...Level 7 Diploma in Strategic Management and Leadership (QCF) | Unit 1 Developing Strategic Management and Leadership Skills | Student name | Assessor name | | | Date issued | Completion date | Submitted on | | | | | | Assignment title | Strategic Management and Leadership Report (1 of 1) | ------------------------------------------------- LO | Learning Outcome | AC | In this assessment you will have the opportunity to present evidence that shows you are able to: | Task no. | Evidence(Page no) | 1 | Understand the relationship between strategic management and leadership | 1.1 | Explain the link between strategic management and leadership | 1 | | | | 1.2 | Analyse the impact of management and leadership styles on strategic decisions | 1 | | | | 1.3 | Evaluate how leadership styles can be adapted to different situations | 1 | | 2 | Be able to apply management and leadership theory to support organisational direction | 2.1 | Review the impact that selected theories of management and leadership have on organisational strategy | 1 | | | | 2.2 | Create a leadership strategy that supports organisational direction | 2 | | 3 | Be able to assess leadership requirements | 3.1 | Use appropriate methods to review current leadership requirements | 3 | | | | 3.2 | Plan for the development of future situations requiring leadership | 3 | | 4 | Be able to plan the development of leadership skills | 4.1 | Plan the development of leadership skills for a specific...
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...Level 7 Diploma in Strategic Management and Leadership (QCF) Unit 1 Developing Strategic Management and Leadership Skills Student name Assessor name Date issued Completion date Submitted on Assignment title Strategic Management and Leadership Report (1 of 1) LO Learning Outcome AC In this assessment you will have the opportunity to present evidence that shows you are able to: Task no. Evidence (Page no) 1 Understand the relationship between strategic management and leadership 1.1 Explain the link between strategic management and leadership 1 1.2 Analyse the impact of management and leadership styles on strategic decisions 1 1.3 Evaluate how leadership styles can be adapted to different situations 1 2 Be able to apply management and leadership theory to support organisational direction 2.1 Review the impact that selected theories of management and leadership have on organisational strategy 1 2.2 Create a leadership strategy that supports organisational direction 2 3 Be able to assess leadership requirements 3.1 Use appropriate methods to review current leadership requirements 3 3.2 Plan for the development of future situations requiring leadership 3 4 Be able to plan the development of leadership skills 4.1 Plan the development of leadership skills for a specific requirement 3 4.2 Report on the usefulness of methods used to plan the development of leadership skills. 4 Learner...
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...STRATEGIC LEADERSHIP Managers provide leadership to an organisation. Organisational leaders influence the behaviour of subordinates so that they willingly and enthusiastically work towards the achievement of organisational objectives. Strategic leaders manage the strategic management process that is designed to help the organisation achieve its objectives. Strategic leadership is the ability to lead an organisation towards the achievement of its objectives. The tasks involved in exercising strategic leadership are typically to anticipate, envision, maintain flexibility and empower others to create strategic change as and when necessary. Strategic leaders are the lynchpin in the strategic management process. Among the strategic leaders, we have managers operating at different levels of an organisation: corporate-level, business-level, functional-level and operational-level. • Corporate-level managers include the chief executive officer (CEO), senior executives and the corporate staff. The corporate-level managers manage the strategic management process for the whole organisation. These managers may carry designations such as CEO, managing director, executive director or president. • Business-level managers are the strategic leaders at the business, division or SBU levels. These managers manage the strategic management process at the business-level. These may carry designations such as the general manager or vice-president. • Functional-level managers are the strategic leaders...
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...22716C Developing Strategic Management and Leadership Skills Unit code: F/602/2058 QCF Level 7: BTEC Professional Credit value: 10 Guided learning hours: 30 Unit aim This unit provides the learner with an understanding of the links between strategic management, leadership and organisational direction, and the skills to be able to apply this understanding. Unit introduction The main aim of this unit is to investigate how current thinking on leadership influences an organisation’s planning to meet current and future leadership requirements. Learners will gain an insight into the current thinking on leadership from an organisational perspective. They will examine the links between strategic management and leadership, particularly the skills a leader needs to support organisational direction. The unit will help learners understand the impact of management and leadership styles on strategic decisions in differing situations, through examining the competences and styles of successful leaders. Applying management and leadership theories and models to specific situations will enable learners to assess their impact on organisational strategy. The unit will draw on a selection of established principles, including the influence of emotional intelligence on leadership effectiveness. This will enable learners to assess how organisations can plan to meet current and future leadership requirements. This unit gives an organisational perspective...
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...Global Strategy and Leadership is the capstone segment for the CPA Program professional level. This segment consolidates your learning in the other three compulsory segments, Ethics and Governance, Financial Reporting and Strategic Management Accounting. In the increasingly complex business environment in which organisations operate, characterised by change, uncertainty and escalating competition, the disciplines of strategy and leadership have become critical to successful organisational performance. The aim of this segment is to link the knowledge of management and financial accounting to the concepts of strategy and leadership. Accountants use a variety of technical information to make decisions for the future of the business within an ethical framework of operation. This segment shows that accounting information, ethics, strategy and leadership are applicable to accountants working throughout the world in diverse organisations. As discussed in Ethics and Governance, accounting as a profession is respected internationally and CPAs are employed worldwide. The segment materials address the needs of candidates operating in different international markets in varying roles. This segment builds upon knowledge gained in the other three compulsory segments of the professional level. The concepts of professional ethics and good governance underpin the segment. Candidates who have previously undertaken the Advanced Audit and Assurance or Strategic Management Accounting segments will...
