • Lecture 1.9: Part 3: Mastering Leadership: Harnessing Emotional Intelligence and Embracing Continuous Growth
    00:45:42
  • Lecture 1.10: Part 1: Foundations of Strategic Leadership and Its Challenges
    00:30:35
  • Lecture 1.10: Part 2: Foundations of Strategic Leadership and Its Challenges
    00:33:40
  • Lecture 1.11: Part 1: Navigating the Dark Side
    00:31:35
  • Lecture 1.11: Part 2: Navigating the Dark Side
    00:26:54
  • Lecture 1.11: Part 3: Navigating the Dark Side
    00:27:26
  • Journal Article: The effect of leadership and organisational behaviour on performance
  • Journal Article: Organisational behaviour during the pandemic
  • Journal Article: Organisational behaviour in human resource development
  • Journal Article: Organisational behaviour, leadership and change
  • Journal Article: Ethical leadership and unethical pro-organisational behaviour
  • Journal Article: New organisational behaviour of public research
  • Journal Article: Structure and organisational behaviour of public research institutions
  • Journal Article: Teachers' organisational behaviour in public and private funded schools
  • Section 1: Understand leadership behaviour theory and practice

  • Lecture 2.1: Part 1: Sustainable Leadership in Practice
    00:39:53
  • Lecture 2.1: Part 2: Sustainable Leadership in Practice
    00:35:40
  • Lecture 2.1: Part 3: Sustainable Leadership in Practice
    00:38:36
  • Lecture 2.2: Part 1: Legal Considerations in Leadership and Strategy
    00:41:38
  • Lecture 2.2: Part 2: Legal Considerations in Leadership and Strategy
    00:41:17
  • Lecture 2.3: Part 1: Taking Ethical Decisions in Complex Business Situations
    00:35:19
  • Lecture 2.3: Part 2: Taking Ethical Decisions in Complex Business Situations
    00:33:28
  • Lecture 2.4: Part 1: How to Create Leaders and Develop Them in a Digital Age Section 1
    00:28:43
  • Lecture 2.4: Part 2: How to Create Leaders and Develop Them in a Digital Age Section 1
    00:40:30
  • Lecture 2.5: Part 1: How to Create Leaders and Develop Them in a Digital Age Section 2
    00:37:15
  • Lecture 2.5: Part 2: How to Create Leaders and Develop Them in a Digital Age Section 2
    00:34:55
  • Lecture 2.5: Part 3: How to Create Leaders and Develop Them in a Digital Age Section 2
    00:38:39
  • Lecture 2.6: Part 1: Leveraging Data Analysis Tools: Microsoft Excel, Google Sheets, Power BI, SAS, and SurveyMonkey
    00:43:21
  • Lecture 2.6: Part 2: Leveraging Data Analysis Tools: Microsoft Excel, Google Sheets, Power BI, SAS, and SurveyMonkey
    00:30:09
  • Lecture 2.6: Part 3: Leveraging Data Analysis Tools: Microsoft Excel, Google Sheets, Power BI, SAS, and SurveyMonkey
    00:52:27
  • Lecture 2.7: Part 1: Cloud-Based Storage Systems Such as OneDrive or Dropbox to securely Store and Share Materials and Resources
    00:46:54
  • Lecture 2.7: Part 2: Cloud-Based Storage Systems Such as OneDrive or Dropbox to securely Store and Share Materials and Resources
    00:47:55
  • Lecture 2.7: Part 3: Cloud-Based Storage Systems Such as OneDrive or Dropbox to securely Store and Share Materials and Resources
    00:41:00
  • Lecture 2.8: Part 1: Project Management Software Such as Trello to for Example Plan and Organise Leadership Development Initiatives
    00:42:46
  • Lecture 2.8: Part 2: Project Management Software Such as Trello to for Example Plan and Organise Leadership Development Initiatives
    00:41:09
  • Lecture 2.8: Part 3: Project Management Software Such as Trello to for Example Plan and Organise Leadership Development Initiatives
    00:38:03
  • Journal Article: An analysis of organisational behaviour and its impact on organisational success
  • Journal Article: From organisational structure to organisational behaviour formalisation
  • Journal Article: The psychodynamic view on organizational behaviour
  • Journal Article: The psychology of social undermining in organisational behaviour
  • Journal Article: How organisational behaviour and attitudes can impact building energy use in the UK retail environment
  • Journal Article: How changing spatial configurations affect organisational behaviour
  • Journal Article: Factors affecting employees’ knowledge-sharing behaviour in the virtual organisation
  • Journal Article: Influencing organisational behaviour
  • Section 2: Understand how organisational structures and culture impact on the effectiveness of an organisation

