ATHE Level 7 Extended Diploma in Strategic Management – Managing People Pathway
The Level 7 Extended Diploma in Strategic Management - Managing People Pathway is designed to offer learners a broader and more comprehensive experience of strategic management with a focus on managing people.
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Strategic Planning (15 UK Credits)
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Section 1: Understand the foundations for developing organisational strategyLecture 1.1: Understanding Organisational Vision, Mission, and Strategic Intent00:48:17Lecture 1.2: From Mission to Business Plan: Strategic Interfaces and Alignment00:51:06Lecture 1.3: Core Organisational Values and Ethical Foundations of Strategy00:55:58Lecture 1.4: Cultural Diversity and Workforce Expectations in Strategic Direction00:55:06Lecture 1.5: Strategic Drivers: Growth, Profitability, and Market Share Objectives00:42:49Lecture 1.6: Setting Strategic Objectives Using the SMARTER Framework00:48:48Lecture 1.7: Stakeholder Analysis and Strategic Involvement in Decision-Making00:56:52Lecture 1.8: External Environmental Analysis: Market Forces and Competitive Dynamics00:53:59Lecture 1.9: Using Strategic Tools: SWOT and STEEPLED Analysis in Practice00:53:15Lecture 1.10: Market Research, Customer Feedback, and Feasibility in Strategy Formation00:52:53Journal Article: Community foundations, organizational strategy, and public policyJournal Article: Environmental strategies in different stages of organisational evolutionJournal Article: Knowledge capabilities as the focus of organisational developmentJournal Article: Organisational capacity buildingJournal Article: Strategic design: where are we nowJournal Article: The development of a conceptual framework to guide sustainable organisational performanceJournal Article: The managerial foundations of knowledge assetsJournal Article: The science of organisational resilienceJournal Article: The theoretical foundations of strategic marketingSection 1: Understand the foundations for developing organisational strategy
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Section 2: Review an organisation’s strategy and business plansLecture 2.1: The Purpose and Scope of Strategic Review in Organisations01:03:27Lecture 2.2: Internal and External Review Tools for Strategic Assessment00:58:01Lecture 2.3: Value Chain Analysis and Internal Capability Evaluation01:02:42Lecture 2.4: Market Position and Market Share Analysis00:56:21Lecture 2.5: Product and Market Life Cycle Analysis01:01:33Lecture 2.6: The Boston Consulting Group Matrix and Portfolio Evaluation00:56:03Lecture 2.7: Resource Analysis, Skills Audits, and Core Competencies00:54:55Lecture 2.8: Competitive Analysis and Benchmarking for Sustainable Advantage00:56:43Lecture 2.9: Pricing Strategies, Economies of Scale, and Market Equilibrium00:56:07Lecture 2.10: Integrating Strategic Review Findings into Business Plan Adjustment00:57:17Journal Article: Critical success factors in the alignment of IS plans with business plansJournal Article: Formal strategic planningJournal Article: Small firm success and the art of orienteeringJournal Article: Strategic business planning and success in small firmsJournal Article: Strategic information systems alignmentJournal Article: Strategic planning in growth oriented small firmsJournal Article: Strategic planning in small high-tech companiesJournal Article: Strategy: An understanding of strategy for business and public policy settingsJournal Article: The role of quality strategic planning on organisational successSection 2: Review an organisation’s strategy and business plans
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Section 3: Develop strategy options for an organisationLecture 3.1: Strategic Planning and Option Generation in Organisations00:47:31Lecture 3.2: Growth Strategies Through the Ansoff Matrix00:45:47Lecture 3.3: Corporate Expansion and Integration Strategies00:57:44Lecture 3.4: Generic Strategies and Competitive Positioning00:59:54Lecture 3.5: Diversification, Resource Control, and Distribution Strategy01:01:50Lecture 3.6: Mintzberg’s Deliberate and Emergent Strategy01:01:25Lecture 3.7: Strategic Alliances, Mergers, and Acquisitions00:57:48Lecture 3.8: Market Segmentation, Niche Strategies, and Market Share Growth00:52:04Lecture 3.9: Value Creation Through Portfolio Analysis and Organisational Reconfiguration01:01:40Lecture 3.10: Evaluating Strategic Options: Feasibility, Risk, and Profitability Assessment01:07:43Journal Article: The role of the board in firm strategyJournal Article: Strategic options development and analysisJournal Article: Scenario orientation and use to support strategy developmentJournal Article: Practices of strategising-organisingJournal Article: A strategic management processJournal Article: Dynamic capabilities in strategic choice processes within organisationsJournal Article: Twelve search strategies that could save your organisationJournal Article: Reorienting the organisational strategy of SMEs during the COVID-19 crisisJournal Article: Organising- a strategic option for trade union renewalSection 3: Develop strategy options for an organisation
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Finance for Strategic Managers (15 UK Credits)
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Section 1: Understand the importance of financial data in formulating and delivering business strategyLecture 1.1: Introduction to Financial Information in Organisations01:07:38Lecture 1.2: Theoretical Foundations of Financial Decision-Making Models01:01:04Lecture 1.3: Internal Sources of Financial Information00:51:52Lecture 1.4: External Sources of Financial Information00:53:42Lecture 1.5: Key Types of Financial Information01:00:05Lecture 1.6: The Organisational Need for Financial Information00:58:49Lecture 1.7: Business Risks and Risk Modelling01:13:20Lecture 1.8: Purpose of Published Accounts00:57:58Lecture 1.9: Components of Annual Reports00:34:31Lecture 1.10: Management Accounts vs Published Accounts01:07:46Journal Article: The role of performance measurement systems in strategy formulation processesJournal Article: The influence of strategy formulation practices on the perceived financial performance of small and medium enterprisesJournal Article: Strategy formulation and financial performance perceptions and relationshipsJournal Article: Strategy formulation process and innovation performance nexusJournal Article: E-business strategy: how to benefit from a hypeJournal Article: Formulating business strategies from a stakeholder's perspectiveJournal Article: The resource-based view and marketingJournal Article: The changing role of marketing in the corporationJournal Article: Forming successful business-to-business services in goods-dominant firmsSection 1: Understand the importance of financial data in formulating and delivering business strategy
