Micro Doctor’s Degree in Developing Strategic Management and Leadership Potential

Learning Outcomes:

Using a variety of tools to analyse the external business environment critically

• PESTEL  and five forces analysis; threats and opportunities analysis, etc. 

Using a variety of tools to analyse the internal business environment critically

• Resources and capability/competency analysis, Value chain analysis, VRIO analysis and the determination of core competencies and sources of sustainable competitive advantage. 

Identify and analyse mandatory competency and competitive advances of an organisation.

• Competitive advantage identification; economies of scope and scale; product or service life measurement; internal statistics and surveys; measures for monitoring and evaluating; emergent and unrealised strategy; globalisation effects; resources analysis; mandatory skills and competencies; experience curves; comparative analysis.

To review the position of an organisation in its current market:

• Market situation analysis; organisational position measurement; strategic business planning tools; e.g. SWOT (strength, weakness, opportunity and threats) analysis; Porter’s Five Forces Analysis; value chain analysis; Boston growth-share (BCG) matrix; market equilibrium; market share; sustainable competitive advantage. 

Discussing the relationship between corporate, business and operational strategies

• Strategic relationships, e.g. concepts, application and changing trends; corporate strategies; business strategies; operational strategies
• Effective communication; strategy formulation; strategic drift; strategic options review; benchmarking; competitor analysis; benefit-cost analysis; information review; organisational value consistency; position in markets; market share; globalisation effect; impacts of technological advancements. 

Use various models and tools to develop strategic options for an organisation’s strategic models,

• Identification uses and effectiveness; Mintzberg’s strategies, e.g. emergent and deliberate; Ansoff matrix strategies; balanced mandatory card analysis; sensitivity analysis; organisational integration; merger and acquisition; gap analysis; product portfolio. SAFe

Assess internationalisation drivers and potential for different markets.

• Yip’s globalisation framework, Porter’s Diamond, CAGE framework, global strategy, global integration vs. local responsiveness, entry modes, etc.  

Introduce the concept of ‘Business and  Society.

• Analyse and decide strategic and business strategic options: Business ethics and corporate social responsibility (CSR),  stakeholder analysis, triple bottom line, creating shared value, etc. 

 Leadership Styles and Strategic Change

• Analysing change context, types of change,  levers of strategic change and the challenges of implementing strategic change.

Indicative Reading list 

Core texts: 

• Whittington, R., Regner, P., Angwin, D., Johnson, G., & Scholes, K. (2020) Exploring Strategy: Texts and Cases. (12th ed.)
• Harlow, Pearson. Gill R (2011). Theory and Practice of Leadership, 2nd ed. Sage Publications 

Additional reading: 

• Balogun J and Hope-Hailey V (2008). Exploring Strategic Change, 3rd ed. FT Prentice Hall  
• Crane, A., Matten, D., Glozer, S., & Spence, L. (2019). Business Ethics: Managing Corporate Citizenship and Sustainability in the Age of  Globalization (5 ed.). Oxford: Oxford University Publishing.  
• De Wit B and Meyer, R (2010). Strategy: Process, Content, Context: an international perspective, 4th ed. Andover : South-Western Cengage  Learning  
• Mintzberg H, Lampel J and Ahlstrand B (2009). Strategy Safari: the complete guide through the wilds of strategic management, 2nd ed. FT  Prentice Hall 
• Barney, J. (2010) Gaining and Sustaining Competitive Advantage. New York: Pearson Education. 
• Grant, R. (2010) Contemporary Strategy Analysis. Hampshire: John Wiley and Sons. 
• Hill, C., Jones, G. and Schilling, M. (2013) Strategic Management: Theory: An Integrated Approach. Stamford, CT: Cengage Learning.
• Chandler, D. (2016) Strategic Corporate Social Responsibility: Sustainable Value Creation. London, Sage. 
• Mintzberg, H. (2000) The Rise and Fall of Strategic Planning. Harlow: Financial Times/Prentice Hall. 
• Pettigrew, A. M., Thomas, H. and Whittington, R. (eds.) (2006) The Handbook of Strategy and Management. London: Sage.
• Stacey, R. D. (2010) Strategic Management and Organisational Dynamics. Harlow: Financial Times/Prentice Hall. 

Recommended Journal Articles 

• Carroll, A & Shabana, K (2010) The Business Case for Corporate Social Responsibility: A Review of Concepts, Research and Practice, International Journal of Management Reviews, 12(1), 85-105 
• Porter, M.E. & Kramer, M.R. (2011) Creating shared value: How to reinvent capitalism and unleash a wave of innovation and growth. Harvard  Business Review 89(1–2), 62–77.
• Porter, M. (1996) What is Strategy? Harvard Business Review. Nov-Dec pp. 61–78. 
• Rugman, A. & Verbeke, A. (2004) A perspective on regional and global strategies of multinational enterprises. Journal of International Business  Studies 35(1), 3–18 
• Cohen, B. & Munoz, P. (2017) Entering conscious consumer markets: Toward a new generation of sustainability strategies. California  Management Review 59(4), 23–48. 
• Fassin, Y. (2008) The stakeholder model refined. Journal of Business Ethics 84(1), 113–135. 
• Ghemawat, P. (2001) Distance still matters: The hard reality of global expansion. Harvard Business Review 79(8), 137–47.
• Goold, M. & Alexander, M. (1998) Corporate strategy and parenting theory. Long Range Planning 31(2), 308–314.
• Porter, M.E. (1990) The competitive advantage of nations. Harvard Business Review 68(2), 73–93. 
• Porter, M.E. & Kramer, M.R. (2006) Strategy and society: The link between competitive advantage and corporate social responsibility. Harvard  Business Review 84(12), 78–92. 