  • Lecture 3.1: Strategic Communication Mastery: Essential Skills for Effective Leadership
    01:24:53
  • Lecture 3.2: Influencing and Persuasion Strategies in Decision-Making
    00:50:04
  • Lecture 3.3: Part 1: Lead, Motivate and Manage High Performance Teams
    00:24:52
  • Lecture 3.3: Part 2: Lead, Motivate and Manage High Performance Teams
    00:43:13
  • Lecture 3.3: Part 3: Lead, Motivate and Manage High Performance Teams
    00:29:39
  • Lecture 3.4: Part 1: Motivating and Influencing as a Strategic Leader
    00:27:12
  • Lecture 3.4: Part 2: Motivating and Influencing as a Strategic Leader
    00:35:20
  • Lecture 3.5: Part 1: Goal Setting, Performance Management and Metrics
    00:29:23
  • Lecture 3.5: Part 2: Goal Setting, Performance Management and Metrics
    00:37:59
  • Journal Article: Looking back and looking ahead - applying organisational behaviour
  • Journal Article: Predictors to employees with disabilities’ organisational behaviour and involvement in employment
  • Journal Article: Real time affect at work - a neglected phenomenon in organisational behaviour
  • Journal Article: The role of lecturer commitment in determining organisational behaviour
  • Journal Article: Getting evidence into clinical practice
  • Journal Article: Conceptualising financialisation - governance, organisational behaviour and social interaction in UK housing
  • Journal Article: Combating information security apathy by encouraging prosocial organisational behaviour
  • Section 3: Understand how organisations can improve employee motivation and effectiveness

  • Lecture 1.1: Part 1: The Leadership Styles: What is a Leader?
    00:39:26
  • Lecture 1.1: Part 2: The Leadership Styles: What is a Leader?
    00:38:37
  • Lecture 1.1: Part 3: The Leadership Styles: What is a Leader?
    00:32:18
  • Lecture 1.2: Developing and Implementing SOPs for Consistency
    00:34:01
  • Lecture 1.3: Part 1: Theories of Strategic Leadership and Their Application in Business
    00:39:53
  • Lecture 1.3: Part 2: Theories of Strategic Leadership and Their Application in Business
    00:38:46
  • Lecture 1.3: Part 3: Theories of Strategic Leadership and Their Application in Business
    00:40:14
  • Lecture 1.3: Part 4: Theories of Strategic Leadership and Their Application in Business
    00:45:18
  • Journal Article: Advances in leader and leadership development
  • Journal Article: Development of leadership skills - experience and timing
  • Journal Article: Development of program to enhance strategic leadership
  • Journal Article: Leadership as a tool of strategic management
  • Journal Article: Leadership, management and organisational development
  • Journal Article: Leadership, strategic planning and strategic management for higher education institutions
  • Journal Article: Leading leadership development in universities
  • Journal Article: Learning leadership development from african cultures
  • Section 1: Understand how knowledge and skills in leadership and strategic management support the creation and achievement of organisational vision and strategy

  • Lecture 2.1: Part 1: Strategic Leadership Challenges
    00:30:34
  • Lecture 2.1: Part 2: Strategic Leadership Challenges
    00:33:40
  • Lecture 2.2: Strategic Leadership in Organisational Change
    00:32:41
  • Lecture 2.3: Part 1: Taking Ethical Decisions in Complex Business Situations
    00:35:20
  • Lecture 2.3: Part 2: Taking Ethical Decisions in Complex Business Situations
    00:33:28
  • Lecture 2.4: Strategic Communication Mastery: Essential Skills for Effective Leadership
    01:24:55
  • Lecture 2.5: Part 1: Motivating and Influencing as a Strategic Leader
    00:27:12
  • Lecture 2.5: Part 2: Motivating and Influencing as a Strategic Leader
    00:35:20
  • Lecture 2.6: Influencing and Persuasion Strategies in Decision-Making
    00:50:04
  • Lecture 2.7: Part 1: Legal Considerations in Leadership and Strategy
    00:41:38
  • Lecture 2.7: Part 2: Legal Considerations in Leadership and Strategy
    00:41:16
  • Journal Article: Introduction to strategic management and leadership for health professionals
  • Journal Article: Leadership and strategic management
  • Journal Article: Strategic leadership competencies
  • Journal Article: Strategic leadership concepts skills style and process
  • Journal Article: Strategic leadership for the 21st century
  • Journal Article: Strategic leadership in academic development
  • Journal Article: The future of leadership
  • Journal Article: The importance of personal and professional leadership
  • Section 2: Understand how to develop and communicate organisational vision