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Section 2: Use financial analysis as a tool for strategic decision-makingLecture 2.1: Structure and Limitations of Financial Statements00:57:09Lecture 2.2: Efficiency, Capital Structure, and Investor Ratios01:07:32Lecture 2.3: Capital vs Revenue Expenditure01:01:27Lecture 2.4: Introduction to Investment Appraisal00:54:51Lecture 2.5: Comparative Analysis Techniques00:59:49Lecture 2.6: Introduction to Ratio Analysis00:52:46Lecture 2.7: Profitability and Liquidity Ratios00:57:10Lecture 2.8: Payback and Accounting Rate of Return00:51:49Lecture 2.9: Net Present Value and Discounted Cash Flow01:03:16Lecture 2.10: Internal Rate of Return and Cost-Benefit Analysis00:48:25Journal Article: Ratio analysis for decision making, a studyJournal Article: Analyzing how rigorous financial analysis informs strategic decisions and contributes to corporate growthJournal Article: Financial ratio analysis of firmsJournal Article: Inherent limitations in using financial ratio analysis to assess small and medium sized company performanceJournal Article: Role of ratio analysis in business decisionsJournal Article: Financial ratio analysis: a literature review working paperJournal Article: Structuring strategic management with ratio analysis methodJournal Article: Financial ratios, discriminant analysis and the prediction of corporate bankruptcyJournal Article: The efficiency of financial ratios analysis to evaluate company's profitabilitySection 2: Use financial analysis as a tool for strategic decision-making
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Section 3: Evaluate proposals for strategic capital expenditure in an organisationLecture 3.1: Value for Money and Evaluating Long-Term Projects01:13:28Lecture 3.2: Short-Term vs Long-Term Finance01:03:33Lecture 3.3: Sources of Finance: Internal Options00:57:13Lecture 3.4: Sources of Finance: External Options00:48:29Lecture 3.5: Implications of Financing Choices00:57:35Lecture 3.6: Cash Flow Forecasting and Planning01:07:22Lecture 3.7: Cash Flow Statements and Working Capital Management01:24:30Lecture 3.8: Budgetary Control and Variance Analysis01:19:34Lecture 3.9: Financial Decision-Making Under Uncertainty01:25:25Lecture 3.10: Ethical, Regulatory, and Governance Considerations in Finance01:16:56Journal Article: Cash flow and its components in investment valuationJournal Article: Understanding capital budgetingJournal Article: Optimizing cash flow management and inventory control in engine power plant sales proposalsJournal Article: Methodologies for information systems investment evaluationJournal Article: The relevance of using cash flows and economic profit-based methods in capital budgeting a focus on techniquesJournal Article: Risk analysis and evaluation of capital investment projectsJournal Article: Specific features of cash flow formation and analysis in the process of evaluation of investment projects' efficiencyJournal Article: The role of risk analysis in determining investment cash-flowJournal Article: Capital budgeting and cost evaluation techniquesSection 3: Evaluate proposals for strategic capital expenditure in an organisation
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Research for Strategic Development (15 UK Credits)
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Section 1: Produce a research proposal relating to strategic business developmentLecture 1.1: Part 1: Foundations of Research01:06:22Lecture 1.1: Part 2: Foundations of Research01:00:16Lecture 1.1: Part 3: Foundations of Research01:18:38Lecture 1.1: Part 4: Foundations of Research00:36:51Lecture 1.2: The Paradigms Underlying Scientific Knowledge01:48:55Lecture 1.3: Knowledge and Scientific Method01:23:47Lecture 1.4: Refining a Research Question02:04:14Lecture 1.5: Triple Bottom Line Thinking in Research Methodology00:59:11Lecture 1.6: Philosophical Justifications in Advanced Case Studies00:50:00Lecture 1.7: Expertise in Critical Evaluations01:49:04Lecture 1.8: Make Judgments in Interdisciplinary Research Contexts01:38:16Lecture 1.9: Beyond Positivism and Interpretivism: Exploring Research Paradigms00:49:21Lecture 1.10: Create Innovative Philosophical Syntheses02:01:49Lecture 1.11: Critical Realism and Constructivism in Inquiry00:53:35Journal Article: Strategic development and SWOT analysisJournal Article: What is research and why would anyone want to do itSection 1: Produce a research proposal relating to strategic business development
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Section 2: Apply different research methodologies to gather sufficient and valid dataLecture 2.1: Logical Fallacies and Synthesizing Multiple Viewpoints in Strategy Debates00:46:36Lecture 2.2: Essential Tools for Effective Argument Structuring00:42:09Lecture 2.3: Upstream Thinking and Systems Perspective00:47:40Lecture 2.4: Theoretical Origins of Decision-Making00:51:16Lecture 2.5: Decision Analytics00:53:27Lecture 2.6: Collaborative Thinking and Leadership00:56:03Lecture 2.7: Decision Pathologies00:47:28Lecture 2.8: Principles of Clarity, Accessibility, and Ethical Representation00:49:49Lecture 2.9: What an Insight Is00:42:21Lecture 2.10: Part 1: Applying Practical Strategies When Working Towards Ethical Business Practices01:05:46Lecture 2.10: Part 2: Applying Practical Strategies When Working Towards Ethical Business Practices01:14:14Lecture 2.11: Part 1: Data Cleaning and Preprocessing00:42:32Lecture 2.11: Part 2: Data Cleaning and Preprocessing00:39:47Lecture 2.12: Part 1: Management Information Systems (MIS) for Collecting, Cleaning, and Data Interpretation00:56:09Lecture 2.12: Part 2: Management Information Systems (MIS) for Collecting, Cleaning, and Data Interpretation00:48:28Lecture 2.13: Techno-epistemology: AI, Big Data, and the Nature of Knowing01:44:12Lecture 2.14: Digital Frameworks to Integrate Ontological and Epistemological Considerations into Research Design01:56:07Lecture 2.15: Aligning Epistemology with Data Collection Techniques01:11:35Journal Article: Demystifying grounded theory for business researchJournal Article: A perspective on strategy researchSection 2: Apply different research methodologies to gather sufficient and valid data
