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可用的课程
Unit 14 Managing Continuous Organisational Improvement
GLH: 60 | Credit: 15
LO/AC Table: LO1 Understand how organisations create culture continuous improvement/acceptance change (1.1 Analyse features organisational culture encourage/allow continuous improvement, 1.2 Assess approaches/methods facilitate introduction/acceptance organisational change; M1 Evaluate how leadership/management styles facilitate continuous improvement organisations/embedding change; D1 Assess importance continuous improvement supporting organisational success).
Indicative Content: Features organisational culture encourage/allow continuous improvement learning culture/empowerment/flat structure/accepting failure/learning mistakes/teamworking/cross-departmental working/shared vision/values, Theories/models change management Kotter/Lewin/Kubler-Ross/ADKAR, Approaches/methods facilitate introduction/acceptance change communication/involvement/training/support/leadership/role modelling/monitoring/review, Leadership/management styles transactional/transformational/situational/autocratic/democratic/laissez-faire/impact embedding change.
Suggested Resources: Anderson (2016) Organization Development, Ashkenas (2013) Timeless Lessons Change Management, Cameron/Green (2019) Making Sense Change Management, etc.
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Unit 13 Strategic Human Resource Management
GLH: 60 | Credit: 15
LO/AC Table: LO1 Understand factors affecting human resource management strategies organisations (1.1 Analyse effect organisational structure/culture organisational human resource management strategies, 1.2 Assess importance financial resources creating human resource management strategy; M1 Analyse impact legislation human resource management strategies).
Indicative Content: Organisational structure/culture flexible working practices/seasonality/mission/leadership styles/size organisation/national/international/nature business function/hierarchical/flat/functional/centralised/de-centralised/product based/project/matrix/liquid, Theories Handy/Mintzberg/Weber, Impact financial resources availability labour/skills needs v shortages/cost labour/productivity/minimum wage/nature workforce/seasonality/nature contracts/remuneration packages/reward systems, Legislation affecting human resource management strategies equalities legislation/data protection laws/health/safety laws/contracts employment/breaks/holiday entitlement/redundancy/dismissal/maternity arrangements, Current organisational situation competitive/financial environment/culture organisation/organisation strategy/need human resources/human resource plans/policies e.g. recruitment/selection/learning/development/performance management/staffing adjustments/talent management.
Suggested Resources: Armstrong/Taylor (2020) Armstrong's Handbook Human Resource Management Practice, Bailey/Mankin/Kelliher/Garavan (2018) Strategic Human Resource Management, etc.
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Unit 12 Corporate Communication Strategies
GLH: 60 | Credit: 15
LO/AC Table: LO1 Understand importance corporate communications (1.1 Explain purpose corporate communications, 1.2 Assess how corporate communications link corporate objectives, 1.3 Analyse relationship between corporate communications/corporate branding; D1 Review importance corporate communications success named organisation).
Indicative Content: Purposes corporate communications providing information stakeholders/communicating corporate vision/strategy/reinforcement public image acts effective bridge organisations/general public/allows effective/timely distribution information/links public relations strategy/emphasises importance two-way communication, Corporate communications corporate branding promote organisational brand/brand image/reinforces stakeholders view organisational performance/value/emphasises confidence organisational quality/performance/demonstrates adherence organisational corporate brand guidelines/clarifies brand strategy/brand position/brand identity/brand message, Corporate communications corporate objectives communication/reinforcement organisational strategic objectives/reinforcement corporate culture/promotes accountability/prioritisation stakeholder communication/influence/promotes transparency/accountability communications.
Suggested Resources: Argenti (2015) Corporate Communication, Camilleri (2021) Strategic Corporate Communication Digital Age, etc.
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Unit 11 International Marketing
GLH: 60 | Credit: 15
LO/AC Table: LO1 Understand implications international marketing organisations (1.1 Evaluate different market research requirements international marketing, 1.2 Analyse how business case international marketing justified, 1.3 Assess risks considered international marketing; M1 Evaluate different methods international marketing; D1 Analyse way financial/pricing issues affect international operations).
Indicative Content: International market research Validity data produced developing markets/international marketing information systems/integration organisation-wide systems/suitability different marketing research methods international context/use environmental scanning tools international context, Resource investment Advantages/disadvantages/requirements different methods market entry/international agencies/multinational trading groups/role UKTI/other government agencies/international development agencies overseas trade/accommodation/trading tariffs/differences international product standards/availability local labour/skills/international logistics/distribution networks/environmental/political conditions affecting them, Business case Reasons market entry/associated issues/nature/size/maturity local markets/barriers success/return investment, Start-up/ongoing costs/methods financing international marketing/sources finance/availability local incentives/international insurance/multinational financial systems, Design pricing structures/exchange rates/options/international insurance/shipping/import costs/factors affecting financial risk/strategic implications market conditions/customers creditworthiness/local government involvement economy/identification financial risk/risk maps/financial risk treatment options/local laws/foreign monetary policies/reducing exposure/risk sharing options, Suitability different risk treatment options/role foreign exchange markets/arbitrage/spot/forward exchange rates/hedging.