  • Lecture 3.1: Part 1: Goal Setting Performance Management and Metric
    00:29:23
  • Lecture 3.1: Part 2: Goal Setting Performance Management and Metric
    00:37:59
  • Lecture 3.2: Project Management Software
    00:39:08
  • Lecture 3.3: Collaboration Tools
    00:44:24
  • Lecture 3.4: Customer Relationship Management Software Module
    00:36:07
  • Lecture 3.5: Part 1: Navigating the Dark Side
    00:31:34
  • Lecture 3.5: Part 2: Navigating the Dark Side
    00:26:54
  • Lecture 3.5: Part 3: Navigating the Dark Side
    00:27:26
  • Lecture 3.6: Part 1: Management of Symbolism, Ambiguity & Strategic Change for Leadership
    00:47:57
  • Lecture 3.6: Part 2: Management of Symbolism, Ambiguity & Strategic Change for Leadership
    00:43:43
  • Lecture 3.6: Part 3: Management of Symbolism, Ambiguity & Strategic Change for Leadership
    00:34:07
  • Lecture 3.6: Part 4: Management of Symbolism, Ambiguity & Strategic Change for Leadership
    00:33:17
  • Journal Article: Self-awareness and leadership
  • Journal Article: The practice of collective and strategic leadership in the public sector
  • Journal Article: The relevance of ecocentrism, personal development and transformational leadership
  • Journal Article: The role of leadership in strategic management
  • Journal Article: Transcendent leadership - strategic leadership in dynamic environments
  • Journal Article: Understanding leader development - learning from leaders
  • Journal Article: Visionary leadership and strategic management
  • Section 3: Manage development of own knowledge and skills in leadership and strategic management to support achievement of personal and organisational vision and strategy

  • Lecture 4.1: Part 1: The Power of Followership and Unconscious Actions to Avoid for Leaders in Power
    00:36:43
  • Lecture 4.1: Part 2: The Power of Followership and Unconscious Actions to Avoid for Leaders in Power
    00:35:25
  • Lecture 4.1: Part 3: The Power of Followership and Unconscious Actions to Avoid for Leaders in Power
    00:41:23
  • Lecture 4.1: Part 4: The Power of Followership and Unconscious Actions to Avoid for Leaders in Power
    00:37:21
  • Lecture 4.2: Virtual Meeting and Conferencing
    00:36:32
  • Lecture 4.3: Part 1: Harnessing Emotional Intelligence and Embracing Continuous Growth
    00:38:26
  • Lecture 4.3: Part 2: Harnessing Emotional Intelligence and Embracing Continuous Growth
    00:39:49
  • Lecture 4.3: Part 3: Harnessing Emotional Intelligence and Embracing Continuous Growth
    00:45:42
  • Journal Article: Impact of personal growth projects on leadership identity development
  • Journal Article: Leader self-development
  • Journal Article: Personal values and leadership effectiveness
  • Journal Article: Personality and leadership developmental levels
  • Journal Article: Personality-focused coaching for leadership development
  • Journal Article: The intuitive manager
  • Journal Article: Up close and personal
  • Section 4: Reflect on the benefits of personal development in the achievement of personal growth and organisational vision and strategy