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Section 3: Present research findings in an appropriate format for a target audienceLecture 3.1: Part 1: High-Context and Low-Context Communication in Research01:10:59Lecture 3.1: Part 2: High-Context and Low-Context Communication in Research00:43:25Lecture 3.2: Communicate the Criteria for Evaluating the Quality of Research01:18:04Lecture 3.3: Part 1: Authorise and Exercise Authority in Multidisciplinary Decision Contexts00:53:36Lecture 3.3: Part 2: Authorise and Exercise Authority in Multidisciplinary Decision Contexts00:48:32Lecture 3.4: Represent and Advise on Intellectual Innovation01:24:05Lecture 3.5: Collaborate Effectively in Decision-Making Processes00:56:45Journal Article: Theory and method in international business researchSection 3: Present research findings in an appropriate format for a target audience
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Section 4: Valuate own skills while undertaking researchLecture 4.1: Part 1: Demonstrating Compliance with Professional Standards01:25:53Lecture 4.1: Part 2: Demonstrating Compliance with Professional Standards01:25:44Lecture 4.2: Communicate Expertise in Critical Decision-Making to an Audience00:49:57Lecture 4.3: How to Deal with Interdisciplinary Challenges01:20:08Lecture 4.4: Aligning Philosophical Stances with the UN Sustainable Development Goals00:45:55Lecture 4.5: Presenting Arguments to Interdisciplinary Audiences01:23:38Lecture 4.6: Dialogue and Debate as Research Skill-Building00:41:38Journal Article: The theory of business strategyJournal Article: Theoretical foundations of emerging economy business researchSection 4: Valuate own skills while undertaking research
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Organisational Behaviour (15 UK Credits)
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Section 1: Understand leadership behaviour theory and practiceLecture 1.1: The History of Strategic Leadership00:12:03Lecture 1.2: The Values, Vision, and Mission of the Organisation00:15:37Lecture 1.3: The Strategic Leaders' Organisational Abilities and Individual Traits00:27:10Lecture 1.4: SWOT Analysis00:25:03Lecture 1.5: Part 1: The Leadership Styles00:39:27Lecture 1.5: Part 2: The Leadership Styles00:38:37Lecture 1.5: Part 3: The Leadership Styles00:32:18Lecture 1.6: Part 1: Theories of Strategic Leadership and Their Application in Business00:39:53Lecture 1.6: Part 2: Theories of Strategic Leadership and Their Application in Business00:38:46Lecture 1.6: Part 3: Theories of Strategic Leadership and Their Application in Business00:40:15Lecture 1.6: Part 4: Theories of Strategic Leadership and Their Application in Business00:45:18Lecture 1.7: Part 1: Behavioural Theories of Leadership00:35:51Lecture 1.7: Part 2: Behavioural Theories of Leadership00:35:15Lecture 1.7: Part 3: Behavioural Theories of Leadership00:48:56Lecture 1.8: Part 1: Contingency Theories of Leadership00:40:40Lecture 1.8: Part 2: Contingency Theories of Leadership00:41:59Lecture 1.8: Part 3: Contingency Theories of Leadership00:32:48Lecture 1.9: Part 1: Mastering Leadership: Harnessing Emotional Intelligence and Embracing Continuous Growth00:38:27Lecture 1.9: Part 2: Mastering Leadership: Harnessing Emotional Intelligence and Embracing Continuous Growth00:39:50Lecture 1.9: Part 3: Mastering Leadership: Harnessing Emotional Intelligence and Embracing Continuous Growth00:45:42Lecture 1.10: Part 1: Foundations of Strategic Leadership and Its Challenges00:30:35Lecture 1.10: Part 2: Foundations of Strategic Leadership and Its Challenges00:33:40Lecture 1.11: Part 1: Navigating the Dark Side00:31:35Lecture 1.11: Part 2: Navigating the Dark Side00:26:54Lecture 1.11: Part 3: Navigating the Dark Side00:27:26Journal Article: The effect of leadership and organisational behaviour on performanceJournal Article: Organisational behaviour during the pandemicJournal Article: Organisational behaviour in human resource developmentJournal Article: Organisational behaviour, leadership and changeJournal Article: Ethical leadership and unethical pro-organisational behaviourJournal Article: New organisational behaviour of public researchJournal Article: Structure and organisational behaviour of public research institutionsJournal Article: Teachers' organisational behaviour in public and private funded schoolsSection 1: Understand leadership behaviour theory and practice
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Section 2: Understand how organisational structures and culture impact on the effectiveness of an organisationLecture 2.1: Part 1: Sustainable Leadership in Practice00:39:53Lecture 2.1: Part 2: Sustainable Leadership in Practice00:35:40Lecture 2.1: Part 3: Sustainable Leadership in Practice00:38:36Lecture 2.2: Part 1: Legal Considerations in Leadership and Strategy00:41:38Lecture 2.2: Part 2: Legal Considerations in Leadership and Strategy00:41:17Lecture 2.3: Part 1: Taking Ethical Decisions in Complex Business Situations00:35:19Lecture 2.3: Part 2: Taking Ethical Decisions in Complex Business Situations00:33:28Lecture 2.4: Part 1: How to Create Leaders and Develop Them in a Digital Age Section 100:28:43Lecture 2.4: Part 2: How to Create Leaders and Develop Them in a Digital Age Section 100:40:30Lecture 2.5: Part 1: How to Create Leaders and Develop Them in a Digital Age Section 200:37:15Lecture 2.5: Part 2: How to Create Leaders and Develop Them in a Digital Age Section 200:34:55Lecture 2.5: Part 3: How to Create Leaders and Develop Them in a Digital Age Section 200:38:39Lecture 2.6: Part 1: Leveraging Data Analysis Tools: Microsoft Excel, Google Sheets, Power BI, SAS, and SurveyMonkey00:43:21Lecture 2.6: Part 2: Leveraging Data Analysis Tools: Microsoft Excel, Google Sheets, Power BI, SAS, and SurveyMonkey00:30:09Lecture 2.6: Part 3: Leveraging Data Analysis Tools: Microsoft Excel, Google Sheets, Power BI, SAS, and SurveyMonkey00:52:27Lecture 2.7: Part 1: Cloud-Based Storage Systems Such as OneDrive or Dropbox to securely Store and Share Materials and Resources00:46:54Lecture 2.7: Part 2: Cloud-Based Storage Systems Such as OneDrive or Dropbox to securely Store and Share Materials and Resources00:47:55Lecture 2.7: Part 3: Cloud-Based Storage Systems Such as OneDrive or Dropbox to securely Store and Share Materials and