The aim of this unit is to develop learners’ understanding of strategic and change management models, as well as the ability to review strategic plans, to propose strategic options, to create implementation plans and to lead organisational changes.
Level 7 is equivalent to Master’s level and could transfer 20 credits and full tuition fees to Master programs of Paris-U.
1. Be able to analyse key external influences on an organisation’s strategy.
1.1 Critically evaluate the position of an organisation in its current market.
1.2 Critically analyse the effects of existing plans on an organisation.
2. Be able to appraise strategic options for an organisation
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 organisation.
2.3 Evaluate strategic options for an organisation.
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 organisation.
3.2 Propose a suitable structure for an organisation that fits a strategic plan.
3.3 Create a resourced strategy implementation plan.
4. Be able to develop and implement a strategic organisational change management plan.
4.1 Apply force field analysis to effectively distinguish forces of change.
4.2 Critically evaluate various change management models.
4.3 Identify relevant leadership and change agent skills to implement a strategic change in an organisation.
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 in order to monitor the implementation of the strategic plan.
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 decisions of organisation.
Business environment e.g. definition, features, characteristics, types; distinctions between culture and organisational environment; key components of organisational environment; organisational 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; organisational commitment e.g. short term, medium and long term; competitor analysis; designing of products or services; influence measurement; organisational environment improvement.
Using a variety of tools to critically analyse external business environment:
Course Coverage:
Business environment dynamics e.g. definition, characteristics, changes; basics of business environment; organisational environment e.g. benchmark, liability, elasticity, intelligibility, commitment of 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 critically analyse internal business environment:
Course Coverage:
Internal organisational 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 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.
To analyse the effects of exiting plans on organisation:
Organisational planning effects; organisational agreement between several organisations; communication with stakeholders; organisational 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 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 competences; experience curves; comparative analysis.
Discussing 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:
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; organisational integration; merger and acquisition; gap analysis; product portfolio.
Analyse and decide strategic and business strategic options:
Strategic options e.g. basics and organisation led applications; potential option review; business ethics; good practices; effective participation of stakeholders; diversity management; organisational environment consideration; awareness raising; objectives settings; strategic alliance; benchmarking; leadership.
Developing appropriate vision, mission and strategic goals for an organisation:
Situational analysis; setting vision and mission targets; understanding organisational values; business environment outlining; conceptualising stakeholders.
Proposing a suitable structure: stakeholders:
identification, role analysis; comprehensive target setting for a business organisation; 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 new action plan:
Organisational culture analysis; understanding basic values of a business organisation 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:
Organisational changes e.g. definitions, processes, patterns; the identification of change forces; roles of change forces; factor identification; impact of globalisation.
Using various change management models:
Change management models e.g. identification, selection and use; in order to implement any change in an organisation; 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 g, identification, appropriate selection and application; implementing a strategic change in an organisation; right attitude; appropriate knowledge; leadership and skills.
To develop a time schedule for 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 in order to monitor the implementation of the strategic plan:
Success factors definition; success factors identification; successful strategic plan monitoring; planning implementation; evaluation and monitoring of control system; cascading and dissemination process.
To analyse 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:
To enroll in the Micro Master program, the learner must possess:
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 that they can comprehend and gain benefits when participating. For the fake university or diploma mills, SIMI shall not be accepted.
If a learner is not from a predominantly English-speaking country, proof of English language proficiency must be provided.
After graduating from Micro Master programs, students receive all certified documents from Université Libérale de Paris.
Because the program is accredited and recognized, students can easily use certified in the working environment and have many opportunities for career advancement. In addition, in case 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.
Paris-U Micro Master Degree is the certified at the master level and is equivalent to:
Students can convert all credits and the full tuition fee when participating in the Paris-U academic programs if they want to study for an academic degree.
Credits transfer:
Learners can accumulate 20 credits from the Micro Master program when participating in the Master of Arts in Education Management and Innovation Pedagogy (MAEMIP) of Paris-U. Please see the credit transfer policy HERE
Tuition fee transfer:
When participating in the MAEMIP program, students who have graduated the Micro Master program will receive a discount equivalent with short courses tuition fee each certified. Please see the tuition fee transfer HERE
[APEL.Q] – Accreditation of Prior Experiential Learning (APEL) for Award of Academic Qualifications (Q) is the award of academic qualifications to individual learners through the evaluation and assessment of prior experiential learning towards fully accredited programmes offered by Paris-U. A degree with [APEL.Q] pathway is granted on the basis of the knowledge, skills, and competencies acquired through formal, informal, or non-formal learning.
As a crucial component of Liberal Education, Paris-U is the first university in the world to fully implement the APEL.Q approach to acknowledge past experience and knowledge. Assist students in becoming rapidly recognized and entering the labor market.
Short Courses Certified programs are completely approved and recognized, 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 lead to only MLSCM degree of Paris-U, not dual degree. For more information, read more HERE
Université Libérale de Paris (Paris-U) Certified program is not-for-profit, so the tuition fees are fully supported by Paris-U its partners. 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 need to meet the entry criteria corresponding to each level. Please see the “Entry” tab for more details.
- Paris-U will not accept applicants if their entry qualifications are from diploma mill universities or schools/universities that are not accredited.
- For Level 7 short courses programs, if an entry bachelor is unavailable, students must demonstrate a minimum of 5 years of work experience in the relevant field. Please note that a bachelor’s degree is required for the Master’s program of Paris-U so that you could take the Micro Master program but could not move to the Master’s program of Paris-U.
- English is not a mandatory entry requirement for short course programs, but candidates need to ensure that English is used in reading documents, listening to lectures, and doing assignments. Candidates should note that English is a mandatory requirement when switching to an academic program at Paris-U.
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.
Tuition policies are in keeping with the provisions of the Paris-U policy and subject to change without notice. In some case, Paris-U offer variety of Scholarships for International Students.
1 Rue de Stockholm 75008 Paris, France
Phone: +33758491227
Email: support@paris-u.fr
Wertachstrasse 21 • 86153 Augsburg
Phone: +15908605264 • Email: support@education.holdings
Clauses of Use
Acceptable use
Intellectual Property and Trademarks
Ethics Code
Student Policies
Refunds