Suggested Resources: Chernev (2018) Strategic Marketing Management, Doole/Lowe (2022) International Marketing Strategy, etc.
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Unit 10 Strategic Marketing
GLH: 60 | Credit: 15
LO/AC Table: LO1 Understand principles strategic marketing (1.1 Analyse relationship corporate/marketing strategies, 1.2 Explain how marketing strategies contribute competitive advantage; D1 Evaluate relationship strategic intent/assessment/choice/their impact formulation marketing strategy).
Indicative Content: Role strategic marketing Definitions marketing strategy/role organisation/underpins marketing planning/activities/concept product/customer different organisations/resources/implementation/monitoring/control, Corporate strategy/marketing strategy Corporate strategy/linking marketing strategy corporate mission/vision/defining business/conducting situation audit meeting corporate objective marketing strategy/corporate social responsibility/marketing, Development marketing strategy Analysis environment/setting objectives/dynamic strategy flexibility change, Way strategies contribute competitive advantage Segmentation/targeting/positioning/relationship strategies/product innovation/development/principles branding/service marketing/pricing/distribution/E-marketing.
Suggested Resources: Chernev (2018) Strategic Marketing Management, Kotler/Pfoertsch/Sponholz (2021) H2H Marketing, etc.
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Unit 9 Quantitative Methods
GLH: 60 | Credit: 15
LO/AC Table: LO1 Understand types data used organisations monitor/improve performance (1.1 Evaluate different types data gathered organisations monitor/improve performance, 1.2 Distinguish between alternative sampling methods/measurement scales).
Indicative Content: Nature data types qualitative/quantitative/information, how data turned information/information used inform decision making, Interpreting data variety sources using different methods analysis advantages/disadvantages/limitations each, Use/comparison sampling techniques random sampling with/without replacement/stratified/cluster/systematic/other types sampling techniques postcode/demographic analysis, Scales measurement nominal/ordinal/interval/ratio.
Suggested Resources: Anderson et al. (2015) Statistics Business/Economics, Bergin (2018) Introduction Data Analysis, etc.
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Unit 8 International Finance
GLH: 60 | Credit: 15
LO/AC Table: LO1 Understand objectives international accounting standards (1.1 Assess objectives developing International Accounting Standards, 1.2 Explain how International Accounting Standards applied specific financial situations, 1.3 Analyse effect applying specified International Accounting Standards financial statements).
Indicative Content: Accounting Standards principles/concepts/conventions going concern/matching/consistency/materiality/prudence/substance over form/aggregation/offsetting/comparative information/importance true/fair view/use business entity/historical cost/revaluation features recording system, International Accounting Standards (IAS) IAS 1 presentation financial statements/IAS 2 Inventories/IAS 7 Statement cash flows/IAS 8 Accounting policies/Changes Accounting Estimates/Errors/IAS 10 Events reporting period/IAS 16 Property/plant/equipment/IAS 18 Revenue/IAS 23 Borrowing costs/IAS 33 Earnings per share/IAS 36 Impairment assets/IAS 37 Provisions/contingent liabilities/assets/IAS 38 Intangible assets, Impact financial statements income statement/statement financial position/cash flow statement/statement changes equity.
Suggested Resources: Arnold/Lewis (2019) Corporate Financial Management, Cloyne/Ferreira/Froemel/Surico (2018) Monetary Policy/Corporate Finance/Investment, etc.
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Unit 7 Developing Organisational Vision and Strategic Direction
GLH: 60 | Credit: 15
LO/AC Table: LO1 Understand how develop organisational vision strategic direction (1.1 Explain processes involved creating shared vision organisation, 1.2 Analyse factors impact organisation’s strategic direction vision; M1 Create vision named organisation shows relationship strategic direction/strategic planning; D1 Analyse strategic direction named organisation).
Indicative Content: Processes creating vision written vision/mission statements/values/culture/language/purpose/good practice, factors impact organisations/their vision PESTLE political/economic/social/technological/legal/environmental/government policy/legal requirements/regulatory/accountability issues/best practice/industry trends/global factors/data gathering, relationships between vision/strategic direction/strategic planning strategic goals/evaluation key factors/criteria analysis/knowledge set strategic direction/strategic planning techniques.
Suggested Resources: Barnes (2018) Operations Management, Brown (2018) Dare to Lead, Bryson (2018) Strategic Planning, etc.