Resources00:41:00Lecture 2.8: Part 1: Project Management Software Such as Trello to for Example Plan and Organise Leadership Development Initiatives00:42:46Lecture 2.8: Part 2: Project Management Software Such as Trello to for Example Plan and Organise Leadership Development Initiatives00:41:09Lecture 2.8: Part 3: Project Management Software Such as Trello to for Example Plan and Organise Leadership Development Initiatives00:38:03Journal Article: An analysis of organisational behaviour and its impact on organisational successJournal Article: From organisational structure to organisational behaviour formalisationJournal Article: The psychodynamic view on organizational behaviourJournal Article: The psychology of social undermining in organisational behaviourJournal Article: How organisational behaviour and attitudes can impact building energy use in the UK retail environmentJournal Article: How changing spatial configurations affect organisational behaviourJournal Article: Factors affecting employees’ knowledge-sharing behaviour in the virtual organisationJournal Article: Influencing organisational behaviourSection 2: Understand how organisational structures and culture impact on the effectiveness of an organisation
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Section 3: Understand how organisations can improve employee motivation and effectivenessLecture 3.1: Strategic Communication Mastery: Essential Skills for Effective Leadership01:24:53Lecture 3.2: Influencing and Persuasion Strategies in Decision-Making00:50:04Lecture 3.3: Part 1: Lead, Motivate and Manage High Performance Teams00:24:52Lecture 3.3: Part 2: Lead, Motivate and Manage High Performance Teams00:43:13Lecture 3.3: Part 3: Lead, Motivate and Manage High Performance Teams00:29:39Lecture 3.4: Part 1: Motivating and Influencing as a Strategic Leader00:27:12Lecture 3.4: Part 2: Motivating and Influencing as a Strategic Leader00:35:20Lecture 3.5: Part 1: Goal Setting, Performance Management and Metrics00:29:23Lecture 3.5: Part 2: Goal Setting, Performance Management and Metrics00:37:59Journal Article: Looking back and looking ahead - applying organisational behaviourJournal Article: Predictors to employees with disabilities’ organisational behaviour and involvement in employmentJournal Article: Real time affect at work - a neglected phenomenon in organisational behaviourJournal Article: The role of lecturer commitment in determining organisational behaviourJournal Article: Getting evidence into clinical practiceJournal Article: Conceptualising financialisation - governance, organisational behaviour and social interaction in UK housingJournal Article: Combating information security apathy by encouraging prosocial organisational behaviourSection 3: Understand how organisations can improve employee motivation and effectiveness
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Personal Development for Leadership and Strategic Management (15 UK Credits)
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Section 1: Understand how knowledge and skills in leadership and strategic management support the creation and achievement of organisational vision and strategyLecture 1.1: Part 1: The Leadership Styles: What is a Leader?00:39:26Lecture 1.1: Part 2: The Leadership Styles: What is a Leader?00:38:37Lecture 1.1: Part 3: The Leadership Styles: What is a Leader?00:32:18Lecture 1.2: Developing and Implementing SOPs for Consistency00:34:01Lecture 1.3: Part 1: Theories of Strategic Leadership and Their Application in Business00:39:53Lecture 1.3: Part 2: Theories of Strategic Leadership and Their Application in Business00:38:46Lecture 1.3: Part 3: Theories of Strategic Leadership and Their Application in Business00:40:14Lecture 1.3: Part 4: Theories of Strategic Leadership and Their Application in Business00:45:18Journal Article: Advances in leader and leadership developmentJournal Article: Development of leadership skills - experience and timingJournal Article: Development of program to enhance strategic leadershipJournal Article: Leadership as a tool of strategic managementJournal Article: Leadership, management and organisational developmentJournal Article: Leadership, strategic planning and strategic management for higher education institutionsJournal Article: Leading leadership development in universitiesJournal Article: Learning leadership development from african culturesSection 1: Understand how knowledge and skills in leadership and strategic management support the creation and achievement of organisational vision and strategy
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Section 2: Understand how to develop and communicate organisational visionLecture 2.1: Part 1: Strategic Leadership Challenges00:30:34Lecture 2.1: Part 2: Strategic Leadership Challenges00:33:40Lecture 2.2: Strategic Leadership in Organisational Change00:32:41Lecture 2.3: Part 1: Taking Ethical Decisions in Complex Business Situations00:35:20Lecture 2.3: Part 2: Taking Ethical Decisions in Complex Business Situations00:33:28Lecture 2.4: Strategic Communication Mastery: Essential Skills for Effective Leadership01:24:55Lecture 2.5: Part 1: Motivating and Influencing as a Strategic Leader00:27:12Lecture 2.5: Part 2: Motivating and Influencing as a Strategic Leader00:35:20Lecture 2.6: Influencing and Persuasion Strategies in Decision-Making00:50:04Lecture 2.7: Part 1: Legal Considerations in Leadership and Strategy00:41:38Lecture 2.7: Part 2: Legal Considerations in Leadership and Strategy00:41:16Journal Article: Introduction to strategic management and leadership for health professionalsJournal Article: Leadership and strategic managementJournal Article: Strategic leadership competenciesJournal Article: Strategic leadership concepts skills style and processJournal Article: Strategic leadership for the 21st centuryJournal Article: Strategic leadership in academic developmentJournal Article: The future of leadershipJournal Article: The importance of personal and professional leadershipSection 2: Understand how to develop and communicate organisational vision