  • Lecture 1.1: Part 1: Theories of Global Business Strategy
    00:46:25
  • Lecture 1.1: Part 2: Theories of Global Business Strategy
    00:47:45
  • Lecture 1.2: Strategic Alliances, Joint Ventures, and Global Partnerships
    01:19:57
  • Lecture 1.3: Part 1: Cross-Cultural Dynamics in Global Strategic Management
    00:59:53
  • Lecture 1.3: Part 2: Cross-Cultural Dynamics in Global Strategic Management
    00:50:14
  • Lecture 1.4: Introduction to Strategy and Strategic Thinking - Business Level
    00:44:14
  • Lecture 1.5: The Strategy Formulation Process on a Global Perspective
    00:43:35
  • Lecture 1.6: Part 1: Types of Organisational Strategies: Competitive and Growth Strategies
    00:43:05
  • Lecture 1.6: Part 2: Types of Organisational Strategies: Further Functional Strategies
    00:40:40
  • Lecture 1.7: Virtual and Augmented Reality Tools
    00:59:47
  • Lecture 1.8: Benefits of Productivity Management for the Organization
    01:00:01
  • Lecture 1.9: Part 1: Introduction to Employee Productivity: Theories and Models
    01:05:02
  • Lecture 1.9: Part 2: Introduction to Employee Productivity: Strategies, and Success Factors
    00:43:51
  • Lecture 1.10: Part 1: Employee Well-Being and Productivity
    00:14:38
  • Lecture 1.10: Part 2: Employee Well-Being and Productivity
    00:31:22
  • Journal Article: A new model of strategic thinking competency
  • Journal Article: Business intelligence and analytics. Research directions
  • Journal Article: Corporate social responsibility and corporate sustainability
  • Journal Article: Global strategy and global business environment
  • Journal Article: Innovating through strategic alliances
  • Journal Article: Managerial decision-making in international business
  • Journal Article: New product portfolio management
  • Journal Article: Systemic regulation of global trade and finance
  • Journal Article: The effectiveness of strategic performance measurement systems
  • Journal Article: The impact of cross-cultural dynamics on change management
  • Section 1: Understand the international environment for business

  • Lecture 2.1: Economic Decolonisation and the Rise of Strategic Sovereignty
    00:29:54
  • Lecture 2.2: The Architecture and Authority of International Institutions
    00:23:52
  • Lecture 2.3: How Strategies Adapt to Global Market and Worldwide Industry Changes
    00:27:45
  • Lecture 2.4: Mergers and Acquisitions as a Tool for International Expansion
    00:48:08
  • Lecture 2.5: Sustainability and Corporate Social Responsibility on a Global Perspective
    00:26:16
  • Lecture 2.6: Part 1: The Design and Management of Global Supply Chains
    00:56:09
  • Lecture 2.6: Part 2: The Design and Management of Global Supply Chains
    00:50:43
  • Lecture 2.7: The Impact of Globalisation and Technology on Global Strategy-Making
    01:07:45
  • Lecture 2.8: Evolution Processes of Organisational Strategies
    00:33:57
  • Lecture 2.9: Risk Assessment and Decision Making in Global Business
    00:52:24
  • Journal Article: Developing employee productivity and performance through work engagement and organizational factors
  • Journal Article: Management and productivity
  • Journal Article: The economic decolonisation of indonesia
  • Journal Article: The global trade slowdown
  • Journal Article: The role of human resource management in employee motivation and performance-an overview
  • Journal Article: Theories used in employment relations and human resource management
  • Journal Article: Thirty years of mergers and acquisitions research
  • Journal Article: Workplace resources to improve both employee well-being and performance
  • Section 2: Understand the impact of globalisation and international trade on business

  • Lecture 3.1: Strategic Engagement of Global Institutions
    00:44:37
  • Lecture 3.2: Market Entry Strategies in Emerging and Frontier Markets
    00:30:19
  • Lecture 3.3: Part 1: Effective Marketing Strategies for a Global Audience
    00:59:39
  • Lecture 3.3: Part 2: Effective Marketing Strategies for a Global Audience
    00:52:34
  • Lecture 3.4: Challenges in Strategy Implementation and Execution
    00:44:31
  • Lecture 3.5: Measuring and Evaluating Strategic Performance
    00:26:33
  • Journal Article: A systematic review on the use of augmented reality in management
  • Journal Article: An institution-based view of international business strategy
  • Journal Article: Culture and decision making
  • Journal Article: Do companies walk the talk
  • Journal Article: Environmental strategies in different stages of organisational evolution
  • Journal Article: Ethical, environmental, social and governance-oriented investments
  • Journal Article: Frontier markets
  • Journal Article: Implications of globalization for international business strategy
  • Journal Article: Integrating the strategy
  • Journal Article: Leveraging big data analytics in healthcare enhancement
  • Journal Article: Localization and global marketing
  • Journal Article: Negotiating international business transactions
  • Journal Article: Relationship between competitive strategy and construction organisation performance
  • Journal Article: Strategic importance of functional level strategies
  • Journal Article: What new architecture – international financial institutions and global economic order
  • Section 3: Understand the international markets in which businesses operate