Journals/newspapers: 

• Strategic Management Journal 
• Academy of Management Journal 
• Journal of International Business Studies 
• Journal of World Business 
• British Journal of Management; 
• California Management Review; 
• European Management Journal; 
• Harvard Business Review; 
• Journal of Business Strategy; 
• Journal of Management Studies;
• Long Range Planning; 
• MIT Sloan Management Review; 

Websites: 

• www.sps.org.uk Strategic Planning Society
• www.ft.com Financial Times
• www.managers.org.uk Chartered Management Institute

Entry requirements

To enroll in the Micro Doctor program, the learner must possess the following:

• A Master’s degree from an accredited university or achieved a Level 7 Diploma according to the European Qualifications.
• For degrees from non-global accredited universities, learners should follow the Accreditation of Prior Experiential Learning for Qualification (APELQ) policy of the London Academy of Sciences.
• Learners must be over 24 years old.

Université Libérale de Paris reserves the highest decision-making power for admission whether to accept or not accept after a specific review of each candidate’s profile to ensure they can comprehend and gain benefits when participating. For the fake university or diploma mills, Paris-U shall not be accepted.

English language requirements

Proof of English language proficiency must be provided if a learner is not from a predominantly English-speaking country.

• Common European Framework of Reference (CEFR) level B2 or equivalent
• Or A minimum TOEFL score of 101 or IELTS 6.5; Reading and Writing must be at 6.5 or equivalent.

After graduating from the Micro Doctor program, students receive all certified documents from Univertisé Libérale de Paris.

Certified Documents:

• e-Certificate from Université Libérale de Paris
• Hard copy certificate from Université Libérale de Paris
• Accreditation of Prior Experiential Learning for Qualification (APELQ) certified from Paris-U for credit and tuition fee transfer
• Certification & Recognition certified from Paris-U.

Because the program is accredited and recognised, students can easily use certified in the working environment and have many opportunities for career advancement. In addition, if you want to study for a university degree, students can convert all credits and the full tuition fee when participating in the program Paris-U.

e certified at the doctoral level and is equivalent to:

• Level 8 Certificate of Regulated Qualification Framework (RQF) of the UK
• Level 11 certificate of Scottish Credit and Qualifications Framework (SCQF)
• Level 8 Certificate of Credit and Qualifications Framework (CQFW)
• Level 8 certificate of European Qualifications Framework (EQF)
• Level 10 certificates of the Australian Qualifications Framework (AQF)
• Level 8 certificate of ASEAN Qualifications Reference Framework (AQRF)
• Level 10 certificate of the African Continental Qualifications Framework (ACQF)

As a crucial component of liberal education, Paris-U is the first university in the world to implement the APEL.Q approach to acknowledge experience and knowledge fully. Assist students in becoming rapidly recognised and entering the labour market.

Short Courses Certified programs are wholly approved and recognised, according to the same rigorous standards as academic degree programs. Learners might include this qualification in their portfolios when submitting for the APEL.Q examination.

Please note that the APEL.Q process will only lead to a DBA/Ph.D degree from Paris-U, not a dual degree. For more information, read more HERE

Université Libérale de Paris Certified program is not-for-profit, so Paris-U and its partners fully support the tuition fees. Université Libérale de Paris reserves the right not to accept more students if the number exceeds the quotas.

Apply Policy:

• To participate in Paris-U’s Short courses program, students must meet the entry criteria corresponding to each level. Please see the “Entry” tab for more details.
• Paris-U will only accept applicants if their entry qualifications are from diploma mill universities or schools/universities that are accredited.
• For Level 7 short courses programs, if an entry bachelor is unavailable, students must demonstrate at least five years of work experience in the relevant field. Please note that a bachelor’s degree is required for the Master’s program at Paris-U, so you could take the Micro Master program but could not move to the Master’s program at Paris-U.

• English is not a mandatory entry requirement for short course programs, but candidates must ensure that English is used in reading documents, listening to lectures, and doing assignments. Candidates should note that English is mandatory when switching to an academic program at Paris-U.

Apply Process:

1.  Choose the program that suits your requirements. Note that applicants without a university degree will not be able to participate in the program at Level 7, and applicants without a Master’s degree will not be able to participate in the program at Level 8.
2. Email your application to support@paris-u.fr with all the required documents. You can download the application form here.
3. Our admission department will reach out to you and guide you through further processes if the registration documents need to be supplemented.
4. Université Libérale de Paris will issue the Letter of Acceptant (LOA). You will proceed to the next steps according to the instructions and pay the tuition fee.
5. Université Libérale de Paris will issue a student confirmation letter, login account to the e-learning system and related documents.
6. You have become an official Paris-U student and enjoy your study journey.

The Short Courses Certified program is a fully online program. You can study anytime, anywhere. The final exam will be uploaded to the system and marked by the academic panel of Paris-U. Students must submit assignments on time. Otherwise, the student is considered not to continue the program.