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... Strategy & Leadership Semester 2 2013 Glossary 7-‐S model Tool for testing whether a proposed strategy will achieve its aim by asking whether it is in alignment with the following major areas: Strategy, Structure, Systems, reSources, Skills, Style and Shared values. Ansoff product-‐market matrix Framework for considering possible alternatives and options for an organisation’s growth based on the product and market focus Balanced scorecard Performance management tool organised around four distinct perspectives which balance short-‐term and long-‐term performance, external and internal performance, financial and non-‐financial performance and different stakeholder perspectives. BCG (Boston Consulting Group) Matrix Tool to assess the organisation’s products in terms of market growth and the organisation’s market share, making it easier to identify any promising product areas that are either core to the organisation or the ...
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...PROGRAM GLOBAL STRATEGY AND LEADERSHIP STUDENT SUPPORT SLIDES Semester 1, 2016 MODULE 1 AN INTRODUCTION TO STRATEGY AND LEADERSHIP NEED TO MEET MODULE OBJECTIVES • • • • • • • • Explain the development of the evolution of strategy Outline the ethical responsibilities and challenges that leaders of organisations are confronted by Discuss the different approaches to strategy, and how they differ from one another Identify the strategy process and describe the purpose of each step Explain the concepts of strategic thinking and analysis Describe the various levels of strategy and the links between them Explain the drivers, challenges and benefits of globalisation Discuss the role of the accountant in the strategy process PRACTICE • • • Have you completed the questions in the Study Guide? Have you completed the Learning Examples in the Student Notes? Have you completed the knowledge check questions from this module? Key revision areas: • The different approaches to strategy: rational, processual, evolutionary, systemic • The levels of corporate strategy and the scope/content of each • The drivers, challenges and benefits of globalisation • Evolution of corporate strategy as a concept – Porter, Mintzberg • Operational effectiveness v. strategic positioning • Developing the strategy – see Focus slide • Ethics in leadership: classical and socioeconomic views Strategy and leadership Approaches to strategy ...
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...threat. The case study provides a brief analysis of what transpired at Nokia and how the strategy implemented by the management team from the period of the 1990s up to the 2010 led to the company losing its market shares at both ends of the mobile phone industry. During the period of 1991 and 1992 the company lost FM482million ($120 million) on its major business activities. In 1992 a new group chief executive, Jorma Ollila was appointed. Jorma Ollila’s mission was to formulate a strategy that was going to rescue the company from its losses, into a profitable organisation. The report focus on Nokia’s reason to select one area of development out of four, the significance of the introduction of new Android software for Nokia’s chosen strategy and the importance of management teams to strategic choice. In dealing with the first section on the study case , the author analysed the three elements of the strategy context used by the management team and then discussed strategic risks associated with focusing on the single development area out of four. Lynch (2012:421) defines strategy context as being concerned with the circumstances surrounding and influencing the way that a strategy develops and operates. The second section deals with the second question and the author discussed the advantages offered by Android mobile phones over Symbian’s mobile and how an organisation can gain its competitive advantage using “Porter’s Five Forces Model”. The report also provides brief discussion...
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...Strategic Leadership Critically evaluate the concept of strategic leadership | Introduction Every business, especially within our current and very intricate global settings, is subject of an extremely challenging venture in terms of features which may influence the function of an organisation (Hakansson and Snehota, 1995; Yli-Renko and Autio, 1998). The achievement or an eventual fiasco of a business is ascribed to these features (Gulati et al., 2000; Möller and Rajala, 2007). Therefore, strategic leaders aptitudes ought to be advanced perpetually and accurately in order to prepare them to face todays challenges as they might be eventually harder in the forthcoming (Hitt et al., 2009). Within the context a lucrative organisation, it is clearly acknowledge that the organisation ought to attempt and reach the level of customers’ contentment in order to be on top of the industry competition as well as generating benefits. In this way, to be capable to achieve its corporate objectives, the management of actual organisation must be directed by the principle of strategic leadership. Principally, the core intention of this paper is to critically evaluate the concept of strategic leadership. In this, possible advantages and restrictions of the execution of strategic leadership will be argued by the author of this paper. Moreover, this paper will attempt to provide a number of understanding information regarding the basic features of strategic leadership for instance strategic...