  • Lecture 1.1: Understanding Vision, Strategy, and Organisational Purpose
    00:49:00
  • Lecture 1.2: Environmental Analysis: External Forces and Industry Dynamics
    00:41:20
  • Lecture 1.3: Internal Analysis and Strategically Valuable Resources
    00:50:51
  • Lecture 1.4: Formulating Vision, Mission, Values, and Strategic Goals
    00:51:05
  • Lecture 1.5: Formulating Strategy: Competitive Approaches and Strategic Positioning
    00:46:01
  • Lecture 1.6: The Strategic Planning Process and Aligning the Organisation
    00:44:17
  • Lecture 1.7: Strategy Implementation
    00:54:04
  • Lecture 1.8: Innovation and Disruptive Strategies
    00:47:09
  • Lecture 1.9: Evaluating and Adapting Strategy Over Time
    00:45:18
  • Lecture 1.10: How Organizational Culture Shapes Performance
    00:36:05
  • Lecture 1.11: Introduction to Change Management
    00:29:49
  • Lecture 1.12: Strategic Change Management in a VUCA Context
    00:23:26
  • Journal Article: Talk the walk: how corporate vision works for performance
  • Journal Article: Environmental analysis of textile products
  • Journal Article: The strategic analysis of intangible resources
  • Journal Article: Strategic alignment. a practitioner's perspective
  • Journal Article: Strategic planning - getting started
  • Journal Article: How to develop a shared vision
  • Journal Article: Strategic vision or strategic con?
  • Journal Article: Competitive intelligence and strategy formulation
  • Journal Article: The influence of organizational culture,
  • Section 1: Understand how to develop an organisational vision and strategic direction

  • Lecture 2.1: Strategic Leadership and Communication
    00:59:50
  • Lecture 2.2: Part 1: How to Design and Implement Effective Communication Strategies for One's Organisation
    01:03:15
  • Lecture 2.2: Part 2: How to Design and Implement Effective Communication Strategies for One's Organisation
    00:47:22
  • Lecture 2.3: Critical Evaluation of Strategic Alignment Challenges and Opportunities
    00:36:31
  • Lecture 2.4: Effective Communication of Vision and Strategy Across all Levels of an Organisation
    00:38:13
  • Lecture 2.5: Part 1: Tools and Methodologies for Assessing and Diagnosing Organizational Culture and Climate
    01:04:33
  • Lecture 2.5: Part 2: Tools and Methodologies for Assessing and Diagnosing Organizational Culture and Climate
    01:08:06
  • Lecture 2.6: Part 1: The Use of Feedback Loops
    00:34:28
  • Lecture 2.6: Part 2: The Use of Feedback Loops
    00:31:41
  • Lecture 2.7: Communication and Stakeholder Engagement During Change
    00:26:41
  • Journal Article: The role of quality strategic planning on organisational success
  • Journal Article: Integration through cross-functional teams in a service company
  • Journal Article: Strategy implementation-a review and an introductory framework
  • Journal Article: Does strategic planning enhance or impede innovation and firm performance
  • Journal Article: Innovation, communication, and leadership
  • Journal Article: Organisational change management. A critical review
  • Journal Article: Managing VUCA. The human dynamics of agility
  • Journal Article: Challenging 'resistance to change'
  • Journal Article: Change management or change leadership?
  • Section 2: Understand how to communicate the vision and strategic direction to stakeholders

  • Lecture 3.1: How to Lead Cross-Functional Teams to Build Alignment and Drive Collective Decision-Making
    00:50:45
  • Lecture 3.2: Facilitate Strategic Planning and Change Management Processes
    00:39:46
  • Lecture 3.3: Addressing the Gap Between the Vision and the Objectives
    00:25:12
  • Lecture 3.4: Managing Resistance to Change in Uncertain Times
    00:25:24
  • Lecture 3.5: Part 1: Managing Uncertainty in Decision Making
    01:01:37
  • Lecture 3.5: Part 2: Managing Uncertainty in Decision Making
    01:20:16
  • Lecture 3.6: Part 1: The Impact of Remote and Flexible Working
    01:05:51
  • Lecture 3.6: Part 2: The Impact of Remote and Flexible Working
    00:43:58
  • Lecture 3.7: Sustaining Change and Building a Change-Ready Culture
    00:25:14
  • Lecture 3.8: Innovation Management Software Such as BrightIdea to Capture, Evaluate and Implement Innovative Ideas from Employees and Stakeholders
    01:28:12
  • Lecture 3.9: Part 1: Different Innovation Models
    00:52:46
  • Lecture 3.9: Part 2: Different Innovation Models
    00:43:19
  • Lecture 3.10: Part 1: The SCAMPER Technique in Organisational Change Management
    00:45:32
  • Lecture 3.10: Part 2: The SCAMPER Technique in Organisational Change Management
    00:52:09
  • Lecture 3.11: The 6 Thinking Hats in Organisational Change Management
    01:14:18
  • Journal Article: How intelligence organisations innovate
  • Journal Article: Evaluating sustainable adaptation strategies for vulnerable mega-deltas
  • Journal Article: Vision and objectives. A must for SMEs in the new economy
  • Journal Article: Rethinking open innovation beyond the innovation funnel
  • Journal Article: The effectiveness of SCAMPER technique on creative thinking skills
  • Journal Article: Integrating theory a and six thinking hats technique for improved organizational performance
  • Journal Article: Managing uncertainty in decision making
  • Journal Article: Managing people and learning in organisational change projects
  • Journal Article: Creating a change-ready organization
  • Section 3: Understand how to implement organisational vision and strategic direction