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Section 3: Manage development of own knowledge and skills in leadership and strategic management to support achievement of personal and organisational vision and strategyLecture 3.1: Part 1: Goal Setting Performance Management and Metric00:29:23Lecture 3.1: Part 2: Goal Setting Performance Management and Metric00:37:59Lecture 3.2: Project Management Software00:39:08Lecture 3.3: Collaboration Tools00:44:24Lecture 3.4: Customer Relationship Management Software Module00:36:07Lecture 3.5: Part 1: Navigating the Dark Side00:31:34Lecture 3.5: Part 2: Navigating the Dark Side00:26:54Lecture 3.5: Part 3: Navigating the Dark Side00:27:26Lecture 3.6: Part 1: Management of Symbolism, Ambiguity & Strategic Change for Leadership00:47:57Lecture 3.6: Part 2: Management of Symbolism, Ambiguity & Strategic Change for Leadership00:43:43Lecture 3.6: Part 3: Management of Symbolism, Ambiguity & Strategic Change for Leadership00:34:07Lecture 3.6: Part 4: Management of Symbolism, Ambiguity & Strategic Change for Leadership00:33:17Journal Article: Self-awareness and leadershipJournal Article: The practice of collective and strategic leadership in the public sectorJournal Article: The relevance of ecocentrism, personal development and transformational leadershipJournal Article: The role of leadership in strategic managementJournal Article: Transcendent leadership - strategic leadership in dynamic environmentsJournal Article: Understanding leader development - learning from leadersJournal Article: Visionary leadership and strategic managementSection 3: Manage development of own knowledge and skills in leadership and strategic management to support achievement of personal and organisational vision and strategy
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Section 4: Reflect on the benefits of personal development in the achievement of personal growth and organisational vision and strategyLecture 4.1: Part 1: The Power of Followership and Unconscious Actions to Avoid for Leaders in Power00:36:43Lecture 4.1: Part 2: The Power of Followership and Unconscious Actions to Avoid for Leaders in Power00:35:25Lecture 4.1: Part 3: The Power of Followership and Unconscious Actions to Avoid for Leaders in Power00:41:23Lecture 4.1: Part 4: The Power of Followership and Unconscious Actions to Avoid for Leaders in Power00:37:21Lecture 4.2: Virtual Meeting and Conferencing00:36:32Lecture 4.3: Part 1: Harnessing Emotional Intelligence and Embracing Continuous Growth00:38:26Lecture 4.3: Part 2: Harnessing Emotional Intelligence and Embracing Continuous Growth00:39:49Lecture 4.3: Part 3: Harnessing Emotional Intelligence and Embracing Continuous Growth00:45:42Journal Article: Impact of personal growth projects on leadership identity developmentJournal Article: Leader self-developmentJournal Article: Personal values and leadership effectivenessJournal Article: Personality and leadership developmental levelsJournal Article: Personality-focused coaching for leadership developmentJournal Article: The intuitive managerJournal Article: Up close and personalSection 4: Reflect on the benefits of personal development in the achievement of personal growth and organisational vision and strategy
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Developing Organisational Vision and Strategic Direction (15 UK Credits)(Optional)
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Section 1: Understand how to develop an organisational vision and strategic directionLecture 1.1: Understanding Vision, Strategy, and Organisational Purpose00:49:00Lecture 1.2: Environmental Analysis: External Forces and Industry Dynamics00:41:20Lecture 1.3: Internal Analysis and Strategically Valuable Resources00:50:51Lecture 1.4: Formulating Vision, Mission, Values, and Strategic Goals00:51:05Lecture 1.5: Formulating Strategy: Competitive Approaches and Strategic Positioning00:46:01Lecture 1.6: The Strategic Planning Process and Aligning the Organisation00:44:17Lecture 1.7: Strategy Implementation00:54:04Lecture 1.8: Innovation and Disruptive Strategies00:47:09Lecture 1.9: Evaluating and Adapting Strategy Over Time00:45:18Lecture 1.10: How Organizational Culture Shapes Performance00:36:05Lecture 1.11: Introduction to Change Management00:29:49Lecture 1.12: Strategic Change Management in a VUCA Context00:23:26Journal Article: Talk the walk: how corporate vision works for performanceJournal Article: Environmental analysis of textile productsJournal Article: The strategic analysis of intangible resourcesJournal Article: Strategic alignment. a practitioner's perspectiveJournal Article: Strategic planning - getting startedJournal Article: How to develop a shared visionJournal Article: Strategic vision or strategic con?Journal Article: Competitive intelligence and strategy formulationJournal Article: The influence of organizational culture,Section 1: Understand how to develop an organisational vision and strategic direction
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Section 2: Understand how to communicate the vision and strategic direction to stakeholdersLecture 2.1: Strategic Leadership and Communication00:59:50Lecture 2.2: Part 1: How to Design and Implement Effective Communication Strategies for One's Organisation01:03:15Lecture 2.2: Part 2: How to Design and Implement Effective Communication Strategies for One's Organisation00:47:22Lecture 2.3: Critical Evaluation of Strategic Alignment Challenges and Opportunities00:36:31Lecture 2.4: Effective Communication of Vision and Strategy Across all Levels of an Organisation00:38:13Lecture 2.5: Part 1: Tools and Methodologies for Assessing and Diagnosing Organizational Culture and Climate01:04:33Lecture 2.5: Part 2: Tools and Methodologies for Assessing and Diagnosing Organizational Culture and Climate01:08:06Lecture 2.6: Part 1: The Use of Feedback Loops00:34:28Lecture 2.6: Part 2: The Use of Feedback Loops00:31:41Lecture 2.7: Communication and Stakeholder Engagement During Change00:26:41Journal Article: The role of quality strategic planning on organisational successJournal Article: Integration through cross-functional teams in a service companyJournal Article: Strategy implementation-a review and an introductory frameworkJournal Article: Does strategic planning enhance or impede innovation and firm performanceJournal Article: Innovation, communication, and leadershipJournal Article: Organisational change management. A critical reviewJournal Article: Managing VUCA. The human dynamics of agilityJournal 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