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Unit 6 International Business Environment
GLH: 60 | Credit: 15
LO/AC Table: LO1 Understand international environment business (1.1 Evaluate business techniques analyse international business environment, 1.2 Analyse micro/macro environment specific business organisation international level; M1 Assess extent working international environment impacts success individual business organisation; D1 Evaluate risks involved operating international environment).
Indicative Content: Analysis techniques environmental analysis/diagnostics/environment audit/Porter’s diamond/PESTLE/Five Forces, micro-environment stakeholders/suppliers/customers/competitors/market intermediaries, macro-environment external climate/economic conditions/political opinion/legal environment/cultural environment/resources/technology, international business environment culture/CSR/politics/environmental issues/globalisation.
Suggested Resources: Collinson/Narula/Qamar/Rugman (2020) International business, Czinkota/Ronkainen/Gupta (2021) International Business, etc.
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Unit 5 Personal Development for Leadership and Strategic Management
GLH: 60 | Credit: 15
LO/AC Table: LO1 Understand how knowledge/skills leadership/strategic management support creation/achievement organisational vision/strategy (1.1 Analyse knowledge/skills required; M1 Assess how knowledge/skills strategic leadership supports; D1 Evaluate leadership/management knowledge/skills for vision vs strategy).
Indicative Content: Meaning vision/strategy/interrelationship, knowledge/skills required visioning/describing futures/clarity/creating/giving direction/specificity/motivation/planning/communicating/listening/synthesising/analysing/empathy/decision taker/link vision/strategy/effective change/emotional intelligence/developing/leading high-performing teams/consistency/reliability/delegation/conflict/gaining alignment.
Suggested Resources: Adair (2022) Develop Your Leadership Skills, Cornelissen (2020) Corporate Communication, etc.
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Unit 4 Organisational Behaviour
GLH: 60 | Credit: 15
LO/AC Table: LO1 Understand leadership behaviour theory/practice (1.1 Evaluate theories leadership behaviour, 1.2 Analyse factors influencing leadership behaviour; M1 Analyse how leadership behaviours impact organisations; D1 Assess extent features organisation impact effectiveness).
Indicative Content: Leadership vs management, behaviour theory personal traits/trait theories/great man/contingency/situational/behavioural/participative/transformational/transactional/emotional intelligence, working relationships/interaction power/social constructivism.
Suggested Resources: Adair (2019) Develop Your Leadership Skills, Arnold/Silvester/Cooper/Robertson/Patterson (2020) Work psychology, etc.
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Unit 3 Research for Strategic Development
GLH: 60 | Credit: 15
LO/AC Table: LO1 Produce research proposal strategic business development (1.1 Identify valid area research, 1.2 Explain aim/scope/objectives, 1.3 Produce research proposal/project plan; M1 Justify research area).
Indicative Content: Research proposal questions/hypothesis/formats/aims/scope/SMART/terms/rationale/ethics/costs/timescales, information strategic development organisation/structure/culture/growth/marketing/SWOT/PEST/customers/stakeholders/competitors.
Suggested Resources: Bell/Bryman/Harley (2018) Business Research Methods, Collis/Hussey (2021) Business Research, etc.
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Unit 2 Finance for Strategic Managers
GLH: 60 | Credit: 15
LO/AC Table: LO1 Understand importance financial data in business strategy (1.1 Evaluate sources financial data, 1.2 Assess importance financial data in business strategy, 1.3 Analyse risks financially based decisions).
Indicative Content: Sources financial information internal/external, financial information profitability/cash flow/stability, need for financial information assessing finance/reporting/setting targets, business risks strategic/market/compliance/operational.
Suggested Resources: Atrill (2017) Financial Management Decision-Makers, Annand/Dauderis (2019) Introduction Financial Accounting, etc.
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Unit 1 Strategic Planning
GLH: 60 | Credit: 15
LO/AC Table: LO1 Understand foundations for organisational strategy (1.1 Explain relationship mission/vision/strategy/business plans, 1.2 Analyse organisation's mission/vision, 1.3 Explain external factors/stakeholder expectations; M1 Evaluate impact of vision/mission on strategy; D1 Analyse external influences).
Indicative Content: Organisational vision/mission/strategy/plans, core values, objectives SMARTER, external factors stakeholders/competitors/political/legal/trends, tools SWOT/STEEPLED/market research.
Suggested Resources: Bryson/Edwards/Van Slyke (2022) Toward More Strategic View Strategic Planning Research, Dobbs (2016) Strategic Planning Pragmatic Guide, etc.
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ATHE Level 7 Extended Diploma in Strategic Management (International)
QN: 610/2088/6
TQT/GLH/Credit: 1200/480/120
Rules: All 5 core + all 3 International (6,8,11).
ATHE Level 7 Extended Diploma in Strategic Management (Managing People)
QN: 610/2088/6
TQT/GLH/Credit: 1200/480/120
Rules: All 5 core + all 3 Managing People (7,13,14).