  • Lecture 1.1: Introduction to the Financial System
    00:12:06
  • Lecture 1.2: Definition of Finance
    00:44:52
  • Lecture 1.3: Principles of Finance
    00:33:17
  • Lecture 1.4: Different Forms of Business Entities
    00:55:26
  • Lecture 1.5: Financial Analysis: Introduction
    00:46:40
  • Lecture 1.6: The Analysis of the Balance Sheet
    01:06:21
  • Lecture 1.7: Part 1: Accounting and Automation Software
    01:18:23
  • Lecture 1.7: Part 2: Accounting and Automation Software
    00:50:46
  • Journal Article: A balance sheet approach to financial crisis
  • Journal Article: Financial system and modern monetary mechanism
  • Journal Article: Introduction to dynamic financial analysis
  • Journal Article: The new business entities in evolutionary perspective
  • Journal Article: The role of the financial system in development
  • Journal Article: What constitutes a financial system in general and the german financial system in particular
  • Journal Article: International accounting standard setting
  • Journal Article: The political economy of international accounting standards
  • Journal Article: Issues affecting the development of an international accounting standard
  • Journal Article: Advancing the harmonisation of international accounting standards
  • Section 1: Understand the objectives of international accounting standard

  • Lecture 2.1: The Analysis of the Economic Result
    00:42:28
  • Lecture 2.2: Liquidity and Exercise
    00:29:59
  • Lecture 2.3: Working Capital Management
    00:46:57
  • Lecture 2.4: Time Value of Money
    00:42:14
  • Lecture 2.5: Net Present Value
    00:17:15
  • Lecture 2.6: Part 1: Impact Investing and Sustainable Finance
    01:03:45
  • Lecture 2.6: Part 2: Impact Investing and Sustainable Finance
    01:13:36
  • Lecture 2.6: Part 3: Impact Investing and Sustainable Finance
    00:26:42
  • Lecture 2.7: The Calculation Process of Capital Need
    00:26:34
  • Journal Article: A refresher on net present value
  • Journal Article: Deferred revenues and the matching of revenues and expenses
  • Journal Article: Identifying decision useful information with the matrix format income statement
  • Journal Article: The empirical analysis of liquidity
  • Journal Article: The impact of passive investing on corporate valuations
  • Journal Article: The time value of money concept in islamic finance
  • Section 2: Understand the potential impacts of the international financial environment on decision making

  • Lecture 3.1: Capital Markets' Structures
    00:31:22
  • Lecture 3.2: The Capital
    01:15:32
  • Lecture 3.3: Budgeting
    00:31:17
  • Lecture 3.4: Valuations
    00:21:49
  • Lecture 3.5: Valuing Stocks
    00:41:03
  • Lecture 3.6: Income Based Approach Used for Company Valuations
    00:14:44
  • Lecture 3.7: Valuing Bonds
    00:38:11
  • Lecture 3.8: Fixed Income Securities and Bonds
    01:21:52
  • Journal Article: An analysis of working capital management results
  • Journal Article: Are stocks overvalued
  • Journal Article: On the valuation skills of corporate bond mutual funds
  • Journal Article: Stock valuation and learning about profitability
  • Journal Article: The financial reporting environment
  • Journal Article: The origins of money and the development of the modern financial system
  • Journal Article: The social business - the viability of a new business entity type
  • Journal Article: Valuing bonds
  • Journal Article: The influence of working capital management components on corporate profitability
  • Section 3: Understand capital requirements and working capital management in an international context