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Section 3: Understand how to implement organisational vision and strategic directionLecture 3.1: How to Lead Cross-Functional Teams to Build Alignment and Drive Collective Decision-Making00:50:45Lecture 3.2: Facilitate Strategic Planning and Change Management Processes00:39:46Lecture 3.3: Addressing the Gap Between the Vision and the Objectives00:25:12Lecture 3.4: Managing Resistance to Change in Uncertain Times00:25:24Lecture 3.5: Part 1: Managing Uncertainty in Decision Making01:01:37Lecture 3.5: Part 2: Managing Uncertainty in Decision Making01:20:16Lecture 3.6: Part 1: The Impact of Remote and Flexible Working01:05:51Lecture 3.6: Part 2: The Impact of Remote and Flexible Working00:43:58Lecture 3.7: Sustaining Change and Building a Change-Ready Culture00:25:14Lecture 3.8: Innovation Management Software Such as BrightIdea to Capture, Evaluate and Implement Innovative Ideas from Employees and Stakeholders01:28:12Lecture 3.9: Part 1: Different Innovation Models00:52:46Lecture 3.9: Part 2: Different Innovation Models00:43:19Lecture 3.10: Part 1: The SCAMPER Technique in Organisational Change Management00:45:32Lecture 3.10: Part 2: The SCAMPER Technique in Organisational Change Management00:52:09Lecture 3.11: The 6 Thinking Hats in Organisational Change Management01:14:18Journal Article: How intelligence organisations innovateJournal Article: Evaluating sustainable adaptation strategies for vulnerable mega-deltasJournal Article: Vision and objectives. A must for SMEs in the new economyJournal Article: Rethinking open innovation beyond the innovation funnelJournal Article: The effectiveness of SCAMPER technique on creative thinking skillsJournal Article: Integrating theory a and six thinking hats technique for improved organizational performanceJournal Article: Managing uncertainty in decision makingJournal Article: Managing people and learning in organisational change projectsJournal Article: Creating a change-ready organizationSection 3: Understand how to implement organisational vision and strategic direction
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Strategic Human Resource Management (15 UK Credits)(Optional)
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Section 1: Understand the factors affecting human resource management strategies in organisationsLecture 1.1: Human Resource Management in Projects01:15:10Lecture 1.2: Part 1: Understanding Team Dynamics00:55:59Lecture 1.2: Part 2: Understanding Team Dynamics00:36:04Podium Lecture 1.3: Explore Various Motivation Theories00:31:58Lecture 1.4: Part 1: Teaming and Teambuilding00:52:30Lecture 1.4: Part 2: Teaming and Teambuilding00:54:47Lecture 1.5: Understand the Principles of Effective Delegation00:55:05Lecture 1.6: Leadership Styles and Their Impact on Teams00:38:46Lecture 1.7: Introduction to Performance Management Systems00:13:54Lecture 1.8: Linking Performance to Organizational Goals00:33:12Lecture 1.9: The Role of HR in Performance Management00:23:11Lecture 1.10: Employee Motivation and Performance Management00:22:29Lecture 1.11: How to Cultivate a Workplace Environment that Emphasizes and Sustains High Performance and Continuous Improvement00:22:11Journal Article: Human resource management strategies in achieving competitive advantage in business administrationJournal Article: A conceptual review of HR management systems in strategic HRM researchJournal Article: Strategic human resources managementJournal Article: A typology of international human resource management strategies and processesJournal Article: Linking competitive strategies with human resource management practicesJournal Article: Effect of leadership style on organizational performanceJournal Article: Human resource management strategies for safety and risk mitigation in the oil and gas industryJournal Article: Human resource management strategy in organisational digital transformationSection 1: Understand the factors affecting human resource management strategies in organisations
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Section 2: Understand how strategic human resource management contributes to the achievement of the strategic plans of organisationsLecture 2.1: Part 1: Training Needs Analysis: Identifying Development Needs in a Business Context00:34:15Lecture 2.1: Part 2: Training Needs Analysis: Identifying Development Needs in a Business Context00:39:15Lecture 2.1: Part 3: Training Needs Analysis: Identifying Development Needs in a Business Context00:32:08Lecture 2.2: Employee Engagement and its Impact on Performance00:14:44Lecture 2.3: Compensation Strategies as Performance Drivers00:23:10Lecture 2.4: Part 1: Theories of Performance Management and Compensation00:40:43Lecture 2.4: Part 2: Theories of Performance Management and Compensation00:42:21Lecture 2.5: Introduction to Multiple Intelligences00:50:41Lecture 2.6: Cultural Intelligence and its Relevance in the Contemporary Globalized Business Environment00:50:15Lecture 2.7: Cultural Agility for Effective Leadership and Teamwork00:50:21Lecture 2.8: Learn How to Set SMART (Specific, Measurable, Achievable, Relevant, Time-bound) Goals00:40:52Lecture 2.9: Employee Development and Career Planning00:23:18Journal Article: Employer branding as resources management strategyJournal Article: Strategic human resource management: where have we come from and where should we be going?Journal Article: Human resource management strategies and practices in just-in-time environments: australian case study evidenceJournal Article: Links between business strategy and human resource management strategy in U.S. -based Japanese subsidiaries: an empirical investigationJournal Article: Human resources strategy: the era of our waysJournal Article: Understanding human resource management in the context of organizations and their environmentsJournal Article: Human resource management strategies and teacher’s efficiency within schoolsJournal Article: An integrative framework of strategic international human resource managementSection 2: Understand how strategic human resource management contributes to the achievement of the strategic plans of organisations
