This unit aims to develop learners’ understanding of strategic and change management models and the ability to review strategic plans, propose strategic options, create implementation plans, and lead organizational changes.
Level 7 is equivalent to Master’s level and could transfer 20 credits and total tuition fees to Master programs of Paris-U.
1. Be able to analyze critical external influences on an organization’s strategy.
1.1 Critically evaluate the position of an organization in its current market.
1.2 Critically analyze the effects of existing plans on an organization.
2. Be able to appraise strategic options for an organization
2.1 Critically explore the relationship between corporate, business, and operational strategies.
2.2 Apply strategic models and tools to develop strategic options for an organization.
2.3 Evaluate strategic options for an organisatioorganizationn.
3. Be able to evaluate various tools and approaches to a strategy implementation plan.
3.1 Create a relevant vision, mission, and strategic goals for an organization.
3.2 Propose a suitable structure for an organization that fits a strategic plan.
3.3 Create a resourced strategy implementation plan.
4. Be able to develop and implement a strategic organizational change management plan.
4.1 Apply force field analysis to distinguish forces of change effectively.
4.2 Critically evaluate various change management models.
4.3 Identify relevant leadership and change agent skills to implement a strategic change in an organization.
5. Be able to monitor and control the implementation of strategic plans.
5.1 Develop a monitoring and control system for the implementation of strategic plans.
5.2 Design key success indicators to monitor the strategic plan’s implementation.
5.3 Distinguish potential risks during implementation.
5.4 Review the effectiveness of the strategic plan.
Explaining the importance of scanning business environments in making strategic organizational decisions.
Business environment, e.g., definition, features, characteristics, types; distinctions between culture and organizational environment; critical components of the organizational environment; corporate environment basics; internal environment, e.g., working capacities, employment relations, job satisfaction; external factors, e.g., beneficiaries identification, consumer group demands; ways to meet those demands; contractors; stakeholders; shareholders; suppliers; general workforce; competitor success directions; links of influential factors, e.g., social, political, technological; organizational commitment, e.g., short term, medium and long term; competitor analysis; designing of products or services; influence measurement; corporate environment improvement.
Using a variety of tools to analyze the external business environment critically:
Course Coverage:
Business environment dynamics, e.g., definition, characteristics, changes; basics of business environment; organizational environment, e.g., benchmark, liability, elasticity, intelligibility, commitment of the team, management practices impact; effectiveness and efficiency effects; tools of analysis; threats and opportunities analysis; SWOT (strengths, weaknesses, opportunities, threats) analysis; market analysis, consumer survey; competitor identification; market research; data and information analysis.
Using a variety of tools to analyze the internal business environment critically:
Course Coverage:
Internal organizational environment, e.g., definition, types, features, and changes; internal management analysis; employee and management review; efficient communication rationale; strength analysis; weaknesses analysis; resource analysis; pricing strategies; strategic drift; product analysis; product life cycle analysis.
To review the position of an organization in its current market:
Market situation analysis; organizational 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.
To analyze the effects of existing plans on the organization:
Organizational planning effects; organizational agreement between several organizations; communication with stakeholders; organizational planning development; objectives led management; guidelines; action planning; strategic and structure fit; Business Process Re-engineering; performance appraisal; policy development; systems of communication; realignment and focus.
Identify and analyze mandatory competency and competitive advances of an organization:
Competitive advantage identification; economies of scope and scale; product or service life measurement; internal statistics and surveys; measures for monitoring and evaluating; emergent and unrealized strategy; globalization effects; resources analysis; mandatory skills and competencies; experience curves; comparative analysis.
Discussing the relationship between corporate, business, and operational strategies:
Strategic relationships, e.g.,., concepts, application, and changing trends; corporate strategies; business strategies; operational processes; effective communication; strategy formulation; strategic drift; strategic options review; benchmarking; competitor analysis; benefit-cost analysis; information review; organization value consistency; position in markets; market share; globalization effect; impacts of technological advancements.
Use various models and tools to develop strategic options for an organization:
Strategic models, e.g., Identification, uses, and effectiveness; Mintzberg’s strategies, e.g., emergent and deliberate; Ansoff matrix strategies; balanced mandatory card analysis; sensitivity analysis; organizational integration; merger and acquisition; gap analysis; product portfolio.
Analyse and decide strategic and business strategic options:
Strategic options, e.g., basics and organization-led applications; potential option review; business ethics; good practices; effective participation of stakeholders; diversity management; organizational environment consideration; awareness raising; objectives settings; strategic alliance; benchmarking; leadership.
Developing appropriate vision, mission, and strategic goals for an organization:
Situational analysis; setting vision and mission targets; understanding organizational values; business environment outlining; conceptualizing stakeholders.
Proposing a suitable structure: stakeholders:
Identification, role analysis, comprehensive target setting for a business organization, motivation to participate in strategic planning, strategy formulation, strategy implementation, monitoring, and evaluation of stakeholders’ performance.
Developing an agreed strategy plan that addresses all resource implications due to the new action plan:
Organizational culture analysis; understanding fundamental values of a business organization, e.g., cultural, ethical, social, economic, business; SMART (specific, measurable, achievable, realistic, time-based) target selection; resource audit; risk analysis.
Carrying out force field analysis:
Organizational changes, e.g., definitions, processes, patterns; the identification of change forces; roles of change forces; factor identification; the impact of globalization.
Using various change management models:
Change management models, e.g., identification, selection, and use, to implement any organizational change; Lewin’s Change Management Model; McKinsey 7-S Model; Kotter’s 8-Step Change Model.
Acquiring leadership and change agent skills:
Change agent skills e, e.g., identification, appropriate selection,d application, implementing a strategic change in an organization, the right attitude, relevant knowledge, leadership, and abilities.
To develop a schedule for the implementation of the plans:
Time requirement for planning implementation; time allocation for planning; time management; time scheduling; planning implementation timetable.
To develop key success factors to monitor the implementation of the strategic plan:
Success factors definition; success factors identification; successful strategic plan monitoring; planning implementation; control system evaluation and monitoring; cascading and dissemination process.
To analyze potential risk:
Risks, e.g., definitions, features, identification, and relevancies in diverse circumstances; implementation risks; implementation risks avoidance; contingency planning; contingency corrective development; risk preventive actions.
Core texts:
Additional reading:
Journals/newspapers:
Websites:
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