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...Link between Strategic management and leadership A leadership is the bridge between strategic management and their target. It’s because of a leadership that organisation gets their desired tasks and targets. Management is responsible for people and resources in a unit according to the rules or values that have already been set while the leadership set a direction to the people in the group. The aspect of leadership assumes importance in this age of cut throat competition as effective leadership paves the way by which an organisation achieves its various objectives. In this regard roles of the leader are important as they seek to exhort the employees to increase their participation in the management and effective evaluation of strategies in regards to the organisational goals (Barney and Barney, 2009). We can understand the link between strategic management and leadership by this example that good leadership and effective management are always the of success in any organisation so both of these are the skills which going side by side without management a good leadership can only satisfy for the time being not in a long term same as an effective management is nothing without the good leadership. When great leadership is jointed with effective management, you are able to set a direction and be able to allocate the resources the way you want. Not only that, you will achieve your goal the way you have thought and the way you want to achieve. When seen in the context of Qualbank...
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...| | |3 D MORDEN COLLEGE LONDON | | | |Diploma in Strategic Management and Leadership Level 7 | | | |Unit 1: Developing Strategic Management and Leadership Skills | | | |Assignment : Apply theories of Leadership and Management to an organisation | | | |Tutor: Mr M.T.Islam Date Set: 08 January 2015 | | ...
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...Approaches to self managed learning This report will have the information about how self-managed learning can enhance lifelong development by evaluating the approaches to self managed learning, ways in which lifelong learning in personal and professional contexts could be encouraged and the benefits of self managed learning to the individual and organisation. There will be also information about my own current skills and competencies against professional standards and those of organisation objectives. Identifying of my own development needs and what activities are required to meet them. Personal development opportunities I have got in meeting current and future needs. INTRODUCTION Self-managed learning is a way people or individual find different ways in learning things, which could be in the society they are living or at work that is a diversified environment. Self-managed learning also is about setting out the goals for the learning by evaluating the purpose for learning and ways to achieve such goals. People learn new things example the culture of different people, behaviour, personality, perceptions etc. Individual can learn things not only in class but also through friends, news papers etc. Self-managed learning gives people a chance to come up with their own strategy in learning, though sometimes people take a short term in learning something that could be maybe to enable them to pass the exam, or completing a project, it is important for people to acquire such knowledge...
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...OVERVIEW 3 3. PROBLEM IDENTIFICATION 5 4. SOLUTION 6 4.1. Establish Strategic Transformation Programme Office (Step 1) 9 4.1.1. Leadership Responsibilities 9 4.1.2. Authority, Responsibility and Accountability System 10 4.1.3. Reporting Structures and Communications 12 4.1.4. Strategic Transformation and Change Roles and Responsibilities 12 4.2. Strategic Analysis (Step 2) 13 4.2.1. Core Business and Competency 13 4.2.2. Preferred Culture 13 4.2.3. Create a Value System to Promote a Preferred Organisational Culture 13 4.2.4. Create a Vision and Mission of the Future 14 4.2.5. Create a Strategy Map 14 4.3. Strategic Development (Step 3) 15 4.4. Strategy Implementation (Steps 4 & 5) 16 5. RECOMMENDATIONS 17 6. CONCLUSION 17 7. BIBLIOGRAPHY 18 List of Figures Figure 1: Different steps 7 Figure 2: BSPM learning organisation value chain schematic 8 Figure 3: Shared Authority, Responsibility and Accountability 10 Figure 4: Programme structures for portfolios adapted from Steyn and Schmikl (2010: 130 11 Figure 5: Strategic Transformation Project-Portfolio adapted from Steyn et al. (2010: 79) 11 Figure 6: Establish Programme Office adapted from Steyn et al. (2010: 80) 12 Figure 7: Developing Strategic Options adapted from Steyn et al. (2010: 82) 15 List of Tables Table 1: Problems Identified against performance improvement strategies 5 Table 2: Strategic Transformation Programme Management Process 8 Table 3: Differences between Vision and Mission 14 Table...
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...sense of gratitude and love to my friends and my beloved parents for their manual support, strength, and help and for everything. I sincerely thanks to my supervisor Sir. Zeeshan Gulfam, who has helped me in this regard and encouraged me to carry out this project,. Research Methodology There was a need of collecting the data regarding to unit “Developing Strategic Management and Leadership skills”, on the topic of “Being Apple, Steve jobs”. For this purpose, I have collected the data by watching different videos and reading different books, magazine, articles and different websites. Literature Review This assignment of the unit “Developing Strategic Management and Leadership skills” on the topic of “Being Apple, Steve job”, and all of us we know that it is the era of competition and only competitive managers can lead the organisation successful. Here we discuss Steve Jobs, his professional expertise and leadership and management qualities. If organisations do not set any assessment criteria, then it is very tuff for an organisation to compete. Strategic Managers must have enough skills and quality to lead an organisation. By doing this...
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...globalDeveloping the Global Leader of Tomorrow SPONSORED BY Developing the global leader of tomorrow Contents I Overview of research . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 I Executive summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 I Chapter 1 Trends in the external environment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 I Chapter 2 The organisational response . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 I Chapter 3 Implications for knowledge and skills . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 I Chapter 4 The performance gap . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19 I Chapter 5 Sourcing and developing knowledge and skills . . . . . . . . . . . . . . . . . . . . 20 I Next steps . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22 I Case examples Unilever . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 IBM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25 Novo Nordisk . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27 BG Group . . . . . . . . ...
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