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Section 3: Understand how to prepare human resource management strategies for organisationLecture 3.1: Coaching and Mentoring for Leadership and Development01:25:51Lecture 3.2: Differences Between Coaching, Mentoring, Managing, and Consulting00:28:35Lecture 3.3: Evaluate Different Leadership Styles and Their Impact on Team Morale, Cohesion, and Productivity00:27:58Lecture 3.4: Reflections on Your Own Leadership Style and Development as a Coach00:34:50Lecture 3.5: Integrate Coaching into Everyday Leadership Practice00:56:34Lecture 3.6: Cultivate a Growth Mindset: Self-Awareness, Learning, and Continuous Development00:48:46Lecture 3.7: Have an Understanding of HR Programs Such as BambooHR and Shireburn00:57:12Lecture 3.8: Employee Engagement and Feedback Tools00:17:02Lecture 3.9: Benefits of Productivity Management for the Organization01:00:01Lecture 3.10: Empowering Professional Growth with Collaborative Strategies for Success01:33:34Journal Article: Impacts of human resources management strategies and practices on workers performance in construction industryJournal Article: The influence of strategy formulation practices on the perceived financial performance of small and medium enterprisesJournal Article: Exploring human capitalJournal Article: Toward an integrative model of strategic international human resource managementJournal Article: Overview: strategic human resource management in five leading firmsJournal Article: Strategic human resource management: a global perspectiveJournal Article: Issues of fit in strategic human resource management - implications for researchJournal Article: Integrating strategic human capital and strategic human resource managementSection 3: Understand how to prepare human resource management strategies for organisation
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Section 4: Develop a human resource management strategy for an organisationLecture 4.1: Develop Effective Communication Skills for Team Management and Understand the Importance of Clear and Open Communication in Team Success00:39:01Lecture 4.2: Learn Strategies for Resolving Conflicts within Teams. Understand the Role of Problem-Solving in Maintaining Team Cohesion00:32:14Lecture 4.3: Establishing Metrics and Evaluation Techniques to Assess the Effectiveness of Coaching Interventions00:48:20Lecture 4.4: Measuring Coaching Impact: Feedback, Progress, and ROI01:15:34Lecture 4.5: Strategies for Embedding Coaching Practices into the Organizational Culture00:54:37Lecture 4.6: Training Managers and Sustaining Peer Support01:19:25Lecture 4.7: Using HR Metrics and Analytics to Enhance Employee Performance00:26:08Journal Article: The strategic role of human resource management in achieving organisational goalsJournal Article: The financial and human resource management strategies to develop the organisationJournal Article: Linking business strategy and human resource management - issues and implicationsJournal Article: The impact of strategic human resource management on organizational performanceJournal Article: Exploring organisational commitment in the police - implications for human resource strategyJournal Article: Crafting a human resource strategy to foster organizational agilityJournal Article: Modelling the relationship between innovation, strategy, strategic human resource management and organisation competitivenessJournal Article: Human resource management and organizational effectiveness: yesterday and todayJournal Article: Competencies and human resource management: implications for organizational competitive advantageSection 4: Develop a human resource management strategy for an organisation
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Managing Continuous Organisational Improvement (15 UK Credits)(Optional)
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Section 1: Understand how organisations create a culture of continuous improvement and acceptance of changeLecture 1.1: Introduction to International Organisational Management00:42:51Lecture 1.2: Part 1: Link Business Models to Activities Performed by International Organisations00:48:34Lecture 1.2: Part 2: Link Business Models to Activities Performed by International Organisations00:45:08Lecture 1.3: Part 1(A): Key Principles of International Business Transactions01:16:47Lecture 1.3: Part 1(B): Key Principles of International Business Transactions01:08:14Lecture 1.3: Part 2: Key Principles of International Business Transactions00:37:21Lecture 1.4: Part 1: The 4 Fundamental Value Drivers of Business Models00:49:15Lecture 1.4: Part 2: The 4 Fundamental Value Drivers of Business Models00:41:59Lecture 1.5: Part 1: The 4 Major Business Threats (Imitation, Holdup, Slack and Substitution) and How to Counter Them in an International Context00:43:01Lecture 1.5: Part 2: The 4 Major Business Threats (Imitation, Holdup, Slack and Substitution) and How to Counter Them in an International Context00:44:37Lecture 1.6: International Business Strategy: Market Entry & Growth00:36:06Lecture 1.7: Platformisation and the Rise of Global Digital Ecosystems00:37:02Lecture 1.8: Organisational Foresight: Designing the Future-Ready Enterprise00:46:26Lecture 1.9: Organisational Change & Development in Global Contexts00:45:21Lecture 1.10: The Role of Culture in International Organisations00:48:30Lecture 1.11: KM in Global Teams00:41:20Lecture 1.12: Measuring Performance & Driving Global Improvement00:42:36Lecture 1.13: Part 1: Theories of Compensation Planning from Around the World00:40:43Lecture 1.13: Part 2: Theories of Compensation Planning from Around the World00:42:21Lecture 1.14: Part 1: A Look at Benchmarking of Salaries within Countries and Across Countries00:43:28Lecture 1.14: Part 2: A Look at Benchmarking of Salaries within Countries and Across Countries00:47:36Lecture 1.15: Part 1: Legal and Ethical Considerations in Performance Management from Around the Globe00:52:04Lecture 1.15: Part 2: Legal and Ethical Considerations in Performance Management from Around the Globe00:42:33Lecture 1.16: International Performance Management00:22:24Lecture 1.17: Innovation and Organisational Learning Globally00:41:56Journal Article: A new organisational memory for cross-cultural knowledge managementJournal Article: The role and prospects of innovative entrepreneurship in the economic progress of developing countriesJournal Article: Value creation in e-business as a driver of financial performanceJournal Article: Business model canvas in global enterprisesJournal Article: International market entry strategiesJournal Article: An overview of foresight methodologiesSection 1: Understand how organisations create a culture of continuous improvement and acceptance of change