  • Lecture 4.1: Investment Rules
    00:42:53
  • Lecture 4.2: Modern Financial Systems
    01:34:59
  • Lecture 4.3: Virtual Currencies and Blockchain Technologies
    00:48:04
  • Lecture 4.4: Part 1: Cross-Border Payment Systems
    01:03:46
  • Lecture 4.4: Part 2: Cross-Border Payment Systems
    00:49:43
  • Lecture 4.5: Part 1: Impact Investing and Sustainable Finance
    01:03:45
  • Lecture 4.5: Part 2: Impact Investing and Sustainable Finance
    01:13:36
  • Lecture 4.5: Part 3: Impact Investing and Sustainable Finance
    00:26:42
  • Lecture 4.6: Part 1: Financial Tracking and Reporting
    00:57:29
  • Lecture 4.6: Part 2: Financial Tracking and Reporting
    00:20:25
  • Journal Article: Business operations risks and financial power
  • Journal Article: Factors affecting the valuation of corporate bonds
  • Journal Article: Impact measurement and management in sustainable finance
  • Journal Article: Implementing blockchain for secure and efficient cross-border payment systems
  • Journal Article: Trends in crypto-currencies and blockchain technologies
  • Section 4: Understand key issues and approaches to international financial management

  • Lecture 1.1: Quantitative Research Paradigms in Business Leadership
    01:21:48
  • Lecture 1.2: Hypothesis Development and Testing in Business Contexts
    01:25:02
  • Lecture 1.3: Designing Longitudinal Studies for Leadership Impact Assessment
    01:13:35
  • Lecture 1.4: Research Validity and Reliability in Quantitative Designs
    01:02:16
  • Lecture 1.5: Sampling Techniques and Generalisability in Leadership Studies
    01:25:27
  • Lecture 1.6: Experimental Design for Business Leadership Insights
    01:14:45
  • Lecture 1.7: Designing Ethical Quantitative Research Proposals
    01:19:47
  • Lecture 1.8: Cross-Cultural Quantitative Research in Global Leadership Contexts
    00:50:11
  • Journal Article: A methodology for formulating a business strategy
  • Journal Article: Delivering strategic business value
  • Journal Article: The influence of strategy formulation
  • Journal Article: Incorporating business strategy formulation with identity management strategy formulation
  • Section 1: Understand the importance of financial data in formulating and delivering business strategy

  • Lecture 2.1: The Role of Quantitative Research in Corporate Social Responsibility
    01:40:41
  • Lecture 2.2: Leadership Metrics: Quantifying Influence, Motivation, and Impact
    00:48:38
  • Lecture 2.3: Bayesian Thinking in Business Leadership Research
    01:00:14
  • Lecture 2.4: Ethics in Quantitative Data Collection and Reporting
    01:17:15
  • Lecture 2.5: Quantitative Approaches to Employee Engagement and Culture
    01:28:55
  • Journal Article: Transforming decision-making processes
  • Journal Article: A big data analytics-based methodology for strategic decision making
  • Journal Article: Big data, big decisions: the impact of big data on board level decision-making
  • Journal Article: Evaluation of data-driven decision-making implementation in the mining industry
  • Section 2: Analyse and evaluate raw business data to inform decision-making

  • Lecture 3.1: Developing Research Instruments: Scales, Indexes, and Validated Tools
    00:42:33
  • Lecture 3.2: Time Series and Panel Data Analysis in Executive Decision-Making
    00:42:33
  • Lecture 3.3: Quantitative Risk Assessment in Leadership and Strategy
    01:10:51
  • Lecture 3.4: Advanced Regression Techniques for Business Strategy Analysis
    00:47:12
  • Lecture 3.5: Multivariate Analysis in Business Leadership Decision-Making
    00:54:35
  • Lecture 3.6: Structural Equation Modelling in Leadership Research
    00:41:41
  • Lecture 3.7: Predictive Modelling in Strategic Business Leadership
    00:58:19
  • Journal Article: Applications of quantitative techniques in decision making of business organisation
  • Journal Article: Quantitative techniques as tools for aiding effective management decision
  • Journal Article: Evaluation of decision-making criteria
  • Journal Article: Future of business culture
  • Section 3: Apply a range of quantitative methods to support effective business decision-making