ATHE Level 7 Extended Diploma in Strategic Management (Marketing)
QN: 610/2088/6
TQT/GLH/Credit: 1200/480/120
Rules: All 5 core + all 3 Marketing (10,11,12).
ATHE Level 7 Extended Diploma in Strategic Management (Finance)
QN: 610/2088/6
TQT/GLH/Credit: 1200/480/120
Rules: All 5 core + 3 Finance pathway (6,7,8,9).
Full Unit代号见Core行，AI自动创建。
ATHE Level 7 Extended Diploma in Strategic Management (Core)
QN: 610/2088/6
TQT: 1200 | GLH: 480 | Credit: 120
Rules: All 5 core + 3 optional from 6-14.
All Units (代号):
| Unit代号 | Title | GLH/Credit |
|---|---|---|
| T/650/5360 | 1 Strategic Planning | 60/15 |
| Y/650/5361 | 2 Finance for Strategic Managers | 60/15 |
| A/650/5362 | 3 Research for Strategic Development | 60/15 |
| F/650/5363 | 4 Organisational Behaviour | 60/15 |
| L/650/5364 | 5 Personal Development... | 60/15 |
| M/650/5365 | 6 International Business Environment | 60/15 |
| R/650/5366 | 7 Developing Organisational Vision... | 60/15 |
| J/650/5367 | 8 International Finance | 60/15 |
| D/650/5368 | 9 Quantitative Methods | 60/15 |
| H/650/5369 | 10 Strategic Marketing | 60/15 |
| K/650/5370 | 11 International Marketing | 60/15 |
| P/650/5371 | 12 Corporate Communication Strategies | 60/15 |
| S/650/5372 | 13 Strategic Human Resource Management | 60/15 |
| T/650/5373 | 14 Managing Continuous Organisational Improvement | 60/15 |
AI一键生成所有Unit Section（Section name含代号）+ 完整内容。
ATHE Level 7 Diploma in Strategic Management (International)
QN: 610/2087/4
TQT/GLH/Credit: 600/240/60
Rules: 2 core + 2 International pathway (Units 6,8,11).
International Pathway:
| Unit代号 | Title | GLH/Credit |
|---|---|---|
| M/650/5365 | Unit 6 International Business Environment | 60/15 |
| J/650/5367 | Unit 8 International Finance | 60/15 |
| K/650/5370 | Unit 11 International Marketing | 60/15 |
ATHE Level 7 Diploma in Strategic Management (Managing People)
QN: 610/2087/4
TQT/GLH/Credit: 600/240/60
Rules: 2 core + 2 Managing People pathway (Units 7,13,14).
Managing People Pathway:
| Unit代号 | Title | GLH/Credit |
|---|---|---|
| R/650/5366 | Unit 7 Developing Organisational Vision and Strategic Direction | 60/15 |
| S/650/5372 | Unit 13 Strategic Human Resource Management | 60/15 |
| T/650/5373 | Unit 14 Managing Continuous Organisational Improvement | 60/15 |
ATHE Level 7 Diploma in Strategic Management (Marketing)
QN: 610/2087/4
TQT/GLH/Credit: 600/240/60
Rules: 2 core + 2 Marketing pathway (Units 10,11,12).
Marketing Pathway Units:
| Unit代号 | Title | GLH/Credit |
|---|---|---|
| H/650/5369 | Unit 10 Strategic Marketing | 60/15 |
| K/650/5370 | Unit 11 International Marketing | 60/15 |
| P/650/5371 | Unit 12 Corporate Communication Strategies | 60/15 |
ATHE Level 7 Diploma in Strategic Management (Finance)
QN: 610/2087/4
TQT: 600 | GLH: 240 | Credit: 60
Rules of combination: 2 core + 2 Finance pathway (Units 6,7,8,9).
Finance Pathway Units (代号):
| Unit代号 | Title | GLH/Credit |
|---|---|---|
| M/650/5365 | Unit 6 International Business Environment | 60/15 |
| R/650/5366 | Unit 7 Developing Organisational Vision and Strategic Direction | 60/15 |
| J/650/5367 | Unit 8 International Finance | 60/15 |
| D/650/5368 | Unit 9 Quantitative Methods | 60/15 |
AI生成完整结构 + Unit代号嵌入Section name。
ATHE Level 7 Diploma in Strategic Management (Core)
QN: 610/2087/4
TQT: 600 Hours | GLH: 240 | Credit: 60
Rules of combination: At least 2 of 5 core units + 2 further from core/optional.
Required Units (from Unit池): Any 4 Units including at least 2 core (Units 1-5). Set Course completion dependency on selected Units. Use mod_subcourse to embed Unit links. Monitor GLH with Edwiser Reports.
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