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Section 2: Understand opportunities for improvement to organisational activitiesLecture 2.1: Lead Multinational Teams in Strategic Thinking, Decision-Making and Cross-Cultural Communication01:24:41Lecture 2.2: Part 1: Translation and Language Services (Effective Communication Across Language Barriers)01:21:04Lecture 2.2: Part 2: Translation and Language Services (Effective Communication Across Language Barriers)01:05:11Lecture 2.3: Part 1: Cloud-Based Solutions that Allow Organisations to Store and Access Data and Information from Anywhere, Facilitating Remote Work and Collaboration00:46:54Lecture 2.3: Part 2: Cloud-Based Solutions that Allow Organisations to Store and Access Data and Information from Anywhere, Facilitating Remote Work and Collaboration00:47:56Lecture 2.3: Part 3: Cloud-Based Solutions that Allow Organisations to Store and Access Data and Information from Anywhere, Facilitating Remote Work and Collaboration00:41:00Lecture 2.4: Analyse Different Team Roles that Exist and Contributions that Different Personalities can make to a Team (Team Roles & Personality Dynamics)00:52:25Lecture 2.5: HRM in the International Context00:46:14Lecture 2.6: Neurodiversity and Cognitive Inclusion in Global Organisations00:45:41Lecture 2.7: Diversity, Equity, and Inclusion (DEI) in Global Organisations00:48:24Lecture 2.8: Part 1: Skilfully Differentiate the Roles of Top Management, Line Management and Human Resource Specialist in the Application of Organisational Goals00:58:29Lecture 2.8: Part 2: Skilfully Differentiate the Roles of Top Management, Line Management and Human Resource Specialist in the Application of Organisational Goals00:53:39Lecture 2.9: Strategically Collaborate with Different Stakeholders (Defining Goals Through Global Collaboration)01:24:30Lecture 2.10: Virtual Meeting and Conferencing Tools00:44:24Lecture 2.11: Organisational Intelligence and Decision Systems in Global Firms00:37:33Journal Article: Strategy stakeholders and managerial discretionJournal Article: Realizing an online conferenceJournal Article: Organisational transformation through business intelligenceJournal Article: What a difference a role makesJournal Article: The influence of quality tools in human resources managementJournal Article: Strategic need for talentSection 2: Understand opportunities for improvement to organisational activities
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Section 3: Plan change for organisational improvementLecture 3.1: Social Responsibility & Sustainability in Global Operations00:43:40Lecture 3.2: Organisational Structures Across Borders00:40:27Lecture 3.3: Strategic Organisational Design for Global Firms00:42:53Lecture 3.4: Part 1: Represent Organisations in International Business Negotiations00:52:36Lecture 3.4: Part 2: Represent Organisations in International Business Negotiations00:49:30Lecture 3.5: Part 1: Decision Making in Global and Cross-Cultural Contexts00:42:59Lecture 3.5: Part 2: Decision Making in Global and Cross-Cultural Contexts00:36:34Lecture 3.6: Part 1: Master the Art of Staying Up-to-Date on International Trade Agreements01:12:39Lecture 3.6: Part 2: Master the Art of Staying Up-to-Date on International Trade Agreements00:55:10Lecture 3.7: Shadow Structures and Informal Power in Multinational Firms00:43:48Lecture 3.8: Part 1: Market and Cultural Intelligence Tools01:10:46Lecture 3.8: Part 2: Market and Cultural Intelligence Tools00:55:53Lecture 3.9: Digital Organisational Memory: Leveraging AI and Knowledge Management (KM) for Competitive Advantage00:44:07Lecture 3.10: Digital Sovereignty and Data Ethics in International Management00:34:21Lecture 3.11: Building Organisational Agility00:26:14Lecture 3.12: The Future of International Organisational Management00:39:56Journal Article: International business, corporate social responsibility and sustainable developmentJournal Article: Factors influencing cross-border knowledge sharing by police organisationsJournal Article: Business organisational structures of global companiesJournal Article: Organisational policies and practices for the inclusion of vulnerable workersJournal Article: International business negotiations. culture, dimensions, contextJournal Article: Aspects of the evolution from risk management to enterprise global risk managementSection 3: Plan change for organisational improvement
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Introduction:
The Level 7 Extended Diploma in Strategic Management - Managing People Pathway is designed to offer learners a broader and more comprehensive experience of strategic management with a focus on managing people. Learners are required to take all 5 core units plus 3 units from the Managing People 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 people management-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.
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.
Course Syllabus Podcast
Gain a Comprehensive Understanding of the Course Syllabus with Our Informative Podcast.
Not Disclosed
Qualification Content:
Learners taking the Managing People Pathway take the five core units and the three units from the Managing People Pathway.
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UNIT NAME |
UNIT AIMS |
UK CREDITS |
TYPE OF UNIT |
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Strategic Planning |
The aim of this unit is to develop the knowledge, understanding and skills necessary to develop an organisational strategic plan. |
15 |
Core |
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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 |
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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 |
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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 |
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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 |
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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 |
Managing People Pathway Unit |
|
Strategic Human Resource Management |
The aim of this unit is to help learners acquire knowledge and understanding of human resource management strategy and its impact on the efficiency of an organisation. |
15 |
Managing People Pathway Unit |
|
Managing Continuous Organisational Improvement |
To enable learners to develop the knowledge, understanding and skills required to create a culture of continuous improvement in an organisation. The learners will have the opportunity to develop the skills required to plan organisational change. |
15 |
Managing People Pathway Unit |
What’s included
- No.of Modules: 8
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Duration:24Months
- Learning: N/D
- Certificate