  • Lecture 4.1: Part 1: Elements of Thought and Intellectual Standards
    01:02:11
  • Lecture 4.1: Part 2: Elements of Thought and Intellectual Standards
    00:46:10
  • Lecture 4.2: The Rethink Model
    00:51:26
  • Lecture 4.3: Guided Critical Analysis
    00:50:39
  • Lecture 4.4: Toulmin’s Model of Argumentation
    00:43:34
  • Lecture 4.5: Logical Fallacies and Synthesizing Multiple Viewpoints in Strategy Debates
    00:46:40
  • Lecture 4.6: Tools for Argument Structuring
    00:44:35
  • Lecture 4.7: Upstream Thinking and Systems Perspective
    00:47:43
  • Lecture 4.8: Decision Analytics
    00:53:30
  • Lecture 4.9: Digital Analytics Tools
    00:54:54
  • Lecture 4.10: Part 1: High-Context and Low-Context Communication in Research
    01:10:59
  • Lecture 4.10: Part 2: High-Context and Low-Context Communication in Research
    00:43:25
  • Lecture 4.11: Collaborate Effectively in Decision-Making Processes
    00:56:45
  • Journal Article: Practical managerial decision-making tools
  • Journal Article: Behavioural implications of big data’s impact on audit judgment and decision making and future research directions
  • Journal Article: A knowledge-based theory of the firm to guide in strategy formulation
  • Journal Article: Policy analysis and decision making in a network
  • Section 4: Report on data and communicate findings to inform decision-making

Introduction:

The Level 7 Extended Diploma in Strategic Management – Finance Pathway is designed to offer learners a broader and more comprehensive experience of strategic management with a special focus on Finance-related topics. Learners are required to take the five core units and three of the four units from the Finance Pathway. For those learners interested in fully realising their own academic interest and potential for the subject, this qualification offers the opportunity to engage with a wide range of Level 7 strategic management and finance-related topics.

Credits: 120 UK Credits – Equivalent to 60 ECTS

Grading: Fail, Pass, Merit, or Distinction.

Delivery Mode: Via distance learning.

Ofqual Qualification Number: 610/2088/6

Qualification Specification: To view the specification, please click here.

Entry Requirements

Typical Age: This qualification is designed for learners who are typically aged 19 and above.

Qualifications: For learners who have recently been in education or training the entry profile is likely to include one of the following:

  • A first degree in Business, Management or related subjects or a level 6 qualification for example an ATHE Diploma in Management
  • Other equivalent international qualifications.

Language: For those whom English is not their first language we recommend the following standards of proficiency in English language skills or an approved equivalent for this qualification:

  • IELTs 5.5
  • Common European Framework of Reference (CEFR) B2
  • Cambridge English Advanced (CAE) 162 or above
  • Pearson Test of English (PTE) Academic 42-49
  • If students are not able to provide one of these certificates, they will be asked to do an internal English test to assess their level.

Qualification Content

Qualification Content:
Learners taking the Finance Pathway take the five core units and three of the four units from the Finance Pathway Units.

UNIT NAME

UNIT AIMS

UK CREDITS

TYPE OF UNIT

Strategic Planning

The aim of this unit is to develop the knowledge, understanding and skills necessary to develop an organisational strategic plan.

15

Core

Finance for Strategic Managers

The learners will develop knowledge, understanding and skills that will enable them to analyse internal and publicly available financial information. This will help to inform strategic decision making.

15

Core

Research for Strategic Development

The aim of this unit is to develop the knowledge, understanding and skills required to carry out research to meet the needs of strategic business management.

15

Core

Organisational Behaviour

The aim of this unit is to help learners develop an understanding of how organisational behaviour, structure, culture, motivation, creativity and leadership impact on an organisation’s effectiveness and efficiency.

15

Core

Personal Development for Leadership and Strategic Management

This unit aims to help learners develop their own personal leadership and management skills in the context of the creation and achievement of organisational vision and strategic direction.

15

Core

International Business Environment

The unit will enable learners to explore the changing international business environment and develop knowledge and understanding of how organisations respond.

15

Finance Pathway Unit

Developing Organisational Vision and Strategic Direction

To enable learners to improve their knowledge and understanding of how organisations develop vision and strategic direction. The unit may be of particular interest for learners aiming for leadership roles in either private or public sector organisations.

15

Finance Pathway Unit


International Finance

To enable learners to gain an understanding of the role of an international corporate financial manager. The unit will allow learners to consider the importance of International Accounting Standards and the international financial environment for decision making within businesses and organisations. Particular attention is paid to analysing the role of international financial markets in creating opportunities and risks for organisations, especially those operating in a multinational context. Learners will gain experience in assessing strategic options and making appropriate recommendations.

15

Finance Pathway Unit

Quantitative Methods

This unit will enable learners to further develop understanding and skills in the application of quantitative methods appropriate to support decision-taking in organisations.

15

Finance Pathway Unit

€5000